Integrated Report 2023
Fiscal year ended March 31, 2023

MISSION: INVISIBLE
Safely Seeing the Unseen Danger

RIKEN KEIKI Co., Ltd.
2-7-6 Azusawa, Itabashi-Ku,
Tokyo 174-8744, Japan

Contents

Management Philosophy

1

Message from the President		

2

Medium-Term Management Plan		

6

Our Value Creation Journey		

10

Explanation of the RIKEN KEIKI Logo

Our Value Creation Process		

12

To mark our 70th founding anniversary on March 15,
2009, we adopted a new logo based on our initials,“RK” and inspired by our determination to continue
responding swiftly to industrial disaster prevention
needs going forward.

Review of Operations by Device Type14

Introduction to Main Products		

15

Foundation Supporting Management
Stakeholder Engagement

16

Environmental Initiatives

18

Social Initiatives

20

Health and Productivity Management
Quality Initiatives

Foundation Supporting Management

Management Philosophy		Business and Strategy

We are a pioneer in creating
safe working environments for workers.

Business and Strategy

22
23

Corporate Governance

24

Financial Information

Board of Directors

26

Financial Information
Financial Analysis

28

Eleven-Year Summary of Financial and
Non-Financial Data

30

Domestic and Overseas Network

32

Company Information

33

MISSION:INVISIBLE

Editorial Policy
RIKEN KEIKI is promoting
management in full awarenessof the Sustainable Development
Goals (SDGs). This reflects ourawareness that concern andconsideration for the environment,
society, and governance grows more
important each year as we maintain strong
relations with our diverse stakeholders,
and that we cannot increase our corporate
value without them. We have published thisintegrated report to create a starting point for
dialogue with our stakeholders by communicating
our values to them.

Note Regarding Forward-Looking Statements
This report contains statements regarding the future of the Company that are based on information available at the time of
publication. There are a range of external factors that can impact the Company’s operating results, such as the global economy,
foreign exchange rate fluctuations, industry market conditions, and capital investment trends. Therefore, actual results may differ
from the statements in this report.
RIKEN KEIKI Co., Ltd. Integrated Report 2023

01

Message from the President

promote business in this spirit. The phrase “We are arienced continued disruptions in the supply chain due topioneer in creating safe working environments for workers”

the shortage of semiconductors, in addition to soaring

goes beyond the idea of providing products and services

energy prices caused by the Russia–Ukraine conflict andto our customers. It also encompasses the message thatdrastic fluctuations in exchange rates. In response to

we will strive to create safe workplaces for ourselves. We

these changes in the operating environment, we sought tocontinue to take this approach because we recognize thatmeet our customers’ needs by focusing on quality, cost,that only through the safety, stability, and security of ourand delivery times. Particularly overseas, we worked to

employees can we provide security and safety to society.

expand our market share and strengthen our organization-

We strive to ascertain customers’ needs and reflect thisal structure by making our North American subsidiary a

information in product development so that we can re-wholly owned subsidiary and actively dispatching person-

spond to demand for detection and alarm equipment thatnel overseas. From the perspective of enhancing corpo-

can handle a wide variety of gases. By staying close to ourrate value over the medium to long term, we proactively

customers, we hope to continue to be valued and trusted

addressed issues related to sustainability. As a result ofby them. We aim to remain a company customers canefforts in development, production, sales, and after-sales

consult with to provide solutions to their gas and peripher-maintenance activities with consideration for the SDGs

al equipment safety management needs.

and decarbonization, we succeeded in achieving increases in both sales and profits.
The Company’s revenue structure, which is supported

Overview of the Medium-Term
Management Plan

by product sales and after-sales maintenance services,

Our medium-term management vision states, “In response

generates stable profits. In addition, we have clientsto sustainable social and customer needs such as for

across a wide range of industries, including semiconduc-the IoT and decarbonization, the RIKEN KEIKI Group will

tors, petrochemicals, construction, machinery, automo-

develop new technologies and expand overseas markets

biles, and government offices, which helps insulate us

to aim for a global company that achieves sustainablefrom economic volatility. However, recently the operating

growth by utilizing the power of ‘people’ and ‘technolo-

environment has changed so rapidly that we are havinggy.’” To achieve this vision, we will pursue three strategies

to consider a forward-looking management approachfor business growth. First, we will strengthen sales andthat diverges from our past endeavors. Meanwhile, theproduct development to expand our share of the Jap-

pandemic spurred stay-at-home demand for personalanese market. To build a production system that cancomputers and smartphones, which prompted capital

respond to the recent surge in demand without strain, weinvestment by the semiconductor industry and thus de-will rebuild our supply chain system by investing in humanmand for gas detection alarm devices. Management mustresources and equipment, and we will strengthen pricecarefully monitor the scale and speed with which suchcompetitiveness by improving productivity, allowing costchanges in the operating environment affect our business.

reductions. Next, in addition to promoting and strengthen-We also recognize the need to generate stable cash flow

ing the development of the RK brand in overseas markets,and fortify ourselves so we can withstand rapid economic

we are reinforcing our structure by increasing the number

fluctuations for some time.

of headquarters personnel we dispatch to overseas sub-Financial Information

President

During the fiscal year ended March 31, 2023, we expe-

this philosophy since the time of our founding, and weFoundation Supporting Management

Tetsuya Matsumoto

safe working environments for workers.” We have upheld
Business and Strategy

The RIKEN KEIKI Group
contributes to the developmentof society under a permanent
theme: “We are a pioneerin creating safe working
environments for workers.”

Looking Back on the Fiscal Year Ended
March 31, 2023

sidiaries. Through this approach, we intend to accelerate

02

RIKEN KEIKI Co., Ltd. Integrated Report 2023

RIKEN KEIKI’s Source of Value Creation

the cycle from product planning to overseas standards

We meet our social responsibility by being a company thatcertification, enabling us to cultivate these markets be-offers safety. Our gas detection alarm devices underpin

fore competitors. Along with efforts to expand productsafe operations in a broad range of industries. Our man-sales, we will reinforce our overseas maintenance system.

agement philosophy states, “We are a pioneer in creating

Third, we will embrace a stability strategy. This is a new

RIKEN KEIKI Co., Ltd. Integrated Report 2023

03

Achieving the SDGs and Increasing
Corporate Value at the Same Time

To Our Stakeholders

new themes and provide new value to society. Even if
taking on a new challenge results in failure, the process

Commitment to the Sustainability Development Goals

past two years, but we expect business to stagnate in theleading up to that point helps individuals grow. By recog-(SDGs) is extremely important for our future business ac-

fiscal year ending March 31, 2024. We see this as a time

nizing and evaluating the process fairly, we aim to foster

tivities. Although there are limits to what a single company

to establish a solid foundation, and then we will carefully

employees’ willingness to take on challenges and boost

can achieve on its own, we will continue to focus on what

review our current status. With our vision aimed at our

their motivation. By offering the employees more leeway,

we can do, such as conserving energy, reducing waste,

ideal state five or 10 years in the future, we will discuss

evaluating their performance, and rewarding their suc-and switching to electricity derived from renewable energy.

what we should aim for in terms of production structure,

cesses with compensation, we will create human resource

We have set SDG targets for each department, and eachdevelopment capabilities, and further expansion of humandevelopment incentives.

will determine how they can meet these targets throughcapital, based on our recognition that we are transitioning

Diverse human resources play a key role in us achiev-

ongoing efforts in their respective business activities. For

from our current net sales level of ¥45.0 billion to the next

ing our vision. While opportunities for women to thrive are

instance, in the manufacturing department, we will con-stage. Of course, we will focus on our main business ofunderstand that we must challenge ourselves to address

We have maintained a growth rate of around 15% over thegas detection alarm devices, but we will also consider ex-emissions and the amounts of gas used in and left overpanding our business into technology fields and markets

strengthen marketing with the aim of improving our ability

departments such as development and planning, and wefrom manufacturing.

that have synergy with our main business. We will invest in

to conduct market research, winnow out demand infor-

aim to expand their opportunities to move into specialized

mation, and then develop new technologies and create

and management positions. Furthermore, we will continue
to promote people overseas and allocate mid-career hires

What I Aim to Achieve as the
New President

strengthening relationships with suppliers and reviewing

new markets that correspond to changes in the businessenvironment. We will augment our ability to propose new

to core positions. We believe that incorporating uncon-

As I take up the role of president, I would like to share mystage. By building upon our strength in consistently exe-

products based on market demands, such as indus-

scious diversity is essential to our sustainable growth.

thoughts on management and leadership. The president

cuting across all aspects of business, from development

human resources, facilities, and development, as well as
our overall management system to prepare for the next

to production and product maintenance, we will respondidea of us being a “stalwart medium-sized company,”

sincerely to the needs of our customers under our own

a competitive advantage, further expand our own brand,along with the message of being “bright, energetic, andbrand. We aim to remain a company that meets custom-and increase added value.

