POSCO Holdings (NYSE: PKX) unveils 2026–2028 value-up and dividend plan
Rhea-AI Filing Summary
POSCO Holdings Inc. outlines its 2026 Corporate Value-up Plan, setting 2028 goals of consolidated revenue of KRW 87.9 trillion (CAGR 8.4%), ROIC 5.8%, a price-to-book ratio of 1.0, and a shareholder return ratio of 35–40% of adjusted net profit attributable to controlling interest.
The strategy centers on three cores: Steel, targeting 10Mtpa overseas crude steel capacity by 2031 and a technology-driven green transformation; Lithium + α, aiming to expand lithium production capacity to 173Ktpa by 2033 and build wider critical-mineral supply chains; and Energy, growing the LNG value chain and renewable projects such as solar plus BESS, offshore wind and SAF-linked biofuels.
Financially, the group plans a KRW 29.1 trillion mid-term investment program for 2026–2028 and continued shareholder returns via dividends and treasury share cancellations. Dividend per share was KRW 10,000 in both 2024 and 2025, with 2025 dividends of KRW 756.2 billion and a payout ratio of 115.0%, and the company states it qualifies as a high-dividend company under Korean tax law.
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Filing Explained
The plan sets future capital-allocation and shareholder-return targets, but reports no completed change in existing holders’ ownership or cash receipts.
POSCO Holdings uses this
For existing common holders, the structural effect is a framework that could direct capital toward shareholder returns, treasury-share actions, and subsidiary-share monetization if executed, rather than a completed change in ownership or cash received.
The 35–40% shareholder-return ratio is defined as dividends plus treasury-share buybacks and cancellations divided by adjusted net income attributable to controlling interest; it is a 2026–2028 target, not a fixed cash commitment.
The company plans to reduce ownership in listed subsidiaries to around 50% by the end of 2027, using 10% of generated cash for additional buybacks and cancellations and investment in strategic resources.
The
The key resolution points are the 2027 subsidiary-ownership target and whether the planned buybacks, cancellations, monetization, and investment allocations are carried out; the filing says its forward-looking information may change with market conditions.
Key Figures
Key Terms
ROIC financial
PBR financial
Triple-Core Portfolio financial
HyREX demo plant technical
Battery Energy Storage System technical
Sustainable Aviation Fuel technical
AI-generated analysis. How Rhea-AI works. Not financial advice.
FAQ
What are POSCO Holdings (PKX) main 2028 financial targets in the value-up plan?
How much will POSCO Holdings (PKX) invest under its 2026–2028 value-up plan?
Why does POSCO Holdings (PKX) qualify as a high-dividend company under Korean tax law?
What are the key strategic pillars in POSCO Holdings (PKX) Corporate Value-up Plan?
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
Form 6-K
REPORT OF FOREIGN PRIVATE ISSUER
PURSUANT TO RULE 13a-16 OR 15D-16
UNDER THE SECURITIES EXCHANGE ACT OF 1934
For the month of July, 2026
Commission File Number: 1-13368
POSCO HOLDINGS INC.
(Translation of registrant’s name into English)
POSCO Center, 440 Teheran-ro, Gangnam-gu, Seoul, Korea, 06194
(Address of principal executive offices)
Indicate by check mark whether the registrant files or will file annual reports under cover of Form 20-F or Form 40-F.
Form 20-F ☒ Form 40-F ☐
Corporate Value-up Plan (Voluntary Disclosure)
| ※ This disclosure includes future plans and forecasts. The information may change or it may differ from actual results. In addition, the determination of whether the company qualifies as a “high dividend company” under Article 104-27 of the Act on Restriction on Special Cases Concerning Taxation is based on the company’s own assessment.
