3. THE 13TH MEDIUM-TERM
MANAGEMENT PLAN
© 2022 TAMURA CORPORATION

1The 13th Medium-term Management Plan

Energize the Future 100
Transformation to create a robust future
for the 100th anniversary & beyond
FY2023/3 - FY2025/3© 2022 TAMURA CORPORATION

One and OnlyAgenda◼ Aspiration for 2050
◼ Review of the 12th Medium-term Management Plan and Assumptions◼ The 13th Medium-term Management Plan
– Overview– Financial Targets– Business Strategy– Sustainability Strategy© 2022 TAMURA CORPORATION

3

Agenda◼ Aspiration for 2050
◼ Review of the 12th Medium-term Management Plan and Assumptions◼ The 13th Medium-term Management Plan
– Overview– Financial Targets– Business Strategy– Sustainability Strategy© 2022 TAMURA CORPORATION

4

Aspiration for 2050
◆ Defined based on extensive discussions over three years, reflecting the spirits of foundation andmanagement principles as well as addressing stakeholder requirements and business issues◆ Announced at the same time as the new medium-term management plan
One and Only

Aspiration for 2050

Management Principles
SolutionforbusinessissuesSolution forenvironment
al & social
issuesSolution forstakeholder
issues

A leading company wellrecognized by global
electronics markets tocontribute to realizing
decarbonized society

Tamura Group Code of Conduct© 2022 TAMURA CORPORATION

5

Agenda◼ Aspiration for 2050
◼ Review of the 12th Medium-term Management Plan and Assumptions◼ The 13th Medium-term Management Plan
– Overview– Financial Targets– Business Strategy– Sustainability Strategy© 2022 TAMURA CORPORATION

6

Review of the 12th Medium-term Management Plan
◆ Insufficient actions against sudden changes in business environment including material cost rises◆ Significantly missing profitability target due to soaring costs of raw materials, logistics and energy
Operating profit FY2022/3［Billion yen］

Fell short of the target by 6bn

8Price rise of
copper& iron prices

Plan

Downturn ofautomotive
marketCustomers’
capex
reduction

Electronic Components
Plan: 3

© 2022 TAMURA CORPORATION

Actual result: 1

Price rise oftin

Customers’Capex 26
reduction
Decrease of
market share

Electronic Chemicals& FA Systems
ActualPlan: 4
result: 2

2
Semiconductor
shortage

Delayedproduct launch

Information
Equipment
ActualPlan: 1
result: -1

Actualresult* Gap between total operating profit and the sum of businesses is consolidation adjustments and unallocated HQ cost such as R&D.

7

Review of the 12th Medium-term Management Plan
◆ While falling short of financial targets, materialized the strategies which become basis for next
medium-term plan, such as “One TAMURA “(business collaboration), sustainability strategy,
management structure, production system, personnel system, IT infrastructure
The 12th Medium-term Management Plan Biltrite Tamura GROWING ANEW× Financial targets

ActualresultAchievement

100

88

88%

Operating profit
%

8.0%

1.8%

23%

ROE

9%<

-0.2%

－

Plan

Sales

(Billion yen)

✓Strategies achieved

One
TAMURA◼Launched cross-business development
project=>Development of new core technology◼Reorganization of China factories=>Newly built 2, Moved 1, Closed 1◼Job system & job satisfaction improvement=>ICT promotion、personnel systemect.

© 2022 TAMURA CORPORATION

The 13th Medium-termManagement Plan

✓ Sustainable Management◼ Defined Materiality and preparedfor sustainability strategies

Energize
the Future 100

Transformation to create a robust future
for the 100th anniversary& beyond

Outcome・2018/10: Basic policy of SDGs
・2019/4: Sustainability strategies
・2020/5: Reduction target of GHG
・2021/5: Defined materiality
・2021/5: Revised Reduction target of 2030 GHG
8Assumptions◆ Against the backdrop of accelerating volatility in global economy such as supply chain disruptions
and geopolitical risks, to focus on agility to create value by mitigating risks and taking opportunities◼ Environmental requirements• Carbon neutral, SDGs
• Multi-stakeholder needs◼ Geopolitical changes• New world order• Supply chain disruptions, inflation◼ Technological development• AI, DX, next-gen communications• Autonomous driving, electrification◼ Increased importance of talents• Diverse employees to drive growth• Workplace reform© 2022 TAMURA CORPORATION

