Thank you very much for watching the financial results briefing for the fiscal year ending March 2026 of Isuzu Motors Company, Limited today. Let me introduce our attendees. Noboru Murakami, Executive Officer and CSO. Fumiya Yamakita, Executive Officer and CFO.
In the explanation, Yamakita will provide an overall summary of the results for the fiscal year ending March 2026. Murakami will explain the progress of the medium-term management plan for the fiscal year ending March 2027.
This is Yamakita. First, I will provide an overall summary. First, the results for the fiscal year ending March 2026. Profit and loss were positive due to increased sales volume and promotion of price adjustments, but negative due to the impact of the U.S. tax hike, rising material costs, etc., increased growth-related expenses, and the impact of the Middle East, which led to a decrease in operating income of JPY 25.8 billion compared to the fiscal year ending March 2025.
In terms of unit volume, both CVs and LCVs increased from the fiscal year ending March 2025. Compared to the forecast announced in February, shipments to Chubu Electric Power and other companies were not possible in March, resulting in a significant decrease. Next, I will explain the expected uninvested profits for the fiscal year ending March 2015 compared to the actual results for the fiscal year ending March 2014. In terms of unit volume, we aim to sell 100,000 units domestically for CVs by leveraging our products, and for overseas sales, we aim to sell a large number of units, mainly in North America, despite the impact of the situation in the Middle East.
For LCVs, we expect the same number of units for both imports and exports as for the fiscal year ending March 2014, taking into account the impact of the Middle East. Regarding profit and loss, we had planned to aim for a record high by increasing sales volume, promoting price adjustments, significantly exceeding the impact of the market due to the impact of the Middle East, despite the negative impact caused by higher material costs, etc., but by factoring in the impact of the Middle East of JPY 40 billion, we expect operating income to increase by JPY 56.3 billion from the fiscal year ending March 2014 to JPY 260 billion. As stated, the assumption is that the exchange rate is JPY 155 to the US dollar. I will explain the improvement in shareholder return capital efficiency.
For the fiscal year ending March 2014, the full-year dividend will remain unchanged from the previous forecast at JPY 92. We carried out share buybacks worth JPY 50 billion from June 2013 to December 2013. The acquired shares were fully amortized in February. The dividend for the fiscal year ending March 2015 will be determined based on a policy of a dividend success rate of 40% or more, with an increase or decrease of JPY 2 from the fiscal year ending March 2014 to JPY 94. Regarding share buybacks, there is no change to our policy of continuing to implement them flexibly while being conscious of appropriate equity levels, and we are considering disclosing the details as soon as we have assessed the uncertain business environment. This concludes the overall summary.
From here, I will explain the results for the fiscal year ending March 2014. Global CV sales volume. Domestic sales were strong compared to the fiscal year ended March 2013 due to market conditions. Overseas sales were strong overall, despite the impact of U.S. tariffs and worsening economic conditions. Domestic sales and market share. Large and medium-sized trucks were on par with the fiscal year ended March 2013, while small trucks decreased in the 23-ton and 1 to 1.5-ton categories due to the impact of other vehicles. Market share was over 50% for large, medium, and 23-ton trucks, leveraging our products. Sales of Elf Mio have started in earnest in the 1 to 1.5-ton range, and share has increased. This is the global sales volume of LCVs.
Although demand for vehicles continues to be difficult, sales have increased since the fiscal year ended March 2013, when inventory adjustments were implemented on the sales side. Due to decreased demand in Saudi Arabia for exports and the suspension of shipments in the Middle East in March, sales to domestic and overseas customers have become a major source of sales, but sales have increased mainly in Africa and Oceania. This is the global share of LCVs in the domestic market and production volume. Although demand for vehicles continues to be difficult, we are continuing to conduct thorough sales activities in preparation for a recovery in demand. Production volume increased for both vehicles and exports. This is the after-sales volume of industrial engines.
