FY2021
Financial Results
Briefing Materials
April 28th, 2022
TRANCOM CO., LTD.
(Securities Code: 9058)

TRANCOM Business Reform
Founding
Period

1st Period of
Change2nd Period of Change

Change in Sales Since the Company was Founded(¥100mn)

3rd Periodof Change

Overall Optimization of Domestic
Transportation and Delivery
Providing a “transportation” platform

OthersIndustrial Support Business
Logistics Information Service Business
Logistics Management BusinessOverall Optimization for Each Customer
Logistics Center Construction, and Operation and Load
Matching Services

Partially Optimal
Joint Delivery Service

TRANCOM
VISION 2025

2

TRANCOM VISION 2025 Image of Growth

2021

2025

Towards building a “Transportation System”
Increasing
the amount

EnhancedchangeCooperation

From analog
to digital

Active Investment – 35 billion yen in 5 Years< DX, Locations, Vehicles, Alliances and Human Resources >▼TRANCOM VISION 2030
Providing a “transportation”
platform
Realization of a platform widelyused by many companies(= optimally in the form of“transportation”)

Pillars for Growth: Human Resources, Business and DX/ICT

HumanResources

・Creating human resources and an organization that can face challenges on their own and act independently

Business・Further strengthening business advantages and building various functions
・Initiatives that focus on "quality": The quality of logistics and shipping, and the quality of support and communication
・Initiatives that focus on “quantity”: Amount of activity, amount of shipping, and amount of contact with customers

DX/ICT・Focusing on DX and ICT to transform the company and business3

FY2021 Financial Results Topics

Start Year
Focusing Management Resources on Transportation System,
Investing in Business and Functions, and Restructuring the Organization
Improving and increasing transportation and delivery capacity and expanding a wide
variety of transportation and delivery modes
Building various shipping modes such as junction transportation, mass shipping and joint shipping.
Opening a strategic location in the Kanto area, and acquiring new customer logistics operations that willlead to the next fiscal year.

Capital and business alliance with CBcloud Co., Ltd.
Providing the largest full lineup of load matching services in Japan by combining our medium- andlong-distance load matching services with CBcloud's nationwide dispatching network of 50,000
motorcycles and light truck in the last mile area.

Promoting and strengthening logistics DX
Transferring the external sales business of TRANCOM ITS to Accenture
Transferring to Accenture the external sales business of TRANCOM ITS, which designs, develops andmaintains systems. Promoting joint solution development for the construction of new manufacturing
and the realization of logistics DX that supports it, and promoting collaboration through the building of
new DX solutions for our group.
4

FY2021 Financial Results Topics

Start Year
Overseas Expansion: Strengthening growth in the ASEAN region
Making Starlink Resources Pte. Ltd., a logistics company in Singapore, part of our group
Making a company that is engaged in the logistics operations of global apparel and healthcare companies,
etc., a part of our group. In Singapore, handling inventory management and ordering at the stores andwarehouses of clients with the latest IT systems, and maintaining high profitability. Currently considering
expanding into Malaysia, Thailand and Indonesia, etc.

Restructuring the organization and a new management team starts
Consolidating Transportation and delivery related business functions into Transport
Headquarter in order to strengthen cooperation between business divisions◍ Transport Headquarter: A unit that aligh and executes "transportation system" initiatives◍ Under the Transport Headquarter
Logistics information service (load matching service), automotive logistics (automobile-related logistics),
supply chain logistics (3PL logistics), and last mile PJ (last mile concept project)

Positioning human resources and SDGs and ESG as important management initiatives◍ Newly establishing a human resource development and planning department(within the personnel planning group)◍ Newly establishing SDGs and ESG (within the corporate planning group)5

FY2021 Results(Millions of Yen)FY2020
1st Half

Sales
Operatingprofit2nd Half

FY2021
Full Year

1st Half

2nd Half

Full Year

YoY

72,645 79,640 152,285 79,716 83,267

162,984

7.0%

163,470

-0.3%

7,990

-3.1%

8,250

-3.1%

(4.9%) (-0.5P)(5.0%)(-0.1P)

