January 25, 2012NACHI-FUJIKOSHI CORP.

Contents

1. General overview of businessperformance
2. Account settlement for fiscal
2011 and Outline of Plan forfiscal 2012

2 to 78 to 25

䋱Results of fiscal 2011 and Plan for fiscal 2012

General overview ofbusiness performance(in 100 million yen)

Fiscal 2010
Results(Rate of increase)

Fiscal 2011
Results䋨䋫䋲䋵.䋳%䋩

Sales

䋨䋫䋲䋳.䋲%䋩

䋱,䋳䋴䋸

Fiscal 2012
Plan䋨䋫䋵.䋴%䋩

䋱,䋶䋶䋰

䋱,䋷䋵䋰

Operating profit(Ratio)(䋶.䋱%)

䋸䋲(䋸.䋸%)䋱䋴䋶(䋸.䋶%)䋱䋵䋰Current profit(Ratio)(䋴.䋸%)

䋶䋵(䋴.䋸%)䋱䋲䋹(䋷.䋷%)䋱䋳䋵Net profit of theterm
Dividend pershare䋵䋵

䋱䋰䋰

䋸䋰

4.0 yen

6.0 yen

6.0 yen䋲Transition of performance andMedium-term business objective

General overview ofbusiness performance

Operating profit (100 million yen)

Sales (100 million yen)

㪉㪃㪌㪇㪇

㪈㪏㪇

Salesᄁ਄㜞
Operating profit༡ᬺ೑⋉㪈㪍㪎㪈㪌㪌㪉㪃㪇㪇㪇㪈㪋㪍㪈㪌㪇㪈㪌㪇㪈㪊㪉㪉㪃㪈㪇㪇

㪈㪇㪇
㪈㪃㪌㪇㪇

㪈㪃㪇㪇㪇

㪈㪌㪌㪉㪃㪇㪋㪏㪎㪍㪊㪋㪈㪇㪇㪈㪃㪎㪌㪇

㪏㪉㪈㪃㪐㪊㪍㪈㪃㪍㪍㪇㪈㪃㪊㪋㪏㪈㪃㪏㪍㪎㪊㪏

㪉㪇㪇

㪈㪃㪇㪎㪌

㪈㪃㪎㪍㪇

㪌㪇

㪈㪃㪌㪏㪏
㪈㪃㪋㪎㪉
㪌㪇㪇

㪈㪃㪋㪍㪍
㪈㪃㪊㪊㪐

㪇

䂦㪊㪉
㪇

䂦㪌㪇

㪇㪈

㪇㪉

㪇㪊

㪇㪋

㪇㪌

㪇㪍

㪇㪎

㪇㪏

㪇㪐

㪈㪇

㪈㪈

㪈㪉

㪈㪊
䋳

General overview ofbusiness performance

Medium-term business policy

1. Expanding the emerging countries markets- Structure business bases in the Chinese
market2. Create new commodities and newbusinesses- Expand the products lineup
3. Strengthen and foster human resources䋴

Making the emerging countries
markets to play the role of an engine
Sales (100 million yen)㪏㪇㪇䂾Transition of sale to emerging countries
Central and North Americaਛධ☨
Ratio to the೨ᦼᲧ
previousterm

East Europe᧲᰷India and Middle and Near East䍐䍻䍢䍼䍃ਛㄭ᧲

Ratio to the೨ᦼᲧ
previousterm

ASEAN and Oceania䍏䍜䍏䍻䍃䍓䍜䍏䍤䍏㪍㪇㪇

䋫32%
471
䋨28%䋩

East Asia᧲䍏䍚䍼䍏Chinaਛ࿖㪋㪇㪇

General overview ofbusiness performance

320300(17%)
RatioᲧ₸(16%)

365(18%)

䋫14%535
䋨31%䋩
Aiming toincrease thecomposition ratioof emerging
countries to over35%ᣂ⥝࿖ᄁ਄᭴ᚑ
35䋦⿥䈻370(28%)251(23%)

(16%)

㪉㪇㪇㪇
䋰䋶䋰䋷䋰䋸䋰䋹䋱䋰䋱䋱䋱䋲䋲䋰䋱䋳ᐕ2013
䋵

Upgrading and expanding business basesin the emerging countries markets

General overview ofbusiness performance

Chinese market(1) Strengthen the business structure(i) Augment the local sales staff
Current 100 persons o
200 persons(ii) Upgrade and expand the sales
and servicing bases
A new production base in Jiangsu (Rendering)(2) Strengthen the local production structure(i) Newly construct a core production base
A plant site has been acquired in Jiangsu
o Construction work to be started in June 2012
Completion and start of production planned to occur in January 2013
Production items: Hydraulic equipment (for automobiles, construction
machinery and industrial machinery), industrial tools, etc.
(ii) Extend existing bearing-manufacturing plants (in Shanghai and Dongguan)
䋶Expand the products lineup

General overview ofbusiness performanceSuper-high speed robot“SRA Series”
䂾 The world’s highest-speed
Shorten the cycle time in theautomotive welding line by 30%

䂾 Space-saving size
The compact design enables theinstallation with a high-density plantlayout, reducing the installation areaand line to 2/3.

