FY2024–2026 Medium-term Business Plan

May 10, 2024
(Securities code: 7721)
1

1. Review of Previous Medium-term Business Plan

Contents
1. Review of Previous Medium-term Business Plan (FY2021–2023)

2. Positioning of FY2024–2026 Medium-term Business Plan
3. FY2024–2026 Medium-term Business Plan

©TOKYO KEIKI INC. All Rights Reserved

21. Review of Previous Medium-term Business Plan

Evaluation of Achievements of Basic Policies under Previous Medium-term Business Plan
Position of three-year medium-term business plan in TOKYO KEIKI Vision 2030

The phase in which we strengthen our core and solidify our foundation, as well as identify, incorporate, and develop growth drivers[Basic policies]

Expand business areas

Promote globalization

Sustainably strengthen
existing businesses[Achievements][Evaluation]

 Hydraulics andPneumatics Business• Manufactured compression packages for hydrogen filling stations and developedhydrogen-related products.

 Defense &Communications
Equipment Business• Expanded sales of straight-line assistance for agricultural vehicles.
• Received order for components for loading on small satellites and establishedsmall-satellite assembly system.

 Hydraulics andPneumatics Business• Further utilized a subsidiary in Vietnam to expand production items of hydraulicequipment.

 Fluid Measurement
Equipment Business• Developed microwave level gauges and flowmeters aimed also at overseas markets.

 Marine Systems Business• Expanded sales of new-type ECDIS (electronic chart display and information
systems).
• Participated in a project to develop fully autonomous ships.

 Fluid Measurement
Equipment Business• Expanded sales of microwave level gauges for food-product market.

 Defense &Communications
Equipment Business• Established system to increase production in response to increase in defenserelated orders.
• Increased sales of accelerometers in seismic isolation market.

 Others• Brought track diagnosis support system to market

 Research• Developed HRG (hemispherical resonator gyroscope).

: Good: Satisfactory

Expanded sales of products
for new markets.

The number of products foroverseas markets that saw
expanded sales was small.

Expanded sales of existing
technologies and products.

©TOKYO KEIKI INC. All Rights Reserved

31. Review of Previous Medium-term Business Plan

Review of Management Indicators
 Figures were lower than targeted due to stagnation of business activities and high costs caused by the spread of
COVID-19, higher resource prices, and difficulties in obtaining components/materials.
 Increases in profits lagged behind increases in net sales, making improvement of profitability our top priority.
 Our market valuation increased in FY2023, but the task of enhancing return on capital and efficiency remained.
Initial target
ActualNet sales (Million yen)

FY2021

Profitability

FY2022

Formulated new medium-term Business
Plan to resolve issues (from p.10)

Operating profit margin
ROE

Operating profit (Million yen)

FY2023

FY2021

FY2022

FY2023

FY2021

FY2022

FY2023

Final-year (FY2023) targets

Final-year (FY2023) actualMarketvaluation

As of March 31, 2023

As of March 31, 2024

Net sales¥49.4 bn

¥47.2 bn

Stock price¥1,215¥2,719OperatingprofitOperatingprofit margin¥3.50 bn

¥2.77 bn

PBR

0.61

1.21

7.1 %

5.9 %

7.5 %

6.5 %

ROE

Shareholder
returns

Plan to increase dividend for third straight year

©TOKYO KEIKI INC. All Rights Reserved

41. Review of Previous Medium-term Business Plan

Review by Segment
Upper graphs: net sales, Bottom graphs: operating profit and operating profit margin (million yen)
Marine Systems
Hydraulics and Pneumatics
Fluid Measurement Equipment

Defense & Communications
Equipment

Others

Initial target
ActualOperating profit margin

FY2021

FY2022

FY2023

FY2021

FY2022

FY2023

FY2021

FY2022

FY2023

FY2021

FY2022

FY2023

FY2021

FY2022

FY2023

FY2021

FY2022

FY2023

FY2021

FY2022

FY2023

FY2021

FY2022

FY2023

FY2021

FY2022

FY2023

FY2021

FY2022

FY2023Thanks to the resurgence of the
shipbuilding and shipping
markets, as well as thedepreciation of the yen, bothsales and operating profit
significantly exceeded targets.