Going forward, we doubt we will be able to maintain our

cheerful.” There have been times when I have recalled

ers’ needs and achieve sustainable growth. I invite all our
stakeholders to share in RIKEN KEIKI’s future offerings.

trality. By promoting these strategies, we plan to secure

growth trajectory by relying solely on the domestic market.

these words when faced with difficult situations or when

Achieving Sustainable Growth through thePower of People and Technology

Accordingly, to ensure our ability to grow, we will step up

uncertain about making decisions. The idea of being aoverseas expansion. As we cannot quickly develop per-“stalwart medium-sized company” embodies our commit-

Securing and developing talent, especially in develop-

sonnel in Japan to send on overseas assignments, we will

ment to focus on the field of gas detection alarm devices,ment departments, is a vital management issue in order

gradually augment our overseas personnel, as well. We

without an undue emphasis on expanding our scale. So

to achieve our vision. Because we believe in the impor-will also continue working to meet regulations in the coun-far, we have grown by concentrating on the business oftance of having employees remain with us for many years

tries we are expanding into, increase awareness of thegas detection alarm devices and their peripheral oper-

and perform to their full potential, we recognize the needRK brand, and develop our product lineup and pricing forations. Under this basic management policy, we haveto improve the working environment and enhance theiroverseas markets. Traditionally, we had few maintenanceachieved sustainable growth by focusing on the semicon-

motivation. At the same time, we must maintain a sense

personnel overseas because the products we offered

ductor field and riding its rising wave, which continuesof continuity to the technology traditions we have cultivat-

were mainly compact and portable. However, stationary

to this day. Staying focused on our core business anded continuously over our 85-year history. The Company

products for semiconductor factories and petrochemical

working diligently is one of the unchanging principles thatis transitioning from a development approach focusedplants require manpower for installation, new product ad-

we cherish, and we aim to pass on and share this senti-

on observing senior employees and undergoing on-the-justment, and regular maintenance. To sell such products

ment with future generations. Also, I personally believe in

job training to one that leverages an educational systemin overseas markets, we will need to not only develop asituational leadership. By this, I mean that as a leader it isemphasizing individual skill improvement in a planned

network for service maintenance but also cultivate humanimportant to maintain a flexible attitude and perspective

manner. We are also reviewing the perspective from which

resources in local dealerships and subsidiaries. The Com-

when responding to changes in the environment. I also

we conduct evaluations. Developing new products andpany plans to steadily implement such measures in its

strive to ensure that my messages are fully understood bysuccessfully completing projects are of course important.

effort to expand business overseas.

everyone. By doing so, I am confident that our employees

At the same time, in order to open up new markets, weFinancial Information

at the time I joined the Company strongly advocated the

Securing Growth Potential throughOverseas Expansion

try-wide efforts toward decarbonization and carbon neu-

Foundation Supporting Managementtinue with straightforward initiatives such as reducing CO2

management positions. We have many creative people inBusiness and Strategy

increasing, we still face challenges in promoting them toapproach, in which the entire organization will work towill become autonomous and independent, acting basedon their own judgment. Our role as the management teamis to support these actions.

04

RIKEN KEIKI Co., Ltd. Integrated Report 2023

RIKEN KEIKI Co., Ltd. Integrated Report 2023

05

Medium-Term Management Plan (from 2024 to 2026)

Our Vision­Overview of Our Medium-Term Management Planstability and growth. Overseas, we will strive to expand
our market share in the semiconductor industry in Asianmarkets and boost sales in North America and Europe. In
addition, in response to the demands of an era that calls
for decarbonization and carbon neutrality, we will engage
in technological development, starting with basic development and conversion of technologies into products,
always striving to ensure the safety of our customers.

Our
Strength­RIKEN KEIKI’s Strengths
A market share of approximately 70% in theJapanese semiconductor industry 1Medium-Term Management Vision

1
Strengthen industry
sales relationships

Strengthen sales to the infrastructure, petrochemical, andmachinery industries, while maintaining and enhancing relationships in the semiconductor and electrical industries

Step up efforts inoverseas markets

Expand market share in the semiconductor industry in
Asia and augment sales of stationary products and in themaintenance business in North America

Focus on developing and commercializing new technologies that contribute to the realization of a sustainable
society

STEP
STEP

06

Gas sensing technologies developed in-house 

OurStrength

We have continued to develop our sensing technology to meet customer needs, incorporating principles
such as constant potential electrolysis, which is used in semiconductor factories; contact combustion,
which is used broadly in various work environments; and the optosonic principle, which we have advanced by combining it with the principle of speed of sound. Furthermore, to minimize false detection
when non-target gases are being dispersed in the atmosphere, we have positioned a gas interference removal filter, one of our key sensing technologies, in front of the sensor, enabling high-precision detection.

2

1

2

We will develop our management foundation with a focus onhuman resources and prepare toenter new areas.

We will develop new technologies that address decarbonization, carbon neutrality, and the
IoT, along with strengthening ourmarketing structure and developing new business areas.

2024

2025

Evolve as a global company

Our
Strength

Gas detection alarm devices need regular maintenance, as their detection sensitivity tends to decline
when used over long periods of time. This maintenance includes calibration work to verify accurate gas
concentration measurement and make adjustments if any deviation from the initial settings is found, replacement of gas sensors, and regular replacement of consumable parts such as pumps, flow sensors,and interference gas removal filters. Product maintenance is necessary from the perspective of safety
management as well. For these reasons, the maintenance business generates stable revenues.

3

Sales of Products and MaintenanceNon-consolidated net sales(Millions of yen)

Product and maintenance ratios(%)

80

40,000

While maintaining our leading
share in the Japanese market,
we will promote the “RK brand”
in overseas markets and evolve
as a global company.

30,000¥011.6 billion

12.0 billion or more¥

50.0 billion or more

10,000¥20,00046.4 billion

2026

¥

RIKEN KEIKI Co., Ltd. Integrated Report 2023

A stable maintenance business that is relatively impervious to economic fluctuations

3

Respond to changes, enhancebusiness in overseas markets

Strengthen the
management base

OperatingprofitPetrochemicals 10.4%

Financial Information

Embrace newtechnologicaldevelopments

Growth Scenario

Net sales

Shipbuilding
6.4%

2

3

STEP

Electrical,
semiconductors
46.0%

Others28.8%

Gas 8.4%

In response to sustainable social and customer needs such as for the IoT and decarbonization, the
RIKEN KEIKI Group will develop new technologies and expand overseas markets to aim for a global
company that achieves sustainable growth by utilizing the power of ‘people’ and ‘technology.’

Direction of theMedium-Term
Management
Vision(Fiscal year ended March 31, 2023)

Foundation Supporting Management

We have pioneered the development of gas sensors that
detect low gas concentrations, and we deliver instrument
panels embedded with sampling devices and touch panels
to major semiconductor factories. These instrument panels
have made it possible to centrally manage data from multiple
gas detection alarm devices, differentiating ourselves fromother companies through our high-value-added products.

Composition of Sales, by Industry

Business and Strategy

Our medium-term management vision has three pillars:
strengthening business in the domestic market, expanding
into overseas markets, and enhancing our technologicaldevelopment. In the domestic market, we will consolidate
our business foundation by maintaining our trusted relationships with the semiconductor industry and reinforcing
our sales to customers in the infrastructure, petrochemical, and machinery industries, where we expect market

Our Strengths

13,752
48.2

10,984

11,8182017

43.9

11,194

11,466

11,693

10,854

41.4

41.0

40.6

15,846

16,467

17,072

20,115

2019

2020

2021

2022

13,8532018

Products (including construction)

Maintenance60

12,335
35.9
38.0

40

24,576202023 (Years ended March 31) 0

Product and maintenance ratios

RIKEN KEIKI Co., Ltd. Integrated Report 2023

07

Medium-Term Management Plan (from 2024 to 2026)

Our Strategy­Group Strategic Priority

Scenario for Achieving Our Targets

Macro Environmental Factors

RIKEN KEIKI’s External Environment

Political Trends

Size of the Market Spanning
All Manufacturing Sectors

Targets for the Fiscal Year Ending March 31, 2026

Based on the Group’s strong technical capabilities, we
aim to become a global company in the gas detection
alarm devices market by applying three growth strategies.
Moreover, by promoting five fundamental strategies, wewill strengthen our management base, putting into action
our growth strategies and preparing to move on to thenext step.

50.0
¥12.0
¥

Net sales
Operating profit

billion or morebillion or more

Business Growth Strategy

Increased geopolitical risk
Semiconductor shortages
Soaring raw material prices

In the four years from 2017 to 2021, the numberof manufacturers in Japan decreased. However,despite fluctuations in 2020 due to the impact ofDomestic Market Strategy

Overseas Market Strategy

New Domain Strategy

Strengthening of sales and productdevelopment to increase market
share in the domestic market

Promotion and enhancement of
global expansion of the RK brandCreation of markets by developing
new technologies in response toindustry changes• Promote investment in human capital• Build human resource development• Strengthen marketing system, includ-and equipment to build a production
system capable of responding tosurging demand• Further improve productivity andstrengthen price competitiveness

COVID-19, the size of the market in the manufac-

and education systems for overseas
subsidiaries• Accelerate the cycle from product planning to standards approval for overseas
products and cultivate the market• Increase product sales and strengthen
the maintenance structure

ing market research• Enhance ability to propose new prod-

ucts that meet market demands, suchas the shift to decarbonization andcarbon neutrality

Foundation Supporting Management

and opportunities in the business environment and respond flexibly to changes in the internal and external
environments. This allows us to meet customer needs andachieve sustainable growth, while also contributing to therealization of a sustainable society.

Business and Strategy

The environment surrounding the manufacturing industry
is constantly changing, affected by such factors as thetransition toward decarbonization and carbon neutrality,
a global semiconductor shortage, and the destabilizing
effects of increased export and investment regulationsin global markets. We strive to accurately ascertain risks

turing sector is expected to remain stable going

Economic Trends
Stagnation in developed economies

Scale of the Overseas Market in the
Semiconductor Industry, by Area

Widening disparities in emerging economies
Exchange rate fluctuations

Advances in digital technology are driving expansion of the global semiconductor market. In
particular, semiconductor production is growing

Social and Environmental Trends

in response to increased investment in digitaltechnology in the United States, resulting in higher
production in both the United States and Europe.

Response to climate change
Response to carbon neutrality
Diversification of human resources

Scale of the Overseas Market in the
Lithium-Ion Battery Industry, by Area
The global production volume of lithium-ion bat-Technology Trends

teries is forecast to increase through 2030. This
growth is due to their adoption in renewable ener-

AI, IoT, and other technological innovation

08

RIKEN KEIKI Co., Ltd. Integrated Report 2023

gy, EVs and PHVs, as well as the potential for use
in new applications as prices fall.