-2.5%

8,280

-1.1%

(5.0%) (-0.5P)(5.1%)(-0.1P)

-7.7%

5,470

-3.3%

(3.2%) (-0.6P)(3.3%)(-0.1P)

3,592

4,651

8,243

3,959

4,031

(4.9%)(5.8%)(5.4%)(5.0%)(4.8%)

3,666

4,734

8,401

4,010

4,180

(% of Sales)(5.0%)(5.9%)(5.5%)(5.0%)(5.0%)Net Profit
Attributable toParent Company
Shareholders

2,562

3,167

5,730

2,600

2,691

(% of Sales)(3.5%)(4.0%)(3.8%)(3.3%)(3.2%)(% of Sales)

Recurring
ProfitPlanned values
Full-year
Plan ratio
forecast

8,190

5,291

Sales: Revenue increased in the logistics information service business, which was impacted by thecoronavirus pandemic in the previous year, with a consolidated sales increase of 7.0%
Operating profit: 3.1% decrease in consolidated operating profit due to upfront investments costs fortransportation
Net profit: 7.7% decrease in consolidated net profit

6

FY2021 Results (by Segment)(Millions of Yen)FY2020

FY2021

Planned values

Full-year
forecast

Full Year

Full Year

Sales
Operatingprofit55,32255,4990.3%

55,100

0.7%

4,598

4,218

-8.3%

4,280

-1.4%

Logistics Management Business(% of Sales)(8.3%)(7.6% )(-0.7P)(7.8%)(-0.2P)

Sales
Logistics
Operatinginformation
profitService Business

80,94689,47710.5%

90,750

-1.4%

3,172

3,194

0.7%

3,380

-5.5%

▪ Reducing costs, and stable business operation▪ Recording of upfront investment costs for North
Kanto strategic location(% of Sales)(3.9%)(3.6% )(-0.3P)(3.7%)(-0.1P)

Sales
Operatingprofit

5,880

6,278

6.8%

6,500

-3.4%

185

318

71.4%

360

-11.6%(% of Sales)(3.2%)(5.1% )(+1.9P)(5.5%)(-0.4P)

Sales
Operatingprofit11,716

13,25913.2%

12,600

5.2%

423

407

-3.9%

370

10.0%

Industrial Support Business(% of Sales)(3.6%)(3.1% )(-0.5P)(2.9%)(+0.2P)

Sales
Operatingprofit-1,580-1,530--1,480-▪ Improvement in the profit structure by optimizing
management personnel and costs

-136

-147

-

-140

-

(% of Sales)

-

-

-

-

-

Logistics
Management
Business

Industrial
SupportBusiness

OthersIntercompany
Eliminations

Consolidated
Total

Sales
Operatingprofit(% of Sales)

YoY

Plan ratio

152,285 162,984

7.0%

163,470

-0.3%

8,243

7,990

-3.1%

8,250

-3.1%

(5.4%)(4.9% )(-0.5P)(5.0% )(-0.1P)

Main Factors

Logistics Information Service Business▪ Recovered from the FY2020 coronavirus
pandemic and revenue increased▪ Appropriate freight unit price payment(Soaring fuel costs, etc.)

Others▪ China and Thailand: New contracting of business▪ Singapore: Impact of the coronavirus continues

7

FY2021 Results by Fiscal Half (by Segment)(Millions of Yen)

Logistics
Management
Business

Sales
Operatingprofit(% of Sales)

Logistics
information
ServiceBusiness
Industrial
Supportbusiness

Sales
Operatingprofit(% of Sales)

Sales
Operatingprofit(% of Sales)

Others

Sales
Operatingprofit(% of Sales)Intercompany
Eliminations

Sales
Operatingprofit

1st Half

FY2020
2nd Half

Full Year

1st Half

27,451

27,871

55,322

2,097

2,500

4,598

(7.6%)(9.0%)(8.3%)

37,651

43,29580,946

1,322

1,850

3,172

(3.5%)(4.3%)(3.9%)