Integration ofbusiness andsustainability
strategies
Opportunities& risksNew
products& businesses /geographicalexpansionMateriality,
GHG emission
reduction
Profitability&
capital efficiency
9Agenda◼ Aspiration for 2050
◼ Review of the 12th Medium-term Management Plan and Assumptions◼ The 13th Medium-term Management Plan
– Overview– Financial Targets– Business Strategy– Sustainability Strategy© 2022 TAMURA CORPORATION

10Overview of the 13th Medium-term Management Plan (FY2023/3-FY2025/3)◆ Defined based on Aspiration for 2050, review of previous plan and business environment

Energize the Future 100
Transformation to create a robust future for the 100th anniversary & beyond

Business
Strategy:
事業戦略:
成長と効率の二本柱
Growth & Efficiency• Business growth contributing
to carbon neutrality
Geographicalexpansion

New products& businesses• Profitability & capital efficiency
improvement
Operatingprofit margin6%© 2022 TAMURA CORPORATIONROE 8%

サステナビリティ戦略

2050

Sustainability Strategy

2024
100th
Anniversary

To achieve 2030 GHG emission target
and realize Aspiration for 2050 based on
defined materiality
Materiality❶Sustainable business growth❷Product quality improvement❸Proper supply chain management❹Compliance❺Fulfilling workplace❻Cooperation with communities❼Environmental protection &contribution to decarbonized society❽Proactive information disclosure

Aspiration for2050

A leading company
well-recognized by
global electronics
markets to contributeto realizing
decarbonized society

11

11Group Financial Targets◆ Priority on returning to profitability by taking swift actions, aiming for both profit growthand capital efficiency improvement with KPIs of operating profit, margin and ROE◼ Financial targets

FY2022/3(Actual)The 13th Medium-term Management Plan

FY2023/3

FY2024/3

FY2025/3

BeyondOperating profit

2bn

3bn

5bn<

6bn<

Operating profit %

1.8%

3.2%

5%

6%

8%

ROE

-0.2%

8%

10%
130bn<◼ Guidelines for achieving targets
Consolidated sales

88bn

94bn

≒100bn100bn<

0.9%
7.7%-30.7%

1.5%
8.7%
4.2%

4%
9%
12%

5%
10%
15%

Business OP%

Electronic Components
Electronic Chemicals &FA Systems
Information Equipment

ROIC© 2022 TAMURA CORPORATION

1.6%

6%

8%
12

Approach to Medium- to Long-term Growth◆ Actions taken to become “One and Only” company, essential to the world and continuing to growtoward the 100th anniversary and beyond
1.

Providing products and services that anticipate the change of the times, as was the spirit offoundation of the company=> to enhance technology contributing to carbon neutrality and focus on energy-related
markets2.

Developing and providing products by leveraging the strengths of core technology=> to develop materials that can innovate electronic products

3.

Improving profitability of Electronic Components Business to make it become mainstay ofcompany profit together with Electronic Chemical Materials & FA Systems Business=> Leveraging cross business alliance within Tamura Group and allocating key technological andmanagement resources to strategic sectors© 2022 TAMURA CORPORATION

13

Business Areas Contributing to Carbon Neutrality◆ To seek growth leveraging technical strengths in large capacity electric control & conversion efficiency
for high-frequency applications in promising car electrification & renewable energy markets andresponding to stricter energy saving regulations across the globe

Core technology
Power electronics

For high-frequency magnetic parts
Press-molded magnetic powder
core
For power semiconductor
High heat resistant soldering
materials

Mobility

IoT

For reflow soldering equipment
Heat convection control
For high frequency, high voltage
Next-gen power semiconductor(Gallium oxide)© 2022 TAMURA CORPORATION

Automotive reactors, large-size transformers and reactors for wind power
generation, reactors for air conditioners, industrial transformers
and reactors, etc.