Fundamental Strategy
Workforce Investment Strategy

Supply Chain Strategy

Further promotion of workforce investment management for globalization

Restructuring of the production
system and supply chain• Promote human capital management• Review BCP to ensure stable supply

that values people• Improve employee skills and raise thelevel of technical capabilities through thedevelopment of an education system• Achieve people-centered corporate
growth through human capital education and improvement of the workplaceenvironment

DX Strategy

of products even in the event of apandemic or natural disaster, andreduce production risks• Rebuild supply chain, including building sustainable relationships withoutsourcing partners and reviewing
production capacity

IoT Strategy

Governance Strategy

Aggressive and defensive DX byusing data

From selling goods to providing
services

Review of the governance structure
as a global company• Aim to further improve quality and• Strive to generate revenue through a• Strengthen governance functions

productivity by promoting “defensive
DX,” such as improving data management capabilities• Create new business opportunities
through “offensive DX,” including theutilization of data associated with gas
detection alarm devices

Financial Information

forward.

new business model of providing services that respond to evolving needs
in communication technology, application utilization, and cloud support

as a global company, including risk
management, compliance, enhanced
governance, IT security, and a governance structure for overseas subsidiaries

RIKEN KEIKI Co., Ltd. Integrated Report 2023

09

Our Value Creation Journey
RIKEN KEIKI Co., Ltd. was established in 1939 as a center for developing gas testing equipment
within the then Institute of Physical and Chemical Research. From its foundation until today, theCompany has continued to provide high-performance, high-quality products to protect humanlife and property from the invisible dangers of gases.

From disruption during andafter WWII to recovery

Business and Strategy

Japanese society and economy

From high economic growth to the oil crisis andthe period of stagnation

Bubble economy and post-bubble
collapse, to the “lost 20 years”

Era of foundation

Era of growth

Era of stability

Era of transformation

1939 to 1959

1960 to 1985

1986 to 20102011 to 2023, and beyond

A founding era supported by
the coal industry

Business Transformation Following an Energy
Revolution—Entry into Diverse Industries

Establishing a Presence in the
Semiconductor Industry

Making the Leap from a Domestic Leader inIndustrial Disaster Prevention and Safety to a
Global Company■ Gas detectors were introduced for mining, starting the■ In 1961, the Company listed its shares on the Tokyo Stock■ As a dedicated manufacturer of industrial gas detector■ Sales are growing steadily, mainly for gas detection andCompany’s business.
■ The Japanese government’s policy of increasing coalproduction before and during the Second World War
was strengthened even further after the war, as coal was
positioned as the most important resource for recovery.
Even in the adverse conditions that followed Japan’s defeat,RIKEN KEIKI was able to keep its business on a relatively
steady track.

Exchange; however, the coal industry that had supported
Japan’s economic development for so long fell into decline
as new sources of energy emerged.
■ As the nation switched to new energy sources such as
petroleum and LP gas, the Company expanded its lineup
of gas indicators as they were sold through wider channels
to a diverse range of industries, including petrochemicals,
automobiles, electronics, gas, electricity, machinery,
shipbuilding, and construction.
■ The widening range of industries introducing theCompany’s products formed the foundation of its profitable
management, which continues today.

and alarm equipment, the Company continues to provide
industry with various products for industrial disasterprevention and safety.
■ In the field of electronics, including the fast-growing
semiconductor industry, the Company’s products wereadopted and it shipped various types of gas detector andalarm equipment for use on semiconductor production lines,
where a large number of toxic gases are used.

RIKEN KEIKI’s journeyequipment, we aim to continue changing, advancing, andgrowing stronger, including through entry into overseas
markets, guided by our slogan, “Safely Seeing the Unseen
Danger.”Financial Information

The potentiostatic electrolysis
method sensor “ES-23 series”
contributed to commercializationof gas detectors for semiconductor
plants.
(Launched in 1987)

GP-105 catalytic combustion-type fixed automatic gas alarm(Launched in 1965)

Foundation Supporting Management

The Type 12 gas indicator
helped to improve safety in coalmining(Launched in 1949)

alarm equipment for semiconductor plants.
■ As a frontrunner in the development of gas detector

Portable Gas Monitor
GX-3R
GX-3R ProNet Sales
Era of transformation(Millions of yen)

1986 to 2010

60,0002011 to 2023

Era of stability

1960 to 1985
Era of growth1939 to 1959
40,000Asiancurrency crisis
アジア通貨危機

Global financial crisis

Era of foundation

Collapse of Japan’s
bubble economy
バブル崩壊
SecondWorld War

20,0000

1939

High economic growth

1950

1960

1970

1980

1990

2000

2010

2020

2023

(Years ended March 31)

10

RIKEN KEIKI Co., Ltd. Integrated Report 2023

RIKEN KEIKI Co., Ltd. Integrated Report 2023

11

Our Value Creation Process

Creation Process

Overview of Products by Device Type (Output)

Financial
CapitalShareholders’equity¥60,064 million
Interest-bearingdebt
¥3,109 million

Consolidated number of
employees
1,313Intellectual
Capital¥2,408 million

Manufactured
CapitalDevelopment

62¥1,385 million

Social and
Relationship
CapitalGrowing demand in a wide range ofdiverse markets, such as semiconductor manufacturing and petrochemicals, due to technologicalcapability and experience

NaturalCapital
100% renewable electricity introduced at Head Office Building, R&D
Center, Production Center, andHakodate Plant

12

RIKEN KEIKI Co., Ltd. Integrated Report 2023

These devices are composed of a combination of agas detection module that detects gas, an indicator
alarm that indicates the concentration of gas andgives an alarm, and a central monitoring system thatmonitors the gas concentration information obtained
from the indicator alarm. The devices are installed infactories that use gas in their manufacturing process,where the gas detection mechanism operates constantly to monitor safety.

■ ur core competence involves technologies used toOmeasure invisible gases and make them visible. We
draw on these technologies to provide industry witha wide range of affordable, high-quality, and long-lasting (i.e., energy-saving) products and a full range ofservices. We contribute to a sustainable society bypromoting efforts to realize a safe, comfortable environment and ecology through the adoption and useof these products and services by our customers.

Portable gas detection alarm device

Integrated
systemAfter-sales
service

Production

These are portable detectors that can be carried orworn by workers. Unlike the fixed type, they are able
to detect and measure gas around a moving worker
and in specific hazardous areas. The detectors quickly detect volatile or toxic gases in the air, and manage
oxygen concentrations to prevent various kinds ofgas-related accidents before they occur.

3

5
Sales

4

Qualitycontrol

Property, plant andequipment
¥17,337 million
Capitalexpenditure

Sustainability to support infrastructureManagement
Philosophy“We are a pioneer in creating
safe working environments
for workers.”

Other measurement devices
We have a range of measurement equipment for various domains, from solutions for use in combination
with gas detectors, such as explosion-proof calorimeters for improving the combustion and energy efficiencyof various energy sources, including natural gas andshale gas, and atmospheric photoelectron spectrometers, which are in demand in universities and laboratories, to analysis equipment other than detectors.

Sustainability in development and production of our products
 e strive to reduce waste associated with businessW
activities through highly efficient production activities,
by promoting recycling, and other efforts.
■ 
We address climate change by reducing greenhousegas emissions, increasing use of renewable energy,
conserving energy, and other measures.
■ 
We strive to preserve our water resources by reducing water use and properly controlling wastewater
quality and treatment.
■

Financial Information

R&D expenditure

1

Fixed gas detection alarm devices

Foundation Supporting Management

Human
CapitalResearch

Our Value

Business and Strategy

Management Capitals (Inputs)

Sustainability as a good corporate citizen

Main Industrial Fields in which
We Provide Value emiconductor manufacturing and elecS
tronics ■ Petrochemical■ Infrastructure (gas, electricity, water)■ Shipping■ Steelmaking■ Automotive■

Strengthening competitive advantages(price, technology, quality) e advance contributions toward activities whoseW
purpose is to realize a sustainable global society
while engaging in business activities alongside our
local communities, based on respect for the culturesand customs of each country and region.
■ 
We contribute to society by meeting customer needs in quality, price, and delivery times. To
achieve sustainable growth in corporate value, we
promote positive communication with shareholders
and investors. Based on our regard for employees
as treasured assets, we promote efforts to realize
workplaces enabling work in a bright, positive, andhealthy atmosphere.
■

Optimizing sales and service systems
Corporate governance

RIKEN KEIKI Co., Ltd. Integrated Report 202313

（3 月期）

Review of Operations by Device Type
Introduction to Main Products
Fixed gas detection alarm devices¥ 30,955 million

Share of net sales: 68.8%
30,95526,2572022

2023(Years ended March 31)

Portable gas detection alarm devices
Net sales:

12,882
9,903

1,202

14

RIKEN KEIKI Co., Ltd. Integrated Report 2023

This device operates to detect flammable gas in diverse
contexts, including shipbuilding, petrochemicals, andsemiconductor and lithium-ion battery production. It
can be used to meet needs for various measurement
environments and ranges.
Business Report for Fiscal Year Ended March 31, 2023

2.6%

OHC-800

2022

Smart-type Gas Detector SD-1

2023

¥ 1,166 million

Share of net sales:

Pressure-resistant,
explosion proof Furnace
Safety Monitor SD-2500(Years ended March 31)

Other measurement devices
Net sales:

Fueled by a rebound in economic activity around theworld, sales of our mainstay GX-3R Series portablegas monitor increased, mainly to the petroleum andpetrochemical industries, as well as the ocean freightindustry in Japan and overseas. Sales of after-sales
maintenance services were also firm, leading to a
30.1% year-on-year growth in sales of portable gas
detection alarm devices, to ¥12,882 million.

1,166

The device has seen growth in sales for applicationin lithium-ion battery production plants and so forth.
Its pressure-resistant, explosion proof construction
enables direct insertion into the furnace for accurate
measurement of gas concentrations inside the exhaustduct. The monitor can be operated simply by assigning
it a control key.