䂾 Energy-saving
The weight has been reduced by 20%,
reducing the power consumption by 15%.
䋷䋸Outline of 2011 consolidated account settlement

2011 Results(in 100 million yen)

Fiscal 2010
Results (A)Sales

Fiscal 2011
Results (B)䋱,䋳䋴䋸Increase/Decrease(percentage)(B) – (A)䋱,䋶䋶䋰(䋫䋲䋳.䋲%)䋫䋳䋱䋲

Operating profit(䋶.䋱%)

䋸䋲(䋸.䋸%)䋱䋴䋶 (䋫䋷䋷.䋶%)䋫䋶䋳Current profit(䋴.䋸%)

䋶䋵(䋷.䋸%)䋱䋲䋹 (䋫䋹䋸.䋷%)䋫䋶䋴Extraordinaryprofit

䋱䋲

䋰

䂦䋱䋱

Extraordinaryloss䋲䋷䋫䋴Net profit of theterm䋵䋵䋱䋰䋰(䋫䋸䋰.䋱%)䋫䋴䋴䋹Financial data

2011 Results(in 100 million yen)

Fiscal 2010
Results (A)Collective assets

Fiscal 2011
Results (B)䋱,䋷䋰䋵Accounting capital

Increase/Decrease(percentage)(B) – (A)

䋱,䋷䋹䋷

䋫䋹䋲

䋨䋳䋰.䋵%䋩䋵䋱䋹 䋨䋳䋲.䋴%䋩

䋵䋸䋱

䋫䋶䋲

(0.9 fold)䋶䋳䋹 (0.7 fold)䋵䋵䋷䂦䋸䋲

Capacity investment

䋵䋷䋱䋰䋱

䋫䋴䋴

Allowance fordepreciation

䋹䋲

䋹䋵䋫䋲

䋵,䋴䋹䋱

䋵,䋶䋴䋵

䋫䋱䋵䋴

䋸䋹 yen䋱䋲䋱 yen䋸䋱 yen䋱䋱䋲 yenYen value increased by
8 yen per dollar
Yen value increased by9 yen per Euro(Capital-to-assets ratio)

Interest-bearing
liabilities (Net D/E ratio)

Number of employees
and officers
Foreign exchange rates(US dollar)(Euro)

䋱䋰

Sales by regions and market areas
100 millionyen䋱㪃䋵䋰䋰

䂾Sales by regions

䋱,䋶䋶䋰䂾Sales by market areas

Europe 䋸䋳 䋫䋴䋴.䋲%䋱,䋳䋴䋸

America 䋱䋵䋹 䋫䋱䋱.䋴%Europe 䋵䋷

America 䋱䋴䋳䋱㪃䋰䋰䋰

Asia 䋳䋹䋷Japan 䋱,䋰䋱䋹 䋫䋲䋱.䋱%䋵䋰䋰Fiscal 2010
Results

Energyinfrastructure
䋲䋰䋲Industrial
machinery /Market sales䋴䋶䋴

Asia 䋳䋰䋴Japan 䋸䋴䋱䋰

䋫䋳䋰.䋴%

䋱,䋳䋴䋸

Fiscal 2011
Results

Automobiles
䋶䋸䋲Fiscal 2010
Results

2011 Results
䋱,䋶䋶䋰Energyinfrastructure䋲䋸䋵䋫䋴䋱.䋱%

Industrial
machinery /Market sales䋵䋹䋵䋫䋲䋸.䋲%

Automobiles䋷䋸䋰䋫䋱䋴.䋴%

Fiscal 2011Results䋱䋱Sales by business categories (Machinery and tools)2011 Results(in 100 millionyen)(in 100 millionyen)