14

Cross Business Product Development Based on Material Technology
Press-molded magnetic
powder core

Material technologies
of Electronic Chemicals
Business⚫ A core of magnetic powder with a particle sizeof 10s to 100s of μm, molded and thermally
Magnetic
treated after insulted and mixed with lubricant powder⚫ Press-molded magnetic powder core isindispensable for high-frequency applications⚫ Such as highly acclaimed automotive reactors,
Tamura Group leads the technology of pressmolded magnetic powder core

SolderresistExpand sales of products
differentiated by materials

Automotive
reactors

Industrial
reactors

Reactors foraircons

Joining materials
・ Electrical insulation
・ Adhesive bonding◆ The electrification of automobiles leads to high demand for automotive reactors. Key
technologies for electrification around motors or inverters are used also in industrial or home
appliance market.
Magnetic powder◆ Products of Tamura Group, such as transformers, reactors, current sensors or gate driver
module contribute CO2 reduction in factories and support to realize carbon neutrality.
◆ Improving production efficiency and quality by using common core materials for the products ofindustrial, automotive and home appliance market.

© 2022 TAMURA CORPORATION

15

Core Technologies × Carbon Neutrality × Regional Strategy
Reflow
soldering system⚫ This machine joins the circuit of components and theboard with the heated and melted solder⚫ With the technologies of solder paste or soldering flux forsurface mounting, Tamura group can provide distinctive
products

Realization of carbon-neutral becomesurgent issue for all factories in the world
Acclaimed by Japanese
automotive
manufacturers
andEMS companies

Thermaltechnology

Heat
Convection& thermal
controlGlobalspecifications

EnergySavingPricesetting

Expand sales to
non-Japanesemanufacturers

Regional
specifics◆ Tamura Group products can save power and resource with high environmental performanceand core technology. Further, they can streamline mounting lines and support
manufacturing in evolving factories around the world.

© 2022 TAMURA CORPORATION◆ The newly-developed systems are equipped with convection control technology that
efficiently circulates gas within the systems, making it possible to suppress flux adhesion to
the inner surface of the furnace as well as reduce nitrogen consumption◆ Tamura Group provides high-performance soldering systems compatible with otherassembly equipment.
◆ Such systems are needed due to an increase in demand for in-vehicle PCBs associated withadvances in automotive electronics or to development in smart factories typified byIndustry 4.0.
16

Core Technologies × Energy × Regional Strategy
Large-size transformers
and reactors◆ Large-size transformers and reactors are used in large-scale wind
power generation systems or high-voltage direct current (HVDC)
transmission and distribution◆ To lower transportation cost because of their weight, Tamura Groupcan supply th products from eight factories around the world

Respond necessity of large-scale wind power generation
systems and like with European-origin technologies

Engineers based in Europe
started developing large-sizetransformers and reactors
from 2010

Expand in large-scale wind
power generation systems
in Europe, US, andemerging markets

Gate driver module supports energy conversion by
power semiconductor◆ Supplying products by locally, marketing large-size transformers and reactors inbooming Brazil or Mexico

Gate driver module◆ Gate driver module is for driving high-power switching
semiconductors used in inverters, etc.
◆ Suitable for both IGBT and SiC-MOSFET because of its low noisecharacteristics. This product can contribute to drastic
simplification of equipment design◆ Currently, demand is expanding for wind power generation in
Europe© 2022 TAMURA CORPORATION［Brazil: Indusul Industria De Transformadores］
17

Growth: Geographical Expansion and New Products and Businesses◆ Anticipating the saturation of existing products and markets as well as the advent of block economy,
growth sought with new technologies and new markets, especially in Europe and Americas
Geographical Expansion and New Products & Businesses

New products & technologies

Target ratio of new
products andtechnologies: 30%*Development of
products andtechnology for future
beyond 100th
anniversary

Existing businesses

Target ratio of sales in
Europe and Americas:
20%<*

New markets© 2022 TAMURA CORPORATION

Sales

＞100
110

［Billion yen］

92

'22/3
* Targets for FY2025/3

'25/3
18

Profitability◆ Aiming for V-shaped recovery from Covid-19 and related impacts and record high operating profit◆ Making the profit of Components business comparable to Chemicals business in FY 3/2025［Billion yen］

13th ETF100

13th ETF100

140

14

Sales
120

12

100

10

80

8

9%

Operating profit

Record high
<6bn

8%

7%
6%
5%

60

6
4%

40

4

20

2

0

0

19/3 20/3 21/3 22/3 23/3 24/3 25/3
Electronic Components

Electronic Chemicals & FA system© 2022 TAMURA CORPORATION

-

1%

19/3

28/3

Information Equipment

Chemicals:Electronic 3%
Components≒1:1 2%

(2)