2,862

3,018

5,880

3,162

47

138

185

162

(1.6%)(4.6%)(3.2%)(5.1%) (+3.5P)

5,523

6,192

11,716

6,043

9.4%

7,216

16.5%

13,259

13.2%

192

231

423

149

-22.1%

257

11.3%

407

-3.9%

(3.5%)(3.7%)(3.6%)(2.5%)(-1.0P)(3.6%)(-0.1P)(3.1% )(-0.5P)

-842

-737

-1580

-763

-

-767

-

-1530

-

-66

-69

-136

-71

-

-76

-

-147

-

-

-

-

-

-

-

-

-

-

(% of Sales)

Consolidated
Total

Sales
Operatingprofit(% of Sales)

YoY

FY2021YoY
2nd Half

Full Year

27,891

1.6%

27,607-0.9%

55,499

0.3%

2,187

4.3%

2,030

-18.8%

4,218

-8.3%

(7.8%) (+0.2P)

YoY(7.4%)(-1.6P)

43,381

15.2%

46,095

6.5%

89,477

10.5%

1,531

15.8%

1,663

-10.1%

3,194

0.7%

(3.5%) (+0.0P)(3.6%)(-0.7P)

10.5%

3,115

3.2%

6,278

6.8%

244.9%

155

12.5%

318

71.4%

(5.1% )(+1.9P)(5.0%) (+0.4P)(7.6% )

(3.6% )(-0.7P)(-0.3P)

72,64579,640 152,285

79,716

9.7%

83,267

4.6%

162,984

7.0%

3,592

4,651

8,243

3,959

10.2%

4,031

-13.3%

7,990

-3.1%

(4.9% )

(5.8% )

(5.4%)(5.0% ) (+0.1P)(4.8% )(-1.0P)(4.9% )(-0.5P)

8

Status of the Logistics Information Service Business During
the Coronavirus Pandemic
Daily cargo information numbers since April 2019, and the rate of increase or decrease YoY and from the year before last
12,000

50.0%

35.7%
34.5%
28.8%
26.3%
19.5%
18.0%
17.5%
16.4% 30.0%
16.1%
14.1%
11.4%
10.6%

8,000
4,000
0

7.0% 8.5%

0.6%

-6.8%
-6.8% -4.5%-11.8% -14.6%-13.3%-17.0% -15.9% -13.1%(4,000)(8,000)Cargo Information Numbers

YoY

From the Year Before Last

-36.4%-44.9%-31.5%-36.1%-38.3%-33.3%

9.1%-5.5%-2.2%-10.3%-24.8%-23.9%-29.0%-44.5%(12,000)

10.0%-7.5% -5.6%-11.6%-12.2%-18.6%

5.1% 2.3%-22.0%-21.9%-24.9%-10.0%-30.0%-50.0%

Apr. May June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar.
FY 2019

FY 2020

FY 2021

Number of trucks dispatched since April 2019 and the cargo matching rate
7,000

100.0%
79.2%
77.4%
78.4%
76.2%
6,000
73.6%
74.4%
71.0%
80.0%
66.2%
68.2%66.3%
67.9%
67.1%
65.6%
67.8%
65.0%63.5%
64.8%
65.0%
64.9%
64.6%
63.5%
5,000
61.0%
60.1%
60.0%
61.7%
58.…
58.0%
57.9%
56.3%
56.2%
54.4%
51.9%
51.8%
49.2%
60.0%
4,000 49.3%
47.9%
3,000
2,000

40.0%
Trucks Dispatched

Cargo Matching Rate

20.0%

1,000
0

0.0%
Apr. May June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar.
FY 2019

Cargo Movement
Staus

FY 2020

FY 2021

A recovery trend compared to the coronavirus pandemic in FY2020.
From the 4Q onward, acquired more cargo information than in FY2019, which was
before the coronavirus.
9FY2021 Cash Flow and Financial Status

Consolidated Cash Flow Statement

Consolidated Balance Sheet(Millionsof Yen)(Millionsof Yen)(Millions(MillionsofofYen)
Yen)

