Integrated Report

2024

GAMBARE!! JAPANESE MONODZUKURI

Our Policy“Business must serve
people and society”

TRUSCO NAKAYAMA Corporation
Tokyo Head Office

TRUSCO Fiorito Bldg., 4-28-1, Shimbashi, Minato-ku, Tokyo 105-0004

Osaka Head Office

TRUSCO Central Bldg., 4-2-5, Honmachi, Chuo-ku, Osaka-shi, Osaka 541-0053
Integrated
Report 2024

GOOD CAREER COMPANY
AWARD 2022

Grand Prize

Published: June 2024
Editor and Chief: Mayumi Takata
General Manager ofCorporate Planning Division
Production Partner:
Dai Nippon Printing Co., Ltd.
2,927 1,400 issues

TRUSCO NAKAYAMA Corporation

Company Overview As of December 31, 2023
Company nameOur Policy“Business must serve people
and society”

TRUSCO NAKAYAMA Corporation

Head store

Trusco Fiorito Bldg., 4-28-1, Shimbashi , Minato-ku, Tokyo

Head Offices

Tokyo Head Office: Trusco Fiorito Bldg., 4-28-1, Shimbashi, Minato-ku, Tokyo 105-0004 (registered as compoany head office)Osaka Head Office: Trusco Central Bldg., 4-2-5, Honmachi, Chuo-ku, Osaka City, Osaka 541-0053 (to become
new Osaka Head Office location on May 7, 2024)

Branches

Japan: 89 (2 head offices, 59 sales branches, and 28 distribution centers)
Overseas: 5 (Names of our overseas subsidiaries: TRUSCO NAKAYAMA CORPORATION (THAILAND) LIMITED, PT.TRUSCO
NAKAYAMA INDONESIA; Supplier business development office locations: Germany, Taiwan, and Thailand)

Capital$33 million; Listed on the First Section of the Tokyo Stock Exchange (Securities code: 9830)

Shareholders’ equity ratio 65.6%

We keep this concept in mind as we proceed with our business activities.

Employees

Consolidated: 3,043 (12 officers, 1,661 full-time employees; 1,370 part-time staff)

FoundedMay 15, 1959

EstablishedMarch 2, 1964

Closing date for fiscal year December 31

Japanese manufacturing, which boasts world-class cutting-edge technology,

Sales

is still an important key industry in Japan.

Ordinary Income“When manufacturing dies, the country dies”

Accounting Auditor

Our primary purpose and mission is to contribute to Japanese manufacturing.
As the company that supplies PRO TOOL to manufacturing sites,Bank

Deloitte Touche Tohmatsu LLC

Suppliers

3,509 (3,172 suppliers in Japan, 337 overseas suppliers)

Customers

Dealers of machine tools, construction materials, electrical materials, tubing materials, online shops, and home
centers etc.; about 5,632 customers

Business Areas

Wholesale of subsidiary equipment used at factories (PRO TOOL) including work tools, measuring tools, andcutting tools needed at production sites. Approximately 160,000 copies of “TRUSCO Orange Book.Com,” conducting our business activities with our mission of a comprehensive PRO TOOL catalog, are published annually,
and approximately 4.1 million items are published on PRO TOOL search site “TRUSCO Orange Book.Com,”
conducting our business activities with our mission of improving the convenience of equipment procurement at
manufacturing sites.

most reliable in any suppliers.

“Be an Ultimate Master Wholesale”

Mizuho Bank, Resona Bank, Bank of Tokyo-Mitsubishi UFJ, Sumitomo Mitsui Banking, Sumitomo Trust & Banking
Single A (Rating and Investment Information, Inc.)

We will deliver the products our customers need the quickest andby utilizing our inventory, distribution, and digital capabilities.

Consolidated: $124 million (for Fiscal Year Ending December 31, 2023)/
Ordinary Income of $125 million planned for Fiscal Year Ending December 31, 2024

Ratingit is better to have a wide range and variety of inventory.

We will improve the convenience of the entire PRO TOOL supply chain

Consolidated: $1,787 million (for Fiscal Year Ending December 31, 2023)/
Sales of $1,898 million planned for Fiscal Year Ending December 31, 2024

Officers

As of April 1, 2024
President Tetsuya Nakayama

Kenichi Saito
ForeSight & Company, Ltd.
President()

Director

Kazuo Nakai(General Manager of the Sales Department)

Director

Atsushi Kazumi(General Manager of the Business
Management Department, Digital Service
Strategy Department, and Orange Book
Department)

Outside Directors

Kuniaki Hagihara(Senior Advisor, Hagihara Industries Inc.)

Outside Directors

Takako Suzuki(Chairman, S.T. CORPORATION)

Full-time Auditor

Kiyonori Unto

Hideki Naoyoshi(General Manager of the Distribution
Department and General Manager,
Distribution Safety Promotion Division)

Part-time Auditor

Hiroho Kamakura

Part-time Auditor

Yoritomo Wada

Part-time Auditor

Ken Hineno

Even in this age in which common sense is completely changed,
our business principles remain unchanged.

Outside Directors

Director

The appropriate actions and direction of our business will not be clear without ambition.
Director

Tatsuya Nakayama(General Manager of the Product Department)

We aim to become the company that improves our capabilities
as PRO TOOL supplier and continues to be useful for
Japanese manufacturing industry at any time.

GAMBARE!! JAPANESE MONODZUKURI
2

Integrated Report 2024

Origin of the Corporate Name TRUSCO
TRUSCO was coined from the words “Trust” and“Company” to convey our commitment to building acompany that earns trust.
This name demonstrates our corporate approach toearn the trust of everyone we associate with in order tobecome a company that continues to grow in the future.

TRUST

COMPANY

Company Earning Your TrustIntegrated Report 20243

Important Measures for Becoming
the Company We Want to Be*

Corporate Message* See p.20 for details on the concept “Becoming the Company We Want to Be”.

GAMBARE!! JAPANESE MONODZUKURI

Very popular! The numberof users has increased rapidly!

P.47“NIAWASE + U-choku”

Our largest “tool box in Japan”“NIAWASE + U-choku” is a service where TRUSCO
places products that a customer has ordered in one box(“NIAWASE” (Order Consolidation)) and delivers them
directly to the user’s manufacturing site (“U-choku”(Direct Delivery Service)). During the 61st term, thenumber of units shipped directly to users was 4.86 million
units (up 1.31 million year-on-year), and the number ofcustomers using the service is rapidly expanding. We willfurther strengthen this convenient and environmentallyfriendly service inthe current fiscal
moret!
year.
uch

We are currently constructing our largest distribution
center, Planet Aichi, in Kitanagoya City, Aichi Prefecture.
With a total floor space twice that of Planet Saitama, it
can hold 1 million items in inventory and is expected tohave a maximum shipment capacity of $666 million.
Planet Aichi is conveniently located only 20 minutes by
car from Nagoya Station. Four high-speed automatedpacking and shipping lines (I-Pack®) capable of directly
shipping products to manufacturing sites throughout
Japan have been installed to minimize lead time.

A

Distribution Center

Planet Aichi

Distribution Center

Planet Niigata

4Integrated Report 2024

Location: Fukujimashinden, Sanjo City, Niigata
Access: 7 km from Tsubame-Sanjo Station(Joetsu Shinkansen Line) (15 minutes by car)Area of grounds: approx. 26,300 ㎡
Floor area: approx. 47,011 ㎡ (planned)
Building construction: Composite Construction(reinforced concrete pillars, steel
beams) Seismic Isolation Structure

Number of floors: Warehouse: 4 floors,
Office building: 4 floors
Capacity:
Shipping: 100,000 packages/day
Number of items in inventory: 1,000,000 items
Construction: To be completed by January 2025
Start of operations: Operations scheduled to
begin in July 2026
Design/Construction: Taisei Corporation

Number of floors: Warehouse: 4 floors,
Office building: 3 floors
Construction: To be completed by November 2025
Start of operations: Operations scheduled to
begin in September 2026
Design: Nikken Sekkei LTD.
Construction: KAJIMA CORPORATION

Organizational Chart ◀ OPEN

Distribution Center Planet Aichi

Additional shipping lines expanded for this servicee!

Location: 1-39-4 Gaiku, Nagoya, Kitanagoya City, Aichi
Access: 10 km from JR Nagoya Station (20 minutes by car)Area of grounds: approx. 41,636 ㎡
Floor area: approx. 88,578 ㎡(twice the size of Tokyo Dome)
Building construction: Composite Construction(reinforced concrete pillars, steel
beams) Seismic Isolation Structure

Currently under construction with
operation planned to start in July 2026!

Details can be foundby scanning
the QR code above.

slhas

M enienconv

Before NIAWASE(Order Consolidation)

After NIAWASE(Order Consolidation)

Number introduced More than 1,200!

P.51

MRO Stocker

Distribution Center Planet Aichi under construction (photo taken in February 2024)

TRUSCO will start promoting this service!

U-kuru Product Pick-up Service for Users

Used at various manufacturing sites

Making the most of our nationwide inventory bases

The “MRO Stocker” service, which was launched in 2020,
has spread throughout manufacturing sites nationwide, andthe number of locations where it has been adopted exceeded 1,200 in the 61st term. We have received comments from
customers such as “It has reduced unnecessary purchases
and led to cost reductions,” and “It has eliminated the hassleof inventory and consumables management.” It is also anenvironmentally-friendly service since shipping is not necessary each time an order is placed. In preparation for future
growth in demand, we will improve the quality of our services
so that customers can use them more easily.

In order to maximize the use of our 57 inventory bases
nationwide (distribution centers and branches with inventory), we will further develop an environment where users canpick up products at stores in the future. Although we madeit possible for users to come to our locations in the past,
there were times when it was inconvenient if they were in ahurry. In the future, we will continue to improve the systemand other systems so that products can be deliveredsmoothly to customers who come to our stores suddenly,
and create an environment that makes it easier for customers to use products from our inventory bases.

A variety of MRO Stockers tailored to sites

Visiting space provided at each inventory location (Saki Komai, Planet Saitama)

OPEN ▶ Organizational Chart

Specialized smartphone app

Integrated Report 2024

9

Organizational Chart As of April 1, 2024

*1

AdvisorPresident
Born December 24, 1958
65 years old; 43 years at Trusco

Career Summary
1978: Joined the Company
1996: Branch Office Manager, Tokyo Branch
1998: General Manager, Corporate Planning Department
1999: Executive Officer & General Manager,
Corporate Planning Department
2003: Executive Officer & General Manager,
Purchasing Department
2004: Division Head, Distribution Dept.
2007: Executive Director & General Manager,
Product Department
Advisor2017: Senior Executive Director & General Manager, Business
Management Department Department General Manager
2019: Senior Executive Director & Assistant to the President
2020: Advisor (present)
Advisor:
The position of advisor was established the purpose of providing advice toemployees with the advisor utilizing their knowledge and experience based on thepast achievements of the company.

Takashi Nakai

Born November 15, 1949
74 years old; 8 years at Trusco

Born August 19, 1953
70 years old; 8 years at Trusco

Born March 5, 1962
62 years old; 4 years at Trusco

Career Summary
1975: Joined McKinsey & Company
1996: Founded ForeSight & Company
President (present)
2016: Outside Director of the Company(present)
2017: Founded the Society for Problem
Solving
Representative Director, Society for
Problem Solving (present)

Career Summary
1976: Joined Hagihara Industries Inc.
1984: President, Hagihara Industries Inc.
2010: President & CEO of Hagihara Industries
Inc. President & Executive Officer
2016: Chairman, Hagihara Industries Inc.
2016: Outside Director of the Company (present)
2018: President, Toyo Heisei Polymer, Co., Ltd.
2020: Outside Director, Wavelock Holdings
Co., Ltd. (present)
2021: Chairman, Toyo Heisei Polymer, Co.,
Ltd. (present)
2022: Chairman, Hagihara Industries Inc.
Senior Advisor, Toyo Heisei Polymer,
Co., Ltd. (present)
2023: Senior Advisor, Hagihara Industries Inc.
(present)

Career Summary
1984: Joined Nissan Motor Co., Ltd.
2001: Joined LVJ Group K.K. (currently Louis
Vuitton Japan K.K.)J
2009: Representative Director, Shaldan Co., Ltd.
2010: Joined S.T. CORPORATION
2013: Director, Representative Executive Officer
and President, S.T. CORPORATION
Director, Shaldan Co., Ltd. (present)
2020: Outside Director of the Company (present)
2021: President, S.T. CORPORATION
2022: Outside Director, King Jim Co., Ltd.
(present)
2023: Chairman, S.T. CORPORATION (present)

Outside Directors
Board Brain(BB)*1
ForeSight & Company, Ltd.
President

Outside Directors
Board Brain(BB)*1
Senior Advisor,
Hagihara Industries Inc.

Kenichi Saito

Kuniaki Hagihara

General Manager of the Business Management Department, Digital Service Strategy Department, andDirector, General Managerof the Business
Management Department,
Digital Service Strategy
Department, and Orange
Book Department

Atsushi Kazumi

Career Summary
1993: Joined the Company
2001: Office Manager, Tsuchiura Sales Office
2002: Office Manager, Kanazawa Sales Office
2006: Branch Office Manager, Osaka Branch
2010: Section Manager, Catalog Media Sectionand Section Manager, DOTKUL Section
2013: General Manager, e-commerce Sales Division
2014: General Manager, e-Business Sales Division
2017: Executive Officer & e-commerce manager,
e-Business Sales Division
2017: Executive Officer & General Manager,
Information Systems Dept.
2019: Executive Officer & General Manager,
Information Systems Division

Administration Division

Accounting Division

Digital Service Strategy

Tatsuya
Nakayama

Dept. (47 employees in total)

President

Tetsuya Nakayama

Internal Auditing Office Chief, Internal Auditing

Office and Assistant Auditor

Orange Book Dept. (23 employees in total)

Central Health and Safety Committee

Director
General Manager of
the Sales Department

Career Summary
2013: Joined the Company
2018: Branch Office Manager, Internet
Sales Tokyo Branch Division 1
2019: General Manager of Corporate
Planning Division and Accounting
Division
2021: Senior Executive Officer & General
Manager, Product Division
2023: Director, General Manager of
the Product Department (present)

Digital Promotion Division

TRUSCO Orange Book DivisionTokyo Product Division

Osaka Product Division

Overseas Product Division

Executive Officer
General Manager of the
Osaka Product Division

Born January 27, 1947
77 years old; 12 years at Trusco

Career Summary
1986: Joined the Company
1996: Office Manager, Fukui Sales Office
2004: Office Manager, Chiba Sales Office
2008: Branch Office Manager, Okayama Branch
2011: General Manager, Factory Sales
Division (East Japan)
2013: General Manager, Overseas Division
2019: General Manager, Factory Sales
Division and East Japan Distribution
Division
Part-time Auditor
2022: General Manager, Factory Sales
Division (East Japan)
2024: Full-time Auditor of the Company(present)

Career Summary
1971: Joined Tohmatsu Aoki & Co.
(Currently Deloitte Touche
Tohmatsu LLC)
1973: Registered as Certified Public
Accountant
2012: Part-time Auditor, Trusco
Nakayama Corporation (present)Part-time Auditor, Trusco
Nakayama Corporation (present)Part-time auditor, Yushin Precision
Equipment Co., Ltd. (present)
2013: Part-time Auditor, Fujio Food
System Co., Ltd.
2018: Part-time Auditor, SymEnergy
Inc.(present)

To be appointed as Full-time Auditor at the 61st Ordinary General Meetingof Shareholders which is scheduled to be held on March 28, 2024

HirohoKamakura

Part-time Auditor

Yoritomo
Wada

Born October 23, 1955
68 years old; 1 year at Trusco

Born August 23, 1979
44 years old; 1 year at Trusco

Career Summary
1978: Joined Tohmatsu Aoki &Co.Currently Deloitte Touche
Tohmatsu LLC)
1981: Registered as Certified Public
Accountant
1996: Partner, Tohmatsu & Co. (currently
Deloitte Touche Tohmatsu LLC)
2019: Part-time Auditor, Nippon
Shokubai Co., Ltd. (present)
2020: Part-time Auditor, Sekisui House,
Ltd. (present)
2023: Part-time Auditor, Trusco
Nakayama Corporation (present)

Career Summary
2003: Joined Tohmatsu & Co. (currently
Deloitte Touche Tohmatsu LLC)
2007: Registered as Certified Public
Accountant
2007: Representative Director,
Actionlearning Co. Ltd. (present)
2007: Representative, Hineno Certified
Public Accountant Office (present)
2019: Senior Partner, Hineno Accounting
Office (present)
2023: Part-time Auditor, Trusco
Nakayama Corporation (present)

Kazuo Nakai

Career Summary
1993: Joined the Company
2002: Office Manager, HC Niigata Sales Office
2004: Branch Office Manager, HC Osaka Branch
2008: Section Manager, Personnel Section
2008: Section Manager for the Personnel Section and
Health Care Section
2013: General Manager, Corporate Planning Division
2017: Executive Officer & General Manager, Corporate
Planning Division
2019: Executive Officer & General Manager, Business
Management Department
2019: Director & General Manager, Business Management
Department

Ken Hineno

Director, General Managerof the Distribution
Department and General
Manager, Distribution
Safety Promotion Division

2020: Director & General Manager, Sales Department
Executive in charge of TRUSCO NAKAYAMACORPORATION (THAILAND) LIMITED. (present)
Executive in charge of PT. TRUSCO NAKAYAMAINDONESIA (present)
2021: Director, General Manager of the Sales Department,
General Manager of the Home Center Sales Division,and General Manager of the Distribution Division
2022: Director, General Manager of the Sales Department(present)

Sales Dept.
Sales Planning Division/e-Business Sales Division

Part-time Auditor

General Manager of the Distribution Department

Born July 7, 1969
54 years old; 31 years at Trusco(111 employees in total)

Information Systems Division

Kiyonori Unto

Born February 9, 1962
62 years old; 37 years and 4 month at TRUSCO

General Manager of the Sales Department

Born August 4, 1985
38 years old; 11 years at Trusco

Product Dept.

Full-time Auditor

Sustainability Committee

General Manager of the Product Department

2019: Director & General Manager, Information
Systems Division
2020: Director, General Manager of the Business
Management Department and General
Manager of the Digital Service Strategy
Department & General Manager of theDigital Promotion Division
2021: Director, General Manager of the Business
Management Department and General Managerof the Digital Service Strategy Department
2024: Director, General Manager, Business
Management Department, General
Manager, Digital Service Strategy
Department, and General Manager, Orange
Book Department (present)(93 employees in total) *2

President(3 staffs)

33 years at Trusco

Director
General Manager of
the Product Department

AuditorBoard of Directors Meeting
Internal
Auditing Office

Takako Suzuki

Orange Book Department

Board of Auditors Meeting

Tomoki Yokokawa

Born September 10, 1970
53 years old; 31 years at Trusco

Business Management Dept.
Personnel Division

Outside Directors
Board Brain(BB)*1
Chairman,
S.T.CORPORATION

General Meeting of Shareholders

Career Summary
1981: Joined the Company
1984: Director
1987: Executive Director
1991: Representative Director andSenior Executive Director
1994: President (present)

Outside Directors

Born January 16, 1955
69 years old; 46 years at Trusco

Corporate Planning Division

Board Brain (BB)?

At TRUSCO Nakayama, we call outside directors “Board Brains.”
This term alludes to our hope that they will provide advice and support based on theirabundant experience and knowledge, and contribute to the Company’s development.

HidekiNaoyoshiCareer Summary
1994: Joined the Company
2003: Branch Office Manager, Amagasaki Sales Office
2007: Branch Office Manager, Kokura Sales Office
2010: Head, Corporate Auditor’s Office
2011: Section Manager, Management Planning Section
2013: General Manager, Information Systems Division
2017: Executive Officer & General Manager, Information Systems Dept.
2017: Executive Officer & General Manager, Distribution Division
2019: Director, General Manager of the Distribution Department
2021: Director, General Manager of the Product Division and General Manager of Distribution Division
2021: Director, General Manager of the Distribution Department
2023: Director, General Manager, Distribution Department and General
Manager, Distribution Safety Promotion Division (present)

Distribution Department(914 employees in total)

General Manager, Factory Sales Division

Born December 7, 1971
52 years old; 30 years at Trusco(1,804 employees in total)

Home Center Sales Division

Overseas Division

Distribution Reorganization Department

Distribution Safety Promotion Division

General Manager, Home Center
Sales Division

General Manager, Overseas
Division and Section Manager,
Overseas Sales Section

General Manager, Distribution
Reorganization Department

Director
General Manager of the Distribution
Department and General Manager,
Distribution Safety Promotion Division

General Manager, East Japan
Distribution Division

General Manager, West Japan
Distribution Division

Distribution Division

General Manager,
Corporate Planning Division

General Manager,
Personnel Division

Executive Officer
General Manager, Administration
Division and Section Manager,
Property Section

General Manager,
Accounting Division

Executive Officer
General Manager,
Information Systems Division

General Manager,
Digital Promotion Division

General Manager, TRUSCO
Orange Book Division

General Manager,
Tokyo Product Division

General Manager, Overseas
Product Division

Executive Officer
General Manager, Sales Planning
Division, and General Manager,
e-Business Sales Division

Executive Officer
General Manager, Factory Sales General Manager,
General Manager, Factory Sales Division (Metropolitan Area)
Factory Sales Division
General Manager, Tokyo Metropolitan (Central Japan)
Division (East Japan)
Area Factory Sales Division

Mayumi Takata

Masato Otani

Mikio Adachi

Atsushi Shimozu

Takayuki Kimura

Masaya Okada

Ryutaro Shimizu

Fumiaki Matsubara Koshiro Aoyama Takeshi Yashima

Masashi Yamamoto

Atsuhiro Yamanaka Yoshiki Kimura Yutaka Yoneda Toshiharu Sakai Masatoshi Fujita

Shu Matsui

Norihiro Higashi

Naoya Handa

Hideki Naoyoshi

Tomoya Kita

Takanori Hirayama

Born June 2, 1977
46 years old; 24 years at Trusco

Born October 24, 1967
56 years old; 33 years at Trusco

Born September 20, 1969
54 years old; 30 years at Trusco

Born December 25, 1978
45 years old; 22 years at Trusco

Born June 26, 1973
50 years old; 26 years at Trusco

Born September 2, 1980
43 years old; 21 years at Trusco

Born November 6, 1975
48 years old; 25 years at Trusco

Born August 17, 1976
47 years old; 25 years at Trusco

Born March 10, 1981
43 years old; 21 years at Trusco

Born August 17, 1979
44 years old; 21 years at Trusco

Born October 16, 1978
45 years old; 20 years at Trusco

Born September 21, 1982
41 years old; 19 years at Trusco

Born December 7, 1971
52 years old; 30 years at Trusco

Born December 24, 1978
45 years old; 23 years at Trusco

Born April 20, 1975
48 years old; 25 years at Trusco

Career Summary
2002: Joined the Company
2011: Branch Office Manager,
Edogawa Branch
2013: Deputy Manager,
Management Planning
Section2014: Section Manager, General
Affairs Section, Osaka
Head Office, Section
Manager, Legal Affairs
Section, and Section
Manager, Vehicle Operation
Management Section
2021: Section Manager,
Management Planning
Section, and Section
Manager, IR Section
2021: General Manager of the
Corporate Planning
Division, Section Manager,
Management Planning
Section, and Section
Manager, IR Section
2021: General Manager,
Corporate Planning Division
2024: General Manager,
Accounting Division (present)

Career Summary
1998: Joined the Company
2011: Branch Office Manager,
Yamaguchi Branch
2012: Branch Office Manager,
Ube Branch
2013: Section Manager, Human
Resources Development
Section, Section Manager,
Secretarial Section, andSection Manager,
Environmental
Management Section
2019: General Manager,
Information Systems
Division
2024: Executive Officer
General Manager,
Information Systems
Division (present)

Born February 23, 1976
48 years old;
26 years at Trusco

Born September 21, 1974
49 years old; 26 years at Trusco

Career Summary
1994: Joined the Company
2002: Office Manager, HC Nagoya Sales Office
2004: Office Manager, HC Niigata Sales Office
2007: Branch Office Manager, HC Tokyo Branch
2008: Office Manager, Matsudo Sales Office
2010: Planet Tokai Deputy Logistic Center Manager
2011: Planet South Kanto Logistic Center Manager
2013: Planet North Kanto Logistic Center Manager
2016: General Manager, Factory Sales Division(Central Japan)
2018: General Manager, Factory Sales Division(Shinshu, Hokuriku, and Tokai)
2019: General Manager, Administration Division
2021: General Manager, Administration Division
and Section Manager, Property Section
2024: Executive Officer, General Manager,
Administration Division, and Section
Manager, Property Section (present)

Born July 21, 1980
43 years old;
20 years at Trusco

Born May 27, 1973
50 years old; 28 years at Trusco

Career Summary
1991: Joined the Company
2008: Office Manager, Kagoshima Sales
Office2012: Branch Office Manager, Chiba
Branch2014: Section Manager, Personnel
Section, and Section Manager,
Healthcare Section
2018: General Manager, Factory Sales
Division (Kinki Area)
2019: General Manager, Factory Sales
Division and Distribution Division(Kinki)2021: General Manager, Factory Sales
Division and Distribution Division(Chubu, Kinki)
2022: General Manager, East Japan
Distribution Division
2024: General Manager, Personnel
Division (present)

Born June 27, 1980
43 years old;
20 years at Trusco

Born October 12, 1975
48 years old; 26 years at Trusco

Career Summary
2000: Joined the Company
2014: Branch Office Manager,
Neyagawa Branch
2016: Planet East Kanto Deputy
Logistic Center Manager
2021: Section Manager,
Management Planning
Section, and Section
Manager, IR Section
2022: Section Manager,
Management Planning
Section, Section Manager,
Secretarial Section, Section
Manager, Sustainability
Promotion Section
2024: General Manager,
Corporate Planning Division(present)

Born August 17, 1976
47 years old;
24 years at Trusco
Career Summary
2000: Joined the Company
2008: Section Manager,
Recruitment Section
2010: Branch Office Manager,
Itabashi Branch
2014: Planet Osaka Deputy
Logistic Center
Manager
2015: Planet Tokai Logistic
Center Manager
2016: Planet Saitama
Preparation RoomManager
2018: Planet Saitama Logistic
Center Manager
2021: General Manager,
Distribution
Reorganization
Department
2024: General Manager,
Digital Promotion
Division (present)

Career Summary
2004: Joined the Company
2013: Branch Office Manager,
Oita Branch
2017: Section Manager,
Tokyo Management
Section2024: General Manager,
TRUSCO Orange Book
Division

Career Summary
2004: Joined the Company
2018: Branch Office Manager,
Fukui Branch
2021: Branch Office Manager,
South Osaka Branch2022: General Manager,
Tokyo Product Division(present)

Career Summary
1996: Joined the Company
2004: Office Manager, Hamamatsu Sales
Office2010: Chief, Corporate Auditor’s Office
2010: Section Manager, Administration Section
2012: Planet North Kanto Deputy Logistic
Center Manager
2014: Planet Tohoku Logistic Center Manager
2018: General Manager, Tokyo Metropolitan
Area Distribution Division
2019: General Manager, Overseas Division andGeneral Manager, Marketing Division
2020: General Manager of the e-Business
Sales Division
2022: General Manager, Sales Planning
Division, and General Manager,
e-Business Sales Division
2024: Executive Officer
General Manager, Sales Planning
Division, and General Manager,
e-Business Sales Division (present)

Career Summary
1998: Joined the Company
2008: Branch Office Manager,
Tsuchiura Branch
2012: Branch Office Manager,
South Osaka Branch
2018: Section Manager, Sales
Planning Section
2021: General Manager, Digital
Promotion Division
2024: Executive Officer
General Manager, Factory
Sales Division (East Japan)(present)

Career Summary
2003: Joined the Company
2012: Branch Office Manager,
Kurume Branch
2015: Branch Office Manager,
Tosu Branch
2016: Section Manager, PR
Section, Section Manager,
IR Section, and Section
Manager, Corporate
Design Section
2017: Section Manager, PR/IR
Section2019: Branch Office Manager,
Osaka Branch2022: General Manager, Factory
Sales Division (Metropolitan
Area)
General Manager, Tokyo
Metropolitan Area Factory
Sales Division (present)

Career Summary
1999: Joined the Company
2005: Office Manager, Shiga
Sales Office
2010: Section Manager,
Recruitment Section
2013: Section Manager,
Management Planning
Section andSection Manager,
Environmental
Management Section
2014: Section Manager,
Management Planning
Section, Section Manager,
Cost Management Section,and Section Manager, Risk
Management Section
2017: General Manager, Tokyo
Product Division (present)
2022: General Manager, Factory
Sales Division (Central
Japan) (present)

Career Summary
1999: Joined the Company
2008: Office Head, Tottori OfficeHC
2010: Office Manager, Yonago
Sales Office
2011: Chief, Auditor’s Office
2012: Section Manager, PR
Section, Section Manager,
IR Section, and Section
Manager, Corporate
Design Section
2016: Branch Office Manager,
Tosu Branch
2020: Branch Office Manager,
Nagoya Branch2022: General Manager, Factory
Sales Division (Central
Japan)
General Manager, Factory
Sales Division (Kinki Area)(present)

Career Summary
2003: Joined the Company
2012: Branch Office Manager, Fukui Branch
2015: Branch Office Manager, HC Tokyo
Branch2022: General Manager, Home Center Sales
Division and Branch Office Manager,
HC Tokyo Branch2023: General Manager, Home Center Sales
Division (present)

Career Summary
2004: Joined the Company
2013: Branch Office Manager,
Oyama Branch
2015: Representative Office
Manager, Germany
Representative Office2022: General Manager, Overseas
Product Division
2024: General Manager, Overseas
Division and Section
Manager, Overseas Sales
Section (present)

Career Summary
2005: Joined the Company
2017: Branch Office Manager,
Kashima Branch
2021: Section Manager, Logistics
Planning Section, andSection Manager, Delivery
Management Section
2024: General Manager,
Distribution Reorganization
Department (present)

Orange Book Section
Orange Book.com Section
Product DB Platform
Development Office(22 employees)

Career Summary
1998: Joined the Company
2007: Branch Office Manager,
Niigata-kita Sales Office
2010: Branch Office Manager,
Niigata-kita Branch
2011: Section Manager,
Overseas Sales Section,
Section Manager,
Multilingual Sales Section
2014: Section Manager,
Indonesia Subsidiary
Preparation Section
2015: Representative Director
and Managing Director,
PT. TRUSCO NAKAYAMAINDONESIA
2016: Representative Director
and President, PT.
TRUSCO NAKAYAMAINDONESIA
2018: Branch Office Manager,
MRO Supply Tokyo
Branch2022: Branch Office Manager,
Okazaki Branch
2024: General Manager,
Overseas Product Division(present)

Career Summary
2003: Joined the Company
2016: Branch Office Manager, Miyazaki
Branch2016: Branch Office Manager, Utsunomiya
Branch2021: Branch Office Manager, Komaki Branch2022: General Manager, Factory Sales
Division (West Japan) (present)

Tokyo NB Product Section
Tokyo PB Product Section
PB Product Design Section
Tokyo Supplier Development
Dept.
(44 employees)

Career Summary
1998: Joined the Company
2008: Branch Office Manager,
Kumagaya Branch
2012: Branch Office Manager,
Toyama Branch
2016: Section Manager, TokyoPB Product Section, andSection Manager, PB
Product Design Section
2021: Deputy General
Manager, Osaka Product
Division
2021: General Manager, Osaka
Product Division, andSection Manager,
Orange Book Section
2022: General Manager of the
Osaka Product Division
2024: Executive Officer
General Manager of the
Osaka Product Division(present)

Career Summary
1994: Joined the Company
2003: Branch Office Manager, Amagasaki Sales
Office2007: Branch Office Manager, Kokura Sales Office
2010: Head, Corporate Auditor’s Office
2011: Section Manager, Management Planning
Section2013: General Manager, Information Systems Division
2017: Executive Officer & General Manager,
Information Systems Division
2017: Executive Officer & General Manager,
Distribution Department
2019: Director, General Manager of the Distribution
Department
2021: Director, General Manager of the Product
Division and General Manager of Distribution
Division
2021: Director, General Manager of the Distribution
Department
2023: Director, General Manager, Distribution
Department and General Manager, Distribution
Safety Promotion Division (present)

Career Summary
2001: Joined the Company
2010: Branch Office Manager, Kofu Branch
2016: Planet Tokai Logistic Center Manager
2019: Section Manager, Human Resources
Development Section, Section
Manager, Secretarial Section, andSection Manager, CSR Section
2021: Section Manager, Human Resources
Development Section, Section
Manager, Secretarial Section, Section
Manager, CSR Section, and Section
Manager, Recruitment Section
2022: General Manager, Personnel Division
2024: General Manager, East Japan
Distribution Division (present)

Career Summary
1999: Joined the Company
2005: Office Manager, Akashi Sales Office
2010: Section Manager, IT Planning Section
2015: Branch Office Manager, e-Business
Sales Tokyo Branch
Division 1
2016: Branch Office Manager, Internet
Sales Tokyo Branch Division 1
2018: Section Manager, Personnel Section,and Section Manager, Healthcare
Section2022: General Manager, West Japan
Distribution Division (present)

Management Planning Section
Secretarial Section
IR Section
Sustainability Promotion Section(13 employees)

Personnel Section
HR Support Section
Recruitment Section
Human Resources Development Section
Healthcare Section(22 employees)*2 Includes staff on loan in each figure provided.
55Integrated
Integrated
ReportReport
2024 2024

Tokyo Management Section
Osaka Management Section
Property Section
TRUSCO Resort and Spa Hakone
Kyoto Kaguraoka RENGETSUSO
TRUSCO Resort and Spa Karuizawa(27 full-time employees; 10 part-time staff)
Trusco Nakayama Health Insurance Association
Manager

Akiko Tani
11 years at Trusco(2 employees on loan)

Accounting Section
Finance Section(19 employees)

IT Planning Section
System Management Section
Infrastructure/Network
Management Section
Data Management Section(37 employees)

Digital Promotion Division
UX Platform Development
Section(10 employees)

66

Integrated Report 2024

Osaka NB Product Section
Osaka PB Product Section
PB Quality Control Section
Stock management Section
Osaka Supplier Development
SectionCustomer Consulting Section(50 employees)

Overseas Procurement Section
Germany officeTaiwan office
Thailand office(16 employees)

Sales Planning Dept.
Market Price Research Office
Naojiro Section
MRO Stocker Promotion Section(14 employees)
Internet Sales Tokyo BranchInternet Sales Osaka Branch
MRO Supply Tokyo(56 full-time employees;
5 part-time staff)

Sapporo, Hachinohe, Sendai,
Akita, Koriyama, Mito
Utsunomiya, Isesaki, Niigata,
Niigata-kita, Okaya, and Ueda
(142 full-time employees;
24 part-time staff)

Kashima, Omiya, Satte,
Chiba, Matsudo, Tokyo,
Keihin, Atsugi, Shizuoka, andFuji(148 full-time employees;
31 part-time staff)

Toyama, Kanazawa, Fukui,
Hamamatsu, Nagoya, Okazaki,
Komaki, and Yokkaichi(119 full-time employees;
27 part-time staff)

General Manager, Factory Sales General Manager, Factory Sales
Division (Central Japan)
Division (West Japan)
General Manager, Factory Sales
Division (Kinki Area)

Yonago, Okayama, Hiroshima,
Fukuyama, Ube, Shunan,
Tokushima, Takamatsu, Matsuyama,
Fukuoka, Kokura, Tosu, Nagasaki,
Kumamoto, Oita, Kagoshima, andOkinawa(152 full-time employees;
30 part-time staff)

Ryuo, Kyoto, Osaka, East Osaka,
South Osaka, Kobe, and Himeji(110 full-time employees;
7 part-time staff)
Figures in parentheses current as of January 1, 2024.

HC Tokyo and HC Fukuoka
HC Osaka, and HC Okinawa* Holds positions at two locations,
including the Factory Sales Division.
(34 full-time employees;
1 part-time staff)

Overseas Sales Section* Overseas subsidiary service
center(8 employees)

Overseas Subsidiaries Officer in charge
TRUSCO NAKAYAMA CORPORATION(THAILAND) LIMITEDat TRUSCO NAKAYAMA Corporation: Kazuo Nakai
PT. TRUSCO NAKAYAMA INDONESIA

President

President

43 years old; 21 years
at Trusco

37 years old; 14 years
at Trusco

Kazuaki Harada

Norihiro Higashi, Director

Yohei Takuno

Norihiro Higashi, Auditor

Logistics Planning Section
Delivery Management Section
Logistics Platform Development
Office and P Aichi Preparation
Office(20 employees)

Distribution Safety Promotion
Section(2 employees)

P Hokkaido, P Tohoku, P North
Kanto, P Saitama, P East Kanto,
P South Kanto, and Tokyo BUC
HC East Japan Distribution Center
Utsunomiya STC
Oyama STC
Omiya STC
(252 full-time employees;
641 part-time staff)

P Tokai, P Nagoya, P Shiga,
P Osaka, P Kobe, P Sanyo, andP Kyushu
HC West Japan Distribution Center
HC Kyushu Distribution Center
Okazaki STC Toyohashi STC
East-Osaka STC
Sakai STC
Nara STC, Okayama STC,
Takamatsu STC, and Hakata STC(293 full-time employees;
641 part-time staff)

P (Planet), BUC (Backup Center) and STC (Stock Center) are abbreviations for our distribution centers.
Integrated Report 2024 7 7Integrated
Integrated
ReportReport
2024 2024
88

Organizational Chart As of April 1, 2024

*1

AdvisorPresident
Born December 24, 1958
65 years old; 43 years at Trusco

Career Summary
1978: Joined the Company
1996: Branch Office Manager, Tokyo Branch
1998: General Manager, Corporate Planning Department
1999: Executive Officer & General Manager,
Corporate Planning Department
2003: Executive Officer & General Manager,
Purchasing Department
2004: Division Head, Distribution Dept.
2007: Executive Director & General Manager,
Product Department
Advisor2017: Senior Executive Director & General Manager, Business
Management Department Department General Manager
2019: Senior Executive Director & Assistant to the President
2020: Advisor (present)
Advisor:
The position of advisor was established the purpose of providing advice toemployees with the advisor utilizing their knowledge and experience based on thepast achievements of the company.

Takashi Nakai

Born November 15, 1949
74 years old; 8 years at Trusco

Born August 19, 1953
70 years old; 8 years at Trusco

Born March 5, 1962
62 years old; 4 years at Trusco

Career Summary
1975: Joined McKinsey & Company
1996: Founded ForeSight & Company
President (present)
2016: Outside Director of the Company(present)
2017: Founded the Society for Problem
Solving
Representative Director, Society for
Problem Solving (present)

Career Summary
1976: Joined Hagihara Industries Inc.
1984: President, Hagihara Industries Inc.
2010: President & CEO of Hagihara Industries
Inc. President & Executive Officer
2016: Chairman, Hagihara Industries Inc.
2016: Outside Director of the Company (present)
2018: President, Toyo Heisei Polymer, Co., Ltd.
2020: Outside Director, Wavelock Holdings
Co., Ltd. (present)
2021: Chairman, Toyo Heisei Polymer, Co.,
Ltd. (present)
2022: Chairman, Hagihara Industries Inc.
Senior Advisor, Toyo Heisei Polymer,
Co., Ltd. (present)
2023: Senior Advisor, Hagihara Industries Inc.
(present)

Career Summary
1984: Joined Nissan Motor Co., Ltd.
2001: Joined LVJ Group K.K. (currently Louis
Vuitton Japan K.K.)J
2009: Representative Director, Shaldan Co., Ltd.
2010: Joined S.T. CORPORATION
2013: Director, Representative Executive Officer
and President, S.T. CORPORATION
Director, Shaldan Co., Ltd. (present)
2020: Outside Director of the Company (present)
2021: President, S.T. CORPORATION
2022: Outside Director, King Jim Co., Ltd.
(present)
2023: Chairman, S.T. CORPORATION (present)

Outside Directors
Board Brain(BB)*1
ForeSight & Company, Ltd.
President

Outside Directors
Board Brain(BB)*1
Senior Advisor,
Hagihara Industries Inc.