Due to the COVID-19 pandemic,
high resource prices, and aslump in the markets of business
partners, both sales andoperating profit missed targets.
However, there were signs ofimprovement in profit margins.

Sales were on target.
Operating profit exceeded thetarget thanks to changes in the
product mix.

Due to sluggishness in thecommunication & control
equipment business, which had
been expected to see growth,both sales and operating profit
missed targets.

In the railway maintenancebusiness, due to a delay in thetiming of sales of large-scale
projects, both sales andoperating profit missed targets.

Future: Secure profits even if the
yen appreciates

Future: Improve profit margins
by expanding sales of high-valueadded products and reducing
cost-of-sales ratios

Future: Implement measuresthat will lead to medium- tolong-term growth

Future: Continue to invest in
growth in the communication &control equipment business.
Respond to orders received in the
defense business

Future: Increase productvariation to generate stableprofits©TOKYO KEIKI INC. All Rights Reserved52. Positioning of FY2024-2026 Medium-term Business Plan

Contents
1. Review of Previous Medium-term Business Plan (FY2021–2023)

2. Positioning of FY2024–2026 Medium-term Business Plan
3. FY2024–2026 Medium-term Business Plan

©TOKYO KEIKI INC. All Rights Reserved62. Positioning of FY2024-2026 Medium-term Business PlanTOKYO KEIKI Vision 2030
Management Philosophy

Sustainability Policy

It is the mission of our Company and our Group tocontribute to society, with a focus on our business ofleveraging electronics and other advanced technology tocreate products that embody functions of human senses:
measurement, cognition, and control.

Through our creative technologies in measurement,
cognition, and control, the TOKYO KEIKI Group aims torealize a sustainable society and enhance our value as anenterprise over the medium to long term while earning
public trust.

Our Mission

Our Vision

Our Values

Apply our proprietary measurement,
recognition, and control technology tosupport society
In a variety of global niche top
businesses, contribute to thedevelopment of stakeholders

Relentlessly taking onchallenges©TOKYO KEIKI INC. All Rights Reserved7

2. Positioning of FY2024-2026 Medium-term Business Plan

Positioning FY2024–2026 Medium-term Business Plan in TOKYO KEIKI Vision 2030
FY2024-2026
Medium-term Business
Plan

Previous Medium-term
Business Plan
Strengthen our core andsolidify our foundation
Identify, incorporate, anddevelop new growth drivers

Leap toward growth Strengthen our core andsolidify our foundation
through backcasting based on
medium- to long-term
strategies to achieve our
FY2030 targets.
 Identify, incorporate, anddevelop new growth drivers.

 Steadily grow existing
businesses and improve
profitability.
 Generate earnings fromgrowth drivers.
 Develop new products andnew markets for existing
businesses.
 Leverage M&A.

2027–2030
TOKYO KEIKI Vision 2030
management goals
Net sales¥100 bn
Operating profit

Growth drivers

Operating profit
margin10%

Existing businesses

FY2021

FY2023

FY2024¥10 bnROE

10%

FY2026©TOKYO KEIKI INC. All Rights Reserved

83. FY2024-2026 Medium-term Business Plan

Contents
1. Review of Previous Medium-term Business Plan (FY2021–2023)

2. Positioning of FY2024–2026 Medium-term Business Plan
3. FY2024–2026 Medium-term Business Plan

©TOKYO KEIKI INC. All Rights Reserved

93. FY2024-2026 Medium-term Business Plan

Overview of Medium-Term Business Plan
Leap toward growth

Activity phase

For this new phase, in order to shift to a stage where we aim for sustainable growth and medium- to long-term enhancement of enterprisevalue, we have modified our basic policies to focus not only on expanding sales but also on expanding profits.
In addition, another of our basic policies will be to bolster the foundation for improving profit margins and expanding sales.