Tools

Machine tools

RobotsRatio to theprevious term䋫䋲䋱.䋹%

㪊㪈㪏

㪊㪈㪉

Ratio to theprevious term䋫䋵䋶.䋷%

㪉㪌㪎
㪉㪈㪈

Ratio to theprevious term䋫䋴䋷.䋱%

㪈㪐㪉㪈㪌㪌



㪈㪍㪈

㪈㪇㪊

㪈㪊㪌
㪈㪉㪊
㪍㪌


08 09 10 201108 09 10 2011㪎㪇08 09 10 2011
䋱䋲Sales by business categories (Parts and other items)(in 100 millionyen)

2011 Results(in 100 million yen)

Bearings Ratio to theHydraulicequipment

previous term
䋫䋹.䋴%Others㪍㪐㪍㪍㪋㪈㪌㪏㪍㪋㪌㪈

Ratio to theprevious term䋫䋲䋷.䋸%

㪊㪎㪊㪊㪈㪋



Ratio to theprevious term䋫䋳䋵.䋷%

㪉㪋㪌㪈㪐㪊

㪈㪌㪇

㪈㪍㪐
㪐㪉


08 09 10 11 201208 09 10 11 2012㪈㪈㪇08 09 10 11 2012
䋱䋳Sales and operating profits by business segments 2011 Results(in 100 million yen)

Fiscal 2010
Results (A)Fiscal 2011
Results (B)Increase/Decrease(%)(B)䋭(A)

Machinery andtools businessSales䋵䋵䋴(䋳䋶.䋹%)

䋱䋴䋹䋴䋴

(8.4 fold)䋳䋹䋹䋵䋶(䋱䋴.䋸%)

䋱䋲䋳䋷䋹

䋨䋲䋳.䋴%䋩䋱䋵䋱䋵䋰(䋳䋵.䋷%)䋳䋹䋲䋲

䋨䋷䋸.䋱%䋩䋹䋱,䋶䋶䋰(䋲䋳.䋲%)䋳䋱䋲䋨䋸.䋸%䋩 䋱䋴䋶䋨䋷䋷.䋶%䋩

䋶䋳

䋴䋰䋴

Operating profit

䋨䋱.䋳%䋩

䋵䋨䋸.䋱%䋩

Parts business
Sales

䋸䋳䋲

Operating profit

䋨䋷.䋷%䋩

䋶䋴

䋨䋸.䋳%䋩

Other businesses
Sales

䋱䋱䋰

Operating profit

䋨䋱䋱.䋴%䋩

Total sales䋱䋲䋨䋱䋵.䋰%䋩䋱,䋳䋴䋸

Total operating profits

䋨䋶.䋱%䋩

䋸䋲

Factors for increase/decrease in operating profits
100 millionyen䋱䋴

2011 Results(Increase in profits: (Decrease in profits:15.5 billion yen)
9.1 billion yen)䋲䋴䋰Effect of exchange rates 䂦䋱䋹
Cost cutting, etc.

䋫䋳䋴

Rise of raw material prices 䂦䋱䋵䋲䋰䋰
Increase in fixed costs, etc. 䂦䋵䋷䋱䋶䋰Improvementof capacity
utilization

Fiscal 2011䋫䋱䋲䋱䋱䋲䋰

+ 6.4 billion yen

Fiscal 2010
䋸䋰䋱䋴䋶
䋴䋰

䋸䋲䋰

䋱䋵

䋱䋶

2012 Plan

Plan for fiscal 2012

(in 100 million yen)

Fiscal 2011
Results (A)Fiscal 2012
Plan (B)

䋱,䋶䋶䋰

Sales

Increase/Decrease(percentage)(B) – (A)䋱,䋷䋵䋰(䋫䋵.䋴%)

䋫䋸䋹

Operating profit(䋸.䋸%)

䋱䋴䋶(䋸.䋶%)䋱䋵䋰(䋫䋲.䋴%)䋫䋳Current profit(䋷.䋸%)

䋱䋲䋹(䋷.䋷%)䋱䋳䋵(䋫䋴.䋵%)䋫䋵

Extraordinary
profit䋰䋰䂦䋰Extraordinaryloss䋷䋰䂦䋷Net profit of theterm䋱䋰䋰䋸䋰(䂦䋲䋰.䋱%)䂦䋱䋹䋱䋷Financial data

2012 Plan(in 100 million yen)

Fiscal 2011
Results (A)Collective assets

Fiscal 2012
Plan (B)

Increase/Decrease(percentage)(B) – (A)䋱,䋷䋹䋷䋱,䋹䋸䋰䋫䋱䋸䋲䋨䋳䋲.䋴%䋩䋵䋸䋱䋨䋳䋲.䋷%䋩 䋶䋴䋷䋫䋶䋵(0.7 fold)䋵䋵䋷(0.7 fold) 䋶䋷䋰䋫䋱䋱䋲