Kenichi Saito

Kuniaki Hagihara

General Manager of the Business Management Department, Digital Service Strategy Department, andDirector, General Managerof the Business
Management Department,
Digital Service Strategy
Department, and Orange
Book Department

Atsushi Kazumi

Career Summary
1993: Joined the Company
2001: Office Manager, Tsuchiura Sales Office
2002: Office Manager, Kanazawa Sales Office
2006: Branch Office Manager, Osaka Branch
2010: Section Manager, Catalog Media Sectionand Section Manager, DOTKUL Section
2013: General Manager, e-commerce Sales Division
2014: General Manager, e-Business Sales Division
2017: Executive Officer & e-commerce manager,
e-Business Sales Division
2017: Executive Officer & General Manager,
Information Systems Dept.
2019: Executive Officer & General Manager,
Information Systems Division

Administration Division

Accounting Division

Digital Service Strategy

Tatsuya
Nakayama

Dept. (47 employees in total)

President

Tetsuya Nakayama

Internal Auditing Office Chief, Internal Auditing

Office and Assistant Auditor

Orange Book Dept. (23 employees in total)

Central Health and Safety Committee

Director
General Manager of
the Sales Department

Career Summary
2013: Joined the Company
2018: Branch Office Manager, Internet
Sales Tokyo Branch Division 1
2019: General Manager of Corporate
Planning Division and Accounting
Division
2021: Senior Executive Officer & General
Manager, Product Division
2023: Director, General Manager of
the Product Department (present)

Digital Promotion Division

TRUSCO Orange Book DivisionTokyo Product Division

Osaka Product Division

Overseas Product Division

Executive Officer
General Manager of the
Osaka Product Division

Born January 27, 1947
77 years old; 12 years at Trusco

Career Summary
1986: Joined the Company
1996: Office Manager, Fukui Sales Office
2004: Office Manager, Chiba Sales Office
2008: Branch Office Manager, Okayama Branch
2011: General Manager, Factory Sales
Division (East Japan)
2013: General Manager, Overseas Division
2019: General Manager, Factory Sales
Division and East Japan Distribution
Division
Part-time Auditor
2022: General Manager, Factory Sales
Division (East Japan)
2024: Full-time Auditor of the Company(present)

Career Summary
1971: Joined Tohmatsu Aoki & Co.
(Currently Deloitte Touche
Tohmatsu LLC)
1973: Registered as Certified Public
Accountant
2012: Part-time Auditor, Trusco
Nakayama Corporation (present)Part-time Auditor, Trusco
Nakayama Corporation (present)Part-time auditor, Yushin Precision
Equipment Co., Ltd. (present)
2013: Part-time Auditor, Fujio Food
System Co., Ltd.
2018: Part-time Auditor, SymEnergy
Inc.(present)

To be appointed as Full-time Auditor at the 61st Ordinary General Meetingof Shareholders which is scheduled to be held on March 28, 2024

HirohoKamakura

Part-time Auditor

Yoritomo
Wada

Born October 23, 1955
68 years old; 1 year at Trusco

Born August 23, 1979
44 years old; 1 year at Trusco

Career Summary
1978: Joined Tohmatsu Aoki &Co.Currently Deloitte Touche
Tohmatsu LLC)
1981: Registered as Certified Public
Accountant
1996: Partner, Tohmatsu & Co. (currently
Deloitte Touche Tohmatsu LLC)
2019: Part-time Auditor, Nippon
Shokubai Co., Ltd. (present)
2020: Part-time Auditor, Sekisui House,
Ltd. (present)
2023: Part-time Auditor, Trusco
Nakayama Corporation (present)

Career Summary
2003: Joined Tohmatsu & Co. (currently
Deloitte Touche Tohmatsu LLC)
2007: Registered as Certified Public
Accountant
2007: Representative Director,
Actionlearning Co. Ltd. (present)
2007: Representative, Hineno Certified
Public Accountant Office (present)
2019: Senior Partner, Hineno Accounting
Office (present)
2023: Part-time Auditor, Trusco
Nakayama Corporation (present)

Kazuo Nakai

Career Summary
1993: Joined the Company
2002: Office Manager, HC Niigata Sales Office
2004: Branch Office Manager, HC Osaka Branch
2008: Section Manager, Personnel Section
2008: Section Manager for the Personnel Section and
Health Care Section
2013: General Manager, Corporate Planning Division
2017: Executive Officer & General Manager, Corporate
Planning Division
2019: Executive Officer & General Manager, Business
Management Department
2019: Director & General Manager, Business Management
Department

Ken Hineno

Director, General Managerof the Distribution
Department and General
Manager, Distribution
Safety Promotion Division

2020: Director & General Manager, Sales Department
Executive in charge of TRUSCO NAKAYAMACORPORATION (THAILAND) LIMITED. (present)
Executive in charge of PT. TRUSCO NAKAYAMAINDONESIA (present)
2021: Director, General Manager of the Sales Department,
General Manager of the Home Center Sales Division,and General Manager of the Distribution Division
2022: Director, General Manager of the Sales Department(present)

Sales Dept.
Sales Planning Division/e-Business Sales Division

Part-time Auditor

General Manager of the Distribution Department

Born July 7, 1969
54 years old; 31 years at Trusco(111 employees in total)

Information Systems Division

Kiyonori Unto

Born February 9, 1962
62 years old; 37 years and 4 month at TRUSCO

General Manager of the Sales Department

Born August 4, 1985
38 years old; 11 years at Trusco

Product Dept.

Full-time Auditor

Sustainability Committee

General Manager of the Product Department

2019: Director & General Manager, Information
Systems Division
2020: Director, General Manager of the Business
Management Department and General
Manager of the Digital Service Strategy
Department & General Manager of theDigital Promotion Division
2021: Director, General Manager of the Business
Management Department and General Managerof the Digital Service Strategy Department
2024: Director, General Manager, Business
Management Department, General
Manager, Digital Service Strategy
Department, and General Manager, Orange
Book Department (present)(93 employees in total) *2

President(3 staffs)

33 years at Trusco

Director
General Manager of
the Product Department

AuditorBoard of Directors Meeting
Internal
Auditing Office

Takako Suzuki

Orange Book Department

Board of Auditors Meeting

Tomoki Yokokawa

Born September 10, 1970
53 years old; 31 years at Trusco

Business Management Dept.
Personnel Division

Outside Directors
Board Brain(BB)*1
Chairman,
S.T.CORPORATION

General Meeting of Shareholders

Career Summary
1981: Joined the Company
1984: Director
1987: Executive Director
1991: Representative Director andSenior Executive Director
1994: President (present)

Outside Directors

Born January 16, 1955
69 years old; 46 years at Trusco

Corporate Planning Division

Board Brain (BB)?

At TRUSCO Nakayama, we call outside directors “Board Brains.”
This term alludes to our hope that they will provide advice and support based on theirabundant experience and knowledge, and contribute to the Company’s development.

HidekiNaoyoshiCareer Summary
1994: Joined the Company
2003: Branch Office Manager, Amagasaki Sales Office
2007: Branch Office Manager, Kokura Sales Office
2010: Head, Corporate Auditor’s Office
2011: Section Manager, Management Planning Section
2013: General Manager, Information Systems Division
2017: Executive Officer & General Manager, Information Systems Dept.
2017: Executive Officer & General Manager, Distribution Division
2019: Director, General Manager of the Distribution Department
2021: Director, General Manager of the Product Division and General Manager of Distribution Division
2021: Director, General Manager of the Distribution Department
2023: Director, General Manager, Distribution Department and General
Manager, Distribution Safety Promotion Division (present)

Distribution Department(914 employees in total)

General Manager, Factory Sales Division

Born December 7, 1971
52 years old; 30 years at Trusco(1,804 employees in total)

Home Center Sales Division

Overseas Division

Distribution Reorganization Department

Distribution Safety Promotion Division

General Manager, Home Center
Sales Division

General Manager, Overseas
Division and Section Manager,
Overseas Sales Section

General Manager, Distribution
Reorganization Department

Director
General Manager of the Distribution
Department and General Manager,
Distribution Safety Promotion Division

General Manager, East Japan
Distribution Division

General Manager, West Japan
Distribution Division

Distribution Division

General Manager,
Corporate Planning Division

General Manager,
Personnel Division

Executive Officer
General Manager, Administration
Division and Section Manager,
Property Section

General Manager,
Accounting Division

Executive Officer
General Manager,
Information Systems Division

General Manager,
Digital Promotion Division

General Manager, TRUSCO
Orange Book Division

General Manager,
Tokyo Product Division

General Manager, Overseas
Product Division

Executive Officer
General Manager, Sales Planning
Division, and General Manager,
e-Business Sales Division

Executive Officer
General Manager, Factory Sales General Manager,
General Manager, Factory Sales Division (Metropolitan Area)
Factory Sales Division
General Manager, Tokyo Metropolitan (Central Japan)
Division (East Japan)
Area Factory Sales Division

Mayumi Takata

Masato Otani

Mikio Adachi

Atsushi Shimozu

Takayuki Kimura

Masaya Okada

Ryutaro Shimizu

Fumiaki Matsubara Koshiro Aoyama Takeshi Yashima

Masashi Yamamoto

Atsuhiro Yamanaka Yoshiki Kimura Yutaka Yoneda Toshiharu Sakai Masatoshi Fujita

Shu Matsui

Norihiro Higashi

Naoya Handa

Hideki Naoyoshi

Tomoya Kita

Takanori Hirayama

Born June 2, 1977
46 years old; 24 years at Trusco

Born October 24, 1967
56 years old; 33 years at Trusco

Born September 20, 1969
54 years old; 30 years at Trusco

Born December 25, 1978
45 years old; 22 years at Trusco

Born June 26, 1973
50 years old; 26 years at Trusco

Born September 2, 1980
43 years old; 21 years at Trusco

Born November 6, 1975
48 years old; 25 years at Trusco

Born August 17, 1976
47 years old; 25 years at Trusco

Born March 10, 1981
43 years old; 21 years at Trusco

Born August 17, 1979
44 years old; 21 years at Trusco

Born October 16, 1978
45 years old; 20 years at Trusco

Born September 21, 1982
41 years old; 19 years at Trusco

Born December 7, 1971
52 years old; 30 years at Trusco

Born December 24, 1978
45 years old; 23 years at Trusco

Born April 20, 1975
48 years old; 25 years at Trusco

Career Summary
2002: Joined the Company
2011: Branch Office Manager,
Edogawa Branch
2013: Deputy Manager,
Management Planning
Section2014: Section Manager, General
Affairs Section, Osaka
Head Office, Section
Manager, Legal Affairs
Section, and Section
Manager, Vehicle Operation
Management Section
2021: Section Manager,
Management Planning
Section, and Section
Manager, IR Section
2021: General Manager of the
Corporate Planning
Division, Section Manager,
Management Planning
Section, and Section
Manager, IR Section
2021: General Manager,
Corporate Planning Division
2024: General Manager,
Accounting Division (present)

Career Summary
1998: Joined the Company
2011: Branch Office Manager,
Yamaguchi Branch
2012: Branch Office Manager,
Ube Branch
2013: Section Manager, Human
Resources Development
Section, Section Manager,
Secretarial Section, andSection Manager,
Environmental
Management Section
2019: General Manager,
Information Systems
Division
2024: Executive Officer
General Manager,
Information Systems
Division (present)

Born February 23, 1976
48 years old;
26 years at Trusco

Born September 21, 1974
49 years old; 26 years at Trusco

Career Summary
1994: Joined the Company
2002: Office Manager, HC Nagoya Sales Office
2004: Office Manager, HC Niigata Sales Office
2007: Branch Office Manager, HC Tokyo Branch
2008: Office Manager, Matsudo Sales Office
2010: Planet Tokai Deputy Logistic Center Manager
2011: Planet South Kanto Logistic Center Manager
2013: Planet North Kanto Logistic Center Manager
2016: General Manager, Factory Sales Division(Central Japan)
2018: General Manager, Factory Sales Division(Shinshu, Hokuriku, and Tokai)
2019: General Manager, Administration Division
2021: General Manager, Administration Division
and Section Manager, Property Section
2024: Executive Officer, General Manager,
Administration Division, and Section
Manager, Property Section (present)

Born July 21, 1980
43 years old;
20 years at Trusco

Born May 27, 1973
50 years old; 28 years at Trusco

Career Summary
1991: Joined the Company
2008: Office Manager, Kagoshima Sales
Office2012: Branch Office Manager, Chiba
Branch2014: Section Manager, Personnel
Section, and Section Manager,
Healthcare Section
2018: General Manager, Factory Sales
Division (Kinki Area)
2019: General Manager, Factory Sales
Division and Distribution Division(Kinki)2021: General Manager, Factory Sales
Division and Distribution Division(Chubu, Kinki)
2022: General Manager, East Japan
Distribution Division
2024: General Manager, Personnel
Division (present)

Born June 27, 1980
43 years old;
20 years at Trusco

Born October 12, 1975
48 years old; 26 years at Trusco

Career Summary
2000: Joined the Company
2014: Branch Office Manager,
Neyagawa Branch
2016: Planet East Kanto Deputy
Logistic Center Manager
2021: Section Manager,
Management Planning
Section, and Section
Manager, IR Section
2022: Section Manager,
Management Planning
Section, Section Manager,
Secretarial Section, Section
Manager, Sustainability
Promotion Section
2024: General Manager,
Corporate Planning Division(present)

Born August 17, 1976
47 years old;
24 years at Trusco
Career Summary
2000: Joined the Company
2008: Section Manager,
Recruitment Section
2010: Branch Office Manager,
Itabashi Branch
2014: Planet Osaka Deputy
Logistic Center
Manager
2015: Planet Tokai Logistic
Center Manager
2016: Planet Saitama
Preparation RoomManager
2018: Planet Saitama Logistic
Center Manager
2021: General Manager,
Distribution
Reorganization
Department
2024: General Manager,
Digital Promotion
Division (present)

Career Summary
2004: Joined the Company
2013: Branch Office Manager,
Oita Branch
2017: Section Manager,
Tokyo Management
Section2024: General Manager,
TRUSCO Orange Book
Division

Career Summary
2004: Joined the Company
2018: Branch Office Manager,
Fukui Branch
2021: Branch Office Manager,
South Osaka Branch2022: General Manager,
Tokyo Product Division(present)

Career Summary
1996: Joined the Company
2004: Office Manager, Hamamatsu Sales
Office2010: Chief, Corporate Auditor’s Office
2010: Section Manager, Administration Section
2012: Planet North Kanto Deputy Logistic
Center Manager
2014: Planet Tohoku Logistic Center Manager
2018: General Manager, Tokyo Metropolitan
Area Distribution Division
2019: General Manager, Overseas Division andGeneral Manager, Marketing Division
2020: General Manager of the e-Business
Sales Division
2022: General Manager, Sales Planning
Division, and General Manager,
e-Business Sales Division
2024: Executive Officer
General Manager, Sales Planning
Division, and General Manager,
e-Business Sales Division (present)

Career Summary
1998: Joined the Company
2008: Branch Office Manager,
Tsuchiura Branch
2012: Branch Office Manager,
South Osaka Branch
2018: Section Manager, Sales
Planning Section
2021: General Manager, Digital
Promotion Division
2024: Executive Officer
General Manager, Factory
Sales Division (East Japan)(present)

Career Summary
2003: Joined the Company
2012: Branch Office Manager,
Kurume Branch
2015: Branch Office Manager,
Tosu Branch
2016: Section Manager, PR
Section, Section Manager,
IR Section, and Section
Manager, Corporate
Design Section
2017: Section Manager, PR/IR
Section2019: Branch Office Manager,
Osaka Branch2022: General Manager, Factory
Sales Division (Metropolitan
Area)
General Manager, Tokyo
Metropolitan Area Factory
Sales Division (present)

Career Summary
1999: Joined the Company
2005: Office Manager, Shiga
Sales Office
2010: Section Manager,
Recruitment Section
2013: Section Manager,
Management Planning
Section andSection Manager,
Environmental
Management Section
2014: Section Manager,
Management Planning
Section, Section Manager,
Cost Management Section,and Section Manager, Risk
Management Section
2017: General Manager, Tokyo
Product Division (present)
2022: General Manager, Factory
Sales Division (Central
Japan) (present)

Career Summary
1999: Joined the Company
2008: Office Head, Tottori OfficeHC
2010: Office Manager, Yonago
Sales Office
2011: Chief, Auditor’s Office
2012: Section Manager, PR
Section, Section Manager,
IR Section, and Section
Manager, Corporate
Design Section
2016: Branch Office Manager,
Tosu Branch
2020: Branch Office Manager,
Nagoya Branch2022: General Manager, Factory
Sales Division (Central
Japan)
General Manager, Factory
Sales Division (Kinki Area)(present)

Career Summary
2003: Joined the Company
2012: Branch Office Manager, Fukui Branch
2015: Branch Office Manager, HC Tokyo
Branch2022: General Manager, Home Center Sales
Division and Branch Office Manager,
HC Tokyo Branch2023: General Manager, Home Center Sales
Division (present)

Career Summary
2004: Joined the Company
2013: Branch Office Manager,
Oyama Branch
2015: Representative Office
Manager, Germany
Representative Office2022: General Manager, Overseas
Product Division
2024: General Manager, Overseas
Division and Section
Manager, Overseas Sales
Section (present)

Career Summary
2005: Joined the Company
2017: Branch Office Manager,
Kashima Branch
2021: Section Manager, Logistics
Planning Section, andSection Manager, Delivery
Management Section
2024: General Manager,
Distribution Reorganization
Department (present)

Orange Book Section
Orange Book.com Section
Product DB Platform
Development Office(22 employees)

Career Summary
1998: Joined the Company
2007: Branch Office Manager,
Niigata-kita Sales Office
2010: Branch Office Manager,
Niigata-kita Branch
2011: Section Manager,
Overseas Sales Section,
Section Manager,
Multilingual Sales Section
2014: Section Manager,
Indonesia Subsidiary
Preparation Section
2015: Representative Director
and Managing Director,
PT. TRUSCO NAKAYAMAINDONESIA
2016: Representative Director
and President, PT.
TRUSCO NAKAYAMAINDONESIA
2018: Branch Office Manager,
MRO Supply Tokyo
Branch2022: Branch Office Manager,
Okazaki Branch
2024: General Manager,
Overseas Product Division(present)

Career Summary
2003: Joined the Company
2016: Branch Office Manager, Miyazaki
Branch2016: Branch Office Manager, Utsunomiya
Branch2021: Branch Office Manager, Komaki Branch2022: General Manager, Factory Sales
Division (West Japan) (present)

Tokyo NB Product Section
Tokyo PB Product Section
PB Product Design Section
Tokyo Supplier Development
Dept.
(44 employees)

Career Summary
1998: Joined the Company
2008: Branch Office Manager,
Kumagaya Branch
2012: Branch Office Manager,
Toyama Branch
2016: Section Manager, TokyoPB Product Section, andSection Manager, PB
Product Design Section
2021: Deputy General
Manager, Osaka Product
Division
2021: General Manager, Osaka
Product Division, andSection Manager,
Orange Book Section
2022: General Manager of the
Osaka Product Division
2024: Executive Officer
General Manager of the
Osaka Product Division(present)

Career Summary
1994: Joined the Company
2003: Branch Office Manager, Amagasaki Sales
Office2007: Branch Office Manager, Kokura Sales Office
2010: Head, Corporate Auditor’s Office
2011: Section Manager, Management Planning
Section2013: General Manager, Information Systems Division
2017: Executive Officer & General Manager,
Information Systems Division
2017: Executive Officer & General Manager,
Distribution Department
2019: Director, General Manager of the Distribution
Department
2021: Director, General Manager of the Product
Division and General Manager of Distribution
Division
2021: Director, General Manager of the Distribution
Department
2023: Director, General Manager, Distribution
Department and General Manager, Distribution
Safety Promotion Division (present)

Career Summary
2001: Joined the Company
2010: Branch Office Manager, Kofu Branch
2016: Planet Tokai Logistic Center Manager
2019: Section Manager, Human Resources
Development Section, Section
Manager, Secretarial Section, andSection Manager, CSR Section
2021: Section Manager, Human Resources
Development Section, Section
Manager, Secretarial Section, Section
Manager, CSR Section, and Section
Manager, Recruitment Section
2022: General Manager, Personnel Division
2024: General Manager, East Japan
Distribution Division (present)

Career Summary
1999: Joined the Company
2005: Office Manager, Akashi Sales Office
2010: Section Manager, IT Planning Section
2015: Branch Office Manager, e-Business
Sales Tokyo Branch
Division 1
2016: Branch Office Manager, Internet
Sales Tokyo Branch Division 1
2018: Section Manager, Personnel Section,and Section Manager, Healthcare
Section2022: General Manager, West Japan
Distribution Division (present)

Management Planning Section
Secretarial Section
IR Section
Sustainability Promotion Section(13 employees)

Personnel Section
HR Support Section
Recruitment Section
Human Resources Development Section
Healthcare Section(22 employees)*2 Includes staff on loan in each figure provided.
55Integrated
Integrated
ReportReport
2024 2024

Tokyo Management Section
Osaka Management Section
Property Section
TRUSCO Resort and Spa Hakone
Kyoto Kaguraoka RENGETSUSO
TRUSCO Resort and Spa Karuizawa(27 full-time employees; 10 part-time staff)
Trusco Nakayama Health Insurance Association
Manager

Akiko Tani
11 years at Trusco(2 employees on loan)

Accounting Section
Finance Section(19 employees)

IT Planning Section
System Management Section
Infrastructure/Network
Management Section
Data Management Section(37 employees)

Digital Promotion Division
UX Platform Development
Section(10 employees)

66

Integrated Report 2024

Osaka NB Product Section
Osaka PB Product Section
PB Quality Control Section
Stock management Section
Osaka Supplier Development
SectionCustomer Consulting Section(50 employees)

Overseas Procurement Section
Germany officeTaiwan office
Thailand office(16 employees)

Sales Planning Dept.
Market Price Research Office
Naojiro Section
MRO Stocker Promotion Section(14 employees)
Internet Sales Tokyo BranchInternet Sales Osaka Branch
MRO Supply Tokyo(56 full-time employees;
5 part-time staff)

Sapporo, Hachinohe, Sendai,
Akita, Koriyama, Mito
Utsunomiya, Isesaki, Niigata,
Niigata-kita, Okaya, and Ueda
(142 full-time employees;
24 part-time staff)

Kashima, Omiya, Satte,
Chiba, Matsudo, Tokyo,
Keihin, Atsugi, Shizuoka, andFuji(148 full-time employees;
31 part-time staff)

Toyama, Kanazawa, Fukui,
Hamamatsu, Nagoya, Okazaki,
Komaki, and Yokkaichi(119 full-time employees;
27 part-time staff)

General Manager, Factory Sales General Manager, Factory Sales
Division (Central Japan)
Division (West Japan)
General Manager, Factory Sales
Division (Kinki Area)

Yonago, Okayama, Hiroshima,
Fukuyama, Ube, Shunan,
Tokushima, Takamatsu, Matsuyama,
Fukuoka, Kokura, Tosu, Nagasaki,
Kumamoto, Oita, Kagoshima, andOkinawa(152 full-time employees;
30 part-time staff)

Ryuo, Kyoto, Osaka, East Osaka,
South Osaka, Kobe, and Himeji(110 full-time employees;
7 part-time staff)
Figures in parentheses current as of January 1, 2024.

HC Tokyo and HC Fukuoka
HC Osaka, and HC Okinawa* Holds positions at two locations,
including the Factory Sales Division.
(34 full-time employees;
1 part-time staff)

Overseas Sales Section* Overseas subsidiary service
center(8 employees)

Overseas Subsidiaries Officer in charge
TRUSCO NAKAYAMA CORPORATION(THAILAND) LIMITEDat TRUSCO NAKAYAMA Corporation: Kazuo Nakai
PT. TRUSCO NAKAYAMA INDONESIA

President

President

43 years old; 21 years
at Trusco

37 years old; 14 years
at Trusco

Kazuaki Harada

Norihiro Higashi, Director

Yohei Takuno

Norihiro Higashi, Auditor

Logistics Planning Section
Delivery Management Section
Logistics Platform Development
Office and P Aichi Preparation
Office(20 employees)

Distribution Safety Promotion
Section(2 employees)

P Hokkaido, P Tohoku, P North
Kanto, P Saitama, P East Kanto,
P South Kanto, and Tokyo BUC
HC East Japan Distribution Center
Utsunomiya STC
Oyama STC
Omiya STC
(252 full-time employees;
641 part-time staff)

P Tokai, P Nagoya, P Shiga,
P Osaka, P Kobe, P Sanyo, andP Kyushu
HC West Japan Distribution Center
HC Kyushu Distribution Center
Okazaki STC Toyohashi STC
East-Osaka STC
Sakai STC
Nara STC, Okayama STC,
Takamatsu STC, and Hakata STC(293 full-time employees;
641 part-time staff)

P (Planet), BUC (Backup Center) and STC (Stock Center) are abbreviations for our distribution centers.
Integrated Report 2024 7 7Integrated
Integrated
ReportReport
2024 2024
88Integrated Report

About theIntegrated Report
Table of Contents

The TRUSCO Integrated Report provides readers with a deep understandingof the Company
TRUSCO and that will deepen the understanding of those
who are already familiar with the Company. Through this Integrated Report, we provide information on the actions weare taking and our ideas for becoming a company needed forJapanese manufacturing in any era.

The TRUSCO Integrated Report is a publication created forour stakeholders* that combines general company information and more detailed information about TRUSCO. Since wewant people to know more about the Company, we provide
content that is easy to understand for those unfamiliar with

Integrated Report Key Points* Stakeholders
Employees and their families, business partners, shareholders, people involved in manufacturing in Japan, and all other stakeholders related to our company.

Allows readers to understand our efforts aimed
at achieving “Our Ambitions”

Covers all the elements that form TRUSCO

Integrated Report
The TRUSCO Integrated Reportprovides readers with a deep
understanding of the Company

Integrated Report

Internal company newsletter “Hand Made”

Annual Securities Report

Recruitment Brochure

Notice of convocation and shareholder communication
Corporate Governance Report
Financial results briefing materials

Official website

Dialogue

Facebook

Instagram

Explanatory Meeting for Students

YouTube

IR Information

General Meeting of Shareholders
Financial results briefings
Individual meetings

10

Integrated Report 2024

Be an Ultimate Master Wholesale(Value Creation)02

Sustainability(Management Policy)

03

Business Flow ................................................................................................................................... 30
Operating Results Highlights ................................................................................ 32
A Company with Assets (Financial Strategy) .......................... 33
Business Progress and Results ....................................................................... 34
Messages from Directors ............................................................................................. 35
Product Strategy .......................................................................................................................... 40
Distribution Strategy ............................................................................................................. 46
Sales Strategy ................................................................................................................................... 50
Digital Service Strategy ................................................................................................... 54
Human Resources Strategy .................................................................................... 58

04

Environmental Efforts .......................................................................................................... 68
Corporate Governance .................................................................................................... 70

A Glance at TRUSCO Through Numbers ...................................... 22
Thinking Outside the Box(A History of Value Creation) .................................................................................. 23
Helping People and Society(Value Creation Model) ...................................................................................................... 26
Material Issue ..................................................................................................................................... 28

The Nakayama visually impaired
welfare foundation ....................................................... 72
Corporate Data ............................................................. 74

Editorial Policy

Period Covered by the Report

We are publishing our Integrated Report annually in thehope that our institutional investors, shareholders, andother stakeholders will better understand our business andthe process of value creation. “GAMBARE!! JAPANESEMONODZUKURI” In the Integrated Report, we emphasize
the story behind our vision, which is to be a company thatwill continue to be of service to the manufacturing industry
in Japan that always provides the highest level of convenience. We believe the source of competitiveness for an
organization is its originality. Therefore, we are building abusiness model that makes full use of products, logistics,
and digital technologies. We hope that this report will give
you some insight into our business and our approach togaining a competitive advantage.

This Integrated Report covers TRUSCO’s business operations
from January 1, 2023 to December 31, 2023.

Shareholders and Institutional Investors

Integrated Report (this document)

WEB

01

Our Policy .................................................................................................................................................. 02
Company Overview ................................................................................................................ 03
Organizational Chart ............................................................................................................. 05
Important Measures for Becoming
the Company We Want to Be .............................................................................. 09
About the TRUSCO Integrated Report .............................................. 10
Map of Bases ..................................................................................................................................... 12
Top Message ....................................................................................................................................... 18
Becoming the Company We Want to Be(Capability Targets) .................................................................................................................. 20

To Achieve “Our Ambitions”

Communication Overview

Booklets/Reports(Company Overview)

Company Profile

An original document that serves as a company
brochure and an integrated report

Students and business partners

Our Policy

Note: The “Accounting Standard for Revenue Recognition” has been applied from the beginning of the fiscal year ending December 31,
2022. Therefore, unless otherwise stated, figures for the fiscal year
ended December 31, 2021 have been retroactively applied.

Cautionary Information Regarding
Forward-Looking Statements
This Integrated Report contains forward-looking statements
regarding our future plans, strategies, and performance.
These statements are based on our assumptions and plans
based on current information. It contains risks and uncertainties related to economic trends and market demand. Therefore, please be aware that planned and actual results may
differ, and that strategies may change.

Reference Guidelines·“Guidance for Collaborative Value Creation” (Ministry of
Economy, Trade and Industry)· “International Integrated Reporting Framework” (International
Integrated Reporting Council (IFRC))

Integrated Report 2024

11

Map of Bases As of June 1, 2024 ★ indicates a company-owned property.
Osaka Head OfficeOsaka Branch
42 Higashi Osaka Branch
HC Osaka BranchInternet Sales Osaka Branch

52 Shunan Branch

2-5-3 Kumechuo, Shunan City, Yamaguchi

53 Ube Branch395-5 Oaza Nakano Gaisaku, Ube City, Yamaguchi

54 Takamatsu Branch

4001-77 Yoshida, Utazu-cho, Ayauta-gun, Kagawa★

55 Takamatsu Stock Center

2-3-1 Asahimachi, Takamatsu City, Kagawa★

56 Tokushima Branch

23 Nakahara, Ojin-cho Nakahara, Tokushima City, Tokushima

57 Matsuyama Branch1068-4 Kumanodai, Matsuyama City, Ehime★

44 Planet Kobe

1-3-5 Nakamachi, Minatojima, Chuo-ku, Kobe City, Hyogo ★

38

HC West Japan
Distribution Center

755-6 Kamifukawa-cho, Nara City, Nara★

58 Kokura Branch

7-1 Kifunemachi, Kokurakita-ku, Kitakyushu City, Fukuoka★

45 Kobe Branch

5F Nakayama Memorial Hall, 2-1-9 Mizuki-dori,Hyogo-ku, Kobe, Hyogo★

39 Nara Stock Center

758-6 Kamifukawa-cho, Nara City, Nara★

★

4-12 Shinjo-nishi, Higashi-Osaka City,
40 East Osaka Stock Center
Osaka

★

1-5-45 Hamadera Ishizuchohigashi,
Nishi-ku, Sakai City, Osaka★

Hakata Stock Center
59
Fukuoka Branch
60

Planet Kyushu
Tosu Branch

2-4-14 Takeshita, Hakata-ku, Fukuoka City, Fukuoka★

1651 Himekata-machi, Tosu City, Saga★

HC Kyushu
61
Distribution Center

1956-1 Kitanomachinaka, Kurume City, Fukuoka

62 Nagasaki Branch23-4 Ohashi-machi, Nagasaki City, Nagasaki

63 Kumamoto Branch

5F Kumamoto Central Bldg. 66-7 Yamasaki-machi, Chuo-ku,
Kumamoto City, Kumamoto

43

46 Himeji Branch★

65 Kagoshima Branch

3-68 Tokai-cho, Kagoshima City, Kagoshima★

66 Okinawa Branch

5F Okinawaken Kensetsu Kaikan 5-6-8 Makiminato,
Urasoe City, Okinawa

62

59

★

81-1 Ishizu Kitamachi, Sakai-ku, Sakai City, Osaka

448-26 Hojo, Himeji City, Hyogo

Planet Sanyo
Okayama Branch

4-15 Amase, Kita-ku, Okayama City, Okayama★

48 Okayama Stock Center

2-16-35 Fukunari, Minami-ku, Okayama City, Okayama★

49 Yonago Branch

8-15-14 Yonehara, Yonago City, Tottori★

50 Fukuyama Branch

2-4-13 Akebono-cho, Fukuyama City, Hiroshima★

51 Hiroshima Branch

1-20-1 Naka-Hiromachi, Nishi-ku, Hiroshima City, Hiroshima

★

58

53

50

48 47
54 55

57

64

46
45

42
37
41
40
43
38

44

Thailand2

1-1-34 Tanaka-machi, Toyama City, Toyama★

27 Kanazawa Branch

6-15-1 Eki Nishi-Honmachi, Kanazawa City, Ishikawa★

28 Fukui Branch

1-52 Toiya-cho, Fukui City, Fukui★

29 Hamamatsu Branch209-1 Sode-cho, Chuo-ku, Hamamatsu City, Shizuoka

8

14

15
16
17
29

25

24

23 22

20 18
21
19

BangkokIndonesia

59(Branches with inventory: 29)

5

7
6
13

(

28

(includes 11 Stock Centers)

Number of companies that have introduced MRO Stocker

TRUSCO NAKAYAMA CORPORATION (THAILAND) LIMITED
PT. TRUSCO NAKAYAMA INDONESIA
Supplier business development office locations:
Germany, Taiwan, and Thailand

Number of items in inventory

Distribution Centers in Japan

Total number of items in inventory

)

1,203
Inventory Value

East Japan
3-3-24 Horiwari, Kamisu City, Ibaraki★

1

Planet Hokkaido
Sapporo Branch

3-4-51 Higashi-Naebo 5-jo, Higashi-ku,
Sapporo City, Hokkaido★

14 Utsunomiya Stock Center

2-40-3 Shirasagi, Kaminokawamachi, Kawachi-gun,★
Tochigi

2

Hachinohe Branch

1-6-33 Awanomiya, Oyama City, Tochigi★

988-7 Akagi, Shinmeiuchi, Satte City, Saitama★

★

15 Oyama Stock Center

31 Okazaki Stock Center1 Shimoike, Akashibu-cho, Okazaki City, Aichi★

16

32 Nagoya Branch

12-26 Ukishima-cho, Mizuho-ku, Nagoya City, Aichi★

10-1 Kawahigashi, Wada-cho, Konan City, Aichi★

Planet Saitama
Satte Branch

1-2-9 Numadate, Hachinohe City, Aomori★

Planet Tohoku
3
Sendai Branch

2-1-23 Ogimachi, Miyagino-ku, Sendai City,
Miyagi★

Akita Branch

2-41 Sanno-Rinkaimachi, Akita City, Akita★
★

4

Omiya Branch
17
Omiya Stock Center

2039 Nishi-Asuma, Nishi-ku, Saitama City, Saitama ★

5

Koriyama Branch

1-23-7 Motomachi, Koriyama City,
Fukushima241-1 Kamihongo, Matsudo City, Chiba★

6

Mito Branch

1567 Sugaya, Naka City Ibaraki★

7

Utsunomiya Branch

46-11 Hiraide Kogyo Danchi, Utsunomiya
City, Tochigi★

8

Planet North Kanto
Isesaki Branch2739-1 Sanwa-cho, Isesaki City, Gunma★

9

HC East Japan
Distribution Center
Niigata Branch

280 Oaza Shinbo, Sanjo City, Niigata★

34 Toyohashi Stock Center

33-16 Akemicho, Toyohashi City, Aichi★

Planet East Kanto
18
Matsudo Branch

35 Yokkaichi Branch

5-4-13 Shinsho, Yokkaichi City, Mie★

19 Chiba Branch

1969-17 Yawatakaigan-dori, Ichihara City, Chiba★

Tokyo Head Office
Tokyo Branch
20 HC Tokyo BranchInternet Sales Tokyo Branch
MRO Supply Tokyo Branch

TRUSCO Fiorito Bldg., 4-28-1, Shimbashi,
Minato-ku, Tokyo★

21 Keihin Branch

2-14-23 Kugahara, Ota-ku, Tokyo

★

3-10-6 Tamachi, Kawasaki-ku, Kawasaki City,
Kanagawa

10 Niigatakita Branch★

2-6-50 Yutaka, Higashi-ku, Niigata City, Niigata ★

22 Tokyo Backup Center

11 Okaya Branch

2-1-33 Shinmei-cho, Okaya City, Nagano

23 Planet South Kanto

1567-1 Takamori, Isehara City, Kanagawa★

12 Ueda Branch

2F Unno-Machi-Kan Ito Bldg. 2-8-11 Chuo,
Ueda City, Nagano

24 Fuji Branch251-1 Jubee, Fuji City, Shizuoka★

25 Shizuoka Branch

1-20 Midorigaoka-cho, Suruga-ku, Shizuoka City,
Shizuoka★

Supplier business development office(Overseas Product Division)
Number of Bases

3

Thailand office

Atsugi Branch

Germany office(Düsseldorf)

Integrated Report 2024

Japan Sales Branches

13 Kashima Branch

18 Minami-Kubo, Oka-cho, Okazaki City, Aichi

Taiwan office

Jakarta2

Metropolitan

Planet Tokai
Okazaki Branch

Planet Nagoya
Komaki Branch

Head Offices

3590,000 sku 56,930,000 items $338 million

26 Toyama Branch

33

94

4

Overseas Branches

33
35 32

31
30
34

Bases in Japan2

5

Central Japan

Overseas Subsidiaries Number of Bases

1

26

11
36

65

30

10

★

12

39

12

27

9

2828

56

66

37 Kyoto Branch

3F Trusco Crystal Bldg. 593 Higashi★
Shiokoji-cho, Shimogyo-ku, Kyoto City, Kyoto

2026
New Planet Niigata planned forconstruction
Location: Sanjo City, Niigata
Area of grounds: approx. 26,300 ㎡
Floor area: approx. 47,011 ㎡

2026
Location where construction ofPlanet Aichi is planned
Location: Kitanagoya City, Aichi
Area of grounds: approx. 41,636 ㎡
Floor area: approx. 88,578 ㎡

51

52

61

63

1140-3 Oguchi, Ryuo-cho, Gamou-gun,
Shiga

Ryuo Branch

49

60

36 Planet Shiga

41 Sakai Stock Center47

1-3-28 Mukaibara-Higashi, Oita City, Oita★

West Japan★

64 Oita Branch

Planet Osaka
South Osaka Branch

Kinki

TRUSCO Central Bldg.
4-2-5, Honmachi, Chuo-ku, Osaka City, Osaka◀ OPENOPEN ▶

★

Integrated Report 2024

17

Main Business Locations All company-owned properties
Only some are corporate-owned properties (as of December 31, 2023)

1 Area of Grounds ●2 Floor Area ●3 Start of Operations (Current Building) ●4 Number of Employees●
5 Number of items in inventory ●6 Total number of items in inventory ●7 Inventory Value●Distribution Center
Planet Aichi

Kitanagoya City, Aichi

Planet Hokkaido

Higashi-ku, Sapporo City, Hokkaido

Head Office
Planet Tokai

Okazaki City, Aichi

Planet Shiga

Planet Osaka

Ryuo-cho Gamou-gun, Shiga

Sakai-ku, Sakai City, Osaka

Tokyo Head Office (TRUSCO Fiorito Bldg.)

