TOKYO KEIKI Vision 2030&
Medium-term Business Plan

June 10, 2021

The forward-looking statements contained in this material reflect the management’s assumptions based on currently
available information as of the date of announcement. Future changes in business environment and other factors may
therefore cause differences with the actual situation.
©TOKYO KEIKI INC. All Rights ReservedIndex
1. TOKYO KEIKI Vision 2030

2. Medium-term Business Plan

©TOKYO KEIKI INC. All Rights Reserved21. TOKYO KEIKI Vision 2030

About the creation of the TOKYO KEIKI Vision 2030
TOKYO KEIKI celebrated the 125th anniversary of our founding in May 2021.
Long before the birth of concepts like SDGs and ESG, our Group has engaged in business with anunderlying mission of contributing to the realization of a safe and secure society, and has maintained
a commitment to resolving the problems of society. TOKYO KEIKI has pioneered numerous
businesses in Japan and we now boast a top share in multiple business domains. We also have along history of being a pioneer in Japan for workplace environment development and employee
welfare and benefits.

Serving as pioneers and accepting the challenge of resolving the problems of society;
That is TOKYO KEIKI’s DNA.
Thus far, we have largely focused on expanding our share of domestic markets. However, we will use
our 125th anniversary and our commitment to the SDGs as an opportunity to shift into a stage of
pursuing sustainable growth and long-term improvement in our corporate value by becoming a top
business for niche global markets. To achieve this growth, we created the TOKYO KEIKI Vision for2030. This Vision reaffirms the Group heritage that has guided us since our founding and outlines aplan for sustainable growth for the next 50 years and beyond.
As part of the reorganization of Tokyo Stock Exchange market categories and TOPIX, we chose totransfer to the Prime Market with the goal of being included in the new TOPIX index. We will maintainthe level of governance expected of a company listed on the Prime Market and will embrace themission of making continuous improvements to our corporate value as we strive to contribute to theformation of a sustainable society and the development of a digital society.
©TOKYO KEIKI INC. All Rights Reserved3

1. 東京計器ビジョン2030
TOKYO KEIKI Vision

Our Mission
Apply our proprietarymeasurement, recognition, andcontrol technology towards therealization of a safe, kind society

Our Vision
Use our unique technology to resolve societal issues related
to global security and contribute to the realization of asustainable society

Our Values
The value we uphold as the key toachieving our mission and realizing
our vision

Never-ending Challenge©TOKYO KEIKI INC. All Rights Reserved41. TOKYO KEIKI Vision 2030
Strategy scenario for achieving the TOKYO KEIKI Vision 2030
To realize our vision, we identified management issues facing the Group and the issues
society is projected to face in 2030 in order to outline business strategy and strategy forstrengthening our foundation.
 Domains for strengthening businessWe will strengthen five business domains to resolve societal issues through our main operations.

 Strategy for new business

P.11

To strengthen those five business domains, we will identify, select, and develop new businesses as
growth drivers.

 Strategy for existing business

P.12

P.16

For existing business, we will achieve the targets of our three-year medium-term business plan by
expanding business domains, promoting globalization, and continuously strengthening existing
business. Furthermore, we will engage in backcasting to achieve our medium- and long-term
strategy.

 Strengthening our foundation

P.13

We will strengthen three core areas by reforming into a corporate culture that enables us to achieve
our targets.

 Engaging in high-level management

P.14

We will engage in sustainability management, ROIC management, and DX initiatives to implement
corporate strategies, including our organizational strategy, human resource strategy, financial
strategy, information strategy, and external alliance strategy.
©TOKYO KEIKI INC. All Rights Reserved51. TOKYO KEIKI Vision 2030
Overview of TOKYO KEIKI Vision for 2030
Further increasing corporate value through the sustainable creation of economic value and social value
Management
resources(input)Management
philosophy
Financial
capitalGroup businesscreationenvironment
Manufacturing
capitalTokyoKeiki's
DNA▸Mission▸Vision▸ValueProjections forsociety in 2030

Intellectual
capitalHuman senses▸Measurement▸Cognition▸ControlMedium-term management policy

Societal issues
to resolve
through ourmainoperations

Financial
capitalNew growth
drivers
Manufacturing
capitalConsolidation

Nine coretechnologies

HumancapitalManagement
resources(outcomes)