20/3

21/3

Electronic Components
Information Equipment
OPR

22/3

23/3

24/3

25/3

-

28/3

Electronic Chemicals & FA system
Others0%19

Business Strategy: Electronic Components◆ Aiming to expand business with multipath approach, responding flexibly to changing needs under uncertainty◆ Making semiconductor drive modules business comparable to power supply business through productdevelopment and geographical market expansion
Sales ［Billion yen］

6%
5%
4%
3%
2%
1%
0%

Momentum of
CN market

59

72

'22/3

'25/3

4

1

'22/3

'25/3

© 2022 TAMURA CORPORATION

Market andgeographical growth×High
profitability＝

Return on
investment◼ Market opportunities: robust carbon-neutral market• Mobility: boosting reactors, transformers/reactors for car and industrial battery chargers
High voltage/frequency gate drivers, EMC enhanced current sensors• Energy: large-size transformers and reactors, gate drivers• Region: Growth in Europe and US market (renewable energy, battery chargers)

Operating profit ［Billion yen］
OP%
4
5.0%

0.9%

×

4
3
3
2
2
1
1
0

◼ Profitability improvement• Return on investments in last three years– three automotive parts plants in Japan and China• Increase of high value-added modules• Differentiation by developing high frequencypress-molded magnetic powder core
• Production footprint reorganization to satisfy local
content requirements［TAMURA ELECTRONICS (SUZHOU) CO., LTD.］
20

Business Strategy: Electronic Chemicals & FA Systems◆ More proactive pricing strategy, following significant impact of raw material price rises during the 12th plan period◆ Improving business resilience by increasing high value-added products and reducing costs; creating markets withcustom-in approach into growth areas
Sales ［Billion yen］

27

'22/3

New products

33

12.0%

10.0%

7.7%

8.0%
6.0%

4.0%
2.0%

21

33

0.0%

'22/3

'25/3

© 2022 TAMURA CORPORATION

New markets

×

Production＝
improvement

Preparation toward future
profit expansion◼New product development• High heat resistant soldering materials fornext-generation power semiconductors• Coverlay market products• Solder paste for new semiconductor construction method• Energy saving reflow soldering systems'25/3

Operating profit ［Billion yen］
OP%
10.0%

×

4
3
3
2
2
1
1
0

◼New market expansion• Seeking approval of US and European customers forHigh Heat Resistant Soldering Materials forautomotive solder paste
Next-Generation Power Semiconductor• Sales expansion of solder resist for Mini LED market• Sales expansion of reflow soldering systems for non-Japanese customers◼Production improvement• Reorganization of production footprints for local supply
21

Business Strategy: Information Equipment◆ Securing semiconductors and other essential components; returning to and increasing profit with next-generation
audio mixing consoles◆ Coping with changes in technologies such as network-based broadcasting equipment

Seizing market opportunity by responding to the needs of key customers
in a timely mannerSales［100 million yen］

21

'22/3

40

'25/3

Operating income
OI%
28%
18%
8%
-2%
-12%
-22%
-32%

◆ Next-generation audio mixing consoles• Timely launch of new products, keep up with facility renovation demand of key
broadcasting stations• Securing key components such as semiconductors• Streamlining business and production processes• Collaboration with adjacent technologies to cope with new requirements

15.0%6-6-30.7%

'22/3

'25/3

© 2022 TAMURA CORPORATION［Wireless Intercom System］［Audio Mixing Console］
22

Sustainability Strategy◆ Materiality, KPIs and Targets defined based on extensive management and Board discussions
Materiality

Target for FY2025/3❶Sustainable business growth

Ratio of new product and market sales: 30%❷Product quality improvement

Quality cost: 15％ reduction against the average during the 12th
management plan period❸Proper supply chain management

SAQ survey on key suppliers: 100％

❹Compliance

Compliance training: 100％

❺Fulfilling workplace

Global) Improvement of employee survey score: 3pt p.a.
Japan) Ratio of female, non-Japanese, mid-career employees: 10%,5%, 50% respectively❻Cooperation with communities

Social contribution cost: 1% of ordinary profit❼Environmental protection &contribution to decarbonized society

Ratio of sustainability-contributing product sales: 27%
GHG (scope 1&2) reduction: 33％ or more from 2013

❽Proactive information disclosure

Publication of integrated report
Climate related disclosure based on TCFD

© 2022 TAMURA CORPORATION* Scopes 1 &2; 2013 figure adjusted on a like-for-like
basis
23

Carbon Neutrality Strategy◆ To achieve 2030 GHG emission target and realize Aspiration for 2050
◆ Prioritizing reduction of scope 1&2 GHG, while preparing for scope 3 reduction target
Target for the 13th Medium-term Management Plan

33% or more reduction from 2013* by FY2025/3⚫ Target set by backcasting⚫ Priority on scope 2 reduction, accounting for 99.5% inemission• PV
installations• Renewableenergycertificate etc.

