Tdk Corporation · TSE:6762

Tdk — Investor Day (September 2026)

45 slides from Tdk's investor day presentation, Sep 1, 2026

Slide 1: TDK Investor Day 2026
TDK Investor Day 2026 To Enhancement of Corporate Value through Pre-Financial Capital TDK Corporation IR&SR Group, Corporate Strategy HQ September 1, 2026
Slide 2: Agenda
1. Opening Remarks 2. CHRO Session Agenda Human Capital Management 3. CTO Session Cutting-edge Technology 4. Closing Remarks
Slide 4: My Commitment as President & CEO
My Commitment as President & CEO ⚫ 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. Today’s Topic ⚫ Based on our materials × process × software technologie
Slide 5: Pre-Financial Capital Supporting the Long-term Vision
Pre-Financial Capital Supporting the Long-term Vision Long-term Vision Key Issues (materiality) Medium-term Plan Human Resources Strategy “TDK Transformation” Value Creation and Establishment Three Key Initiatives TDK’s Business Model of Competitive Advantage through Business Activities 1 ⚫ Enhancem
Slide 6: RENDO Alignment of HR Strategy with Corporate Strategy
“RENDO“Alignment of HR Strategy with Corporate Strategy Management issues TDK’s Business Model ⚫ Strengthen existing businesses Capability of Management Strategic Position ⚫ Business portfolio transformation Transformation Leveraging innovation / Strengthening software technology / Strengthening sol
Slide 7: 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 Organic growth & High R&D Invest. ROE 01 profitability enhancement fo
Slide 8: We Will Help Boost Sales for the Entire AI Ecosystem
Organic growth & profitability enhancement for growth- We Will Help Boost Sales for the Entire AI Ecosystem 01 driving businesses Semiconductor Manufacturing Equipment Launch industry-first mass production of nanocomposite material ▍Sales for AI Market (FY3/26 Actual - FY3/31Target）＋ Bonding materi
Slide 9: Human Capital Management, Fueling Innovation & Inclusive Growth
Human Capital Management, Fueling Innovation & Inclusive Growth Andreas Keller Executive Vice President, CHRO and General Manager of the Human Resources HQ Copyright © TDK Corporation, 2026. 9
Slide 10: Andreas Keller
Andreas Keller Executive Vice President, CHRO, and GM of the Human Resources HQ Early Career • Started career at Hilton Career at TDK 2000 Joined the TDK Group 2017 GM, HR & Administration HQ 2018 GM, Human Resources HQ (present post) Corporate Officer 2021 Senior Vice President 2023 Chief People an
Slide 11: RENDO Alignment of HR Strategy with Corporate Strategy
“RENDO“Alignment of HR Strategy with Corporate Strategy Management issues TDK’s Business Model ⚫ Strengthen existing businesses Capability of Management Strategic Position ⚫ Business portfolio transformation transformation Leveraging innovation / Strengthening software technology / Strengthening sol
Slide 12: TDK Human Induction Cycle
TDK Human Induction Cycle Same as how an inductor stores energy in a magnetic field for efficient release, TDK's Human Capital brings out individual potential, enhances them through culture, delivers it as societal value through TDK Transformation. Three Key Initiatives Attract and Inclusive Leaders
Slide 13: TDK Human Capital Value Creation Model
TDK Human Capital Value Creation Model Human Capital Financial Capital INPUT Human Resources Strategy OUTPUT Talent with diverse abilities, Threes Key Initiatives FY3/26 FY3/27 skills, and personalities Result Target ⚫ Enhancement in Human Capital as a Change Driver ⚫ Strengthening in Value Creation
Slide 14: TDK Human Capital Value Creation Model
TDK Human Capital Value Creation Model Human Capital Financial Capital INPUT Human Resources Strategy OUTPUT Talent with diverse abilities, Threes Key Initiatives FY3/26 FY3/27 skills, and personalities Result Target ⚫ Enhancement in Human Capital as a Change Driver ⚫ Strengthening in Value Creation
Slide 15: Team Member Engagement
Team Member Engagement We monitor communication-score to enrich the corporate culture of Functional Equality. Target ▍ Initiatives ▍ KPI Progress FY3/24 FY3/25 FY3/26 (FY3/27) ⚫ Establish readily-accessible communication channels Engagement + ⚫ Support global collaboration, effective communication 7
Slide 16: Global Leadership Pipeline (GMDP)
Global Leadership Pipeline(GMDP=Global Management Development Program) Strengthening Global Leadership and Enhancing TDK’s Competitiveness ▍ KPI Progress Target FY3/24 FY3/25 FY3/26 (FY3/27) 193 179 188 # of GMDP Accumulate 179 367 500+* Percentage of female FY3/25 FY3/26 % of female in GMDP 25.4% 2
Slide 17: Outcome of Cross Functional and International GMDP Training