Cash flows fromoperating activities

Cash flows frominvesting activities

Operating Cash Flow
Total Investments and Dividends

Cash flows fromfinancing activities
Current Liabilities
FY202010,0009,000

FY2021■ Operating cash flow
■ Land and buildings ■ Vehicles ■ Machinery,equipment and fixtures■ Software■ Dividend total amount

8,000

Current Assets
Fixed Liabilities

7,000[Important details]
Acquisition of fixed
assetsAcquisition of
investment securities△1,3916,000[Important details]
Dividend payment

5,000
Net Assets

3,000[Important details]
Pre-tax income
Depreciation
Corporate tax

4,000

Fixed Assets

2,000
1,000
0

10

TRANCOM VISION 2025
Progress Status

11

TRANCOM VISION 2025 What is “Transportation”?

Load matching
Platform“Transportation”
Platform
3PL / Transportation

Cargo
information

Empty truck
information

Junction transportation

10,000/day

12,000/day

Joint shipping

Industry A

Company B

Medium-lot

Joint delivery

Industry C

Company D

Last mile

Pallet collection

Charter...

International logistics...

Drayageand delivery

Industry Y

Company Z

Logistics
COMPASS Vehicle dispatching system WMS
DX

TRANCOM’S “Transportation” Platform concept
with a load matching service that has a competitive
advantage
12

TRANCOM VISION 2025 Key Strategies
Concentrating All Management Resources on Transport
1. Improving and increasing transportation and delivery capacity and expanding a wide
variety of transportation and delivery modes
2. Increasing the shipping volume handled in Japan

Focusing ontransport

3. Business innovation for the load matching service
4. Strengthening innovation by collaborating with other companies
5. System development for the advancement of digitalization and building data connections
with other companies

Building thefoundation of
the existing
business
Rebuilding thefoundation forgrowth

6. Building a strong business foundation for the logistics management business7. Strengthening growth in the ASEAN region

8. Further strengthening and diversifying human resources and the organization
9. Progressing to ESG and SDGs management

13

TRANCOM VISION 2025
FY2022: By changing the management system,
creating a "Transportation" mechanism and speeding up business development
Realization of a network system(location) concept and new methods of transport
Opening strategic transportation and junction transportation locations.
Introducing vehicles necessary for new methods of transport.

Accelerating the creation of a system through collaboration with other companies
Enhancing functions in the transportation and delivery area by strengthening cooperation with

Overwhelming quality improvement for logistics DX
Promoting DX that transforms the business through cooperation with

Actively making investment: 35 billion yen by FY2025
14

Location and Network Concept
Junction locations

Strategic location[Functions]

3PL location

・Changing vehicles

Information Center(Large, swap body and trailers)・Cargo transshipment

Location

16
billion yen
ofFrom 160 locations Development
a new location(planned)
nationwide to 200

Pallet depot

Miyagi Development of

a new location(planned)

Aichi
SaitamaOkayama

Operation

2024
Operation planned
Development of a newlocation (planned)

2025
OperationplannedDevelopment of a newlocation (planned)

Fukuroi

Operation

15

Specific Strategic Location Concept - Daily Necessities
Platform[Function] 3 stories above ground, total floor area about

HASUDA

23,787 tsubo
・Operating general-purpose centers for several manufacturers of daily
necessities
・Cooperative transportation and delivery in the daily necessities category
・Logistics DX: Automation of case picking work

Hasuda LC
North Kanto area
location map

Branch line mixed loading
TR location
Important (Wholesale)deliverydestinations

Joint
delivery
Reverselogistics

Shiraoka Shobu IC

Shiraoka LC

Hasuda LC
National Route 122

Multirotation
operation

Company Company
B
A

CompanyC

CompanyA

Company
B

Company
C

Pallet joint collection

Cooperating with wholesalers andmaking delivery more efficient

Deliverydestinations<Wholesale>

Hospital andhome delivery

Small lot delivery BtoB / BtoC
Shiraoka LC
Company C dedicated center
16

Alliances with Other Companies - Cooperation with
CBcloud (1) Building Japan's largest load matching platform
Providing a full lineup of load matching services
Load Matching Service Business Area
Trailers

Human
Touch

Transportationenterprises

ton
ton

companies

ton

A wide range of shipping modes

Number of vehicles
arrangedApprox.