• Visibility improvement• Facility & equipment
improvement• Energy savingassessment etc.

2/3
Switching to
renewable energy(Procurement improvement)
1/3
Energy saving(Energy usage improvement)© 2022 TAMURA CORPORATION

Aspirationfor 2050

2030

GHG reduction target(announced in May 2021)

51% or more reduction
from 2013** Scopes 1 &2; 2013 figure adjusted on a like-for-like
basis
24

Talent Strategy◆ By creating fulfilling workplace across the Group and securing diverse talents in Japan,
aiming to be a company where people want to come to and work for
Actions to create fulfilling workplaceacross the Group• Ensuring an improvement in employee survey
by taking actions based on PDCA cycle
Human rights
and safety
training

Psychologicalsecurity actions
roll-out

Updating
programs

Improvement in employee survey score
Improvement: 3pt p.a. for the Group© 2022 TAMURA CORPORATIONDiversity in Japan• Securing diversity in people, responding to
the requirements of global stakeholders andaiming to realize Aspiration for 2050
• Priority on the improvement of less-diverse
Japan during the 13th plan period

Ratio among managers (FY2025/3)
Female:10％

NonJapanese:
5％Mid-career:
50%

25

4. SUMMARY© 2022 TAMURA CORPORATION

26

Summary
Review of the 12th Medium-term Management Plan and Results of FY2022/3– Significantly affected by supply chain disruption and material price rises– Profit target of the medium-term and annual plan largely missed, despite sales increase– Clear improvement seen in 4Q with steady increase of demand

FY2023/3 Forecast– Despite uncertainties in business environment such as material price rises, parts shortages andexchange rate fluctuations, demand expected to remain robust in electronics market– Aiming for V-shaped recovery with profitability improvement measures
The 13th Medium-term Management Plan
– Integration of business and sustainability strategies, driving transformation to create a robust
future for the 100th anniversary and beyond– Business strategy: aiming for business growth contributing to carbon neutrality, together withprofitability and capital efficiency improvement– Sustainability strategy: actions taken based on defined materiality and its KPIs and targets© 2022 TAMURA CORPORATION

27

【APPENDIX】 REFERENCE© 2022 TAMURA CORPORATION

28

Corporate Profile
•
•
•
•
•

Capital: 12 billion yen
Number of employees*: 4,405
Sales*: 88 billion Yen
President: Masahiro Asada
Listed in Prime Market, Tokyo Stock Exchange

Japan(HQ: Nerima-ku,Tokyo)
Sales: 32 billion yen
Number of employees: 1,188

China
Sales: 25 billion yen
Number of employees: 1,759© 2022 TAMURA CORPORATIONOther Asian Countries

Europe and the Americas

Sales: 15 billion yen
Number of employees: 1,084

Sales: 15 billion yen
Number of employees: 374*Sales: FY2022/3* Number of employees as at of 31st March 2022

29

Sales, Gross Profit, SG & A Expenses and the Number of Employees
Sales, Gross Profit,
SG & A Expenses
86
81

100
90
80
70
60
50
40
30
20
10
0

69

25.9%

25.6%
24.8%

Sales(Bn yen)

85
28.0%

27.2%

23.0%

22.6%

22.9%

80

GP(Bn yen)

30.4%

G & A(Bn yen)

86 30.3%87

24.0%

24.0%

18 17

21 19

23 19

24 19

24 19

26 21

13.3

14.3

15.3

16.3

17.3

18.3

24.1%
26 21
19.3

8000
7000

Number of EmployeesJapan

29.4%80

GP%

G & A%
32%

88
28.2%

74 28.7%
26.0%

25.3%

30%

25.3%

28%
26%

23.5% 24%
22 20
20.3

21 19

22 21

21.3

22.3

22%
20%

GP% declined due to soaring material prices
Sales approached record high (FY2008/3 92bn yen)Over sea

