Slide 1: Financial results of fiscal year ended March 2026 (FY2025)
1/52 Financial results of fiscal year ended March 2026 (FY2025) May 20 th, 2026 JTEKT CORPORATION
Slide 2: Overview of Financial results
Overview of Financial results 2/52 ■Revenue increased YoY, supported by the effects of structural reforms and a recovery in sales, mainly in Japan and North America. ■Business profit increased YoY, as revenue growth, together with cost improvement Result effects such as Task Force Team (TFT) activit
Slide 3: Agenda
Agenda 3/52 １． FY2025 Results P4 ２． FY2026 Forecast P9 ３. Progress of 2 nd period of Mid-Term Plan P 14 1) Achievements of 2 nd period of Mid-Term Plan 2) Initiatives toward the 3 rd period of Mid-Term plan 3) Capital Policy & Governance ４. Appendix P 36 JTEKT CORPORATION
Slide 4: 1-1) FY2025 Results – Consolidated performance
1-1) FY2025 Results – Consolidated performance 4/52 ■ Revenue increased YoY, due to foreign exchange effects and a sales recovery in Japan and North America ■ Business profit increased YoY, driven by sales recovery and cost improvement activities, such as “Task Force Team (TFT)” activities in North
Slide 5: 1-2) FY2025 Results – Business profit analysis
1-2) FY2025 Results – Business profit analysis 5/52 ■Business profit: Increased YoY, despite timing differences in customer recoveries 単位：億円 for U.S. tariffs and inflation, driven by cost improvement activities (incl. North America TFT) and realization of structural reform effects in Europe and Nort
Slide 6: 1-3) FY2025 Results – by Region
1-3) FY2025 Results – by Region 6/52 ■North America: Significant profit increase on higher revenue and TFT effects ■Europe/China: Decreased revenue and profit in a challenging market environment Revenue Business Profit Unit : 100M of yen Unit : 100M of yen ratio to revenue(%) 10.5 8.9 7.6 7.1 3.6 3.
Slide 7: 1-4) FY2025 Results – by Business unit
1-4) FY2025 Results – by Business unit 7/52 ■All business units: Secured solid profits, driven by cost improvement activities including North America TFT activities Revenue Business Profit Unit : 100M of yen Unit : 100M of yen ratio to revenue(%) 10.4 9.6 3.1 3.6 2.5 3.0 2.5 3.2 8,957 9,076 328 275
Slide 8: Agenda
Agenda 8/52 １． FY2025 Results P4 ２． FY2026 Forecast P9 ３. Progress of 2 nd period of Mid-Term Plan P 14 1) Achievements of 2 nd period of Mid-Term Plan 2) Initiatives toward the 3 rd period of Mid-Term plan 3) Capital Policy & Governance ４. Appendix P 36 JTEKT CORPORATION
Slide 9: 2-1) FY2026 Forecast – Consolidated performance
2-1) FY2026 Forecast – Consolidated performance 9/52 ■ Record-high profits are expected through cost improvement and restructuring, despite an uncertain market environment Unit：100M of yen FY2025 FY2026 Change Change Actual Forecast ratio Revenue 19,249 18,800 -449 -2.3% Business profit *1 (3.9%) 75
Slide 10: 2-2) FY2026 Forecast – Business profit analysis
2-2) FY2026 Forecast – Business profit analysis 10/52 ■Expected to increase (record-high), while steadily executing investments for future growth, including R&D, production preparation, and ADC expansion, combined with continued TFT activities and productivity-driven cost improvements, as well as th
Slide 11: 2-3) FY2026 Forecast – by Region
2-3) FY2026 Forecast – by Region 11/52 ■North America: Further expansion of profitability ■Europe: Decreased revenue and increased profit due to the transfer of the Auto business with European customers as part of structural reforms Revenue Business profit Unit : 100M of yen Unit : 100M of yen ratio
Slide 12: 2-4) FY2026 Forecast – by Business unit
2-4) FY2026 Forecast – by Business unit 12/52 ■All businesses: Profit increase expected (particularly in STG, driven by significant impacts from North America TFT activities and structural reforms in Europe) Revenue Business profit ratio to revenue(%) Unit : 100M of yen Unit : 100M of yen 9.6 9.7 4.
