Slide 1: Consolidated Performance Briefing FY2025 4Q & Full Year
SUMIDA CORPORATION Consolidated Performance Briefing <FY2025 4Q & Full Year ended December 31, 2025> February 9, 2026 [Note on translation] This is a translation of the original Japanese document and provided for informational purpose only. If there are any discrepancies between this and the origina
Slide 2: Agenda
1. FY2025.4Q & Full-Year Performance Results 2. FY2026 Performance / Dividend Forecast 3. The New Mid-Term Business Plan 2026-2028 ✓ Review of the current plan ✓ Vision to 2035 ✓ Mid-Term Business Plan 2026-2028 4. Appendices Copyright© 2026 SUMIDA CORPORATION. All rights reserved. 2
Slide 3: Agenda: FY2025 Performance Results
1. FY2025.4Q & Full-Year Performance Results 2. FY2026 Performance / Dividend Forecast 3. The New Mid-Term Business Plan 2026-2028 ✓ Review of the current plan ✓ Vision to 2035 ✓ Mid-Term Business Plan 2026-2028 4. Appendices Copyright© 2026 SUMIDA CORPORATION. All rights reserved. 3
Slide 4: Financial Results (Overall)
Financial Results (Overall) Revenue Full year 147.1 billion yen (YoY +2.2%) 4Q 39.1 billion yen （YoY +13.6%） Operating profit Full year 7.4 billion yen (YoY +64.8%) 4Q 1.9 billion yen （YoY +378.8%） Increased revenue and profit. Revenue increased slightly YoY. Profit increased significantly, partly r
Slide 5: Financial Results (Revenue by Market / Region / Green Energy-related Revenue)
Financial Results (Revenue by Market / Region / Green Energy-related Revenue) (billion yen) By region By market Green energy-related revenue FY25.4Q YoY FY25.4Q YoY FY25.4Q YoY Asia 15.4 +2.2% Automotive 21.5 +8.2% xEV - Automotive 4.9 +0.4% North America 8.4 +18.7% Industrial 11.1 +17.7% Industrial
Slide 6: Business Environment Outlook
Business Environment Outlook The business environment will remain highly uncertain. We will proceed with the "Made in Market" strategy and the diversification of revenue sources while monitoring future market trends. The business environment remains uncertain due to geopolitical risks. Environment T
Slide 7: Consolidated Statement of Profit or Loss
Consolidated Statement of Profit or Loss FY24 FY25 FY24 FY25 FY25 4Q 3Q 4Q Actual Actual Actual YoY QoQ Actual Actual YoY Forecast*1 (A) (B) (C) (C/A) (C/B) (D) (E) (E/D) (F) Revenue M.JPY 34,442 36,906 39,117 +13.6% +6.0% 143,978 147,194 +2.2% 144,000 Operating Profit M.JPY 407 2,124 1,950 +378.8%
Slide 8: Operating Profit Bridge Analysis - FY2024.4Q vs FY2025.4Q
Operating Profit Bridge Analysis - FY2024.4Q vs FY2025.4Q - Decrease in Decrease in Ex-rate Decrease in Material Cost Wage Impact Manufacturing 252 33 32 (million yen) Overheads Decrease in 268 fixed costs Efficiency due to higher 403 Production volume 1,257 One-off Item FY25.4Q Schmidbauer Revenue
Slide 9: Operating Profit Bridge Analysis - FY2025.3Q vs FY2025.4Q
Operating Profit Bridge Analysis - FY2025.3Q vs FY2025.4Q - EU Decrease in Decrease in Shot-time fixed costs due to higher Manufacturing Efficiency work (million yen) Overheads 118 24 Production 167 volume 638 One-off Item Schmidbauer Acquisition Compensation 108 435 FY25.3Q Revenue Operating Impact
Slide 10: Operating Profit Bridge Analysis - FY2024 vs FY2025
Operating Profit Bridge Analysis - FY2024 vs FY2025 - (million yen) Decrease in Wage Decrease in 562 Material Cost Efficiency 586 Decrease in Decrease in 992 fixed costs Manufacturing due to higher Overheads Production 1,008 One-off Item volume 2,281 FY25 Operating Profit Schmidbauer Revenue EU 7,43