6000
5000
4000

3000

5345

4845

2000
1000

1428

0

1286

End of 13.3
Total 6,773© 2022 TAMURA CORPORATION

14.3

4612
1262
15.3

4414
1220
16.3

4078
1170
17.3

4253
1157

3821
1200

18.3

2,368 （Decline 35%）

19.3

3524
1229
20.3

3230

1217
21.3

3,217
1188
22.3

Total 4,405

30

Sales & Technologies towards 100th Anniversary
Tamura will celebrate the 100th anniversary in 2024. Anticipating the changes in the world, offering
essential products required across the world based on original and unique technologies［Billion
100 yen］
90

80
1924
Tamura Radio Store is founded in Tokyo’s
Shinjuku district a year before the startof radio broadcasting in Japan

70

1972
Supplied power transformers for both
Beta and format when the world’s
first consumer VTR s introduced

60

Sales

1972
Developed transformers and coils
for use in Japan’s first satellites:
the Kiku (ETS-1)

50

2010
Entered the market for large transformers andreactors used in renewable energy
2009
Developed reactors, which adopted
for use in hybrid vehicles,
and began mass production

1955
The first Japanese-made transistor radio,
containing a Tamura’s transformer,
becomes a blockbuster hit.

40

1985
Developed switching external power adapters,of which usage rapidly increased for mobile telephones,
digital cameras, and other devices

30

20

1970s

1980s

1990s

2000s

2010s

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

1999

1998

1997

1996

1995

1994

1993

1992

1991

1990

1989

1988

1987

1986

1985

1984

1983

1982

1981

1980

1979

1978

1977

1976

1975

1974

1973

1972

1969

1968

1967

1966

1965

1964

1963

1962

1961

1960

1959

1958

1957

1956

～

1955

1924

0

1971

1956
Developed SOLDERITE flux, Japan’s
first noncorrosive soldering flux

© 2022 TAMURA CORPORATION
1960s

1995
Developed solder paste forsemiconductor packages,
which adopted by a major
semiconductor manufacturer

1968
Developed its first automated solderingsystem and subsequently provides support
for the mass-production of home appliances
1970

10

2015
Established Novel Crystal Technology
to realize innovative energy transmission
with gallium oxide (Ga2O3) power
semiconductor

2010
Developed resists for FPCs,
which adopted to smartphones

31

Sales and Operating Profit
Tamura Group has overcome various headwind over the last several decades. The 13th Medium-termManagement Plan has been launched in April 2022, to recover from COVID-19 impacts and to seize theopportunities of future needs, driving continuous growth for the 100th anniversary and beyond
Sales

Profit

120

12
120

100

10
100

Operating Profit
12%
（％）

yen）
（Bn yen）（Bn140

6.4%
86 87
80
80

69

4

5

4

5

8%

88
74

6%
4%

5

2
1 0.8%
1

1.8%
2

2

2%

2

0%
-2%

2008
Lehman shock

2011
Great East Japan
Earthquake

2019～
US-China Issue
Covid-19

27

…

24

23

22

21

20

19

18

17

16

-4%

15

1

86 85

14

07

06

05

04

03

02

01

2001
IT Bubble collapse

81

2.5%

0
-1.7%
Operating Profit %00

99

Operating Profit

1992
Bubble collapse© 2022 TAMURA CORPORATION

64

5

1
Sales

77

13

4

73

12

3

5.0%

78

11

3

4

84

2

98

-20
‐2

3

97

‐20

4

5

3

96

00

1

4

95

0

3

4

69

79
73 75 76

10

20
2

5

94

20

55

3
1

90

40

40
4

64 65

74

84

09

4

58

93

60
6

60

65

78 77

91

08

8
80

89

92

60

6.9%

91

80

10%

13th Medium-Term
Management
Plan32Electronic Components: Sales and Operating Profit
100

Shift of focus on profit from sales after the collapse of IT bubble in 2001
12.5%
Recording highest sales in FY2022/3 and continuing to grow in sales and profit in power electronics market
92
with carbon neutrality as a tailwind