Minato-ku, Tokyo(Conceptual Image)

1 Area of Grounds ●2 Floor Area ●3 Start of Operations (Current Building) ●4 Number of Employees●
5 Number of items in inventory ●6 Total number of items in inventory ●7 Inventory Value●

Employee Dormitory
Osaka Head Office (TRUSCO Central Bldg.)

Chuo-ku, Osaka City, Osaka

TRUSCO'S Kugahara Ota-ku, Tokyo

TRUSCO’S Shinbashi Minato-ku, Tokyo

Keihin BranchOta-ku, Tokyo

Fukui Branch

Fukui City

Fuji Branch

Fuji City, Shizuoka

Photovoltaic Power Generation (49.9 kW)
Operation scheduled for 2026
Automated bucket warehouse AutoStore Automated pallet warehouse Shuttle racks I-Pack® Just fit BOX
AMR Automated long pallet warehouse Load Assorting Station Automated pallet warehouse for hazardous materials
1 approx. 41,636 ㎡ ●2 approx. 88,578 ㎡ ●3 Operations are scheduled to begin in July 2026 Photovoltaic Power Generation (1,867 kW) Seismic Isolation Structure●

Planet Niigata

Sanjo City, Niigata

Electric moving pallet racks SAS
Photovoltaic Power Generation (4 kW)

Automated bucket warehouse Electric moving pallet racks
Photovoltaic Power Generation (20 kW)

Automated bucket warehouse SAS GAS I-Pack® Just fit BOX
Photovoltaic Power Generation (300 kW) Seismic Isolation Structure

1 approx. 13,666 ㎡ ●2 approx. 24,003 ㎡ ●3 2008 ●4 160●
5 320,000 different products ●6 4,027,000 items ●7 $30.6 million●

1 approx. 11,576 ㎡ ●2 approx. 19,593 ㎡ ●3 2008 ●4 92●
5 215,000 different products ●6 2,338,000 items ●7 $13.4 million●

1 approx. 10,373 ㎡ ●2 approx. 20,479 ㎡ ●3 2015 ●4 206●
5 349,000 different products ●6 3,958,000 items ●7 $28.2 million●

Automated bucket warehouse
GAS I-Pack® Just fit BOX

1 approx. 23,375 ㎡ ●2 approx. 5,507 ㎡ ●3 2004 ●4 32●
5 52,000 different products ●6 826,000 items ●7 $4.7 million●

Planet Tohoku

Miyagino-ku, Sendai City, Miyagi

HC West Japan Distribution Center

Nara City

Planet Kobe

Planet Kyushu

Chuo-ku, Kobe City, Hyogo

1 approx. 1,338 ㎡ ●2 approx. 2,667 ㎡ ●3 2004 ●4 30●(Third and Fourth Floors of the Keihin Branch building)Tosu City, Saga

1 approx. 1,338 ㎡ ●2 approx. 2,667 ㎡ (24 rooms)●
3 2004 ●4 14●

1 approx. 165 ㎡ ●2 approx. 1,401 ㎡ (30 rooms)●
3 2014 ●4 15●

TRUSCO’S Osaka Higashi-Osaka City, Osaka

TRUSCO’S Ayase Adachi-ku, Tokyo

Shizuoka Branch

Suruga-ku, Shizuoka City

1 approx. 2,119 ㎡ ●2 approx. 1,996 ㎡ ●3 2007 ●4 11●
5 17,000 different products ●6 157,000 items ●7 $0.9 million●

Himeji Branch

Himeji City, Hyogo

1 approx. 3,249 ㎡ ●2 approx. 1,828 ㎡ ●3 2017 ●4 15●
5 17,000 different products ●6 132,000 items ●7 $0.7 million●

Fukuyama Branch

Fukuyama City, Hiroshima(Conceptual Image)

Photovoltaic Power Generation (10 kW)
Automated bucket warehouse Electric moving pallet racks
GAS Just fit BOX Photovoltaic Power Generation (18 kW)

1 approx. 9,900 ㎡ ●2 approx. 10,016 ㎡ ●3 1992 ●4 90●
5 29,000 different products ●6 2,618,000 items ●7 $13.6 million●

Planet Sanyo
Automated bucket warehouse
Butler® I-Pack® Just fit BOX

Operation scheduled for 2026
Automated pallet warehouse

Electric moving pallet racks

Just Fit Box

Photovoltaic Power Generation (768 kW)

Seismic Isolation Structure

1 approx. 26,300 ㎡ ●2 approx. 47,011 ㎡ ●3 Operations are scheduled to begin in September 2026●

Kita-ku, Okayama City

Konan City, Aichi

Satte City, Saitama

1 approx. 11,328 ㎡ ●2 approx. 22,690 ㎡ ●3 2015 ●4 87●
5 220,000 different products ●6 3,188,000 items ●7 $21.2 million●

HC East Japan Distribution Center Sanjo City, Niigata

East Osaka Stock Center Higashi-Osaka City, Osaka

AutoStore SAS GASPhotovoltaic Power Generation (250 kW)

1 approx. 15,041 ㎡ ●2 approx. 28,400 ㎡ ●3 2010 ●4 86●
5 213,000 different products ●6 3,763,000 items ●7 $24.6 million●

Planet North Kanto

1 approx. 8,618 ㎡ ●2 approx. 9,771 ㎡●
3 1994 ●4 96 ●
5 27,000 different products●
6 1,997,000 items ●7 $8.4 million●

1 approx. 3,024 ㎡ ●2 approx. 8,558 ㎡●
3 2008/2016/2017●
5 313 ●
6 25,000 items ●7 $0.2 million●

Tokyo Backup Center

HC Kyushu Distribution Center

Sakai Stock Center Nishi-ku, Sakai City, Osaka

1 approx. 3,031 ㎡ ●2 approx. 10,694 ㎡●
3 2013 ●4 62 ●
5 107,000 different products●
6 1,548,000 items ●7 $9.0 million●

1 approx. 2,509 ㎡ ●2 approx. 5,004 ㎡●
3 2009 ●4 17 ●
5 82,000 different products●
6 1,835,000 items ●7 $16.8 million●

1 approx. 5,560 ㎡ ●2 approx. 5,933 ㎡●
3 2002/2016 ●4 61 ●
5 18,000 different products●
6 1,200,000 items ●7 $5.1 million●

1 approx. 3,302 ㎡ ●2 approx. 4,641 ㎡ ●3 May 2023●
5 3,000 different products ●6 284,000 items ●7 $3.8 million●

Oyama Stock Center

Utsunomiya Stock Center

Omiya Stock Center

Toyohashi Stock Center

Kurume City, Fukuoka

Electric moving pallet racks Photovoltaic Power Generation (30 kW)

Electric moving pallet racks
Automated pallet warehouse AutoStore
Photovoltaic Power Generation (431 kW)

1 approx. 47,262 ㎡ ●2 approx. 42,694 ㎡ ●3 2018●4 206 ●
5 532,000 different products ●6 6,587,000 items ●7 $53.8 million●

Planet East Kanto

13

Integrated Report 2024

Oyama City, Tochigi

Kaminokawamachi, Kawachi-gun, Tochigi

Matsuyama Branch

Matsuyama City, Ehime

1 approx. 2,604 ㎡ ●2 approx. 2,386 ㎡ ●3 2009 ●4 11●
5 17,000 different products ●6 199,000 items ●7 $0.9 million●

Kokura Branch
Kokurakita-ku, Kitakyushu City, Fukuoka

Photovoltaic Power Generation (11.9 kW)
Seismic Isolation Structure

1 approx. 1,051 ㎡ ●2 approx. 10,915 ㎡●
3 Scheduled to be relocated on May 7, 2024 ●4 179●

1 approx. 376 ㎡ ●2 approx. 1,973 ㎡ (36 rooms)●
3 2002 ●4 27●

1 approx. 148 ㎡ ●2 approx. 723 ㎡ (21 rooms)●
3 2021 ●4 12●

Nishi-ku, Saitama City, Saitama

Hachinohe Branch

Hachinohe City, Aomori

Akita Branch

Akita City

Koriyama Branch

Koriyama City, Fukushima

Photovoltaic Power Generation (10 kW)

1 approx. 2,578 ㎡ ●2 approx. 4,373 ㎡ ●3 2012 ●4 19●
5 24,000 different products ●6 291,000 items ●7 $1.5 million●

Oita Branch

1 approx. 1,983 ㎡ ●2 approx. 1,001 ㎡ ●3 2000 ●4 16●
5 8,000 different products ●6 155,000 items ●7 $0.8 million●

1 approx. 6,614 ㎡ ●2 approx. 2,191 ㎡ ●3 2007 ●4 10●
5 7,000 different products ●6 190,000 items ●7 $1.0 million●

1 approx. 3,626 ㎡ ●2 approx. 2,730 ㎡ ●3 2016 ●4 18●
5 15,000 different products ●6 260,000 items ●7 $1.2 million●

Kashima Branch

Utsunomiya Branch

Chiba Branch

Kamisu City, Ibaraki

Utsunomiya City, Tochigi

Ichihara City, Chiba

Oita City

1 approx. 1,692 ㎡ ●2 approx. 998 ㎡ ●3 2000 ●4 13●
5 13,000 different products ●6 103,000 items ●7 $0.6 million●

Nagoya Branch

Mizuho-ku, Nagoya City, Aichi

1 approx. 2,201 ㎡ ●2 approx. 2,036 ㎡ ●3 2004 ●4 20●
5 16,000 different products ●6 213,000 items ●7 $1.0 million●

Yokkaichi Branch

Yokkaichi City, Mie

Photovoltaic Power Generation (49.9 kW)

1 approx. 2,545 ㎡ ●2 approx. 2,433 ㎡ ●3 2017 ●4 11●
5 16,000 different products ●6 139,000 items ●7 $0.8 million●

Kyoto Branch

Shimogyo-ku, Kyoto City

1 approx. 1,824 ㎡ ●2 approx. 3,123 ㎡ ●3 1998 ●4 27●

Takamatsu Branch

Utazu Town, Ayauta-gun, Kagawa

1 approx. 1,292 ㎡ ●2 approx. 2,323 ㎡ ●3 1990 ●4 18●
5 15,000 different products ●6 127,000 items ●7 $0.6 million●

Kagoshima Branch

Kagoshima City

Toyohashi City, Aichi

1 approx. 33,057 ㎡ ●2 approx. 25,438 ㎡ ●3 2007 ●4 93●
5 202,000 different products ●6 2,388,000 items ●7 $14.8 million●
Matsudo City, Chiba

Automated bucket warehouse Automated pallet warehouse Electric moving pallet racks
GAS I-Pack® Just fit BOX Photovoltaic Power Generation (236.6 kW)

1 approx. 14,680 ㎡ ●2 approx. 29,705 ㎡ ●3 2006●
4 178 ●
5 380,000 different products ●6 3,547,000 items ●7 $24.2 million●

Just fit BOX

Nishi-ku, Hiroshima City

1 approx. 2,638 ㎡ ●2 approx. 2,406 ㎡ ●3 2011 ●4 14●
5 18,000 different products ●6 211,000 items ●7 $1.0 million●

Branch1 approx. 5,626 ㎡ ●2 approx. 8,122 ㎡●
3 1998 ●4 41 ●
5 58,000 different products●
6 1,166,000 items ●7 $5.6 million●

Isesaki City, Gunma

Kawasaki-ku, Kawasaki City, Kanagawa

Automated bucket warehouse AutoStore Automated pallet warehouse Butler®
AGV SAS GAS I-Pack® Just fit BOX Palletizing Robots AMR
Photovoltaic Power Generation (750 kW) Seismic Isolation Structure

Hiroshima Branch

1 approx. 714 ㎡ ●2 approx. 5,818 ㎡ ●3 2014 ●4 257●

Photovoltaic Power Generation (2.9 kW)

Planet Saitama

Photovoltaic Power Generation (300 kW)

1 approx. 8,287 ㎡ ●2 approx. 16,687 ㎡ ●3 2005 ●4 131●
5 176,000 different products ●6 2,529,000 items ●7 $14.2 million●

Planet Nagoya

1 approx. 2,085 ㎡ ●2 approx. 1,795 ㎡ ●3 2012 ●4 14●
5 17,000 different products ●6 128,000 items ●7 $0.6 million●

SAS

Shuttle racks

Planet South Kanto

Isehara City, Kanagawa

1 approx. 360 ㎡ ●2 approx. 2,707 ㎡ ●3 2009 ●49●
1 approx. 1,877 ㎡ ●2 approx. 872 ㎡●
3 2019 ●5 44 different products●
6 49,000 items ●7 $0.5 million●

1 approx. 1,652 ㎡ ●2 approx. 1,371 ㎡●
3 2021 ●5 106 different products●
6 40,000 items ●7 $0.3 million●

1 approx. 9,900 ㎡ ●2 approx. 6,856 ㎡●
3 2019 ●5 1,000 different products●
6 1,933,000 items ●7 $6.7 million●

1 approx. 2,000 ㎡ ●2 approx. 2,290 ㎡ ●3 2016 ●49●
1
5●21,000
different products ●6 208,000 items ●7 $1.8 million●

1 approx. 3,312 ㎡ ●2 approx. 1,474 ㎡ ●3 2009 ●4 12●
5 9,000 different products ●6 226,000 items ●7 $0.8 million●

1 approx. 2,254 ㎡ ●2 approx. 2,717 ㎡ ●3 2011 ●4 21●
5 22,000 different products ●6 265,000 items ●7 $1.9 million●

Nara Stock Center

Okayama Stock Center

Takamatsu Stock Center

Hakata Stock Center Hakata-ku, Fukuoka City

Niigatakita Branch

Toyama Branch

Kanazawa Branch

Automated bucket warehouse AutoStore Electric moving pallet racks DAS
Shuttle racks Photovoltaic Power Generation (300 kW) Seismic Isolation Structure

1 approx. 12,105 ㎡ ●2 approx. 26,062 ㎡ ●3 2020 ●4 138●
5 183,000 different products ●6 2,869,000 items ●7 $16.8 million●

1 approx. 9,798 ㎡ ●2 approx. 2,866 ㎡ ●3 2017●
14

Minami-ku, Okayama City

1 approx. 1,685 ㎡ ●2 approx. 2,274 ㎡●
3 2017 ●5 569 different products●
6 102,000 items ●7 $0.6 million●

Takamatsu City, Kagawa

1 approx. 8,413 ㎡ ●2 approx. 5,864 ㎡●
3 2019 ●5 1,000 different products●
6 1,041,000 items ●7 $4.2 million●

Higashi-ku, Niigata City

Toyama City

1 approx. 991 ㎡ ●2 approx. 1,120 ㎡ ●3 1989 ●48●
5 7,000 different products ●6 51,000 items ●7 $0.4 million●

Photovoltaic Power Generation (9.2 kW)

1 approx. 4,690 ㎡ ●2 approx. 3,166 ㎡●
3 2019 ●5 2,000 different products●
6 136,000 items ●7 $2.1 million●
Nara City

1 approx. 2,631 ㎡ ●2 approx. 2,885 ㎡ ●3 1992 ●4 12●
5 16,000 different products ●6 130,000 items ●7 $0.6 million●

Kanazawa City, Ishikawa

Company-owned Recreation/Training Facility
TRUSCO Resort and Spa Hakone

Hakone Town, Ashigarashimo-gun, Kanagawa

TRUSCO Resort and Spa Karuizawa

Town of Karuizawa, Kitasaku-gun, Nagano

Kyoto Kaguraoka Rengetsuso

Sakyo-ku, Kyoto City

Rengetsu-so Hanare

1 approx. 3,867 ㎡ ●2 approx. 7,609 ㎡●
3 2002/2016 ●5 779 different products●
6 374,000 items ●7 $2.4 million●

1 approx. 1,890 ㎡ ●2 approx. 1,057 ㎡ ●3 2009 ●49●
5 11,000 different products ●6 180,000 items ●7 $0.8 million●

1 approx. 1,633 ㎡ ●2 approx. 2,000 ㎡ ●3 1991 ●4 15●
5 15,000 different products ●6 183,000 items ●7 $1.0 million●

1 approx. 2,429 ㎡ ●2 approx. 2,469 ㎡ ●3 2004 ●4 18●
5 28,000 different products ●6 414,000 items ●7 $1.8 million●
15

1 approx. 9,084 ㎡ ●2 approx. 2,307 ㎡ ●3 2011 ●44●

1 approx. 10,621 ㎡ ●2 approx. 1,983 ㎡ ●3 2021 ●44●

1 approx. 1,758 ㎡ ●2 approx. 1,603 ㎡ ●3 2018 ●44●

1 approx. 188 ㎡●
2 approx. 168 ㎡ ●3 2023●Integrated Report 2024

16

Main Business Locations All company-owned properties
Only some are corporate-owned properties (as of December 31, 2023)

1 Area of Grounds ●2 Floor Area ●3 Start of Operations (Current Building) ●4 Number of Employees●
5 Number of items in inventory ●6 Total number of items in inventory ●7 Inventory Value●Distribution Center
Planet Aichi

Kitanagoya City, Aichi

Planet Hokkaido

Higashi-ku, Sapporo City, Hokkaido

Head Office
Planet Tokai

Okazaki City, Aichi

Planet Shiga

Planet Osaka

Ryuo-cho Gamou-gun, Shiga

Sakai-ku, Sakai City, Osaka

Tokyo Head Office (TRUSCO Fiorito Bldg.)

Minato-ku, Tokyo(Conceptual Image)

1 Area of Grounds ●2 Floor Area ●3 Start of Operations (Current Building) ●4 Number of Employees●
5 Number of items in inventory ●6 Total number of items in inventory ●7 Inventory Value●

Employee Dormitory
Osaka Head Office (TRUSCO Central Bldg.)

Chuo-ku, Osaka City, Osaka

TRUSCO'S Kugahara Ota-ku, Tokyo

TRUSCO’S Shinbashi Minato-ku, Tokyo

Keihin BranchOta-ku, Tokyo

Fukui Branch

Fukui City

Fuji Branch

Fuji City, Shizuoka

Photovoltaic Power Generation (49.9 kW)
Operation scheduled for 2026
Automated bucket warehouse AutoStore Automated pallet warehouse Shuttle racks I-Pack® Just fit BOX
AMR Automated long pallet warehouse Load Assorting Station Automated pallet warehouse for hazardous materials
1 approx. 41,636 ㎡ ●2 approx. 88,578 ㎡ ●3 Operations are scheduled to begin in July 2026 Photovoltaic Power Generation (1,867 kW) Seismic Isolation Structure●

Planet Niigata

Sanjo City, Niigata

Electric moving pallet racks SAS
Photovoltaic Power Generation (4 kW)

Automated bucket warehouse Electric moving pallet racks
Photovoltaic Power Generation (20 kW)

Automated bucket warehouse SAS GAS I-Pack® Just fit BOX
Photovoltaic Power Generation (300 kW) Seismic Isolation Structure

1 approx. 13,666 ㎡ ●2 approx. 24,003 ㎡ ●3 2008 ●4 160●
5 320,000 different products ●6 4,027,000 items ●7 $30.6 million●

1 approx. 11,576 ㎡ ●2 approx. 19,593 ㎡ ●3 2008 ●4 92●
5 215,000 different products ●6 2,338,000 items ●7 $13.4 million●

1 approx. 10,373 ㎡ ●2 approx. 20,479 ㎡ ●3 2015 ●4 206●
5 349,000 different products ●6 3,958,000 items ●7 $28.2 million●

Automated bucket warehouse
GAS I-Pack® Just fit BOX

1 approx. 23,375 ㎡ ●2 approx. 5,507 ㎡ ●3 2004 ●4 32●
5 52,000 different products ●6 826,000 items ●7 $4.7 million●

Planet Tohoku

Miyagino-ku, Sendai City, Miyagi

HC West Japan Distribution Center

Nara City

Planet Kobe

Planet Kyushu

Chuo-ku, Kobe City, Hyogo

1 approx. 1,338 ㎡ ●2 approx. 2,667 ㎡ ●3 2004 ●4 30●(Third and Fourth Floors of the Keihin Branch building)Tosu City, Saga

1 approx. 1,338 ㎡ ●2 approx. 2,667 ㎡ (24 rooms)●
3 2004 ●4 14●

1 approx. 165 ㎡ ●2 approx. 1,401 ㎡ (30 rooms)●
3 2014 ●4 15●

TRUSCO’S Osaka Higashi-Osaka City, Osaka

TRUSCO’S Ayase Adachi-ku, Tokyo

Shizuoka Branch

Suruga-ku, Shizuoka City

1 approx. 2,119 ㎡ ●2 approx. 1,996 ㎡ ●3 2007 ●4 11●
5 17,000 different products ●6 157,000 items ●7 $0.9 million●

Himeji Branch

Himeji City, Hyogo

1 approx. 3,249 ㎡ ●2 approx. 1,828 ㎡ ●3 2017 ●4 15●
5 17,000 different products ●6 132,000 items ●7 $0.7 million●

Fukuyama Branch

Fukuyama City, Hiroshima(Conceptual Image)

Photovoltaic Power Generation (10 kW)
Automated bucket warehouse Electric moving pallet racks
GAS Just fit BOX Photovoltaic Power Generation (18 kW)

1 approx. 9,900 ㎡ ●2 approx. 10,016 ㎡ ●3 1992 ●4 90●
5 29,000 different products ●6 2,618,000 items ●7 $13.6 million●

Planet Sanyo
Automated bucket warehouse
Butler® I-Pack® Just fit BOX

Operation scheduled for 2026
Automated pallet warehouse

Electric moving pallet racks

Just Fit Box

Photovoltaic Power Generation (768 kW)

Seismic Isolation Structure

1 approx. 26,300 ㎡ ●2 approx. 47,011 ㎡ ●3 Operations are scheduled to begin in September 2026●

Kita-ku, Okayama City

Konan City, Aichi

Satte City, Saitama

1 approx. 11,328 ㎡ ●2 approx. 22,690 ㎡ ●3 2015 ●4 87●
5 220,000 different products ●6 3,188,000 items ●7 $21.2 million●

HC East Japan Distribution Center Sanjo City, Niigata

East Osaka Stock Center Higashi-Osaka City, Osaka

AutoStore SAS GASPhotovoltaic Power Generation (250 kW)

1 approx. 15,041 ㎡ ●2 approx. 28,400 ㎡ ●3 2010 ●4 86●
5 213,000 different products ●6 3,763,000 items ●7 $24.6 million●

Planet North Kanto

1 approx. 8,618 ㎡ ●2 approx. 9,771 ㎡●
3 1994 ●4 96 ●
5 27,000 different products●
6 1,997,000 items ●7 $8.4 million●

1 approx. 3,024 ㎡ ●2 approx. 8,558 ㎡●
3 2008/2016/2017●
5 313 ●
6 25,000 items ●7 $0.2 million●

Tokyo Backup Center

HC Kyushu Distribution Center

Sakai Stock Center Nishi-ku, Sakai City, Osaka

1 approx. 3,031 ㎡ ●2 approx. 10,694 ㎡●
3 2013 ●4 62 ●
5 107,000 different products●
6 1,548,000 items ●7 $9.0 million●

1 approx. 2,509 ㎡ ●2 approx. 5,004 ㎡●
3 2009 ●4 17 ●
5 82,000 different products●
6 1,835,000 items ●7 $16.8 million●

1 approx. 5,560 ㎡ ●2 approx. 5,933 ㎡●
3 2002/2016 ●4 61 ●
5 18,000 different products●
6 1,200,000 items ●7 $5.1 million●

1 approx. 3,302 ㎡ ●2 approx. 4,641 ㎡ ●3 May 2023●
5 3,000 different products ●6 284,000 items ●7 $3.8 million●

Oyama Stock Center

Utsunomiya Stock Center

Omiya Stock Center

Toyohashi Stock Center

Kurume City, Fukuoka

Electric moving pallet racks Photovoltaic Power Generation (30 kW)

Electric moving pallet racks
Automated pallet warehouse AutoStore
Photovoltaic Power Generation (431 kW)

1 approx. 47,262 ㎡ ●2 approx. 42,694 ㎡ ●3 2018●4 206 ●
5 532,000 different products ●6 6,587,000 items ●7 $53.8 million●

Planet East Kanto

13

Integrated Report 2024

Oyama City, Tochigi

Kaminokawamachi, Kawachi-gun, Tochigi

Matsuyama Branch

Matsuyama City, Ehime

1 approx. 2,604 ㎡ ●2 approx. 2,386 ㎡ ●3 2009 ●4 11●
5 17,000 different products ●6 199,000 items ●7 $0.9 million●

Kokura Branch
Kokurakita-ku, Kitakyushu City, Fukuoka

Photovoltaic Power Generation (11.9 kW)
Seismic Isolation Structure

1 approx. 1,051 ㎡ ●2 approx. 10,915 ㎡●
3 Scheduled to be relocated on May 7, 2024 ●4 179●

1 approx. 376 ㎡ ●2 approx. 1,973 ㎡ (36 rooms)●
3 2002 ●4 27●

1 approx. 148 ㎡ ●2 approx. 723 ㎡ (21 rooms)●
3 2021 ●4 12●

Nishi-ku, Saitama City, Saitama

Hachinohe Branch

Hachinohe City, Aomori

Akita Branch

Akita City

Koriyama Branch

Koriyama City, Fukushima

Photovoltaic Power Generation (10 kW)

1 approx. 2,578 ㎡ ●2 approx. 4,373 ㎡ ●3 2012 ●4 19●
5 24,000 different products ●6 291,000 items ●7 $1.5 million●

Oita Branch

1 approx. 1,983 ㎡ ●2 approx. 1,001 ㎡ ●3 2000 ●4 16●
5 8,000 different products ●6 155,000 items ●7 $0.8 million●

1 approx. 6,614 ㎡ ●2 approx. 2,191 ㎡ ●3 2007 ●4 10●
5 7,000 different products ●6 190,000 items ●7 $1.0 million●

1 approx. 3,626 ㎡ ●2 approx. 2,730 ㎡ ●3 2016 ●4 18●
5 15,000 different products ●6 260,000 items ●7 $1.2 million●

Kashima Branch

Utsunomiya Branch

Chiba Branch

Kamisu City, Ibaraki

Utsunomiya City, Tochigi

Ichihara City, Chiba

Oita City

1 approx. 1,692 ㎡ ●2 approx. 998 ㎡ ●3 2000 ●4 13●
5 13,000 different products ●6 103,000 items ●7 $0.6 million●

Nagoya Branch

Mizuho-ku, Nagoya City, Aichi

1 approx. 2,201 ㎡ ●2 approx. 2,036 ㎡ ●3 2004 ●4 20●
5 16,000 different products ●6 213,000 items ●7 $1.0 million●

Yokkaichi Branch

Yokkaichi City, Mie

Photovoltaic Power Generation (49.9 kW)

1 approx. 2,545 ㎡ ●2 approx. 2,433 ㎡ ●3 2017 ●4 11●
5 16,000 different products ●6 139,000 items ●7 $0.8 million●

Kyoto Branch

Shimogyo-ku, Kyoto City

1 approx. 1,824 ㎡ ●2 approx. 3,123 ㎡ ●3 1998 ●4 27●

Takamatsu Branch

Utazu Town, Ayauta-gun, Kagawa

1 approx. 1,292 ㎡ ●2 approx. 2,323 ㎡ ●3 1990 ●4 18●
5 15,000 different products ●6 127,000 items ●7 $0.6 million●

Kagoshima Branch

Kagoshima City

Toyohashi City, Aichi

1 approx. 33,057 ㎡ ●2 approx. 25,438 ㎡ ●3 2007 ●4 93●
5 202,000 different products ●6 2,388,000 items ●7 $14.8 million●
Matsudo City, Chiba

Automated bucket warehouse Automated pallet warehouse Electric moving pallet racks
GAS I-Pack® Just fit BOX Photovoltaic Power Generation (236.6 kW)

1 approx. 14,680 ㎡ ●2 approx. 29,705 ㎡ ●3 2006●
4 178 ●
5 380,000 different products ●6 3,547,000 items ●7 $24.2 million●

Just fit BOX

Nishi-ku, Hiroshima City

1 approx. 2,638 ㎡ ●2 approx. 2,406 ㎡ ●3 2011 ●4 14●
5 18,000 different products ●6 211,000 items ●7 $1.0 million●

Branch1 approx. 5,626 ㎡ ●2 approx. 8,122 ㎡●
3 1998 ●4 41 ●
5 58,000 different products●
6 1,166,000 items ●7 $5.6 million●

Isesaki City, Gunma

Kawasaki-ku, Kawasaki City, Kanagawa

Automated bucket warehouse AutoStore Automated pallet warehouse Butler®
AGV SAS GAS I-Pack® Just fit BOX Palletizing Robots AMR
Photovoltaic Power Generation (750 kW) Seismic Isolation Structure

Hiroshima Branch

1 approx. 714 ㎡ ●2 approx. 5,818 ㎡ ●3 2014 ●4 257●

Photovoltaic Power Generation (2.9 kW)

Planet Saitama

Photovoltaic Power Generation (300 kW)

1 approx. 8,287 ㎡ ●2 approx. 16,687 ㎡ ●3 2005 ●4 131●
5 176,000 different products ●6 2,529,000 items ●7 $14.2 million●

Planet Nagoya

1 approx. 2,085 ㎡ ●2 approx. 1,795 ㎡ ●3 2012 ●4 14●
5 17,000 different products ●6 128,000 items ●7 $0.6 million●

SAS

Shuttle racks

Planet South Kanto

Isehara City, Kanagawa

1 approx. 360 ㎡ ●2 approx. 2,707 ㎡ ●3 2009 ●49●
1 approx. 1,877 ㎡ ●2 approx. 872 ㎡●
3 2019 ●5 44 different products●
6 49,000 items ●7 $0.5 million●

1 approx. 1,652 ㎡ ●2 approx. 1,371 ㎡●
3 2021 ●5 106 different products●
6 40,000 items ●7 $0.3 million●

1 approx. 9,900 ㎡ ●2 approx. 6,856 ㎡●
3 2019 ●5 1,000 different products●
6 1,933,000 items ●7 $6.7 million●

1 approx. 2,000 ㎡ ●2 approx. 2,290 ㎡ ●3 2016 ●49●
1
5●21,000
different products ●6 208,000 items ●7 $1.8 million●

1 approx. 3,312 ㎡ ●2 approx. 1,474 ㎡ ●3 2009 ●4 12●
5 9,000 different products ●6 226,000 items ●7 $0.8 million●

1 approx. 2,254 ㎡ ●2 approx. 2,717 ㎡ ●3 2011 ●4 21●
5 22,000 different products ●6 265,000 items ●7 $1.9 million●

Nara Stock Center

Okayama Stock Center

Takamatsu Stock Center

Hakata Stock Center Hakata-ku, Fukuoka City

Niigatakita Branch

Toyama Branch

Kanazawa Branch

Automated bucket warehouse AutoStore Electric moving pallet racks DAS
Shuttle racks Photovoltaic Power Generation (300 kW) Seismic Isolation Structure

1 approx. 12,105 ㎡ ●2 approx. 26,062 ㎡ ●3 2020 ●4 138●
5 183,000 different products ●6 2,869,000 items ●7 $16.8 million●

1 approx. 9,798 ㎡ ●2 approx. 2,866 ㎡ ●3 2017●
14

Minami-ku, Okayama City

1 approx. 1,685 ㎡ ●2 approx. 2,274 ㎡●
3 2017 ●5 569 different products●
6 102,000 items ●7 $0.6 million●

Takamatsu City, Kagawa

1 approx. 8,413 ㎡ ●2 approx. 5,864 ㎡●
3 2019 ●5 1,000 different products●
6 1,041,000 items ●7 $4.2 million●

Higashi-ku, Niigata City

Toyama City

1 approx. 991 ㎡ ●2 approx. 1,120 ㎡ ●3 1989 ●48●
5 7,000 different products ●6 51,000 items ●7 $0.4 million●

Photovoltaic Power Generation (9.2 kW)

1 approx. 4,690 ㎡ ●2 approx. 3,166 ㎡●
3 2019 ●5 2,000 different products●
6 136,000 items ●7 $2.1 million●
Nara City

1 approx. 2,631 ㎡ ●2 approx. 2,885 ㎡ ●3 1992 ●4 12●
5 16,000 different products ●6 130,000 items ●7 $0.6 million●

Kanazawa City, Ishikawa

Company-owned Recreation/Training Facility
TRUSCO Resort and Spa Hakone

Hakone Town, Ashigarashimo-gun, Kanagawa

TRUSCO Resort and Spa Karuizawa

Town of Karuizawa, Kitasaku-gun, Nagano

Kyoto Kaguraoka Rengetsuso

Sakyo-ku, Kyoto City

Rengetsu-so Hanare

1 approx. 3,867 ㎡ ●2 approx. 7,609 ㎡●
3 2002/2016 ●5 779 different products●
6 374,000 items ●7 $2.4 million●

1 approx. 1,890 ㎡ ●2 approx. 1,057 ㎡ ●3 2009 ●49●
5 11,000 different products ●6 180,000 items ●7 $0.8 million●

1 approx. 1,633 ㎡ ●2 approx. 2,000 ㎡ ●3 1991 ●4 15●
5 15,000 different products ●6 183,000 items ●7 $1.0 million●

1 approx. 2,429 ㎡ ●2 approx. 2,469 ㎡ ●3 2004 ●4 18●
5 28,000 different products ●6 414,000 items ●7 $1.8 million●
15

1 approx. 9,084 ㎡ ●2 approx. 2,307 ㎡ ●3 2011 ●44●

1 approx. 10,621 ㎡ ●2 approx. 1,983 ㎡ ●3 2021 ●44●

1 approx. 1,758 ㎡ ●2 approx. 1,603 ㎡ ●3 2018 ●44●

1 approx. 188 ㎡●
2 approx. 168 ㎡ ●3 2023●Integrated Report 2024

16

T O PMESSAG E

Self Awareness is theHighest Education

Flowing from the foundationof management

If you do not feel this way, your education will be a waste.

Employees are mirrors of
the president

TRUSCO-ism

These are unique ideas that underlie management, developed over the past
30 years since I became President of the Company in 1994. We willcontinue to be an essential company by both our customers and society inthe future thanks to our creative ideas.

President
Tetsuya Nakayama

We must be a company truly
useful during an emergency

Conducting Management
Not Written On Textbooks

A company’s ability is tested in times of emergency.
No matter what kind of disaster we encounter, we must be
a company that firmly fulfills our supply responsibilities.

If everything in business went just as described in
textbooks, the world would be full of successful people.
There are many interesting answers in the world that are
not found in textbooks.

Only when basic needs forliving are met can people sparethe effort to be ambitious
When basic needs for living are met, the company should
become aware of its aspirations.

Let the person make meals
who could feed you good foodThis is why chefs at our recreational facilities andemployee cafeterias are full-time employees too.

Customers are not interested
in management indicators thatare meaningless to them
Although there are various management indicators such as ROE,
ROA, and PBR, they are completely meaningless to our customers.
We should set metrics that are useful to our customers and the market.

We have a responsibility to provide
workplaces where staff members canwork with stability and peace of mind
It is important to take care of one person’s life,
not one work capabilities.
We should not take away the goodness from people’s lives.

People grow as their company grows
It is a misunderstanding that people's growth makes thecompany's growth.

18

A company that is unfriendly, unkind, and insincere
is a mirror image of the president.

Integrated Report 2024

Experience of many
hard-ships makes good
judgment abilities
If you don't run away from hardships, yourjudgment abilities and human skills will increase.

Life without troubles
despite hardships

If the president is in a battlefield,
the employees are in hell
Some company presidents like to tell heroic stories aboutpast hardships or how they recovered from a tough time,
but if the president is in a battlefield, employees are in hell.
Since hardships are avoidable it is better to not allow
battles to be created.

Shushazentaku
Judgment should not be based on advantages or
disadvantages but on whether something is good or bad.
The result will be bad if things are only judged bywhether they are profitable or not.

Common sense alone is
not enough to go beyond
common sense
If we had done everything taking a common-sense
approach, I do not think the Company would have grown.

You can solve your own hardships,
but you can’t solve your troubles.
Life will change if you don’t think of hardships as troubles.

Numerical targets andcapability targets

The appropriate actions
and direction of ourbusiness will be clear
if we have ambition

Goals are all about numbers. However, I think it is also
important to have capability goals for capabilities that
we want the Company to have.
Setting capability goals is the key for a successful
digital transformation.

If we have ambition for what we are in business, appropriate
actions and direction of our business becomes clear.

Order flow will change
from inconvenientcompany to convenientcompany
There is no better strategy than providing convenience.
Courage, hard work, perseverance, and enthusiasm areimportant, but they are no longer enough to win.

Majority rule is notalways right
We must increase our ability to see through theessence of matters and not be misled by majority rule.
Majority rule is irresponsible for outcomes.

Choosing majority solutions
results in ordinary results
Do what others do not think of.
Do what others do not do.

Knowledge is finite,
wisdom is infinite

Management requires creativity.
We must combine knowledge and wisdom to create
ideas that no one can think of.

The absence of enemies isevidence of the absence of allies
When you have a business strategy where you try to please
everyone, although you may not have any enemies, I am
sure that you don’t have any allies either.
Therefore, we should follow management policies without
fear of conflict.

Be an Ultimate Master Wholesale
The theory that wholesalers are unnecessary is wrong.
Just because some wholesalers do not satisfy the role
does not mean that wholesalers are unnecessary.

Don’t spoil yourself as
you experience hardships
Companies are not self-driving.
Someone is behind the wheel.
You should not free ride on people’s efforts
as you experience no hardships.

People exaggerate
their own hardships
Do not exaggerate your hardships.

People will not grow up if
they do not feel a sense of
shame in front of others
No one wants to be ashamed in front of others.
Therefore, you should try your best not to be ashamed.

Investments in own distribution isequivalent to investments in M&A
TRUSCO should be the organic company that grows a businesson its own rather than increasing sales through M&A.

A Company With Assets
We must be able to secure important assets without
relying on others.
It is not a question of gaining or losing a lease.

Decisive management strategy
Although business strategy is all about adding things,
we also need a decisive business strategy.

Integrated Report 2024

19

Becoming the Company We Want to Be －Capability Targets－
We believe that in order to constantly provide the highest levelof convenience as a unique company, our priority should becapability targets, which tell us the types of capabilities that weshould possess as a company in addition to numerical targets

01

To become a company that will be able tostore one million items in inventory by 2030

At Planet Aichi, which is under construction, we will build astate-of-the-art distribution system based on an approach different
from the conventional one to establish a system which will allow us
to store one million items in inventory by 2030.

such as sales and profit figures. In order to become acompany that is needed by our customers and society during
any era, we have set the following goals and will continue towork on achieving them.

06

To become a company capable of quickly
providing estimates

The adoption of an AI-based quotation system allows us torespond with a minimum reply time of five seconds. Our automatedestimate ratio is 27.6% and we are improving system accuracy sothat this ratio can be increased to 34.0% by 2025 (see p.55).

07

To become a company capable of realizing the “fastest,”“shortest,” and “best” deliveries in the industry

With the belief that “Immediate delivery is the greatest service,” we areenhancing our distribution capabilities in many ways, fromstrengthening our distribution system to reducing our delivery leadtime (19 hours, 13 minutes, 43 seconds).

Planet Aichi Distribution Center (operations are scheduled to begin in July 2026)

02

To become a company capable of receiving orders
24 hours a day and shipping products 365 days a year

With an eye on improving convenience for our customers andincreasing the number of product shipments in the future, we will
establish an environment that enables us to receive orders 24hours a day and ship products 365 days a year. Currently, orders
can be placed through TRUSCO Orange Book.Com 24 hours a
day with Saturday shipments available.

03

To become a company where products are always in stockand that never experiences order or shipping based errors

08

To become a company with a minimal
environmental burden

Offering an abundant line-up and inventory to select from has led
to the realization of one-stop shopping, which results in lower
consumption of energy and resources for procurement (see p.68).
Through the operation of our Direct Delivery Service (see p.47 and52), MRO Stocker (see p.51), and other services, we aim toenhance services that have a small environmental burden.

