Investor Relations | IR Events | Investors Meetings
TDK Investor Day 2025: Medium-term Plan Update
(Conducted on November 28, 2025) Q & A: Dialogue with Outside Directors
- Q1. What kinds of discussions are taking place regarding the transition to a Company with an Audit and Supervisory Committee?
- A1. The Corporate Governance Committee discusses our corporate governance structure in light of changes occurring in the world. Rather than determining the structure needs to be changed, I think it is important to ask what roles need to be fulfilled. While there isn't anything we cannot do due to the current structure, we will continue exploring possibilities while monitoring other conditions.
- Q2. What kind of advice do you provide to managements in terms of the fusion of parts and hardware with software?
- A2. For example, we explained that unless we grasp the needs of the customers that are using SensEI at factories and elsewhere, we wouldn't be able to develop configurations that meet their requirements, and it will become difficult to develop user-friendly software. The personnel involved with the sensor business are having more and more interactions with customers in areas close to the application side, giving them more opportunities to hear what they want from final products. It is important to increase these kinds of activities. Sales and marketing personnel also need to shift their thinking. We have explained that it will be increasingly important to consider what usage scenarios are critical for customers, and what costs, components and software will be needed to achieve them.
- Q3. How is the Nomination Advisory Committee cultivating the next management team? What kinds of discussions have been taking place in response to the changing times?
- A3. There is a great deal of potential in TDK's human resources when viewed globally. We are developing well-structured training programs tailored to those identified as having strong development potential at each level. We actually visit sites to check on personnel, and our Outside Directors evaluate them from a range of perspectives. I think we have a lot to learn, myself included, about what kinds of talent are best suited to this highly volatile world. Please stay tuned for future developments on this front.
- Q4. How are your business portfolio management oversight functions being fulfilled?
- A4. We receive and discuss quarterly reports. The Board of Directors conducts final reviews, and rather than looking at individual businesses, its job is to check overall progress, consider things like what might be lost if a sale goes ahead, and also take into account our external reputation. Beyond pure oversight, we also gauge whether actions will lead to enhanced corporate value in the medium- to long-term. This is not simply about cutting losses. We make a point of carefully examining and discussing whether now is the right time to focus on something toward the future.
