Kyocera Corporation · TSE:6971

Kyocera — Corporate Update (February 2026)

36 slides from Kyocera's corporate update, Feb 3, 2026

1. Slide 1: Progress Update: Strategic Business Transformation Project

   Notes: This is an English translation of the Japanese original. This translation is prepared for the reference and convenience solely for those who do not use Japanese. In the event of any discrepancy between this translation and the Japanese original, the latter shall prevail. Certain of the statem

2. Slide 2: Table of Contents

   Table of Contents 1. Overview of the Project Hideo Tanimoto President, Representative Director 2. Strengthening Business Portfolio Management Same as above 2-1. Components Businesses Shiro Sakushima Director, Senior Managing Executive Officer 2-2. Solutions Business Norihiko Ina Director, Senior Man

3. Slide 3: 1. Overview of the Project

   1. Overview of the Project 2 © 2026 KYOCERA Corporation

4. Slide 4: Management Rationale and What We Aim to Be

   Management Rationale and What We Aim to Be Management Rationale <Value Creation Stories> To provide opportunities for the material and intellectual growth of all our employees, and through our joint efforts, contribute to the advancement of society and humankind. What We Aim to Be Becoming “The Comp

5. Slide 5: Roadmap for Enhancing Corporate Value

   Roadmap for Enhancing Corporate Value Divide the management reform period into two and steadily implement initiatives to improve ROE, which is our major management challenge Until Fiscal 2025 Fiscal 2026-2028 Fiscal 2029-2031 • Invested aggressively to achieve the long-term target of 3 trillion Reor

6. Slide 6: Major Initiatives of the Strategic Business Transformation Project

   Major Initiatives of the Strategic Business Transformation Project Three reforms to achieve continuous improvement of ROE 1. Business Portfolio 3. Corporate 2. Capital Strategies Management Governance Shift management Separate supervision policy to emphasize Pursue capital optimization and execution

7. Slide 7: 2. Strengthening Business Portfolio Management

   2. Strengthening Business Portfolio Management 6 © 2026 KYOCERA Corporation

8. Slide 8: Strengthening Business Portfolio Management

   Strengthening Business Portfolio Management Aim to increase corporate value by contributing to solving challenges of customers as well as society using unique technologies Components Businesses Solutions Business (Core Components Business / Electronic Components Business) Drive mid- to long-term gro

9. Slide 9: Organic and Inorganic Growth Strategies

   Strengthening Business Portfolio Management Utilize Kyocera’s strength in both organic and inorganic growth strategies Kyocera’s Strength Various technologies Solid customer base World-wide structure Capital strength Organic Growth Strategies Inorganic Growth Strategies Make multifaceted integration

10. Slide 10: Business Evaluation Based on ROIC from Fiscal 2027

    Strengthening Business Portfolio Management Initiate business evaluation based on ROIC from fiscal 2027 Business Evaluation Methods Operation Devise company-wide plan and * Kyocera ROIC Quantitative Task of manage business portfolio 定量評価 Criteria ROIC Business profit after tax Management ・ Set areas

11. Slide 11: Profitability Improvement and Portfolio Restructuring until Fiscal 2028

    Strengthening Business Portfolio Management Mainly promote profitability improvement of existing businesses and reform of internal structures until fiscal 2028 Items Implemented During Fiscal 2026 Items to Implement in Fiscal 2027-2028 Profitability improvement of existing businesses ✓ Improve ROIC

12. Slide 12: 2-1. Components Businesses

    2-1. Components Businesses (Core Components Business and Electronic Components Business) 11 © 2026 KYOCERA Corporation

13. Slide 13: Components Businesses: Roadmap for Enhancing Corporate Value

    Components Businesses | Roadmap for Enhancing Corporate Value Conduct structural reforms based on technologies and enhance competitiveness <Performance Target of the Components Businesses> Fiscal 2026-2028 Fiscal 2029-2031 Fiscal 2028 Fiscal 2031 Aim early achievement of two- Enter new stage of grow

14. Slide 14: Components Businesses: Mid-term Growth Strategies Towards Fiscal 2031

    Components Businesses | Mid-term Growth Strategies Towards Fiscal 2031 Drive business growth by expanding to advanced semiconductors and its surrounding areas as well as mobility areas Advanced Semiconductors and Areas Around Mobility Areas Introduce products that address miniaturization and high-la

15. Slide 15: Components Businesses: Growth in Advanced Semiconductors and Related Areas

    Components Businesses | Mid-term Growth Strategies towards Fiscal 2031 Aim for growth by capturing robust demand in advanced semiconductors and related areas by using our unique and diverse product portfolio Semiconductor Semiconductor Devices Data Centers Edge AI Devices Manufacturing Process Sapph

16. Slide 16: Components Businesses: Business Portfolio Target by Fiscal 2031

    Components Businesses | Business Portfolio Target by Fiscal 2031 Transform into high -growth, highly -profitable business portfolio Current Fiscal 2031 EC: electronic components High Profitability Next-gen enhancement Growth driver Power circuit solutions Next-generation technologies under for AI ap

17. Slide 17: Business Portfolio Reform Initiatives (1)

    Components Businesses | Business Portfolio Reform Initiatives (1) Drive growth of PKGs and EC businesses with power circuit solutions for AI applications Current Fiscal 2031 High Profitability Next-gen enhancement Growth driver Elevate PKGs and EC businesses into ✓ Converge technologies of PKGs, EC