09

To become a company that is also actively involved in
the recycling, reuse, and return of tools and equipment

We aim to achieve energy-saving designs for the entire businessmodel, such as fixed-cost logistics, which uses container shipping tofollow fixed routes, and Naojiro Repair Workshops, which uses thissystem to collect and repair items for which repair requests are made.

To Achieve “Our Ambitions”(Value Creation)
Founded as a latecomer to the industry, thinking outside
the box has been our core approach from the start. We
have provided a variety of services to meet the needs ofour customers and the manufacturing industry of the times.
In the future, we will continue to aim to be a company thatalways provides the highest level of convenience in order
to continue to be of service to the manufacturing industry
in Japan, based on our belief that business must serve
people and society.

TRUSCO is creating system to prevent shortages from occurring
through efforts to expand inventory and optimize inventory
levels.Through the adoption of robotics and AI, we are moving
forward with automation and labor reduction, creating a systemthat is free of order and shipping based errors.

04

To become a company that never has totake inventory

The Inventory Abolition Committee has been established within thecompany to eliminate the need for inventory work, atime-consuming and labor-intensive process, in the future. We areworking to improve systems and operations to achieve this goal.

05

To become a company that can realize Direct
Delivery Service as a wholesaler with no stress

When using our Direct Delivery Service, delivery times, packaging
material amounts, shipping costs, and the environmental burden
can all be reduced by half. We will make our Direct Delivery Service
common practice and associate it with environmental conservation(see p.47 and 52).

Packaging for shipping that canbe used repeatedly

10

Satomi Nishino, Acting Senior
Supervisor at Planet Sanyo

To become a “platform holder” that supports
manufacturing in Japan

In order to improve customer convenience, we will further
accelerate digital transformation (DX) such as robotics and AI, andaim to become the industry's largest platformer in MRO products.

11

A Glance at TRUSCO Through Numbers

22

Thinking Outside the Box(A History of Value Creation)

23

Helping People and Society(Value Creation Model)

26

Material Issue

28

To become a company capable of rewriting
the accepted practices, customs, accepted
opinions, and conventions of the industry

As a latecomer to the industry, we have developed our business bythinking outside the box (see p.23). Choosing majority solutions
results in ordinary results. We will continue to solve various
problems with ideas that take common sense by surprise, capableof rewriting the customs, accepted opinions, and conventions of
the industry.
SAS (Systema Streamer)
High-speed load assorting equipment

20

Integrated Report 2024

I-Pack® (high-speed automatedpackaging and shipping line)

Integrated Report 2024

21

P.23

Number of Employees

Sales (FY2023)

Year$1,787

1959

1964

1989

Founded as a latecomerto the industry

Catalog Strategy andDevelopment of PB Products

TRUSCO goes public due tothe expansion of its business

Tetsuya Nakayama was born with a damaged optic nerve andloss of vision as a result of forceps delivery. Chuji Nakayama(founder) decided to start the company with complete resolve
for the future of his child. As a latecomer to the industry,
Nakayama earned the trust of his customers by aiming for a
product lineup that was not bound by the industry limitations.

We aimed to streamline the distribution of pro-tool by publishing
Nakayama Shouhou (“Nakayama Business Bulletin”), which listed
multiple manufacturers, something that did not exist in theindustry at that time. In addition, soon after the establishment of
the Company, we began developing unique products (private
brands) that reflect the needs of our customers.

In order to contribute to manufacturing sites acrossthe country, we expanded our offices to all
prefectures. We also entered the home improvement industry and expanded our sales network.
Later, we also went public, aiming to become acompany that contributes to society.

The year of the company’s founding, President Tetsuya
Nakayama is in the center of the photo (1959)

Nakayama Business Bulletin,
the industry’s first comprehensive
catalog, is published (1964)

Newspaper articles about the company’s public offering(1989)

P.78

3,043

million

P.51

P.40

Distribution Centers
in JapanJapan Sales Branches

Number of items
in inventory

P.41
Distribution

P.46

persons

Products

65

P.32

Management
PolicyFoundedThinking Outside the Box – A History of Value Creation –Value Creation

A Glance at TRUSCO Through Numbers

P.51

P.31

P.43

Number of delivery runs

1,203
P.42

P.33

P.55

1989

●Store registration/Public offering of stocks

1991●New computer system “N・STEP” goes into operation

1992●CI “B・E・Plan 21 Corporate Evolution Activities” start

1994●Shareholder benefit plan introduction●Changed the company name from Nakayama Kiko Co., Ltd. toTrusco Nakayama Corporation●Opened our first distribution center Planet Kyushu●Listed on the 2nd Section of the OSE●Tetsuya Nakayama assumed the position of Representative
Director and President

1995●“GAMBARE!! JAPANESE MONODZUKURI” company message start●Listed on the 2nd Section of the TSE1975 ●First online system “FACOM230‐15” operation

1996●Listed on the 1st Section of the TSE and OSE

1981 ●Started sales to the home center industry

1997●Established the Nakayama visually impaired welfare foundation

2000●Fax machine-assisted automatic order entry system “DOTKUL” begins
operations●Name of the company’s comprehensive catalog changed from“Nakayama Business Bulletin” to ”Orange Book”

1962 ●Nagoya Sales Office (Atsuta-ku, Nagoya) opened

1964

Suppliers

276 vehicles 3,509 companies(third-party delivery runs 153 vehicles/
TRUSCO delivery runs 123 vehicles)●Merger with Nakayama Filling Co., Ltd.
(Surviving company is Nakayama Kiko Co., Ltd.)

Overseas manufacturers

337companies

P.40●Company founded by Chuji Nakayama on May 15, 1959 as
Nakayama Kiko Shokai, which was a machine tool wholesale
business in Tennoji-ku, Osaka●Nakayama Kiko Co., Ltd. Establisthed(on March 2 in Higashi-ku (currently Chuo-ku), Osaka City)●Tokyo office (Minato-ku, Tokyo) opened●Nakayama Shouhou (“Nakayama Business Bulletin”), the industry’s
first comprehensive catalog, is published●Sales of our first private brand product “Komyotan” started●Steel center opened

1968 ●Internal company newsletter “Nakayama News” (currently “Hand Made”)
is published1971●Nakayama Filing Co., Ltd. established●Head office moved to the Machinery and Wholesale Complex in
Higashiosaka City, OsakaPB Product Sales

Inventory Value

5,632 companies $322 million $338 million

Tangible fixed assets

P.61

Locations where
employees withdisabilities are employed(Employment Rate of Persons
with Disabilities 2.8%)$696 million 22 branches

Number of

87.1% registered products
27.6% 6,450,000 items
P.64

P.68

Sales
(Unit: Million USD)

1959
Founded as a machine tool wholesale businessin Tennoji-ku, Osaka, as Nakayama Kiko Shokai
by our founder, Chuji Nakayama
1964
Launched a comprehensive catalog“Nakayama Business Bulletin”
Developed our first private brand product“Komyotan”

Average number ofovertime hours per month

17.9 hrs.

Non-smoking rate
for managers

100%

Solar power generation

2.68 million (kWh)(equivalent to the power usedby approx. 620 households)

1
1959

2

3

7

Nixon Shock1971
Nakayama Filing Co., Ltd. established

Corporate Data

P.33

Systemorder
intake ratio
Automated
estimate
ratio

The Nakayama visually
impaired welfare foundation

Number of Customers

Corporate
Governance1982 ●Started training for new employees (Shigisan, Nara Prefecture)

Environmental
Efforts

4.86 million items

P.46

1987

1959

Human Resources

Number of packages delivered
via Direct Delivery Service

Number of companies thathave introduced MRO Stocker

92.1%

Digital Service

P.47

items

Komyotan, the company’s
first private brand product(1964)

Sales

28 locations 59 locations 590,000

Stock hit rate

Black Monday
Plaza Accord
2nd Oil Shock

1st Oil Shock162
83 101 122
12 17 26 29 33 52 67 62292
185 204 230 244

332 343 311

416

1st term 2nd term 3rd term 4th term 5th term 6th term 7th term 8th term 9th term 10th term 11th term 12th term 13th term 14th term 15th term 16th term 17th term 18th term 19th term 20th term 21st term 22nd term 23rd term 24th term 25th term
(1964) (1965) (1966) (1967) (1968) (1969) (1970) (1971) (1972) (1973) (1974) (1975) (1976) (1977) (1978) (1979) (1980) (1981) (1982) (1983) (1984) (1985) (1986) (1987) (1988)

As of December 31, 2023

22

Integrated Report 2024

Integrated Report 202423

Value Creation

2006

2018

2020

Strengthening distribution
capabilities and going public

The theme Shushazentaku ispresented as part of a top message

Total abolition of alldraft exchanges

Strengthened inventory
expansion

Planet Saitama starts
operations“DX Grand Prix”
recipient

Tetsuya Nakayama was appointed as President. In the same year, thecompany’s first distribution center, Planet Kyushu, was launched into
operation to strengthen distribution capabilities in earnest. We alsochanged our company name, established a corporate philosophy, andcreated a better working environment which led to our listing on the firstsections of the Tokyo Stock Exchange and Osaka Securities Exchange.

President Nakayama’s suggestion that decisions should
not be made on the basis of profit or loss but rather by
asking oneself whether something is good or bad, andthen always choosing the “right thing.” The importance of
having criteria for choosing the “right thing” is thefoundation of our Company.

It took about four years starting in 2001 to complete
the elimination of draft transactions for the first timein the industry. By completely eliminating drafttransactions, which has long been a business practicein the industry, we were able to improve the efficiencyof our operations and increase the customer trust.

Based on our “20 Billion Items in Inventory Value & Stocking
Strategy”, we constructed large-scale distribution centers
nationwide with the aim of a system that allows us to “always
immediately deliver inventory items listed in Orange Book.”
The number of items in stock and the inventory shipment
rate were key indicators, and we accelerated the expansion.

Against the backdrop of social changes such as the expansionof the Internet business and chronic labor shortage, the Planet
Saitama Distribution Center equipped with cutting-edge
logistics equipment is launched into operation. At that time,
we had raised our target inventory of 300,000 items to
500,000, further enhancing our logistics capabilities.

Awarded the “DX Grand Prix” as a leading company
in the digital age. Based on the idea that “digitaltechnology is a means, not a purpose,” theCompany was highly evaluated for its efforts indigital transformation, inventory, and logistics for“Becoming the Company We Want to Be”.

Tetsuya Nakayama assumes position of President (1994)

Handwritten message from President Nakayama (2003)

Top photo: Final note payable (August 2003)
Bottom photo: Final note receivable (December 2005)

Expanded inventories at distribution centers nationwide (2006)

Planet Saitama Distribution Center (2018)

Distribution

2005

Products

2003

Management
Policy1994

Selected as a DX Stocks 2020 and awarded the“DX Grand Prix” (2020)

Sales

2003

●Internal company salesman “Orange Doctor” qualification exam started●Osaka Head Office moved from Higashiosaka, Osaka to Nishi-ku, Osaka

2005●ISO14001 acquired for all Japanese domestic business sites●Started a desired relocation/Lovebirds Transfer Program●Total abolition of all draft exchanges (initiative started in 2001 andtook four years to complete)

1989
Store registration/Public offering of stocks(Tokyo and Osaka exchanges)

Sales

623

●Part-timer OJS system started●Asunaro subsidy system started●Established Germany Representative Office (Düsseldorf)

2008●Acquired the “KURUMIN” certification mark for next-generation training●Inventory management system “ZAICON” operation

2016

2009

●“TRUSCO RESETPLAN” implementation to deal with the economic
downturn precipitated by the Lehman Brothers bankruptcy●Rating upgraded to “A” with issue size through the Rating and Investment(R&I) Information Co., Ltd.
●TRUSCO new social work grant system started

2017●“Best IR Award for Encouragement” recipient●“TRUSCO Shirarezaru Gulliver” broadcast started●Distribution Department new establishment●Product database: “Sterra” is launched into operation●Health management superior corporation 2017 certified Recognized as aWhite 500 Certified Health and Productivity Management Organization

2010●Grouping of logistic centers and setting up of core centers●Subsidiary TRUSCO NAKAYAMA CORPORATION (THAILAND) LIMITED is
established [Formerly “Protool Nakayama (Thailand)”]2012●New logistics system “TRULOGIS” launched into operation●Officer, executive officer, director OJS system started

2013●Sales activity support system: “Self.I” launched into operation●e-commerce Sales Division and Overseas Division are established2014●Welcome back system started●Established e-Business Sales Division (formerly “e-commerce Sales Division”)●Started President OJS at General Meeting of Shareholders●Fiscal year changed to end in December rather than March

564

553

600

654

713

2005
Total abolition of
all draft exchanges

28th term(1991)

29th term(1992)

30th term(1993)

31st term(1994)

32nd term(1995)

33rd term(1996)

34th term(1997)

624

35th term(1998/3)

638

727

682

678 712

784

860

24

893

36th term(1999)

37th term(2000)

38th term(2001)

39th term(2002)

40th term(2003)

Integrated Report 2024

2

4

5

2020

2021

●Selected as a DX Stocks 2021 company●Announced industry-academia collaboration and capital and businessalliances at a press conference (started TRUSCO HACOBUne Project)●FY2021 Received the Information Technology Award

2022●Vacation Bank Program started●Company holidays changed to calendar holidays●Selected as a “DX Stocks 2022” company

2023●Good Career Award Grand Prize●Started “Trusco Zentaku Dividend” payments●Selected as a “DX Platinum 2023-2025” company●FY2023 “IT Grand Prize” Recipient
World experience theCovid-19 pandemic

896

6.9

7.4

8.4

9.0

41st term(2004)

42nd term(2005)

43rd term(2006)

44th term(2007)

45th term(2008)

1,512
1,428 1,470 1,422
1,300
49.9
1,180
1,110
44.2
972
37.4 39.2
33.6
762
29.8
26.4
23.1
21.2

796

661

769

11.7

12.4

14.1

46th term(2009)

47th term(2010)

48th term(2011)

866

881

16.4

19.2

49th term(2012)

50th term(2013)

51st term(2014)

52nd term(2014/12)

53rd term(2015)

54th term(2016)

55th term(2017)

56th term(2018)

9-monthfinancial results

6

7

8

10

11

12

13

16

Sales
(Unit: Million USD)

2018
2020
Planet Saitama
Core system “Paradise 3”
starts operations
launched into operation (p.54)
2017
PRO TOOL Restrictions“TRUSCO Shirarezaru Gulliver”
1,642
Removedbroadcast started

2014
Relocation of Tokyo Head Office(Minato-ku, Tokyo)

6.6

6-monthfinancial results

Number of Distribution Centers

2019●Consolidated accounting started●Health management superior corporation 2019 certified Recognized as aWhite 500 Certified Health and Productivity Management Organization●Established Trusco Nakayama Health Insurance Association●Established Information Systems Department

Lehman Shock356

27th term(1990)

2018●2018 Received Porter Prize●Redesign of TRUSCO Orange Book.Com Renewal●Planet Saitama starts operations●Health management superior corporation 2018 certified Recognized as aWhite 500 Certified Health and Productivity Management Organization

2006
2003
TRUSCO Orange Book.Com is launched
The theme Shushazentaku is presented
New core system “Paradise” operationas part of a top message
Private Brand (PB) names unified under the Started efforts to expand the number ofdifferent products in inventoryname of TRUSCO PRO TOOL specialization

Collapse of the IT bubble(Unit: Million USD)

26th term(1989)

2015

57th term(2019)

58th term(2020)

59th term(2021)

56.2

60th term(2022)

Consolidated
Accounting Started

19

21

22

26

Number of items
in inventory(Unit: ten thousand)

1,898

1,787
59.3

62.5

Corporate Data

482

664

●Ordinary General Meeting of Shareholders held at 2 venues in Osakaand Tokyo simultaneously●Electronic purchasing system “Orange Commerce” operation

1997
Public interest incorporated foundation
Established the Nakayama visually impaired
welfare foundation (p.72)

Collapse of Economic Bubble

571

2007

●AI-based Immediate Automated Estimate System launched●Introduction of MRO Stocker started●Core system: “Paradise 3” launched into operation●Health management superior corporation 2020 certified●The Digital Service Strategy Department (formerly the Information Systems Dept.) is established●Selected as a DX Stocks 2020 “DX Grand Prix” company●Shareholder special benefit plan is abolished●President Tetsuya Nakayama awarded Medal with Blue Ribbon●PRO TOOL Restrictions Removed●FY2020 Received the Information Technology Award “IT Grand Prize”

The Nakayama visually
impaired welfare foundation

Introduction ofConsumption Tax

1994
The company changes its name to TRUSCO NAKAYAMA Corporation
Tetsuya Nakayama assumed office as President
Planet Kyushu operations begin(company’s first distribution center) 1996
Listed on the 1st Sectionof the TSE and OSE●Relocation of Tokyo Head Office (Shimbashi, Minato-ku, Tokyo)
Tokyo Head Office registered as company head office●Subsidiary PT.TRUSCO NAKAYAMA INDONESIA establishment

Corporate
Governance

2004

2014

Environmental
Efforts●Personnel evaluation OJS system started●Financial bond (annual payment for severance) introduction●Private Brand (PB) names unified under the name of TRUSCO●Moved away from home appliances and lifestyle products tospecialize in PRO TOOL

●Product search site “Orange Book.Com” launched into operation●Core system “Paradise” operation●Boss challenge course (responsible person appointment system) started

Human Resources

2002●Goods receipt abolition●Two head office system started with the Tokyo Head Office in Minato-ku,
Tokyo established●Internet order receiving system “Web TRUSCO” launched into operation●Started digital broadcast of the Ordinary General Meeting of Shareholders
held in Osaka and Tokyo

2006

Digital Service

2001●Activities for eliminating draft transactions started (completed in 2005)●Relief health care system started●Started Half-day full-time employee system (formerly “Relaxed work hour
reduction program”)●Promotion OJS system started (OJS: Open Judging System)

61st term(2023)

62nd term(2024)(plan)

27

28

Integrated Report 2024

25

an Ultimate Master Wholesale” by utilizing products, logistics, and digital. This is designed to contribute to the
expansion of our customers’ businesses. We aim to be
a company that continues to be of service to Japanesemanufacturing in every era. The cycle created throughthis business will lead to TRUSCO becoming the company we want to be.

Although common sense sometimes changes,
our business principles remain unchanged.
Unchanging
demands ofthe market

Rapid,
reliable delivery

High-level ofconvenience

Principles

Reasonable prices

Management
PolicyWe have learned that common sense might change
given the environment surrounding us, and what wascommon sense until yesterday can become illogical today. However, in the business world, we believe that our
principles should remain unchanged. In such an environment, we have created a unique business model for
PRO TOOL distribution based on the concept of “Be

Common sensemight change but
our principles
remain unchanged

Value Creation

Helping People and Society – Value Creation Model –Abundant line-up
and inventory

Courteous, Polite,
and Reliable

DigitalCapabilities
Products

Society/
Local Environment

growth through a cycle

Becoming the Company
We Want to Be P.20

Management resources (INPUT)

Business Model

P.30

A corporate culture free of ill feelings
Number of Employees (consolidated) 3,043(Officers: 12 / Full-time staff: 1,661
Part-time staff: 1,370 )Number of Customer Companies 5,632 companies

Distribution Strategy P.46

Sales Strategy P.50

Digital Service Strategy P.54

Human Resources Strategy

P.58

Users (Unlimited ∞ )Suppliers

Product Strategy P.40

$1,787 million

Ordinary income (consolidated)
Dividends

$0.31
92.1%

$124 million

Turnover rate

5.6%

Percentage of female employees
among full-time employees 35.5%

Stock hit rate

Renewable energy power
self-sufficiency rate 16.7%

System order intake ratio

Naojiro Repair Workshops Sales

87.1%
Automated estimate ratio 27.6%
Delivery lead time
19 hrs. 13 min. 43 sec.

To become a company
that can realize Direct
Delivery Service as awholesaler with no stress$14 million

Number of Companies
Appearing on Shirarezaru
Gulliver (TV program)

290 companies

To become a company
capable of quickly
providing estimates
To become a company
capable of realizing the“fastest,” “shortest,”and “best” deliveries in
the industry
To become a company with aminimal environmental burden
To become a company that is
also actively involved in therecycling, reuse, and return oftools and equipment

Corporate Data

Digital Expenditures(most recent three periods) $26 million
Number of systems 60
Number of Product Data 6,450,000 items
Number of system connected companies
12,791 companies

Sales (consolidated)

To become a company
that never has to takeinventory

The Nakayama visually
impaired welfare foundation

Unparalleled levelof convenience

Economic value/Social value(OUTPUT ・ OUTCOME)

To become a company where
products are always in stockand that never experiences
order or shipping based errors

Corporate
Governance

Customers

Plugging into TRUSCO will easily allow customers toutilize our business resources, which will contribute to
the expansion of their businesses.

We want to be ofservice to the manufacturingindustry in Japan regardlessof the times.

To become a “platform holder” that
supports manufacturing in JapanTo become a company capable of rewriting theaccepted practices, customs, accepted opinions,and conventions of the industry
As of December 31, 2023

26

Integrated Report 2024

Integrated Report 2024

Environmental
Efforts

Distribution Centers in Japan
28 locations
Branches with inventory
29 locations
Number of total delivery runs
276 vehicles(TRUSCO delivery runs includedin above: 123 vehicles 44.6%)

Be an Ultimate
Master Wholesale

To become a company capableof receiving orders 24 hours a
day and shipping products
365 days a year

Human Resources

Immediate delivery is
the greatest service

To become a company that will beable to store one million items ininventory by 2030

Digital Service

Number of items in inventory 590,000 items
Inventory Value $338 million (consolidated)
Total number of items in inventory
56,930,000 items
Total Number of suppliers 3,509 companies(Overseas: 337 companies)
TRUSCO Orange Book
Approx. 160,000(2024 edition, total number published)
TRUSCO Orange Book.Com
Number of items listed
4,100,000 items

Sales

Bringing together a full line-up of PRO TOOL

Distribution

Aim for sustainable27

Material Issue
We have identified material issues related to sustainability based on our core belief “Business must serve people and society”.
TRUSCO will address these issues through its business with a view towards the establishment of a sustainable society.
Material Issue

Description

ThemesScan for details
on measures

Related Measures· One-stop MRO distribution for improving convenience andreducing the environmental burden· Dramatic efficiency in product selection and industry
Become a platform holder supporting
standardization of product data
manufacturing and optimize the1· Realization of proposals and deliveries by anticipating
supply chain to establish sustainable
customer needs
Total optimization of
PRO TOOL distribution that is both· Creating synergy effects through the power of people
the supply chain
human-friendly and environmentallyand digital technology to contribute to the expansion offriendly.
business performance of partner companies· Realization of the ability to accept orders 24 hours a day andship products 365 days a year (stable supply of products)
Develop and provide PB products
2with original value to suit diversifying· Improvement of major TRUSCO Private Brand products
Planning and development needs and trends at manufacturing· Improving the safety and quality of PB Products
sites
to
help
rationalize
manufacturingof products that respond· R esponsible procurement
operations, increase productivity, andto diversifying needs
strengthen competitiveness.
· Creation of a work environment where our employees cancontinue to work with peace of mind for many years
3
We will be able to grow as a
· Expansion of opportunities for career advancement forDevelopment ofcompany by creating an environment each employee with a broad selection of choices available
environments and human where employees are always·C reation of an environment where the work and results ofresources to enable
employees can be fairly assessed
motivated and each can sufficiently
them to fully display their demonstrate their abilities.
· P romotion of diversity
personal abilities· S trengthening of health management as well as
occupational safety and health· Realization of a supply chain with a small environmental
We contribute to reducing theburdenenvironmental impact of our business4· Reduction of the environmental burden reduces theactivities and PB products, not only
business activities
Environmental actions
for ourselves but also for the users· Planning and development of environmentally-friendly PB
through businessof our products, and contribute to
Products
activities
the environmental activities of the· Realization of the active recycling, reuse, and return ofJapanese manufacturing industry.
tools and equipment
Cherish the relationships with
· “Giving Back to Society” through the Nakayama visually5
stakeholders through support
impaired welfare foundation
for people with disabilities
Contribution to· Strengthening of various sponsorships and advertisingandcommunication
with
local
stakeholders and local
activities
communities and society throughcommunities· Implementation of contingency donation activities
sponsorships and advertising.

Product Strategy (p.40)
Distribution Strategy (p.46)
Sales Strategy (p.50)
Digital Service Strategy (p.54)

Product Strategy (p.40)

Be an Ultimate Master Wholesale(Management Policy)

Human Resources Strategy(p.58)

Environmental Efforts (p.68)

Public interest incorporated
foundation
The Nakayama visually
impaired welfare foundation(p.72)We believe that the source of competitiveness for an organization is its originality and we are placing it at the root of
our management strategy. TRUSCO continues to promote
the improvement of convenience for our customers andenhancement of the environment and systems that allow
our employees to work with peace of mind over the longterm. We will continue to aim to be a company that always
meets the demands of the manufacturing sites.

Business Flow30

Operating Results Highlights

32

A Company with Assets(Financial Strategy)

33

Material Issue Identification Process

Business Progress and Results

34

In addition to identifying material issues in the four-step process, meetings were held at each business sites in Japan to discuss
those material issues identified. Interviews with employees were also used to create content.

Messages from Directors

35

Product Strategy

40

Distribution Strategy

46

Sales Strategy

50

Digital Service Strategy

54

Human Resources Strategy

58

6
Governance based on a
stance of Shushazentaku(always choosing what isright rather than focusing onwhether it is profitable)

STEP1

STEP2

STEP3

STEP4

Improve the fairness andtransparency of management andimplement swift and appropriate
decision-making to conduct businessactivities that conform to laws andsocial norms.

・Realization of corporate governance effective for selfcleaning・Strengthening of compliance・Strengthening of risk management
・Realization of highly-transparent information disclosure

Corporate Governance (p.70)

Identification of Social Issues
We identified social issues based on the GRI Standards*1 and SDGs.
Evaluation of the level of importance of identified social issues
While realizing the company we want to be in response to the social issues
identified in Step 1, we evaluated the level of importance of identified social issues from the standpoint of both (1) social issues that we contribute to throughour business and (2) social issues that should be taken into consideration.
Creation of a plan designed to address the material issues
A plan designed to address the material issues was created based onlevel of importance evaluated in Step 2.
Executive-level deliberation and approval

Utsunomiya Branch employees seen in a meeting· We realized that daily business activities that we conduct
are also connected to the social issues.
· The meeting made us realize that we need to be moreproactive in listing environmentally-friendly products incatalogs and their sale.

*1 GRI Standards: An international framework for reporting on the economic, environmental, and social impacts of companies and providing informationon their positive or negative contributions to sustainable development.
28

Integrated Report 2024

Integrated Report 2024

29

Plugging into TRUSCO to start doing business with us
manufacturing sites all over Japan. As a wholesaler, wehave developed a unique business model to improve theconvenience of our customers, suppliers, and users.

[Manufacturers]

Sales Total

P.74

P.40

Distribution

Distribution bases
28 locations

Suppliers Overseas(+8 Year-on-Year)

Sales

Japan Sales Branches
59 locations
Overseas sales branches
2 locations
P.50

×DigitalWelding Material Dealers

No. of Companies: 4,888 companies

These customers handle welding
materials, welding machines, andhigh-pressure gas products.
etc.

Constitution ratio: 67.9%

Manufacturing Industry,
Construction-related Businesses, etc.

e-Business Route(e-commerce/electronic purchases)
We deliver PRO TOOL to factories and general consumers through online shops.

Sales: $394 million
Constitution ratio: 22.1%

No. of Companies: 207 companies

Online Shops

Manufacturing Industry,
General Consumers, etc.

etc.

Home Center RouteWe sell products to general consumers
through home centers and pro shops.

Home Center

Sales: $161 million

Pro Shops

No. of Companies: 111 companies

These retailers focus on sales of
PRO TOOL products for outdoor
use.

Constitution ratio: 9.0%

Outdoor Work, General Consumers, etc.

Overseas RouteWe deliver products to manufacturing sites around the world.

Sales: $17 million

Corporate Data

Ireland, USA, United
Kingdom, Italy, Israel, India,
Estonia, Austria, Netherlands,
Canada, Greece, Singapore,
Switzerland, Sweden, Spain,
Sri Lanka, Slovakia, Thailand,
Czech Republic, Denmark,Germany, New Zealand,
France, Vietnam, Belgium,
Poland, Portugal, Malaysia,
Norway, South Korea, Taiwan,
and China

×

Sales: $1,214 million

The Nakayama visually
impaired welfare foundation

32 Countries/Regions
337 companies

P.46

These customers handle equipment andsecondary materials that are used byfactories in the manufacturing industry.

Corporate
Governance(Distribution Centers among
the distribution bases 17 locations)

Machinery Tool Dealers

Environmental
Efforts×

We deliver PRO TOOL to factories, construction
sites and other manufacturing sites throughmachinery tool dealers, etc.

Human Resources(+229 Year-on-Year)

Data 6,450,000 items

Factory Route

Digital Service

3,172 companies

Inventory 590,000 items(+57 Year-on-Year)

Sales

Products
Suppliers in Japan

5,632 companies$1,787 million
Plugging into TRUSCO
will easily allow you toutilize our resources∞

Unlimited

Distribution(+237 Year-on-Year)

Consolidated

Users[Sales Agents][Wholesale]

Products

Customers

Suppliers

3,509 companies

listing services. Customers can centrally procure products
from 3,509 suppliers and can also utilize functions such assame-day delivery and user-direct delivery services to expand
their own businesses. We will continue to pursue further convenience for our customers and suppliers by optimizing the
distribution of PRO TOOL.

Customers and suppliers can easily access our management
resources and use them for their businesses in a way thatsuits their characteristics and business type. In addition to
the ability to sell their products to 5,632 customers, suppliers can also receive a wide range of sales support services
such as product data linkage, inventory holding, and catalog

Management
Policy

TRUSCO NAKAYAMA is a wholesaler that procures PRO
TOOL from suppliers and sells them to machinery tool
dealers, online shops, home centers, and other customers. We ensure prompt, smooth and reliable delivery to

Value Creation

Business Flow

Overseas Dealers

Constitution ratio: 1.0%
Number of Companies: 426 companies

Japanese and non-Japanesecustomers that carry machinery
tools outside of Japan.

Overseas Manufacturing Industry, etc.

P.54

Direct Delivery Service

P.47, 52

Orange Commerce

P.52

MRO Stocker

P.51
As of December 31, 2023

30

Integrated Report 2024

Integrated Report 2024

31

61st Term (FY2023) Consolidated Business Performance

We must be able to secure important
assets without relying on others.

In the 61st term, net sales reached a record high due tothe impact of the rapid rise in prices, serving as a tailwind
for our inventory strategy, and the expansion of our “NIAWASE + U-choku” (Order Consolidation + Direct Delivery

Gross profit margin

million(+8.8%)%(+0.3pt)(+4.0%)

million(-6.9%)

million(+26.3%)

million(+23.9%)$41

Depreciation

Ordinary Income

Attributable to shareholders

millionper share(+15.4%)

Changes in Sales and Number of Items in Inventory
Number of items in inventory (Unit: ten thousand)

1,787

Sales (Million USD)

1,470(+$0.04)

1,422

44.2

39.2

1,512

49.9

1,898

1,642

59.3

56.2

62.5

%

A

R&I Rating(2019)

R2(2020)

R3(2021)

R4

R5(2022)

Consolidated
Accounting Started

R6(2023)(2024)

Current PeriodPlan

61st Term (FY2023) (consolidated)
Expense Item The year-on-year comparison is shown in the parentheses.

Consolidated Sales by Segment
The year-on-year comparison is shown in the parentheses.

$1,404 million (+8.4%)

e-Business Route$394 million (+14.6%)

Gross profit margin(gross margin)$383 million (+10.3%)

Home Center Route$161 million (+9.5%)

Selling, general andadministrative expenses$260 million (+4.0%)

Overseas Route$17 million (+22.5%)

Operating income$123 million (+26.3%)

Non-operating
income$3 million (-18.9%)

Non-operatingcosts$2 million (+76.9%)

Ordinary Income$124 million (+23.9%)

Net income
before tax$119 million (+17.4%)

Corporate tax

Net Income

Main breakdown of selling, general and administrative expenses
Salaries, bonuses, benefits, welfare costs, etc.
$111 million (+8.5%)
Employee salaries and bonuses$73 million (non-consolidated parent) (+0.8%)• Part-time salaries and bonuses$19 million (non-consolidated parent) (+11.9%) etc.
•

Shipping expenses and packing costs

Our distribution facilities and material handling equipment account for
about 62.9% of the $697 million in tangible fixed assets. Owning our own
buildings allows us to accumulate related know-how. By utilizing this knowhow and through distribution DX, we aim to improve efficiency in warehouses and delivery speed.

To achieve “Our Ambitions” (Value Creation), we strategically improve theeffectiveness through digital technology. We are currently building a new
distribution platform called TRUSCO HACOBUne to provide the highest levelof convenience to the entire supply chain.

Investments in distribution is our equivalent to M&A
In general, there is a tendency to actively conduct mergers and acquisitions
to increase the size of a company. For us, however, investments in distribution is our equivalent to M&A. We believe that active investment in
distribution, such as the construction of distribution centers and the introduction of distribution equipment, will have the same effect as acquiring a
distribution company. Expanding inventory and enhancing shipping capacity
will increase the value of the immediate delivery and stable supply of PRO
TOOL to manufacturing sites. By having an abundant inventory and actively
investing in distribution, we believe that we are achieving the same effect as
M&A would have increasing added value over the long term.

Fixed assets$229 million
Long-term
Debt$55 million (+8.3%)$1,071 million

Tangible fixed assets

Capital$696 million$33 million

Intangible fixed assets$30 million

Retained Earnings$1,001 million

etc.

Total assets$1,632 million

etc.

Liabilities/Net assets$1,632 million

61st term (FY2023) Consolidated Balance Sheet(Shareholders’ equity ratio: 65.6%)

Thoughts on share buybacks
A share buyback is the act of buying back shares issued
by a company with its own funds, and it is one of themeasures to return profits to shareholders along with dividends. Although it is expected that a share buyback will
temporarily increase the stock price, it will not lead to anincrease in corporate value. In the case of our company,
treasury stock is 0.1% of the total number of shares issued, and other shares are owned by domestic and foreign companies and institutional investors (see p.79 fordetails). We intend to continue to devote our funds andefforts to the growth of the company by focusing on theessence of issues rather than the issues that lie before us.
Individuals, etc.
10,777,920 (16.33%)

Foreign corporations, etc.
13,587,126 (20.58%)

Shipping expenses $41 million (+8.3%)• Third-party delivery company fees $10 million (+1.2%) etc.

$41 million (-6.9%)

Financial firms/
stock brokerages
16,676,402 (25.26%)$37 million (+21.7%)

Factors for decrease• Decrease due to expiration of software depreciation period -$2 million etc.

Treasury stock
67,493 (0.10%)$81 million (+15.4%)

Other products$52 million (+0.5%)$210 million etc.

Net Worth$752 million

0.10%Japanese corporations
24,899,803 (37.72%)•

Depreciation

etc.

25.26%

20.58%

Corporate Data

Cost of
Goods Sold

$1,214 million (+6.8%)$338 million

The Nakayama visually
impaired welfare foundation

Factory Route

Fixed Liabilities

Merchandise (products)

Corporate
Governance$1,787 million (+8.8%)

Sales

etc.

$228 million

Environmental
Efforts

Income Item

Of our $880 million in liquid assets, $338 million was invested in inventory
assets (products). We provide value to our customers by reassuring themthat “Trusco has it.”

Digital Service | Working to improve the convenience of theentire supply chain (p.54)

A financial statement that everyone can understandAccounts Receivable

Human Resources

R1$288 million

Products | Bringing Together a Full Line-up of PRO TOOL (p.40)

Distribution | Immediate delivery is the greatest service (p.46)

million(as of December 31, 2023)$136 million
Short-term Debt $66 million
Long-term loans
due within one year $56 million

Cash and deposits

Digital Service

$123
$124
Net Income$81
Annual dividend$0.31
Market capitalization$1,076
Shareholders’ equity ratio
65.6
Operating income

By continuing inventory expansion and logistics investment,
we expect net sales to increase 6.2% to $1,898 million in thenext fiscal year. In order to get closer to “Becoming the Company We Want to Be” (see p.20) as quickly as possible, wewill establish a system to ensure that targets are achieved by
improving our product, logistics, sales, and digital capabilities.

Accounts
PayableSales

million

62nd Term (FY2024) Business Performance Targets$331 million$880 million

Distribution

Selling, general andadministrative expenses$1,78721.5$260

We believe that owning our own distribution centers, branch offices,
data centers, and vehicles, which serve as the main arteries of corporate management, will bring the greatest benefits. This is why wereare placing importance on the idea of TRUSCO being “Having assets
on our own”. Instead of aiming for short-term profits, we take the perspective of long-term corporate value enhancement and promote thestrategic strengthening of financial foundation, which leads to greater
convenience for our customers. Since 2016, we have maintained arating of “Single A” by Rating and Investment Information, Inc., and byraising funds with an eye to the future and continuing to proactively
make capital investments, we are providing our customers with higher
value-added services.

Products

Sales

Service) strategy (see p.47 and 52). We will continue toexpand our inventory and invest aggressively in logistics
while improving the accuracy of our product inventory andlogistics to prepare for future sales growth.

Current Liabilities

Liquid Assets

Management
PolicyA Company with Assets (Financial Strategy)

Value Creation

Operating Results Highlights

16.33%

37.72%

Total
66,008,744 Shares
Large-scale distribution investment: Planet Aichi distribution center(operations are scheduled to begin in July 2026)

32
68

Integrated Report 2024

Integrated Report 2024
Integrated Report

202 1

33

Messages from Directors

Total number of items in inventory
Inventory Value Number of overseas suppliers
New product inventory sales
Sales constitution ratio of new products(annual increase/decrease)

Number of packages delivered via
Direct Delivery Service
Number of orders delivered via
Direct Delivery Service
Percentage of orders delivered via
Direct Delivery Service

Number of Third-party Delivery Runs
Number of TRUSCO delivery routes(company-wide, includes primary +secondary inventory reserves, morningand afternoon delivery average)

20 hrs., 10 min., 4 sec.

(-0.4)(+3 min.,
11 sec.)(-56 min.,21 sec.)(+306)(+25)(+17)(-0.5)(+16)(-134,000)(+406,301)(+0.4)(+719,996)(+978,439)
−
(+1)
(-1)

Human Resources
Environment(+0.6)$92.5 <$99.5> thousand USD(-5.33)−−$75.9 <$81.0> thousand USD(+1.4)$75.3 <$80.6> thousand USD(-0.60)−−(+0.1)−−(+34,124)

−

−

2.7 %
2,653,344 (kWh)(-0.1)(+48,587)

2.8 %
2,687,468 (kWh)Notes: 1. The year-on-year increase/decrease is shown in the parentheses.
2. Average salary (full-time staff) includes executive officers.
3. Figures in angle brackets are average salaries including financial bonds. Trusco Nakayama does not pay severance as a lump sum upon retirement, but as an annual
payment known as a “financial bond.”
4. The total number of employees includes directors, part-time staff, staff on loan, and local employees of subsidiaries.
5. Average number of overtime hours per month per employee includes overtime hours within legal working hours.
34

Integrated Report 2024

We have launched measures to further strengthen women’s
participation in the workplace and health management. We are
expanding opportunities for participating in the workplace
regardless of gender or career.
In April 2023, all full- and part-time employees began receiving
incentives for achievement based on monthly performance.
Reference Page Flexible Work Environment

P61

Promote initiatives for the future of ourcustomers, society, and our Company
By visualizing current issues based on data and implementing
solutions across departments, this will lead to improved
convenience for customers
Undertake fundamental reforms for the future of the Company,
including organization, human resource program, system, work
flow, and cost reforms
Further accelerate the proliferation of services with reduced
environmental impact including our Direct Delivery Service, MRO
Stocker, NIAWASE (Order Consolidation), and Naojiro Repair
Workshops to contribute to CO2 emission reductions throughout
the entire supply chain
Data

Distribution

Specific Initiative
Real-live experiences make people grow
Approximately half of the employees hired by the Company in2023 were women, and approximately 30% of Boss Challenge
Program employees, who are future leadership candidates, werefemale. In order to provide an environment in which women canplay a more active role in the future, a new Women’s Proposal
Group was established in 2024 which allows members toparticipate in the Management Conference through a candidate
system and make proposals. In addition, we actively provide
opportunities for female employees to play active roles at various
important events, increasing opportunities to feel the atmosphereof management, and providing career support for women.