Slide 13: Agenda
Agenda 13/52 １． FY2025 Results P4 ２． FY2026 Forecast P9 ３. Progress of 2 nd period of Mid-Term Plan P 14 1) Achievements of 2 nd period of Mid-Term Plan 2) Initiatives toward the 3 rd period of Mid-Term plan 3) Capital Policy & Governance ４. Appendix P 36 JTEKT CORPORATION
Slide 14: 3-1-1) Achievements of 2nd period of Mid-Term Plan
3-1-1) Achievements of 2 nd period of Mid-Term Plan 14/52 ■ Executed planned initiatives over the two years and fully complete all measures in the final year of 2 nd period Mid-Term plan ■ In FY2026, drive future initiatives in parallel to prepare for the value creation phase of 3 rd period Mid-Term
Slide 15: 3-1-2) Changes in the market environment
3-1-2) Achievements of 2nd period of Mid-Term Plan Changes in the market environment 15/52 ■ Since the 2nd period Mid-Term plan formulation, the following factors have turned into headwinds 2. Increase competition in the 1. Sales decline in China industrial machinery market 3. Geopolitical risks Rap
Slide 16: 3-1-3) Progress on Group numerical targets
3-1-3) Achievements of 2 nd period of Mid-Term Plan Progress on Group numerical targets 16/52 ■ Despite weaker sales due to changes in the business environment, ROE and business profit remain within reach of targets FY2025 FY2026 FY2026 Result Forecast Target 【Financial indicators】 Revenue downside
Slide 17: 3-1-4) Progress by business segment
3-1-4) Achievements of 2 nd period of Mid-Term Plan Progress by business segment 17/52 ■ While all business units are below mid-term plan targets, fundamentals are steadily improving driven by various initiatives *SbW: Steer by Wire *EPS: Electric Power Steering *NRB: Needle Roller Bearing *TRB: Tap
Slide 18: 3-1-5) Improvements in US
3-1-5) Achievements of 2 nd period of Mid-Term Plan Improvements in US 18/52 ■ Normalization of production (elimination of extra costs) and price optimization have steadily progressed through TFT* activities ■ As a growth region, we will execute the final phase of TFT* activities to expand profitabi
Slide 19: 3-1-6) Structural Reform in EU
3-1-6) Achievements of 2 nd period of Mid-Term Plan Structural Reform in EU 19/52 ■ We reached a basic agreement for the European automotive business transfer. (Feb 2026) ■ あああ → Closing target by end-August Steady execution of MT Plan. → European business expected to turn profitable by FY2027 Reven
Slide 20: 3-1-7) Optimizing IC
3-1-7) Achievements of 2 nd period of Mid-Term Plan Optimizing IC 20/52 ■ Focused on asset efficiency, downsizing to the right scale steadily Compress low return assets Inventory reduction Cross-shareholdings Reduction Continue business reforming for ¥30B reduction achieved in FY25 Most divestments
Slide 21: 3-1-8) ROE improvement
3-1-8) Achievements of 2 nd period of Mid-Term Plan ROE improvement 21/52 ■ Driving structural reforms, improving “R” and optimizing “E,” lifting ROE toward target 1st MT Plan 2nd MT Plan Result (F’cast) FY23 FY24 FY25 FY26 - vs FY23 - North America profit expansion (TFT activities, ADC growth) Prof
Slide 22: Agenda
Agenda 22/52 １． FY2025 Results P4 ２． FY2026 Forecast P9 ３. Progress of 2 nd period of Mid-Term Plan P 14 1) Achievements of 2 nd period of Mid-Term Plan 2) Initiatives toward the 3 rd period of Mid-Term plan 3) Capital Policy & Governance ４. Appendix P 36 JTEKT CORPORATION
Slide 23: 3-2-1) De facto standardization strategy for SbW