| ||||
| 1. Name of the plan | 2026 POSCO HOLDINGS Corporate Value-up Plan | |||
| 2. Major details | 1. Company Overview
2. Business Environment and Core Strategy
• Key Shifts in the Business Landscape
• Evolution of Business Mix
• Business Identity & Portfolio Strategy
① Core Strategy: Steel
- Establish 10Mtpa overseas steel production capacity by 2031
- Drive technology-driven product and cost innovation, and execute a timely and financially viable Green Transformation (GX)
② Core Strategy: Lithium + α
- Lithium: Secure prominent resource and new technologies to become a top global supplier
- Cathode & Anode Materials: Diversify product portfolio and stabilize the industrial supply chain
- Rare Earths, etc.: Expand the supply chain of critical minerals, including rare earth elements and rare/specialty gases
③ Core Strategy: Energy
- Maximize profit-generation capability by expanding the LNG Value Chain
- Respond to the carbon reduction initiative and future power demand by securing renewable energy development capabilities
• Financial Strategy
- (2026–2028) Shareholder Return Policy (Target Payout Ratio): 35–40% of adjusted controlling-interest net income
- Strategically monetize shares of listed subsidiaries to enhance the holding company’s corporate value
- Realign investment priorities and pursue restructuring of low-profit assets
- (2026–2028) Mid-term Investment Plan: KRW 29.1 trillion | |||
| 3. Value-Up Goals
• Revenue: (2028) KRW 87.9 trillion (CAGR 8.4%)
• ROIC: (2028) 5.8%
• Shareholder Return Ratio: (2026–2028) 35–40% of adjusted net profit attributable to controlling interest
• PBR: (2028) 1.0
4. Investor Communication | ||||
| 3. High dividend company under Article 104-27 of the Act on Restriction on Special Cases Concerning Taxation | Yes | |||
| Dividend income for the business year in which December 31, 2024 falls (KRW) |
757,484,930,000 | |||
| Dividend payout ratio for the immediately preceding business year (2025) (%) |
115.0 | |||
| Amount of dividends for the immediately preceding business year (2025) (KRW) |
756,207,790,000 | |||
| Amount of dividends for the business year prior to the immediately preceding business year (2024) (KRW) |
757,484,930,000 | |||
| Growth rate of total dividends for the immediately preceding business year compared to the business year prior to the immediately preceding business year (%) |
-0.17 | |||
| 4. Date of decision | July 30, 2026 | |||
| 5. Related references | Uploaded date | July 30, 2026 | ||
| Website URL | http://www.posco-inc.com/ | |||
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6. Other important details to be considered for investment decisions |
1. Item 3 pertains to the qualification of high-dividend company as defined by Article 104-27 of the Act on Restriction of Special Taxation. Based on the interpretation of the statute by relevant authorities, “immediate preceding business year” that appears in Paragraph 1 Subparagraph 2 of the Article refers to the business year immediately preceding the most recent business year. By this definition, we provide that the Company’s dividend income in the immediate preceding business year (2024) did not decrease against the base year (2024). Therefore, the Company qualifies as a high-dividend company.
2. The dividend per share for 2024 and 2025 remains unchanged at KRW 10,000. However, the amount of dividend for 2025 is lower than that of 2024, due to a reduction in the number of outstanding shares (a decrease of 255,428 shares) following the acquisition and subsequent cancellation of treasury shares in August 2024. | |||
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3. For more detail, please refer to the attached ‘2026 POSCO Holdings Corporate Value-up Plan’.
4. This disclosure material includes plans and forecast information, which are subject to change depending on future market conditions and changes in the business environment.
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SIGNATURES
Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
| POSCO HOLDINGS INC. | ||||||
| (Registrant) | ||||||
| Date: July 30, 2026 | By | /s/ Han, Young Ah | ||||
| (Signature) | ||||||
| Name: Han, Young Ah | ||||||
| Title: Executive Vice President | ||||||
POSCO HOLDINGS Value-Up Plan 30 Jul. 2026 Exhibit 99.1
Disclaimer This presentation was prepared to release information to shareholders, investors, and the community pertaining to the company’s business outcomes, financial performance, and key operations. The financial and business statements provided in the presentation are based on data available at the time of its preparation. Therefore, certain statements may change due to various factors, e.g., audit adjustment and changes in market conditions. Additionally, this presentation contains forward-looking statements relating to the business, financial performance and outlook of the company, and/or the industry in which it operates. The forward-looking statements set forth herein are not historical facts and are solely based on assessments, expectations and forecasts made in the present; therefore, these statements are uncertain and subject to risk. The readers of this presentation shall be aware that the forward-looking statements in this presentation may not correspond to the actual business performance of the company for various reasons, e.g., changes in the business environment and conditions. The sole purpose of this presentation is to assist persons in deciding whether they wish to proceed with potential investments to the company. The company does not offer guarantee, expressed or implied, as to the accuracy or completeness of this presentation or the information contained herein; we do not assume liability for the information described in this presentation.