Outcome of Cross Functional and International GMDP Training GMDP build not only a global leadership pipeline but also business models. Internal incubator program and SensEI was established through GEMP(Global Executive Management Program). ▍ “TDK LaunchEngine”- In-House Incubator Program ▍ SensEI At
Slide 18: Employer Branding Initiatives
Employer Branding Initiatives Employer branding communicates our values, impact, and growth opportunities as an employer. It helps engage current team members, attract job seekers, and foster collaboration across locations. RENDO, alignment ▍ Three outcome Corporate Branding Employer Branding ⚫ Beco
Slide 19: Greg Brower
Greg Brower Head of HR Business Partnering function Early Career • Started career at Cisco Career at TDK 2017 Joined TDK (with the InvenSense acquisition) Head of HR for MEMS Business Group 2023 Assumed responsibilities across Global HR Present Head of HR Business Partnering function for TDK
Slide 20: High-autonomy Integration to Structured Alignment: RENDO Driven by Employer Branding
High-autonomy Integration to Structured Alignment “RENDO” Driven by Employer Branding Global LinkedIn Life Local Employer Branding Employer Branding Content Pool Career Website People, stories, photos, videos… Social Media Local & Targeted Recruiting Campaigns A single person, team, story, project o
Slide 21: Attract Talents
Attract Talents To attract more job seekers and engage current team members, TDK started Employer Branding activities. ▍ Initiatives to Attract More Candidates ▍ KPI Progress Target FY3/26 (FY3/27) ⚫ Employer branding communicates our values, impact, Number of Applicants* + and growth opportunities
Slide 22: We Improved the Ranking in Japan and Germany
We Improved the Ranking in Japan and Germany ▍ Ranked 100th in Toyokeizai’s Top Employers Ranking in ▍ Top Employer in Germany 2027 Graduates. TDK ranked 100th in Toyokeizai’s “Most Popular Companies For the fourth time in a row, TDK was qualified as a Top Among 2027 Graduates” ranking. Having risen
Slide 23: RENDO Alignment of HR Strategy with Corporate Strategy
“RENDO“Alignment of HR Strategy with Corporate Strategy Management issues TDK’s Business Model ⚫ Strengthen existing businesses Capability of Management Strategic Position ⚫ Business portfolio transformation Transformation Leveraging innovation / Strengthening software technology / Strengthening sol
Slide 24: Systems, Solution and AI Software Capability
Systems, Solution and AI Software Capability Leverage knowledge across TDK through people and software Human Resources Strategy Three Key Capabilities for Software Talent to Support Growth Strategy Attract and Inclusive Develop Leadership Understanding devices Talent Practices Software Expertise and
Slide 25: Cutting-edge Technology Development
Cutting-edge Technology Development Shuichi Hashiyama, Corporate Officer, CTO and General Manager of the Technology & Intellectual Property HQ Copyright © TDK Corporation, 2026. 25
Slide 26: Shuichi Hashiyama
Shuichi Hashiyama Corporate Officer, CTO, and GM of the Technology & Intellectual Property HQ Career at TDK 1990 Joined TDK; assigned to Technology Group Material R&D Center 1994 Sales & Marketing Group, Electronics Devices Business Group 2001 transferred to TDK Electronics Europe 2019 GM, Energy Sy
Slide 27: Developing Software Talent for AI Ecosystem Value Creation
Developing Software Talent for AI Ecosystem Value Creation Software and AI are core capabilities driving our business model transformation. We are securing sustainable growth and creating value through global recruitment, talent development, and organizational structuring. Backup power supplies Opti
Slide 28: TDK's Business Model
TDK’s Business Model Capability of Management Strategic Position – Where to play Transformation – How to win Capture needs of market/customer to realize First-to-Market Constant securing of investment capacity and optimal investment Market-In Technologies of System thermal Capability to management,
Slide 29: M&A Aimed at Providing Solutions for AI Ecosystem
M&A Aimed at Providing Solutions for AI Ecosystem Mar 2017 Jan 2023 Jun 2025 May 2026 Aug 2026 ICsense Qeexo Power business of QEI Linergy Power Asset of ⚫ ASIC ⚫ ML automation ⚫ RF power solutions for ⚫ rechargeable OQmented semiconductor batteries ⚫ Smart glasses- M&A,etc. May 2017 manufacturing r
Slide 30: AI Initiatives in Four Domains for Strengthening Solutions
AI Initiatives in Four Domains for Strengthening Solutions AI for Market Creation AI for Value Enhancement Expanding products for the AI ecosystem, focusing Deploying solutions driven by AI-equipped sensor devices on the rapidly growing AI data center market Optimizing industrial BBU SME machinery S
Slide 31: Advancing Materials Development with Materials Informatics (MI)