Capacity investment

䋱䋰䋱

䋱䋵䋰

䋫䋴䋸

Allowance fordepreciation

䋹䋵䋹䋸

䋫䋲

䋵,䋶䋴䋵

䋵,䋸䋵䋰䋫䋲䋰䋵䋸䋱 yen䋱䋱䋲 yen䋷䋵 yen䋱䋰䋵 yenYen value increased by
6 yen per dollar
Yen value increased by
7 yen per Euro

Accounting capital(Capital-to-assets ratio)

Interest-bearing
liabilities (Net D/E ratio)

Number of employees
and officers
Foreign exchange rates (US dollar)(Euro)

䋱䋸

Trends of order receipts, sales and backlog
demands by quarter terms
Order receipts, sales andฃᵈ䊶ᄁ਄䊶ᵈᱷbacklog demands㩿ం౞㪀(100million yen)Great East JapanEarthquake᧲ᣣᧄᄢ㔡ἴ

Flood disasterin䉺䉟᳓ኂ
Thailand䂯㪋㪍㪐 䂯㪋㪊㪈

㪌㪇㪇
BacklogᵈᱷdemandsSalesᄁ਄㜞Orderฃᵈreceipts㪋㪌㪇㪋㪇㪇

㪋㪊㪈㪊㪏㪐㪊㪐㪋㪋㪈㪎

㪊㪌㪉

㪋㪇㪉

㪊㪊㪎㪊㪌㪇

㪊㪊㪐

㪉㪏㪋

㪊㪇㪇

2012 PlanProspects㸢⷗ㅢ䈚㪊㪎㪍㪊㪋㪌㪉㪌㪇㪉㪌㪇㪉㪎㪇㪉㪇㪇㪉㪈㪍㪉㪏㪍㪉㪊㪍㪈㪌㪇㪈㪇㪇㪈㪍㪈㪈㪍㪎㪌㪇㪇㪊㪨㪋㪨

2009㪈㪨㪉㪨2010

㪊㪨㪋㪨㪈㪨㪉㪨2011㪊㪨㪋㪨㪈㪨

2012

㪉㪨䋱䋹

2012 Plan

Sales by regions and market areas
䂾Sales by regions
100 millionyen䋱㪃䋵䋰䋰

䂾Sales by market areas

䋱,䋷䋵䋰

䋱,䋶䋶䋰

Europe 䋸䋵Europe 䋸䋳

America 䋱䋶䋵

䋫䋱.䋸%
䋫䋳.䋲%

America 䋱䋵䋹䋱,䋶䋶䋰Energyinfrastructure䋲䋸䋵Asia 䋴䋵䋰 䋫䋱䋳.䋱%Asia 䋳䋹䋷

Industrial
machinery /Market sales䋵䋹䋵䋱㪃䋰䋰䋰

Japan 䋱,䋰䋱䋹

Japan 䋱,䋰䋵䋰 䋫䋳.䋰%Fiscal 2011
Results

Fiscal 2012
Plan

䋵䋰䋰

Automobiles䋷䋸䋰䋱,䋷䋵䋰

Energyinfrastructure䋳䋲䋰䋫䋱䋲.䋳%

Industrial
machinery /Market sales
䋶䋱䋰

䋫䋲.䋵%

Automobiles
䋸䋲䋰

䋫䋵.䋱%

䋰

Fiscal 2011
Results

Fiscal 2012
Plan

䋲䋰

Sales by business categories (Machinery and tools) 2012 Plan(in 100 millionyen)(in 100 million yen)ToolsRatio to theprevious term䋫䋱䋲.䋵%

㪉㪐㪇㪊㪈㪉

Machine tools㪊㪈㪏
Ratio to theprevious term
䂦䋶.䋷%㪉㪌㪎

Robots㪉㪈㪈
Ratio to theprevious term䋫䋶.䋲%㪈㪐㪉 㪈㪏㪇㪈㪌㪌㪈㪍㪈㪈㪇㪊 㪈㪈㪇㪈㪊㪌㪈㪉㪊㪍㪌㪎㪇


08 09 10 11 201208 09 10 11 201208 09 10 11 2012
䋲䋱Sales by business categories (Parts and other2012 Planitems)(in 100 million yen)(in 100 million yen)