Group value creation through 2030

Current
management
issuesFivebusinessdomains tostrengthen

Existing
businesssegments

Strengthen three core areas
Engage in high-level management

Intellectual
capitalHumancapitalSustainability policy©TOKYO KEIKI INC. All Rights Reserved61. TOKYO KEIKI Vision 2030
Further increasing corporate value through the sustainable creation of economic value and social value
Management
resources(input)Management goals through 2030

Financial
capitalGroup businesscreationenvironment
Manufacturing
capitalTokyoKeiki's
DNA▸Mission▸Vision▸ValueMedium-term management policy

Societal issues
to resolve
through ourmainoperations

Projections forsociety in 2030

Intellectual
capitalHumancapitalHuman senses▸Measurement▸Cognition▸ControlFinancial
capitalNew growth
drivers
Manufacturing
capitalConsolidation

Nine coretechnologies

 Growth: Consolidated net sales of 100 bn yen or moreManagement
resources(outcomes)

Group value creation through 2030

Management
philosophy

Fivebusinessdomains tostrengthen

Current
management
issuesExisting
businesssegments

Strengthen three core areas
Engage in high-level management

Intellectual
capitalHumancapitalSustainability policy

 Profitability: Consolidated operating profit of 10 bn yen or more
Consolidated operating margin of 10% or higher
Return on equity (ROE) of 10% or higher
 Corporate value: Market capitalization 50 bn yen or more

Identify, incorporate,and develop growth
drivers

Existing businesses

42.9 bn yen
FY2021

Growth drivers

FY2023©TOKYO KEIKI INC. All Rights Reserved

Corporate value

Achieving consolidated net sales of
100 bn yen or more

FY20307

1. TOKYO KEIKI Vision 2030
Further increasing corporate value through the sustainable creation of economic value and social value
Management
resources(input)Growth investments through 2030

Financial
capitalGroup businesscreationenvironment
Manufacturing
capitalTokyoKeiki's
DNA▸Mission▸Vision▸ValueProjections forsociety in 2030

Intellectual
capitalHuman senses▸Measurement▸Cognition▸ControlMedium-term management policy

Societal issues
to resolve
through ourmainoperations

Financial
capitalNew growth
drivers
Manufacturing
capitalConsolidation

Nine coretechnologies

HumancapitalManagement
resources(outcomes)

Group value creation through 2030

Management
philosophy

Current
management
issuesFivebusinessdomains tostrengthen

Existing
businesssegments

Strengthen three core areas
Engage in high-level management

Intellectual
capitalHumancapitalSustainability policy

Manufacturing
capital Capital expenditures:- 40 bn yen over 10 years (11.6 bn yen over past 10 years)- Add/expand production facilities- DX-related investments

 Aggressively engage in domestic and overseas M&A

Intellectual
capital R&D expenses:- 40 bn yen over 10 years (26.4 bn yen over past 10 years)- Focus investments on growth drivers
 Alliances with external institutions and corporations

Human capital Expand and diversify human resources Foster female managers and executives
 Expand hiring of foreign nationals©TOKYO KEIKI INC. All Rights Reserved81. TOKYO KEIKI Vision 2030
Further increasing corporate value through the sustainable creation of economic value and social value
Management
resources(input)Five domains to strengthen business

Financial
capitalGroup businesscreationenvironment
Manufacturing
capitalDefining the five domains to strengthen business based on
projections for society in 2030

TokyoKeiki's
DNA▸Mission▸Vision▸ValueProjections forsociety in 2030

Intellectual
capitalHuman senses▸Measurement▸Cognition▸ControlMedium-term management policy

Societal issues
to resolve
through ourmainoperations

Financial
capitalNew growth
drivers
Manufacturing
capitalConsolidation

Nine coretechnologies

HumancapitalManagement
resources(outcomes)

Group value creation through 2030

Management
philosophy

Current
management
issuesFivebusinessdomains tostrengthen

Existing
businesssegments

Strengthen three core areas
Engage in high-level management

Intellectual
capitalHumancapitalSustainability policy

Projections for society in 2030
 Global sharing and pursuit of SDGs
 Diversification and advancement of sensor functions applicable for use in AI, IoT, and big data Advancement of clean energy revolution
 Full-scale development of aerospace business Advancements in software technology in the mobility domain

Societal issues to resolve through our main operations：5 domains to strengthen
Building thefuture byserving as a key
player in AI andICT revolution