AI Advancing Materials Development with Materials Informatics (MI) Accelerating new material and product development using our proprietary material × process technologies and "Aim" AI data analysis. Proprietary Material & Creation of New Materials and High- In-House MI Analysis Tool Process Data Per
Slide 32: Strengthening the Technology Portfolio Supporting the AI Ecosystem
AI Strengthening the Technology Portfolio Supporting the AI Ecosystem Application & Low power consumption Photoelectric Deployment of Robotics conversion AI Technology Edge AI Smart glasses Cooling technology Sensors High-speed networks Feedback from AI Data Centers the Physical World Physical AI TD
Slide 33: Jim Tran
Jim Tran Corporate Officer, GM of the Americas HQ, DGM of the Tech & IP HQ, and GM of the Americas R&D Center and Tech & IP HQ Early Career • Started career at Boeing • Engineer/Manager at SONY • Vice President at Broadcom • Senior Vice President at Qualcomm Career at TDK 2021 Joined the TDK Group G
Slide 34: Contribution to Physical AI
AI Contribution to Physical AI Physical AI will boost demand for TDK components. TDK aims to expand its solution business in Physical AI. Storing and stabilizing Storing Sensing Measuring Physical AI Product Growth electricity current angles electricity $960.4B 800 Others Accurately Detecting Suppor
Slide 35: Growth Strategy for SensEI
AI Growth Strategy for SensEI Partnership with and integration of AWS IoT tools and secure cloud services into TDK SensEI’s edgeRX platform advances beyond CbM** to unlock additional value through PdM*** and Autonomous Prescriptive Maintenance via edgeRX Agents ▍ Business strategy ▍ Market size of p
Slide 36: Market Landscape
AI Market Landscape TDK SensEI’s edgeRX platform is an easy-to-deploy, intelligent edge AI solution because it combines hardware, software, and AI models into a single all-in-one platform that runs directly on edge devices Intelligence: High ML – Multi-Class TDK SensEI Cloud-Based • Complete System:
Slide 37: Industrial Health Monitoring for Machines & Products
AI Industrial Health Monitoring for Machines & Products Offers an Edge AI platform, complete with the tools, services, expertise, and systems to transform industrial operations. – Reducing Costs, Maximizing Uptime & throughput, AI Powered Visibility Reduce Costs Maximize Uptime & Throughput AI Power
Slide 38: Growth Strategy for Smart Glasses Business
Growth Strategy for Smart Glasses Business AI By acquiring SoftEye and establishing AR platforms BD, we aim to expand our product lineup and pursue growth. ▍ Business strategy ▍ Market size and growth rate of smart glasses Unit: million pieces ⚫ TDK addressed eye-intent/tracking solution by acquirin
Slide 39: Seamless Input Technology
AI Seamless Input Technology Context Awareness is Key to Personalized AI Car parked At building On street Enter cafe Drink coffee Meet person Days and Years of data Key moment detection by sensor fusion Context Aware Data Capture Personalized Memory • Eye camera: User’s intent or interest • From mem
Slide 40: Solution for Seamless User Interactions
AI Solution for Seamless User Interactions Intuitive Interactions with Display & Audio Cabagin Kowa is a popular Japanese stomach medicine for gastric relief and mucosal repair. This is Jamie Glance down Look + Finger pointing Look at face to see the map to get object info to recall person and conve
Slide 41: Growth Strategy for SensorGPT
AI Growth Strategy for SensorGPTTM Synthetic data generation fueling the future of Physical AI ▍ Solution Benefits ▍ Physical AI Market (Software) ⚫ 80% effort to create an AI application is spent on data 400 collection and curation 350 ⚫ Reduces the need for a fleet of data collection engineers CAG
Slide 42: Growth Strategy for Advanced Metal 3D Printing Technology
Growth Strategy for Advanced Metal 3D Printing Technology AI （Electro-chemical Additive Manufacturing; ECAM） Plan to enter Data Center thermal management market after closing of Fabric8Labs acquisition (subject to customary closing conditions, including regulatory clearances); exploring applications
Slide 44: Accelerate and Strengthen Long-term Investments in Growth Areas
03 Inorganic growth Accelerate and Strengthen Long-term Investments in Growth Areas With market-in and concept-out approaches, we strengthen the capabilities of the value creation chain of TDK. Shareholder returns Cross-organizational technology Customers and product development CAPEX Future Ferrite
Slide 45: RENDO (United) Conclusion
Conclusion * RENDO(連動) is a Japanese word that roughly translates as alignment. It refers to the deepening of the alignment among various organizational activities. RENDO(連動) The “Three Forms of RENDO = United” that form United the core of enhancing corporate value “Uniting Internal and External Par