Slide 11: Quarterly Revenue/Operating Profit
Quarterly Revenue/Operating Profit Revenue (million yen) 1Q 2Q 3Q 4Q 40,000 40,000 40,000 40,000 30,000 30,000 30,000 30,000 20,000 20,000 20,000 20,000 10,000 10,000 10,000 10,000 0 0 0 0 FY20 21 22 23 24 25 FY20 21 22 23 24 25 FY20 21 22 23 24 25 FY20 21 22 23 24 25 Operating Profit 1Q 2Q 3Q 4Q 4,
Slide 12: Consolidated Statements of Financial Position
Consolidated Statements of Financial Position FY24 FY25 FY24 FY25 Change Change Dec.31 Dec.31 Dec.31 Dec.31 Cash & Cash Equivalents M.JPY 4,286 6,129 1,843 Trade and other payables M.JPY 14,960 16,895 1,934 Trade & Other Receivables M.JPY 30,167 32,500 2,333 Interest-bearing liabilities M.JPY 30,964
Slide 13: Consolidated Statement of Cash Flows
Consolidated Statement of Cash Flows FY24 FY25 Change FY24 FY25 Change Profit before Taxes M.JPY 1,295 4,830 3,535 Net Interest-bearing Debts M.JPY -2,214 1,202 3,416 Depreciation and Amortization M.JPY 11,022 11,881 859 Dividends Paid M.JPY -1,771 -1,749 22 Net Working Capital M.JPY 818 2,924 2,106
Slide 14: FY2025 Overview of Sales Pipeline: New Intake
FY2025 Overview of Sales Pipeline: New Intake Sales pipeline New intake of Life Time turnover* is approx. 88.0 billion yen in FY2025. * Total amount of revenue in the period between the start and end of each project (at the time of project acquisition) * For the product lifecycle in each product mar
Slide 15: Agenda: FY2026 Performance / Dividend Forecast
1. FY2025.4Q & Full-Year Performance Results 2. FY2026 Performance / Dividend Forecast 3. The New Mid-Term Business Plan 2026-2028 ✓ Review of the current plan ✓ Vision to 2035 ✓ Mid-Term Business Plan 2026-2028 4. Appendices Copyright© 2026 SUMIDA CORPORATION. All rights reserved. 15
Slide 16: FY2026 Performance Forecast
FY2026 Performance Forecast The business environment is expected to remain challenging. We will steadily implement the initiatives set forth in the Mid-term Business Plan 2026–2028 and strive to enhance our profitability and improve capital efficiency. FY25 FY26 Actual Forecast YoY Revenue M.JPY 147
Slide 17: FY2026 Performance Forecast (By Market)
FY2026 Performance Forecast (By Market) A recovery is expected in both the industrial and automotive markets. The industrial market is also expected to continue expanding in the mid to long term. FY25 FY26 Actual Forecast YoY By Market Automotive M.JPY 85,415 91,300 +6.9% Industrial M.JPY 39,312 42,
Slide 18: Operating Profit Bridge Analysis - FY2025 vs FY2026
Operating Profit Bridge Analysis - FY2025 vs FY2026 - (Billion JPY) (Billion JPY) Full-year contribution by EU Restructuring, Positive +1.0 and additional short-time work in EU Factors Material cost reduction +1.0 Efficiency +0.9 Schmidbauer acquisition +0.7 China manufacturing Indirect Lacor saving
Slide 19: FY2026 Capex Plan
FY2026 Capex Plan In 2025, delays in secured projects and lower order volumes made it difficult to assess the returns on production-efficiency investments, so we proceeded only with projects that passed stricter profitability reviews. In 2026, we will expand growth investments for new products, mass
Slide 20: FY2026 Dividend Forecast
FY2026 Dividend Forecast 53 53 53 51 47 27 27 (27) First-half dividends (result) 28 (JPY) Second-half dividends (result) 28 33 Dividend forecast 22 9 26 26 (26) 23 14 9 6 FY20 FY21 FY22 FY23 FY24 FY25 FY26 Total JPY/Share 9.0 28.0 47.0 51.0 53.0 53.0 (53.0) EPS JPY 30.50 96.68 187.54 167.46 17.96 10
