New “Shibaura Machine” Long-term Vision 2030
- Becoming a corporate group which responds to megatrends
in global manufacturing industry with innovative technology
Toshiba Machine Co., Ltd.
March 5, 2020

New “Shibaura Machine” Long-term Vision 2030 (Outline)

Management Reform Plan toward
the new “Shibaura Machine”
FY2019“Long-term Vision 2030” (Our Ideals)

FY2023

FY2030

Achieve both the resolving of social issues and the enhancing of corporate value throughresponding to megatrends facing the global manufacturing industry with outstanding
technological innovations
Megatrends

New “Shibaura Machine”

Climate change and resource
scarcity
Changes in population
structures

Current ･･･

Individual sales of industrial
machinery

Future ･･･

Added value of “product +service”

Technologicalinnovation(Monetization of processes and knowledge)(Breaking away from in-company
management, enhancing M&A)

Advancements in technology
1Long-term Vision 2030 (New Shibaura Machine’s Mission)
Megatrends(Challenges facing manufacturing industry)
Climate change andresource scarcity

Toshiba Machine’s technologicalplatforms for responding to challenges

1) Realizing GHG-reduced products, technologies, and materials

A

B

C

D

E

F

G

H

2) Realizing resource-saving/energy-saving technologies

A

B

C

D

E

F

G

H

CASE

A

B

C

D

E

F

G

H

4) Improving performance of and spreading energy storage devices CASE

A

B

C

D

E

F

G

H

A

B

C

D

E

F

G

H

A

B

C

D

E

F

G

H

A

B

C

D

E

F

G

H

A

B

C

D

E

F

G

H

3) Improving efficiency of and spreading energy creation

Rapid urbanization 1) Realizing robots that can symbiotically coexist with humans
and changes in
population structures 2) Realizing autonomous production lines3) Upgrading and spreading water purification technologies
4) Upgrading and spreading sterilization technologies
Advancements intechnology

1) Realizing new materials that provide novel functions

CASE

A

B

C

D

E

F

G

H

2) Spreading next-generation communications (5G/6G)

CASE

A

B

C

D

E

F

G

H

3) Upgrading and evolving weight-saving technologies

CASE

A

B

C

D

E

F

G

H

4) Upgrading and spreading intelligent devices

CASE

A

B

C

D

E

F

G

H

Toshiba Machine’s technological platforms
A) Artisan processing/assembly/measurement technologies thatcan realize advanced accuracyB) Design technologies for processing and molding machines thatcan respond to diverse application fields
C) Integrative customized technologies
D) Material technologies that fully utilize machine performanceE) Control/mechatronic/IoT technologies optimized for eachmachine groupF) Sliding/rotating that supports high precision
G) Forming technologies for molds based on an understanding of
the material
H) Nano-processing technologies that utilize heat, light, and vacuums
2Positioning of the Management Reform Plan
toward the Long-term Vision

Management Reform Plan toward
the new “Shibaura Machine”
FY2019“Long-term Vision 2030” (Our Ideals)

FY2023

Management Reform Plan
[Target values (～FY2023)]• Consolidated sales:
135 billion yen• Operating profit ratio: 8.0%
• ROE: 8.5%
• Growth investments:
30 billion yen• Total dividends: 15 billion yen• Payout ratio: prospect of 40%(during the period of theManagement Reform Plan)

FY2030• Rebirth to a profitable company (ensure ROE over 10%)
• Revise and enhance capital and financial strategies• Centralized management of management resources (humanresources/technologies)• Breaking away from in-company management (M&A, alliances, industryacademia collaborations)<Corporate governance measures to ensure execution
abilities>[Consultation matters with Nomination Advisory Committee]
・CEO succession planning (formulation of development plans for executives andnext-generation successors)
・Ensuring Board of Directors’ skill sets and human resources (especially securing
human resources for financial and M&A strategies)
・Considering appointment of an independent outside director as chair[Consultation matters with Remuneration Advisory Committee]
・Reviewing performance-linked compensation for officers (linked with Management
Reform Plan)
・Considering introduction of stock compensation for officers
・Considering appointment of an independent outside director as chair[Holding of regular meetings consisting solely of independent outside directors]
・Confirming Management Reform Plan progress
・Enhancing management of business risks (such as enhancing management ofmarket risk in the machine tools industry)3