Improving
Convenience

Products

Sales

Customers
Users

Make TRUSCO stand out for its corporate culture
and initiatives that place importance on people
Continuously make human resource reforms to increase engagement,
create a sense of unity with organizations, and improve productivity
Continue to promote the health of our employees with the aim of
becoming a company where employees who are healthy andwant to work can work as long as possible
Create a foundation for the creation of future female officers
based on the desire to become a company where it is natural tohave female officers

Corporate Data

$97.8 <$105.3> thousand USD

Strengthened the formation of individual careers by utilizing asystem for strategic personnel transfers and human resource
development based on employee data.

Strategies for the 62nd Term

The Nakayama visually
impaired welfare foundation

Solar power generation(-0.01)$0.76(+48)
5,680 companies
sales(+1,475)
34,700 accounts(+227)
1,430 locations(+223)
2,670 companies(+11,812,405)
240,000,000 units(+0.9)
88.0 %(+3.4)
31.0 %(+1.7)
49.0 %
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−

Results for the 61st Term

Corporate
Governance

Department general managers
and division general managers(does not include officers)
including branchManagers Managers
managers, distribution center
managers, deputy distribution
center managers, Head Officesection managers, etc.
Employee Rate of Persons with
Disabilities(+0.02)$0.78
5,632 companies (+57)(+1,611)
33,225 sales
accounts
1,203 locations (+428)
2,447 companies (+214)(+2,406,008)
228,187,595 units(+1.9)
87.1 %(+5.0)
27.6 %(+1.3)
47.3 %(+89)
3,043 persons(+65)
1,370 persons(+0.1)
39.9 years(-0.2)
17.9 hrs.
$44.1 <$46.6> thousand USD (+0.06)$51.6 <$54.8> thousand USD (+0.26)$41.8 <$44.2> thousand USD (-0.40)$35.0 <$36.4> thousand USD (+2.13)−

In order to realize our “ambitions” of “Business must serve people and society” and tofurther enhance our corporate value heading into the future, we will continue to work tosolve current issues and also promote new reforms and the creation of new systems.
Additionally, we will create an environment in which each individual who shares thesame ambitions and possesses a diverse set of values can develop their individualcareers while enhancing their creativity, leading to further growth of the company.

Environmental
Efforts

Digital Service

Sales

Number of Customer Companies−

AtsushiKazumi

Human Resources(-0.02)$0.75(+48)
5,575 companies
sales(+2,053)
Number of customer accounts
31,614 accounts
Number of companies that have(+446)
775 locations
introduced MRO Stocker
Number of companies connected to(+191)
2,233 companies
Orange Commerce(+15,748,882)
Number of units sold225,781,587 units(-0.1)
System order intake ratio
85.2 %(+4.4)
Automated estimate ratio
22.6 %(+3.3)
Ratio of Web-based estimate requests
46.0 %
Total number of employees (includ(+48)
2,954 persons
ing officers and part-time staff)(+41)
Number of part-time employees
1,305 persons(+0.2)
Average age (full-time staff)
39.8 years
Average number of overtime hours(+3.7)
18.1 hrs.
per month per employee
Average salary (full-time staff)$44.0 <$46.6> thousand USD (+3.0)
Careers (regular positions)$51.4 <$54.6> thousand USD (+3.1)
Area (regular positions)$42.2 <$44.6> thousand USD (+2.4)(+2.5)
Logistics (distribution positions) $32.9 <$34.3> thousand USD

Labor cost to ship one order

19 hrs., 13 min., 43 sec.

Director
General Manager of the Business Management Department,
Digital Service Strategy Department, and Orange Book Department

Digital Service

Percentage of TRUSCO delivery runs
Delivery lead time(+20)(+31,446)
625,000 items(+2,066,077)
59,000,000 units(+25)$364 million(+200)
3,709 companies(+20)
357 companies(+9)$90 million(+0.5)
13.7 %(+22)$344 million(+19,000)
388,000 items(+1,291,182)
5,400,000 items(+0.4)
92.5 %(+1,331,968)
6,200,000 units(+1,618,785)
7,600,000−−(-16)
137 vehicles(+17)
140 vehicles(+5.9)
50.5 %

Sales

Distribution

Stock hit rate(+31,528)
593,554 items(+3,736,340)
56,933,923 units(+37)$338 million
3,509 companies (+237)(+8)
337 companies(+13)$81 million(+0.9)
13.2 %(+16)$322 million(-5,000)
369,000 items
4,108,818 items (+941,630)(+0.4)
92.1 %(+1,311,644)
4,868,032 units(+1,606,490)
5,981,215(+3.4)
14.3 %(-9)
153 vehicles(+7)
123 vehicles(+2.9)
44.6 %(+62,062)(+4,409,969)

To realize our “Ambitions” and enhance our corporate
value, we will continue to resolve issues and promote
fundamental reforms

Distribution

PB Product Sales
TRUSCO Orange Book
Number of items
TRUSCO Orange Book.Com items

Plan

Current Period

Products

Products

Total number of suppliers

562,026 items
53,197,583 units$301 million
3,272 companies
329 companies$67 million
12.3 %$305 million
374,000 items
3,167,188 items
91.7 %
3,556,388 units
4,374,725
10.9 %
162 vehicles
116 vehicles
41.7 %

62nd term (FY2024)

61st term (FY2023)

Previous Period

Management
PolicyNumber of items in inventory

60th term (FY2022)

Business Management Department

DigitalKey Indicators

Value Creation

Business Progress and Results

Boss Challenge Program employees, future leadership candidatesTokyo Head Office members shown with new model Kartio Resin Platform Trucks

Integrated Report 2024

35

Messages from Directors

Working to improve the convenience of the entire
supply chain through the growth of our human anddigital resources

Leading the way in resolving issues at manufacturing sites
and in the supply chain with our unique product lineupand systems
TatsuyaDirector
General Manager of the Business Management Department,
Digital Service Strategy Department, and Orange Book Department

Director
General Manager of the Product Department

AtsushiKazumiBy renewing the product data platform “Sterra,” we aim to
expand both the quality and quantity of product information.

Expanded product information aiming to realize the concept “TRUSCO has it.” We
increased the number of registered items to 6.45 million SKUs (+920,000 year-on-year).
A search function for equivalent and similar products has been released, enhancing
inventory collaboration with suppliers. We have created an environment that allows
customers/users to easily choose and buy products.

Suppliers
Convenience
for OurBusiness
Partners

Data can belinked securely

Users

TRUSCO always
has items in stockHigh-level searchcapabilities allow
users to findproducts easily

TRUSCO Orange Book.Com
Equivalent/Similar ProductSearch Function

We aim to create a product data platform that provides all thenecessary and useful information to accelerate data expansion.
In order to expand the product lineup and make products easy to
select, we have enhanced our web-based and paper catalogs inaddition to our product selection tools.

■

Details can be found by scanning
the QR code above.

Expansion of
product data

Enhance productselection tools

Size

BOOK

■
■

Characteristics
for products

Our human resource development is based on job rotation
across departments, regardless of whether it is a digital division,
to understand customers and business through experience inlogistics, sales, products, etc., and to realize the ideal form andsolve various issues on our own.
The Digital Service Strategy Department works to realize digitalstrategies by combining staff capable of working in a variety ofpositions with specialist personnel who possess a high level of IT
expertise.

ApproachPromoted the use and enhancement of data
Utilizing sales data generated from our extensive
product lineup and sales network, we support
inventory adoption by buyers and have actively
expanded our data-driven automated inventory.
Additionally, we have strengthened the coordination of inventory data with suppliers and clarified
delivery dates even for back-ordered items.
We are also working to expand product data tohelp select products and use them safely.
Core Data/Product Data

Sales

Short-term
spike

Data

Automatic
stocking adoption
Sales
results data

Catch signsof salesIncreaseinventory

Inventory

Data

Inventory
linkage with
suppliers

Data

Supports
selection anduse method

Back-ordered Manufacturer’s
items
delivery time

Enhanceproduct lineup

Products

5-6 days

Create the best purchasing platform for PRO TOOLWork to Solve Supply Chain Issues
We utilize our logistics and IT infrastructure to improve the logistics
efficiency of our suppliers and respond to the 2024 logistics problem.
Promote display of CO2 emissions information related to the manufactureand distribution of PRO TOOL on the website and in paper catalogs
In order to prevent shortages in the market, reduce the inventory
burden on suppliers, and improve their production efficiency, we
will optimize ordering methods based on each supplier’s needs

Distribution
・ IT

Infrastructure

Corporate Data

Signs in real time

Digital Human Resources Development

DIGITALBOOK

Use method■ Application■ Precautions

The Nakayama visually
impaired welfare foundation

We have started initiatives to utilize sales data foreach product in our business. By identifying signsof sales for each product, we will increase inventory, adopt similar products, and enhance our lineup.
We are also considering linking sales data with our
MRO Stocker in the future to build a system todeliver necessary products in advance before
users need them.

Product data

Photos/Videos

Corporate
GovernanceUsing Data to Bring to light the future—TRUSCO
started utilizing data for business purposes

Inventory forecastingWEB■

Specific Initiative
Security

Material

WeightSafety data sheets■

Specific Initiative■

Environmental
Efforts

The number of products stocked by
AI Foresight automatically
P43
System order intake ratio/AI-based Immediate
Automated Quotation-System
P55

Retailers

We thoroughly reviewed and improved the TRUSCO brand’s main
products with the aim of becoming a standard at manufacturing sites.

Improve major PB
products

Reference Information

Reference Page

Improve Product Assortment, Data, and Tools

Human Resources

As data is increasingly used throughout the supply chain, we will
strengthen our response to security risks.

The percentage of new products sales (for the last three years) increased to13.2% (+0.9 pts. year-on-year) due to the strengthening of our product lineup.

Digital Service

We will work to prevent product shortages and quantity shortages,
such as upgrading ZAICON 3, a system for appropriate inventory
management, aiming to enhance our immediate delivery capabilities.

Strategies for the 62nd Term

Results for the 61st Term

Sales

The overwhelming speed of the AI-based Immediate AutomatedQuotation-System has been well received, resulting in a
quotation-based order rate exceeding 28%.

Lead and support business growth ina safe and secure manner

Distribution

We have introduced a system that analyzes data on backordered
products and automatically employs inventory. This leads tosales of about $31 million per year.

Strategies for the 62nd Term

Products

Approximately 87% of customer orderings were placed using
systems such as Our website, TRUSCO Orange Book.Com and EDI.

Nakayama

In line with the concept “TRUSCO has it.”, TRUSCO’s unique product lineup serves as
the foundation for customer/user convenience. In addition to expanding the productlineup to achieve an inventory of one million items, we will improve TRUSCO brandproducts with the aim of becoming a standard at manufacturing sites. Meanwhile, wewill utilize our logistics and IT infrastructure to address issues such as improving
logistics efficiency throughout the supply chain, including supplier logistics, and visualizing/reducing CO2 emissions. We will continue to strengthen our product lineup andcollaborate with our suppliers in order to further contribute to manufacturing in Japan.

Our digital utilization is based on improving convenience for our customers andsuppliers, along with our own productivity and efficiency.
By accurately grasping the flow of all business processes from order to delivery
in real time as information (data), and making appropriate decisions and correct
processing in each process, we aim to improve convenience for our customers.

Results for the 61st Term

Management
PolicyProduct Department

Value Creation

Digital Service Strategy Department

KartioPlanet Saitama

Inventory
linkage

Provide support for
supplier logistics issues

CO 2

8.3kg/pcs

CO2 emissions information(Website/Catalog)

Members of the Digital Service Strategy Department (Tokyo Head Office)36

Integrated Report 2024

Integrated Report 2024

37

Messages from Directors

Utilizing Both Traditional and Digital Means

Aiming to build solid logistics infrastructurethat can accept any changes– We are taking on the challenge of solving problems
by utilizing the power of digital technology –Director
General Manager of the Sales Department

Director
General Manager of the Distribution Department andGeneral Manager, Distribution Safety Promotion Division

Kazuo Nakai

The ever-evolving power of digital technology is indispensable to our customers’
operational efficiency. On the other hand, face-to-face sales activities are alsoessential to building relationships of trust with customers. By combining ourunique digital tools and jobs that only humans can do together, we will respond to
the 2024 logistics problem, labor shortages, and environmental impact reduction.
In any environment, we will continue to be useful for customers’ businesses thoughboth traditional and digital means.

Our primary duty is to help our customers and end-user expand their businesses,
and ultimately, society as a whole. We do our best when it comes to enhancing
convenience. TRUSCO has the flexibility to changes in market demand andconstantly providing stable and robust logistics services are indispensable for
earning the trust of our customers. We aim to become a company that is indispensable to Japanese manufacturing and will work sincerely on each tasks.

Strategies for the 62nd Term

By strengthening relationships with companies that are expanding
nationwide, we have advanced efforts in markets that we have notbeen able to capture and have produced results in new fields.

The Company plans to increase the frequency of use of stock inventory of
MRO stocker (the number of installations is expected to be 1,500 or more),
thereby contributing to customer convenience.

e-Business Route$394 million (+14.6% year-on-year)

Naojiro Repair Workshops allow customers to request repairs even for
products that have not been purchased from us, eliminating the need fortime-consuming packaging and shipping, thereby greatly reducing theworkload.

05

Expanding Our “NIAWASE + U-choku” Service

Suggesting services that respond to various issues (Manami Murakami, Okayama Branch)

Realize efficient procurement using digital technology
With the AI-based Immediate Automated price estimate System, an
optimal price can be provided in as little as 5 seconds for quotations
with known product numbers so that time can be spent on inquiries
that require us to talk with the customer.
With T-Rate, images of products with unknown stock numbers can besent, enabling quick inquiries and improving operational efficiency.

As the demand for delivering products directly to users
expands rapidly, we have enhanced the function of packing
packages and delivering products in a same package together to make our company’s services more convenient forcustomers.

Increasing Inventory Storage Capacity
In order to strengthen our inventory storage capacity, we havelaunched the Sakai Stock Center next to Planet Osaka and theautomated pallet warehouse at Planet East Kanto into
operation, expanding our inventory in both the eastern andwestern regions of Japan.

486
(598)
233
(271)
98
TRUSCO staff
Meeting with MRO Stocker user and customer(Left: Tomoe Kurokawa, Koriyama Branch)

38

Integrated Report 2024

Timely information exchange through T-Rate(Left: Asumi Onishi, Tokyo Branch)

120

355
(437)
158

198

Priority to
SafetyDistributionof the Highest
Quality and Standard

04

02

Efficiency

Level ofService03
Innovation

Enhance five elements to achieve ahighest distribution service level

Establish a solid foundation for maintaining
and improving logistics services
Create a work environment where employees can work safely
and securely and establish business processes
Develop human resources to support functional enhancement
and problem solving in logistics

Number of packages
delivered via
Direct Delivery Service
620(Unit: 10,000)(760) (Number of orders
deliveries via
Direct Delivery Service(Unit: 10,000))

Corporate Data

Changes in Number of
U-choku to Users and Sales

283
(339)

01

Human Resource
Development

The Nakayama visually
impaired welfare foundation

Taking advantage of the weak yen, local subsidiaries are developing new customers and expanding inventories in line with themarket. In the export business, short delivery times utilizing
abundant inventory matched to customers demand.

P47

Corporate
GovernanceOverseas Route$17 million (+22.5% year-on-year)

Reference Page

“NIAWASE + U-choku”

Specific Initiative

Home Center Route$161 million (+9.5% year-on-year)
This route created business that integrates real stores ande-commerce sites. In addition, sales increased by proposing
products in categories with high market needs, such as products
related to BCP and safety measures.

Acquired multifunction-intensive inventory storage capacity to
improve service levels

Environmental
Efforts

For e-commerce companies, we have expanded the number of
product lines of new manufacturers and new products, and havealso increased business by linking data with other companies andstrengthening logistics support in accordance with their requests.

Pursue of “base-complete” inventory control optimized for eachregionImprove shipping functions and fully utilize automation equipment tosupport the further expansion of the “NIAWASE + U-choku” service
Drastically improve the inventory management system which will
optimize the huge one million item inventory that we are aiming for
Acquisition of warehouse control capabilities of large distribution
centers with an eye on Planet Aichi and Planet Niigata
Promptly conceive and implement measures to strengthen
logistics functions in response to changes in market demand

Human Resources

By halving delivery times, packaging materials and the number of deliveries
through our “NIAWASE + U-choku” service, TRUSCO aims to differentiate
itself from other companies in solving environmental problems.

In Thorough Pursuit of a Distribution
Service of the Highest Standard

Digital Service

Through contacts with companies that have introduced MRO
stockers, it became possible to grasp various issues for each user,
and led them to solutions by utilizing the optimal resources.

Enhanced our “NIAWASE + U-choku” service with improved
inventory and shipping capabilities for approximately 600,000
items

Strategies for the 62nd Term

Sales

We take on the challenge of solving customers’
problems with our unique services

Results for the 61st Term

Distribution

Factory Route$1,214 million (+6.8% year-on-year)

HidekiNaoyoshi

Products

Initiatives during the 61st Term/Specific Initiatives

Management
PolicyDistribution Department

Value Creation

Sales Department

237
Sales
(Unit: Million USD)

Customers
2020

2021

2022

2023

Current Period2024(plan)New employee from Planet Saitama

Integrated Report 2024

39

Product Strategy
NAKAYAMA Original Inventory System

Based on the belief that inventory is necessary for the convenience of our customers and for improving sales, we have developed our own approach to inventory - NAKAYAMA OriginalConventional Thinking

Products
PB

Number ofregisteredproducts

6.45 million
Items

NB products
in Japan＋
NB products
overseas$1,465 million

TRUSCO
Orange Book.Com
Number of items listed

4,108,818 Items

Constitution ratio

2 Production

3 Construction

Supplies

6 Environmental Safety

Supplies
Supplies

8 Laboratory Supplies
9 Office Supplies/

Storages

10 Other products

40

Integrated Report 2024

Measurement equipment
Mechatronics
Tools for machine tool, etc.

Calipers

Scales3D Measuring Equipment$207 million(+9.7%)

Pneumatic tools
Welding equipment
Civil engineering equipment, etc.

Floodlights

Generators

Welding Masks

19.2%$342 million(+9.9%)

Cutting goods
Grinding and polishing goods
Chemical products, etc.

16.9%$300 million(+12.2%)

Electric power tool accessories
Pneumatic tool accessories
Hand Tools, etc.

18.0%$320 million(+8.2%)

Protective equipment, Safety goods
Environmental improvement goods
Air conditioning goods, etc.
Portable Air Conditioners Safety shoe

10.4%$185 million(+2.7%)

Loading goods
Transportation goods
Containers and vessels

Containers

Conveyors

Trolley

4.0%$71 million(+3.6%)

Tool wagons
Storage and management goods
Work benches, etc.

Cabinets

Work benches

Wagons

8.6%$154 million(+8.4%)

Cleaning utensils
Office miscellaneous goods
OA business machinery, etc.

Desks

Office Supplies Industrial Vacuum
Cleaners

0.8%$14 million(+21.6%)

11.6%

Chips

Threadingcutting tools➡

By expanding business with online shops and reducing thetime and effort required to process orders, we have been able
to reduce overtime work for our employees, which has been
the driving force behind our Company’s growth.

Keeping Long Tail Products
in stock

Accepting Product Returns
Automatically

Establishment of Cut Depots
Dedicated to Cutting Tools

We are able to provide immediate delivery foreven long tail products that have a low orderfrequency. By stocking all colors and sizes
regardless of what sells, we have created a
one-stop environment for our products.

When an order is incorrect, a return can be
automatically accepted by the system forunopened inventory items. Since fixed-costbased distribution (see p.46) uses fixedroutes for delivery, returned goods are collected free of charge.

We have set up cut depots that stock
cutting tools, which are the greatest consumable in factories, at three distribution
centers in Japan, making those products
available for immediate delivery.

High

Variable-Cost Based Distribution

Deliver products ordered
Collection of products being returnedLong Tail Products

Iscar Japan Ltd.

OSG Corporation

Kyocera Corporation

Kennametal Japan Ltd.

Sandvik K.K.

Sumitomo ElectricIndustries, Ltd.

Seco Tools Japan KK

Dijet Co., Ltd.

Tungaloy Corporation

TaeguTec Japan Ltd. NS TOOL CO., LTD.

Low

Mapal

Product Items
Cutting Grindstones Polishing goods

Cutting Fluid

Stocking products that are not normally handled
as inventory, such as jumbo cones that are over2 m high and giant wrenches, leads to orders.

Since return items are collected in the same containers used for items being delivered, there is noneed for cushioning materials or packing work.

Mitsubishi Materials
Corporation

MOLDINO Tool
Engineering, Ltd.

Union Tool

Walter Japan KK

Screwdrivers

Hammers

PliersWork Gloves

Stocking “Difficult-to-Deliver” Products

Inventory of Manufacturer Catalogs

Year-Round Inventory of Seasonal Products

We refer to large and long products thatare difficult to manage and ship as “Difficult-to-Deliver” products. We are able tomeet all orders by actively stocking theseproducts.

We keep catalogs from manufacturers sothat we can deliver detailed product information to customers. As with products,
our catalog inventory is managed using
bar codes, which allows for more customer
business opportunities.

Although seasonal products are typicallysold out during the corresponding season,in order to completely meet demand, we
keep more inventory than needed to meetdemand. As a result, summer products
sold well even in winter, and we were able
to respond to orders throughout the year.

We also have 12 m ladders in stock

We carry catalogs from around
650 manufacturers

Ability to supply even the last unit of a productduring seasonal demand
Integrated Report 2024

Corporate Data

7 Logistics/Storage

7.4%$131 million(+10.1%)

Cutting Tools

Minimize Stock

Inventory
Energizes Growth

Stock hit rate: 92.1% (as of December 31, 2023)

The Nakayama visually
impaired welfare foundation

5 Hand Tools

Cutting Tools
Drilling tools
Threading cutting tools

Emphasize
Stock Hit Rate

Corporate
Governance

4 Work Supplies$55 million(+8.0%)➡

We believe the greatest barometer of our services is the stock
hit rate that shows what percent of the total orders were fulfilled from stock to delivery.

Environmental
Efforts

Processing Tools

3.1%

Emphasize Stock
Turnover Rate

We believe we receive orders thanks to stocking the products
our customers need rather than inventory that sells.

Human Resources

1 Cutting Tools

Sales

Inventory Sells

Digital Service

Sales Constitution Ratio of Available Products

➡

Sales

Various catalogs and media, including TRUSCO Orange Book and
TRUSCO Orange Book.Com

369,000 Items$322 million

NAKAYAMA Original Inventory Logic

Distribution

590,000 Items
×

Number of items listed

Order Frequency

Inventory

Don’t Stock
Unsellable Inventory

TRUSCO
Orange Book

Inventory Logic. With this approach, we are expanding ourinventory using creative methods to ensure that our customers
always know that TRUSCO has what they need.

Products

590,000 items in stock even with thesame function or similar functions

Expanding our inventory using creative methods
Management
PolicyProduct Strategy Key Points

PRO TOOL in general refer to subsidiary equipment required byprofessionals at manufacturing sites such as factories and construction sites. We try to carry as many PRO TOOL products as
possible. We offer an abundant product lineup and inventory tohelp customers expand their businesses.

6.45 million registered products for
expanding customer business

Value Creation

Bringing Together a Full Line-up of PRO TOOL

41

Aiming to be the PRO TOOL standard

Providing a Broad Selection of
PRO TOOL in JapanThe TRUSCO Private Brand was born as the industry’s first
Private Brand (PB) in 1964. We develop all the professional
tools needed at manufacturing sites from a unique perspective, and aim to become a standard brand for working
professionals.

Distribution

National Brand
Product Sales

Suppliers in Japan$322 million 91,967 Items

Products

We provide a broad selection of products from suppliers inJapan to everyone involved with manufacturing. In 2020,
the Company removed PRO TOOL restrictions and began
stocking items from existing suppliers for which there isdemand. We have also introduced a system that automatically adopts products with a track record of sales to inventory items, accelerating the expansion of items.

PB Goods Sales Number of PB items

3,172 companies $1,465 million

In order to become the PRO TOOL standard, we made improvements from the product development process to the design
stage. Products are being unified in a lean, functional design
with a black and orange color theme, and packaging materials
are being gradually switched to environmentally-friendly monochrome packaging that uses as little plastic as possible.

Once a month, members of the Company, including the President
and directors, hold a new product review meeting. Highly original
products are commercialized through this review meeting. Meeting participants examine not only functionality and cost but also
how original the product is from a variety of perspectives.

Enhancing the expansion of suppliers in Japan
There are still many PRO TOOL suppliers in Japan that are
required at manufacturing sites. We have established a system that enables us to deliver products to more manufacturing
sites by starting transactions with suppliers with a proven trackrecord and placing inventory.

Total Number of Suppliers
Suppliers Overseas
Suppliers in Japan

2,652

197

205

212

2,280

2,332

2,440

2,662

2,943

3,172

3,352

2018

2019

2020

2021

2022

2023

2024
(planned)

The PB Request Box is a system for
employees to propose ideas for new
products. Approximately 45 new ideas
are presented each month, some whichlead to the creation of various unique PB
Products.

The Japan Institute of Design Promotion
presents awards to products and services
with superior design every year. TRUSCO
has received Good Design Awards 23
times for many of its products including
carts, air dusters, and hip roof tool boxes.

We established the PB Quality Assurance Section for manage the quality of
TRUSCO Private Brand products. We
are striving to enhance quality throughmeasures that include the plans to prevent recurrence when a deficiency occurs as well as product improvements.

38.6

43.7

51.9

49.1

Number of NB items
in Japan(Unit: ten thousand)Number of New
Graduates Hired(Unit: ten thousand)Number of those
products thatare stocked
automatically(Unit: ten thousand)5.8 0.2

5.0 0.7

2020

2021

6.7
2.6
2022

4.7
3.8
2023

Yattemasen List/Product Request Advertisements
We have a list of suppliers that we have rejected
because they do not do what we are looking for andconduct supplier business development. Additionally, we publish advertisements to recruit new suppliers in the form of Product Request Advertisements Product Request
in newspapers and on our website, similar to em- Advertisements
ployee recruitment advertisements but for products.

3M and TRUSCO original product demonstration truck
In order to promote awareness of products made by combining the various technologies of 3M Japan Ltd., we created a mobile product demonstration truck. We aim to solve
customers’ problems by providing demonstrations of specificproducts, such as abrasive materials and harnesses whichcustomers can wear and hang in.

The Nakayama visually
impaired welfare foundation

We also deeply focus on
quality control

Changes in number of National
Brand (NB) Products in inventory

Corporate
Governance

Received Multiple
Good Design Awards

3,709
357

Environmental
Efforts

Products Based on Ideas from
Employees

3,509
337

2,537

2,477

Participants discuss various topics during a new product review meeting

2,966
304

3,272
329

We are also actively promoting the stocking of new products
from domestic suppliers. In addition, we introduced the Automatic Product Stocking System, a system for stocking products based on sales performance data, which had previously
relied on the experience of the person in charge of productadoption. DX is also incorporated in product adoption. For example, product adoption-related work that used to take up to
one year has been shortened to three months.

Human Resources

Change in Number of Suppliers

Accelerating the expansion of our inventory byutilizing digital technology

Digital Service

New product review meeting fororiginal product development

Sales

Improving the development process andbrand image

Improved product and packaging

Management
PolicyNational Brand (NB) Products

Value Creation

TRUSCO Private Brand Products

Corporate Data

Tablet PC case for use
at work sites
Stock Number: TABG-BK

59

Integrated Report 2024

28

(2023 Good
Design Awardwinner)Kartio Resin Platform Truck (new model)(with side walls to prevent cargo from falling)
Stock Number: MPK-780-BK-RSK

Product info

42

Product info

Quality Assurance Acting Senior Supervisors
Naofumi Yoshimoto and Hisashi Nakauchi

We recruit for new suppliers through our website and advertisements

The mobile product demonstration truck visits manufacturing sites andcustomers throughout Japan to conduct PR activities
Integrated Report 2024

43

Aiming to provide the most convenientmeans for PRO TOOL procurement

Starting with the Germany office (Düsseldorf), TRUSCO hassequentially opened product procurement bases overseas,
including the Taiwan office and the Thailand office, to procure SELECTED PROTOOLS FROM OVERSEAS with a focus on Europe, where many high-quality tool manufacturers
have built up a long history. We import quality PRO TOOL
from various countries to invigorate the manufacturing sites
in Japan.

Catalog media needed for use at manufacturing sites vary
greatly according to the times. There are also different situations that make procurement challenging, such as worksites that are offline and performing product searches
without knowing product serial numbers. TRUSCO aims
to provide the highest level of convenience in tool procurement in order to respond to any situation.

Suppliers
Overseas32

337 companies

TRUSCO Orange Book 2024
Number of items listed: About 369,000 items
Inventory items: 590,000 items
Manufacturers listed: 2,444 companies,
Page count: 8,208, Weight: 12 kg
Price: $80 (excluding tax)

Sales of Products
Procured Overseas$44 million

Since there are many manufacturers who have general sales distribution rights in Japan, we are developing the SELECTED PROTOOLS FROM OVERSEAS website, web-based media for conveying
the attractive qualities of overseas brands in an easy-to-understandmanner. We provide information on overseas brands that is usefulfor manufacturing sites from our unique perspective as a company
that handles a wide variety of PRO TOOL from Japan and overseas.

Number of Overseas Suppliers and Number of Overseas Product Sales
Overseas Product Sales(Unit: Million USD)
Suppliers Overseas

205

26

30

2018

2019

329

212
34

36

(Note)

37

337
44

2021

2022

2023

51

TRUSCO brings unknown overseas products to the Japanese market!

Himeka Shimada

Integrated Report 2024

The work of the Overseas Procurement Section does not finish once we procure andstock overseas products. It is involved in thework of buyers aware that high functionality,
uniqueness, and attractiveness alone will notlead to sales. We need to prioritize customer
needs and preferences to determine if a product is really needed in Japan even if it is from amanufacturer with top market share overseas.
As domestic products evolving daily, we lookat the selling points of overseas products andhow we can we capture demand for those

products in Japan?
It is important to look at this from various angles and always think of new ideas for promotion from the ground up.
I believe that the most rewarding part of mywork is seeking out successful patterns thatsuit each manufacturer and to build markets
for each brand and product in collaboration
with suppliers, within the procurement section, and with other departments, with thesimple goal of “selling products,” even in procurement departments.

Allows for easy browsing on the Web,just like using a paper catalog

TRUSCO Digital
Orange Book

In addition to products, we also
accept requests for catalogs andservices, leading to the developmentof products and procurement tools.

TRUSCO Orange
Book.Com

TRUSCO Orange Book
Junior

TRUSCO Construction
Tools BOOK

TRUSCO PRO TOOLMAGAZINE ICHIOSHI

This catalog gathers representative
excerpts from every product category
into one book.

This catalog features a lineup of PRO
TOOL required for construction andother work sites.

This catalog magazine features upto-date information on items recommended by manufacturers.

2024 edition
Pages: 1,500 (A4 size)
Number of items listed: About 81,000
Number of manufacturers listed: 1,689
Price: $13 (excluding tax)

2024 edition
Pages: 708 (A4 size)
Number of items listed: About 30,000
Number of manufacturers listed: 807
Price: $6 (excluding tax)

2024 edition
Pages: 244 (A4 size)
Number of items listed: 287
Number of manufacturers listed: 257
Price: $3 (excluding tax)

Note: Thai version and Indonesia market
version (2020-2021 version) have also
been published.

Note: The cover is UV laminated for improved
water and weather resistance. Thismeans that you can even use it at worksites without worrying about it getting
damaged.

Digital catalog

Digital catalog

The year in parentheses denotes the year the
person was featured on the front cover.
Mansai Nomura (2018), Mari Watanabe (2019)
Rie Tanaka (2020), Spotlight on craftsmen
working at manufacturing sites (2021)
Osamu Suzuki (2022), Kentaro Oyama (2023)
Akihiro Nikkaku (2024)

Digital catalog

The number of items listed on
TRUSCO Orange Book.Com isincreasing daily

COCOMITE
A guidebook for PRO TOOL, COCOMITE features basic product knowledge,
simple explanations of points for selecting products, and more.
Vol.3
Pages: About 964 (B5 size)
Price: $16 (excluding tax)
Note: An English version of this publication
titled COCOMITE UNIVERSAL is alsoavailable.

Corporate Data

Overseas Product Division
Overseas Procurement Section

44

On the SELECTED PROTOOLS FROMOVERSEAS website, we post articles
that tell the history and stories ofvarious brands around the world in aneasy-to-understand manner.

The Orange Book Standfeatures environmentallyfriendly monochrome to
reduce environmental impact

Please let us know youropinions and requests
about this product!

The Nakayama visually
impaired welfare foundation

VOICE

User’s
Voice

Corporate
Governance2024(planned)

Note: “Accounting Standard for Revenue Recognition”, etc. not retroactively applied.

TRUSCO’S

TRUSCO Orange Book.Com is a comprehensive site where customers can search,order, and request estimates for products. Information on the products we handle
as well as SDS forms (Safety Data Sheets), drawings,
and other data can be downloaded from the site. In
addition, “User’s Voice” section is provided on eachproduct page where improvement requests can besubmitted directly. We also have a system to promote
product development together with users.

357

SELECTED PROTOOLSFROM OVERSEAS

2020

Our catalog lists every sort of PRO TOOL that is required on “manufacturing
sites.” This is a professional tool catalog that supports efficient productsearch and procurement with a page layout that allows you to obtain delivery date information and find out about popular products at a glance.
We also offer the “TRUSCO Digital Orange Book” which combines thereading ease of a printed catalog with the searchability of the web.

Environmental
Efforts

197

304

Product search site listed all theinformation users need to acquire
PRO TOOL

Human Resources

As with national products, products procured overseas arestocked at distribution centers throughout Japan. With awide-ranging lineup of overseas PRO TOOL not readily available in Japan, we offer PRO TOOL users increased convenience and options.

TRUSCO Orange Book - “Great
Dictionary of Monodzukuri” used atvarious manufacturing sites

Digital Service

Web-based media: SELECTED PROTOOLS FROMOVERSEAS website

Sales

TRUSCO also carries products that are
difficult to obtain in Japan

Distribution

Countries/
Regions

Products

Launching the World’s PRO TOOL in Japan

Management
PolicyCatalog Media

Value Creation

Overseas National Brand Products

Digital catalog

Integrated Report 2024

45

Distribution Strategy“NIAWASE + U-choku” (Order Consolidation + Direct Delivery Service)

We are evolving logistics by creating a nationwide distribution network, introducing cutting-edge logistics facilities, andtaking other efforts to meet the request from our customers
who want “Just what is needed, only when needed, only inthe quantity needed.”

28 locations (Distribution equipment

276 delivery runs
(153 third-party delivery runs/123 TRUSCO delivery runs)

Distribution Centers 17
Stock Centers
11

Stock hit rate

provide immediate delivery throughfixed-cost based distribution)

High-density storage ×
High-speed shipping

92.1%

SAS (Systema Streamer)/ Shuttle Rack (high-speed picking and sorting equipment)
for bundling together multiple orders “NIAWASE” (Order Consolidation)
Distribution

information

Distribution equipment for high-density
storage and high-speed shipping

Fixed-Cost Based Distribution

Direct Delivery Service(276 vehicles)(4,860,000 units)

Customers

Users

Average numberof items per box(items/box)

1.23

Number of packages
delivered via Direct
Delivery Service

4,860,000

TRUSCO is able to place order items together right away anddeliver them to manufacturing sites!

I-Pack® (high-speed automated packaging and shipping line) is capable of packaging
and preparing a maximum of 720 packages for shipping in just an hour

Other companies

2 runs/day

km

1P lanet Logistics

System

App

rox.

46

90

km

2 runs/day
3 hours

n

60

Stock
branch2 hours

Ru

x.

2

ite

pro

PlanetBranch

l
tel

m
30 k

Ap

Goods are shipped directlyfrom the Planet distribution
center to the customer.

Integrated Report 2024

Satellite
Branch2

2 runs/day

Costs/Sales

Costs/Sales
3

One-way: 1 hour

Sa

rox.

App

PlanetLogistic
Centers!

NIAWASE+Muchmconve orenient!

U-choku

Delivery Costs

Delivery Quantity

TRUSCO performs 44.6% of delivery
runs independently
Since the delivery driver serves as our last point of contact with customers during deliveries, having employees that deliver products on time every day allows us
to immediately hear about any problems customer may
have and respond quickly. (Total delivery runs: 276 (153
third-party delivery runs and 123 TRUSCO delivery runs))

Measures to Prevent Supply Interruptions During Disasters
Distribution centers withseismic isolation equipment(3 distribution centers)

Enhancing safety by providing
hazardous materials warehouses andproduct expiration date management

Extensive inventory of
emergency disaster stockpiles(208 items, 6-month supply)

When the Great East Japan Earthquake occurred,
Planet Tohoku was unable to ship products due tothem falling from the shelves, even though many PRO
TOOL were needed for disaster recovery. Based on
this experience, the distribution centers built sincethen are equipped with seismic isolation equipment asstandard equipment so that we can fulfill our responsibility to supply customers even in times of disaster.

Due to stocking a large number of chemical products, we build hazardous material warehouses
into our distribution centers. These warehouses
are equipped with halon gas jets to extinguishfires and other systems for increased safety. In
addition, products with quality assurance expiration dates are managed by a system that enables
accurate and efficient management even when
the number of product items increases.

We also stockpile at least a six-month supply of
products (208 items) such as generators, which
are needed even in times of disaster, so that wecan be of use to the community in times of emergency. In addition, we have built a system that
supports other distribution sites even when a distribution line is cut, such as when disaster strikes
a supply route to reduce risk.

Hazardous material warehouse at Planet Saitama(approx. 284 ㎡ )Stockpile of items required during disasters[Centers with seismic isolation equipment installed]
Osaka

SaitamaSouth Kanto

Corporate Data

1

Far Away
Customerssle

Note: Excluding Hokkaido, Kyushu, distantislands, and some other areas

The Nakayama visually
impaired welfare foundation

3

A ha

Next-day, quick delivery

Corporate
Governance4Service

Products are delivered directly
to the users without shipping
to customers first (see p.47
and p.52 for details).

Packages are sent touser from multiple
warehouses

Environmental
Efforts

4  Direct Delivery

Users

Users

Break-even
Point

In fixed-cost based distribution, delivery costs remain fixed even if sales increase.

Throughout Japan, TRUSCO has built delivery routes that trace planet-like orbits around our distribution centers.
From this, we have named our distribution centers “Planets.”
Customers

Benefit increases as sales increase
Sales

Delivery Quantity

products come from different warehouses

Fixed-Cost Based Distribution

Sales

Delivery Costs

Users receive products fast at one time

Human Resources

Variable-Cost Based Distribution

Routes that achieve immediate delivery (Planet & Satellite Distribution System)

TRUSCO
delivery routes
Other companies’
delivery runs

Fixed-Cost Based Distribution(Suitable for small lot and
固定費型物流high固定費型物流
frequency
deliveries)

With TRUSCO...