Financial Information

Share of net sales: 28.6%

2022

Furnace Safety Monitor SD-2500

Business Report for Fiscal Year Ended March 31, 2023

¥ 12,882 million

GX-3R Pro

Smart-type Gas Detector
GD-70DAs the semiconductor industry expanded, in 2008
we launched this product, which has been highly
rated as a standard product for use in semiconductor
production lines and many units have been delivered.
The detector has a detection module that corresponds
to multiple sensor principles to realize improved
convenience and miniaturization.

Foundation Supporting Management

GD-70D

Sales of fixed gas detection alarm devices remained
favorable, particularly for the GD-70D smart-type gas
detector, due to continued brisk sales to semiconductor factories in Japan and the East Asia region, which
are our main customers, and semiconductor manufacturing equipment makers in Japan. Amid growing
capital investment in lithium-ion battery manufacturing
facilities in China, sales of the SD-2500 furnace safety
monitor and other products to lithium-ion battery
manufacturing equipment manufacturers in Japanand lithium-ion battery production plants in China
increased. Sales of after-sales maintenance services
also grew steadily. Owing to these factors, sales of
fixed gas detection alarm devices rose 17.9% year on
year, to ¥30,955 million.

Smart-type Gas Detector GD-70D
Business and Strategy

Net sales:Business Report for Fiscal Year Ended March 31, 2023

Sales of the FI-8000 optical interferometric portablegas monitor rose, particularly to the pharmaceuticaland medical industries, as well as the shipping industry. On the other hand, demand plateaued for our
FI-900 pressure-resistant explosion-proof gas monitor, which performed well in the machinery sector
during the previous period, and the OHC-800 explosion-proof calorimeter, which had enjoyed higher
sales to the gas and shipping industries. As a result,sales of other measurement devices declined 2.9%
year on year, to ¥1,166 million.

Smart-type Gas Detector
SD-1 for flammable gas

Portable Gas Monitor GX-3R

Portable Gas Monitor
GX-3R

This is the world’s smallest and lightest class portablegas monitor, able to measure four gases. With dust
and water-proof construction, it is also suitable foroutdoor operation. The GX-3R PRO of the series is thefirst by a Japanese manufacturer to feature onboard
Bluetooth, enabling connection with a smartphoneusing a dedicated app.

2023

(Years ended March 31)

RIKEN KEIKI Co., Ltd. Integrated Report 2023

15

Stakeholder Engagement

Please refer to the Company website for details.
https://www.rikenkeiki.co.jp/english/ir

Please refer to our website of “recruit” and “sustainability” for more details.
https://www.rikenkeiki.co.jp/saiyo/index.html (Japanese only)
https://www.rikenkeiki.co.jp/english/sustainability/

Enhancing Corporate Value through Stakeholder Engagement
Department in Charge

Stakeholders

Method of Engagement

Sales

Customers●

Distribution of video explanations of financial
results (once a year)●P ublication of medium-term management plan●G
 eneral meeting of shareholders● I R meetings with investors and analysts (morethan 100 companies per year)

We strive to understand our customersʼ needs through our business activities in orderto provide high-quality products and services and help create a safe environment. In
addition, we have established a standards compliance department and have begun
exploring ways to create new value, such as through the OHC-800 and new services
related to methanation, in order to adapt to overseas market standards.

Appropriate stock price formation
Appeal to foreign investors●O btaining appropriate evaluation and support
from capital markets

We strive to disclose fair and accurate information in a timely manner to our shareholders and investors. In addition, we are working to create opportunities for constructive
dialogue, such as by improving the English content of our IR site and disclosure materials, and distributing financial results explanation videos, in order to improve our corporate value over the medium to long term.

Contact Person

Investors

Procurement

Business
partners

Supplier briefings (management policies, etc.)
Information exchange meetings● I nformation dissemination through Rizm, ourpublication●Creation of fair business relationships
Sustainable procurement practices●R esponse to climate change: reducing CO2
emissions

We work with our business partners to develop new technologies and improve existing
ones. We are committed to maintaining and enhancing relationships that are fair, equitable, and sincere by complying with laws and social ethics. We conduct awarenesssurveys and corrective/support activities on CSR-related themes, including response to
climate change.

Improvement of working environment/promotionof occupational safety●S upport for career development●E valuation/personnel system development●P romotion of health management

We place a high value on becoming a company where every employee feels a senseof purpose and responsibility in their work and is able to continue growing. To cultivate
such a culture, we are working to improve our workplace environment and systems,
such as supporting English learning and reskilling.

Enhancement of community and academic
supportWe continue to respect the cultures and customs of each country and region, and work
towards solving their respective issues. We strive to build trust-based relationships
while helping the people in our local communities understand our business and initiatives.

●
●

●
●

●

Human
resources

Generalaffairs

Employees

Support for qualifications●H ierarchy training●E mployee engagement survey●

Sponsorship and support for the International
Physics Olympiad*●P articipation in TABLE FOR TWO●P articipation in WORLD CLEANUP DAY●Society●Financial Information

Shrinking domestic market●L ow visibility overseas●C ompliance with overseas standards●●

Corporate
strategy

Initiatives

Foundation Supporting Management

Daily sales activities
Various exhibitions● I nformation dissemination via web ads andYouTube●IssuesBusiness and Strategy

The Company strives to accurately identify societal changes, issues, and customer
needs, and then meet its social responsibilities by providing the quality, prices, and leadtimes that customers demand. We are actively engaged in initiatives to ensure that adiverse range of stakeholders understands the Company and evaluates it appropriately.

* See pages 20–21 for an overview of the International Physics Olympiad and TABLE FOR TWO.

Aiming to Enhance Corporate Value through Dialogue with Investors

16

Human Resource Strategies to Support Growth in a New Era

Our IR efforts to date have focused mainly on engaging

have seen a rise in interview requests from stakehold-We have positioned human resource development as one ofalong the path to becoming a global company, we willin dialogue with investors. During these discussions, we

ers in New York, London, and other overseas locations.

the important pillars of our medium-term management plan,

continue to expand our recruitment network for non-Jap-

occasionally receive feedback on our information disclo-

Investors tend to be quite interested in growth drivers,

and we are striving to improve corporate value by enhanc-

anese employees in accordance with our key strategies.

sure, which we consider one area we should improve.

often asking about future growth areas and sources

ing human capital. To win out in this era of change, based

Also, the proportion of management positions occupied

In June 2022, we began enhancing our disseminationof revenue. We integrate feedback from our engage-on the key strategies of the medium-term managementby specialists and mid-career hires was 27.8% as of theof information for Japanese and overseas investors. We

ment with investors, including the opinions they voice

plan, we will focus on promoting women, non-Japanese

end of March 2023. We will continue working to hire morebegan releasing video footage of our earnings presenta-

and the challenges they identify, into key strategic andnationals, and mid-career hires to key positions. Currently,

specialized personnel and promote them to key positions

tion, providing earnings documents in English, disclos-management decisions aimed at improving corporate

we are implementing a hiring strategy to increase female

within each department and at our overseas subsidiaries.

ing medium-term management plans, and revamping

value. We also use this information to enhance andemployment, and we aim for women to fill more than 5% of

In this way, we are committed to creating an organization

our IR website. Such steady efforts have resulted in anstrengthen the dissemination of information, includingcore positions by 2030. Meanwhile, as of April 2022 foreign

where every employee can showcase their individual talents

increase in the number of IR interviews. Recently, weEnglish disclosure in financial results briefing materials.

nationals account for just 0.9% of employees. To progressand skills, and thrive.

RIKEN KEIKI Co., Ltd. Integrated Report 2023

RIKEN KEIKI Co., Ltd. Integrated Report 2023

17

Environmental Initiatives

Contribution to Environmental Conservation
Another way we contribute to environmental conservationis through product development. In this area, we havedeveloped devices to detect and measure environmental
pollutants governed by volatile organic compound (VOC)
regulations and countermeasures against formaldehyde—
devices that have earned a strong reputation in the market.
We believe we can contribute in many ways to safety andenvironmental conservation in the 21st century.

Adopting Renewable Energy
In April 2021, we shifted entirely to the use of electricity
from renewable energy sources at our head office building.*1 Converting to electricity obtained from renewableenergy at our head office has cut its annual CO2 emissions
by approximately 216 tons to effectively zero. In July of
the same year, we also switched to 100% renewableenergy-sourced electricity at our R&D Center and Production Center, followed in November by our Hakodate Plant.
We will contribute to a carbon-free society not merely by
adopting renewable energy, but by continuing to promoteenergy conservation activities.

Green Procurement
established green procurement guidelines and verify conformity to various laws and regulations by ascertaining
information on the chemical substances contained in raw
materials, components, and other inputs.

Green procurement initiatives
Communicated guidelines
Surveying management
structure

Suppliers
Obtaining information on
chemical substances contained
Certificates of non-use*2
chemSHERPA
etc.

●

RIKEN KEIKI

Requirements

Environmental conservation activities
Developing a structure forcontrolling chemical substances
Control of data exchanged●

Customers
Communicating information
on chemical substances
contained
Customer forms
chemSHERPA
etc.

Initiatives in the Four Thematic Areas of the TCFD Recommendations
GovernanceEvaluation and management of risk and opportunities
related to climate change, setting of KPIs, and implementation of measures is discussed by the divisionthat promotes the Sustainable Development Goals(SDGs). The results of this discussion are reported
appropriately to the Board of Directors, as the decision making organization of management.

