December 14, 2022

NTN Corporation Q&A Summary of ESG meeting 2022
Q1. Are there any measures to break down organizational barriers as employee engagement
efforts?
A1. We believe that the barriers have been broken down considerably with the new businessheadquarters system and the Corporate General Managers of headquarters being in chargeof sales and production. Each of the Automotive, Industrial Machinery , and Aftermarket
Business HQ. has its own plants and sales company, which has improved the openness of theorganization.
Q2. How will you link your carbon neutrality initiatives to the high added value of your brandand improved business performance?
A2. There are two major carbon neutrality initiatives: the ultimate reduction of energy consumption
by products, and the reduction of CO2 emissions in the manufacturing process of products. I
explain the point of reducing CO2 emissions in the manufacturing process. The measures
include visualizing energy and reducing wasted energy. We will switch heat treatment facilities
that use fossil fuels to electric power as much as possible, and use green electricity when thesuuply makes good process. We consider not to increase the cost to reduce CO2 emissions.
The situation of infrastructure differs from country to country, so it is necessary to take actions
according to the country's situation. We will consider how to change to brand value, reduceenergy waste, and go green.
Q3. From the perspective of Ms. Komatsu, as an Outside Director, what changes do you seein the proceedings and themes of the Board of Directors since Mr. Ukai assumed theposition of President?
A3. I feel that there are only good changes. President Ukai has strong leadership skills and clearly
set the direction of the company and the measures to be taken. There is a sense of speed,and clear instructions are given, including specific actions to be taken, for example when
discussing price pass-on measures. In addition, while the Outside Directors actively express
their opinions, they receive accurate responses and subsequent reports, and I feel that
efficiency and the content of the questioning have improved.
Q4. Could you give us a few words from Mr. Ukai?
A4. We will continue to accelerate our business activities as everyone in the company as one inorder to enhance our corporate value and become a company newly recognized by society
and the world.

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Q5. I would like to know the progress of the talking bearing. How long will it take until it isput to practical use and what needs to be done in the future?
A5. Further miniaturization and support for higher temperatures will be necessary in the future.
Currently, vibration and temperature sensors are built in, but we are exploring needs such asother technical information using prototypes. The feature of the talking bearing is that the sizeand volume of the bearing remains the same, so it can be used in the same part where thecustomer is currently using it. We have received a great deal of interest from customers, andalthough we cannot say that we will commercialize the product immediately next fiscal yer, wewill do so as soon as possible. All the components of the talking bearing are contained inside
the bearing, so not only is it compact, but it is also highly accurate in detecting abnormalities,
which is also highly valued by our customers.
Q6. Regarding the concept of diversity in the governance aspect, do you appoint nonJapanese to the Board of Directors? I would like to know what your company thinks
about this.
A6. We have a French Operating Officer who used to work in Japan, and we have some local
persons at the top of the overseas business sites. We are considering having one of them join
the Executive Officer members. As a global company, we will consider what to do about
diversity in top management, not only for those from overseas but also for women, as one
means of addressing issues in our corporate activities.
Q7. In reading past integrated reports, the following points are made. There is a lack ofrecognition as a global headquarters in the headquarter divisions, and there are nodiscussions about overseas in the board meetings. Are these improvements beingmade?
A7. The most important thing is the workplace on site, including overseas. I believe that the baseof our activities is for Executive Officers to go directly to at least the district for which they areresponsible and connect with local employees for engagement. The pandemic situation ischanging, so we are incorporating these kinds of moves.

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