Four Directions of the “Long-term Vision 2030”

 Business portfolio strategy (clarification of focus areas and reduction/withdrawal areas) Improve profitability and expand profit opportunities through new “product + service”
business Expand overseas sales

 Human resource strategy that supports technological platforms

4

Business Portfolio Strategy (1) Overall Policy

Overall Policy
Selling of products +services

Selling of productsCompany that responds to challenges such as customer production planning, improvement ofasset efficiency, and environmental responses

Company-specific Policies
High-value-added
machines

Commodity machines✓ Adding of value through a digital transformation of selected models✓ Active investment in growth markets and high-value-added domains
5Business Portfolio Strategy (2) Company-specific Policies
High-value-added/market expansion areas

Basic policy

Machine Tools
Company

New

Focus on specific domains bymodel selection
EnergyAircraft

OpticsDevices

・Multifunction machines
・Ceramic cutting machines

Injection and die casting→ Expand local production for
local consumption overseas

Molding
MachineCompany

Automobiles

Resource-saving

Extrusion machines→ Business expansion throughinvestment
EnergyDevices
New materials

Control
MachineCompany

New BusinessCompany

Specialize in external sales.
Strengthen system engineering.
Automation

Automation

・Injection molding
machines
・Dissimilar material joining machines
・Diecasting machines
・High pressure continuouspresses (all-solid-statebatteries, etc.)
・Reactive extrusion
machines (biomass, etc.)

・Collaborative robots
・AGV

Labor-saving

Establish technology for adding
new functions via surface
structure control
Devices・Large machines
・Special, dedicatedmachines
・Ultra-precision
processing machines

・Extrusion machines

・Small and generalpurpose machines

Digital transformation

・System engineering

Reduce/withdraw

Expand/enhance

・Robots
・Servo motors,
controllers

・Film casting equipment: Electronic circuit market (next-generation
communications)・Coaters: High-performance films, devices market (all-solid-statebatteries, LiB ceramic capacitors, optical components, etc.)
・Imprint equipment: Water purification and sterilization market(Deep-UV LEDs)
6

・Domestic production ofstandard hydraulicmachines

・Conical-type extruders

・NC, controllers(utilizing of externalalliances)

Business Portfolio Strategy (3) Expansion of Existing BusinessContribute to reducing greenhouse gases
Power generation andstorage

New materials

Resource-saving

High pressure continuouspress machines

Reactive extruders

Injection molding machines
Die casting machines

Creation of new materials via
continuous reaction of naturally
occurring raw materials

Realization of lightweight and highstrength parts

Enhanced productivity throughcontinuous processes
Coating, bonding:continuous processes

Electrode film coating (die coating)Densification (roll presses)

Battery: continuous processes

Electrode on current collector, ultra-thin SE sheets

Joining (roll presses)

LFORMER (Toshiba Machine)

SE: Solid Electrolytes

Biomass

Rechargeable batteries
All-solid-state batteries

Wood plastics

Source: FY2018 NEDO Advanced Battery and Hydrogen Technology Department Results Report Meeting (B01-03) LIBTEC Materials

Weight saving andrecycling
Aluminum car frames

7(Image)CFRP parts

Business Portfolio Strategy (4) Creating New Businesses
Basic Technology Possession

Realizing the adding of new functions via surface structure control
Electronic circuits

High-performance films
Electronic devices

Healthcare

Film casting equipment

Coating machines

Imprint equipment

Function improvement via adding
dissimilar materials to surfaces

Function improvement via coating
dissimilar materials to surfaces

Next-generation
communications

LiB/all-solid-state batteries/
ceramic capacitors

Laminated wiring boards

High-performance separator film

Function improvement via adding
fine shapes to surfaces

Water purification/sterilization
Deep-UV LEDs

Separator
Anode material

Cathode material
Source: Website of Shin-Asahi Electric Ind. Co., Ltd.