3-2-1) Initiatives toward the 3 rd period of Mid-Term plan De facto standardization strategy for SbW 23/52 ■ Announced SyncusteerTM as a new steer-by-wire brand (May 7, 2026) Awards received from various organizations The Japan Society of Mechanical Engineers (JSME Award (Technology), 2025) Society
Slide 24: 3-2-2) De facto standardization strategy for SbW
3-2-2) Initiatives toward the 3 rd period of Mid-Term plan De facto standardization strategy for SbW 24/52 ■ SbW demand is expected to increase rapidly from around 2030, alongside the spread of autonomous driving and BEVs. ■ Leverage our strengths to formulate a strategy and aim to establish a de fa
Slide 25: 3-2-3) Building a resilient production system
3-2-3) Initiatives toward the 3 rd period of Mid-Term plan Building a resilient production system 25/52 ■ Increasing uncertainty following an era of steady growth ■ Promote the development of high-efficiency production systems capable of adapting to change ■Changing times (Automobile production) ■Pr
Slide 26: 3-2-4) Expansion of North America FA business (ADC)
3-2-4) Initiatives toward the 3 rd period of Mid-Term plan Expansion of North America FA business (ADC*) 26/52 ■ A steadily growing area; continuing proactive investment for further expansion ADC Initiatives Profitability ■Business model 売上 Sales 事業利益率 Ratio to revenue (Million USD) Source: Material
Slide 27: 3-2-5) Factory solutions
3-2-5) Initiatives toward the 3 rd period of Mid-Term plan Factory solutions 27/52 ■ In FY2026, drive “Factory Solutions” to solve manufacturing site challenges ■ Provide integrated proposals across four areas: equipment, automation processes, factory management, and CN solutions 【Social challenges】
Slide 28: 3-2-6) Why factory solutions?
3-2-6) Initiatives toward the 3 rd period of Mid-Term plan Why factory solutions? 28/52 ■ Our unique positioning—spanning components, equipment, and on-site operations— enables us to deliver value by addressing “factory-level challenges” ■JTEKT’s positioning = a unique position ■Steps toward becomin
Slide 29: Agenda
Agenda 29/52 １． FY2025 Results P4 ２． FY2026 Forecast P9 ３. Progress of 2 nd period of Mid-Term Plan P 14 1) Achievements of 2 nd period of Mid-Term Plan 2) Initiatives toward the 3 rd period of Mid-Term plan 3) Capital Policy & Governance ４. Appendix P 36 JTEKT CORPORATION
Slide 30: 3-3-1) Cash Allocation
3-3-1) Capital Policy & Governance Cash Allocation 30/52 ■ Despite market-driven declines in revenue and profit, efficiency gains and lower restructuring costs support continued investment for future operations & planned shareholder returns Cash inflows Operating CF (excl. R&D & Business Reform) Dis
Slide 31: 3-3-2) Shareholder Returns
3-3-2) Capital Policy & Governance Shareholder Returns 31/52 ■ Expand shareholder returns in line with the mid-term plan FY27/3 dividend: ¥70 (+¥10; ¥35 interim / ¥35 year-end, DOE 2.8%) 2.8 2.5 2.2 1.6 1.7 70 1.1 Unit：¥ / Share 60 DOE(%) 50 35 36 30 30 25 18 20 19 35 Upper Year-end 10 25 30 11 16 L
Slide 32: 3-3-3) Review of executive compensation
3-3-3) Capital policy and governance enhancement Review of executive compensation 32/52 ■ Enhancing transparency in executive compensation design and strengthening its alignment with management targets to reinforce incentives for increasing corporate value Previously, only the post-evaluation payout
Slide 33: 3-3-4) 3rd period of Mid-Term plan