Operating Profit
（％）

Sales
Profityen）（Bn yen）（Bn 80

10.0%

50 48
5.7%
48
47
44 43
5.3%
42
5.2%4241
39
39 38 39

0
-1

2

1

1

0.9%
1
0
13th Medium-Term

2019～
US-China Issue Management
Covid-19
Plan

-2.5%

2008
Lehman shock
27

…

24

23

22

21

20

19

-5.0%

18

-4.1%

-1.5% -1

2011
Great East Japan
Earthquake

17

06

05

04

03

02

01

48

2.5%

15

Operating Profit %
00

99

98

94

93

92

91

7.5%

5.0%

0

14

-2

-4
-40

90

1

1

13

2001
IT Bubble collapse

Operating Profit

51

0.0%

-0 -0

1992
Bubble collapse

2

12

0

1.5%
1

11

00

© 2022 TAMURA CORPORATION

2

1

59

4.7%

2.4%
1

Sales
-40

2

0

‐2
-20

52

56 55

46

41

10

2

53

3
2

97

‐20

2

95

0

2
20

2

2

50

49

56 58 55

16

3

3
3

20

53

08

43
4
4
40

54

07

48
40

59

6
60

96

60

09

8.5%

33

Electronic Chemicals & FA systems: Sales and Operating Profit
50
45
112.5
Sales Profit（Bn yen）（Bn yen）
40
100.0
35

35
8.7

30

30
7.5

25

25
6.2

Stable profits recorded regardless of economic fluctuations. Sales growth driven with the development of solder
25.0%
products in 2006 priorr to the enforcement of the RoHS Directive. Seeking to support the growth of electronics
market with material technology and environmental consciousness
21.0%

Sales

19.9%
18.0% 18.1%

17.4%

21 21
20
15

10

15 15

15
3.7

11 11 11 11
10
2.5 2 2 2 2

2

3

18
4
3

Operating Profit %

20.0%

17.3%
30

20
5.0

Operating Profit

22.5% Profit
Operating
（％）

23

26

25

28

28

25
24 25 24
24
23
12.9%
10.4%
21 21 20
20

21
4

4

4

3

5

17.5%

31 31 32

4

5

4

4
8.1%

7.8%

3

2

2

3
2

2

3

3

3

3

15.0%

27

25

12.5%

23

9.4%
4
3

2

10.0%
7.5%

7.7%
2

2

5.0%

2006
2008
Special demand(RoHs Directive/Lead-free) Lehman shock© 2022 TAMURA CORPORATION

27

…

24

23

22

21

20

19

18

17

16

15

14

13

12

11

10

09

08

07

06

05

04

03

02

01

00

99

98

97

96

95

0.0%

94

00

93

0

92

2.5%

91

1.2
5

90

5

13th Medium-Term

2021
Soaring tin Management

Plan

34

Information Equipment: Sales and Operating Profit
Consisting of broadcasting, wireless, communications and security equipment businesses, aiming to take
opportunities of broadcasting stations renovations, after the downturn of demand due to seasonality andsemiconductor shortages
9© 2022 TAMURA CORPORATION

-2.5%
0

0

0

0

03

02

2001-02
New commercial
TV studio

01

00

99

98

97

96

95

94

93

-4

92

-4

91

-2

90

‐2

1996-98
Analog-digitalmixing console

0
-7.2%
0

0

1

0

0

0

0

0
-10.0%

0-1

2015-18
Security equipment
Wireless equipment

2006
Communicationequipment update

Medium-Term
ManagementPlan-30.7%-20.0%-30.0%

27

0

1

…

0 -2.6%0

24

1

0.0%

23

0

-2.4% 0
0

2

22

1

10.0%

8.0%

21

1

3

20

1

3

19

0

4

18

0

17

0

16

0

1

4

2.2%

15

1

3

20.0%

3

14

2.9%

6.2%

3
3 2.7%3

13

1

5
12.9%
4
4

14.0%
4

12

2

5

9.3%

4

Operating Profit

40.0%
（％）

Operating Profit %

6

6

11

5

6

10

0

5

5

6

6

09

2

6
5

Operating Profit

30.0%

7

08

6

6
6 15.8%

7

07

8

9

06

8

4

8

8

Sales

05

Profit
10

04

Sales

（Bn yen）（Bn yen）

35

TAMURA in Your Daily Life

© 2022 TAMURA CORPORATION

From Corporation Report 2021

https://www.tamuracorp.com/

36

Caution Concerning Forward-looking Statements

The forward-looking statements, including the financial results forecast
shown in this document, are based on information currently available to
the Company and on certain assumptions deemed to be reasonable by
the Company. As such, they do not constitute guarantees by the Companyof future performance.
TAMURA CORPORATION
Investor Relations
TEL：+81-3-3978-2111© 2022 TAMURA CORPORATION

37