Ⅰ. Company Overview Ⅱ. Business Environment and Core Strategy Ⅲ. Value-Up Target Ⅳ. Investor Communication CONTENTS
Ⅰ. Company Overview
2023 2024 2025 Revenue 77.1 72.7 69.1 Operating Profit 3.5 2.2 1.8 Net Profit attributable to Controlling Interest 1.7 1.1 0.7 2023 2024 2025 Asset 100.9 103.4 105.2 Liabilities 41.3 42.0 42.8 Equity 59.7 61.5 62.4 2023 2024 2025 EBITDA Margin 9.5 9.2 8.7 Net Debt to Equity Ratio 13.5 18.2 20.7 ROE 3.1 1.6 0.8 Company Profile (Unit : %) 79,241,527 Total Issued shares Other foreign institutions BlackRock Tresury Shares Affiliated Parties* Other domestic Institutions & individuals 8.34 20.98 5.31 4.57 3.05 57.76 NPS * Affiliated Parties : POSTECH 2.50% POSCO Educational Foundation 0.51% POSCO TJ Park Foundation 0.04% Shareholders (As of March 31, 2026) Company POSCO HOLDINGS INC. (Representative Director: CHANG, In-Hwa; LEE, Ju-Tae) Headquarter 6261, Donghaean-ro, Nam-gu, Pohang-si, Gyeongsangbuk-do Listed Market Korea : KOSPI Overseas : New York Stock Exchange Overseas : New York Stock Exchange Subsidiaries 198 consolidated subsidiaries (As of Dec 31, 2025) Credit Rating ESG Rating I/S (Unit : KRW tn) B/S (Unit : KRW tn) Financial Ratios (Unit : %) Financial Summary Overview Baa1 (Negative) BBB+ (Stable) MSCI SUSTAINALYTICS A INDUSTRY ESG LEADER 2026 ISS KCGS Top Grade QUALITY SCORE (Social, Governance) A+
Key Business 1) Include Steel, Rechargeable Battery Materials, infrastructure, and other sectors 2) Based on the sum of all transactions, including inter-company transactions, but excluding 'others' (23 companies including POSCO HOLDINGS) Listed Unlisted (As of 2025-end) Key Metrics2) Overview Asset share Revenue share Asset share Revenue share Asset share Revenue share Rated No.1 by World Steel Dynamics, as the World’s Most Competitive Steelmaker Galvanized steel, color-coated steel Steel product packaging, secondary steelmaking materials Only supplier of both cathode and anode materials in Korea Lithium hydroxide manufacturing Lithium, nickel, and cobalt extraction Trading, natural gas, and power generation business Plant, infrastructure, and construction IT, EIC, Process automation 55% 51% 15% 3% 30% 46% 57% 49% 50% 100% 58% 82% 100% 100% 70% 85% 100% 73% 53% 65% 100% Steel 86Entities 16Entities Infrastructure 74Entities Rechargeable Battery Materials Major Affiliates (198 consolidated subsidiaries1))
Ⅱ. Business Environment and Core Strategy
Geopolitical risks and trade barriers shake supply chains Stronger decarbonization efforts, e.g., electrification AI-driven Industrial Revolution The dynamic market conditions present opportunities to enhance our portfolio Structural change is essential for the business to respond to the increasingly uncertain market environment, i.e., supply chain fragmentation, accelerating GX and AX. Key Shifts in Business Landscape
Steel Materials Resources Contribute to national economic growth as a key material Prepare the basis for low-carbon, new mobility transition Drive supply chain facility in key industries In addition to Steel and Materials, we seek to extend our scope to include critical Resources, to serve as industrial security asset and an engine of our future growth. Evolution of Business Mix