Strategy
To evaluate the impact of climate change on the
Company and its responses to this impact, the Company defines two global scenarios representing 1.5°C
and 4°C rises in temperature, then conducts a qualitative evaluation of the impacts on the Company andthe importance of the potential climate-related risks
and opportunities.
The result of this analysis has indicated that risks
to be considered include increases in operation costs

due to the introduction of a carbon tax, increases inprocurement costs due to increased demand for copper and platinum, and disaster damage to production
sites and logistics risks caused by increasing severityof abnormal weather.
Opportunities include easier procurement of renewable energy and stimulation of the semiconductor
industry, which is the Company’s main customer,
following the spread of EVs.

Risk Management
Regarding climate change risks, the division that
promotes the SDGs conducts risk identification andassessment, and reports the results to the Board of
Directors.

Metrics and Targets
The Company sets the following metrics and targets
to manage climate-related risks and opportunities,
and aims to realize carbon neutrality.

Furthermore, the Company’s performance in termsof greenhouse gas (GHG) emissions is as follows(Scope 1 and 2).

Metrics and Targets Used for Management of
Climate-Related Risks and Opportunities

Greenhouse gas emissions (t-CO2)

●

●

*1 B
 ased on a combination of electricity consisting of 100% of power fromrenewable energy sources (including feed-in tariff electricity) and non-fossil
certificates with tracking*2 c hemSHERPA: An information communication scheme for enabling correct
management of chemical substances contained in products and communication of information through the supply chain.

Supporting the Green Fund
The “Green Fund Act” (Act on Advancement of Forest
Maintenance Backed by Green Fund) was established in
1995 to promote nationwide fundraising activities. The
funds raised through the “Green Fund” are utilized tosupport organizations involved in forest conservation, promotion of greenery, and international cooperation related

pany’s finances. The Company will work to enhance
its information disclosure based on the four thematic
areas of the TCFD recommendations even further andto strengthen resilience.

Financial Information

We strive to procure materials with low environmental
impact, not just internally but throughout the supply chain.
As laws and regulations on control of chemical substances
contained in products grow increasingly strict, we have

The Task Force on Climate-related Disclosures (TCFD)
recommends disclosing information structured aroundthe thematic areas of governance, strategy, risk
management, and metrics and targets with the goalof disclosing the impact of climate change on a com-

Foundation Supporting Management

The Company addresses environmental conservation fromtwo perspectives. One involves joint activities involving low
environmental impact and earning ISO 14001 environmental management system certification. Examples of ourcorporate activities based on this perspective include theselection of eco-friendly materials at the R&D stage, promoting green procurement, and the development of production systems that generate less waste and pollutants.

Information Disclosure based on the TCFD Framework
Business and Strategy

We recognize environmental conservation as fundamental to the continual
progress of humanity, and we are striving to comply with relevant laws, regulations,and standards, and increase our awareness of social contributions. We will
promote corporate activities that give consideration to environmental impacts.

to these activities. By contributing to the Green Fund, we
support the activities of a public interest organization dedicated to preserving the natural environment of the Sayama
Hills, located in Saitama Prefecture, where our Development and Production Center is located.

MetricGHG emissions(Scope 1 and 2)

Target fiscal
year

Target details

2030

90% reduction in GHG
emissions (comparedwith FY2019)

2050

Carbon neutral

Reporting boundary: RIKEN KEIKI non-consolidated

2020

2021

2022

Scope 1

665

716

755

Scope 2

4,227

1,419

410

Total of Scope 1
and Scope 2

4,892

2,134

1,164

(FY)

Reporting boundary: RIKEN KEIKI non-consolidated

Please see the Company website for details (Japanese only).
https://www.rikenkeiki.co.jp/sustainability/TCFD.pdf

Please see the Company website for details
https://www.rikenkeiki.co.jp/english/sustainability/environment

18

RIKEN KEIKI Co., Ltd. Integrated Report 2023

RIKEN KEIKI Co., Ltd. Integrated Report 2023

19Social Initiatives

Supporting Table For Two
an employee enjoys a special healthy menu item served
weekly in the employee cafeteria, a donation of enough to
pay for one school meal for a child in a developing country
is made to TFT. Moreover, a portion of the sales at special
TFT beverage vending machines is donated to support
school meals in developing countries.

The International Physics Olympiad and the national physics contest held in Japan are extremely
significant events for inspiring an interest in physics among young students and helping to nurturethem to become scientists and engineers of the future. RIKEN gas detectors, the products that
led to the founding of our Company, employ detection technologies based on physical principles(optics). In light of this deep connection between the Company and physics, we are in agreementwith the purpose of these events, and we provide them with sponsorship and support.
Cosponsoring the International
Physics Olympiad 2023 in JapanFoundation Supporting Management

We have participated in the Table For Two (TFT) program
since September 2019. TFT is a social contribution initiative that originated in Japan with the goal of addressing
food inequities between developing countries sufferingfrom hunger and malnutrition and developed countries suffering from obesity and lifestyle-related illnesses. Each time

The Physics Olympiad

Business and Strategy

The Company upholds its responsibility to create a sustainable society throughthe provision of value that supports social infrastructure. In addition to creating
new value through innovation, we also engage proactively in social contribution
activities aimed at advancing to a more abundant and sustainable society.

Financial Information

The International Physics Olympiad (IPhO) is held withthe goal of advancing physics education in participating countries. It is a physics event at which promising
students from high school and lower grades fromaround the world come together to compete in complex challenges. The organizing committee, which waschaired by Makoto Kobayashi, a winner of the Nobel
Prize in Physics, hosted the Japan congress of the
IPhO in Tokyo in July 2023, and Japanese students
excelled in the competition. We cosponsored the
Olympiad to promote progress in science and technology and to develop tomorrow’s human resources.

A vending machine with special wrapping
to promote Table For Two activities received
the grand prize in the “TFT Awards 2022
PR and Awareness Raising Category.”

Supporting Domestic Disaster Response Activities by the Japanese Red Cross Society
One of the projects of the Japanese Red Cross Society is
to provide disaster aid inside Japan. The society maintains
a structure to rapidly deliver the relief needed in response
to major disasters, including dispatching emergency medical teams, setting up temporary clinics, distributing relief
supplies, supplying blood products, and providing mental

Please see the Company website for details.
https://www.rikenkeiki.co.jp/english/sustainability/contribution

20

RIKEN KEIKI Co., Ltd. Integrated Report 2023

health care resources.
We support these programs because we believe theyplay important roles in fulfilling our mission—to protect
workers’ lives and mental health in line with our slogan of“Safely Seeing the Unseen Danger.”

Supporting the Committee of Japan Physics Olympiad
The Committee of Japan Physics Olympiad is dedicated to promoting interest in physics among theyounger generation and the development of engineers through holding the Physics Challenge nationwide physics contest and sending Japan’s representatives to the International Physics Olympiad.
The IPhO is held to enable young people fromevery country in the world who have yet to enroll in
institutions of higher education to build their abilities
in physics through competition against one anotherand to further advance physics education in participating countries through international exchange.

Japan has participated every year since the 36th
IPhO, which was held in 2006, with representatives
achieving outstanding results.
RIKEN KEIKI supports the Committee of Japan
Physics Olympiad, which is the organizing body forthese physics events in Japan, and cosponsors the
Physics Challenge
event that is used
to select Japanese
representatives for
the IPhO.

RIKEN KEIKI Co., Ltd. Integrated Report 2023

21

Quality Initiatives

To realize sustainable growth, we are working to create an environment in which
individual employees can work healthily and achieve a high level of professionalism
and ability at each of their respective stages of life.

The Company strives to secure the necessary management resources and toestablish quality management systems to build reliable quality into every processfrom planning and development through to manufacturing, sales, and maintenance.
We contribute to society through the timely provision of products of the highest
quality that meet customer needs.

Promoting Health and Productivity Management

Planning and Development 

The RIKEN KEIKI Group has established the following Health and Productivity Management Statement. The Statement
describes how we promote continual health and productivity management to establish workplaces in which employees
can work with a positive outlook and in optimal physical and mental health.

To remain a leading enterprise that contributes to society by creating environments in which people canwork with peace of mind, the RIKEN KEIKI Grouppledges to promote activities that maintain andimprove health through cooperative efforts involving
the Company, the labor union, the health insurance
society, and employees and their families.

Sales and Maintenance 

Mass Production and Inspection 
After evaluating the initial production of new products forwhich validity has been confirmed, we proceed to themass production stage. The mass production process
involves procuring necessary components from our supply

Health and Productivity Management Structure
Chief Health Officer(President)

Quality Assurance
Flow

Person responsible for promotion of healthand productivity management(Director in charge of HR and general affairs)Industrial
physicians

Health and Safety
Committee

Administration
Department healthpromotion staff

Labor union

RIKEN KEIKI has earned Health and Productivity 2023
recognition. We will strive to maintain and improve thehealth of our employees into the future and to maintainthis standing.

22

RIKEN KEIKI Co., Ltd. Integrated Report 2023

•Market research•Grasping customer•Basic research•Study of specifications

needs•Value creation•Product definitions

and functions•Basic design anddetailed design•Design and prototype
evaluations•Confirmation of conformity to standards

Initialproduction•Supply chain

developments•Establishing work
standards•Verifying stable mass
production•Checking for lot
variations

Mass production
and inspections•Mass production

management (quality,
cost, delivery time,environment)•Managing quality trends•Managing design andprocess changes•Process improvement
activities

Sales

Maintenance•Discussing•Adjustments during•Presenting/explaining•Exchanging•Periodic inspections•Repairs and overhauls•Maintenance•Sales and delivery•Work safety

specifications
products

specifications

trial operations

proposalsmanagement

Gathering quality information and feedback

Companywide

Please see the Company website for details.
https://www.rikenkeiki.co.jp/english/sustainability/safety

Development

Health insurance
society

QA sections

RIKEN KEIKI Earns “Health and Productivity 2023” Recognition

Planning

Financial Information

Sales staff with deep knowledge of our products propose
solutions addressing various aspects related to products
suited to individual users through the development of system software. We assign field engineers to maintain our
products at each service station. Given the need among
these personnel for high technical skills and decision-making capabilities, we certify as field engineers only thoseindividuals who have completed specialized training andhave been assessed to possess the necessary skills.