18. Slide 18: Business Portfolio Reform Initiatives (2)

    Components Businesses | Business Portfolio Reform Initiatives (2) Drive business growth by consolidating mobility systems business as well as by leveraging telecommunication technologies Current Fiscal 2031 EOL: end of life High Profitability Next-gen enhancement Growth driver ITS-related Promote ne

19. Slide 19: Business Portfolio Strategies Towards Fiscal 2031

    Components Businesses | Business Portfolio Strategies Towards Fiscal 2031 Aim to achieve high-growth and highly profitable business portfolio by pursuing structural reforms and commercialization of next-gen technologies Fiscal 2025 Fiscal 2031 Profitability Profitability Next-gen enhancement Growth

20. Slide 20: 2-2. Solutions Business

    2-2. Solutions Business 19 © 2026 KYOCERA Corporation

21. Slide 21: Solutions Business: Roadmap for Enhancing Corporate Value

    Solutions Business | Roadmap for Enhancing Corporate Value Divide the management reform period into two and steadily implement initiatives to improve ROE, which is our major management challenge <Performance Target of the Solutions Business> Fcst: forecast / Tgt: target Fiscal 2026-2028 Fiscal 2029-

22. Slide 22: Business Portfolio to Achieve 2-Digit Business Margin

    Solutions Business | Business Portfolio to Achieve 2-Digit Business Margin Business portfolio with a priority on profitability enhancement NA: North America High Profitability Next-gen enhancement Growth driver Invest in businesses with potentials of Businesses which ROIC is high and future growth a

23. Slide 23: Solutions Business: Mid-term Growth Strategies Towards Fiscal 2031

    Solutions Business | Mid-term Growth Strategies Towards Fiscal 2031 Possess technological and sales capability to promote the “Products X Experience Value Approach” Core technologies of the Solutions Business Global sales channel and IoT connectivity status EM: electrode materials EM for storage ⚫ P

24. Slide 24: Raising Sales Ratio of Products X Experience Value Approach

    Solutions Business | Mid-term Growth Strategies Towards Fiscal 2031 Maximize profit size by raising the sales ratio of the “Products X Experience Value Approach” to 30% or more Target Ratio of the “Products X Experience Build business foundation for the Value Approach*1” “Products X Experience Value

25. Slide 25: Solutions Business: Business Portfolio in Fiscal 2031

    Solutions Business | Business Portfolio in Fiscal 2031 Maximize business growth and profit through business portfolio transformation with the “Product X Experience Value Approach” High Profitability Next-gen enhancement Growth driver Consolidate into a business portfolio that focuses on customer iss

26. Slide 26: 3. Promoting Capital Strategies

    3. Promoting Capital Strategies 25 © 2026 KYOCERA Corporation

27. Slide 27: Promoting Capital Strategies: Cross-shareholdings and Shareholder Returns

    Promoting Capital Strategies Cross-shareholdings Reduction Plan Shareholder Returns Amount of KDDI shares to be sold Share repurchases Fiscal 2026 (Plan) Fiscal 2027 and 2028 Fiscal 2026 Fiscal 2027 Maximum of 250 billion yen 250 billion yen 200 billion yen 500 billion yen in total (approx.) (approx

28. Slide 28: Capital Allocation and Capital Structure

    Promoting Capital Strategies Capital Allocation Capital Structure Strive to balance investments for growth Optimize equity to increase corporate value and shareholder returns T Yen: Yen in trillions End of Target by end of Two-year target of fiscal 2027-2028 fiscal 2026 3Q fiscal 2028 Note: Figures

29. Slide 29: 4. Strengthening Corporate Governance

    4. Strengthening Corporate Governance 28 © 2026 KYOCERA Corporation

30. Slide 30: Transition to a Company with an Audit & Supervisory Committee

    Strengthening Corporate Governance Transition to a company with an Audit & Supervisory Committee (to be proposed at the 72nd Ordinary General Meeting of Shareholders scheduled for June 2026) Structure After the Transition Objective of the Transition Monitoring board with Separating the two functions

31. Slide 31: Candidates for Director

    Strengthening Corporate Governance Candidates for Director (to be proposed at the 72nd Ordinary General Meeting of Shareholders scheduled for June 2026) Inside Directors Outside Directors Goro Yamaguchi Norihiko Ina Shiro Sakushima Eiji Kakiuchi Shigenobu Maekawa Junko Sunaga Akitoshi Nakamura Repre

32. Slide 32: Skills Matrix of Candidates for Director

    Strengthening Corporate Governance Skills matrix of candidates for Director RD: Representative Director / Chair: Chairman of the Board Corporate Sales / Marketing / Financial Affairs / Legal Affairs / Title Management / Creation of No. Name Business Global Business Accounting / Compliance / Risk Bus

33. Slide 33: 5. Upcoming Schedule

    5. Upcoming Schedule 32 © 2026 KYOCERA Corporation

34. Slide 34: Upcoming Schedule

    Upcoming Schedule Specific initiatives on today’s items will be announced in sequence Fiscal 2026-2028 Fiscal 2029-2031 “Reorganize management foundation” “Promote business growth” Fiscal 2028 ROE Target: 5.0% or more Fiscal 2031 ROE Target: 8.0% or more Components businesses Solutions Business Comp

35. Slide 35: Cautionary Statements with respect to Forward-Looking Statements

    Cautionary Statements with respect to Forward-Looking Statements Certain of the statements made in this document are forward-looking statements, which are based on our current assumptions and beliefs in light of the information currently available to us. These forward-looking statements involve know

36. Slide 36: © 2026 KYOCERA Corporation

    KYOCERA KYOCERA Corporation © 2026 KYOCERA Corporation

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