8

Source: JST New Technology Presentation Meetings! materials

Improve Profitability and Expand Profit Opportunities
through New “Product + Service” Business
Customer’s production stages
Prototype/
initial production

Full-scale
production

Increased
production

Aging ofequipment

Individual sales of industrial machinery→ “Product” business

TOSHIBA
MACHINE(Present)Industrial machinery maintenance/service

Sales of restored machines(used purchases/resales)

Addition of“service”
business

Sharing(our sharing factory and equipment)
Production
increase

Prototyping
Small lot
production

 Provide services in all of our customers’ production stages
 Participate in and expand profit opportunities from start to finish of production stages
9Expand Overseas Sales
Overseas sales ratio of machine tools is less than 30%, remaining low compared to around 60% for industry
peers.
We aim to increase overseas sales ratio under the “Long-term Vision”→ The Machine Tools Company (machine tools/high precision processing machines) will avoid generalpurpose machines and focus on areas in which we can demonstrate our competitive advantage, such aslarge and high precision processing machines◎Milton Keynes◎Millan New◎Shanghai◎Chicago□ China Plant (Shanghai)◎Shenzhen◎ Chennai□ India Plant(Chennai)◎Taipei◎Hanoi◎Bangkok□ Thailand Plant••

Total of 45 overseas locations◎= 15 local sales subsidiaries;□= 3 local manufacturing subsidiaries(As of September 30, 2019)◎Singapore◎Jakarta
10◎Mexico New◎São PauloHuman Resource Strategy that Supports Technological Platforms

Production Center

R&D Center
Integrate base technologies ina cross-company way

Machine Tools
Company

Foster/allocate
specialists
Control MachineCompany

Molding MachineCompany

Industry-academia
collaborations(external alliances)

New BusinessCompany

Highly professional recruitment

11

Supplementary Material 1:
Q&A Based on Dialogue with Institutional Investors- Status of “Management Reform Plan” Initiatives

Results of Engagement with Institutional Investors
Question

Answer•

Structural reforms (personnel reduction/reallocation) are progressing smoothly.

•

The plan has started under the heads of core departments—such as each Company, the R&D
Center, and the Production Division—and, recently, we have invited human resources with M&A
knowledge from outside.

Could you explain the effectiveness of theManagement Reform Plan more specifically?

Is the change in President a countermeasureagainst a hostile TOB?

Is there the room for improvement in terms ofgovernance?

Are the quantitative targets of the Management
Reform Plan at a reasonable level?

What is your thinking regarding levels of equity
capital?

Is it true that you refused to engage in dialogue
with Office Support?

•

We have published a long-term vision for the period following the Management Reform Plan
(2023 onwards).

•

We announced a change in the President and Chief Operating Officer (inauguration of Shigetomo
Sakamoto) on February 21, 2020.

•

This decision was made by attaching paramount weight to the feasibility of the Management
Reform Plan and was the consensus of the Nomination Advisory Committee and the Board of
Directors.

•

We have begun deliberations at the Nomination Advisory Committee and Remuneration Advisory
Committee on Board compositions and remuneration systems that are suitable for promoting theManagement Reform Plan.

Material

Supplementary
Material 1

Supplementary
Material 1

Supplementary
Material 1•

Independent outside directors meet regularly and have confirmed that a system to check the
progress of the Management Reform Plan will be taken.

•

In addition to verifying the assumptions for organic growth in detail internally, we are also
verifying the prospects for future growth fields based on industry data and market growthprospects from objective external research organizations and others.

Supplementary
Materials 2–5•

We have disclosed our basic stance through a timely disclosure made on February 18 (abstract
excerpted in this document).

Supplementary
Material 6• That is not our understanding. We have responded to requests based on sufficient consideration of
the aim of constructive dialogue with shareholders within the Corporate Governance Code(positively provide a response to the extent reasonable to contribute to the increase in corporate
value over the mid- to long-term).

Supplementary
Material 7

13Supplementary Material 1: Management Reform Plan Progress<Construction of execution framework>

Toshiba Machine’s
Long-term Vision
Management
ReformPlan

Voluntary retirement (fixed costs reduction, effective posting) - [In implementation]

Change in President and Chief Operating Officer (Nomination Advisory Committee/Board of Directors
resolutions) - [Implemented]

Appointment of external human resources with M&A knowledge (overseas M&A) - [Implemented]



Selection of heads of each Company and senior management at R&D Center and the Production Division [Implemented]

Appointment/invitation from outside of executives with financial knowledge (CFO candidates) - [Considerations
begun]<Governance measures to ensure execution abilities>[Consultation matters with Nomination Advisory Committee]CEO succession planning (formulation of development plans for executives and next-generation successors)Ensuring Board of Directors’ skill sets and human resources (especially securing human resources for financial
and M&A strategies)Considering appointment of an independent outside director as chair[Consultation matters with Remuneration Advisory Committee]