Due to healthy demand from overseas countries, industrial engines have increased since the fiscal year ended March 2013. After sales has also been progressing smoothly in Japan and overseas, and the sales target of JPY 600 billion for the fiscal year ending March 2015 in the medium-term management plan has been achieved one year ahead of schedule. Next is the analysis of changes in operating income. Profit and loss was positive due to the promotion of increased sales volume and price adjustments for CV/LCV, but negative factors such as the impact of the U.S. tax hike, rising material costs, the impact of the strong yen and the strong baht, and increased growth-related expenses, as well as shipment suspensions due to the impact of the Middle East, resulted in a decrease of JPY 25.8 billion from the fiscal year ended March 2013.
Operating income is explained below. Profit before tax increased by JPY 26.9 billion from operating income of JPY 203.7 billion-JPY 230.6 billion. In terms of equity method investment income and loss, there was temporary dividend income from an affiliated company. In terms of financial income and expenses, Kawasaki's profit was negative in the fiscal year ended March 2013, but positive in the fiscal year ended March 2014. Profit attributable to owners of the parent company decreased by JPY 95.7 billion from profit before tax of JPY 230.6 billion-JPY 134.9 billion. This is segment-specific information classified into the automotive business and the financial business, which will be disclosed from this time onwards. Please see the balance sheet information in the middle section.
In the automotive business, raw deposits and interest-bearing liabilities remain at the same level. The financial business operates with a policy of covering leasing business assets with interest-bearing liabilities. For details, please refer to the financial statements. I will explain the outlook for the fiscal year ending March 2015. I will explain the ongoing impacts of the situation in the Middle East. In terms of procurement, the procurement prices of crude oil-derived materials such as paint agents, resins, rubber, and adhesives have increased. In terms of logistics, shipments of both CVs and LCVs to China Bank and other companies have been suspended since March due to the windstorm in the Strait of Hormuz. We are currently considering routes, freight rates are expected to increase to about 5x the normal level.
For shipments other than those to the collection agency, transportation costs are also rising due to factors such as higher fuel prices. In terms of production and shipments, adjustments are being made to China Bank and other companies due to the windstorm in the strait. I will explain the negative impact of the situation in the Middle East that has been included in the outlook for the fiscal year ending March 2015. The impacts that have already occurred include an increase in the procurement costs of crude oil-derived materials of JPY 10 billion. Additional costs due to transportation costs and the reshipment of stocks of JPY 10 billion. We expect a negative impact of JPY 3.5 billion due to the limited number of units sold due to lost shipments to China Bank and other companies.
Next, as for the expected future impact, we have factored in the risk of a worsening of the oil price hike, and we expect sales volume to decrease by JPY 13.5 billion for overseas CVs and JPY 4 billion for LCVs and JPY 4 billion for exported LCVs. On the other hand, although it will be difficult to recover the full amount of the increase in transportation costs, we aim to recover it through price adjustments of JPY 5 billion. Overall, we have factored in a negative impact of JPY 40 billion on operating income. This is the global CV sales forecast for the fiscal year ending March 2027. We aim to sell 100,000 units by making the most of domestic demand and maximizing capacity from production to delivery.
We have factored in the risk of a decrease of approximately 10% from the pre-conflict forecast in the Middle East, Africa, and Asia due to the impact of the conflict on overseas demand. With the recovery of the North American market, we expect overall sales to increase from the fiscal year ending March 2026. Please refer to the supplementary materials on page 30 for the business environment for CVs in North America and the negative impact on business on page 37 for an explanation of our business initiatives. We also explain the regions where we have the largest market share, including LCVs, in the negative impact on page 32. We will continue to promote global sales activities. This is the outlook for global LCV sales.
We expect sales for the body market to be on par with the fiscal year ending March 2026, taking into account the risk of a delayed recovery in demand due to the Middle East impact. We also expect sales for exports to be on par with the fiscal year ending March 2026, taking into account the risk of a large drop of around 10% in the Middle East, Africa, and Asia due to the Middle East impact. This is the outlook for LCV sales share and production volume for the body market. We anticipate that both the body market share and production volume for the time type LCV will be on par with 2025, taking into account the risk of a delayed recovery in demand.
