ANNUAL REPORT 2010
Year ended March 31, 2010

ANNUAL REPORT 2010
ProfileShibaura Mechatronics was established In 1939 as Shibaura Engineering Works Co., Ltd. Iinitially, our primary focus wason the motor business, but in 1998 we completed an ambitious restructuring from which we emerged as a producer ofmanufacturing equipment for LCDs, semiconductors and optical discs. At that time the company took on its present name,Shibaura Mechatronics Corporation. Guided by our management philosophy of “contribute to the achievement of an affluent life
by offering superior technology and services,” and inspired by our determination to be “the infrastructure provider for the digitalage,” we support an evolving social infrastructure by supplying manufacturing equipment for the production of essential electronic
components.

History
1932
Tokyo Electric Company

1939

1949

1991 1996

Oct.,1998

Tokyo Shibaura Electric Co., Ltd. (now, Toshiba Corporation)

Shibaura Engineering Works Co., Ltd.

(Industrial Mechatronics Business)

Toshiba Mechatronics Co., Ltd.
Semiconductor manufacturing

Toshiba Automation Co., Ltd. equipment and others
Manufacturing automation equipment

Shibaura Engineering Works Co., Ltd.
Electric motors

Tokuda Seisakusho Co., Ltd.
Vacuum equipment

Shibaura Engineering Works Co., Ltd.
Motors, flat panel displays manufacturing
equipment and others

Contents
Financial Highlights・ ・・・・・・・・・・・・・・・・・・01
To Our Shareholders・ ・・・・・・・・・・・・・・・・・・02
Financial Review・・・・・・・・・・・・・・・・・・・・・04
Business Overview・・・・・・・・・・・・・・・・・・・・08
Corporate Governance・ ・・・・・・・・・・・・・・・・・16
Forward-Looking Statements

CSR Activities・・・・・・・・・・・・・・・・・・・・・・20
Topics ・・・・・・・・・・・・・・・・・・・・・・・・21

This annual report contains forward-looking statements concerning Shibaura
Mechatronics' future plans, strategies and performance. These forward-looking
statements are not historical facts, rather they represent assumptions and beliefs
based on data currently available. Furthermore, they are subject to a numberof risks and uncertainties that, relate to economic conditions, worldwide mega-

Board of Directors・ ・・・・・・・・・・・・・・・・・・・22
Investor Information・ ・・・・・・・・・・・・・・・・・・23

competition in the electronics business, customer demand, foreign currency
exchange rates, tax rules, regulations and other factors. Shibaura therefore
wishes to caution readers that actual results may differ materially from our
expectations.

Financial Highlights
Year ended
March 31,2009

Year ended
March 31,2010

Year ended
March 31,
2010

(Millions of yen)(Thousands of U.S. dollars)(Note 1)

Consolidated￥

Net sales
Operating income (loss)
Net income (loss)
Total assets
Net assets￥ 49,013(1,462)(5,525)55,64918,87041,096		
(1,870)(1,752)52,658		
17,019		

$
		
		
		
		

(yen)

(20,096)(18,841)565,980
183,894(U.S. dollars)￥ (35.47)		

Net income (loss) per share

441,698￥ (111.80)(0.38)$(Millions of yen)(Thousands of U.S. dollars)

Non-consolidated
Net sales￥
Operating income (loss)		
Net income (loss)
Total assets
Net assets

33,161		

￥ 37,077(1,901)		
(1,588)(1,593)(4,060)45,774		
47,25915,085		
16,652￥(32.26)$356,415

		
		
		
		

(20,429)(17,132)
491,988
162,136(yen)

Net income (loss) per share(U.S. dollars)￥

Effective for the year ended March 31, 2007, net assets are presented based on the new accounting standard, "AccountingStandard for Presentation of Net Assets in the Balance Sheet" (Accounting Standards Board Statement No.5, 2005/12/9) and the"Implementation Guidance for the Accounting Standard for Presentation of Net Assets in the Balance Sheet" (Financial Standards
Implementation Guidance No.8, 2005/12/9).