Reviewing performance-linked compensation for officers (linked with Management Reform Plan)

Considering introduction of stock compensation for officers

Considering appointment of an independent outside director as chair[Regular holding of meetings of only independent outside directors]
Confirming Management Reform Plan progressEnhancing management of business risks (such as enhancing management of market risk in the machine tools
industry)14

Supplementary Material 2: Launch Products in Growth Fields(Business Opportunities)
Aim for the Management Reform Plan targets of 135 billion yen sales and 10.8 billion yen
operating profits through launching products that respond to the demand in growth fields
Investment fields andkeywords

Management Reform Plan Targets

Environment
SDGs

Units: billion yen
Operating profit

111.3

Business opportunity

135.0

116.9 117.4 118.0

Energyfields Films for renewable energy and newmaterial to replace existing plastics
Molding
MachineCompany120.0

 Large thin parts necessary for making
automobiles into EVs/light-weight Base film for aluminum and machinery baseof base stations regarding 5G diffusion

106.0

CASE

97.5

10.8

Automation/
labor-saving

Machine
Tools
Company High precision molds responding tointelligent and/sophisticated automobiles
 Mold demands in connection with theupdate of electronic devices responding to
5G

6.0
4.5

4.6

3.8

3.3

2.7

Productivity
Enhancement
fields

0.9
2016

2017

2018

2019

2020

IoT/AI

Control
MachineCompany Vertical multi-articulated robots andhuman-collaborative robots for the purposeof productivity enhancement and solving
personnel shortage
 Control devices responding to IoT/AI

2021

2022

2023
15

Supplementary Material 3: Automotive Market Outlook
Capital investment of automobile-related companies will also be driven through market-wide
growth focused on Asia and Europe and the rapid expansion of the electric vehicle* market.
Forecast of Automobile Sales by Region (including Electric Vehicles*)Forecast of Electric Vehicle* Sales by Vehicle Type

Units: million units

Units: million units

107.3

CAGR (2018–2023)

97.6
22.2 OtherCAGR (2018–2023)

19.8

3.3%

18.8
4.9

Japan

CAGR34.2%

21.4

7.2%

2.1

PHEV

27.7%

5.5

EV

33.7%

8.8

MHV

97.3%

1.8%

28.1

5.7

HEV

-1.3%

5.2
30.7 China

3.3

7.2

ASEAN/
East Asia

4.5%

21.8

North
America

0.4%
4.6
2.3

20.5 Europe

18.2
2018

2019

2020

2021

2022

2.4%

0.6
1.3
0.3

2023

* General term for HEVs, PHEVs, EVs, MHVs, and FCVs. FCVs are omitted from graph due to small amount.
Source: Fuji Keizai “2019 Thorough Analysis of the HEV and EV-related Market”

2018
16

2019

2020

2021

2022

2023

Supplementary Material 4: Outlook for Next-generation
Communications (5G-related Market)
Due to the rapid growth of the 5G-compatible base station/device market, the demand for basefilm and molds required for updating base stations/devices is increasing.
Forecast of 5G-compatible Edge Device Market Size

Forecast of 5G-compatible Base Station Market Size

Units: billion yen

Units: billion yen

Focused on smartphones, many 5Gcompatible models—such as smart
watches, security cameras—areplanned to be launched.

26,140Starting with China and the U.S.,
infrastructure investment (base station
installation) is progressing around theworld.

CAGR 65.1%

4,188

CAGR 148.4%

3,517
110
2019

2020

2021

2022

Source: Fuji Keizai “2018 Future Prospects for Core Technologies for Realizing 5G/High-speed
and Large-capacity Communications”

2019

2023
17

2020

2021

2022

2023

Supplementary Material 5: Outlook for Industrial Robot Market
Because high growth is expected overall for industrial robots, aim for steady growth by promoting
product development/acquisition of sales channels in response to market demand.
Forecast of Industrial Robot Sales by Model
Units: billion yen

CAGR (2018–2025)
Cartesiancoordinate
robots

12.4%

156

SCARA
robots18.8%

411

Humancollaborative
robots32.0%

544

Verticalmultiarticulated
robots

12.9%

1,141
30

+18%

352
13
47
59
233

2018

2019

2020

2021

2022

2023

Source: 2019 Worldwide Robot-related Market Current Status and Future Prospects - No. 1 FA Robot Market