3-3-4) 3 rd period of Mid-Term plan 33/52 ■ Preparation for 3 rd period of Mid-Term plan is underway, with an announcement planned for early 2027 More to come！ J-Nyan TEK-NYAN JTEKT CORPORATION
Slide 34: Joint Technology – Thank you
Joint Technology Thank you Yes for All, by All ! 34 Copyright (C)：JTEKT Copyright Corporation (C)：JTEKT Corporation
Slide 35: Agenda
Agenda 35/52 １． FY2025 Results P4 ２． FY2026 Forecast P9 ３. Progress of 2 nd period of Mid-Term Plan P 14 1) Achievements of 2 nd period of Mid-Term Plan 2) Initiatives toward the 3 rd period of Mid-Term plan 3) Capital Policy & Governance ４. Appendix P 36 JTEKT CORPORATION
Slide 36: 4-1) Management indicators
4-1) Management indicators 36/52 Cash Flow Capital Efficiency Indicators Upper row Cash flows from operating activities (%) ROE ROA ROIC Unit：100M of yen Lower row Cash flows from investing activities 7.0 FCF 1,544 5.9 5.9 5.4 1,084 5.1 6.2 782 831 802 5.5 5.3 670 557 3.8 261 417 43 3.5 3.2 2.6 1.8
Slide 37: 4-2) Management indicators
4-2) Management indicators 37/52 Capital expenditures Depreciation & amortization R&D expenses Unit：100M of yen Unit：100M of yen Ratio to revenue(%) Unit：100M of yen 969 3.1 3.1 3.2 3.0 2.9 822 730 723 717 711 720 694 651 623 610 589 558 564 513 FY2022 FY2023 FY2024 FY2025 FY2026 FY2022 FY2023 FY202
Slide 38: 4-3) Management indicators
4-3) Management indicators 38/52 Inventories Interest-bearing debt / Cash reserves Inventory turnover month Unit : 100M of yen Left bar Interest-bearing debt NET DE ratio Right bar Cash reserves Unit : 100M of yen 1.7 1.7 1.6 1.7 1.6 0.22 0.20 0.16 2,670 0.09 0.10 2,577 2,475 2,444 2,290 2,617 2,551
Slide 39: 4-4-1) Financial statements
4-4-1) Financial statements 39/52 Unit：100M of yen Assets Liabilities and equity Liabilities Assets FY2024 FY2025 Change FY2024 FY2025 Change and equity Cash and cash Trade and other 1,190 1,375 +184 3,796 3,518 -277 equivalents payables Trade and other Interest-bearing 3,682 3,495 -186 2,404 2,171
Slide 40: 4-4-2) Financial statements
4-4-2) Financial statements 40/52 Consolidated Profit and Loss statement Consolidated Cash Flow statement Unit : 100M of yen Unit : 100M of yen FY2024 FY2025 Change FY2024 FY2025 Change Cash flows from Revenue 18,843 19,249 ＋405 operating activities 802 1,084 ＋282 Cash flows from Business Profit 649
Slide 41: 4-5-1) Performance comparison – FY2025 Results (by Region)
4-5-1) Performance comparison – FY2025 Results (by Region) 41/52 * Including the impact of the sale of the NRB business in Europe・・・ Revenue：-115 Business Profit：＋13 Unit:100M of yen Foreign FY2025 Change excluding Region FY2024 FY2025 change exchange (excluding FX) foreign exchange Japan 7,390 7,59
Slide 42: 4-5-2) Performance comparison – FY2025 Results (by Business unit)
4-5-2) Performance comparison – FY2025 Results (by Business unit) 42/52 * Including the impact of the sale of the NRB business in Europe ・・・ Revenue：-115 Business Profit：＋13 Unit:100M of yen Foreign FY2025 Change excluding Business unit FY2024 FY2025 change exchange (excluding FX) foreign exchange S
Slide 43: 4-6-1) Quarterly result trend – by Region
4-6-1) Quarterly result trend – by Region 43/52 Unit : 100M of yen Q1 Q2 Q3 Q4 FY2024 Revenue Business profit Revenue Business profit Revenue Business profit Revenue Business profit Japan 1,727 39 2.3% 1,821 97 5.3% 1,875 61 3.3% 1,965 63 3.2% North America 1,288 3 0.3% 1,102 -38 -3.5% 1,102 -22 -2.