As the national supplier of critical resources, POSCO group will build the Triple-Core Portfolio, comprised of Industrial, Strategic, and Energy Resources, to balance stability and growth and enhance the industrial supply chain. Business Identity & Portfolio Strategy Industrial Fundamental Core Strategic Growth Core Energy Growth Core Triple-Core Portfolio Early acquisition of strategic resources for competitive leadership Lithium, CAM, AAM, rare earths Unrivaled market leadership across core industrial materials Steel Low-carbon energy source developed and operated to drive decarbonization LNG · renewables National Supplier of Critical Resources * Continue to develop new businesses to become a multi-core company Industrial Strategic Energy
Core Strategy : ① Steel
Secure growth momentum and profitability in promising global markets Achieve technology-driven cost & product innovation and timely transition to carbon-reduced processes Overseas Growth Investment Native Competence With overseas growth investment and enhanced native competence, we will overcome the challenges of stagnant growth and global fragmentation to maintain our lead in global competitiveness. Steel
U.S. Louisiana EAF, mill to mill cooperation India POSCO-JSW JV Mill Indonesia Expansion of PT.KP, STS upstream process a virtuous cycle The outcomes of overseas investments will feed into our decarbonization efforts and R&D of high value-added products to boost native competence; hence, we will establish USA 12~18% Indonesia 7~15% India 10~14% Korea 4~5% * Source: Bloomberg Profitability by country (3-yr OP margin of major steelmakers) In high-growth, high-profit overseas markets, our target is to expand overseas crude steel production to10Mtpa by 2031. Overseas Growth Investment Enhanced Native Competence
Timely Decarbonization Develop carbon-reduction technology Operate HyREX demo plant Increase EAF production of high-end steel Cost Innovation Focus capacity on large process-wide projects Optimize facility to respond to market changes Drive energy independence, e.g., self-power generation Market leadership [Pohang Works] Advanced steel for new energy [Gwangyang Works] Specialized steel for new mobility Boost technology-driven growth of 8 key strategic products Through technology-driven product and cost innovation and a timely and financially viable GX, the company will lead the coming industrial changes in Korea. Overseas Growth Investment Enhanced Native Competence
Core Strategy : ② Lithium + α
Secure prominent assets and advanced technology to emerge as a top-tier global player Diversify product mix and build reliable supply chains Rare Earths Lithium CAM, AAM Expand supply chain of critical minerals, i.e., rare earths, rare and specialty gases Lithium + α We will step forth as the vital supplier of strategic resources with a focus on lithium; hence, we will secure the growth driver in the face of decarbonization and new mobility while assisting next generation industries with reliable supply chains.