Ratio to the
Bearings previousterm䋫䋴.䋴%㪍㪎㪇
㪍㪐㪍㪍㪋㪈Hydraulicequipment㪌㪏㪍

Ratio to theprevious term
䋫䋸.䋲%㪋㪌㪈㪊㪎㪊

㪊㪈㪋



Others㪊㪋㪇

Ratio to theprevious term
䋫䋶.䋷%㪉㪋㪌㪈㪐㪊㪈㪌㪇 㪈㪍㪇㪈㪍㪐㪐㪉
08 09 10 11 201208 09 10 11 2012㪈㪈㪇08 09 10 11 2012
䋲䋲Sales and operating profits by business segments 2012 Plan(in 100 million yen)

Fiscal 2011
Results (A)Fiscal 2012
Plan (B)

Increase/Decrease(%)(B)䋭(A)

Machinery andtools business
Sales
Operating profit䋵䋵䋴䋨䋸.䋱%䋩

䋴䋴

䋨䋷.䋸%䋩

䋵䋸䋰(䋫䋴.䋷%)䋫䋲䋵䋴䋵䋨䋫䋰.䋱%䋩䋫䋰䋱,䋰䋱䋰

(䋫䋵.䋶%䋩䋫䋵䋳䋸䋲䋨䋫䋳.䋷%䋩䋫䋲䋱䋶䋰(䋫䋶.䋷%)

䋫䋹䋲䋳

䋨䋫䋲.䋵%䋩䋫䋰䋱,䋷䋵䋰

(䋫䋵.䋴%)

䋫䋸䋹䋱䋵䋰

䋨䋫䋲.䋴%䋩䋫䋳Parts business
Sales
Operating profit䋹䋵䋶䋨䋸.䋳%䋩

䋷䋹

䋨䋸.䋱%䋩

Other businesses
Sales
Operating profit䋱䋵䋰䋨䋱䋵.䋰%䋩

Total sales
Total operating profits䋲䋲䋨䋱䋴.䋴%䋩

䋱,䋶䋶䋰
䋨䋸.䋸%䋩

䋱䋴䋶䋨䋸.䋶%䋩

䋲䋳Factors for increase/decrease in operating profits 2012 Plan
100 millionyen(Increase in profits:6.5 billion yen)䋲䋰䋰

Cost cutting,etc.
䋫䋳䋰(Decrease in profits:6.2 billion yen)

Increase in fixed
costs and sales
administrative
expenses䂦䋲䋷
Decline of selling
prices 䂦䋵

Improvementof capacity
utilization
䋫䋳䋵

Fiscal 2011
Results䋱䋵䋰Raw material
prices䂦䋱䋵

Fiscal 2012
Plan

Effect ofexchange rates
䂦䋱䋵+300 million yen

䋱䋵䋰

䋱䋴䋶䋰
䋲䋴

Aiming at the Medium-term business objective

2012 Plan

Operating profit (100 million yen)

Sales (100 million yen)㪉㪃㪌㪇㪇㪉㪇㪇Salesᄁ਄㜞
Operating profit༡ᬺ೑⋉㪈㪍㪎㪈㪌㪌㪉㪃㪇㪇㪇㪈㪌㪇㪈㪌㪌㪈㪋㪍㪈㪌㪇㪈㪊㪉㪈㪇㪇㪈㪃㪌㪇㪇㪈㪃㪇㪇㪇㪊㪋㪈㪃㪐㪊㪍㪈㪃㪍㪍㪇㪈㪃㪊㪋㪏㪈㪃㪏㪍㪎㪊㪏㪈㪇㪇㪈㪃㪎㪌㪇㪏㪉㪉㪃㪇㪋㪏㪎㪍㪈㪃㪇㪎㪌㪈㪃㪎㪍㪇㪌㪇㪈㪃㪌㪏㪏㪈㪃㪋㪎㪉㪌㪇㪇㪈㪃㪋㪍㪍㪈㪃㪊㪊㪐㪇䂦㪊㪉㪇䂦㪌㪇㪇㪈㪇㪉㪇㪊㪇㪋㪇㪌㪇㪍㪇㪎㪇㪏㪇㪐㪈㪇㪈㪈㪈㪉㪈㪊䋲䋵㪿䌴䌴䌰㪑㪆㪆㫎㫎㫎㪅㫅㪸㪺㪿㫀㪄㪽㫌㫁㫀㫂㫆㫊㪿㫀㪅㪺㫆㪅㫁㫇㪆The future business prospects, business plans and other matters described inthis document have been worked out based on certain assumptions including
the current economic environment, business policy and other factors.
Please understand, therefore, that the actual business performance can bedifferent from this prospective performance due to various factors including
fluctuations in demands and exchanges.