Light
vehiclesFrom large trucks to light cargo
and motorcycles

vehiclesFrom long distance to shortdistance

DigitalIndividual
proprietors

Motorcycle
couriers

vehiclesA wide range
Last mile

Short distanceLong distance(2) Providing high value-added logistics solutions
Providing consistent logistics solutions from main lines to the last mile(3) Realizing the building of sustainable logistics
Improving vehicle loading efficiency and productivity at logistics sites
17

Logistics DX and Vehicles
Building new DX solutions
MarketBusiness Management

Products

SocietyDX
Platform

6billion yen

Data

Function

EngineInformation processing

Demand forecasts

Microservices

Planning optimization
Gateway

Logistics information

Order andtransportation anddelivery routes

Transportationand delivery▼ Creating new methods of transport
VehiclesFull trailers and articulated trucks
Swap body
Switching to environmental vehicles

Inventory
information

Site
data

Order andpicking data

Warehouses▼ Automation of logistics center operations for the purposeof saving on labor
Automation

2

2

billion yen

billion yen

18

ESG Initiatives
Improving corporate value and social value throughESG management
Aiming to improve corporate value by promoting sustainability
Environment
CO2 reduction with
“Transportation system”
SocialCreating a workplace where
people can work healthily,
securely and safely
Governance

Strengthening efforts to reduce environmental impact frombusiness activities◍ Promoting efficient shipping◍ Enhancing the load matching service◍ Switching to and introducing environmental vehicles◍ Expanding pallet collection

Human resource development and diversity that supports
sustainable growth◍ Investing in human resource development◍ Promoting health management◍ Promoting diversity through boccia

Improving management transparency by strengthening
governance◍ Revitalizing the Board of Directors

Management transparency

Composition of the Board of Directors: 4 internal directors and 5 independent outside directors
Composition of the non-statutory Nominating Committee and Compensation Committee: 1
internal director and 2 independent outside directors

19

Transportation KPI and Numerical Targets▼ TRANCOM VISION2025
Numerical targets
Number of “transportation”
arrangements/day

FY2021(FY2020)

FY2026(FY2025)

8,800

15,000Main-line shipping share rate
CO2 reduction/year
Sales

220 billion yen

152.2 billion yen

Operating profit margin
ROE
ROA
Payout ratio* CO2 reduction amount: Amount of CO2 emissions reduced by providing efficient transportation and delivery services

20,000

Load matching

Number of “transportation” arrangements/days

Periodic fixed
quantity

15,00015,00010,000

8,800

9,400

10,20011,60013,200

5,000
0

2020

2021

Results

2022

2023

2024

2025

Current FY Plan
20

FY2022 Plan

21

FY2022 Full-Year Forecast(Millions of Yen)
1st Half

Sales
Operatingprofit(% of Sales)

Recurring
Profit(% of Sales)

Net Profit
Attributable toParent Company
Shareholders(% of Sales)

Sales

FY2021
2nd Half

Full Year

1st Half

FY2022 (Forecast)
2nd Half
Full Year

YoY

79,716 83,267 162,984 83,280 86,720

170,000

4.3%

3,959

4,031

7,990

3,820

4,710

8,530

6.7%

(5.0%)(4.8%)(4.9%)(4.6%)(5.4%)(5.0%)(+0.1P)

4,010

4,180

8,190

3,890

4,750

8,640

5.5%

(5.0%)(5.0%)(5.0%)(4.7%)(5.5%)(5.1%)(+0.1P)

2,600

2,691

5,291

3,380

3,130

6,510

23.0%

(3.3%)(3.2%)(3.2%)(4.1%)(3.6%)(3.8%)(+0.6P)▪ Growing the logistics information service business.
As for locations overseas, increasing consolidated sales by 4.3% due to such things as new business operations in China.