Slide 21: Agenda: New Mid-Term Business Plan
1. FY2025.4Q & Full-Year Performance Results 2. FY2026 Performance / Dividend Forecast 3. The New Mid-Term Business Plan 2024-2026 ✓ Review of the current plan ✓ Vision to 2035 ✓ Mid-Term Business Plan 2026-2028 4. Appendices Copyright© 2026 SUMIDA CORPORATION. All rights reserved. 21
Slide 22: Vision to 2035 Mid-term Business Plan 2026-2028
Vision to 2035 Mid-term Business Plan 2026-2028 SUMIDA CORPORATION [Note on translation] This is a translation of the original Japanese document and provided for informational purpose only. If there are any discrepancies between this and the original, the original Japanese document prevails. 22
Slide 23: Contents
Contents 1. Review of the Mid-term Business Plan 2024-2026 2. Vision to 2035 3. Mid-term Business Plan 2026-2028 23
Slide 24: Review of the Mid-term Business Plan 2024-2026
1. Review of the Mid-term Business Plan 2024-2026 2. Vision to 2035 3. Mid-term Business Plan 2026-2028 24
Slide 25: Review of the Mid-term Business Plan 2024-2026
Review of the Mid-term Business Plan 2024-2026 • In Mid-term Business Plan 2024-2026, we positioned green energy-related business as a pillar for growth. We expected revenue and profit to increase significantly. • The environment began to change rapidly in early 2024, mainly due to the end of EV sub
Slide 26: Review of the Mid-term Business Plan 2024-2026 (ESG - Environment)
Review of the Mid-term Business Plan 2024-2026 (ESG - Environment) The ESG targets set out in our Mid-term Business Plan 2024–2026 are expected to be mostly achieved by 2025. Mid-term Business Plan 2024-2026 Initiatives: 1. Targeting specific markets with innovative products/solutions that help in r
Slide 27: Vision to 2035
1. Review of the Mid-term Business Plan 2024-2026 2. Vision to 2035 3. Mid-term Business Plan 2026-2028 27
Slide 28: Mid- to Long-term Business Environment Recognition
Mid- to Long-term Business Environment Recognition We recognize that, by 2035, trends in the environment, technology, geopolitics, and demographics will affect our business. These trends present both opportunities and risks for our operations. Recognition of the Business Environment Opportunities an
Slide 29: SUMIDA's Philosophy and Strengths
SUMIDA’s Philosophy and Strengths Leveraging our technological capabilities and global network, we have been supplying coil products that are essential components in a wide range of electronic devices. Corporate Philosophy “Connecting Technology to People” SUMIDA’s Strengths Our vision is to lead in
Slide 30: Top Position in Multiple Niches
Vision to 2035 “Top Position Multiple Niche Top in Multiple Niches" 30
Slide 31: Niche-Top Strategy
Niche-Top Strategy Towards achieving our Vision to 2035, “Top Position in Multiple Niches,” we are promoting our Niche- Top Strategy. We aim to strengthen our earnings base, pursue growth driven by megatrends, and secure the No.1 position in multiple niche markets. • Commercialize proprietary techno
Slide 32: 2035 Outlook for SUMIDA Product Applications
2035 Outlook for SUMIDA Product Applications New Business Mega Trend Renewable Quantum EV Drive technology Energy Robotic VP Coil Magnetic Sensor Non-Road Data Center Energy Storage Medical Power Grid Others Mobile Machinery High Capital Efficiency Industrial Automotive CE* * CE: Consumer Electronic
Slide 33: New Business: Application of Vector Potential Coil Technology in Medical Care