Net Sales
75(¥Billions)

Net Income(¥Billions)

3.4
3.4

75

24 25
21

0.5
0.4

58
47 49
37

41
33

(¥Billions)

-1.0
-1.4

Net Income Per Share

19

10.9
8.6

17 17
15
-20.6
-27.9

-1.6
-1.8

-82.2

-4.1
'07

Consolidated

'08

'09

'10

'06

'07

'08

'09

-32.3
-35.5

-111.8

-5.5
'06

(¥)

67.6
66.5

25
21

(0.35)$

Note 1 : The U.S. dollar amounts in this report represent
translations of Japanese yen, for convenience only, at the rate of￥93.04 = U.S.$1.00, as of March 31, 2010.

28

66
59

Net Assets(82.17)

'10

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Non-consolidated

SHIBAURA MECHATRONICS CORPORATION
Annual Report 201001

To Our Shareholders

Consolidated results for the fiscal year to March 2010
In the aftermath of the global financial crisis that began
in the fall of 2008, manufacturers of electronic products
everywhere have felt the impacts of inventory adjustments
and reduced investment in plant and machinery. In the fiscal
year to March 2010, Shibaura Mechatronics’ operating
results reflected this reality, with year-on-year sales revenue
16% lower at 41.1 billion yen, an operating loss of 1.9 billion
yen and deterioration in our net loss to 1.8 billion yen. In
consideration of these business results, we have decided,with regret, to suspend both the interim and full-term
dividend payments.
Although we were unable to return to the black over the fullyear, we managed to return to profit in the second half ofthe year, on the strength of progress in improving the grossprofit ratio and bringing down the breakeven point, resulting
in an operating profit of 200 million yen and a net profit of
100 million yen.

Looking Ahead
Shibaura Mechatronics Group provides manufacturing
equipment for the production of key technologies forelectronic components, such as the semiconductors andflat panel displays integrated into personal computers (PCs)and flat-panel TVs, and manufacturing equipment for the
production of optical discs such as Blu-ray discs.
Since the second half of 2009, demand for PCs and flat

02

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2010

-panel TVs has expanded, carried forward by economic
recovery in emerging countries such as China, which has
encouraged manufacturers of semiconductors and flat panel
displays to reconsider their investment plans for plant andmachinery. While there are concern that a sudden increasein production by those companies may upset the balance
in demand and supply, we nonetheless expect to see an
expansion in demand for semiconductors and flat panel
displays. Demand will be driven by electronics companies
launching products that cater to new applications that
stimulate demand for items like 3D TVs and sophisticatedsmart phones, as well as for new types of multi-function
tablet PCs.
Manufacturing these new applications will require newtechnologies. Shibaura Mechatronics Group is in the happy
position of providing equipment that makes broad use ofstate-of-the-art edge technology in the field of these new
applications.
In parallel with the launch and popularization of these new
application products, we will not rest contented: instead, we
will make every effort to improve our abilities for innovationin the manufacturing equipment where we expect to see
demand growth.
Moreover, as a measure against global warming, we expect
the global expansion in demand for clean energy will create
growth in the photovoltaic (PV) cell market. Looking ahead,
we also anticipate increased investment activity in equipment
for rechargeable batteries for hybrid and battery-powered
vehicles. By using the high precision bonding technology,

To Our Shareholders

SHIBAURA MECHATRONICS CORPORATION
President and Chief Executive Ofﬁcer

Kenji Minami

laser processing technology and vacuum technology that wehave cultivated in fields such as semiconductors, flat panel
displays and optical discs, Shibaura Mechatronics Group is
positioned to provides manufacturing equipment in highly
anticipated fields of environmental engineering, in such areas
as PV cells and rechargeable batteries. From now on, we
will engage in diverse product development for the battery
industry.