Basic policies(1) Improve profitability(2) Expand business areas

Enterprise-wide managementof profitability assessment
based on management
indicators(ROIC monitoring andbusiness portfolio analysis)With a focus on generating earnings
from growth drivers:
 Continued development of new
products, tapping of new markets,and diversification
 M&A and open innovation from a
global perspective(3) Strengthen businessfoundation

Key strategies
 Financial strategies for improving
capital efficiency
 Sustainability management basedon ESG initiatives
 Digital transformation (DX)©TOKYO KEIKI INC. All Rights Reserved

103. FY2024-2026 Medium-term Business Plan

Basic policy (1) Improve Profitability
Management
indicators

 Three-year net sales were estimated based on the heavy backlog of orders received in the Defense & Communications Equipment
Business against the backdrop of increases in the government's defense budget.
 Aim for record-high profits. (Current record net sales: ¥68.18 bn in FY1991, Current record operating profit: ¥3.85 bn in FY2007)

Net sales (Million yen)

Operating profit (Million yen)

FY2021 FY2022 FY2023 FY2024 FY2025 FY2026

Profitability

Operating profit margin
ROE

FY2021 FY2022 FY2023 FY2024 FY2025 FY2026

FY2021

FY2022 FY2023

FY2024FY2024FY2025

FY2026

Net sales¥57.3 bn

¥58.3 bn¥60.3 bn

Operating profit¥3.56 bn

¥3.87 bn

¥4.81 bn

Operating profit margin

6.2 %

6.6 %

8.0 %

ROE

7.5 %

7.1 %

8.4 %

FY2025 FY2026©TOKYO KEIKI INC. All Rights Reserved

113. FY2024-2026 Medium-term Business Plan

Basic policy (1) Improve Profitability
Utilization of ROIC and business portfolio analysis
 After identifying the “earning power” of each business unit and analyzing the level of return on capital and the growth potential ofeach business, explore management strategies for the businesses.
 Based on these studies, conduct business more efficiently and aim to improve profitability to realize the TOKYO KEIKI Vision 2030.

Business
divisionsManagement
Consideration andimplementation of
measures to improvebusiness activities

Monitoring

Earnings
maximization
Analysis of returns on capitaland growth potential of
businesses using the ROIC
metricBusiness portfolio analysis

Recommendations for
improving businessefficiency©TOKYO KEIKI INC. All Rights Reserved

123. FY2024-2026 Medium-term Business Plan

Basic policy (2) Expand Business Areas
Monetization of growth drivers
 Activity policy: Continue to identify, incorporate, and develop growth drivers, and promote sales of commercialized products
Growth drivers

Progress in FY2021–2023

Planned activities in FY2024–2026

Edge AI business Launched internal project and started taking action toward commercialization.
 Exhibited at various trade shows and gave lectures to raise profile.

 While raising awareness by exhibiting at trade shows, increase numberof partner companies and aim to achieve commercialization as soon as
possible.

Hydrogen & energy
business Launched internal project and started taking action toward commercialization.
 Exhibited at various trade shows and gave lectures to raise profile.
 To promote collaboration with external parties, started joint research withAIST (National Institute of Advanced Industrial Science and Technology) on ahigh-pressure hydrogen production device that uses formic acid.
 Promoted collaboration with external parties in development of compressors.
 Continued to deliver compressors for conventional large-scale hydrogen filling
stations.

 Plan to start deliveries of small hydrogen compression packages, forwhich orders have already been received, in June 2025.
 Exhibit newly developed compact hydrogen filling system at trade shows
to raise awareness and expand sales.
 Have the Hydraulics and Pneumatics Business supply compressors.