18

2024

2025

Supplementary Material 6: Our Stance on Equity Capital Levels
Summary of timely disclosure (February 18, 2020: Notice Regarding Answer to Question sent to the Company’s Independent Committee on February 16 from Office Support)

Premises•••••

There is a great difference in borrowing ability from when the Company was a subsidiary of Toshiba.
In the molding machine and machine tools industries, when the capital investment demand of the supply destination falls due to an economic slowdown, product unit prices and sales numbers
both characteristically drop rapidly and drastically.
During the time of the financial crisis, sales at many companies in the same industry halved year on year and the Company also posted a loss.
Among industry peers with similar sales to the Company, there are some companies which have been forced to raise capital, in addition to losses of 20 to 30 billion yen due to operating losses
and structural reform extraordinary losses.
Depending on the future external environment, it is not possible to completely rule out the possibility of being forced to take a similar response, and costs for responding to emergencies such as
the Nankai Trough Earthquake and BCP (business continuity plan) must also be considered.

Factors for Consideration (Four Points)
1.

As a risk response buffer to prevent problems with business continuity and credit risk, at present, assuming our current business scale, we require about 40 billion yen of equity capital; this isalso reasonable when considering that the Company has many transactions with the automotive industry, in which the financial condition of business partners is valued for stable procurement.

2.

In the molding machine and machine tools industries, working capital is high due to the tendency to handle large machines with long delivery times. Accordingly, while 45 to 50 billion yen isnormally required for the Company, when the economy worsens, from our experience, we understand that the procurement of interest-bearing borrowings becomes more difficult than usual
and a certain percentage of working capital needs to be covered by equity capital (the expected amount for such is approximately 20 billion yen).

3.

In regard to growth strategies, we believe that, in principle, we should respond with equity capital to those growth investments that involve risk, such as M&As. As we answered at the midterm management plan briefing Q&A, we view the amount to be on a large scale of about 15 to 20 billion yen and will secure such amount with equity capital. (However, upon
comprehensively considering M&A target company size, cash flow stability and others, there is also the possibility of making active use of borrowings and we assume we will make a decision
regarding this point based on the characteristics of the M&A and the level of risk.)4.

In addition to the above equity capital for responding to risks, we are also considering structural reform expenses of 3 billion yen and a special dividend of 3 billion yen, which are planned fornext fiscal year.

Summary (Current Equity Capital Levels)•

Based on the above factors for consideration (1 to 4), we recognize 84 billion yen as an appropriate level of equity capital, which is expected as of the end of the current fiscal year.

•

Furthermore, business risks are high in the molding machine and machine tools industries due to long capital investment cycles. Accordingly, when considering the capital structure, we consider
excessive leverage through interest-bearing debt undesirable due to possible share price volatility as a result of increased financial risks arising from a mismatch between business risks and thecapital structure.

•

The average interest-bearing debt ratio for machine tool maker industry peers is just over 20%. While the Company is slightly below this level, we want to keep our interest-bearing debt ratio at
around 20%, in line with peers. (Currently, cash and deposits held are around 35 billion yen, including profit from the sale of NuFlare Technology, Inc. shares. When excluding cash anddeposits needed for working capital, there is limited spare capacity for financial leverage, and we recognize that we do not have much surplus borrowing facilities for interest-bearing debt.)•

The above is our basic stance on the Company’s equity capital at the present moment. We will review this as necessary.

19Supplementary Material 7: History of Dialogue with Office Support“Positively provide a response to the extent reasonable to contribute to the increase in corporate value over the mid- to long-term” inline with the Principles 5.1 “Policy for Constructive Dialogue with Shareholders” in Japan’s Corporate Governance Code
Date

Means

Attendee from Office Support

Attendee from the Company

November 22, 2018

Interview

Mr. Hironao Fukushima
Mr. Yukihiro Nomura

Ogawa (Managing Executive Officer)

December 10, 2018

Interview

Mr. Hironao Fukushima

Sakamoto (Representative Director and Senior
Managing Executive Officer (at the time))
Ogawa (Managing Executive Officer)

