In April 2025, Tamura Corporation launched a new management structure under which I became Representative Director, Chairperson, CEO, and CFO, and Mitsutaka Nakamura became President, Representative Director, and COO. Since taking office as President and Representative Director in April 2019, I have driven a company-wide tripartite reform under the banner of “One Tamura.” This initiative advances three elements simultaneously—formulation of business strategy, work reform, and reform for work fulfillment—aiming for transformation across the entire Group.
To navigate an era of rapid and unpredictable change, we recognized the need to remove barriers between business divisions and work together as a unified Group. One example of this approach is our effort to create one-of-a-kind electronic components—unavailable elsewhere—by fusing the Tamura Group’s strengths in electrochemical materials technologies with electronic component design technologies.
In terms of business performance, we achieved sales exceeding the 100-billion-yen milestone for the first time in our 100-year history in the fiscal year ended March 31, 2023. However, we fell short of financial targets such as operating profit and ROE, and issues related to compliance and governance also became apparent. We have come to realize that fundamentally resolving these issues requires significant changes to our corporate culture.
Over the past approximately six years, under the common banner of “One Tamura,” we have built the foundation for reforms carried out companywide as one, and I am convinced we have entered a phase in which measures can be executed steadily and sincerely. With this understanding, I have passed the baton to our next leader, the new President, Nakamura. To our shareholders and investors, we invite you to continue placing high expectations on Tamura Corporation as we embark on our journey toward the next 100 years under new leadership.

I was appointed Representative Director, President and COO in April 2025. I see it as my mission to carry forward the “One Tamura” tripartite reforms that Mr. Asada has driven and to build the foundation for growth toward the next 100 years, taking our 100th anniversary as a key milestone. At our sites in Japan and overseas, I have seen that every employee shares a strong desire to improve Tamura Group and holds high expectations for the future. Our initiatives are now resonating widely, and I am calling on all employees to pursue “One Tamura—connecting through altruism rather than self-interest.” I am confident that as this mindset takes root, our corporate culture will undergo significant changes.

Our 14th Medium-Term Management Plan, “One TAMURA for Next 100,” launched in April 2025, sets out key measures to drive revenue and profit growth in core businesses where demand is expected to rise in priority markets. We are focusing on clean energy-related sectors—electric power infrastructure, heavy industry, next-generation communications, and mobility—and will promote power electronics-related products such as large and high-frequency transformers and reactors in the electronic components business, and advanced materials for power electronics and semiconductors in the electrochemical materials business. Furthermore, leveraging our strengths, we are accelerating new product development through collaboration between our electronic components and electrochemical packaging businesses, with a focus on magnetic passive components.

In our sustainability strategy, we set our materiality as “Contributing to the realization of a decarbonized society,” “Pursuit of work fulfillment,” “Strengthening Corporate Governance,” “Strengthening company-wide risk management,” and “Fostering a quality-focused culture.” We are reinforcing our management foundation through growth strategies and cultural transformation, while improving asset efficiency and optimizing production and supply systems to strengthen our financial base. By concentrating resources on priority markets and core businesses, we aim to achieve an operating profit margin of 7% and ROE of 8% by fiscal 2027.

Providing fair returns to shareholders remains one of our top priorities. We will consider flexible share buybacks and, once our financial position improves, aim for shareholder returns with a Dividend on Equity (DOE) of approximately 3%.

To our shareholders, investors, customers, business partners, and employees, we appreciate your expectations for our future and ask for your continued and even greater support as Tamura Corporation steps forward from its 100th anniversary into the next century.