Protecting the
globalenvironment©TOKYO KEIKI INC. All Rights Reserved

Advancingmobility-basedsociety

Overcoming
problem of lowbirth rates andpopulation aging

Ensuring asecure andhealthy society

91. TOKYO KEIKI Vision 2030
Further increasing corporate value through the sustainable creation of economic value and social value
Management
resources(input)Business domains to strengthen and existing businesses

Financial
capitalGroup businesscreationenvironment

We will select growth driver candidates with a focus on
strengthening existing businesses and technology

Manufacturing
capitalIntellectual
capitalHumancapitalMarine Systems Business

Inspection Systems
business

Hydraulics andPneumatics Business

Defense & Communications
Equipment Business

Railway Maintenancebusiness

Domain to strengthen
Building the future byserving as a key player
in AI and ICT revolution

Protecting the global
environment

Related existing businesses

TokyoKeiki's
DNA▸Mission▸Vision▸ValueProjections forsociety in 2030

Medium-term management policy

Societal issues
to resolve
through ourmainoperations

Human senses▸Measurement▸Cognition▸ControlFinancial
capitalNew growth
drivers
Manufacturing
capitalConsolidation

Nine coretechnologies

Fluid Measurement
Equipment Business

Management
resources(outcomes)

Group value creation through 2030

Management
philosophy

Current
management
issuesFivebusinessdomains tostrengthen

Existing
businesssegments

Strengthen three core areas
Engage in high-level management

Intellectual
capitalHumancapitalSustainability policyCore technologies
Microwave technology

Gyro technology
Ultrasonics technology
Hydraulics technology

Advancing mobility-basedsociety
Overcoming problem of
low birth rates andpopulation aging
Ensuring a secure andhealthy society©TOKYO KEIKI INC. All Rights Reserved

Precision machining
technology
Image processing
technology
Inertial sensor technology
Software technology
Information technology
101. TOKYO KEIKI Vision 2030
Further increasing corporate value through the sustainable creation of economic value and social value
Management
resources(input)New growth drivers

Financial
capitalGroup businesscreationenvironment

We will select growth driver candidates with a focus on
strengthening existing businesses and technology

Manufacturing
capital

Building the futureby serving as a key
player in AI and ICT
revolution

Protecting the global
environment

TokyoKeiki's
DNA▸Mission▸Vision▸ValueProjections forsociety in 2030

Intellectual
capitalHumancapitalHuman senses▸Measurement▸Cognition▸ControlMedium-term management policy

Societal issues
to resolve
through ourmainoperations

Financial
capitalNew growth
drivers
Manufacturing
capitalConsolidation

Nine coretechnologies

Business domains to strengthen

Management
resources(outcomes)

Group value creation through 2030

Management
philosophy

Current
management
issuesFivebusinessdomains tostrengthen

Existing
businesssegments

Strengthen three core areas
Engage in high-level management

Intellectual
capitalHumancapitalSustainability policy

Advancing mobilitybased society

Overcoming problem
of low birth rates andpopulation aging

Ensuring a secureand healthy society

Growth driver candidates
Candidates

Background of candidates

Edge AI businessIn response to industry changes driven by the shift to an AI society, we will develop our basetechnology for machine learning into Edge AI in order to overcome societal issues related to lowbirth rates and population aging.

Hydrogen &energy businessWe will develop products related to hydrogen stations to resolve environmental issues towards
achieving carbon neutral in a mobility-based society.

Aerospacebusiness

Backed by our track record as a microwave device manufacturer for the aviation and aerospaceindustry, we will contribute to the realization of a secure society through our business related toutilizing satellites in existing business markets.

Railway businessWe will expand our existing rail line maintenance business to resolve problems related to therailway safety and security and the issue of low birth rates and population aging by conducting lowlabor infrastructure inspections.

Life sciences-We will expand the use of microwave and plasma applied technology in the medical and hygiene
sectors to contribute to secure societies and the healthy lifestyles of people.
-We will expand on the human activity domain that combines reality and virtual reality to increase
security, safety, health, and comfort in an age of low birth rates and population aging.