Foundation Supporting Management

Health and Productivity Management Statement

chain and meeting work standard documents that specify
in detail matters such as assembly and inspection methods. Products passing shipping inspection are stored forspecific periods of time in our product warehouses, inaccordance with the specified storage conditions basedon the required quality standard, then shipped in response
to customer orders.

We have established a Planning and Development
Committee, which deliberates on and makes decisions
concerning development themes and pursues development efforts based on various inputs, including customer
needs. As an operational structure for product development, the Company deploys a project-based structure
involving personnel in charge from the Sales Division andDevelopment Division. Final prototypes completed by aproject group are subject to quality assessment testing(validity confirmation) by quality assurance sections toconfirm they meet the specified design requirements.

Business and Strategy

Health and Productivity Management

Responding to internal
nonconformities

Validity verification

Responding to complaints fromthe market

Quality Management Committee, internal audits, external audits

Ongoing training for all employees and sharing of values within the Company
Compliancetraining

Quality training

Training inspecialized skills

External training

Other

Please see the Company website for details.
https://www.rikenkeiki.co.jp/english/sustainability/quality

RIKEN KEIKI Co., Ltd. Integrated Report 2023

23

Board of Directors

Business and Strategy

Director, Audit and Supervisory
Committee Member

Director, Audit and Supervisory
Committee Member

Director, Audit and Supervisory
Committee Member

Hisayoshi Kobayashi

Tetsuya Matsumoto

Michimasa Taga

Takehito Miyaguchi

Yasuko Uematsu

Born August 7, 1947

Born October 13, 1964

Born March 28, 1953

Born April 9, 1956

Born May 7, 1977

Career Summary

Career Summary

Career Summary

Career Summary

Career Summary

1974 Joined the Company
2003 Director, General Manager of Manufacturing
Department, Production Division, and FactoryManager of Okegawa Factory
2007 Director and Executive General Manager of
Production Division2009 Executive Managing Director, Senior
Executive Officer, Executive General Manager
of Corporate Administration Division, andGeneral Manager of Accounting Department
2011 Executive Director, Executive General
Manager of Corporate Administration
Division, and General Manager of Accounting
Department
2013 Representative Director and President
2021 Representative Director and Chairman
2022 Chairman (current position)

1987 Joined the Company
2009 Director, Senior General Manager ofCorporate Administration Division, General
Manager of Administration Department, andGeneral Manager of Corporate Strategy
Office2017 Executive Managing Director, Executive
General Manager of Corporate Administration
Division, General Manager of Administration
Department, and General Manager ofCorporate Strategy Office2018 President of RIKEN KEIKI NARA MFG. Co.,
Ltd. (current position)
2021 Executive Managing Director, Executive
General Manager of Production Division, andGeneral Manager of Production Management
Department
2022 Executive Managing Director and Executive
General Manager of Production Division
2023 Representative Director and President(current position)

1978 Joined MISAWA HOMES CO., LTD.
2003 Director and Executive Officer, MISAWAHOMES CO., LTD.
Executive General Manager of Housing
Business Strategy Department
2005 Director, MISAWA HOMES HOLDINGS, INC.
2012 Resort Solutions Co., Ltd. (Currently Resol
Holdings Co., Ltd.) Representative director,
President, and Executive Officer
2019 Director, Audit and Supervisory Committee
Member of the Company (current position)

1980 Joined Industrial Bank of Japan, Limited(currently Mizuho Bank, Ltd.)2012 Senior General Manager, Mizuho Corporate
Bank, Ltd. (currently Mizuho Bank, Ltd.)
Chairman, Mizuho Corporate Bank (China),Ltd.
2015 Advisor, Mizuho Research Institute Ltd.
2020 Outside Director, Mizuho Leasing Company,
Limited2021 Director, Audit and Supervisory Committee
Member (current position)

2004 Registered with Dai-Ichi Tokyo Bar
Association
Joined City Law Offices
2014 Partner, City Law Offices (current position)
2021 Director, Audit and Supervisory Committee
Member (current position)

Financial Information

President

Directors’ Skill Matrix
Expertise and Fields of Experience
Name

Executive Managing Director

Director

Director, Audit and Supervisory
Committee Member

Shinya Kobu

Shoji Kizaki

Nobuo Nakano

Executive General Manager ofSales Division

Executive General Manager ofDevelopment Division

Born June 15, 1953

Born September 29, 1960

Born October 23, 1962

Career Summary

Career Summary

Career Summary

1984 Joined the Company
2017 Director and Executive General Manager ofSales Division2018 Director, Executive General Manager of Sales
Division, and General Manager of Global
Sales Department
2021 Executive Managing Director and Executive
General Manager of Sales Division(current position)

1986 Joined the Company
2018 Executive Officer, Senior General Manager ofDevelopment Division, and General Manager
of Custom Engineering Department
2019 Director and Executive General Manager ofDevelopment Division(current position)

1977 Joined the Company
2011 Director and General Manager of Researchand Development Department, Development
Division (current position)2012 Director and Executive Officer and General
Manager of Marketing, Research andDevelopment Office, Sales Division2014 Director and Executive General Manager of
Quality Control Center2015 Director, Audit and Supervisory Committee
Member (current position)

Inside/ General
Outside Management

InternaIndustry
tionalSales/ Technolo- ProducKnowl- Business
Marketing gy/R&D
tion
edge
Knowledge

Hisayoshi
Kobayashi

Inside●●TetsuyaMatsumotoInside●●ShinyaKobu

Inside●Shoji
Kizaki

Inside●Nobuo
NakanoInside●Michimasa
Taga

Outside●Takehito
Miyaguchi

Outside●YasukoUematsu

Outside●●Legal/ Finance/
Compli- Account- IT/Digital
ance
ing

●
●

Foundation Supporting Management

Chairman

ESG

●
●

●

●

●
●
●
●

●

●
●

●

●

●
●

Please refer to the Company website for details.
https://www.rikenkeiki.co.jp/english/sustainability/governance24

RIKEN KEIKI Co., Ltd. Integrated Report 2023

RIKEN KEIKI Co., Ltd. Integrated Report 2023

25

Corporate Governance

Basic Approach and Structure for
Corporate GovernanceCorporate Governance System

General Meeting of Shareholders
Election /Dismissal

Reporting andstatements of opinion

Election / Dismissal■■

Remuneration
Committee

Deliberation
Reporting offindings

Management Planning
Committee

Board of Directors Eight directors
Four directors(excluding Audit andSupervisory Committee
members)

Election /Dismissal

Internal Control
Committee

Audit andSupervisory
Committee

Four directors(Audit and Supervisory
Committee members)

ReportRepresentative
director

Instruction

ReportManagement Audit
OfficeCoordination

Accounting Auditor(Audit Corporation)

Coordination
Audit

Compliance
Committee
Operational
auditsOther Meetings andCommittees
Divisions and Subsidiaries

Advising lawyer
Ask

Research and Development

The Group’s product development is not guaranteed tocontribute to management results, but it works to provide
users with products of the highest quality. To this end, theGroup is engaged in new product development using cutting-edge technology, from research and development ofgas sensors, as its most important management priority,
based on a wide range of technical capabilities including
electronics, physics, and chemistry.
■AdviseProduct Defects

In cases where there are defects in the products handled
by the Group, or where a malfunction occurs due to acalibration error and so forth during product installation, it
is possible that the user could suffer property or personal
damage. In managing product quality, the Company rigorously adheres to product manufacture based on international standards and maintenance and inspection operations based on internal standards in an effort to prevent
incidents before they occur.
■

ConsulNomination and tation

Legal Regulations

The Group carries out installation duty and maintenanceand inspection of gas detection alarm equipment that it
handles in accordance with laws and regulations such as
the High Pressure Gas Safety Act and the Industrial Safety
and Health Act. The Company strives to gather the latest
information from inside and outside the industry, basedon the possibility of risks related to these legal regulations
emerging.

Fluctuation in Capital Investment Trends

Demand for the Group’s gas detector alarm equipment is
impacted by trends in private sector capital investment,
mainly in the electronics, petrochemical, and shipping industries, and in public sector capital investment, including
electricity and gas.

■

Overseas Business Development

In countries and regions where the Group conducts business, envisaged risks include deterioration in political andeconomic situations, restrictions on import and export
and on foreign investment, unforeseen changes to laws
and regulations, deterioration in public safety, economic
sanctions between countries, outbreaks of terrorism,
war, or infectious disease, and other social unrest causedby other factors. The Group focuses on the political andeconomic situation and on changes in regulations in eachcountry and region, and strives to establish systems thatwill enable it to respond swiftly to the situation.
■

Procurement of Materials, etc.

In its production activities, the Group uses certain special
materials and supplies, and so forth, that are available only
from a limited range of suppliers. The Group envisages
that such materials may experience tight demand andsupply, distribution delays, and price fluctuations, andtherefore strives to examine alternative materials and promote purchases of such materials from multiple suppliers.
■

COVID-19-Related Risks

When infectious diseases such as COVID-19 are in a
spreading phase, the Group continues to smoothly deal
with customers and suppliers and strives to prevent infection, including employees and their families. Measures
include working from home, staggered shifts at all businesssites and use of web conferencing systems.

Financial Information

Corporate Governance System

Risk Management and Major Risks
As a risk management system, when an unexpected situation occurs that could significantly impact the Company
and its Group companies, the Company establishes theBusiness Continuity Planning (BCP) Task Force, which
is headed by the president, in accordance with the BCP
Rules and the Emergency Response Standards. Under thissystem, the Company swiftly conducts the necessary initial
response to minimize damage and impacts.
The Company envisages the following major risks that
could have an impact on the operating results of the Company and the Group, and promotes initiatives to avoid andminimize them.