CSR Management
Up until now Shibaura Mechatronics Group has been
engaged in providing semiconductor, flat panel display andoptical disc makers with manufacturing equipment, andas such we have played a part in the production of those
products. It is widely recognized that the increased use of
semiconductors, flat panels and optical discs has made ourlives much more convenient and helped to enrich society—and I think Shibaura Mechatronics has been able to make adefinite contribution to this. Looking to the future, I believethat we have the corporate social responsibility to contribute
further to society by taking the manufacturing technologies
that we have cultivated through our current businesses into
the fields of the environment and energy.

to electrical appliances, and flat panel displays andsemiconductors, and the wider manufacturing equipment
industry, are no exception to this. One change is that
manufacturing, including for the electric-appliance industry,
is shifting from Japan to overseas. Also, and particularly
in Asia, we have seen the emerging or new manufacturing
equipment makers.
This kind of change impacts our group’s businessenvironment. How we respond to it and how we overcome
this difficult situation will define our next stage of growth.
We must strive to listen to the voices of our customers
across the world, think about what our clients reallyneed, develop products that create value and provide
good services. I also want to make progress in improving
the quality of our work and strengthening our costcompetitiveness, so that we can meet the expectations of
our customers to the full, both in the domestic market andoversees.
As we move forward, I hope we may continue to rely on
the support and encouragement of our shareholders andinvestors.
October 2010
Kenji Minami
President and Chief Executive Officer

Turning toward new developments
Following the global financial crisis, change is ripplingthrough the business environment for industries related

SHIBAURA MECHATRONICS CORPORATION
Annual Report 201003

Financial Review
Business at a Glanceyen (against a 5,524 million yen net loss for the previous
fiscal year).
Although Shibaura Mechatronics Group recorded a full-term
deficit in the year ending March 2010, the Group did return aprofit in the second half, with net sales of 23,243 million yen,operating income of 185 million yen, ordinary income of 299
million yen, and net income of 124 million yen.

The business environment in the fiscal year ending March2010 showed signs of economic recovery, with an increasein exports to Asia and a recovery in production. However,
future prospects continued to be unclear due to theunending bleak employment situation and continued excess
capacity.
In Shibaura Mechatronics Group’s business environment,a rise in demand for end products, among them LCD
TVs, PCs and PDAs, triggered the recommencement of
capital investment by our major customers in the LCD,
semiconductor and battery manufacturing industries, a shiftthat led to a recovery in orders.
In these circumstances, the Group consolidated activities
aimed at winning orders, implemented measures that
included cuts in fixed costs, and endeavored to strengthen
m a n a g e m e n t b y re v i s i n g c o s t s t r u c t u re s t h ro u g hstandardization and the reduction of lead times.
As a result of the foregoing, sales for the fiscal year
amounted to 41,095 million yen (down 16.2% against theprevious fiscal year), with an operating loss of 1,869 million
yen (against a 1,462 million yen operating loss for theprevious fiscal year), an ordinary loss of 1,611 million yen(against a 1,802 million yen ordinary loss for the previous
fiscal year), and a net loss that amounted to 1,752 million

Net Sales

Operating Income

Overseas Sales by Region(¥Billions)

5.2

74.7

1. Fine Mechatronics Segment
Segment sales of 34,044 million yen represented anincrease of 1.5% from the previous fiscal term, and werecorded an operating loss of 301 million yen (against a
1,794 million yen operating loss for the previous fiscal year).
The LCD panel industry saw active capital investment by
panel manufacturers, as they responded to an increase indemand driven by the Chinese government’s economic
stimulus package. Sales of LCD panel manufacturing
equipment remained steady, mainly for wet cleaning
equipment and PI ink jet coaters for large panels, alongwith outer lead bonders for monitors and large screen
TVs for the Chinese market.
Sales were sluggish in the semiconductor industry
as, in a repetition of the previous year, semiconductor

Sales by Segment(¥Billions)

74.9

Segment Information(¥Billions)

74.9

74.7

66.4

66.4
49.0

49.0

04

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SHIBAURA MECHATRONICS CORPORATION
Annual Report 2010

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32.3
22.8

41.1

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20.7
15.6

-1.5

-1.6
'07

29.6

1.6

41.1

'06

(¥Billions)

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-1.9
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'08

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'10

Fine mechatronics
Electronic & vacuum equipment
Vending machines & systems
Real estate leasing

'06

'07

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※Major countries or regions includedin each geographical area :Northeastern Asia-Taiwan,
Korea, China
Other regions-USA, Austria etc.