©TOKYO KEIKI INC. All Rights Reserved

111. TOKYO KEIKI Vision 2030
Further increasing corporate value through the sustainable creation of economic value and social value
Management
resources(input)Strategy for existing business

Financial
capitalGroup businesscreationenvironment
Manufacturing
capital

Backcasting-driven medium andlong-term business strategy

Three-year medium-termbusiness

TokyoKeiki's
DNA▸Mission▸Vision▸ValueProjections forsociety in 2030

Intellectual
capitalHuman senses▸Measurement▸Cognition▸ControlMedium-term management policy

Societal issues
to resolve
through ourmainoperations

Financial
capitalNew growth
drivers
Manufacturing
capitalConsolidation

Nine coretechnologies

HumancapitalManagement
resources(outcomes)

Group value creation through 2030

Management
philosophy

Current
management
issuesFivebusinessdomains tostrengthen

Existing
businesssegments

Intellectual
capitalStrengthen three core areas
Engage in high-level management

Human
capitalSustainability policy

Enhancing existing business based on domains for strengthening business
Building the futureby serving as a key
player in AI and ICT
revolution

Protecting the global
environment

Business segments

Advancing mobilitybased society

Overcoming problem
of low birth rates andpopulation aging

Ensuring a secureand healthy society

Key points of business enhancement

Marine Systems
Business

Resolve societal issues related to safety, energy conservation, labor-saving, and environment
measures by developing business and products for autonomous and unmanned vessels, anddeveloping technology for energy-saving ship maneuvering that contribute to reductions ingreenhouse gasses.

Hydraulics andPneumatics BusinessContribute to the advancement of a mobility-based society and energy shifts by developing facilities
for hydrogen stations and developing pump systems for EV/FCV construction machinery.

Fluid Measurement
Equipment BusinessContribute to secure lifestyles by measuring, monitoring, and managing fluid with a focus on flood
prevention fields such as rivers and ponds.

Defense &Communications
Equipment Business-In the private sector, we will engage in the AI & ICT revolution by developing microwave products
for the semiconductor market and equipment related to smart agriculture.
-In the public sector, we will contribute to security by engaging in R&D for equipment used in nextgeneration fighters.

Other BusinessFor railway maintenance, we will advance the commercialization of next-generation products that
contribute to safe transportation.

©TOKYO KEIKI INC. All Rights Reserved

121. TOKYO KEIKI Vision 2030
Strengthen three core areas
To achieve our vision, we have identified three core areas to strengthen
for developing human resources as the source of competitiveness andpromoting company-wide changes in awareness regarding organizational
reforms.

Strengthen three core areas
Issues concerning developing the personnel who serve as the source of our competitiveness andissues related to organizational reforms

Promoting open
innovation with partners
who share our vision of
the future

Creating a motivating andpioneering culture

Solicit workplaceinnovation

Strategic use of external
resources

Reforming into an HR
system that encourages
a challenging spirit

Promote future-oriented
improvement activities-In addition to in-housedevelopment of knowhow in new
domains, we will aggressively
incorporate external resources-Adopt an HR evaluation systemthat rewards challenges
towards aspiration to reform intoa culture that embraces neverending challenges-Expand on improvement activities
as an opportunity for personnel
development that sees each
employee embrace individual
challenges and work towards
innovation-Investments in open innovation©TOKYO KEIKI INC. All Rights Reserved

131. TOKYO KEIKI Vision 2030
Engage in high-level management
Sustainability management
 In June 2021, we established the Sustainability Committee to serve as the organization that oversees
and evaluates companywide sustainability efforts. We also created the Sustainability Office to serve as
corporate staff for promoting Group-wide sustainability management.
 We will implement ESG-oriented management, including responding to the TCFD by ascertaining
climate change risks and opportunities, drafting strategy, and managing efforts.

ROIC management
 We will adopt ROIC management to measure the earning potential and capital efficiency of each business.
Adopting ROIC will enable us to simultaneously improve ROE and streamline our balance sheet.
 Through ROIC management, we will optimize our business portfolio and achieve sustainable growth. Striving for
ROE that exceeds cost of shareholder’s equity, we adopted WACC comparison (ROIC>WACC) as a performanceindicator.

 We will establish KPI for the individual performance indicators outlined on the ROIC tree and are reforming into a
corporate culture that realizes that workplace goal achievement by all employees will lead to the achievement ofmanagement goals.