New Business: Application of Vector Potential Coil Technology in Medical Care Iwate University's Vector Potential Coil technology makes it possible to use an electric field to reach deep into living tissue non- invasively. Our goal is to use this technology to treat knee osteoarthritis. Clinical stu
Slide 34: New Business: Application of a Quantum Sensing Technology in Advanced Measurement
New Business: Application of a Quantum Sensing Technology in Advanced Measurement - Through collaborative industry-academia research, we are developing a high-sensitivity quantum magnetic sensor with a diamond NV center together with Kyoto University. - It will have applications as a signal receiver
Slide 35: Mid-term Business Plan 2026-2028
1. Review of the Mid-term Business Plan 2024-2026 2. Vision to 2035 3. Mid-term Business Plan 2026-2028 35
Slide 36: Positioning of the Mid-term Business Plan 2026-2028
Positioning of the Mid-term Business Plan 2026–2028 In line with the Niche-Top Strategy toward 2035, this Mid-term Business Plan 2026– 2028 (hereinafter “MTBP2028”) describes the initiatives and numerical targets to be achieved by 2028. Vision to 2035 Niche-Top Strategy “Top Position in Multiple Nic
Slide 37: Numerical targets in the MTBP2028
Numerical targets in the MTBP2028 Revenue Operating Profit FY2028 FY2028 165.0 B.JPY 10.0 B.JPY FY2025 FY2025 147.1 B.JPY 7.4 B.JPY EPS ROIC FY2028 FY2028 174.00 JPY 6.7% FY2025 FY2025 109.47 JPY 5.4% Copyright© 2026 SUMIDA CORPORATION. All rights reserved. 37
Slide 38: Niche Top Strategy - 1. High Capital Efficiency
Niche Top Strategy – 1. High Capital Efficiency – Strategic Mission Enhancing cash generation in existing business domains Process Acceleration Improvement of Break Even Point and “Transfer” Accelerating sample development through integrated efforts among BEP improvement: Enhancing manufacturing eff
Slide 39: Niche Top Strategy - 2. Megatrend Centric
Niche Top Strategy – 2. Megatrend Centric – Strategic Mission Secure projects in application markets that directly align with megatrends. Focused Strategy on Key Markets • Green energy–related fields, power grids, mobility solutions, data centers, healthcare, robotics, etc. • Although growth in the
Slide 40: Creating Synergies with Schmidbauer
Creating Synergies with Schmidbauer Schmidbauer products will be manufactured and sold in Sumida’s production and sales regions in Eastern Europe, Asia, and North America. In addition, we will promote cross-selling of both companies’ products, leverage our combined technologies and know-how, and opt
Slide 41: Regional Strategy
Regional Strategy To establish a “Made in Market” structure that can swiftly respond to local needs by completing the three functions—sales, development, and manufacturing—within each region Europe Asia North America • PMI of Schmidbauer's • Optimizing production • Reinforcing R&D business capacity
Slide 42: Operating Profit Bridge Analysis - FY2025 vs FY2028
Operating Profit Bridge Analysis - FY2025 vs FY2028 - (Billion JPY) Positive Efficiency +2.5 (Billion JPY) Factors Material cost reduction +2.4 Manufacturing overhead costs reduction +1.3 Revenue impact +1.1 Schmidbauer acquisition +0.8 Others +0.2 +8.3 Negative Salary and wage impact -2.8 Factors C
Slide 43: Capital Allocation
Capital Allocation Top priority is “Growth Investment,” followed by “Shareholder Returns. "We will work to improve our financial position with a target Net D/E ratio of 0.6×. Cash In Cash Out Growth Investment Priority is “Growth Investment.” We will enhance 20.0 B.JPY + α capital efficiency in exis