2026 2029 2030 2033 93 123 148 173 43 73 73 73 (unit : Kt) brine ore 100 50 50 75 42% 58% 2026 2033 100Kt 73Kt Operating surplus Ownership stake in Mineral Resources mines Brine Lithium Ore Lithium Our goal is to expand lithium production capacity to 173Ktpa and become a top 5 global supplier by 2033, fueled by P-Argentina’s shift to operating profit and the acquisition of prominent ore lithium assets. Lithium CAM& AAM Recycling Rare Earths Rare & Specialty Gases DLE Demo Plant in USA Groundbreaking (’27) to commercial-grade validation (’28) Solutions to put low-grade resources to viable use Explore low-grade resources Target region: American continent
Build production system with Chinese partners leading the market (e.g.,CNGR) CAM NCM LFP 1) 1) LFP : Lithium iron phosphate battery 2) LDP : Lithium Dihydrogen Phosphate (LiH2PO4) Develop high value-add products (e.g.,Ultra Hi-Ni) to expand market share in strategic markets (e.g., North America) Leverage lithium production capacity to utilize LDP2); develop LFP production technology to secure cost competitiveness Natural graphite Artificial graphite Spherical graphite Raw materials Expand domestic production through OEM partnership and policy support Tanzania Mozambique Utilize BRM and Syrah mines for stable supply Increase domestic production of artificial graphite with global OEM orders Begin construction of Vietnam Phase 1 (2H, ’26) with goal to commercialize in ’28 AAM By diversifying the product mix and establishing reliable supply chains, we will enhance competence of our CAM and AAM business to get ahead of the rapidly changing market. Lithium CAM& AAM Recycling Rare Earths Rare & Specialty Gases
* Resource recovered per 12Kt of black matter (BM): Nickel 2.7Kt, LC 2.5Kt, Cobalt 0.8Kt, Manganese 0.6Kt Recycling Capacity 2030 2035 12* 2026 32 72 (unit : Ktpa of black mass) Source raw materials and seek policy support with partners Timely entry into the global recycling ecosystem POSCO group’s recycling technology (POSCO HY Clean Metal) We will expand our recycling business in pace with the global decarbonization initiative and growth of circular economy in batteries. Lithium CAM& AAM Recycling Rare Earths Rare & Specialty Gases
Separation & purification, oxide production Mines and raw material production Permanent magnet production Rare Earth Full Value Chain Establish stake-based offtake structure linked to SE Asia mine operation Secure sustainable, tech-driven cost competitiveness Produce in North America and Europe with trusted partners Build an integrated cluster in the US Malaysia JV (’28) Laos Equity stake (’28) USA ReElement JV (’27) Laos JV (’28) USA Equity stake (’28) Europe Equity stake (’27) Production plan : 4.8Kt in Phase 1(’28) à 8.7Kt in Phase 2(’30~) We will build a global rare earth supply chain to provide critical minerals essential to future industries, i.e., EV, robotics, AI data centers. Lithium CAM& AAM Recycling Rare Earths Rare & Specialty Gases
Raw materials Crude POSCO Advanced Industry Semiconductors, aerospace Production Separation, refining, mixture [Specialty gas] TiCl4, SiCl4 [Rare gas] Xe, Kr, Ne POSCO Air Solution Chemgas Korea FEWM Est. in ’24 Shares: POSCO Holdings 75% Est. in ’05, acquired in ’25 Shares: POSCO 100% Est. in ’06, shares acquired in ’25 Shares: POSCO 40% By driving domestic production of rare and specialty gases used in advanced sectors, we will identify profitable opportunities and provide a reliable supply chain to future industries. Lithium CAM& AAM Recycling Rare Earths Rare & Specialty Gases
Core Strategy : ③ Energy
Geopolitical risks are now a constant. By growing the LNG and renewable business, the company will boost self-sufficiency rate of energy resources and become a reliable supplier of sustainable energy. Energy LNG Expand value chain to maximize profit from LNG, the bridge fuel in the energy transition Renewable Energy (RE) Boost development capacity to respond to carbon reduction and future power demand
Expand gas field assets Myanmar gas fields, Australian Senex project, Alaska LNG project Gas sales volume (Kt) Upstream Downstream Midstream Stronger global synergy in the Diversify business model Revamp of Incheon Plan 3&4, license for Gwangyang district power supply Capacity (GW) ’25 ’31 3.5 6.0 Enhance trading capacity to capitalize on rising LNG trade volume LNG volume (Kt) ’25 ’31 1,822 6,347 2,597 4,202 ’25 ’31 * Share of LNG in global gas demand (source: IEA) 5% in ’00→ 10% in ‘10 → 14% in ’25 → 16% in ’30(F) In the increasingly profitable LNG business, the focus will be to grow each link in the value chain and enhance global operation. LNG RE & Next-Generation Energy
