Tdk Corporation · TSE:6762
Tdk — Investor Day (November 2025)
38 slides from Tdk's investor day presentation, Nov 28, 2025
Slide 1: TDK Investor Day 2025 Medium-term Plan Update
TDK Investor Day 2025 Medium-term Plan Update Toward Long-term Enhancement of Corporate Value Noboru Saito, President & CEO TDK Corporation November 28, 2025
Slide 2: Agenda
1. Long-term Vision and Medium-term Plan Update Agenda 2. Evolving TDK’s Governance 3. Dialogue with Outside Directors Appendix
Slide 3: Long-term Vision and Medium-term Plan Update
1 Long-term Vision and Medium-term Plan Update Copyright © TDK Corporation, 2025. 3
Slide 4: My commitment as President & CEO
My commitment as President & CEO (from Investor Day 2024) We have formulated our vision of what we want to be 10 years from now (Long-term Vision). We have back-casted from our vision for 10 years to identify the path to enhancing our corporate value. Based on our materials × process × software
Slide 5: Long-term Vision: TDK Transformation
Long-term Vision: TDK Transformation (from Investor Day 2024) Long-term Vision TDK Transformation Accelerating transformation for a sustainable future Copyright © TDK Corporation, 2025. 5
Slide 6: Image of social transformation TDK projects
Image of social transformation TDK projects (from Investor Day 2024) Medical/Health Care Beyond 5G Renewable Energy Robotics IoT AR/VR Mobility ADAS/EV ● Industrial robots helping labor-saving ●● Ultra-high accuracy ● Wearable Transformation sensors that back safety devices operation Social ● Improv
Slide 7: Medium-term Plan back-casted from the Long-term Vision
Medium-term Plan back-casted from the Long-term Vision Back-casted FY3/22 FY3/25 FY3/28 Long-term f evolution and growt ew stage o h Vision Previous d a n Medium-term Plan r wa Medium-term Plan To business foundation thening g ren St ive of FCF, Posit revenue sources sifyi ng ver ⚫ Strengthening pro
Slide 8: Financial/Pre-financial KPIs
Financial/Pre-financial KPIs • In FY3/25, we achieved initial targets; no change to final-year targets of the mid-term plan (FY3/27). • Management focus is orienting toward mid- to long-term target state. FY3/25 FY3/26 FY3/27 Mid/long-term Actual Projection Target target state ▼ Growth Net sales [¥
Slide 9: Medium-term Plan: Key points
Medium-term Plan: Key points Maximize FCF generation Corporate value = Cost of capital Expected － (WACC) growth rate Key points Evolve the Ferrite Tree 1 Strengthen management focusing on cash flows 2 Enhance business portfolio Management (Emphasizing ROIC) 3 (Pre-financial capital) Copyright © TDK
Slide 10: Improved our earning capability by replacing our business portfolio
Improved our earning capability by replacing our business portfolio ▍Operating cash flow (OCF) history on a three-year moving average As of Q2 of FY3/26 (¥bn) (three-year moving 500 FY3/26 forecast average) This chart shows the three-year moving average trend as FY3/25 we aim to strengthen medium-te
Slide 11: Advancing proactive business portfolio management
Advancing proactive business portfolio management ▍Business portfolio map Sales composition (%, as of March 2025) Growing High Profit base 13% 58% • MLCCs Minimum hurdle rate • TMR sensors • Small capacity batteries • Signal EMC Filters over 10% • Film capacitors BizROA(ROIC) • Multi Layer Devices •
Slide 12: Continued evolution of business portfolio management
Continued evolution of business portfolio management • 2022: Introduced a six-tier investment allocation matrix for about 80 cashflow business units (CBUs) based on “ROIC” and “business potential.” • 2023: Disclosed CBU names for identified challenges and growth areas • 2024: Introduced proactive bu
Slide 13: Toward realizing our mid- to long-term target state
Toward realizing our mid- to long-term target state • We will further advance our business portfolio management by pursuing both organic and inorganic growth. Mid/long-term target state Drivers Key measures 03 Inorganic growth CAPEX High Organic growth & profitability R&D Invest. ROE 01 improvement
Slide 14: TDK constantly contributes to the entire AI ecosystem
Organic growth & profitability improvement for growth- TDK constantly contributes to the entire AI ecosystem driving businesses 01 Making data Storing and Regulating recording more stabilizing electricity current Storing efficient electricity Storing large Photoelectric Storing Solving challenges co
Slide 15: We will help boost sales for the entire AI ecosystem
Organic growth & profitability improvement for growth- We will help boost sales for the entire AI ecosystem driving businesses 01 • Steadily capture demand for AI data centers, a projected growth market, and peripheral ecosystems • Transform the business models used for the software business, etc. ▍
Slide 16: Growth strategy for SensEI
Organic growth & profitability improvement for growth- Growth strategy for SensEI driving businesses 01 • Integration of AWS* IoT tools and secure cloud services into TDK SensEI’s edgeRX platform. • It will be integrated with key AWS services, and bringing scalable, intelligent machine health monito
Slide 17: Growth strategy for smart glasses business
Organic growth & profitability improvement for growth- Growth strategy for smart glasses business driving businesses 01 • By acquiring SoftEye and establishing AR platform BD, we aim to expand our product lineup and pursue growth. ▍ Business strategy ▍ Market size and growth rate of smart glasses Un
Slide 18: Growth strategy for semiconductor manufacturing equipment
Organic growth & profitability improvement for growth- Growth strategy for semiconductor manufacturing equipment driving businesses 01 ▍ Business strategy ▍ Advanced-packaging market growth rate ⚫ Contribute to the AI ecosystem by combining materials and equipment (US$ bn) technologies 40 ⚫ Combine