Operating profit ▪ Increasing consolidated operating profit by 6.7% due to the operation of a large-scale location for the logistics
management business.

Net profit▪ In addition to increasing operating profit, increasing net profit by 23.0% due to the recording of an extraordinary profit fromtransferring the external sales business of TRANCOM ITS to Accenture.

22

FY2022 Full-Year Forecast by Segment(Millions of Yen)FY2021
2nd Half

1st Half

Logistics
Management
Business

Sales
27,891 27,607
Operating
2,187 2,030
profit(% of Sales)

Logistics
information
Service Business(7.8%)

Sales

YoY

55,499 27,400(7.4%)

Sales
43,381 46,095
Operating
1,531 1,663
profit(% of Sales)

1st Half

Full YearFY2022 (Forecast)YoY
2nd Half
Full Year

2.5%

55,700

0.4%

2,550

25.6%

4,590

8.8%

(9.0%) (+1.6P)

4,218

2,040

-6.7%

(7.6% )

(7.4%)(-0.4P)

89,477 46,460

YoY-1.8% 28,300(8.2% )(+0.6P)

7.1% 49,240

6.8%

95,700

7.0%

1,850

11.2%

3,385

6.0%

(3.8%) (+0.2P)

3,194

1,535

0.3%

(3.5%)(3.6%)(3.6% )

(3.3%)(-0.2P)(3.5% )(-0.1P)

3,350

7.5%

6,400

1.9%

3,162

3,115

6,278

3,050

-3.6%

Industrial
OperatingSupport business

162

155

318

150

-7.7%

230

47.5%

380

19.3%

(% of Sales)(5.1%)(5.0%)(5.1% )

(4.9%)(-0.2P)(6.9%) (+1.9P)

Sales
Operatingprofit

6,043

7,216

13,259

7,060

16.8%

149

257

407

235

(% of Sales)(2.5%)(3.6%)(3.1% )

Sales
Operatingprofit

-763

-767

-71

(% of Sales)-

profitOthersIntercompany
Eliminations

Consolidated
Total(5.9% )(+0.8P)

6,540

-9.4%

13,600

2.6%

56.9%

220

-14.5%

455

11.8%(3.3%) (+0.8P)(3.4%)(-0.2P)(3.3% )(+0.2P)

-1530

-690

-

-710

-

-1400

-

-76

-147

-140

-

-140

-

-280

-

-

-

-

-

-

-

-

-

Sales
79,716 83,267 162,984 83,280
Operating
3,959 4,031
7,990 3,820
profit(% of Sales)(5.0% )

(4.8% )

(4.9% )

(4.6% )

4.5%
-3.5%(-0.4P)

86,7204.1%

170,000

4.3%

4,710

16.8%

8,530

6.7%

(5.4% ) (+0.6P)(5.0% )(+0.1P)

23

Return to Shareholders

24

Return to Shareholders
Implementing a flexible capital policy with more awareness of shareholder returns
Buying our own shares

Dividend policy
While actively investing for the purpose of business growth, we willcontinue to increase dividends to shareholders.

Reason: To be able to return profits to shareholders and implement
a flexible capital policy in response to changes in the businessenvironment.

◆ FY2021 annual dividend ¥126 (+ ¥11 YoY).
◆ FY2022 annual dividend ¥136 (+ ¥10 YoY) - planned.
With FY2022, scheduled to increase dividends for 22 consecutive
years.

Buying up to 2 billion yen and 290,000 of our own shares
2.9% of the total of issued shares (excluding treasury stock)(Period: May 2nd, 2022 to Feb. 28th, 2023)

Dividend per share, earnings per share and dividend payout ratio since 2000

Dividend per share (yen)Earnings per share (EPS)Dividend payout ratio

FY 2000

FY 2001

FY 2002

FY 2003

FY 2004

FY 2005

FY 2006

FY 2007

FY 2008

FY 2009

FY 2010

FY 2011

FY 2012FY 2013

FY 2014

FY 2015

FY 2016

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

FY 202225

Reference Materials

26

FY2021 Logistics Management Business
Sales, Operating Profit, Operating Profit Margin

