TOYO ENGINEERING CORPORATION published its integrated report, TOYO REPORT 2026, and formulated a new medium-term management plan for 2026–2030. The report sets out a strategy aimed at co-creating value across the entire plant life cycle beyond the scope of EPC.
TOYO ENGINEERING CORPORATION published its integrated report, TOYO REPORT 2026. Under TOYO VISION 2040, the company stated its policy of becoming a partner that co-creates and implements social value beyond the scope of EPC, presenting its current position and future direction from both financial and non-financial perspectives alongside its long-term vision.
This year, the company formulated a new 5-year medium-term management plan for 2026–2030 and set out a policy of shifting to a business model that supports the entire plant life cycle, from planning and construction through operation and maintenance. It aims to stabilize and grow earnings by pursuing both flow-based and stock-based businesses as two strategic tracks.
As part of its growth strategy, the company will promote co-creation-based participation in flow-based EPC projects and strengthen governance, including at overseas bases. It has designated fertilizer, petrochemicals, FPSO and GX as its 4 earnings engines, and fine chemicals, next-generation geothermal energy, critical minerals, and O&M as its 5 growth drivers, with the aim of expanding its future foundations. It also plans to extend next-generation geothermal and critical-minerals initiatives into stock-based businesses.
To support its people, technologies and global bases, the company cites talent development under the banner of Base and Beyond, business transformation through DX/AX, and the strengthening of global bases, including a feature on Toyo-India. It also cites a 2050 net-zero target and disclosure of 2025 Scope 3 emissions as sustainability indicators for the period from 2030 onward, with the aim of providing highly transparent disclosure and enhancing value.