Normally experience arrival date discrepancies and having
to send multiple packages for orders since

Digital Service

Our unique fixed-cost based distribution system allows us to make deliveries of in-stock items even when customers order just one item. In the caseof variable-cost based distribution, since deliveries are made individually,
similar to how taxis make individual trips for each customer, delivery costs
are proportional to sales. In contrast, fixed-cost based distribution involves fixed routes similar to bus routes. Delivery costs are fixed, meaningthat it is profitable once the break-even point is surpassed. This systemprovides customers with free deliveries (two deliveries per day) and a pickup service where products that need to be repaired or returned can bepicked up when deliveries are made. In addition, we can deliver products
in containers without using cardboard boxes or other packaging materials,
thus realizing low environmental impact distribution.

Variable-Cost Based Distribution(Not suitable for small lot and
変動費型物流high変動費型物流
frequency
deliveries)

Sales

Distribution Strategy Key Points

Number of distribution bases

Products

In this industry, it is not common for wholesalers to deliver products directly tousers without shipping to customers first. Despite being a wholesaler, TRUSCO places products that a customer has ordered in one box “NIAWASE”(Order Consolidation) and deliver them directly to the user’s manufacturing site “U-choku” (Direct Delivery Service). By doing so, delivery times,
packaging material amounts, shipping costs, and the environmental burden
can all be reduced by half. Only a company like TRUSCO
can provide a service like this thanks to having an abundantinventory, the world’s most advanced logistics equipment,
inventory and logistics support systems, etc. which allow us Scan the QR
code for more
to provide high-mix low-volume shipments.

Management
PolicySolving the logistics challenges that lie
hidden in PRO TOOL Distribution

28 distribution centers locatedthroughout Japan supports immediatedelivery nationwide

Unique fixed-cost based distribution

Value Creation

Immediate delivery is the greatest service

Aichi and Niigata (operations are scheduled to begin in 2026)T omahawk
Service

Goods are delivered once per
day via other companies’ delivery
runs from Planet distribution
centers to far away customers.

Satellite Logistics System

Satellite stock branches store up to around 30,000 items for
future delivery to customers. Other goods are replenished at
the branch through satellite runs from the distribution center
once a day and are delivered the following morning.

TRUSCO is making a shift toward making
deliveries independently so that products areunder our full control until delivery

Seismic isolation equipment in Planet Saitama

Integrated Report 202447

Logistics Wonderland
Introduction of a cutting-edge distribution system

Non-Fixed Location

Fixed Location

100%

Shipping Frequency

As products arerepeatedly remove
from storage...

Storage equipment
capacity

20%

20%

Other products can be storedDistribution Center where thetechnology was introduced

4

AMR (Autonomous Mobile Robots)

Butler® (Automated conveyance robots)

This high-speed NIAWASE (Order Consolidation) equipment for automatedwarehouses can simultaneously perform NIAWASE (Order Consolidation)and sort goods for multiple orders. This reduces the work and time involved for sorting and transport.

Shipping Capacity 110 shipments/h (1 station)
Approx. 3x to 4x moreWork efficiency Equivalent tostorage capacity
worked performed by 27 people
Tohoku Saitama East Kanto South Kanto Tokai Shiga Osaka Kobe

TohokuSaitama East Kanto South Kanto Tokai

Explanatory
video

Osaka

Kobe

7

Electric moving pallet racks

8

Automated pallet warehouse

Sorting capacity of 1,800 containers/hDistribution

Available space
is wasted

Each of our automated bucket warehouses utilizes buckets (containers) for high-density
storage of small- and medium-sized goods that have relatively low inventory volumes.
Cranes are used to automatically transport the buckets. Using automated bucket warehouses allows us to increase inventory density, reduces the amount of labor for loading/unloading work, and improves loading/unloading work efficiency.

Products

Automatic guidance based on volume
Only links products andand shipment frequency data
storage locations
Product volume at time
Product volume
Available spaceof initial storage

Scan the QR code to watch video.

1

Management
PolicyFor inventory management, TRUSCO is replacing the fixed location method thatassigns one location to one product with a free location method that fills thespace opened by inventory depletion with a separate in-shipped product.

Logistics Wonderland Planet Saitama

Efficiency

SAS (Systema Streamer)/
Shuttle Rack (high-speed picking and sorting equipment)

Non-Fixed Location (Free Address) Inventory Management System

Our distribution centers, which house the world’s most advanced logistics
equipment, are each truly a “logistics wonderland.” We have introduced
a variety of logistics equipment and facilities to promote labor saving andautomation. We continue to expand the number of items in stock andstrengthen our immediate delivery system by realizing high-density storage
in logistics equipment according to the size of the product and frequencyof shipment, as well as high-speed receiving/shipping through automatedsorting and packaging.

Capacity

9

Automated bucket warehouse

Value Creation

6

Explanatory
video

10 Just fit BOX®

(Automated Boxing Machine)
Sales
Digital Service

Automated conveyance robots lift shelves and transport them to workers. This reduces workers’ time spent walking and raises the efficiency of loading/unloading.

Load carrying speed: 5.8 km/h

Work efficiency Equivalent to worked performed by 18 people
Tohoku Saitama

Explanatory
video

1 2 Receiving/Transporting
AGV(Automatic Guided Vehicles)* Independent estimate based on TRUSCO inventory items.

3 Inspecting/Sorting
3

Explanatory
video

Shipping Capacity 35 shipments/h (1 station)
3x more storage Work efficiency Equivalent tocapacity
worked performed by 10.5 people

2x more storage capacity Saitama

Saitama North Kanto East Kanto

9 NIAWASE(Order Consolidation)

4 5 6 7 8 Storing/Picking

GAS (Gate Assorting System)/
DAS (Digital Assorting System)

5

East Kanto South Kanto
Explanatory
video

Tokai Shiga Kobe Sanyo

3 Sorting/Inspection(high-precision storage system)

Packaging Capacity 120 packages/hWork efficiency Equivalent to worked performed by 10 people
Tohoku North Kanto Saitama
East Kanto Tokai Osaka Kobe

Explanatory
video

10 11 12 Packaging/Shipping

11 I-Pack(high-speed automated packaging and shipping line)

12 Palletizing Robots

I-Pack places delivery slips inside packages and handles packaging aswell as labeling all at high speeds. Automation leads to shorter packing
time and better quality, the keys to our Direct Delivery Service (see p.47
and p.52).

Palletizing robots are robots that perform loading and unloading operations. They are mainly used for sorting goods packed using I-Pack® toreduce labor and improve accuracy as well as work quality.

®

AutoStore

Explanatory
video

This system reads the three linear dimensions ofirregular-shaped items, which are difficult to pack,and creates a box to fit its size. It effectively reduces
use of packaging materials as well as improves work
efficiency and packaging quality.

Corporate
Governance2

Approx. 2x to 3x more storage capacity*

Movable pallet trucks reduce the number ofpassageways and expand storage space within
warehouses. It increases the storage efficiencyof large and heavy goods.

Environmental
Efforts

Saitama

Shipping Capacity 70 shipments/h (1 station*)

In our automated pallet warehouses, large andheavy goods are stored on pallets. Large-size
cranes are used to automatically transport
goods, making it possible to perform tasks fast and accurately.

Human Resources

AMRs are used for pallet transfer, especially after receiving large items orlarge quantities of goods for which pallet transfer is a labor-intensive andtime-consuming process. This contributes to a reduction of man-hours
through labor savings.

The Nakayama visually
impaired welfare foundation

This equipment for sorting products eliminates sorting
mistakes by people, improving precision and speed. Thisis because the lid of the container where a product is tobe placed will open (or a light will shine to indicate whichcontainer), prompting the worker tosimply place products inside.

AutoStore maximizes space efficiency by stacking bins
(containers) from the floor to near the ceiling. The use ofrobots to transport containers improves efficiency andreduces the amount of labor for loading/unloading work.

Sorting Capacity 200 product types/h

5x to 6x more storage capacity

Work efficiency Equivalent to worked performed by 60 people
Load carrying speed 3.6 km/h
Saitama

Explanatory
video

TohokuSaitamaSouth Kanto

East Kanto

Tokai

Osaka

Shipping Capacity
120 shipments/h (1 station)

Explanatory
video

Work efficiency Equivalent toworked performed by 12 people

Kobe

Tohoku North Kanto Saitama South Kanto

Corporate Data

Automatic Guided Vehicles automaticallytransport products along magnetic tape laidout on the floor of the Distribution Center.
It improves transport efficiency through laborsaving.

Packaging capacity Maximum of 720 packages/h per line

Sorting Capacity 300 product types/h (per robot)

Work efficiency Equivalent to worked performed by 24 people
Explanatory
video

TohokuSaitamaEast Kanto Tokai

Osaka

Explanatory
video

Saitama

Explanatory
video

Note: Work efficiency and storage capacity data used are figures from Planet Saitama (a distribution center with about 200 employees).
48

Integrated Report 2024

Integrated Report 2024

49

Sales Strategy
Inventory

Solving Problems for Customers
From left to right: Genta Tsujio (Tokyo NB Product Section),
Chihiro Shirasaki (Branch Manager, MRO Supply Tokyo
Branch), Karie Oshiro (MRO Supply Tokyo Branch)

Customers

Establishment of four sales channels tailoredto the characteristics of each industry(5,632)

Users

Factories
e-Businesses

Sales Branches in Japan

MRO
Stocker

MRO Stocker

Products

Orange Commerce

Direct Delivery
Service
ImmediatedeliveryNaojiroDigitalDistribution

Catalog59

T-RateWEB

Solving Problems for Customers

Distribution

Provision of services that enhance userconvenience, such as MRO stocker andOrange Commerce

At 59 sales branches in Japan, we utilize management resources, including product, logistics, and digital resources, to provide unique tools and services. These include
procurement tools, such as TRUSCO Orange Book, andservices, such as MRO Stocker, which is like “Okigusuri,”a business model that has been around for many years inJapan, but for tools, and “NIAWASE + U-choku” (Order
Consolidation + Direct Delivery Service).

Products

SSL (Sales & Solutions)Home Center

Expansion of services that lead to environmental conservation, such as “NIAWASE +U-choku” and Naojiro Repair Workshop

OrangeCommerce

Overseas

This team senses customers’ non-quantifiable latentneeds and utilizes product, logistics, and information systems and other Company resources to resolve customer
issues through the supply of PRO TOOL.

Sales

Sales Strategy Key Points

Sales (SSL (Sales & Solutions)/SSP (Sales & Support))

Management
PolicyWe are grasping the latent needs of our customers that are
not quantified and are working to solve their problems byproviding services suited to the characteristics of each routeas we utilize our product, logistics, and digital services.

Value Creation

Solving Problems for Customers

SSP (Sales & Support)

Machinery Tool Dealers
Welding Material
4,888 companies $1,214 million
Dealers, etc.

Manufacturing Industry,
Construction-related
Businesses, etc.

This route is for facilitating business with customers in a wide range of industries, suchas machine tool dealers who carry equipment used at factories and work sites, welding
material dealers, electrical equipment dealers, and plumbing equipment dealers. By
having sales offices throughout Japan, we are able to respond quickly to any problems
and meet the diverse needs of customers by providing optimal services.
Online Shops,
etc.

207 companies $394 million

Manufacturing
Industry, General
Consumers, etc.

Providing services required for e-business by utilizing digital technology

Home Centers
Pro Shops, etc.

111 companies $161 million

Number of MRO Stockers Introduced and Sales

MRO Stocker is like “Okigusuri,” a businessmodel that has been around for many years inJapan, but for tools. MRO Stocker locations
are stocked with consumables serving as ourinventory that users want, enabling TRUSCO
to respond to the needs of manufacturing sitesthat need certain products immediately.
Number of locations

OutdoorWork, General
Consumers, etc.

Number of companies
that have introduced
MRO Stocker

1,203

Example of MRO Stocker Adoption

This route is for facilitating business with home centers and pro shops that operate
throughout Japan. Through this route, we are engaged in a variety of initiatives, including
providing product proposals that respond to changing market needs, efficient delivery,and support for omni-channel services that link together stores and e-commerce sites.

Industry-academia collaborative research facility

Overseas Dealers,
etc.

426 companies $16 million“Creating an environment that allows us to focus on R&D”
TRUSCO booth at JAPAN DIYHOMECENTER SHOW 2023

Overseas
Manufacturing
Industry, etc.

Integrated Report 2024

71,226 47
2020

2,321,653

1,295,713

441,700
2021

2022

2023

2024
(planned)

Main inventory items

Laboratory equipment,such as beakers andflasks, and consumables

Number of items in inventory: 414
Number of shelves: 6
 medium lightweight shelves and5 gondola shelves
Location: Within the R&D facility

Feedback about the service

Conducting business overseas by leveraging our unique strengths
This is the route we take to do business with overseas subsidiaries of domestic customers and customers who handle local machinery tools. Through our local subsidiaries inThailand and Indonesia, TRUSCO contributes to the development of manufacturing in
those regions by taking advantage of our strengths, such as such as providing catalogs
and inventory for those local markets.

329

1,430
1,203

Corporate Data

TOPICS

775

Sales(Unit: USD)MRO Stocker
websiteSupporting businesses that integrate physical and online businesses

Overseas Route50

MRO Stocker

The Nakayama visually
impaired welfare foundation

Home Center RouteWe provide support for user procurement efficiency(Masumi Sakai, Internet Sales Tokyo Branch)

MRO Stocker

Corporate
Governance

We are developing business for e-commerce companies that sell products via the Internet and developing business for centralized purchasing that links the purchasing systems utilized by users with our electronic catalog, Orange Commerce (see p.52). Measures including linking data in real time improves the purchasing efficiency of customers.

SSP (Sales & Support)(MRO Supply Tokyo Branch employee
Riko Nakanishi)

Environmental
Efforts

e-Business Route

Localized sales support through 59 branches
nationwide(Maki Kamijo, Yokkaichi Branch)

SSL (Sales & Solutions)(Keihin Branch employee Kohei
Ishikawa)

Human Resources

Meeting the ever-changing needs of our customers with our diverse
services and sales capabilities

Digital Service

Factory RouteThis team makes product proposals and conducts pricenegotiation as the “office work” sales team performing
sales activities inside the company. It promptly and accurately responds to customer requests.

100,000 copies of the TRUSCO Orange Book
Digest (overseas version of TRUSCO OrangeBook) are available in English, Chinese, and Thai

“After the adoption of MRO Stocker at the facility, staff nolonger need to go outside of the facility to procure equipment necessary for research since they are able to obtainproducts that they need when they need them. This hascreated an environment where staff can focus on research.”

Integrated Report 2024

51

Changes in Number of Direct Deliveries
to Users and Sales
Number of packages delivered via
Direct Delivery Service (Unit: million)(Number of orders delivered via
Direct Delivery Service (Unit: million)) 2.83

(3.39)
2.33(2.71)
120
Sales
98 (Million
USD)

2.00

(2.43)

4.86

3.55(4.37)(5.98)

237

2023

2024
(planned)

198

158

TRUSCO NAKAYAMA CORPORATION (THAILAND) LIMITED

6.20(7.60)

This subsidiary has continued to expand its sales to Japanesedealers and to major local dealers. By holding inventory andstrengthening our immediate delivery system, we are contributing to the efficiency of the PRO TOOL supply chain in Thailand by collaborating with local customers. In recent years, wehave also been promoting our own initiatives, such as direct
trade with Japanese manufacturers, to reduce purchasing
costs and increase our share of local sales.

(Note)

96
2019

2020

2021

2022

Company Overview● Trade name: TRUSCO NAKAYAMA CORPORATION (THAILAND) LIMITED● President: Kazuaki Harada

TOPICS

Example of MRO Stocker Adoption●	Business areas: Wholesale of PRO TOOL (secondary materials used in factories)

Scan the QR
code for more
information

Our Direct Delivery Service can reduce the following by half

Amount of packaging
materials used

Half the Environmental Burden

Material Amount Halfthe Shipping Fee

Half the Labor Burden● Established: September 2010

● Area of grounds: approx. 10,942 ㎡

Feedback about the service●	Total number of items in inventory: 595,000●	Value of investment: Land, $1.6 million; Buildings, $1.4 million(13 km south of Suvarnabhumi
International Airport)
TIP7 789/8 Moo9,Bangpla Bangplee
Samutprakarn 10540 THAILAND

MRO products

Soekarno–Hatta

2011

Naojiro Repair
Workshops
WebsiteCompany Overview● President: Yohei Takuno● Auditor: Norihiro Higashi● Capital: About 378.8 billion rupiah (about $21.3 million)● Employees: 20 (3 employees on loan and 17 local staff)

Re-grinding● Established: December 2014

● Area of grounds: approx. 16,178 ㎡

Reuse

TRUSCO has built a system that allows users to easily purchase MRO products

9-monthfinancial results

2021

2022

2023 (year)

Delta Silicon 6

TRUSCO Indonesia strengthenscooperation with local dealers to makeeffective use its inventory
61,853● Floor area: approx. 10,429 ㎡

Changes in sales and numberof items in inventory at PT. TRUSCO
NAKAYAMA INDONESIA
Number of items
Net sales(million rupiah,
thousand USD)

Bekasi, Jawa Barat (about 40 km eastof the capital city, Jakarta)
	Jl. Kenari Raya No. 36 Delta Silicon
VI, Jayamukti, Cikarang Pusat, Kab.
Amata Nakorn
Industrial Estate
Bekasi 17815.

55,41849,52020,476● Address: Lippo Cikarang District,Suvarnabhumi
International Airport($3,793)

The 20 young staff members of TRUSCO
Indonesia boldly take on challenges($1,186)● V alue of investment: Land, $7.5 million; Buildings, $4.2 million

Naojiro Repair Workshops Services Catalog

2020

Note: Sales in USD for each term are calculated using the exchangeIndustrial
rate atZone
the end of the period.

● Inventory value: $4.8 million

MaintenanceConstruction
and Installation

Airport2016 International
2017 20182019

in inventory● Equity: 99.9%●	Number of different products in inventory: 67,000

Bangkok

Assembly2015

As of December 31, 2023

Available through Naojiro

Delivery

2014

2-monthfinancial results● Total number of items in inventory: 465,000

Direct Delivery Service

2013● Trade name: PT. TRUSCO NAKAYAMA INDONESIA$14 million

Purchasing
SystemUser

2012

There were many factors that hindered PRO TOOL distribution inIndonesia, such as heavy traffic congestion and strict import regulations. For this reason, we have set up a distribution center inan area where many factories belonging to Japanese companies
are concentrated. With the largest inventory in the region, we aretaking on the challenge of optimizing PRO TOOL distribution.
Against the backdrop of domestic demand in a company with apopulation of 270 million people, we will continue to contributeto Indonesia’s advancing manufacturing industry.

●	Business areas: Wholesale of PRO TOOL (secondary materials used in factories)

Machining

9,768

PT. TRUSCO NAKAYAMA INDONESIA

Inquiry

Customer($673)

3,195 3,472 4,736 4,968
2010● Officer in charge at TRUSCO NAKAYAMA Corporation: Kazuo Nakai

Calibration($1,893)

16,17737

Jakarta(1st Term) (2nd Term) (3rd Term) (4th Term) (5th Term) (6th Term) (7th Term) (8th Term)(9th Term) (10th Term) (11th Term) (12th Term) (13th Term) (14th Term)

The Eight Services

Repair($3,086)

59,65333,199 32,808($1,726)($1,680)

52,314($2,960)

Corporate Data

Home
Other
Stationery Chemistry appliances companies
supplies134

84 28,489

The Nakayama visually
impaired welfare foundation

External Catalogs

Integrated Report 2024

Suvarnabhumi
International Airport($2,773)

Corporate
Governance

Naojiro Repair Workshops provide a unique
TRUSCO service for repairs and maintenancethat includes PRO TOOL repair and resharpening of cutting tools. By promoting recycling
and reuse, we support our customers’ efforts
to address environmental issues.

2,447 companies

52

($13)

Bangkok

70,602212 71,481
69,297 ($4,853)

Environmental
Efforts

Orange Commerce is an electronic catalog specialized in
PRO TOOL that can be linked with the purchasing systems ofusers. The trend toward electronic purchasingis accelerating, especially among major users,with the aim of improving procurement efficiency and reducing costs. It is a service that
Scan for more
enables us to work together with our custominformation on
Orange Commerce
ers to respond to the requests of users.

Naojiro Repair Workshops Sales

74($2,033)($2,613)($1,586)

0.9

Amata Nakorn
Industrial Estate

A service that combines the reuse of
PRO TOOL and efficiency for our clients

106

96

●	Address: Bangplee, Samutprakarn

235

221 ($6,473)($5,646) 71,272

67,004
166
60,785($3,820)
128 51,523

Number of items in inventory

Naojiro Repair Workshops

Number of Companies Connected to Orange Commerce

Net sales (million baht, thousand USD)

● Inventory value: $5.8 million

For far-away customers, we normally repackage multiple items
that we receive from TRUSCO in a single package for shipment.
However, since we started using TRUSCO’s Direct Delivery Service, we have been able to shorten work times and have products
delivered sooner, which has helped us.

Combining our normal Orange Book withcustomer electronic purchasing systems

Delivery● Floor area: approx. 4,730 ㎡●	Number of different products in inventory: 71,000

Started in 1998

Inquiry● Equity: 99.9%

Changes in sales and number of items in inventory
at TRUSCO NAKAYAMA CORPORATION
207
194 ($5,013)(THAILAND) LIMITED($4,420)

Human Resources

Orange Commerce● Employees: 22 (3 employees on loan and 19 local staff)

Number of packages delivered to user during FY2023 via Direct
Delivery Service: 792 units (+513 Year-on-Year)

Digital Service

Delivery times● Capital: 390 million baht (about $8.6 million)

The 22 staff members of TRUSCO Thailand energize
manufacturing industry in Thailand with their smiles

Sales

4.86 million units● Director: Norihiro Higashi● Officer in charge at TRUSCO NAKAYAMA Corporation: Kazuo Nakai

Trading company specializing in industrial materials
Number of packages delivered via Direct Delivery Service

In addition to being engaged in sales,
it also has a supplier businessdevelopment office, strengthening
partnerships with local companies

As of December 31, 2023

Distribution

Note: “Accounting Standard for Revenue Recognition”, etc. not retroactively applied.

Products

With our Direct Delivery Service, products ordered by avariety of customers are delivered to users directly from ourdistribution centers. By shipping directly to users without
shipping to customers first, not only is the lead time for delivery shortened but the customer’s delivery and shipping
costs are also reduced, which is linked with expanding
sales to customers located in remote areas.
It also contributes to environmental conservation since it
can reduce CO2 emissions associated with packaging materials and transport. In addition, multiple orders received
from customers will be bundled together using NIAWASE(Order Consolidation) and delivered to users.

Enhancement of I-Pack® has improved our Direct Delivery Service

Management
PolicyEnvironmental Conservation Through a
Wholesaler-based Direct Delivery Service

Value Creation

Overseas Subsidiaries“NIAWASE + U-choku” (Order Consolidation + Direct Delivery Service)

40,893($2,206)

67,32365,910 65,624 66,971

28,255($1,373)

26,470($1,460)

19,11528,2402,365

Soekarno–Hatta
International Airport($133)

Jakarta2015(2nd Term)
Delta Silicon 6
Industrial Zone

2016

(3rd Term)2017(4th Term)2018(5th Term)2019(6th Term)

2020(7th Term)

2021(8th Term)

2022(9th Term)

2023 (year)(10th Term)

Note: Sales in USD for each term are calculated using the exchange rate at the end of the period.
Integrated Report 2024

53

Digital Service Strategy
Digital transformation is a step of a process, not an end goal.
In order to become the company we want to be, TRUSCO is
improving the convenience of the entire supply chain througha variety of digital services with data at the core.

System Order Intake Ratio (87.1%)

Users

Customers

Suppliers

Sales
Products Distribution Department

H26 H27 H28 H29 H30

AI-based Immediate
Automated Estimate System

NIAWASE+U-choku

P.55

P.47/P.52

Consolidated
Accounting Started

R4(2022)

R5(2023)

P.55
P.55

Voice call app

Representatives(planned)

Response in a few hours to a day

Delivery Date

Automatically responds to prices anddelivery times in as little as 5 seconds

Product database “Sterra”

Inventory management system “ZAICON 3”

Product database “Sterra” is a product information management system that serves as the “base” for product data.
“Sterra” makes it possible for suppliers to easily register andedit product information. The updated product information isquickly reflected in various services.

ZAICON 3 is a inventory management system that provides forecast
calculations of required stock quantities based on sales performancerecords. The system reduces the time and effort required for registering products by automatically calculating the optimal and maximum
ordering points for products, leading to increased efficiency.

Suppliers

Customers/Users

PVC
glovesProfession
specifiacal standards/
availabtileons

Data for6.45 million products
Data registration

Product
features

Traditional System

Data analysis

Experience

Thickness

Forecast demand
based on sales
performance

Intuition
Representatives

Sizes
Application

Communication Tool “T-Rate”
Face Phone (online-based video
telephone app)
“T-Rate” allows TRUSCO staff to chat with customers, distribute PR products, and allows allows clients to acquire information such as the estimated time of arrival of deliveries andthe products to be delivered. Additionally, allowing for communication with TRUSCO at any time, Face Phone is an online-based video telephone app for PC or smartphone whichallows face-to-face communications between customers and
TRUSCO representatives, as if they were meeting in person.

Shipment delays due to stock-outs

Distribution
CenterOrdering/
Stocking

Same-day delivery thanks
to appropriate stocking

POLARIO(website for business coordination)
POLARIO is a system that centralizes data such as supplier estimate correspondence data, order processing data,
and Available-To-Promise (ATP) data. The system enables
TRUSCO to quickly respond to inquiries from customers, theamount of supplier-directed inquiries are reduced, lessening
the burden on them.

Traditional
SystemFAX,
Telephone, etc.

Manufacturers

Product Searches, Estimates, Ordering, etc.

Corporate Data

(Prices/Sales Results)
Sales Support System

Hand
Tools

R6 (year)(2024)The Nakayama visually
impaired welfare foundation

P.56

Sales
Website for Business
Coordination

R3(2021)

Users

Communication Tool

P.55

R2

(2020)

Corporate
Governance

Inventory Management
System(2019)

Sales results Appropriate
pricesComments
enteredEnvironmental
Efforts

Customers(Inventory/Delivery Date)

Product Database

R1(2018)

Photos/Videos(Product Information)

Distribution System(2017)

AI

30,000estimates
daily

Human Resources(see p.55), our inventory management system that forecasts
demand for each individual product to drastically cut down timeused for inventory management, our company, which is in the
middle of the distribution chain as a wholesaler, is promoting
the reform of business practices throughout the supply chain
by utilizing digital technology aiming at digital transformation.

Products
Distribution(2016)

Traditional System

Digital Service

Suppliers(2015)

9-monthfinancial results

Automation of all work that can be automated

Data

System order intake ratio (%)(2014/12)

TRUSCO DX Measures
Starting with the launch of our core system “Paradise 3” in January 2020, we have released various systems to improve convenience with the aim of automating all tasks that can be automated in the supply chain. In addition to internal business reforms,
including our AI-based quotation system (see p.55), which
realizes appropriate price quotations using AI, and ZAICON 3

83.9 85.3 85.2 87.1 88.0
77.9 79.9 82.0 82.0 81.7 83.1
44.2 49.9 56.2 59.3 62.5
Number of items in inventory
39.2(Unit: ten thousand)
37.4
29.9 33.7
26.5
23.1

Sales

Building of PRO TOOL distribution
platform TRUSCO HACOBUne (currently
under development)

Changes in system order receipt ratio and number ofdifferent products in inventory

Distribution

Expansion of a variety of digital services
throughout the supply chain

Data

One of the challenges we face is how to respond quickly to an
average of 30,000 estimate requests received from our customers
each day. To address this issue, we have introduced the AI-based
Immediate Automated Estimate System and have been promoting the automation of estimates through special price optimization
where appropriate prices are automatically calculated for products
on a regular basis based on actual orders and estimates. This has
led to an improvement in the time it takes to reply to customers(minimum reply time: 5 seconds).
(27.6% of estimates are provided automatically (information current as of December 31, 2023))

Products

Accumulation of product, logistics, andsales data to serve as the core of ourdigital services

We have been developing highly convenient digital tools andexpanding our inventory. As a result, our system order receipt
rate (percentage of order receipts processed through our digital system among total order receipts) has increased. This has
improved our work efficiency, allowing us to achieve greater
sales per person.

AI-based Immediate Automated Estimate System 27.6% of
estimates are now provided automaticallyManagement
PolicyDigital Service Strategy Key Points

Digital Service

Value Creation

Working to improve the convenience ofthe entire supply chain

Customers

P.56

P.55

Search and information website for PRO TOOL.

Current
SystemOkikoguCore System

Real Time Information Platform

P.51

PaperlessCommunication

Manufacturers

Electronic Purchasing System
P.52

Website for Business
Coordination

Uniform
Management

Customers
Rapid
Coordination“T-Rate” allows customers to check how much time is remaining before
delivery as well as which products are being delivered all in real time
54

Integrated Report 2024

Integrated Report 2024

55

This distribution system manages the inventory work performedat distribution centers and at branches with inventory. It is responsible for improving the overall efficiency of warehouse operations, including automation of warehouse operations with
distribution equipment and free-location inventory systems.

“Self.I 2” serves as a dashboard for visualizing sales data, suchas customer estimate history, sales history, etc. This tool helps
us to identify latent demand and make appropriate proposals,
thereby contributing to the improvement of customers’ sales.

Customer sales performance screen

ActionComputer viruses

DataInternal fraud

OrdersBoard of Directors Meeting (Management Conference)
Approval

Reporting

Sustainability Committee
Information Security Subworking Group (CSIRT)
Sustainability Committee■ Chairman: Director, General Manager of the Digital Service Strategy Department■ Committee Roles
Information Security Subworking Group CSIRT Information Security
Subworking Group
information･ Promotes the enhancement of information･ Responds to (CSIRT)
security measures
security incidents･ Information security awareness and training

providing quotations to customers quickly also
accelerates decision-making for many users
who need PRO TOOL at manufacturing sites.
In this way, we would like to continue digitaltransformation of the entire supply chain to
improve convenience and are also working tocontinuously improve the AI-based Immediate
Automated Estimate System.

Industry-academia
collaboration

Integrated Report 2024

Users

Searches
Estimates
Orders

Deliverybased onpredicted
demandDeliverybased onpredicted
demandIoT

MRO
Stocker

Direct Delivery Service

1 Distribution Platform

2 Product Data Platform

3 UX Platform

We always have what customers
need and deliver products quickly

Availability of all types ofnecessary product data

Allows users to easily select andpurchase the best products

With a focus on Planet Aichi, Planet Aichi, a next-generation distribution centerwith 1 million items in inventory, which
has functions to optimally control instore resources and inventory management with AI and the latest technologies,
we will significantly enhance the immediate delivery to end users across logistics.

With the renewal of our product database“Sterra”, it is possible to retain data for
more than 10 million items. Additionally,
we aim to achieve dramatic efficiency inproduct selection and industry standardization of product data by increasing the
speed of product registration through AIbased data collection.

We will build an e-commerce site whereusers can easily find the products theyneed and purchase them through retailers.
In addition to drastically reducing the timeand effort required for quoting and ordering
work, we will make TRUSCO’s inventory, direct delivery, and other functions available
at any time to further improve convenience.

Planet Aichi

Inventory
Warehouse
Management
staff

Strengtheningof immediatedeliverycapabilities

Users

Enhancing our ability to make immediate deliveries to users by improving control functions
56

Unnecessary

1,000
RenewalCorporate Data

TRUSCO launched the AI-based Immediate
Automated Estimate System in January 2020.
Based on the actual data of orders received andquotations, the system periodically calculates
appropriate prices for products and automatically provides quotations. In addition to meeting the needs of customers who want quotations quickly, we have also realized a reduction
in manual work by employees. Furthermore,

Searches
Estimates
OrdersAI
Distribution

Delivery

Customers

The Nakayama visually
impaired welfare foundation

Information Systems Division
Section Manager, System
Management Section

Capital andbusiness alliance

General Manger of the Business Management Department

Streamlining operations and accelerate decision-making
throughout the supply chain

Mio Sugihara

Unnecessary

Manufacturers

Email spam

Corporate
Governance

VOICE

Detection

Data from Users(including operating status and work progress)

Environmental
Efforts

TRUSCO’S

Prevention

External Data
(including weather and seasonal data)

Human Resources

Recognizing information security risks as a management issue, we have developed an organizational structure that includes not only institutional and technical perspectives but
also employee education, implementing these initiatives on acompany-wide basis. In addition, we have established an internal system capable of responding to cyber attacks and an
external support system, including cyber insurance.

Unauthorized accessutilizing various data to improve the efficiency of the entire
supply chain, we aim to create a more efficient platform forcustomers and users.

Digital Service

Information Security Management System

Nagoya University, GROUND Inc., and Cinnamon Inc. will
deeply utilize our logistics and product data to create aflow that will further improve customer convenience. By

Website attacks

Data leaks

Scan for more
informationon the project

The best is already there

In order to ensure a stable supply of products to manufacturing
sites in Japan and to expand transactions, it is important tocontinuously operate and enhance information security measures. As part of the manufacturing supply chain, we recognize
information security risks throughout the Company and implement comprehensive measures utilizing a information security
system with three functions: Prevention, detection, and action.

Changes in Business Flow

From left to right: Seiichi Matsuo (President of Tokai National Higher Education andResearch System), Miku Hirano (CEO of Cinnamon Inc.), Tetsuya Nakayama (President of
TRUSCO NAKAYAMA Corporation), and Hiratomo Miyata (President & CEO of GROUND Inc.)(At the 55th Anniversary Hall on the 3rd floor of the Tokyo Head Office of TRUSCO NAKAYAMA Corporation in June 2021)

Sales

Information Security Measures Designed for the
Stable Supply of PRO TOOL

TRUSCO HACOBUne was created to serve as a platformthat integrates distribution, product data, and UX (user experience) to achieve the “fastest,” “shortest,” and “best”
delivery in the industry, aiming to make the catchphrase“The best is already there” a reality. By streamlining the entire supply chain, we will create a foundation for providing
the highest level of convenience to our customers.

Distribution

Information Security

Toward Becoming a “platform holder”
That Supports Manufacturing

Products

Main screen showing Self.I 2 functions

TRUSCO HACOBUne Business Transformation ProjectManagement
PolicySales activity support system“Self.I 2”

Value Creation

New distribution system“TRULOGIS 3”

Users can experience first-handthe level of conveniencethat TRUSCO provides!

645

Number of products registered (unit: ten thousand)We expect a significant increase in the number ofregistered items due to the use of AI

Users
Bulding a system that could be maximumly used
for users
Integrated Report 2024

57

Human Resources Strategy
Improving our ability to solve difficult problems

Sales

DigitalHuman
Resource
Development
Personnel
Transfers

Products
Business
Management

Distribution
DigitalSales

Personnel Policies

Career course

Digital Career Course
Distribution Career
CourseLocal Career Course

Job Rotations

Expert Course

Programs that encourage employees
to take on challenges

Around five years after joining the company, employees are transferred
across departments, such as sales, distribution, Head Office, etc., andjob rotations are conducted within departments. This is a measure to
avoid personalization of work and to improve work and human skills by
experiencing a variety of jobs, as well as to raise awareness of work
reform by increasing organizational “metabolism,” thereby raising thelevel of corporate growth.

This is a program that allows employees to pursue their career goals by
becoming a candidate for a position or nomination in order to become an
officer with the most authority in a given area. Participants are actuallyassigned as assistants to managers in charge and learn management skills
as they work toward becoming bosses.

Employees are transferred across departments tohone work and human skills

This is a program that allows an employees to apply for a position of his or
her choice when there is a request for an increase in personnel.

The Open Judging System (OJS, 360 degree evaluation), an electronic-based voting system, is a personnel evaluation system for all
employees where employees are evaluated by each other that was

Dual Position Job Challenge Program Started in 2020OJS Category Started in

Integrated Report 2024

This is a program that allows employees to think about which position theywant to serve in and notify the Personnel Department of their wish. The information described is used as a reference when personnel changes are made.

Due to my various experiences, I want to work in
a department that supports TRUSCO’s systems

I took advantage of the Company’s Open Position Challenge Program and was assigned
to the IT Planning Section. I have had the opportunity to work in several departments since
I joined the Company. However, no matter
where I worked within TRUSCO, I have always
felt that systems were an integral part of theCompany. Also, when talking with people in the

Information Systems Division, I was impressedby their planning, bird’s-eye view, and organized documentation, so I somehow wanted toacquire such skills myself and contribute to theproject. Although I often struggle in fields thatare unknown to me, each day is a challenge
worth taking on.

Personnel
Record OJS

2003

Director, Auditor,
Executive Commit2012
tee, Division General Manager OJS

President OJS

2014

Part-time Staff
OJS

2015

Overview

Procedure

ResultThis program enables more multifaceted
evaluations of candidates for a promotionof manager or higher by reflecting assessments from other employees.
This program reflects the evaluations
between staffs who work in the sameoffice in personnel ratings. Comments
are included to provide feedback to theindividual.

Candidates who have an 80% or
Candidates for
Determine if the candidate should/
higher approval rating and satisfy
manager orshould not be promoted.
the minimum number of votes arehigherpromoted.
30% of this assessment isGeneral staff members, bosses (*1), Bossreflected in the personnel records(*2)
Challenge Program employees , andAll staffs
related to achievement allowancexpert positions are rated on a 5-pointes, bonuses, financial bonds, andscale.
promotions/demotions.
Director, Auditor,
Management
who add/dropTheevaluationisconducted
onceaEvaluators who are the bosses (*1) or higher
Executive
year by about 140 people, including the below a certain standard of points
in charge of the company, evaluate theCommittee, andtwo years consecutively becomebosses and members of the Manageexecutive’s performance at daily work andDivision Generalment Conference (*3). Each of 6 evalua- a candidate for promotion/
what they say at management meetings.
Managertion items is rated on a 24-point scale. demotion.
An OJS system implemented directly by
Votes are received from shareholders
The results are posted on theshareholders during the General Meeting of
who have directly heard our businessCompany website after the GenPresident
Shareholders. We consider this as one of thereports and Q&A at the General Meetingeral Meeting of Shareholders.
important evaluation indicators for the President. of Shareholders.
30% of this assessment is reflectThe OJS program also applies to part-time Procedure: Determine the performance, ed in the personnel ratings relatedPart-time Staff staff and is highly evaluated for fairness
approach, and skill of the staff in five
to hourly wage as well as bonuses
and objectivity.
levels.
and promotions. (also utilized in
employee promotion criteria)

Corporate Data

VOICEActing Senior Supervisors,
IT Planning Section,
Information Systems Division

Promotion OJS 2001

Staff Level

introduced for the purpose of conducting fair and highly objective
evaluations. Evaluating one another helps build an environment of fairassessment with good energy in the air. (evaluations are anonymous)

The Nakayama visually
impaired welfare foundation

Product Dept.

Started in 2001

Aiming to create a workplace free of ill feelings

Trans-Career Declaration Started in 2022

TRUSCO’S

Yuri TakaujiThis is a program that allows an employees to work in a desired position while
maintaining their current position.

Evaluation System

Corporate
Governance

Sales Dept.

Distribution Dept.

Open Position Challenge Program Started in 2020

Logistics course

Environmental
Efforts

Digital Service
Strategy Dept.

Boss Challenge Program Started in 2001

Local Area Distribution
CourseHuman Resources

Personnel transfers help hone workand human skills

Business Management Dept.