Change in Sales(Millions of Yen)

Sales
(Millions of Yen)

60,000

Sales(Millions of Yen)

6000

55,49955,32255,02450,00040,000Operating profit

Operating profit margin

Operating profit

4,598

4,218

3,642

4000

30,00020,000

3000
8.3%
6.6%

7.6%

10,000New FY

Increase in volume
of cargo

Decrease in
Discontinued
volume of cargo

02019

FY2021

2000
1000

0
FY2020

5000

2020

2021

[Main factors for the change]
Sales

Operating profit
Contribution of operating locations last FY and this FY

Further improvement of productivity at existing locations

Business reduction and withdrawal from some existing locations.

Recording upfront investment costs associated with leasing astrategic location (large Kanto location)

27

FY2021 Logistics Information Service Business
Cargo Information Numbers(Thousands)

2019

800
700

2020

562
486

500

1,200

643

637

600

400

2021
717

707

Empty Truck Information Numbers(Thousands)

555

570

595
525

386

2020

(Thousands)

2021

450
1,019 1,005

1,000

897

882
772

2019

400

835

800

458

2019

Trucks Dispatched

746

799

831 859

899

788

350

2020

388

388

368

356

356 351

3Q

4Q

309

298

300

363

360 365

352

2021

250

600

200
300

400

150

200

100

200

100

50
0

0

1Q

2Q

3Q

0

1Q

4Q

2Q

3Q

4Q

1Q
Cargo Information
Numbers

3Q

2Q

Up 25.9%

Up 22.7%

Up 15.9%

4Q
Up 13.5%

Empty Truck
Information Numbers

Dn 1.3%Dn 5.3%

Dn 7.4%

Dn 12.4%

Trucks Dispatched

Up 21.1%

Up 17.2%

Up 8.9%Up 5.1%

Sales(Millions ofYen)

100,000

Dedicated Truck Numbers (day)End-March 2020

End-March 2021

Sales

Operating profit
Operating profit margin (Millions of
Yen)

Operating profit

92,41880,94689,477

3,272

3,172

3,194

→

578

→

566

1,716

→

1,570

→

1,658

4000
3000

End-March 2022

627

6000
5000

80,00060,000

Personnel Numbers(productivity personnel)

2Q

Sales, Operating Profit, Operating Profit Margin<Main Indicators>

Information
Numbers(YoY)

1Q

40,00020,000

3.9%

2000

3.6%

3.5%

0

1000
0

2019

2020

2021

28

FY2021 Logistics Information Service Business - Change inInformation Numbers

Change in Information Numbers (Apr. 2009 - Mar. 2022)
400,000
Trucks dispatched (partners)

Trucks Dispatched

Cargo Information Numbers

Empty Truck Information Numbers

350,000
300,000
250,000
200,000
150,000
100,000
50,000029

FY2021 Industrial Support Business and Others
Industrial Support Business
Sales, Operating Profit, Operating Profit Margin
Sales(Millions of
Yen)

Sales

Operating profit

Operating profit margin

Operating profit(Millions of
Yen)

OthersSales, Operating Profit, Operating Profit Margin
Sales(Millions ofYen)

10,000600

14,0008,000

500

12,000

7,302
5,880

6,000
231

4,000
2,000

6,278
318

400
300
200

5.1%
3.2%

0

100
0

2019

2020

2021

[Main factors for the change]

Operating profit margin

Operating profit

11,716

Operating profit(Millions ofYen)

13,25910,321
561

800

600

423

8,000

407
400

6,000

185

3.2%

10,000

Sales

5.4%

4,000

200

3.6%

2,000

3.1%
0

0

2019

2020

2021

[Main factors for the change]
Expanding new business in China.