The Group responses to fluctuations in capital investment arising from changes in the economic environmentby striving to collect information from industry players suchas customers.

Foundation Supporting Management

The Company uses the functions of the outside directors to strengthen the supervisory function of the Boardof directors and the corporate governance structure. In
addition, it has adopted the structure of a company withsupervisory committee to increase the soundness andtransparency of management by conducting rapid decision
making and business execution through delegation of authority. Directors who are Audit and Supervisory Committee
members are granted authority by the Board of Directors
to strengthen the function of the Board of Directors and theaudit and supervisory functions with the aim of building amore highly effective corporate governance system.
The Company’s Board of Directors is chaired by thepresident, and is composed of a total of eight directors.
Board of Directors meetings are held regularly to conduct
swift and appropriate decision making. Furthermore, theCompany has introduced an executive officer system witha view to increasing the efficiency of the management
organization and clarifying responsibility.
The Management Planning Committee is chaired by the

Status of Risk Management andCompliance System

Business and Strategy

Basic Approach
The Company has formulated a management policy thatemphasizes shareholders and investors, and will strengthen its competitive capabilities with the aim of increasing
corporate value, while striving to accelerate management
decision making and establish an efficient and highly transparent management system.

president and is composed of directors, executive officers
designated by the president, and general managers ofdivisions and departments. The committee is intended
to accelerate decision making and business execution ofoperations in general, primarily management, research anddevelopment, production, sales, quality control, and information management.
The Audit and Supervisory Committee is chaired by astanding Audit and Supervisory Committee member, andhas four members in total. The Audit and Supervisory
Committee members attend important meetings, including those of the Board of Directors and the Management
Planning Committee; conduct rigorous audits, including
viewing important documents; and constantly monitor the
directors’ decision making process and business execution
status. In addition, to enhance the audit system, the Audit
and Supervisory Committee receives an explanation of theaudit plan for the accounting audit from the financial auditor and a report on the status and result of audit implementation, and the committee and the financial auditor also
exchange information appropriately.
To enhance the fairness, transparency, and objectivity ofprocedures related to the appointment and compensationof directors and to further strengthen corporate governance, we have established a Nomination and Remuneration Committee as a voluntary advisory body to the Boardof Directors. This committee is composed of five members
and chaired by an independent outside director. To ensure
independence, the majority of the committee members are
independent outside directors.

Compliance System
The Company has established the Compliance Committee as an organization to manage overall compliance,
strives to have officers and employees comply with laws
and regulations, and has set up a system to report on theoperational status of the committee to the Board of Directors. The Compliance Committee is headed by the president and has 11 members in total, including 5 directors,
4 other secretariate members, and 2 advising lawyers
as outside members. The Company has also formulated
the Code of Conduct and Action Guidelines, which clarify
values, ethics, and correct actions for Group companies,
as well as the Compliance Hotline, which receives reports
and consultations from Group employees, both inside andoutside the Company. The Company receives appropriate
advice from advising lawyers, certified public accountants,
and so forth regarding legal and social issues, and strives
to comply with laws and regulations.

Please see the Company website for details.
https://www.rikenkeiki.co.jp/english/sustainability/governance

26

RIKEN KEIKI Co., Ltd. Integrated Report 2023

RIKEN KEIKI Co., Ltd. Integrated Report 2023

27

Financial Analysis

Operating Results

Status of Cash Flows

Financial Position

Net cash provided by operating activities decreased¥4,461 million from the previous year, to ¥4,572 million. Principal sources of cash were profit before
income taxes, which provided ¥11,753 million, depreciation (¥1,740 million), and an increase in trade
payables (¥1,086 million). Meanwhile, major usesof cash were an increase in inventories, which used
¥5,542 million, income tax paid (¥3,363 million), andan increase in trade receivables (¥1,093 million).
Net cash used in investing activities came to ¥648
million, ¥1,917 million less than in the previous fiscal year.
Among major uses of cash, payments into time deposits were ¥1,031 million, purchase of property, plant andequipment was ¥943 million, and purchase of securitieswas ¥880 million. As to sources of cash, proceeds fromredemption of securities and withdrawal of time deposits
provided ¥1,049 million and ¥1,029 million, respectively.
Net cash used in financing activities totaled ¥4,255
million, ¥1,302 million more than in the previous fiscal year.
Notably, dividends paid used ¥1,836 million, and the purchase of shares of subsidiaries not resulting in a change inthe scope of consolidation used ¥1,608 million.
As a result, cash and cash equivalents at the end of the
fiscal year were ¥18,913 million, up ¥923 million from thestart of the year.

Shareholder Returns and Forecast for the Next Fiscal Year and Beyond
million increase in notes and accounts payable–trade,
and a ¥438 million rise in account payable–other, which isincluded in “other.”
Net assets totaled ¥63,383 million at fiscal year-end, up¥6,524 million year on year. We acquired additional sharesin RKI Instruments, Inc., a consolidated subsidiary in the
United States, resulting in a ¥790 million decline in thecapital surplus and a ¥698 million decrease in non-controlling interests. Meanwhile, net profit attributable to owners of parent was ¥8,670 million, and retained earnings
expanded by ¥7,022 million.

We consider the return of profits to shareholders a topmost management responsibility. Our basic policy is toprovide continuous and stable dividends by comprehensively taking into consideration the dividend payout
ratio, the ratio of dividends to shareholders’ equity (DOE),
financial conditions, and other factors. In line with thispolicy, we awarded dividends per share of ¥80 for theyear, including a ¥40 interim dividend. As a result, thedividend payout ratio was 21.5%, and DOE was 3.1%.
Looking ahead, we anticipate a challenging businessenvironment due to factors such as soaring prices ofmaterials and resources, currency fluctuations, geopolitical risks highlighted by the situation in Russia andUkraine, and inventory adjustments resulting from a
global slowdown in demand for memory semiconductors. Despite these uncertainties in the external businessenvironment, the Group will continue to drive the key
strategies outlined in its medium-term management
plan to strengthen its business foundation and enhancesales in industries such as infrastructure, petrochemicals, and machinery, including lithium-ion batteries.

Percentage of Net Sales

Net Sales/Operating Profit

Operating Profit Margin/ROE

Dividends/Dividend Payout Ratio/DOE(Year ended March 31, 2023)(Millions of yen)

(%)

(Yen)

(%)

50,000

30

100

30

15

50

15

Other
measurement
devices

Fixed gas detection
alarm devices

68.8%

2.6%

Financial Information

As of March 31, 2023 (the fiscal year-end), assets totaled¥79,746 million, a year-on-year rise of ¥8,140 million. Thiswas mainly due to a ¥2,731 million increase in work inprocess, a ¥2,141 million rise in raw materials and supplies, and a ¥2,054 million increase in cash and deposits
as well as a ¥1,240 million increase in notes and accounts
receivable–trade. Construction in progress also rose ¥362
million, and investment securities expanded by ¥152
million.
Liabilities at fiscal year-end totaled ¥16,363 million,
an increase of ¥1,615 million compared with the end of
the previous fiscal year. This was mainly due to a ¥1,107

Foundation Supporting Management

personnel to overseas subsidiaries. In addition, to enhance corporate value from a medium- to long-term
perspective, we proactively addressed sustainability
challenges, focusing on activities such as development,
production, sales, and after-sales maintenance services
that are conscious of the SDGs and decarbonization.
As a result of these measures, net sales during the fiscal year under review were ¥45,004 million (up 20.4% year
on year), operating profit was ¥11,551 million (up 37.5%),
ordinary profit was ¥11,944 million (up 35.4%), and net
profit attributable to owners of parent was ¥8,670 million
yen (up 45.4%).

Business and Strategy

In the fiscal year ended March 31, 2023, the Group’s operating environment remained steady, due in part to brisk
capital investment in the semiconductor and lithium-ion
battery industries in the East Asian region, reflecting
trends in global semiconductor demand and expanding
investment in electric vehicles. Against this backdrop,
we worked to maintain and improve quality, cost anddelivery to meet customer demand for deliveries amid
shortages of materials, most notably semiconductors. In
the interest of expanding our market share overseas, we
proceeded with efforts to shore up our Group structure.
To do so, we converted a North American subsidiary
into a wholly owned subsidiary and actively dispatched

40,00030,000¥45,004
millionPortablegas detection alarm
devices

20,00010,00028.6%
0Please see the Company website for details.
https://www.rikenkeiki.co.jp/english/ir

28

RIKEN KEIKI Co., Ltd. Integrated Report 2023

2019

2020

2021

■ Net sales ■ Operating profit

2022

2023

0

2019

2020

2021

(Years ended March 31)

2022

2023
(Years ended March 31)

Operating Profit Margin

ROE (Right axis)

0

2019

2020

2021

2022

2023

0

(Years ended March 31)

Dividend payout ratio (Right axis)■ Dividends
DOE (Right axis)

RIKEN KEIKI Co., Ltd. Integrated Report 2023

29

Eleven-Year Summary of Financial and Non-Financial Data
RIKEN KEIKI Co., Ltd. and its consolidated subsidiaries(Fiscal years ended March 31)(Millions of yen)

2015

2016

2017

2018

2019

2020

2021

2022

2023

¥ 19,802
2,796
2,026
729
728
2,442
775
(628)

¥ 20,180
3,249
2,315
758
3,307
3,067
(3,134)(653)¥ 21,335
3,368
2,693
735
2,083
2,410
(1,196)(689)¥ 23,418
3,616
2,575
898
706
3,460
(3,960)(775)¥ 23,358
4,001
4,128
790
2,815
4,137
(1,564)(783)¥ 28,089
4,416
3,175
1,115
2,001
3,374
(495)
(855)