Production volume is expected to be on par with the fiscal year ending March 2026 for both the body market and export market. Please refer to the supplementary materials on page 31 for the business environment for the LCV business and the table on page 38 for details on our business initiatives. This is the outlook for after sales for industrial engines. We expect demand for industrial engines to remain strong, mainly for new applications. After sales is expected to remain healthy both domestically and overseas, and we aim for sales of JPY 645 billion. For details on our efforts in the after sales business, please refer to the negative aspects explained on pages 33-35. Next is the analysis of changes in operating income.
Initially, we aim to achieve a record high in profit and loss with the positive aspects due to increased sales volume, promotion of price adjustments, and the impact of replacements, significantly outweighing the negative aspects caused by higher material costs, et cetera. However, after factoring in the JPY 40 billion impact from the Middle East, we now expect to increase by JPY 56.3 billion from the fiscal year ending March 2014 to JPY 260 billion. The outlook for operating income is as follows. Profit before tax is expected to be the same as operating income at JPY 260 billion. Financial income is expected to be negative due to the fact that we have not sold any recurring profits, and interest payments will increase.
Profit attributable to owners of the parent company is expected to decrease by JPY 100 billion from profit before tax of JPY 260 billion to JPY 160 billion. This is the outlook for cash allocation in the automotive business. We plan to cover the provision for growth investment, shareholder returns, and working capital by utilizing cash and flexible profit management. That concludes our outlook for the fiscal year ending March 2015.
Next, Murakami will explain the progress of our medium-term management plan, Transformation IX.
First, let me explain what Isuzu is aiming for with IX. Isuzu aims to evolve into a commercial mobility solutions company that provides peace of mind, innovation, and solves the issues of our customers and society.
To achieve this, we are working on two fronts, strengthening our existing businesses to solidify our footing and sowing the seeds of new businesses and investing in growth for the future. There are no changes to our quantitative targets for 2030. Let me explain the progress of our existing businesses. We are not playing it safe, but rather strengthening them as a foundation for growth. In terms of products, in Japan, we have strengthened our product capabilities in all aspects of safety and environmental performance, such as the introduction of new compact 4WD vehicles, expanding our lineup of medium-sized products, and improving safety features for large vehicles. Overseas, we are gradually introducing new compact and medium-sized trucks that meet customer needs in developed countries and the Global South. Our after-sales service is progressing better than expected.
We will continue to accelerate the expansion of domestic maintenance capabilities and overseas maintenance leasing and aim to strengthen our stable revenue base. We are steadily investing in strengthening our future competitiveness, such as consolidating large truck production into one factory and streamlining field operations as a way to strengthen our supply chain. Another major change is the integration with UD Trucks. We have begun considering a merger to integrate the management resources of both companies and further streamline decision-making and reduce added value. We will proceed with the integration with UD Trucks, unify our global commercial platform, and implement transformations that will increase the value we provide to our customers and our profitability. Let's take on new business challenges. We are currently transforming from a car sales company to a solutions company.
In terms of autonomous driving, we have already implemented it on our own logistics route buses, and in 2027, we plan to operate a dedicated test course, the first of its kind among commercial manufacturers. Furthermore, in terms of autonomous buses, we are working with Tier IV partner NVIDIA to put the commercialization of autonomous driving on the premise of mass production within realistic reach. In the connected sector, we are steadily implementing measures to strengthen our profitability by developing services that utilize vehicle data, such as energy management and fault margin detection. In the carbon neutral sector, we are planning to launch electric development experiments and are also taking on the challenge of optimizing the entire operation, including batteries and fuel, in addition to BEV and FCV. We are also strengthening our global management and DX with ISID as the management platform that supports these efforts.
We have newly appointed a CTO, CLO, and CDXO to strengthen our execution structure. We are also working as a group to speed up decision-making by restructuring our departmental organization and improve productivity by introducing AI in advance. We are currently in the stage of steadily strengthening our medium to long-term growth foundation by further increasing our earning power in existing businesses while investing in new medical systems. We will continue to accelerate our efforts toward achieving IX.
This concludes the financial results briefing for the fiscal year ending March 2026 for Isuzu Motors Limited. Thank you for watching.