Revenue increase due to the coronavirus pandemic
production recovery
Optimization of indirect personnel
Full-year operating profit margin 5.1%

Increasing personnel with an eye on future overseas
expansion■ Exchange Rates: *End of Dec. 2020 rate → End of Dec. 2021 rate.
China (15.88 yen → 18.06 yen / CNY); Thailand (3.44 yen → 3.43 yen / THB)
Singapore (78.01 yen → 85.15 yen/SGD)

30

Cooperating with Partners and Making Allies

Home delivery-type trunk room service

Providing "souco", a platform that matches warehouseand shipper information

Providing integrated services from the development oflogistics real estate to getting tenants, sales, operationand management

Providing a platform to dispatch 50,000 motorcycles
and light cargo vehicles nationwide
Providing a “transportation” platform

Owns and operates
approximately 100 logistics
facilities in Japan

Logistics・
ecosystem promotion

A specialized manufacturer oftrucks and buses

Proposing and providing newlogistics services

Providing a wide range of services and solutions in the fourareas of strategy and consulting, interactive, technology andoperations

Providing advanced Chinese technologies such as AI,
robotics and IoT

31

Initiatives with the Nation and Government
Understanding changes in the environment surrounding domestic logistics, and trends in Japan(government) and the world, and connecting in-house initiatives to corporate social contributions(supporting ESG) and cooperating with a wide range of companies

1

Consistent palletization via pallet standardization

2[Purpose] Further streamlining of logistics by utilizing new shipping
modes[Purpose] Improving logistics efficiency through transportation anddelivery using pallets in the confectionery industry
Standardization of the "optimal
pallet standard"

Centralizing the pallet
management system

Improving the load factor by combining lightweight and heavy objects

Horizontal development of initiative cases within
the industry

Efficient use of cargo compartments

Demonstration project, General Logistics Policy Bureau,
Ministry of Land, Infrastructure, Transport and Tourism

Demonstration project, General Logistics Policy Bureau,
Ministry of Land, Infrastructure, Transport and Tourism

https://www.mlit.go.jp/common/001342364.pdf

https://www.mlit.go.jp/common/001342363.pdf

3Joint shipping utilizing articulated trucks

Confectionery Standard Pallet Promotion Council[Purpose] Building a sustainable logistics infrastructure in theconfectionery industry

Creating "Standardization Guidelines" as an industry to consider andpromote palletization

4

Creating a contactless / non-face-to-face shipping model[Purpose] Building a foundation for junction transportation by utilizing
swap body containers, and verifying data standardization for digitalutilization
Swap body shipping

Simplifying business through digitalutilization

Item standardization for logistics data
Logistics efficiency promotion project, General Logistics Policy Bureau, Ministry ofLand, Infrastructure, Transport and Tourism

Demonstration project, General Logistics Policy Bureau,
Ministry of Land, Infrastructure, Transport and Tourism

32Market Size

Logistics industry as a whole

About 24 tln yen

Truck transportation business
Number of registered trucks

About 14.4 tln yen About 1,292,000 trucks
Home delivery business
Number of registered trucks

About 2.4 tln yen About 288,000 trucks

Source: “Logistics 2019 by the Numbers” from the Japan Association for Logistics
and Transport; “By Vehicle Type (Details), Number of Registered Vehicles Table”
from the Automobile Inspection and Registration Information Association

33

Change in Unit Fuel Price
Change in Light Oil Price

130

125.8

120

110

122.2 122.2
119.9
117.7

116.1

113.1 113.3
112.0
110.8

112.3
111.0
110.2
110.0
110.0
108.3

109.7
108.8
108.3
106.7
106.4
105.3
104.8
104.7 104.0
103.8 103.7
103.3
103.1
102.9
101.6

103.3
102.3
102.3
101.4

107.6
105.7
104.8
99.9

100

96.2
93.3

94.4

91.6
91.6
90.6
90.1

88.5

90
83.4

85.3

80
79.7

70
Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan Mar May Jul Sep Nov Jan

2019

2020

2021

Source: Light oil lorry price for large users, The Oil Information Center

34

For inquiries related to investor relations and this document, please contact the following.

Email: ir_info@trancom.co.jp

Corporate Planning GroupTEL: 052-939-2023 FAX: 052-939-2015*This document contains forward-looking statements such as forecasts based on information at the time of preparation.
Please be aware that the actual results may differ due to changing elements and risk factors in the future.

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