TDK — Investor Day (September 2026) on 6ix

Tdk — Investor Day (September 2026)

Slide 1: TDK Investor Day 2026

Slide 2: Agenda

Slide 3: Opening Remarks

Slide 4: My Commitment as President & CEO

Slide 5: Pre-Financial Capital Supporting the Long-term Vision

Slide 6: RENDO Alignment of HR Strategy with Corporate Strategy

Slide 7: Toward Realizing Our Mid- to Long-term Target State

Slide 8: We Will Help Boost Sales for the Entire AI Ecosystem

Slide 9: Human Capital Management, Fueling Innovation & Inclusive Growth

Slide 10: Andreas Keller

Slide 11: RENDO Alignment of HR Strategy with Corporate Strategy

Slide 12: TDK Human Induction Cycle

Slide 13: TDK Human Capital Value Creation Model

Slide 14: TDK Human Capital Value Creation Model

Slide 15: Team Member Engagement

Slide 16: Global Leadership Pipeline (GMDP)

Slide 17: Outcome of Cross Functional and International GMDP Training

Slide 18: Employer Branding Initiatives

Slide 19: Greg Brower

Slide 20: High-autonomy Integration to Structured Alignment: RENDO Driven by Employer Branding

Slide 21: Attract Talents

Slide 22: We Improved the Ranking in Japan and Germany

Slide 23: RENDO Alignment of HR Strategy with Corporate Strategy

Slide 24: Systems, Solution and AI Software Capability

Slide 25: Cutting-edge Technology Development

Slide 26: Shuichi Hashiyama

Slide 27: Developing Software Talent for AI Ecosystem Value Creation

Slide 28: TDK's Business Model

Slide 29: M&A Aimed at Providing Solutions for AI Ecosystem

Slide 30: AI Initiatives in Four Domains for Strengthening Solutions

Slide 31: Advancing Materials Development with Materials Informatics (MI)

Slide 32: Strengthening the Technology Portfolio Supporting the AI Ecosystem

Slide 33: Jim Tran

Slide 34: Contribution to Physical AI

Slide 35: Growth Strategy for SensEI

Slide 36: Market Landscape

Slide 37: Industrial Health Monitoring for Machines & Products

Slide 38: Growth Strategy for Smart Glasses Business

Slide 39: Seamless Input Technology

Slide 40: Solution for Seamless User Interactions

Slide 41: Growth Strategy for SensorGPT

Slide 42: Growth Strategy for Advanced Metal 3D Printing Technology

Slide 43: Closing Remarks

Slide 44: Accelerate and Strengthen Long-term Investments in Growth Areas

Slide 45: RENDO (United) Conclusion