Aerospace business Supplied microwave devices for use in small SAR satellites.
 Completed preparation of facility for assembly of small satellites.

 Establish small satellite assembly business.
 Pursue collaboration with space-related startups.
 Have the Defense & Communications Equipment Business handle theexpansion of the Aerospace business.

Railway business Moved forward with development of labor-saving products such as carmounted equipment, and delivered first track diagnosis support system.
 Started developing new railway maintenance inspection equipment in
anticipation of market expansion.

 Continue to search for areas for potential development in field of railway
maintenance.

Life science business Continued to explore market.
 Conducted research on microwave applied equipment.

 Continue to explore market.
 Aim to contribute in new ways in environmental field, e.g., chemical
processes.
©TOKYO KEIKI INC. All Rights Reserved

133. FY2024-2026 Medium-term Business Plan

Basic policy (3) Strengthen Business Foundation
Financial strategies for improving capital efficiency
 Make more efficient use of assets by improving cash conversion cycle (CCC)
Shorten inventory turnover period
Inventory turnover period:

219.4 days (as of March 31, 2024)
Inventory turnover period has lengthened due to increase ininventory

Shorten trade receivables turnover period

Measures Continue to ensure stable procurement ofcomponents/materials.
 Achieve company-wide inventory reduction by maintaining
appropriate inventory levels.

 Take action to shorten accounts receivable turnover period.

 Continue to reduce cross-shareholdings
Ratio of cross-shareholdings to net assets:

Approx. 8.9% (valuation as of March 31, 2024)
All cross-shareholdings in four companies have been soldand cross-shareholdings in three companies have been
reduced.

 Continue to reduce with aim of improving asset efficiency.

©TOKYO KEIKI INC. All Rights Reserved

14

3. FY2024-2026 Medium-term Business Plan

Basic policy (3) Strengthen Business Foundation
Cash allocation (FY2024–2026)
 Make investments that contribute to sustainable growth and provide stable shareholder returns by not only allocating cash flow from operating
activities (operating CF) but also utilizing debt.
Cash allocation policy In line with the expansion of our business, particularly the Defense Business, actively invest in growth and strengthening our core businesses.
 Continue to pay stable dividends.
 Conduct business operations with aim of improving capital efficiency.

Working capital etc.

Debt utilization
Investment for
growth andInvestment in corebusiness
Operating CF, etc.
before R&D cost

¥21.2 bn

Incl. R&D cost of¥9.6 bn¥20.6 bn
Shareholder returns
Cash inflows
3-year total

Investment for growth Capital investment for new businesses
 R&D
 Investment in growth drivers (hydrogenbusiness etc.)
 Strategic investment (M&A etc.)

Next medium-term plan (FY2027-2029)
 Plan to continue to make investmentsthat contribute to sustainable growthand provide stable shareholder returns.
 Expect operating CF to exceed
investments.

Investment for core business Replacement of aging equipment
 Infrastructure development (for DX etc.)
 Strengthening of human capital
Shareholder returns
 Stable and progressive dividends Flexible share buybacks

Cash outflows
3-year total©TOKYO KEIKI INC. All Rights Reserved

153. FY2024-2026 Medium-term Business Plan

Basic policy (3) Strengthen Business Foundation
Sustainability management based on ESG initiatives
Materialities(priority tasks)

Provision of Products That Solve
Social Issues
ActionRealization of Environmentally
Conscious Society

Enhancement of Supply Chain
Management

VisionActivities

 Leverage shift toward decarbonization tocreate new business opportunities.

 Endeavor to reduce greenhouse gas (GHG) emissions.
 Reduce Scope 1 and 2 emissions.
 Endeavor to utilize renewable energy.
 Reduce environmental impact via EMS (environmental
management system).

 Secure robust supply chains.
 Co-exist and co-prosper with suppliers.

 Engage with suppliers.
 Calculate Scope 3 emissions and determine reduction
targets.