Z * BESS : Battery Energy Storage System, a system that uses batteries to store power at scale Develop and operate low-risk projects with local partners Solar + BESS* Develop GW-level projects in regions that project high power demand growth, i.e., North America Z ’29 ’34 300 900 Combine affiliate capacity for phased entry into the full value chain Offshore wind Offshore power capacity (MW) Biodiesel, SAF Build next-generation energy value chain that spans palm oil, biodiesel, and SAF* Secured 154,000 ha of palm plantation (PT.PAR, PT.BIA) and refining capacity of 500Kt (PT.ARC) * SAF : Sustainable Aviation Fuel Entry into the renewable energy business will help to respond to decarbonization and prepare for the post-LNG era . LNG RE & Next-Generation Energy
Financial Strategy
Reduce Holding Company Discount Investment Strategy Investment Plan FY ’23~’25 Cash dividend KRW 2.3 tril. Treasury shares cancellation KRW 1.8 tril. (6.3% retired) Treasury shares cancellation Cash dividend 0.76 0.76* 1.52 1.82 1.06 0.76 FY23 FY24 FY25 (Apr. 2023~Mar. 2024) (Apr. 2024~Mar. 2025) (Apr. 2025~Mar. 2026) 0.76 0.76 (unit: KRW tril.) 3-year Total Shareholder Return Value KRW 4.1 tril. 13.3 10.3 4.6 3.1% cancellation Launch of POSCO Holdings 6% cancellation + 0.3% additional acquired& cancelled 6% treasury shares cancellation plan 2021 2023 2026 2022 2024 2025 * Includes additional treasury share buyback & cancellation of KRW 100 bil. (0.3%~) (unit : %) Reduce Treasury Ownership Ratio down to 4.6% We are committed to shareholder-centered management; in the past 3 years, KRW 4.1 trillion has been expended for shareholder returns and proactive treasury shares cancellation. Shareholder Return (Results)
35-40% of adjusted net profit attributable to controlling interest * Shareholder return ratio = (total dividend + treasury shares buyback & cancellation)/ net profit attributable to controlling interest × 100% FY ’26~’28 Target Shareholder Return Ratio : Stronger predictability of shareholder returns Performance-based upside sharing Dividend payout New share buyback & cancellation Performance-linked shareholder return policy Shareholder value will be enhanced through performance-linked policy to boost shareholder returns, predictable dividend payout, and flexible treasury share buyback and cancellation. Shareholder Return (Policy ) Reduce Holding Company Discount Investment Strategy Investment Plan
Optimize shareholdings in key listed subsidiaries to around 50% by the end of ’27 Shareholding strategy Value enhancement of the holding company 10% of generated cash used to fund additional share buyback & cancellation (Monetize shares that exceed controlling interest to improve capital efficiency) Fund POSCO Holdings’ investment in future strategic resources (POSCO Argentina Lithium Phase 3-4, investment in resources) * NSC: BBB Negative, ArcelorMittal: BBB Stable Maintain financial soundness (S&P credit rating: BBB+ Stable) Resolve holding company discount Shares of listed subsidiaries currently trading at a discount to NAV will be strategically monetized to upgrade the enterprise value of the holding company. Shareholder Return Reduce Holding Company Discount Investment Strategy Investment Plan
Boost enterprise value of listed subsidiaries Boost professional and responsible management of key subsidiaries Expand the free float ratio of listed subsidiaries for greater weight in global indices, e.g., MSCI ※ Market conditions and investor demand are considered in monetizing to minimize market impact and supply pressure Enhance management structure of subsidiaries Increase free float to drive higher trading volumes We will strengthen professional and accountable management at subsidiaries and enhance stock liquidity to unlock the intrinsic value of our companies in their share prices. Shareholder Return Reduce Holding Company Discount Investment Strategy Investment Plan