58

Area course

For employees who are self-aware and are allowed to hone their abilities for growth, aiming to become managers or supervisors to work
specifically in distribution related positions, can be transferred with a change of residence, and fulfill ability and evaluation criteria.
For employees who are self-aware and are allowed to hone their abilities for growth, aiming to become managers or supervisors capable ofworking in a variety of positions in limited areas without a change of residence, and fulfill ability and evaluation criteria.
For employees who acquire a high level of job performance through self-development and, if necessary, transfer with a change of residence
and use their high level of expertise to serve up to the position of business manager in a specific department.
For employees who are expected to play a role in accordance with their level and contribute to business performance by honing their skills
in a specific field and specializing in that field only in their local area.
For employees who acquire sufficient working knowledge of the overall business that the employee is involved with and take on the role ofbusiness manager only in their local area.
For employees who will be engaged in distribution operations such as delivery and product management only in their local area, responsible
for serving in an advisory role for the total optimization of their distribution center and may take on the role of Distribution Center Manager.
For employees who will be engaged in distribution operations such as delivery and product management only in their local area, and are
expected to have the working abilities and skills to perform their various professional duties.

Digital Service

Specialist course

Course Details
For employees who are self-aware and are allowed to hone their abilities for growth, aiming to become managers or supervisors capable ofworking in a variety of positions, can be transferred with a change of residence, and fulfill ability and evaluation criteria.
One of the following classifications shall be made according to the transfer destination of the candidate
1. Overseas Career Course: When the transfer destination is outside Japan
2. Domestic Career Course: When the transfer destination is within JapanFor employees who are self-aware and are allowed to hone their abilities for growth, aiming to become managers or supervisors to work
specifically in IT related positions, can be transferred with a change of residence, and fulfill ability and evaluation criteria.

Sales

Providing human skills that build selfawareness is equivalent to fostering
the ability to solve difficult problems

Course Name

CareerDevelopment
Evaliation
SystemGroup photo taken after completion of skill-up
course training for fourth-year employees

Course List

Distribution

Human Resources Strategy Key Points

Products
Business
Management

Unbiased 360 degree evaluations(Open Judging System (OJS))

Originality Human skills= Ability toDistribution
solve difficult
problems

Aiming to become a company where each and every employee can play an active role,
TRUSCO has established various career courses. These systems allow employees tomake their own choices according to their diverse life and career plans.
Making their own choices improves their lives and motivates them to work and growboth themselves as individuals and the company. We established the HR Support Section to support the independent career development of each and every employee.

Products

Multi-faceted skills acquisition throughcross-departmental personnel transfers

Aiming to become a company where each andevery employee can play an active role

Management
PolicyFrom left to right: Ryosuke Araki (Section Manager, TokyoManagement Section), Maasa Tokunaga, Zen Suda (Management Planning Section staff)

Value Creation

Career Development

Based on the concept that human resources cannot be cultivatedwithout a system, TRUSCO has developed a system to develop
self-awareness among employees through personnel transfers
across divisions and 360 degree evaluations. We aim to develop
human resources with the ability to solve difficult problems.

*1 Bosses: Included branch office managers, section managers, and distribution center managers *2 Boss Challenge Program employees: Employees registered in the Boss challenge
program designed for those who want to become bosses *3 Members of the Management Conference: Directors, Auditors, Executive Officers, and Division General Managers
Integrated Report 2024

59

Self-Awareness is the Highest Education

We have a responsibility to provide
workplaces where staff members canwork with stability and peace of mind

No matter how much a person has grown, we think that
self-awareness is a required ability. The Company conducts training so that staff proactively thinks about what
they should be and what they should do rather than justfollowing orders. We provide learning opportunities suchas training and correspondence education to create opportunities that lead to self-awareness development.

e-learning

An environment where employees can easily take paid vacations

TRUSCO Stage Trial (stratified training system)Type

MindsetPractical understanding

Optional
Required
Required
Optional
RequiredScope

To encourage employees to take paid vacations, we encourage all employees totake 10 planned vacation days a year. Also, there are many policies establishedthat make it easier to take paid vacations, such as birthday vacations and paidvacations that can be taken in hourly units (Average number of paid vacation
days taken a year: 12.2).

Training for New Staff Distribution Work Briefing Session
Second Year Staff Training
Third Year Staff Training
Skill-up Course
Leader’s Course

TRUSCO Smile Supporters

Manager Challenge Course
Job Training for Newly Appointed Bosses
Boss Management Course
Training for Training Leaders

RequiredOrange Doctor Examination

Optional

Serves as both a childcare center and employee cafeteria
TRUSCO Distance
Learning

Note: We provide opportunities for learning by conducting purpose-specific training and other activities.

Planet Saitama and Planet South Kanto each have a childcare center for working full-time employees and part-time employees with full-time workers thatare permanently assigned there. In addition, the employee cafeteria at Planet
Saitama, where a full-time nutritionist is assigned, offers an original menu that
focuses on the health of employees.

Providing Unique Job Experience Events

Comfortable Workplace Environment Indicators*1

Reasons for the wage difference between male and female staff is that women
have a shorter length of service and a lower average age than men. Anotherfactor is the low percentage of women in management roles. In addition, we
have established various allowances to support heads of households. We also
have our own system for employee benefits, including various allowances, toenhance the privacy of our employees.

In order to give people a better understanding
about our ideas, we provide opportunities for students to have direct conversations with the President, directors, division general managers, andother members of the management team. During
a Round Table Discussion with the President, thePresident answers each and every question that
only he can answer.

We hold these sessions because we believe thatby having parents of students participating in
job hunting activities see our company from theperspective of a senior member of society, they
will be able to understand our company and give
appropriate advice to their son or daughter in job
hunting activities. Held online in 2021 and 2023.
Participation is optional.

Percentage of female
employees
Percentage of female senior
supervisors
Percentage of women in
management roles

Direct talks held with the President are conductedat the Tokyo Head Office and Osaka Head OfficeMore and more parents are participating inthese sessions each year

FY2023
65.3% (employees)

18.1 hours

17.9 hours

98.0% (44 persons)100.0% (46 persons)

917

Males: 42.8%
Females: 97.7%

Males: 55.6%
Females: 85.7%

46.7% (employees)

47.9% (employees)

35.2% (employees)
73.9%(part-time staff)

35.5% (employees)
73.2%(part-time staff)

22.8% (57 persons)

23.7% (58 persons)

7.8% (10 persons)

8.7% (11 persons)*1 The above indicators are for the parent company only.
*2 Including fixed overtime.
*3 The calculation method is as follows.
Number of staff who took childcare leave during the period / Number of staff (or theirspouses) who gave birth during the period

Women’s Proposal Group

Established in 2024

This is a group in which female employees selected through the candidate
system participate in the Management Conference to propose ways for theCompany to improve, positively transform, and grow. A total of eight female
employees from all over Japan participate in the Women’s Proposal Group.

Corporate Data

In addition to the Recruitment Section, employees fromall over the country who work in various departments,
divisions, and sections conduct recruitment activities.
In addition to explanatory meetings and interviews, we
also provide individual follow-up services to relieve theanxiety of students participating in job hunting activities. We are committed to finding the people who will
create the future of our company.

FY2022
65.8% (employees)

The Nakayama visually
impaired welfare foundation

Direct talks with management

Explanatory Meeting for Parents of Students
Participating in Job Hunting Activities

Rate of paid days taken off
Average number of overtime
hours per month*2
Percentage of employees that
returned to work from childcare leave
Number of male employees thathave taken child care leave
Percentage of eligible males/
females that took childcare leave*3
Percentage of female
employees hired

Since around 2006, we have set a goal of increasing the ratio of female staff,
and are promoting recruitment activities and creating workplaces that are easy
to continue working. In addition, we are also working to increase the ratio of
female staff in management positions to 50% of newly appointed managers
by 2026. Our first female division General Manager was appointed in January,
2024. In addition, female employees accounted for 23.5% (up 15.2% year-onyear) of managerial candidates (Boss Challenge Program employees) in 2024.

Corporate
GovernanceTrusco Prospective Candidate
Guidance Team

Integrated Report 2024

· Difference in average years of service
Males: 18.5 years Females: 9.7 years· Average age Males: 43.4 years old Females: 33.2 years old· Difference in number of managers Males: 115 Females: 11· Differences in various allowances
The ratio excluding various allowances is 82.4%

Environmental
Efforts

Childcare workers (From left to right: Keiko Koda, CHERRY BLOSSOM (Planet Saitama employee
Kaori Imai) together with children at Tora Kids
cafeteria)
Isehara (Childcare center at Planet South Kanto) (From left to right: Aki Hoshi, Sayuri Ichikawa)

Providing opportunities to directly see and touch the products we handle

60

Reasons for Gender Wage Gap

Gender Wage Gap and Details on Current Efforts for Closing the Gap

The source of competitiveness for an organization is its“originality”. Because we are one of the last wholesalers in the industry, we have aggressively challenged andachieved things that other companies do not and cannot
do. We will continue to acquire human resources that create new value through original ideas to fuel our corporate
growth.

Explanatory meeting held at a university

Period covered: From January 1, 2023 to December 31, 2023
Only staff who were paid throughout the year (excluding mid-career hires andstaff who retired during the period)
Full-time employees: Excludes executives, contract employees, and employees of overseas
subsidiaries
Wages: Excludes tax-exempt commuting allowance and financial bonds

Human Resources

Human Resource Recruitment

All employees(includes part-time staff)

Digital Service

OptionalThis is a mentor system for staff who have uncertainties and concerns about
their job and private life to consult with a staff member. There are currently 7
senior staff members throughout Japan that provide such support.

Contract staff/Part-time staff

Sales

Scope
Required
Required

Full-time staff(excluding various allowances)
Full-time staff(excluding management)

Male
FemaleMale
FemaleMale
FemaleMale
FemaleMale
FemaleDistribution

Staff Level
Overview
Individuals Who Havee-learning designed for the acquisition of fundamental abilities andReceived an Informal Job Offer knowledge required for working adults before they enter the Company.
New staff acquire the fundamental abilities and knowledge required for workNew staff
ing adults such as business etiquette and knowledge about the company.
2nd Year
Participants specialize in on-the-job training (OJT) to acquire knowledge
through lectures provided by specialized departments.
3rd Year
4th Year
Participants notice changes in society, think about what to do, and take action.
Participants think about what an ideal leader should be like serving as theSupervisors
core of his/her own organization.
Boss Challenge Program employees Participants acquire the viewpoint of a boss.
Newly Appointed Bosses Participants acquire the practical knowledge and mindset of a boss.
All managers
Participants acquire the skills required of a boss.
Participants learn how to get involved in providing training as training
Training leadersleaders for second year employees.
Participants acquire knowledge about TRUCO’s products and the Company itself.
All staffs
If a participant takes the course within the specified period, the Company
will subsidize half of the cost of the distance learning course.

Full-time staff

Number of people Wage ratio
930
73.8%
(+0.6%)
420
930
82.4%
420
816
80.0%
(-0.1%)
412
307
85.3%
847
1,237
53.2%
(+2.0%)
1,267

Products

Self-development

TRUSCO hires all staff members under full-time employment with non
full-time hiring not being allowed in principle so that employees cancontinue to work for many years with peace of mind. We hire bothfull-time childcare workers and nutritionists because we want them totreat children with thought and care for the staff they work with themas members of TRUSCO and to prepare delicious food.

Gender wage ratio (ratio of women’s wages tomen’s wages)

Management
PolicyFlexible Work Environment

Value Creation

Human Resource Development

Women’s Proposal Group members
Back row (left to right): Kyoko Yoshimi (Section Manager), Shiori Matsuda (Deputy Section
Manager), Masako Kawaguchi (Supervisor), Hiromi Nakakubo (Supervisor)
Front row (left to right): Yoko Nakanishi (Section Manager), Manami Murakami (Section
Manager), Nozomi Fukuhara (Section Manager), and Satomi Ogata (Acting Senior Supervisor)

Integrated Report 2024

61

What you are doing is important, but when you are doing it is even more importantWork

but by our concern for our employees. By respecting theopinions of our employees and supporting their work styles
through various approaches, we improve their motivation
to work which leads to the growth of the company.

Childcare Leave ProgramChildcare(up to three years of leave is allowed)

Sapporo Branch staff Shoko Takimoto

Planet Saitama staff Kosei Kanazawa

Half-day full-time employee system Childcare
Started in 2001 (Program participants: 129)
This system allows staff to reduce their work timeby up to a maximum of three hours per day for reasons of child raising up until their child finishes sixth
grade (although staff are legally entitled to reduce
their work time by up to 2 hours a day until a childreaches three years of age, this program allows staff
to reduce their working hours further). Employees
can also use this system when they are pregnant,taking care of a family member, or injured/sick.

Happy Sunday Policy Work
Started in 2002 (Program participants: 13)

This is a system that allows employees who havebeen transferred not accompanied by family to delay
coming to work on Mondays so that they can spend
time with their families at dinner on Sundays when
they return home on weekends.

Planet Saitama Deputy Distribution Center Manager Tomoko Kojima

Shintaro Hashiguchi, Chief of both the Distribution Platform
Development Office and P Aichi Preparation Office, and family

Lovebird Transfer Policy Work

Transfer Request Policy Work( (previous three years) )My Home Concierge
Other(housing consultation service)
Started in 2016  (Number of times the program was utilized: 4)
Two first-class licensed architects, who are employees of the company, have set up a desk where employees consult about any problems they may haveregarding housing.

This policy allows a staff to continue to work by accompanying a spouse when transferred to the areaof that transfer regardless of whether their spouse is
a company staff or not.

This program allows staffs to request a transfer toa desired place of business due to life events suchas marriage or taking care of a sick family member.

Property Section Supervisors Chisato Okamoto
and Ryosuke Takeuchi

Return-to-Work Program Childcare
for Staffs on Childcare Leave
Established in 2019

We provide $66 per month allowance for each childto staffs who have children under ten years old.
TRUSCO started payments even to staffs who are on
leave to raise children in 2014.

This program is for the re-employment of staff who
had to resign to raise a child, take care of a sickfamily member, undergo infertility treatments, or toaccompany their spouse goes to due to a work appointment in a region where TRUSCO is not locatedwithin ten years of their resignation.

Integrated Report 2024

Started in 2020 (Number of times the program was utilized: 29)

Started in 2020 (Number of times the program was utilized: 88)

This system allows employees to adjust their start orfinish time in exchange for up to one additional hourof rest time (or less than one hour) for very importantreasons, such as visiting government offices, making hospital visits, etc.

This is a system that allows employees to go homeearly even during scheduled working hours in order
to instill in them the awareness and habit of finishingwork early. Under the system, employees can leave
up to 30 minutes earlier once a week.

Osaka NB Product Section Supervisor Kaori Arase

Tokyo PB Product Section staff Yuri Tanabe

Tokyo PB Product Section Supervisor Ayako Sato

ProgramStarted in

Overview

Birthday Off Time System Leave

1996

In order to promote the use of paid vacations, we encourage employees to take annual paid vacations on theirbirthdays (or one month before or after) as “birthday off time.” (Program participants: 114)

Maternity Bonus Program Childcare

2005This program pays a bonus for special leave for childbirth (14 weeks) during the bonus calculation period.

2021

This program allows employees to take a leave of absence for up to one year only for specific fertility treatments so thatthey can focus on fertility treatment and reduce their physical and mental burden. The Company pays the full amountof social insurance premiums during their leave of absence. (Program participants: 2)

2021

If a request is made due to infertility treatment, the employee will not be transferred to a different reason for a
maximum of one year, and if the employee changes to an area course, the employee will be exempted from therequirement for evaluation when returning to his/her original course. (Program participants: 1)

Infertility Treatment Leave ProgramChildcare

Right to Remain in Same Area for
Work/Exception for Course Changes
Work

Planet Tohoku staff Michiko Suzuki

Childcare

Corporate Data

In the past, this program allowed employees to accumulate up to 60 days of unused paid vacation
time within the time limit in case of illness or toprovide nursing care, requiring a long leave of absence. The following revisions were made in 2022.
･No limit on the number of days of paid leave thatcan be accumulated (previous limit was eliminated)･Accumulated days of paid leave can be used
for more reasons than previously allowed(also for studies, volunteering, etc.)･At the time of retirement, the company will
pay employees for any unused days

62

Go Home Early System Leave rogram participants: 37( PRe-employed(cumulative): 4 )Started in 2007

Tokyo NB Product Section staff Genta Tsujio
and family

Additional Off Time System Leave

Welcome Back Policy Leave

Started in 2007 Revised in 2022

Since there is no limit on the number of days of paid leave that canbe accumulated, employees will not have to worry about not having
enough days available during unexpected circumstances

Tosu Branch Acting Senior Supervisor Masahiro
Miyahara

Tokyo NB Product Section staff Ayaka Kita and Internet
Sales Tokyo Branch staff Toshiki Shintani (married couple)

Started in 2014 

Main Vacation Bank Program Revisions

TRUSCO Orange Book.com Section Supervisor
Kumi Fujiwara

The Nakayama visually
impaired welfare foundation

Child Support Allowance Childcare

Started in 2019 (Number of times the program was utilized: 150)

This program allows employees to work in a different
department on their days off and earn income on theside. Since the program focuses on work that any
employee can do, it is a great way for them to gain
new insights.

Corporate
GovernanceThis program allows employees that finished theirchildcare leave to choose the number of working
days, working hours, office work, or work from home
until the child is three years old so that they canreturn to work with peace of mind.

Vacation Bank Program Leave

2. started in 2020

Environmental
Efforts

Started in 2005 Tokyo NB Product Section staff Nanaho Saruwatariand husband

1. started in 2017

1. Open: Employees can utilize this program at any time
when it becomes difficult to come to the office due torelocation or integration of offices, transfer of a spouse,injury, illness, taking care of a family member, etc.
2. Discretionary: With the permission of the head of theoffice, employees can telecommute up to twice a week.

participants: 67( Program(previous three years) )Started in 2005  Program participants: 18

Overseas Sales Section staff Wakana Fukushima
and Keisuke Kudo

In-company Sidework ProgramWork(Hybrid Work Program)

Work from home system Work

Human Resources

Started in 2003

Trusco Nakayama does not pay severance as a lumpsum upon retirement, but as an annual payment
known as a “financial bond,” a performance-based
payment to reward annual contributions.

Planet Tokai senior part-time staff Shinobu Takegawa

Note: Numbers denote program participants andtimes programs were utilized in 2023.

Digital Service

Financial Bond Program(annual payment for severance) Other

Started in 2016 (Program participants: 84)

This program provides the money necessary for
new employees to prepare for a smooth transition
into the workforce. TRUSCO provides this entrance
allowance to new employees about one month before the date of entering the company ($1,333 forpersons who live alone and $666 to persons who
still live at home after joining the company)

Sales

Recruitment Section Manager Rina Komatsubara with her children

Started in 2015

One tablet terminal is lent to each employee for
information sharing, and information can be exchanged on Tramama Port, a space on the company intranet dedicated to employees on maternity or
childcare leave. We also provide support to make iteasier for employees to return to work, such as bysetting up Office Visit Days every four months.

Distribution

Started in 1992 (Program participants: 64)

TRUSCO employees can take childcare leave until
the end of the month during which the childbecomes
three years old, if desired (Japanese law allows employees of any company to take childcare leave until
the day before the child becomes one year old).

Started in 2015 (Program participants: 15)

This system allows employees who have reached
the age of 70 to continue employment at the company as part-time workers until the age of 75 if theywish to do so and meet certain criteria.
(Designation: Senior)

Products

Work style support (some programs have been omitted) Leave Vacation/Holiday support
Childcare/childcare leave support Other OtherChildcare

Trusco New Social
Work Grant System OtherManagement
PolicyThe time when the policies of a company begin is important and the “will” varies according to when a policy is put
in place. We have a number of unique human resource
programs that were inspired not by the trends of the world

Return-to-Work Support for Staffs Childcare
on Maternity or Childcare Leave

Value Creation

Main programs for employees to work for many years with peace of mind

TRUSCO Part-time System
Work
for Retirement-aged Employees

Note: In addition to the programs listed above, we offer the Asunaro subsidy system, staggered workday system, free biz system, and a non-necktie system (asystem that allows employees not to wear neckties even outside the cool biz period).
Integrated Report 2024

63

Promoting Our Own Health Management

Programs that enable employees to continue
working with peace of mind for many years

TRUSCO NAKAYAMA Corporation

Health Declaration

Health Management Initiative Indicators
Initiative Indicators

We have established a long-term service award system based on the number ofyears of service to express our gratitude and expectations for the future.
In addition, we have established various systems according to life stage in order
to allow employees to continue to work with peace of mind for many years.
Years of service

100.0%*2

100.0%*3

20

Regular health checkup secondary checkup rate

87.9%*2

84.4%*330

Stress check rate

100.0%

100.0%

Smoking rate (all employees)

13.7%*2

14.5%*3

71

172

Number of sleep apnea syndrome (SAS)screening test subjects

10

Health Care Section (Tokyo Head Office)
Masako Tekawa, public health nurse

Health Care Section (Osaka Head Office)Kiyomi Yamada, public health nurse (supervisor)$200

The Health Management Strategy Map clarifies the issues that
we want to solve through health management and provides
the process that leads to solutions
in a visual format. We will effectively
implement the PDCA cycle by understanding indicators over time
HealthHealthManagement
and realizing initiatives.
Management

In celebration of a 60th birthday for officers andstaff, the company invites those employees andone member of their family to either Baycourt
Club, a membership resort with locations inTokyo, Kanagawa, Aichi, and Hyogo), or one of
our company-owned recreation facilities (Kyoto
Kaguraoka Rengetsuso, TRUSCO Resort and Spa
Karuizawa, or TRUSCO Resort and Spa Hakone).
We also arrange and cover travel to and from thelocation (Green Car tickets will be provided whentraveling by Shinkansen and business class tickets will be provided when traveling by air) andalso provide a monetary gift.

We hold a wine seminar, a party designed exclusively for singles, once every twomonths at two locations, the Tokyo Head Office and the Osaka Head Office, togive single employees an opportunity to meet other singles.

Strategy Map

Established in 2019

Congratulatory/Condolence Programs
TRUSCO has put in place five congratulatory and condolence programs for executive officers, staffs and part-time staffs.
Tokyo Baycourt Club Hoteland Resort(Koto-ku, Tokyo)

Employment Extension System
Under this system, employees who have reached the retirement age of 65 willcontinue to be employed until the age of 70.

Original insurance card(sample)Monetary gift when employment extension ends whenemployee reaches the age of 70

4. Injury or Sickness
Compensation

Employees who have reached the end of their employment extension at the age of 70 are
presented with $6,666 as a monetary gift. Even if an employee under this system retires
before that point, we offer a monetary gift that varies with the employee’s age.

5. Disaster
Compensation

TRUSCO’S

VOICE

Why I was able to make it through challenging times andcontinue to work for a long time with peace of mind

“Pep Up” personal
health management app
In 2023, TRUSCO introduced “Pep Up,” a personal healthmanagement app that provides health status information tousers. The aim is to raise the health awareness of each employee by utilizing a point-earning system. Dependent spouses over 40 years old or older can also use the app.

3. Condolatory/
condolence gift

The company presents $200 as congratulatory money
when a staff gets married.
The company presents a catalog gift worth about $66 foreach child when a staff or their spouse gives birth.
The company presents $333 condolatory gift when a staff
member passes away (up to $66,666 depending on how
long the employee worked for the company). In addition,
the company presents up to $200 as a condolatory gift
when a member of a staff’s passes away.
The company presents $66 to a staff who has to takeleave due to injury or sickness.
The company presents up to $666 based on the degree
the house and belonging of an employee is damaged due
to a disaster such as a fire or earthquake.

Michiharu Tsutsumi
HC Kyushu Distribution Center
Supervisor

Since joining the Company in April 1991, I have beenable to make it to the 10, 20, and 30 year points, andlast year was able to celebrate my 33rd year of service.
When I was young, I was in charge of sales in the Home
Center Department. However, I remember having a hardtime since business customs at that time had not yet
been established. In spite of that, I have very fond memories of the introduction of a product that I proposed, its
appearance in a flyer, and the rush of repeat orders for

Corporate Data

TRUSCO NAKAYAMA
Health Insurance
Association Website

Members of the Trusco Nakayama Health
Insurance Association office(From left to right: Ryoko Nakamura(Supervisor), Akiko Tani (Manager))

1. Congratulatory gift
for marriage
2. Congratulatory giftfor childbirth

The Nakayama visually
impaired welfare foundation

Integrated Report 2024

50

This program allows staff to deduct money from their salary and bonuses to an
accumulated savings in which the company will contribute twice each year tothe staff.

Corporate
Governance

We offer seminars on women’s health, including Menstrual Diseases andMenopause and What Managers Should Know about Women’s Health.

$333

Environmental
Efforts

Online health seminars for women and specifichealth guidance for all age groups

40

Accumulation Savings

Wine Seminar

The desire to establishment a single companybased health insurance association· Subsidies for specific types of infertility treatment (maximum of $333, up
to 6 times per child)· Subsidy for outpatient smoking cessation treatment (up to $133)· Subsidy for HPV testing (available once every 5 years, no payment required)· Basic dental check (limited to 100 people)$1,00060th Birthday Gift to Staffs

Trusco Nakayama Health Insurance Association

Various subsidies$666
Anniversary photo frame

Health Management Strategy Map

initiatives pageAs a company that looks after the lives of our employees, we want totake responsibility for the health of our employees and their families.
Based on that desire, in April 2019, we established the Trusco Nakayama Health Insurance Association, our sole health insurance association, at the Tokyo Head Office. Its establishment allows us to further
enhance our own health services. The establishment of the Trusco
Nakayama Health Insurance Association has made it possible for us
to further enhance our own health care services. We are currently promoting initiatives that are suitable for our Company so that employees
can continue working with peace of mind for many years.

$333

Staffs can purchase company shares by deducting it from their salary eachmonth to receive a 10% bonus to the value of the contribution. It is recommended that employees withdraw shares once they become unit shares andown shares in their own name.

Human Resources*1. We conducted full and mini health check-ups during the exam period (April to the end of
September). We have maintained a 100% checkup rate.
Full checkup: For employees over 35 years old and dependent spouses over 35 years old
Mini checkup: For employees under the age of 35, dependent spouses under the age of35, and part-time employees (part-time employees with Company healthinsurance)*2. Secondary checkup rate for March 2021 to March 2022
*3. Secondary checkup rate for March 2022 to March 2023

Supplementary award

Employee Stock Ownership Association (10% Subsidy)

Digital Service

Regular health checkup rate

Main award

This contribution-type corporate pension plan provides 10% financial assistance to a reserve fund to pay out to staffs as a 10-year fixed pension fromthe age of 65.

Sales

2023

FY

Nakayama Pension (10% Subsidy)

Long-Term Service Award

2022

*1

64

Programs

Back row from left to right: Yasuhiro Kawamata (Acting Senior Supervisor), branch manager
representatives, Haruka Kakazu, Daichi Kano and Yusuke Chiba
Front row from left to right: Roman Kubo, Nodoka Kurokawa, Kakeru Aogaki

Distribution“As a company that supports manufacturing in Japan,
Trusco Nakayama Corporation aims to be of service topeople and society. Through our business activities, wewill continue to help reduce the environmental impact
caused by manufacturing sites, workplaces, and suppliers as well as promote the health of our employees sothat they can continue to work with peace of mind formany years to come.”

To ensure that employees can continue working withpeace of mind for many years, we have established various benefit and welfare programs, such as an employment
extension system and a long-term service award.

Products

Employee health management is essential for the continuous growthof a company. Health care sections have been established at the Tokyo
Head Office and Osaka Head Office to promote health management incooperation with Trusco Nakayama Health Insurance Association, oursole health insurance association, which was established in 2019. Regular health check ups (full and mini healthcheck ups) are available not only for employees but also for their dependent spouses withcost subsidies provided. We will continue topromote the health of our employees and link
their health with our corporate growth.

Management
PolicyBenefits and Welfare

Value Creation

Health Management

it. It was my “dark period” at TRUSCO (laughs). However, somehow I was able to continue working for many
years while pushing forward, making mistakes, struggling, and enjoying myself. I definitely feel that is was
the allure of TRUSCO’s growth and customer trust (andmy wife’s energy) that has kept me going. Although I am
at an age where I am still concerned about my pension,job, health, etc., I think that TRUSCO is the best place
to work.

Integrated Report 2024

65

Facilities
Recreational/Training Facilities(3 locations)

Details canbe found by
We have three recreational and training facilities inscanning the QR
Kyoto, Karuizawa, and Hakone. We use these facilicode above.
ties for a wide range of applications such as staff trips,
and staff training. The chefs are also full-time employees as we want
to be in the hands of people who want us to eat delicious food.

Kyoto Kaguraoka Rengetsuso

TRUSCO Resort and Spa Karuizawa

TRUSCO Resort and Spa Hakone

Kyoto Kaguraoka Rengetsuso is locatedin Yoshidakaguraokacho, a neighborhoodof Kyoto, Japan’s ancient capital. You
can experience high-quality materials, art
works, and top-notch hospitality, and feelthe spirit of learning from the craftsmanship and the thoughts of craftsmen.

TRUSCO Resort and Spa Karuizawa is aforest resort where history and the forest coexist in harmony. It was built on the formersite of a Western-style villa where Nitobe Inazo, who is also known for his portrait on the
5,000 yen note, spent. Employees can enjoy
Karuizawa surrounded by rich nature.

TRUSCO Resort and Spa Hakone is nestled in Hakone’s rich natural environment.
Guests can spend a fulfilling time while
being surrounded by beautiful nature andenjoying the delicious dishes provided byour chef.

Sustainability

Guests can see the Kyoto Gozan Okuribi bonfire on
Mt. Daimonji

TRUSCO Resort and Spa Karuizawa is conveniently
located within walking distance of JR Karuizawa Station

Guests can enjoy the beautiful nature and hot
springs that Hakone has to offer

Left to right: Yusaku Karatsu (Head Chef), Mayumi
Ozeki (Assistant Manager), Kenichi Hidaka (Manager)

Left to right: Mitsuru Iizuka (Sous-chef), Chiharu Kitagawa (Assistant Manager), Masatoshi
Kawashima (Manager), Aoi Iki (Assistant Manager)

Left to right: Ryo Ishiguro (Manager), Toshiro Sato
(Sous-chef), Emiko Kinoshita, Taro Kinoshita(Head Chef)

Resort Condominiums (19 locations)Two Company Owned Yachts

We have 19 resort condominiums that our
officers, staff, and part-time staffs can use
freely.

TRUSCO owns two yachts, one in Yokohama (Kanagawa) and Ashiya (Hyogo). These yachts are made available as a chance to enjoy
a bit of cruising. In addition, the company will subsidize half the costof acquiring a license for a small vessel boating license (103 license
holders in the company). (as ofDecember 31, 2023)
In addition, cruising events areheld on a regular basis, which
is used as opportunities for
employees and their families tointeract with other employees
and their families.
A scene from a cruising event· Chuo-ku, Sapporo City
· Aoba-ku, Sendai City
· Kusatsu, Agatsuma
District, Gunma· Minato-ku, Tokyo· Chuo-ku, Kobe City
etc.

THE SENDAI TOWER
Ichibancho Residence(Aoba-ku, Sendai City, Miyagi)

Singles’ Dormitories (4 locations)
We own four company dormitories (three in Tokyo and one in
Osaka) for single staff and staff transferred to a position awayfrom their family. TRUSCO also provides dormitories.

TRUSCO’S Shinbashi(Minato-ku, Tokyo)
66

Kyoto Kaguraoka Rengetsuso Lounge Higashiyama

TRUSCO’S Osaka(Higashi-Osaka City, Osaka)

Integrated Report 2024

TRUSCO’S Ayase(Adachi-ku, Tokyo)

We have been carrying out environmental activities underthe environmental philosophy of “Sustainability” for morethan 25 years since before the term sustainability became
widespread. At present, we are engaged in a variety of
initiatives as TRUSCO “Sustainability” projects designed
to create a better future, including social activities andgovernance.

Environmental Efforts

68

Corporate Governance70

The Nakayama visually impaired welfare
foundation

72

Corporate Data

74

(Participating members from the Tokyo Head
Office and Matsudo Branch)

TRUSCO’S I (Yokohama)
Length: Approx. 41.00 ft. (12.50 m)
Weight: Approx. 18 tons, Capacity: 12 persons
Horsepower: 370 (5,460 cc) x two engines

TRUSCO’S II (Ashiya)
Length: Approx. 36.00 ft. (10.98 m)
Weight: Approx. 12 tons, Capacity: 12 persons
Horsepower: 285 (3,600 cc) x two engines
Integrated Report 2024

67

Actions to reduce the environmental burden through business activities

31(3,509)Created through Our Business Activities

1,534 t reduction

We are actively introducing environmental equipment to
reduce the environmental burden generated by our own
business activities.
** The amount of contribution to CO2 emissions reduction in one year in 2023 calculated fromthe results of each measure68

Integrated Report 2024

The lighting in the warehouse is equippedwith a motion sensors. The lights automatically turn on when there is a person present,
reducing unnecessary power consumption.
The LED lights at Planet Saitama are equippedwith motion sensors. Since 2017, motion
sensor have been installed in each lighting
unit, significantly reducing power consumption
compared to conventional area lighting.

Introduction of Environmentally Friendly Vehicles

Monochrome packaging

Hybrid truck (HINO DUTRO)Electric vehicle (Porsche Taycan)

MRO Stocker is like “Okigusuri,” abusiness model that has been aroundfor many years in Japan, but for tools

4,816 t reduction

MRO Stocker is like “Okigusuri,” a system of “Use First, Pay Later”
that has been around for many years in Japan for medicine, but fortools. Always having PRO TOOL in stock eliminates management
costs, delivery time, and wasteful purchases.
Delivery costs are also reduced, which helps toreduce the environmental burden. (see p.51)

Fixed-Cost BasedDistribution
MRO Stocker
WebsiteSince TRUSCO uses foldable containers
and return cushions for delivery tocustomers, no packaging materials areused to achieve “waste-free distribution.”

Reducing the environmental burden
through our Direct Delivery Service

We borrow a space at the user's locationand install MRO Stocker that provides
just the right PRO TOOL for that user.
This makes it a highly productive,
environmentally-friendly service.

2,549 t reduction

TRUSCO’s Direct Delivery Service realized through our abundantinventory and digital transformation (DX) of our distribution
system makes it possible to make direct deliveries to users (4.86
million packages a year) instead of two-stepdeliveries that involve customers. Not only does
this shorten delivery times but also helps reduce
the amount of packaging materials used and CO2
emissions. (see p.47)

Naojiro Repair Workshops

2,469 t reduction

Naojiro Repair Workshops offer eight services, including
repair and resharpening. This service allows for thehassle-free repair, reuse, and maintenance of PRO TOOL,
making manufacturing sites that use the service moreenvironmentally-friendly. (see p.52)

Corporate Data

To improve packaging, we areprogressively switching toenvironmentally-friendly
packaging, such as using lessplastic as much as possible andusing monochrome printing to
reduce the amount of ink used.

LED rack lighting controlled by sensors on each unit

4,461 t reduction

We deliver our products to retailers via fixed routes from distribution centers located near our customers (28 locations throughout
Japan), which reduces packaging materials andCO2 emissions associated with delivery compared
to shipping by courier service.

750 kW solar power panels located on
the roof of Planet Saitama. 1,867 kW
solar panels will be installed on therooftop of Planet Aichi, which isscheduled to start operations in 2026.

We are actively introducing hybrid vehicles as company-owned
trucks and plan to introduce 36 hybrid vehicles (about 25% of ourdelivery trucks) by 2025. We will also gradually switch our sales
vehicles to environmentally friendly vehicles, starting with thosethat need to be replaced without doing so unnecessarily.

Monochrome packaging
materials

Reducing the environmental burden
through fixed-cost based distribution

The Nakayama visually
impaired welfare foundation

GNT5050E*3R: Reduce, Reuse, and Recycle

Corporate
GovernanceThis is a 50 m roll of packaging
tape with a smaller core. This
allows for twice the amount oftape to be used while also
cutting tape roll storage space
to half. Since twice as muchtape can be used, replacements
and waste are cut by half. This
tape is also eco-friendly.

16.7%

MRO Stocker reduces the environmental burden by providing a
one-stop service for users to purchase products. TRUSCO also
provides services that support the 3R* of PRO TOOL.

Environmental
Efforts

Small Core Tape Roll(equivalent to the power usedby approx. 620 households)

Power Selfsufficiency Rate

We have installed solar panels to the maximum extent possible
when distribution centers and new company buildings wereconstructed, aiming to increase our own power generation
capacity of renewable electricity to 3,500 kW by 2025.

Efforts to make TRUSCO products
environmentally-friendly
In the planning and development of our own TRUSCO brandproducts, we have set environmental standards for resource
conservation, waste reduction, long-lasting use, etc., and arepromoting environmentally friendly product development fromevery aspect, from product design to product use and disposal.

2,793 kW

Our goal is to achieve environmentally-friendly distributionof PRO TOOL by delivering products in the most efficientand least environmentally burdensome manner.

Human Resources

By holding a wide range of inventories, we reduce the number of
shipments of products from suppliers to us, leading to a reduction in CO2emissions associated with purchasing and transporting products.

Trusco Power Generation
Installations (19 locations)Power Generation Capacity

4 Use of Our Products

Digital Service

From the product procurement and development stage,
we are committed to handling environmentally-friendly
products and procuring products that use less energy.

3 Delivering Products to Our Customers

Sales

2 Reducing the Environmental Burden

Users(Unlimited ∞ )3

1 Procurement and Development

Reducing environmental impact
by holding inventory

4

Customers (5,632)

Distribution

Suppliers

2

Based on the idea that “we aim to be an Earth-friendly company sothat our small, tiny efforts will lead to great caring in the future,” wehave been implementing various environmental initiatives since 1998,
when we adopted the environmental philosophy of “Sustainability,”and have been involved in various initiatives over the years since thedays when profit took precedence over the environment.

Products

Actions to reduce the environmental
burden throughout the supply chain

environmentally friendly PB Products, and proactively
recycling, reusing, and returning products to their originalstate. We are working to reduce the environmental impact
of not only our own products but also those of our users
throughout the entire supply chain.

・Reduction of overtime by maintaining proper inventory levels
・Turning off air conditioning systems 30 minutes before
leaving the office (1998)
・Non-Gas Spray (2002)
・Winter clothing worn in the company (fleeces and jumpers)(2003)・Air well voids (2005)
・Efforts to eliminate packaging Private Brand Products by thedozen (2013)
・Ceiling fans (2017)Management
PolicyWe have been aiming for energy-saving design of theentire business model, such as unifying procurement
through abundant inventory and fixed-cost logistics.
TRUSCO is committed to reducing the environmental
burden of our business activities, planning and developing

In regard to environmental measures,
what you are doing is important, but when
you are doing it is even more important

Value Creation

E

Environmental Efforts

Direct Delivery
Service“NIAWASE + U-choku” is a service
where TRUSCO places products thata customer has ordered in one box“NIAWASE” (Order Consolidation)and delivers them directly to theuser’s manufacturing site “U-choku”(Direct Delivery Service). Transportdistances and packaging materials
are reduced by half, leading to a
reduction in environmental impact.

Naojiro Repair
Workshops Website
By using familiar tools and equipment for a longer
period of time, we not only reduce environmental
impact, but also reduce the environmental impactof transportation and packaging of repaired
products by collecting repaired products via ourdelivery service. (Naojiro poster distributed tocustomers)

Integrated Report 2024

69

Corporate GovernanceFor the Embodiment of “TRUST COMPANY”

Company Earning Your Trust

1
4
1

President
Executive Director
Full-time Auditor

Composition held once a month

6 employees in total

1
3

Board of Directors Meeting (Management Conference) held once a monthManagement Conference

Composition

Composition
Members of the Board of
Directors Meeting
Executive Officer
Division General Manager

Coordination

The Sustainability Committee, which is chaired by the person who holds
the position of Director & General Manager of the Business Management
Department, normally meets twice a year. The committee formulates
activity policies, promotes and supervises activities, and reports regularly
to the Board of Directors with the aim of solving social issues andcontributing to sustainable local communities by creating both social andcorporate value through our business activities.