Slide 44: Shareholder Returns Policy
Shareholder Returns Policy The Company's basic policy for the return of profits to shareholders is to deliver dividends in consideration of a consolidated dividend payout ratio (30% or more) with top priority on the profit distribution through dividends. When it is inappropriate to deliver dividends
Slide 45: Aim to Enhance Corporate Value by Completing Key Initiatives by FY2028
Aim to Enhance Corporate Value by Completing Key Initiatives by FY2028 Initiatives to Be Completed by FY2028 Enhancement of Corporate Value ■Niche-Top Strategy Growth • Process Acceleration EPS 1. Higher Capital Not increasing indirect personnel Efficiency 174.00 JPY • BEP improvement and “transfer”
Slide 46: Agenda: Appendices
1. FY2025.4Q & Full-Year Performance Results 2. FY2026 Performance / Dividend Forecast 3. The New Mid-Term Business Plan 2024-2026 ✓ Review of the current plan ✓ Vision to 2035 ✓ Mid-Term Business Plan 2026-2028 4. Appendices Copyright© 2026 SUMIDA CORPORATION. All rights reserved. 46
Slide 47: SUMIDA'S BUSINESS MODEL (1)
SUMIDA’S BUSINESS MODEL (1) Our company has consistently developed new applications for coils since its founding, honing our technical expertise and expanding globally. We have established strong relationships with leading customers in various regions and markets, resulting in continuous inquiries a
Slide 48: SUMIDA's Business Model (2)
SUMIDA’s Business Model (2) In the custom projects we handle, revenue is generally recorded on the following time axis, by market. Automotive Industrial CE The time axis from project 2~3 years 2~3 years 1~2 years acquisition to revenue recognition GREEN 1~2years Chart of revenue trends after product
Slide 49: Business Portfolio
Business Portfolio Consumer Automotive Electronics (CE) Wireless Charging LCD TVs Digital LED Lighting EV Wireless Charging Filter DC-DC converter System Still Cameras Quick Chargers For EV Modules for HVDC （Smart phones/Tablet PCs） Automotive Industrial CE Air-Conditioners Game Consoles Printers Ho
Slide 50: SUMIDA products around you
SUMIDA products around you Mobile phone chargers AED (automated external defibrillator) Solar energy Automobiles Automobiles (Keyless Entry System) Automobiles (xEV powertrains) (ABS: anti-lock braking system) Copyright© 2026 SUMIDA CORPORATION. All rights reserved. 50
Slide 51: Key Applications: Automotive Electronics
Key Applications: Automotive Electronics ANTENNA LED Common Mode AIR-CONDITIONING Common mode choke Chokes Immobilizer for electric source of head light driving circuit High withstand voltage transformers Panta Flexible Modules Passive entry passive start Panta SMD, Actuator mold FIX Jumpers coil fo
Slide 52: Key Applications: Automotive Electronics xEV
Key Applications: Automotive Electronics xEV FILTER MODULES GATE DRIVE TRANSFORMER FOR INVERTER SMPS FOR INTERNAL POWER SUPPLY ADAS & BMS IGBT & SIC driver power supply HV input transformers Inductors High withstand voltage Customized designs transformers Isolation transformers Voltage up to 800 V F
Slide 53: Key Applications: Industrial Electronics
Key Applications: Industrial Electronics SOLAR WIND POWER LINE SIGNAL FORKLIFTS & POWER POWER COMMUNICATION HYBRID GENERATION CONSTRUCTION RF Chip MACHINERY Isolation Inductors PFC inductors Transformers Transformers & Reactors Transformers DC Link Chokes DMC Filter Rod Core AC Chokes Choke Modules