Investment policy RRR WACC 6.32% Business risk (α2) * ex. greenfield project +4.0% National risk (α1) * ex. Argentina +8.35% Adjustment in internal carbon price (α3) Hurdle Rate 6.32% + α Hurdle Rate is calculated by adding a risk premium, i.e., for national and business risks, carbon prices, to the required rate of return (RRR=6.32%). (unit : KRW tril.) 1.8 1.7 3.5 Restructuring Remaining Completed (FY ’24~’25) Plan 1.8 1.0 (FY ’26~’28) 2.8 Raised total restructuring target to KRW 3.5 tril. (increase by KRW 0.7 tril.) Upgraded target Divest and manage under-performing assets Investment priority will be reassessed with a focus on profitability, and low-profit assets boldly restructured to maximize capital efficiency. Shareholder Return Reduce Holding Company Discount Investment Strategy Investment Plan
’26-’28 MRO Investment 11.2 Growth Investment 16.7 Others * 1.2 Industrial Overseas steel KRW 6.7 tril. Domestic steel KRW 0.9 tril. (KRW 7.6 tril.) (KRW 4.1 tril.) (KRW 3.7 tril.) Strategic Energy LNG & renewables KRW 3.1tril Food and others KRW 0.4 tril. (KRW 1.3 tril.) New Engine Physical AI and others KRW 0.8 tril. Lithium (ore & brine) KRW 2.4 tril. CAM, AAM and others KRW 1.3 tril. * POSCO Group R&D Center India: JV mill with JSW USA: Louisiana EAF project Indonesia: expansion of PT.KP & STS upstream Pohang: grain-oriented electrical sheets; Gwangyang: plates for offshore wind HyREX Demo Plant Australia: expansion of MinRes ore mines and processing POSCO Argentina Phase 3 Lithium assets (brine from SA, ore from NA) USA: construction of DLE demo plant Critical minerals, e.g., rare earths, graphite Vietnam: artificial graphite (and other ongoing investment) Revamp of Incheon Plant 3&4 for LNG power generation Expansion of Myanmar gas fields & Australian Senex Solar + BESS business in NA Development of domestic offshore wind Physical AI Power infrastructure, new mobility materials, decarbonization & recycling KRW 29.1tril. To drive our Triple-Core Portfolio strategy, we will focus capital and capabilities on core businesses through selective concentration. Shareholder Return Reduce Holding Company Discount Investment Strategy Investment Plan
Ⅲ. Value-Up Target
Seamless rollout of our business portfolio transformation and finance strategies will seek parallel growth in both value and volume, which will immediately translate into shareholder returns. ROIC (unit : %) * Consolidated basis 1.9 5.8 2025 2028 * Consolidated basis PBR 0.4 1.0 2025 2028 Revenue (unit : KRW tril.) * Consolidated basis 69.1 87.9 CAGR 8.4% 2028 2025 Shareholder Return (’26~’28) 35-40% of adjusted net profit attributable to controlling interest * Shareholder return ratio = (total dividend + treasury shares buyback & cancellation)/ net profit attributable to controlling interest × 100%
Ⅳ. Investor Communication
IR Communication Plan Board of Directors, C-level Enhance market trust by sharing quarterly business status and financial performance Direct engagement regarding governance transparency and ESG/strategic direction Independent Directors / C-Level IR CEO Investor Day (Korea, Overseas) Strengthen market communication through CEO Investor Day on the Group’s mid-to-long-term portfolio strategy and core business progress. Quarterly Earnings Release ESG NDR (Korea, Overseas) Strengthening stewardship through active engagement to resolve investment exclusions ESG / Stewardship Sustainability Report Transparent disclosure of ESG management strategies and performance from stakeholder perspectirve Corporate Governance Report Achieving 100% compliance rate on 15 key indicators Compliance with timely and transparent disclosures in Korea and the U.S. POSCO Holdings IR Youtube Channel 275+ videos uploaded, including major business updates and virtual tours. Company Website Provide IR data, IR materials on shareholder return policy and etc. Information Disclosure Disclosures Conduct follow-up communication with major institutional investors and gather market feedback Conference Participation Diversify the institutional investor base by participating in various domestic and international conferences. Credit NDR Build a favorable investment environment by enhancing the confidence of credit investors General Meeting of Shareholders Strengthen communication with shareholders by providing bilingual (KR/EN) online live streaming IR Post-Earnings NDR (Korea, Overseas)
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