February 12, 2019

Telephone
conference

Ms. Aya Nomura

April 15, 2019

Interview

Mr. Yoshiaki Murakami
Mr. Hironao Fukushima

Mikami (President and Chief Operating Officer)
Sakamoto (Representative Director and Senior
Managing Executive Officer (at the time))
Ogawa (Managing Executive Officer)

July 12, 2019

Interview

Mr. Hironao Fukushima
Ms. Aya Nomura

Sakamoto (Representative Director and Executive
Operating Officer)
Ogawa (Managing Executive Officer)

August 8, 2019

Telephone
conference

Mr. Hironao Fukushima

November 22, 2019

Interview

Mr. Yoshiaki Murakami, Ms. Aya Nomura
Ms. Rei Murakami, Mr. Hironao Fukushima
Mr. Fuminori Nakashima

November 26, 2019

Telephone
conference

Ms. Aya Nomura

20

Sakamoto (Representative Director and Executive
Operating Officer)
Ogawa (Managing Executive Officer)

Supplementary Material 2:“Management Reform Plan” Framework/
Quantitative Targets(Materials Announced on February 4, 2020)

Framework of Management Reform Plan
Quantitative
targets
Target value for FY2023
Consolidated basis

Sales

135 billion yen

Payout ratio

Operating profit
ratio

Prospect of 40%

8.0%(during the period of theManagement Reform Plan)

ROE

8.5%

[Management reform centered on reorganization]
Specificmeasures(i) Abolish the “division system” which produced specific optimization issues, and adopt a “company system”(ii) Establish an “R&D Center” and a “Production Division” which bear enhancement of production efficiency and
QCD* as common functions(iii) Conduct personnel relocation and voluntary retirement toward optimal resource allocation and reduction of
fixed costs[Promotion of investments in growth fields](iv) Promotion of growth investments aimed for expansion of purposes to fields expected to grow in the future*QCD: Quality, Cost, and Delivery

Investment plan/
Financialstrategies[Implementation of financial strategies aimed for enhancement of return on
equity (ROE)](v) Allot cash-on-hand to investments toward change into a profitable company, and enhance profitability
and capital efficiency

22

Outline of the Effects of the Management Reform Plan
Realize an 8.5% ROE and a 40% payout ratio in fiscal year 2023
through a total investment of 30 billion yen.
Investment summary

Total investment

Quantitative target for FY2023

30 billion yen

Sales

135 billion yen

Structuralreform3 billion yen

Operating profits

10.8 billion yen(operating profit ratio)(8.0%)

Capitalinvestment

25 billion yen

ROE

8.5%

R&D/
Personnel
investment

2 billion yen

Accumulated amount from FY2019
to 2023

Payout ratio(during the period of theManagement Reform Plan)

23

Prospect of 40%

Uses of Cash Flow Between FY2019 and FY2023
The Company will return a total of 15 billion yen to its shareholders by making a total of 30 billion yen
capital/personnel investment and implementing appropriate M&A, with an aim to achieve 135 billion yen
sales/8.5% ROE in the fiscal year 2023.

Resources to maximize shareholder value
Operating cash flow
21.5 billion yen

Cash-in from sale of NFT shares
15 billion yen

Investment
StructuralreformexpensesCapital investment

3 billion yen

25 billion yen

Cash-on-handShareholder returnR&D/
personnel
investment
2 billion yen

Dividend (including special dividend)
M&A
15 billion yen

In the next fiscal year, the Company plans to pay three billion yen of special dividends during
a period up to the payment of interim dividends which eliminate the impact on the TOB, in
addition to regular dividends at the same level as this fiscal year.
24

Contact for inquiries

Contact for inquiries concerning IR- Toshiba Machine Co., Ltd., Corporate Strategy Department- E-mail: keieikikaku@toshiba-machine.co.jp

25

“Shibaura” is where everything started.

We support Japan and the world through our customers.
This spirit of manufacturing at Shibaura remains unchanged
today.

TOSHIBA MACHINE CO.,静岡県沼津市大岡2068-3〒410-8510LTD.
2068-3, Ooka, Numazu-shi,
Shizuoka-ken, 410-8510, JAPANTEL (055)926-5006(055)925-6560 URLURL:: http://www.shibaura-machine.co.jp/
TEL: 81-(0)55-926-5006
FAX:FAX
81-(0)55-925-6560
http://www.shibaura-machine.co.jp/