Slide 54: Key Applications: Consumer Electronics
Key Applications: Consumer Electronics SMART PHONES · TABLET PCS · MOBILE PHONES · WIRELESS CHARGING SYSTEMS GAME CONSOLES LED LIGHTING Power Inductors Wireless Power RF Chip DC Common Transformers Transfer Coil Inductor Mode Chokes Transformers LCD TVS DIGITAL STILL CAMERAS Panta FLL, Common Panta
Slide 55: Start of Operations at a New Plant of Sumida Electronic Vietnam
Start of Operations at a New Plant of Sumida Electronic Vietnam Publication Date: February 6, 2026 Plant name Hai Phong New Plant Date operations January 2, 2026 commenced Main production Inductors and transformers for consumer items electronics components Total floor area 12,131 ㎡ Background and ✓
Slide 56: SUMIDA Products in AI Data Center Domain
SUMIDA Products in AI Data Center Domain AI Data Center Image HV (High Voltage) Power Distribution LV (Low Voltage) Power Distribution Highly Customized Extra-Large Transformers and Chokes Server Cabinets Main Power - MV (Medium Voltage) Distribution Highly Customized Large Transformers and Chokes C
Slide 57: Global Footprint
Global Footprint GERMANY CHINA Lehesten Changde Neumarkt/OPf. Dongguan Humen (Taiping) SALES (23 offices) Obernzell Ji’an Nanning 15 Asia Radeberg Hebertsfelden Panyu 5 Europe Shanghai USA 3 North America Shenzhen Chicago SuQian Clarkston CZECH REPUBLIC San Jose Blovice Searcy KOREA ROMANIA Seoul MA
Slide 58: ESG (Governance)
ESG（Governance） ✓ SUMIDA was the first among listed companies in Japan to adopt the institutional design of a company with nomination committee, etc. ✓ The three statutory committees (Nomination, Audit, and Compensation Committees) are chaired by Composition of the BoD independent outside directors,
Slide 59: CCC / Days Inventory Outstanding (DIO)
CCC / Days Inventory Outstanding（DIO) （Days） 106 104 101 95 96 96 94 94 94 96 91 CCC 91 89 87 87 84 85 DIO 86 82 79 79 79 81 79 76 FY23.4Q FY24.1Q FY24.2Q FY24.3Q FY24.4Q FY25.1Q FY25.2Q FY25.3Q FY25.4Q Closing Exchange Rate USD / JPY 141.51 151.43 160.93 142.36 156.15 149.14 144.11 148.05 156.59 EU
Slide 60: Capex, Depreciation, R&D Expenses
Capex, Depreciation, R&D Expenses (million yen) FY24 FY25 FY26 Actual Actual Forecast Capex 7,860 6,233 6,800 Depreciation 11,022 11,881 12,200 R&D expenses 5,306 5,632 6,000 Capex Depreciation R&D expenses 11,881 12,200 11,022 7,860 6,800 6,233 6,000 5,306 5,632 FY24 FY25 FY26 Forecast FY24 FY25 FY
Slide 61: Exchange Rate Sensitivity
Exchange Rate Sensitivity Calculation period: 3 months (October to December 2025) （Reference） FY25.4Q Sensitivity for FY2025 Forecast*2 Currency Fluctuation Exchange Rate*1 Operating profit Expected Exchange Rate 円 - 百万円 円 USD 152.73 1 yen (weak) +54 145.00 EUR 177.70 1 yen (weak) +14 159.50 CNY*3
Slide 62: Links
Links Updates in the quarter under review are as follows. IRライブラリー IR Document Archive JP EN 中期経営計画説明資料 Mid-Term Business Plan JP EN 個人投資家向け会社説明会資料 Briefing Session for Individual Investors JP EN Factbook Factbook JP EN スミダESGレポート SUMIDA ESG Report JP EN ESG Data ESG Data JP EN TCFDに基づく情報開示 Climate-
Slide 63: Disclaimer Regarding Forward-Looking Statements
Disclaimer Regarding Forward-Looking Statements The statements contained in this document include forward-looking statements about the Company. These forward-looking statements are based on information currently available to the Company. Please note that actual results may differ from these forward-
Slide 64: Global | Speed | Focus sumida
Global | Speed | Focus @®sumida