Support for the Activities of a Diverse
Workforce Recruit and promote talent regardless of
attributes.
 Provide opportunities for a diverse range of
personnel to thrive.
 Create comfortable working environments.

 Overhaul personnel systems.
 Empower women.
 Adapt to diverse workstyles.

Provision of Products That Solve Social Issues

 Develop new businesses and new products.
 Provide products in existing businesses.
 Pursue R&D that leads to resolution of social
issues.

 Create new businesses and products based on potential
growth drivers.
 Expand markets through development of new products
within existing businesses.

 Boost enterprise value to amplify mutual gains
with stakeholders.
 Pursue sound, transparent, efficient, and agile
corporate management.

 Monitor information used in communication withstakeholders.
 Continue working to improve the effectiveness of theBoard of Directors.
 Oversee sustainability management via the Sustainability
Committee.
16©TOKYO KEIKI INC. All Rights Reserved

E: Environment
Realization of Environmentally Conscious
Society

S: Social
Enhancement of Supply Chain Management

G: GovernanceSupport for the Activities
of a Diverse Workforce

 Build healthy, smooth relationships throughdialogue with stakeholders.
 Ensure transparency through appropriate
disclosure of corporate information.
 Enhance corporate value through initiatives formaterialities (priority tasks).

3. FY2024-2026 Medium-term Business Plan

Business Plan by Segment
 Anticipate higher net sales and operating profit in the Defense & Communications Equipment Business to drive company's overall growth.
 Expect to see stable net sales and operating profit in businesses other than the Defense & Communications Equipment Business.
 Focus on R&D investment and securing human resources to accomplish goals of TOKYO KEIKI Vision 2030.
Net sales (Million yen)

Operating profit (Million yen)
OthersDefense &Communications

OthersDefense &Communications

Fluid
Hydraulics andPneumatics

Fluid
Hydraulics andPneumatics
MarineMarineFY2021

FY2022

FY2023

FY2024FY2025

FY2021

FY2026FY2022

FY2023

FY2024FY2025

FY2026FY2021

FY2022

FY2023

FY2024FY2025

FY2026FY2021

FY2022

FY2023

FY2024FY2025

FY2026■ Others

2,966

3,718

3,517

4,400

4,500

4,700

250

675

502

540

580

770

■ Defense &Communications

13,884

14,765

16,185

25,10025,00026,200

312

(94)

362

1,350

1,450

1,940

■ Fluid

4,432

4,452

4,772

4,900

5,100

5,200

915

527

733

610

590

570

■ Hydraulics andPneumatics

11,526

11,658

11,675

11,50012,00012,400

(115)

(268)

273

360

590

810

■ Marine

8,700

9,700

11,016

11,40011,70011,800

388

565

1,006

810

850

910

41,51044,29647,16657,30058,30060,300

1,635

1,312

2,768

3,560

3,870

4,810

Total

©TOKYO KEIKI INC. All Rights Reserved173. FY2024-2026 Medium-term Business Plan

Business Plan by Segment
Marine Systems
Business Although shipbuilding capacity will not increase rapidly, net sales are expected to rise over the medium to long term as
demand for vessels looks set to climb going forward.
 Focus on R&D investment and securing human resources.

Net sales (Million yen)

FY2021

FY2022 FY2023 FY2024 FY2025 FY2026

Market trends
 Era of large-scale shipbuilding expected to arrive
against backdrop of construction of substitute ships
and pursuit of carbon neutrality.
 Rise of high-performance marine gyrocompasses
made in China.
 Medium- to long-term shipping market themes:
Emergence of autonomous vessels as means ofconserving energy, saving labor, and operating safely
and stably.

Operating profit (Million yen)

FY2021

Operating profit margin

FY2022 FY2023 FY2024 FY2025 FY2026

Business policies
 Maintain and build on top shares of marine
gyrocompass and autopilot markets.
 Develop new markets with new products thatpush beyond boundaries of navigational
instruments.
 Establish development system ahead ofdevelopment of autonomous vessels.