DX initiatives
 We will promote DX to ensure the effective use of internal and external data in order to enhance data-driven
management and increase our ability to predict the future.
 We will optimize workflow processes by upgrading backbone systems to increase the real-time nature of our datacollection and accelerate management decisions.
 We will improve production efficiency by engaging in smart manufacturing driven by IoT.
©TOKYO KEIKI INC. All Rights Reserved

14

Index
1. TOKYO KEIKI Vision 2030

2. Medium-term Business Plan

©TOKYO KEIKI INC. All Rights Reserved15

2. Medium-term Business Plan
Position of the medium-term business plan within
the Tokyo Keiki Vision for 2030
The medium-term business plan for the three-year period
beginning from FY2021 is a medium- and long-term
strategy that uses backcasting to achieve our 10-year goals.
This plan period represents the phase in which we
strengthen our core and solidify our foundation, and identify,
select, and develop new growth drivers.
Three-year Mediumterm Business Plan

FY2021

Strengthening our coreand solidifying our
foundation

FY2030 Consolidated net sales:
100 bn yen
 Consolidated operating profit:
10 bn yen Consolidated operating margin:
10%
 ROE: 10%

Basic policies of the medium-term business plan
Act as market leader by developing proprietary productsthat deliver high value and contribute to the SDG agenda.
Drive revenue through practices that contribute to safety
and the environment, and moreover, serve stakeholders bydelivering sustainable growth and enhancing enterprisevalue in the medium to long term.
©TOKYO KEIKI INC. All Rights Reserved(1) Expand business areas(2) Promote globalization(3) Sustainably Strengthen
existing business16

2. Medium-term Business Plan
Financial strategy/policies
Achieve an optimal capital structure by minimizing capital costs, providing optimal shareholder
returns, and increasing capital efficiency while also further justifying our strategies to shareholders.

 Growth investments:
Rapidly identify growth domains and conduct investments based on priority

 Shareholder returns:
Consider balance between growth investments and financial platform while adopting an optimal
shareholder returns policy based on an optimal capital structure Reduce cash conversion cycle (CCC):
Improve cash flow by accelerating turnover for inventory assets and receivables

 Reduce cross-shareholdings:
Focus on capital costs while advancing the reduction of cross-shareholdings to increase cash generation
capabilities in order to expand on investments for sustainable growth

Human resource strategy/policies
For the Group to achieve sustainable growth, we will secure personnel who can drive reform andinnovation. We will also establish a new HR system that helps strengthen our core.
 Workstyle reform and appropriate labor management
 HR system reform and response to diverse workstyles
 Review of evaluation system Securing personnel: Hiring of global personnel, women, foreign nationals, persons withdisabilities, and mid-career workers
 HR development: Talent management©TOKYO KEIKI INC. All Rights Reserved172. Medium-term Business PlanThree-year Business Plan from the fiscal year ended March 31, 2022
(FY2021)[Consolidated Net Sales](Million yen)

©TOKYO KEIKI INC. All Rights Reserved18

2. Medium-term Business PlanThree-year Business Plan from the fiscal year ended March 31, 2022
(FY2021)[Consolidated profits and Management indicators](Million yen)

©TOKYO KEIKI INC. All Rights Reserved192. Medium-term Business PlanThree-year Business Plan by Segment[Consolidated Operating Profits][Consolidated Net Sales](Million yen)

(Million yen)

19/3

20/3

21/3

22/3

23/3

24/3

19/3

20/3

21/3

22/3

23/3

24/3

■Others

3,667

3,283

2,924

3,200

4,300

4,000

573

464

330

250

810

690

■Defense &communications
Equipment

16,90919,264

16,281

14,50017,00018,500

525

931

537

290

710

1,230

■FluidMeasurement
Equipment

4,101

3,745

4,003

4,300

4,500

4,700

845

545

647

460

420

490

■Hydraulics
and Pneumatics

13,064

12,05010,351

12,10012,10012,800

118

△223

△424

330

320

740

■MarineSystems

8,949

9,094

8,522

8,900

9,500

9,700

456

233

246

150

400

510

(Million yen)

©TOKYO KEIKI INC. All Rights Reserved*Operating profits before adjustment

202. Medium-term Business Plan
Marine Systems Business[Net sales](Million yen)

Business plan Increase short-term market share Over the medium- and long-term, work on resolving societal
issues related to safety, energy conservation, labor-saving, andenvironmental measures
 Develop products and businesses for autonomous andunmanned vessels