¥ 30,651
5,104
4,099
1,309
1,057
4,220
(1,046)(1,013)¥ 32,189
6,198
4,343
1,339
4,182
5,233
(3,328)(1,193)¥ 32,209
6,598
4,692
1,530
4,298
4,086
(2,756)(2,473)¥ 37,363
8,402
5,963
1,855
678
9,034
(2,565)(2,953)¥ 45,004
11,551
8,670
1,917
1,385
4,572
(648)
(4,255)¥ 27,288
34,8892,868¥ 29,552
37,2502,975¥ 32,776
40,6892,957¥ 34,355
42,7132,809¥ 39,148
48,0182,714¥ 42,527
52,911
2,715¥ 46,213
56,851
2,698¥ 49,636
60,2202,784¥ 52,615
64,326
3,803¥ 56,858
71,606
3,556¥ 63,383
79,746
3,109

9,505

9,175

10,093

8,797

10,383

12,24014,34615,016

13,933

17,98918,91317.00
87.27
1,175.67
19.5
0.11
9.1
7.7
78.2

18.00
99.73
1,273.39
18.0
0.10
10.1
8.1
79.3

20.00
116.07
1,412.43
17.2
0.09
9.7
8.6
79.4

22.00
110.97
1,480.49
19.8
0.08
9.1
7.7
79.6

24.00
177.86
1,645.41
13.5
0.06
9.1
11.4
79.5

30.00
136.61
1,782.27
22.0
0.07
9.1
8.0
78.3

36.00
176.27
1,897.19
20.4
0.06
10.0
9.6
77.6

40.00
186.752,039.94
21.4
0.06
11.0
9.5
78.8

42.00
201.71
2,193.61
20.8
0.07
11.1
9.5
79.3

60.00
256.26
2,412.75
23.4
0.06
13.0
11.1
78.4

80.00
372.412,722.26
21.5
0.05
15.8
14.5
79.5

—
40,406
5,403,936
59.4
100.0
—
0

—
64,5195,478,774
49.1
100.0
—
0

—
33,7296,298,053
61.3
100.0
—
0

—
17,5997,895,588
53.7
100.0
—
0

—
45,383
7,768,113
56.8
100.0
0.0
0

—
31,3707,620,960
59.5
100.0
4.2
1

—
46,1297,448,401
61.1
100.0
0.0
1

4,635
57,762
7,405,471
71.1
100.0
2.9
0

4,892
59,407
8,644,810
66.7
100.0
11.5
0

2,134
47,9128,489,067
69.8
100.0
33.3
0

1,164
34,3108,494,808
74.9
100.0
26.9
1

4

1

2

6

4

2

4

3

1

4

1

12.8
36.6

13.5
37.3

13.8
38.4

14.2
38.9

14.6
39.1

14.6
39.1

14.8
39.3

15.3
39.7

15.9
40.3

15.8
40.4

15.7
40.3

0.0

0.0

13.6

0.0

0.0

13.6

3.0

11.8

20.0

7.4

0.0

968
80.9

973
82.2

989
82.2

1,015
80.9

1,102
79.3

1,116
77.1

1,180
74.2

1,196
74.1

1,185
73.2

1,234
72.4

1,313
72.0

Fiscal year
Net sales
Operating profit
Net profit attributable to owners of parent
Depreciation and amortization
Capital expenditure
Cash flows from operating activities
Cash flows from investing activities
Cash flows from financing activities
Fiscal year-end
Net assets
Total assets
Interest-bearing debt
Fiscal year-end balance of cash and cash
equivalents

Foundation Supporting Management

2014

Business and Strategy

2013Management indicators, etc.
Financial Information

Dividend per share (yen)Earnings per share (EPS) (yen)Book value per share (BPS) (yen)Consolidated dividend payout ratio (%)
D/E ratio (times)
Return on assets (ROA) (%)
Return on equity (ROE) (%)
Equity ratio (%)
Non-Financial Data*1
CO2 emissions*2 (t-CO2)
Water use (m3)Electricity use (kWh)Rate of use of annual paid leave (%)
Rate of use of childcare leave (women) (%)
Rate of use of childcare leave (men) (%)
Occupational accidents (lost time injuries) (people)
Occupational accidents(injuries without lost time) (people)
Average number of years of service (years)
Average age (years)
Attrition rate within three years of joining theCompany (%)
Number of regular employees (people)
Proportion of regular employees (%)*1 Non-consolidated data for RIKEN KEIKI except for number and proportion of regular employees*2 CO2 emissions are the total of Scope 1 and 2.

30

RIKEN KEIKI Co., Ltd. Integrated Report 2023

RIKEN KEIKI Co., Ltd. Integrated Report 2023

31

Company Information(As of March 31, 2023)(As of March 31, 2023)

The RIKEN KEIKI Group has 60 business locations in Japan conducting sales,
manufacturing, and maintenance. Overseas, the Group has approximately 30
affiliated companies and sales stores, mainly in North America, South America,
Europe, and Asia. Together, the domestic and overseas locations form the networkof the RIKEN KEIKI Group, which will continue to expand into the future.

Company name
Headquarters

China

United States

RIKEN KEIKI GmbH
Mergenthalerallee 15-21 65760,
Eschborn, Germany
https://www.rikenkeikigmbh.com

RIKEN KEIKI COMMERCIAL(SHANGHAI) CO., LTD.
Room 1803,18th Floor, Building 1, No.118
Feihong Road, Hongkou District, Shanghai
China
http://www.rkkc.net

RKI INSTRUMENTS, INC.
33248 CENTRAL AVENUE, UNION CITY,
CA94587-2010 U.S.A.
https://www.rkiinstruments.com

Main Sales Items

South Korea

RIKEN KEIKI KOREA CO., LTD.
23, HWAJEONSANDAN 2-RO 134,GANGSEO-GU, BUSAN, 46741 KOREA
http://www.rikenkeiki.co.kr/ko/

Stock Information
Total number ofauthorized shares
Total number ofissued shares
Number ofshareholders

94,000,000
23,661,000(Including 377,565 treasury
shares)2,598

Research, development, manufacture, sales,
and after-sales maintenance of industrial gas
detection and alarm equipment and analytical equipment
Flammable gas detector alarms, oxygen deficiency prevention gas detector alarms, toxic
gas detector alarms, compound gas detector alarms, various measurement equipment
for environmental measurements, and otherequipment

Foundation Supporting Management

Germany

Representative
Established
Capital
Number of
employees
Fiscal year end
Stock exchange
listing
Main Business
Activities

RIKEN KEIKI Co., Ltd.
2-7-6 Azusawa, Itabashi-Ku, Tokyo 174-8744,
Japan
Tetsuya Matsumoto, President
March 15, 1939
¥2,565.5 million
1,313 (consolidated); 1,030 (non-consolidated)
March 31
Tokyo Stock Exchange Prime Market

Status of Major Shareholders
Shareholder name

Headquarters
RIKEN KEIKI Co., Ltd.

2-7-6 Azusawa,
Itabashi-ku,
Tokyo 174-8744

Malaysia

RIKEN KEIKI (M) SDN. BHD.
No.66-2, Jalan 27/70A Desa Sri Hartamas
50480 Kuala Lumpur, Malaysia
https://www.rikenkeiki.com.my

RIKEN KEIKI NARA
MFG. Co., Ltd.
49-1 Abe, Sakurai-shi,
Nara 633-0054

Number of shares held

Shareholding
percentage (%)

The Master Trust Bank of Japan, Ltd. (Trust account)

3,011,600

12.93

Custody Bank of Japan, Ltd. (Trust account)

1,614,100

6.93

Goldman Sachs Bank Europe SE, Luxembourg Branch

1,206,711

5.18

The Dai-ichi Life Insurance Company, Limited

1,200,000

5.15

Mizuho Bank, Ltd.

1,135,201

4.88

Riken Keiki Kyoryoku Kaisha Mochikabu Kai

1,090,331

4.68

Sumitomo Mitsui Banking Corporation

837,100

3.60

NAGANO KEIKI CO., LTD.

711,000

3.05

Riken Keiki Jugyouin Mochikabu Kai

693,440

2.98

SSBTC CLIENT OMNIBUS ACCOUNT

538,559

2.31

Shareholder Composition Ratio

Development Center
Production Center

Financial
institutions

2-3 Minamisakaecho, Kasukabe-shi,
Saitama 344-0057

0.92%

Other Japanesecompanies

Financial Information

Hakodate Factory
938-1 Oyasucho,
Hakodate-shi, Hokkaido
041-0251

Business and Strategy

Domestic and Overseas Network

Status of Share Distribution by Owner
Financial instrument andexchange operators

3.30%

1.14%

Treasury stock

1.59%

Individuals andother

18.01%

Foreign corporations
and individuals

22.00%
Singapore

R K INSTRUMENTS (S) PTE LTD.
102F PASIR PANJANG ROAD
#03-11, CITILINK WAREHOUSE COMPLEXSINGAPORE 118530
https://www.rkinstruments.com.sg

BrazilTaiwanRIKEN KEIKI TAIWAN CO., LTD.
HEAD OFFICE
No. 87, YANGMING ROAD,
SHANHUA DISTRICT,TAINAN CITY, TAIWAN
https://www.rikenkeiki.com.tw/index.php

Please see the Company website for details.
https://www.rikenkeiki.co.jp/english/company/office_list

32

RIKEN KEIKI Co., Ltd. Integrated Report 2023

HIDEO NAKAYAMA IMP.
EXP. COM. E INDUSTRIA LTDARUA SANTA AMÉLIA,
33 PRACA DA BANDEIRARIO DE JANEIRO RJ CEP:
20.260-030 BRAZIL
http://nakayama.com.br

Overseascompanies andpeople

6.34%

Individuals andothers
88.30%

Other corporations in Japan

Financial
institutions andfinancial
instrument traders41.06%

17.34%For details, please refer to the Company website.
https://www.rikenkeiki.co.jp/english/company

RIKEN KEIKI Co., Ltd. Integrated Report 2023

33