FY2021 FY2022 FY2023 FY2024

FY2025 FY2026

Key measures
 Product technology evolution and expansion:• Prepare for era of large-scale shipbuilding: Strengthen costcompetitiveness, expand product lineup, and digitally transform(DX) operations.
• Conceptualize autonomous vessel technology.
 Human resources development for sustainable growth:• Produce innovators, global leaders, and executives.
• Run workshops and conduct kaizen activities in workplaces to
produce experts.
©TOKYO KEIKI INC. All Rights Reserved18

3. FY2024-2026 Medium-term Business Plan

Business Plan by Segment
Hydraulics andPneumatics Business Improve operating profit margin by expanding sales of high-value-added products.
 Restructure production plants and reduce cost ratios.

Net sales (Million yen)

FY2021

FY2022 FY2023 FY2024 FY2025 FY2026

 In the machine tool market, overseas demand, e.g.,in the West and China is falling, but domestic
demand is on the rise.
 In the construction machinery market, demand is
expected to remain at high levels for the second
consecutive year.
 Advent of a hydrogen-based society as part ofpursuit of carbon neutrality.

Operating profit (Million yen)

FY2021

FY2022 FY2023 FY2024

Operating profit margin

FY2025 FY2026

FY2021

FY2022

FY2023

FY2024 FY2025 FY2026

Business policies

Key measures Strengthen existing businesses and revive earning
power.
 Take on challenge of leveraging new technology tocreate businesses.
 Pursue total cost reduction by optimizing production
structure.
 Increase profitability with high-value-added products.
 Advance Hydrogen & Energy business.

 Improving profitability of equipment for industrial machinery:• Employ select-and-focus approach to markets and optimize
selling prices.
• Pursue production automation and labor-saving.
• Expand Vietnam plant and transfer production to it.
 Develop and bring to market electronics for construction
machinery.
 Sell small hydrogen filling stations in addition to hydrogencompressors.
©TOKYO KEIKI INC. All Rights Reserved

19

3. FY2024-2026 Medium-term Business Plan

Business Plan by Segment
Fluid Measurement
Equipment Business Implement measures that will lead to medium- to long-term growth while securing stable earnings.

Net sales (Million yen)

FY2021

Operating profit (Million yen)

FY2022 FY2023 FY2024 FY2025 FY2026

FY2021Market trends

FY2022 FY2023 FY2024 FY2025 FY2026
Business policies

Operating profit margin

FY2021 FY2022 FY2023 FY2024

FY2025

FY2026

Key measures

Measuring
instruments

 While there is replacement demand due to aging
water infrastructure, the extent of this demandvaries as facilities are also being consolidated or
shut down as the declining population is leading
to wide-area cooperation in the provision of water
services.
 Increase in river flooding and seriousness ofwater-related disasters due to climate change.

 Secure sales and profits in public-sector
market.
 Expand sales in private-sector market andoverseas markets.

 Expand sales of high-value-added products such as
high-precision ultrasonic flowmeters.
 Develop and bring to market new types of flowmeters
and level gauges.
 Expand overseas market share by improving
distribution networks.

Fire extinguishingsystems Demand for gas cylinder valve inspections has
peaked.

 Expand sales by winning orders for large-scale
projects.

 Develop human resources and strengthenorganizational capabilities to handle large-scale
projects.
©TOKYO KEIKI INC. All Rights Reserved203. FY2024-2026 Medium-term Business Plan

Business Plan by Segment
Defense & Communications
Equipment Business Respond to orders received in the defense business and conduct R&D for the future.
 In the communication and control equipment business, continue to invest in growth as earnings stabilize.