Slide 44: 4-6-2) Quarterly result trend – by Business unit
4-6-2) Quarterly result trend – by Business unit 44/52 Unit : 100M of yen Q1 Q2 Q3 Q4 FY2024 Revenue Business profit Revenue Business profit Revenue Business profit Revenue Business profit Steering Systems 2,212 23 1.0% 2,133 57 2.7% 2,239 30 1.3% 2,372 164 6.9% Drivelines 1,099 27 2.5% 1,030 14 1.4
Slide 45: 4-7-1) Automotive Revenue by Customer
4-7-1) Automotive (Steering/Drivelines) Revenue by Customer 45/52 Global 15.8% Revenue by major customer Unit : 100M of yen FY2024 FY2025 8,122 1,624 +525 FY2024 Toyota Group 8,648 1,730 (+6.5%) 13,331 Nissan 934 +102 1,036 (+10.9%) Other Japanese (100M of yen) Toyota group 23.3% 569 +36 60.9% Mazda
Slide 46: 4-7-2) Industrial & Bearings Revenue by Industry
4-7-2) Industrial & Bearings Revenue by Industry 46/52 After-market 15.1% Revenue in industry Unit : 100M of yen 15.7% by 6 priority industries FY2024 FY2025 FY2024 3,580 3,522 60.2% Steel 143 +3 Industry 億円 (100M of yen) Automobiles 146 (+2.3%) 24.7% 25.2% 60.2% 133 +13 Agricultural (+9.5%) 146 113
Slide 47: 4-8-1) Business profit analysis – Steering Systems / Drivelines
4-8-1) Business profit analysis – Steering Systems / Drivelines 47/52 Unit : 100M of yen +154 328 275 +8 -33 Steering -29 -19 -5 Systems -23 FY2024 Foreign Sales U.S. Inflation Sales Cost Expense FY2025 exchange volume Tariff impact price Improvement etc. +50 +35 138 108 +3 -6 -30 -11 -11 Drivelines
Slide 48: 4-8-2) Business profit analysis – Industrial & Bearings / Machine tools
4-8-2) Business profit analysis – Industrial & Bearings / Machine tools 48/52 単位：億円 +30 112 +11 +8 86 +2 Industrial -4 & -18 -5 Bearings FY2024 Foreign Sales U.S. Inflation Sales Cost Expense FY2025 exchange volume Tariff impact price Improvement etc. ＋31 ＋0 ＋0 ＋5 204 200 -7 -0 -33 Machine tools *Ot
Slide 49: 4-9-1) Performance comparison – FY2026 Forecasts (by Region)
4-9-1) Performance comparison – FY2026 Forecasts (by Region) 49/52 * Including the impact of the transfer Auto business with Euro customers Unit:100M of yen Foreign FY2026 Change excluding Region FY2025 FY2026 Change exchange (excluding FX) foreign exchange Japan 7,599 7,165 -434 -5.7% - 7,165 -434
Slide 50: 4-9-2) Performance comparison – Forecasts (by Business unit)
4-9-2) Performance comparison – FY2025 Forecasts (by Business unit) Unit:100M of yen 50/52 * Including the impact of the transfer Auto business with Euro customers Foreign FY2026 Change excluding Business unit FY2025 FY2026 Change exchange (excluding FX) foreign exchange Steering 9,076 8,635 * -441
Slide 51: 4-10) Revenue and profit trend
4-10) Revenue and profit trend 51/52 Revenue Business profit Profit for the period(*) Business profit(%) Profit for the period(%) Unit：100M of yen (*) Profit attributable to owners of the parent company 5.9 5.6 4.7 4.8 3.7 3.9 3.4 3.9 2.6 3.0 1.3 3.6 3.4 2.7 2.0 2.1 1.8 1.4 0.7 0.6 0.1 18,915 18,843
Slide 52: Thank You – Note on forward-looking statements
52/52 Thank You J-Nyan 【Note on forward-looking statements】 TEK-NYAN This report contains forward-looking statements pertaining to forecasts, plans and strategies. These forward-looking statements include risks, uncertainties and other factors, and actual results and business results may differ from