NGK Corporation · Fiscal year ended March 2026

From a fragment of an insulator to AI chips: a century of NGK ceramics.

NGK's story begins with a fragment of an insulator. Japan still depended on imported high-voltage insulators when the founders used a piece of an American product as a reference for domestic development. In FY2025, net sales reached ¥670.1 billion. Automotive emissions products are now the largest business, while ceramics used in semiconductor manufacturing equipment are growing with AI-related demand.

¥670.1bnFY2025 net sales
¥95.0bnFY2025 operating income
30.7%Digital Society revenue share

This is not investment advice or a stock recommendation. We reorder company-published primary-source facts to make the shape of the business easier to see.

NGK’s story begins with a fragment of an insulator.

FY2025 net sales are ¥670.1 billion, but power insulators alone no longer explain the company.

Different demands, a shared ceramic capability
THE ARTICLE IN ONE IMAGE

Insulator, porous exhaust substrate and semiconductor-equipment ceramic studies interpret expanding material applications. Not actual specifications, revenue proportions or evidence of performance or emissions outcomes.

Net sales are ¥670.1bn; operating income is ¥95.0bn

Environment represents 59.6%

Digital Society represents 30.7%

DATA VIEW

NGK's FY2025 business mix

Company-disclosed composition.

59.6%Environment
30.7%Digital Society
9.7%Energy & Industry

A century earlier, the business was much narrower.

It began with a fragment of an American insulator

The insulator business became an independent company in 1919

The ceramic capabilities then moved outside electric power.

Automotive exhaust became a new field in 1976

DPF production followed in 1989

In the 1990s, the same materials base entered semiconductor factories.

Semiconductor manufacturing equipment ceramics arrived in 1996

AI demand lifted the Digital Society business

“Insulators” disappeared from the company name

Insulators, automotive emissions systems and semiconductor manufacturing equipment look far apart as products.

At the materials level, however, each asks ceramics to deliver a difficult combination of shape, heat resistance, insulation, durability or microscopic structural control.

THE VIEW AFTER THE NUMBERS

What the numbers suggest

NGK generated ¥670.1 billion of net sales and ¥95.0 billion of operating income in FY2025.

The company-disclosed business mix is 59.6% Environment, 30.7% Digital Society and 9.7% Energy & Industry.

The story began with domestic high-voltage insulators. Using a fragment of an American-made insulator as a reference point, the founders developed their own ceramics and established the company in 1919.

NGK then moved those capabilities into HONEYCERAM in 1976, diesel particulate filters in 1989 and semiconductor manufacturing equipment ceramics in 1996. In FY2025, Digital Society grew strongly amid AI-related semiconductor demand.

NGK did not replace an insulator business with a semiconductor business.

It kept moving ceramic material and manufacturing capabilities into the difficult applications of each era—from power grids to automobiles to semiconductor factories.

Primary sources used

FY2025 Financial Results

NGK Corporation · 2026-04-30

Pages used: p.3 / p.9

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Makita Corporation · Fiscal year ended March 2026

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83% of sales come from overseas: the tools and service network behind Makita’s ¥777.6 billion.

Makita generated ¥777.6bn of revenue and ¥104.7bn of operating profit in FY2025. Overseas revenue was ¥645.5bn, about 83.0% of the total by site calculation, while Europe alone contributed ¥390.1bn, or about 50.2%. Overseas factories produced 92.5% of units. Makita began in 1915 as a sales and repair business for motors, transformers and lighting equipment, launched Japan’s first portable electric planer in 1958, and shifted into power tools in 1959. Its first cordless tool followed in 1969 and lithium-ion professional cordless tools in 2005. Today Makita is expanding beyond power tools into OPE, cleaning and outdoor products under its goal of becoming a supplier of a comprehensive range of cordless products. Yet the company repeatedly identifies its sales and service network as a core strength: directly managed bases in around 50 countries support sales in around 180, while local repair and parts availability help keep professional jobsites running. Makita is not simply exporting tools; it has built a global system for making, selling and repairing them.

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83.0%Overseas share of revenue (site calculation)