Net sales (Million yen)

FY2021

Operating profit (Million yen)

FY2022 FY2023 FY2024 FY2025 FY2026

FY2021

FY2022 FY2023 FY2024 FY2025 FY2026

Operating profit margin

FY2021

FY2022

FY2023

FY2024FY2025 FY2026

Market trends

Business policies

Key measures

Defenseequipment The Ministry of Defense has announced that contracts
related to new projects required over the five years to
FY2027 will amount to ¥43.5 trillion.
 It is expected to disburse budgets for replacement
parts and repair projects, and to promote newdevelopment projects.

 Secure reliable production system to respondto increase in incoming orders, and expand
business fields through R&D and proposals for
new projects.

 Respond to Ministry of Defense's measures toimprove suppliers’ profits.
 Conduct R&D in new inertial sensors (FOG, HRG) anddevelop product offerings.
 Continue sales activities in preparation for entering
next-generation fighter market.

Marine traffic
equipment Marine traffic safety measures are being promoted
based on the Ministry of Land, Infrastructure,
Transport and Tourism's "Initiatives for Maritime
Safety Including Ship Traffic in the New Era (Fifth
Traffic Vision).

 Become manufacturer of vessel traffic service(VTS) radars and other products that provide
the world with safety and security in shipnavigation.

 Strengthen sales activities for SeaKu (VTS radar)overseas.
 Strengthen and expand VTS-related business in Japan.

Communicationand control
equipment Promotion of use of small satellite constellations tostrengthen national security.
 Due to labor shortages, there is a growing demand insociety for automation and labor-saving.

 Utilize core technologies to take on challenge
of developing new businesses and products.
 Enhance competitiveness of sensor technology
and contribute to advancement of smart
agriculture.

 Develop and expand Aerospace business, including
satellite assembly and satellite-mounted equipment.
 Expand sales related to smart agriculture throughdevelopment of new products for agricultural
machinery.
©TOKYO KEIKI INC. All Rights Reserved21

3. FY2024-2026 Medium-term Business Plan

Business Plan by Segment
Others (Printing inspection equipment and
Railway maintenance)
Net sales (Million yen)

FY2021

 In addition to securing stable earnings, aim to further increase revenues and profits.

Operating profit (Million yen)

FY2022 FY2023 FY2024 FY2025 FY2026

FY2021Market trends

FY2022 FY2023

FY2024

Operating profit margin

FY2025

FY2026FY2021 FY2022

Business policies

FY2023

FY2024FY2025 FY2026

Key measures

Railway
Maintenance Progress is being made with efforts to cut costs bydeveloping autonomous driving technology andstreamlining maintenance through digitalization andlabor-saving.

 Dig deeper into customer needs and pursue new
product development strategies.

 Develop new products and bring them to market.
 Expand sales of track diagnosis support systems.

Printing
Inspection
Equipment In the domestic market, labor shortages are becoming
more serious, and the need for inspection equipmentthat adds value through automation andstandardization of inspection processes is increasing.

 By applying AI technology to inspection equipment,
offer a product lineup that meets the needs ofcustomers at manufacturing sites.

 Expand distribution channels beyond gravure
flexible plastic material market.
 Develop and sell applied products such as bagmaking inspection equipment and plate
reconciliation systems.
©TOKYO KEIKI INC. All Rights Reserved

22

Cautionary Note

Cautionary Note on forward-looking information
The data and forecasts disclosed in this document are based on judgments and information available as of thedate of publication. They are subject to change due to various factors and do not guarantee future performanceor the achievement of the stated goals or forecasts. Additionally, the information contained herein may change
in the future without notice.
We assume no responsibility for any damages that may arise as a result of using this document.

For inquiries regarding this document:
TOKYO KEIKI INC. Corporate Communications OfficeTEL:

03-3730-7013

Inquiry form:

https://www.tokyokeiki.jp/e/webform_tokyokeiki_e.html

Web site :https://www.tokyokeiki.jp/©TOKYO KEIKI INC. All Rights Reserved

23