Accounting Auditor

Reporting

Deloitte Touche Tohmatsu LLC

12
5
15

Legal Hotline

Direct contact from
employees (includes
employees fromoverseas subsidiaries)

Legal Advisors

12 employees in total

Execution of Duties

Sustainability
Promotion Section

President
Reporting

Reporting

Tetsuya Nakayama

Internal Auditing Office
Audits conducted through the“Fire Lookout Tower” electronic
auditing system

Safety Committee
Health Committee

Compliance
Officer

In-house Hotline

Audits/guidanceDirect contact from employees(includes employees fromoverseas subsidiaries)

Digital Service
Strategy Department

Orange Book
Department

Product
Department

Sales Department

Distribution
Department

Director
General Manger of the Business
Management Department

Director
General Manager of the Digital
Service Strategy Department

Director
General Manager of theOrange Book Department

Director
General Manager of the
Product Division

Director
General Manager of
the Sales Department

Director
General Manager of theDistribution Department

Note: Part-time auditors are outside corporate auditors.

70

Integrated Report 2024

Atsushi Kazumi*For all staff and part-time employees, excluding officers.

Evaluation System Method(1) Personal information on voters is completely undisclosed.
(2) Each of 3 evaluation items is rated on a 5-point scale.
(3) Voting results are reflected in personnel evaluations,promotions, etc.

“Fire Lookout Tower” electronic auditing system
This is the industry's first electronic auditing system, which waslaunched in June 2001. The system is operated for the purpose of
immediately detecting abnormal events using electronic data ofinternal transactions and taking measures to prevent recurrence.

Shushazentaku compliance training
To ensure that each and every employee hasa high sense of ethics, we have adopted theconcept of Shushazentaku as a complianceguideline and instilled our corporate stanceof making a decision based on what is rightrather than focusing on whether it isprofitable. We distribute the Trusco Zentaku
Book, our compliance manual, to all employees, including part-time workers, to ensurethat they are fully aware of the importance ofmaking good choices.

Compliance Guide“Trusco Zentaku Book”

Tatsuya Nakayama

Kazuo Nakai

Hideki Naoyoshi

Since 2024, TRUSCO has been disclosing our history of National Tax audits and the amounts of additional tax collected as an important indicatorof governance, believing that additional tax collections amounts serve as a

Periods under audit
Periods under audit
Total amount of tax payable(Corporate Tax, Consumption Tax, etc.)
Amount of additional tax collected

Corporate Data

Business
Management Dept.

Atsushi Kazumi

All employees who know the employee will
evaluate the employee and the results will
be reflected in promotions, etc.

History of National Tax audits and amounts of additional tax collected

Cross-departmental personnel transfers(1) Transfer of personnel, including manager positions, generally every 5 years on average (2) Fostering multifaceted employee
development and creating a corporate culture free of factions (3) Preventing fraud through new surveillance

Atsushi Kazumi

Once
a year

The Nakayama visually
impaired welfare foundation

Coordination

We conduct decision-making at Board of Directors Meetings, generally
held 1 time per month. Board of Directors meetings are conducted inorder to seek a wide range of opinions from participants that include
Executive Officers and Division General Managers to ensure a broad
perspective and transparency.
Features of the Conference(1) Round-table layout allowing face-to-face communication(2) Changes are made to seating every time with no priority given to
facilitate participation from a fresh perspective(3) Minutes of the Management Conference, containing not only resolution items but also the comments of every individual, are released toall employees within one week

Promotion
OJS

Corporate
Governance

Sustainability
Committee

Central Health and
Safety Committee

Board of Directors Meetings (Management Conferences)

Conducts mutual OJS assessments of
employees working in the same workplace(superiors, colleagues, and subordinates) withresults reflected in personnel evaluations.

Environmental
Efforts

32 employees in total

Sustainability Committee

Twicea yearHuman Resources

Direct contactfrom suppliers

Board of Directors Meeting

AuditsReporting

Personnel
evaluationOJS systemstartedDigital Service

Full-time Auditor
Part-time Auditor (Note)

Description

Sales

Board of Auditors Meeting

Numberof Times

Distribution

HotlineIn-house Hotline: An internal hotline for employees has been establishedin the Sustainability Promotion Section
Legal Hotline: An external hotline for employees has been establishedwhich is managed by an outside party
Business Partner Hotline: A hotline for our suppliers has been establishedin the Sustainability Promotion Section

Composition held once a month

1
4
3
1
3

Interview video

Type

Products

Top-Level Parties Conference (Board Meeting)

ReportingPresident
Executive Director
Outside Directors
Full-time Auditor
Part-time Auditor (Note)

TRUSCO selects Outside Directors not only for the prevention of
improprieties, but for their broad knowledge and abundant experience
concerning company management and for their ability to make contributions to sustainable growth and the improvement of company value.
Interview with Outside Directors

TRUSCO has established a hotline for reporting from both inside andoutside of the company to quickly discover, handle and prevent
recurrence of compliance-related issues.

Coordination

Business
Partner
HotlineObjectives(1) Enhance the objectivity of the evaluation based on the fact thatvarious evaluations are conducted not only by supervisors but
also by colleagues and subordinates with whom the employees
work on a daily basis.
(2) Evaluation comments are fed back to the participants to help
them reaffirm their “strengths,” “weaknesses,” and “what is
expected of them,” leading to behavioral reforms.
(3) To create a good sense of tension in the workplace since it is asystem in which co-workers mutually evaluate each other.
Knowing that they are being monitored will encourage all
employees to work harder and improve their abilities.

HotlineGeneral Meeting of Shareholders(1) President OJS is conducted(2) Held early in the period, avoiding days on which general
meetings are concentrated(3) The meeting is held in person at a venue as well as
streamed online.
(4) In addition to the audio present, subtitles are projected
onto a screen in real time.
(5) Results of resolutions at the meetings, a portion of Q&A
items, and the results of questionnaires are released on
the website within three days

Consisting of only executives (excluding outside directors and outside
corporate auditors), the Board of Directors comes together in meetings(Management Conferences) to discuss what direction the Company isheaded and share this information.

Establishment of Outside Directors (Board Brain)

Governance Structure (as of April 1, 2024)
Features of the General Meeting of
Shareholders

Open Judging System (OJS, 360 degree evaluation)

Management
PolicyThe company name and corporate logo
are a direct
expression of “TRUST COMPANY”, a company that is trusted by
all stakeholders. We will fulfill our social mission by embodying
this concept
as the starting point of our daily corporate activities.

Top-Level Parties Conference (Board Meeting)

Value CreationG

measure of a company's sincerity.
Since the 54th period (2016), there have been no National Tax audits oradditional tax collected.

44th period (2007)
43rd–44th periods (two years)

47th period (2010)
43rd–47th periods (five years)

54th period (2016)
53rd period (one year)$56 million$126 million$43 million$62,466$131,200$5,200Integrated Report 2024

71

S

The Nakayama visually impaired welfare foundation“Giving Back to Society” through the Nakayama
visually impaired welfare foundation

Nakayama Memorial Hall facilities leasing business
At Nakayama Memorial Hall, 13 non-profit organizations cooperate with eachother to provide total support to a large number of visually impaired persons.

Utility project 2

Guide dog
“Ekubo” (2022)

Guide dog
“Enishi” (2023)

Utility project 3

New Nakayama Memorial Hall (completed on September
15, 2021)

Support activities for social participation activities for visually impaired people
People with disabilities spend every day like people without disabilities, and the foundation supports the participation of visually impaired people insociety.
1 Hyogo Prefecture Visually Impaired■

Attorney at Nomura & Partners
Certified Public Accountant and Tax Accountant at
Murai Certified Public Accountant OfficeIntegrated Report 2024

Motonobu Nishimura
Yuki Noumura
Junji Hada
Naotaro Hikida
Kunio Yamada
Yoshiaki Yamamoto
Teiji Wakita

Senichi Hoshino (former Nippon Professional Baseball manager), who passed
away on January 4, 2018, served as director from June 2017 to January
2018, and contributed to the development of the foundation.

We commission the training of two guide
dogs per year and lend them to the visually
impaired as “Nakayama Go” guide dogs. Asof 2023, we have loaned 46 dogs.

Past performers (honorifics omitted)#16 2013 Mariko Takahashi#17 2014 Sayuri Ishikawa#18 2015 Yoshimi Tendo#19 2016 Masahiko Takeuchi andKaientai#20 2017 Masashi Sada

#21 2018 Aki Yashiro#22 2019 Tomomi Nishimoto & IlluminArt
Philharmonic Orchestra
Narration: Yoshiko Sakuma#23 2023 Iruka and Hiromi Ota

Nakayama Wonderful Festa #23(Iruka and Hiromi Ota)

Prospective TRUSCO employees
also participated in the event

Guide dog lending ceremony
held during the 23rd
Nakayama Wonderful Festa

Note: Concerts were not held from 2020 to2022 due to the Covid-19 pandemic.

3 Personal computer course project■

Courses are divided into beginner, Internet,
Microsoft Office, iPad experience, and voice
PC experience courses to teach basic
computer usage and Internet operation.

Corporate Data

72

President of AS ONE Corporation
President of Zojirushi Corporation(scheduled to become a Director of thefoundation in June 2024)
President & Chief Executive Officer of Earth
Corporation
Chairman of SANKO Co., Ltd.
President of TSURUMI MANUFACTURING CO., LTD.
Chairman of Nippon Lighthouse Welfare Center
for The Blind
President and CEO of Hosiden Corporation
President of DMG MORI CO., Ltd.
CEO and Chairman of Yamamoto Kogaku Co., Ltd.

Assistant Professor, Department ofOtorhinolaryngology, Head and Neck Surgery,
Doctorate Course, Keio University School of
Medicine
Chairman of Mandom Corporation
President and Representative Director of Taiyo
Kogyo Inc.
Chairman of ELECOM Co., Ltd.
President and Representative Director of Kohnan
Shoji Co.,Ltd.
Chairman of Rohto Pharmaceutical Co., Ltd.
President of Social welfare corporation Rokko
kakujuen
President and Representative Director of Wakita &Co., LTD.

2 Lending business for guide dogs■

Although the event was postponed due to the COVID-19 pandemic, it washeld for the first time in 4 years, and we enjoyed the “lovely Concert”
given by singers Iruka and Hiromi Ota.
1,740 people attended the concert.

The Nakayama visually
impaired welfare foundation

Kenji Furuhashi
Masahiko Mori
Naoyuki Yamamoto
AuditorKohei Nomura
Kazumasa Murai

Rie Nakayama
Managing Director (Former TRUSCO NAKAYAMA
Corporation employee)

Former scholarship student
Yumi Maekawa performing
in a concert

Corporate
Governance

Kohei Goto
Osamu Tsujimoto
Teruo Hashimoto

Tomihiro Takamatsu
Yuko Nakayama

Nakayama Wonderful Festa held for the first time in four years

Environmental
Efforts

Tatsuya Otsuka

Representative Director of NR Holdings Co., Ltd.
Registered as Certified Public Accountant

President and Representative Director of Saraya
Co., Ltd.
Former Chairman of DyDo GROUP HOLDINGS INC.
Representative Director of NS Holdings Co., Ltd.

This is a concert that visually impaired people can attend withwheelchairs and guide dogs which allows them to enjoy the concert
free from worry. Some of our employees have participated in thisevent.

Human Resources

Director
Takuji Iuchi
Norio Ichikawa

President of TRUSCO NAKAYAMA Corporation

Councilor
Yusuke Saraya

4 Music performance project “Nakayama Wonderful Festa”■

People Music Festival Project“Nakayama/KLC Concert”
A classical concert started for the purposeof providing many visually impaired people
with opportunities to perform.
(Kobe Light Center (KLC))

Digital Service

Area of grounds: approx. 1,401 ㎡
Floor area: approx. 5,712 ㎡
Structure: 1 underground level, 5 floors above ground,equipped with isolation system

Sales

Managing Director
Atsushi Matsumae

Low Vision Floor
Useful aids are provided for people
who are blind or visually-impaired.

Distribution

We provide scholarships ranging from $200 to $400 per month to visually
impaired who want to attend university to help create an environment where
they can concentrate on their studies until graduation. Also, since FY2022, wehave been providing scholarships ranging from $200 to $400 per month tovisually impaired graduate students (master's degree students).

List of Officers and Board of Directors for the Nakayama visually impaired welfare foundation (listed in alphabetical order)
President
Tetsuya Nakayama
Senior Director
Saori Nakayama

Large conference room

1 Subsidy Program■
Products

Support project results

Sunny balcony

2 Scholarship Program■

Overview

President
Address

Spacious reception hallThis program provides subsidies for groups for visually impaired people,
support groups for the visually impaired, and volunteer groups.

The foundation was established by the Nakayama Family with four million shares ofTrusco Nakayama Corporation stock and $3 million in cash. In addition, the Nakayama
Family donated an additional one million shares of Trusco Nakayama Corporation stockin 2021. The foundation operates its business with the dividends from the shares.
Number of Shares of Trusco Nakayama Corporation Stock Held by the Foundation
4.35 million shares (as of December 31, 2023)
October 1, 1997
Transition to a public interest incorporated foundation wasmade on November 1, 2010.
October 1, 2021 Japanese name of the Nakayama visually
impaired welfare foundation was changed.
(English translation remains the same)
Tetsuya Nakayama
2-1-9 Mizuki-dori, Hyogo-ku, Kobe City, Hyogo
652-0802 (3 min. walk from Shinkaichi Station)
TEL: 078-599-6140 / FAX: 078-599-6141$6 million (cumulative total over 26 years until FY2022)

Grant project for support groups for visually impaired people and individuals
The foundation provides grants to groups for visually impaired people andsupport groups in financial difficulty, and provides scholarships free ofcharge to university students and others.

Management
PolicyGuide dog
“Gaia” (2022)

Managing the foundation using stock dividends

Established

Value Creation

The Nakayama visually impaired welfare foundation was established in 1997 in responseto the will of “wanting to serve visually impaired people” by Kiyoko Nakayama, the motherof Tetsuya Nakayama (President of the foundation), who was born with optic nerves
damaged by a forceps delivery. It later became a public interest incorporated foundationin 2010. The basic property shall be shares of Trusco Nakayama Corporation, and thefoundation does not receive donations or support from outside and does its own
management. We continue “Giving Back to Society” through the Nakayama visually
impaired welfare foundation.

Utility project 1

5 Accompanying aid workers (guide helpers) education■
Computer course

Prot-making business (Real estate leasing business)
A section of the Nakayama Memorial Hall has been used to provide realestate leases (office leasing, etc.) since November 2021.

training project
Training sessions are held six times a year with the aim of increasing
the number and improving the quality of companionship support
employees (guide helpers).

6 Barrier-free movie screening project “Nakayama UD Film Festival”■

Sponsored by the Nakayama visually impaired welfare foundation, theNakayama UD Film Festival features audio commentary and Japanesesubtitles for films screened. (UD...Universal Design)

Integrated Report 2024

73

Corporate Data (Operating Results Indicators) (as of December 31, 2023)

Corporate Data (Sales Information) (as of December 31, 2023)

Sales/Gross profit margin
Gross profit margin

Sales (Million USD)

1,300
1,110 1,180

1,428 1,470 1,422 1,512

1,898

21.2 21.5
21.0

25,466100 124 125
96 96 97 94
90
88
76
7.5 6.8
7.0
6.4
6.0 6.1
7.9 8.2
6.6
5.4

Ordinary Income Ratio (%)

27,14026,327

26,881

5,415 5,348
2015

2016

5,575 5,632

5,592

5,333

2016

2017

2018

2019

2020

2021

2022

2023

100.8 121.3

5,323
2017

2018

2019

2020

2021

2022

2023

2024 (year)(planned)

Net Income/Profit Margin

2024 (year)

2022

2023

2024 (year)(planned)$322 million 18.1%

2018

2019

2020

2021

2022

2023

Consolidated
Accounting Started

54
30

3 43
4
21

2015

2016

96

7
2 71
2017

23

12
11 26

2018

2019

Consolidated
Accounting Started

74

Integrated Report 2024

2021

2022

2023 (year)

Since there was an extraordinary gain from thesale of land in 2021, the impact was excluded
and the dividend amount was determined.

Dividends$0.31 25.0%0.32

Dividends (USD) Dividend payout
ratio (%)

0.25

0.21 (0.50) 0.26 0.24 0.24

(0.41)

Dividend payout ratio

25.3 25.1 25.0

25.0 25.2

0.20
25.1

0.23

2020

2021

21.9

20.2

2023

2020

2021

2022

2023

2015

2016

2017

2018

2019

2020

2021

2022

2023

Consolidated
Accounting Started

Total Fixed Assets
Tangible fixed assets

516

10
381

110

2019

1,366
2020

55

1,452

2024 (year)(planned)

699 708 714 703

Inventory Value(Disposal Value)

2021

2022

Stock Hit Rate

System order intake ratio

593,000 items

92.1%

87.1%
92.1

91.0

91.3

91.7

85.3
49.9

85.2
56.2

87.1

88.0

39.2

83.9
44.2

59.3

62.5

2019

2020

2021

2022

2023

276 (0.33)

305 (0.36)

301 (0.43)

338 (0.44)

89.5
82.0

89.9
81.7

90.5
83.1

33.6

37.4

2015

2017

2018

2016

524

193 (0.21) 212 (0.27)

2015

2016

2017

2018

2020

2021

2022

2024 (year)(planned)

2020

2021

Sales

237

Number of packages
delivered via Direct
Delivery Service(10,000 units)

775

96
200
2022

364

4,860,000 items $198 million

Sales(Million USD)

1,203

2023 (year)

Number of packages delivered
via Direct Delivery Service

1,430

752

Number of companies
that have introduced
MRO Stocker

92.5

Changes in Number of Direct Deliveries to Users and Sales

329

2019

291 (0.28)

1,203 locations

620 640 654 649 696

Consolidated
Accounting Started

246 (0.26)

Number of MRO Stocker locations

608

2023 (year)

Number of items in inventory

88.8
88.2
79.9 82.0
26.4
29.8

166 (0.33)

1,727

1,590

System order intake ratio (%)

Number of MRO Stocker locations

422

452
348 382[Million USD]

60

52

58

Approximately 4% of net sales are made up of net sales of products newly
handled that year.
Note: “Accounting Standard for Revenue Recognition”, etc. not retroactively applied to2021 gures.

Stock hit rate (%)

472024 (year)(planned)

1,414

56

1,787

1,642

1,512

1,422

Consolidated
Accounting Started

Changes in Number of Different Inventory Items,
Stock Hit Rate, and System Order Intake Ratio
Number of items in inventory(Unit: ten thousand)

68

2018

2024 (year)(planned)*The method of counting the number of connected companies was changed in 2021.

Non-consolidated$60 million

Consolidated
Accounting Started$752 million

2022

2019

1,470

1,428

2,670

2,233

1,360

*Stock Hit Rate: Ratio of products
delivered from our company stock
divided by our total number of orders.

(Million USD)

58 4
4 31
7 50
39 48
4
18
10

2,447

1,367

24.8 25.0$89 million

3

2018

1,263

0.31

0.26

Total Fixed Assets

89
14
25

1,101

2,042

We are expanding our inventory
items with focus on long tailproducts and strengthening prompt
delivery systems to customers.

Capital Expenditures

Facilities

53
82

2020

Total Fixed Assets

Land and Buildings

64

2019

Dividends/Dividend Payout Ratio(planned)

Digital Service

2,447 companies

Number ofCompanies Connected(companies)

2023

2024 (year)(planned)

2019
Consolidated
Accounting Started

98
233
2020

198
158

2021

620

486

120
283

Corporate Data

Capital Expenditures(by year)(Million USD)

Newly Listed Product Sales

Net Sales of New TRUSCO Orange
Book Products (unit: Million USD)Net Sales of Existing Goods
Net Sales, etc. (unit: Million USD)

Consolidated
Accounting Started

2024 (year)

145
23

Change in Company Net Sales of New TRUSCO
Orange Book Products

The Nakayama visually
impaired welfare foundation

Short-term
DebtLong-term Long-term $113 million Long-term
Debt
Debt
Debt
$66 million$66 million $100 million

131
26

Changes in Number of Companies Connected toOrange Commerce

Shareholders’ equity ratio$1,071 million 65.6%

2018(planned)

2024 (year)(planned)

Dividends prior FY2016 were calculated based on number of shares after the stock
split where one share was split into two shares on January 1, 2017. Figures inparenthesis denote the actual dividend amount paid.

Capital Expenditures

114
23

2017

2023 2024 (year)

Corporate
Governance(Unit: ten thousand)

2017

2016

2021 2022

Environmental
Efforts344
305 32220.6 20.9 20.6 290 292 275 289 18.6
18.1 18.2
267
20.3
19.9
19.4 19.2
228 246
9.0 9.1
5.6 5.9
7.9
6.7
Number of PB Products
4.1 4.5 5.0

20152019 2020

Consolidated
Accounting Started

Number of companies connected

Net Worth2016 2017 2018

276.0

Human Resources

PB Sales Constitution Ratio

PB Sales Constitution Ratio (%)

2016

2023

145.7

410.8

316.7

Digital Service

2021

PB Product Sales

2015

2022

Consolidated
Accounting Started

Private Brand (PB) Goods Sales(Constitution Ratio)/Number of Products

PB Product Sales (Million USD)

2021

2015

(planned)

233.7
166.3 202.1

Sales

2020

2019

Consolidated
Accounting Started

Non-consolidated

2020

81.4 82.7 77.1
70.9 65.0 63.7 64.0 67.1 65.6
757
651 705
949 1,006 1,071
804 849 886

76 70 8164 64
54
53 5.1
5.2
4.5 4.4
4.3
5.6
5.2
4.9
4.6
3.8
2018

2019

Consolidated
Accounting Started

Shareholders’ equity ratio (%)

67

2017

2018

Net assets (Million USD)

98

Profit margin (%)

2016

2017

Profit margin$81 million 4.6%

Net income (Million USD)

2015

2016

Net Worth/Net Worth Ratio
Net Income

66

2015

2,477 2,537

2,127 2,222 2,339

5,680

3,709
540.0

3,272 3,509

2,966

Distribution

Consolidated
Accounting Started

Suppliers(companies)

5,515 5,527
Consolidated
Accounting Started

2015

TRUSCO Orange Book.Com
Available TRUSCO Orange Book Items (unit: ten thousand)

27,55026,168

Number of companies

3,509 companies 4,100,000 items

29,561 31,61433,225 34,700

Number of Sales Accounts

Number of items listed

Products

21.5 21.7 21.2 21.2 21.3 21.5 21.0

1,642 1,787

Ordinary Income Ratio$124 million 7.0%

Ordinary Income (Million USD)

Suppliers

Management
Policy$1,787 million 21.5%

Ordinary Income

Number of Sales Accounts

5,632 companies 33,225 sales accounts

Ordinary Income/Ordinary Income Ratio

Sales

Gross Profit Margin (%)

Number of Companies

Value Creation

Changes in Number of Suppliers and Available TRUSCO Orange
Book Items

Changes in Number Business Partners and Sales Accounts
Consolidated Accounting Started : Figures based on consolidated business results due to the start of consolidated accounting in 2019.

355

2022

2023

2024

(planned)(year)

Integrated Report 2024

75

Corporate Data (Operating Results Over the Past 10 Years)

53 term

54 term

55 term

56 term

57th term

58th term

59th term

60th term

61st term

62nd term

2014/122015/122016/122017/122018/122019/122020/122021/122022/122023/122024/12

rd

th

th

th

(planned)

Sales (Year on Year)[Million USD] (%)

763 (+10.1)

1,110 (+6.5)

1,180 (+6.3)

1,300 (+10.2)

1,428 (+9.8)

1,471

1,422 (–3.3)

1,512

1,643 (+8.6)

1,787 (+8.8)

Average Daily Sales (Year on Year) (Non-consolidated parent)[Million USD] (%)

4 (+10.7)

4 (+6.5)

4 (+6.3)

5 (+8.8)

5 (+10.8)

6 (+5.0)5 (–4.9)

6

6 (+7.3)

7 (+7.8)

7Gross Profit Margin (Year on Year)[Million USD] (%)

159 (+13.3)

238 (+9.9)

255 (+7.3)

275 (+7.9)

303 (+9.9)313

306 (–2.4)

317

347 (+9.4)

383 (+10.3)

398

1,898

[%]

20.9

21.5

21.7

21.2

21.2

21.3

21.5

21.0

21.2

21.5

21.0

[Million USD] (%)

103 (+7.8)

151 (+10.0)

161 (+6.2)

180 (+12.0)

207 (+14.8)

221

232 (+5.0)

231

249 (+8.1)

260 (+4.0)

274

Shipping expenses and packing costs (including fees for third-party delivery companies)[Million USD]

17

24

26

31

37

41

41

45

50

55

59

Depreciation[Million USD]

9

15

16

18

24

32

43

46

44

41

42

Salaries and bonuses (including bonus reserve inward/outward transfers)[Million USD]

45

63

70

78

82

83

80

81

86

94

97

Selling, general and administrative expenses (Year on Year)

Operating income (Year on Year)
Operating profit ratio
Ordinary income (Year on Year)
Ordinary Income Ratio
Profit margin

13.5

13.7

13.7

13.9

14.5

15.1

16.4

15.3

15.2

14.5

14.5

[Million USD] (%)

56 (+25.0)

86 (+9.7)

94 (+9.1)

95 (+0.8)

95 (+0.6)

91

73 (–20.1)

86

97 (+12.8)

123 (+26.3)

124

[%]

7.4

7.8

8.0

7.3

6.7

6.3

5.2

5.7

6.0

6.9

6.5

[Million USD] (%)

56 (+25.3)

88 (+12.0)

96 (+9.2)

97 (+1.0)

97 (+0.4)

94

77 (–18.6)

90

100 (+11.1)

124 (+23.9)

125

6.4

5.4

6.0

6.1

7.0

6.6

[%]

7.4

7.9

8.2

7.5

6.8

[Million USD] (%)

36 (+34.7)

54 (+11.9)

66 (+20.9)

67 (+2.1)

64 (–4.4)

64

53 (–16.7)

77

70 (–8.4)

81 (+15.4)

98

[%]

4.8

4.9

5.6

5.2

4.5

4.4

3.8

5.1

4.3

4.6

5.2

[Million USD]

77

95

71

69

77

122

215

276

262

288

–

Merchandise (products)[Million USD]

145

166

193

212

246

291

276

281

301

338

364

Fixed assets

364

381

423

517

609

699

708

714

703

752

–

[Million USD]

335

348

382

452

524

620

640

654

649

697

–

Intangible fixed assets[Million USD]

12

11

14

22

39

56

45

36

29

30

–

Total assets[Million USD]

732

800

853

982

1,134

1,307

1,392

1,484

1,501

1,632

–

Net Worth[Million USD]

606

651

705

757

804

849

886

949

1,006

1,071

–

[%]

82.7

81.4

82.7

77.1

70.9

65.0

63.7

64.0

67.1

65.6

–

Shareholders’ equity ratio*The year-on-year change for the 52nd term was calculated by converting the 51st term into a nine-month period, and the year-on-year change for the 53rd term was calculated by converting the 52nd term into a 12-month period.

Human Resources[Million USD]

Tangible fixed assets

Digital Service

Cash and deposits

Sales

Net income (Year on Year)[%]

Distribution

Selling and administration expense ratio

Products

Gross profit margin

Management
Policy52 term*nd

Operating Results

Value Creation

Consolidated Accounting Started

9-month financial results

Note: Year-on-year comparisons are not shown for the 59th term since fiscal year figures were retroactively adjusted to reflect the retrospective application of the “Accounting Standard for Revenue Recognition,” etc.

Cash Flow
21

62

43

59

46

73

100

106

81

98

–

[Million USD]

–29

–15

–39

–28

–27

–32

–28

–22

–32

–30

–

Cash flows from investing activities[Million USD]

–29

–33

–52

–110

–120

–131

–58

–30

–34

–87

–

Cash flows from financing activities[Million USD]

–11

–10

–15

49

83

97

51

–14

–60

12

–

Dividend amount paid

[Million USD]

–11

–10

–15

–17

–16

–16

–15

–14

–14

–20

–

Net increase (decrease) in cash and cash equivalents[Million USD]

–19

17

–24

–1

8

39

93

60

–13

24

–

Return on assets (ROA)

[%]

7.7

11.5

11.6

10.6

9.2

7.2

5.7

6.3

6.7

7.9

–

*

[%]

6.2

8.7

9.8

9.3

8.3

7.5

6.1

8.4

7.2

7.9

–

[Million USD]

23

30

54

96

114

131

53

58

31

89

145

–

Corporate
Governance[Million USD]

Corporate tax amount paid

Environmental
Efforts

Cash flows from operating activities

Financial Indicators
Return on equity (ROE)The Nakayama visually
impaired welfare foundation

Capital Expenditures*ROE concept: TRUSCO NAKAYAMA does not employ short-term strategies to increase ROE. We aim to expand profit by providing investments to ongoing growth sectors to facilitate long-term and stable growth.

Information by Share
Earnings per share (EPS)*
Book-value per share (BPS)*

Dividend payout ratio

0.55

0.83

1.00

1.02

0.98

0.97

0.80

1.17

1.07

1.24

[USD]

9.19

9.88

10.69

11.49

12.19

12.88

13.44

14.39

15.26

16.24

–

[USD]

0.28 (0.14)

0.41 (0.21)

0.50 (0.25)

0.26

0.24

0.24

0.20

0.23

0.26

0.31

0.32

[%]

25.3

25.0

25.2

25.3

25.1

25.0

25.1

20.2

24.8

25.0

21.9

Corporate Data

Annual dividend[USD]*The net income per share, net assets per share, and annual dividend amounts in parentheses before the 54th term were calculated based on the number of shares after the stock split for splitting one share into two shares on January 1, 2017.
results show sales performance announcing the settlement of accounts for each term by segment. Year-on-year comparisons are made with the figures for theSales by Segment (Theprevious year which have been reclassified to correspond to the segment classifications of each period.)

930 (+5.3)

972 (+4.5)

1,049 (+8.1)

1,127 (+7.4)

1,133

1,045 (–7.8)

1,082

1,137 (+5.1)

1,214 (+6.8)

1,281

99 (+25.9) *1

123 (+24.9)

162 (+29.1)

204 (+26.1)

229

256 (+11.4)

295

343 (+16.2)

394 (+14.6)

426

58 (+0.2)

76 (–2.2)

80 (+4.8)

82 (+3.2)

89 (+8.6)

98

113 (+15.6)

122

147 (+20.7)

161 (+9.5)

169

32 (+35.2)

4 (+82.5)

3 (–15.2)

6 (+59.5)

6 (+5.3)

9 *2

8 (–14.5)

11

14 (+24.4)

17 (+22.5)

19

Factory RouteSales (Year on Year) [Million USD] (%)

672 (+10.1)

e-Business RouteSales (Year on Year) [Million USD] (%)–

Home center route

Sales (Year on Year) [Million USD] (%)

Overseas RouteSales (Year on Year) [Million USD] (%)*1: e-Business Route added as a result of expanding sales since the 53rd period.
*2: Overseas Route established and business results of overseas subsidiaries included in figures due to the start of consolidated accounting in the 57th period.

76

Integrated Report 2024

Note: Year-on-year comparisons are not shown for the 59th term since fiscal year figures were retroactively adjusted to reflect the retrospective application of the “Accounting Standard for Revenue Recognition,” etc.

Integrated Report 2024

77

Corporate Data (Human Resources Information) (as of December 31, 2023)

Corporate Data (Environment and Stock Information) (as of December 31, 2023)

Total

Officers

Full-time staff

59th term

60th term

61st term

57th term

58th term

59th term

60th term

61st term

2019/122020/122021/122022/122023/122019/122020/122021/122022/122023/1296.4 (104.8)

97.2 (105.8)

97.8 (105.3)

92.5 (99.5)

75.7 (81.3)

75.2 (80.7)

74.4 (79.9)

75.9 (81.0)

75.3 (80.6)

50.5 (53.6)–
47.6 (50.4)
42.8 (45.3)–
32.8 (34.1)
57
52
109
50
46
96

48.0 (51.2)–
45.3 (48.2)
40.0 (42.5)–
30.7 (32.0)
46
41
87
42
37
79

48.2 (51.4)–
46.6 (49.7)
39.7 (42.2)–
30.4 (31.7)
25
26
51
21
22
43

51.4 (54.6)–
53.2 (56.6)
42.2 (44.6)–
32.9 (34.3)
51
47
98
43
40
83

51.6 (54.8)
43.6 (46.0)
52.6 (55.9)
41.8 (44.2)
42.0 (43.8)
35.0 (36.4)
64
59
123
42
53
95

66 (51)66 (50)67 (55)67 (62)74 (64)2.9 (2.2)

2.9 (2.2)

2.8 (2.3)

2.7 (2.3)

2.8 (2.3)

44
42
86
3.9
6.7
4.9

33
37
70
3.0
5.9
4.0

45
45
90
4.1
7.3
5.2

44
39
83
4.0
6.3
4.8

49
49
98
4.4
7.7
5.6

26

15

15

18

18

12

11

12

12

12

68

65

66

65

99

102

116

121

129

2
41
43
7.0
121.0
53.0
100.0
98.0
98.0

8
29
37
24.0
88.0
48.0
100.0
97.0
97.0

12
37
49
28.0
93.0
55.0
100.0
100.0
100.0

9
43
52
42.9
97.7
69.0
100.0
98.0
98.0

17
47
64
55.6
85.7
73.9
100.0
100.0
100.0

*1 TRUSCO NAKAYAMA has a payment policy that provides severance as annual financial bonds rather than a single payment upon resignation.
*2 Number of employees who took childcare leave in each fiscal year
*3 Number of employees who started taking childcare leave in each fiscal year / Number of staff (or their spouses) who gave birth in each fiscal year
*4 The number of employees who started taking childcare leave in each fiscal year is the number of employees who returned to work and the number of employees who started taking childcare leavein each fiscal year
78

Integrated Report 2024

13,72015,787

16,20916,096

4,127

3,700

4,686

4,014

3,971

8,982

10,020

11,101

12,195

12,125

1,839

2,551

2,604

2,653

2,687

14.1

18.6

16.5

16.4

16.7

2,164

2,793

2,793

2,793

2,793

23,631

23,772

28,89630,63030,005

312
280

361
261

430
335

510
273

515
257

48

24

25

42

36

50,642
1,782

41,5592,028

37,1482,245

42,493
2,022

42,343
2,163

1,572
6,298
–
–

1,703
6,304
–
–

1,941
7,154
1,877,399
1,886,494
701,050
15,735
1,432
52,284
220
207
278
–
–
–
1,090,064
15,946
183
–
–

2,327
8,109
1,791,867
1,802,303
781,936
12,4091,503
47,150
161
232
320
–
–
–
931,020
17,004
132
–
–

2,284
6,900
–
–

Status of Stock -As of December 31, 20231.43%
3.61%

Shareholder Composition
Individuals, etc.

535

Foreign corporations, etc.

213

(1.43%)(0.36%)

Treasury stock(0.01%)

1

25,365

Number of Shares Issued

0.10 %

Individuals, etc.

10,777,920 (16.33%)

Japanese corporations

24,899,803 (37.72%)

Foreign corporations, etc.

13,587,126 (20.58%)

Financial firms/stock brokerages 16,676,402 (25.26%)

Total

29,99794.57%

14,79867,49366,008,744

40,106

Stock Split
1 Share2 Shares(3.61%)

Financial firms/stock brokerages 54

Treasury stock

Change in Number of Shareholders

13,995 (94.57%)

Japanese corporations

Total

0.36%
0.01%

Corporate Data

69

13,110

The Nakayama visually
impaired welfare foundation

99.8 (108.0)

Power
Total power
consumption consumption (1,000 kWh)
Branches(1,000 kWh)Distribution
Centers(1,000 kWh)
Renewable energy Power
Generation(1,000 kWh)Power Selfsufficiency Rate
(%)
Power
Generation
Capacity(kW)
Fuel use
Total consumption(gigajoules)
Fuel breakdown
Diesel fuel (kl)by typeGasoline (kl)City gas(1,000 ㎡)
Tap water consumption (m³)
Amount of waste (t)(Unit: t-CO2)
Greenhouse Scope1
gas
Scope2emissions
Scope3
Total
Category 1
Scope3Emissions by Category 2
category
Category 3
Category 4
Category 5
Category 6
Category 7
Category 8
Category 9
Category 10
Category 11
Category 12
Category 13
Category 14
Category 15

Corporate
Governance

1,450
1,593
3,043
11
1
12
1,072
589
1,661
367
1,003
1,370
39.9
34.7
32.9
39.7
45.2
36.5
36.9
18.5
9.7
15.4
44.1 (46.6)

Environmental
Efforts

1,412
1,542
2,954
9
1
10
1,062
577
1,639
341
964
1,305
39.8
34.6
–
38.4
44.7
–
37.1
18.5
9.4
15.3
44.0 (46.6)

Human Resources

1,405
1,501
2,906
9
1
10
1,061
571
1,632
335
929
1,264
39.6
34.2
–
37.8
44.4
–
37.8
18.2
9.1
15.0
41.0 (43.5)

Digital Service

1,367
1,419
2,786
11
1
12
1,085
589
1,674
271
829
1,100
38.4
33.5
–
37.2
44.0
–
37.1
16.8
8.0
13.6
41.2 (43.7)

Sales

1,366
1,430
2,796
12
0
12
1,071
585
1,656
283
845
1,128
38.2
33.1
–
37.0
44.0
–
37.2
16.8
7.7
13.6
43.6 (46.1)

Distribution

Average age Staff average(years) and Career course
Average
Local Career Course
years ofSpecialist course
service
Area course(years)Local Area Distribution Course
Logistics course
Average years ofMale
service
FemaleTotal
Staff averages (includes executive officers)
AveragesalaryDepartment general managers and division(thousandgeneral managers (does not include officers)
USD)
Managers including branch
The average managers, center managers, andsalary includ- Head Office section managers
ing financial Career coursebonds*1 is
Local Career Course
shown in the Specialist course
parentheses. Area course
Local Area Distribution Course
Logistics course
New employees
Male
Numberof New
FemaleEmployees,
Total
Number of Number of new
Male
Employgraduates hired
Femaleees with
Total
Disabilities, Number of Employees with Disabilities
and Number (statutory employment rate based hires)of Retirees Employment Rate for Employees with
Disabilities (statutory employment
rate indicated in parentheses) (%)
Number of employees Male
who retired
FemaleTotal
Turnover rate (%)
Male
FemaleTotal
Average number of overtime hours
Overtime
Hours and per month (hours per month)
Paid Leave Number of paid days Days acquired(days)
taken off
Leave acquisition rate (%)
Number of Number of employees working
employees shorter hours
taking child- By gender*2Malecare leave
Femaleand number
Totalof employees Acquisition rate (%)*3 Male
working
Femaleshorter hours
Total(persons)
Male
Percentage of
employees that
Femalereturned to work (%)*4 Total

58th term

Products

Part-time staff

Male
FemaleTotal
Male
FemaleTotal
Male
FemaleTotal
Male
FemaleTotal

Consolidated Accounting Started

57th termManagement
PolicyEmployees(persons)

Value Creation

Consolidated Accounting Started(0.10%)

25.26%

20.58%

Number of Shareholders
16.33%

18,462
15,567
16,043
15,94016,963

16,336*

15,466
14,79814,40637.72%
50th term 51st term 52nd term 53rd term 54th term

55th term 56th term 57th term 58th term 59th term 60th term 61st term (year)(2012)(2017)(2013)(2014)(2015)
9-monthfinancial results(2016)(2018)(2019)(2020)
Consolidated
Accounting Started(2021)(2022)(2023)*The shareholder special benet plan was abolished in the 58th term.

Integrated Report 2024

79