Slide 19: Passive Components
Organic growth & profitability improvement for growth- Passive Components ▍Business portfolio map driving businesses 01 ▍Targets for net sales and BizROA(ROIC) High CAGR 5-8% Profit base Growing (¥ bn) MLCC Film capacitors Minimum Signal EMC filters hurdle rate 578.8 565.6 559.6 over 10% Thin-film d
Slide 20: Sensor Application Products
Organic growth & profitability improvement for growth- Sensor Application Product ▍Business portfolio map driving businesses 01 ▍Targets for net sales and BizROA(ROIC) Growing High (¥ bn) CAGR 8-11% TMR Sensor Minimum Profit base hurdle rate 189.5 over 10% BizROA (ROIC) 180.5 169.5 8.0% 130.8 6.3% 3
Slide 21: Magnetic Application Products
Organic growth & profitability improvement for growth- Magnetic Application Products ▍Business portfolio map driving businesses 01 High ▍Targets for net sales and BizROA(ROIC) Profit base (¥ bn) Minimum HDD Suspensions Growing CAGR 8-11% hurdle rate over 10% BizROA (ROIC) 248.4 Target revised 223.6
Slide 22: Energy Application Products
Organic growth & profitability improvement for growth- Energy Application Products driving businesses 01 ▍Business portfolio map ▍Targets for net sales and BizROA(ROIC) Profit base Growing High (¥ bn) Effect of material price reduction CAGR 2-5% Small-cap batteries Minimum 1,173.4 1,121.7 1,176.5 hu
Slide 23: Improving profitability of businesses to be intensively monitored
Actions for businesses to be Improving profitability of businesses to be intensively monitored intensively monitored 02 • At Investor Day 2024, announced 27 CBUs selected for businesses to be intensively monitored; added 2 later (total 29). • 2 CBUs moved to Profit Base; 9 were divested/transferred;
Slide 24: We are strengthening R&D investments in growth areas centered on AI
03 Inorganic growth We are strengthening R&D investments in growth areas centered on AI. • Focusing on the development of technologies and devices that respond to the evolution and spread of AI, as well as the creation of new products and businesses utilizing AI. R&D expenses(billions of yen) Shareh
Slide 25: Long-term technology strategy: strengthening R&D investment in growth areas
03 Inorganic growth Long-term technology strategy: We are strengthening R&D investment in growth areas. ▍Cross-organizational technology and product development Shareholder Customers returns With market-in and concept-out approaches, we work together Market In Concept Out across the board by the val
Slide 26: Evolving TDK's Governance
2 Evolving TDK’s Governance Copyright © TDK Corporation, 2025. 26
Slide 27: Evolution of Corporate Governance
Evolution of Corporate Governance ▍Actively transforming corporate governance ▍Rapid and efficient decision-making through delegation of authority Roles and authorities of the Board of Directors, ECM, and BCs/BGs Shifted from consideration of individual cases to discussion of important issues Majori
Slide 28: TDK's Board Culture
TDK’s Board Culture ▍Board Culture Board members consisting of Directors and Audit & Supervisory Board Members and the executive side such as Corporate Officers, based on • The culture shared by inside and outside Directors, Audit their respective responsibilities, endeavor toward the common purpose
Slide 29: Evolving the Board of Directors
Evolving the Board of Directors We set key themes and engage in active discussions to achieve TDK's sustainable growth and enhance its medium- to long-term corporate value. ▍Key themes of the Board of Directors ▍Initiatives to promote discussions in the Board of Directors 1. Long-term growth strateg
Slide 30: Directors who contribute to enhancing corporate value
Directors who contribute to enhancing corporate value ▍Board of Directors Composition Inside Directors Outside Directors Noboru Saito Tetsuji Yamanishi Shuichi Hashiyama Mutsuo Iwai Kozue Nakayama Shoei Yamana Toru Katsumoto Representative Director Representative Director Director Chair of the Board
Slide 31: Dialogue with Outside Directors
3 Dialogue with Outside Directors Copyright © TDK Corporation, 2025. 31
Slide 32: Dialogue with Outside Directors; Today's Speaker
Dialogue with Outside Directors; Today’s Speaker Mutsuo Iwai Kozue Nakayama Shoei Yamana Toru Katsumoto Chair of Nomination Chair of Compensation Main role Chair of the Board Advisory Committee Advisory Committee Date of appointment June 2021 June 2020 June 2022 June 2024 Copyright © TDK Corporation
Slide 33: Closing Remarks
Closing Remarks Copyright © TDK Corporation, 2025. 33
Slide 34: In Everything, Better
We will realize our Long-term Vision through growth strategy and evoling our governance. In Everything, Better Long-term Vision TDK Transformation Accelerating transformation for a sustainable future 1935 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 Establishment Copyright © TDK Corporatio
Slide 35: Appendix
Appendix Copyright © TDK Corporation, 2025. 35
Slide 36: Status of inclusion in Indices / Evaluation by external organizations
Status of inclusion in Indices / Evaluation by external organizations ▍Indices FTSE4Good FTSE Blossom FTSE Blossom JPX Prime 150 Index Japan Sector Index Series Japan Index Relative Index Morningstar Japan S&P/JPX Carbon MSCI ESG Leaders ※2 ex-REIT Gender Efficient Index Indexes ※1 Diversity Tilt In
Slide 37: Cautionary statements with respect to forward-looking statements
Cautionary statements with respect to forward-looking statements This material contains forward-looking statements, including projections, plans, policies, management strategies, targets, schedules, understandings, and evaluations about TDK, or its group companies (TDK Group). These forward-looking
Slide 38: TDK In Everything, Better
(TDK In Everything, Better