 Technology development for energy-saving shipmaneuvering that contributes to reducing greenhouse gases

Measures[Operating profit](Million yen)

 New shipbuilding market:
Secure profits by increasing share and reducing costs for mainstay
products (autopilot PR-9000, gyrocompass) Existing vessels market:
 Expand equipment upgrade business, expand sales of ECDIS,
etc., develop new products for existing vessels, and expand
aftercare services
 Secure profits through cost reductions, and sales of high-valueadded options
 Overseas markets (China):
Expand sales of compact gyrocompass, mid-sized autopilot forinland shipping and fishing vessels in China©TOKYO KEIKI INC. All Rights Reserved21

2. Medium-term Business Plan
Hydraulics and Pneumatics Business[Net sales](Million yen)

Business plan
 Develop equipment for hydrogen stations and pump systems for
EV/FCV construction machinery as a business that contributes tothe realization of a decarbonizedMeasures Construction machinery market:
 Develop series of high-pressure hydraulic equipment(piston pumps, etc.)
 Release IoT-compatible electronic devices
 Expand sales of the above strategic products to domestic andChinese markets
 Domestic and overseas molding machine market:[Operating profit](Million yen)

 Expand sales of low-noise direct drive pump control systems andlarge-capacity, high-speed response cartridge servo valves,
highly competitive products with excellent energy conservation
performance Expand sales of small and medium-sized solenoid directional
valves featuring enhanced international competitiveness Hydraulic equipment: Expand sales to general industrial machinery market and service
business Develop and produce products that lead to greenhouse gas
reductions, including the high-pressure gas equipment business(equipment for hydrogen stations, etc.)©TOKYO KEIKI INC. All Rights Reserved222. Medium-term Business Plan
Fluid Measurement Equipment Business[Net sales]

Business plan

(Million yen)

 Expand sales of system projects, develop strategic products,
and strengthen human resources

Measures Domestic public sector:

 Resolve societal issues such as flood control measures for
torrential rains and the flooding of rivers and ponds: Expand
sales of water level measuring systems for disaster prevention
markets that incorporate non-contact water-level gauges formonitoring floods from rivers and inland water Effective use of water resources in the water and sewage
market: Expand sales of high-accuracy ultrasonic flowmeters[Operating profit](Million yen) Private sector:
 Expand market share of microwave level gauges for plants
 Capture replacement demand for docking support systems
 Overseas markets:-Use Vietnam office to achieve sales and technical support for
dealers in Southeast Asia region
 Fire extinguishing systems market:
 Make social contributions by providing fire extinguishing systems
that protects human life and property
 Focus on vertical parking lots and dangerous objects/equipment
markets. Promote gas cylinder valve inspection and repair.

©TOKYO KEIKI INC. All Rights Reserved

 Promote effective use of halon gas to prevent global warming23

2. Medium-term Business Plan
Defense & Communications equipment Business[Net sales]

Business plan

(Million yen)

 Public sector:
Product development and proposals for new equipment for nextgeneration
fighters
 Private sector:

Product development for both agricultural machinery related tosmart farming and applications for semiconductor production
equipment

Measures Public sector:[Operating profit](Million yen)

 Defense equipment: Product proposals for new equipment suchas next-generation fighters Maritime traffic equipment: Expand sales to overseas markets of
new models of solid-state radars for marine monitoring that
contribute to safe marine transportation

 Private sector:
 Inertial sensor and applied equipment: Continue to develop andexpand sales of automatic steering assist devices for agricultural
machinery that contribute to efficiency in agriculture Communications & control equipment: Product development that
anticipates two to three years ahead, such as expanding
applications for microwave amplifiers for semiconductor
production equipment beyond etching equipment©TOKYO KEIKI INC. All Rights Reserved

2. Medium-term Business Plan
Others (Railway maintenance / Inspection Systems)[Net sales](Million yen)

Business plan
 Inspection Systems business:
 Expand market share of gravure printing market, for which
we boast a top share in Japan, centered on the P-CAP V6
print quality inspection system
 Promote globalization by internet-based overseas marketing,including virtual exhibitions and web pages
 Railway maintenance business:[Operating profit](Million yen)

 R&D and launch to market for next-generation strategic
products that promote safety and security for railway
transportation
 Create new inspection services©TOKYO KEIKI INC. All Rights Reserved

25

©TOKYO KEIKI INC. All Rights Reserved