Financial Review

manufacturers continued to hold back on capital
investment. However, in the latter half of the period,
a number of factors made themselves felt, among
them semiconductor price increases due to inventorya d j u s t m e n t s , a re c o v e r y i n o p e r a t i o n r a t e s a t
semiconductor manufacturers and improved corporate
earnings, and these gave rise to large-scale capital
investment plans.

3. Vending Machines and Systems Segment
Segment sales of 1,818 million yen represented a 36.3%
decrease from the previous fiscal term to, and werecorded an operating loss of 285 million yen (against a
278 million yen operating loss for the previous fiscal year).
Sales of both ticket and cigarette vending machines were
down against the previous fiscal year, due to weak demand.
4. Real Estate Leasing Segment
Segment sales stood at 1,819 million yen, 0.1% downfrom the previous fiscal year, and we recorded operating
income of 546 million yen, a decrease of 5 million yen
against the previous fiscal year.

2. Electronic and Vacuum Systems Segment
Segment sales of 3,413 million yen represented adecrease of 68.4% from the previous fiscal term, and werecorded an operating loss of 1,499 million yen (against a
555 million operating profit for the previous fiscal year).
Vacuum-equipment-related sales decreased against
the previous year on the back of stagnating capital
investment, the result of uncertainty in the optical discequipment market. Alongside this, despite stronger
demand for environmentally friendly vehicles and anumber of inquiries about manufacturing equipment forrechargeable batteries, sales of laser-related equipment
were poor, reflecting cautious capital investment in theface of a global slump in consumption. This trend easedin the second half of the year, as the growth in orders
strengthened in connection with increased demand forend products.

ROA

(%)

ROE

(%)

Research and Development Expenditure
Research and development expenditure by Shibaura
Mechatronics Group as a whole in the fiscal year underreview stood at 2,192 million yen. This included 329 million
yen for the development of core technologies common toGroup companies.
Proactive R&D activities range from basic technology to
product development, and involve the Company’s corporate
R&D department, the development and design departments
in our operating divisions, and consolidated subsidiaries.

DOE

(%)

D/ E Ratio

(%)

6.7

77.0
1.5

13.4

2.1

70.0

1.6
1.4

1.7

45.9

0.8

35.7

-4.0
-2.3

-3.0

-9.8

-3.0

0.0

-25.4

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44.7

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SHIBAURA MECHATRONICS CORPORATION
Annual Report 201005

Financial Review

Key research activities and results and R&D expenditure ineach segment are described below.

and sputtering equipment for semiconductor backside
contacts.

1. Fine Mechatronics Segment
R&D costs for the segment totaled 1,278 million yen.
Development work on LCD manufacturing equipment
encompassed wet processing equipment, cell assembly
equipment and PI ink jet coaters for next generation
large glass substrates, and outer lead bonders and PWB
for large screen TVs. Development of semiconductor
manufacturing equipment included wet cleaning
equipment for 300mm wafers and for next generation
devices, etching equipment, ashing equipment and wafer
inspection equipment, and high speed, high precision flip
chip bonders.

3. Vending Machines and Systems Segment
R&D costs in this segment amounted to 123 million
yen. In the field of cigarette vending machines and ticket
vending machines, development activities were carriedout for 2010 model cigarette vending machines, various
touch panel ticket vending machines (in the fields oftransportation and distribution) capable of electronicmoney, ordering system equipment for restaurants, andback-side operated touch panel ticket vending machines
for the admission ticket market.

2. Electronic and Vacuum Systems Segment
R&D costs for the segment totaled 461 million yen. In
the area of laser equipment, we promoted developmentof fiber laser markers, manufacturing equipment forrechargeable batteries for automotive application, andthin-film PV cell manufacturing equipment. In electronic
and vacuum systems, development work included singlelayer and multi-layer sputtering equipment, bonding
equipment and dual layer transcription equipment for
Blu-ray Discs, photocatalyst sputtering equipment,

R&D Expenditures

Facilities Expenditures(¥Billions)

Total assets at the end of the fiscal year amounted to 52,658
million yen, a decrease of 2,990 million against the end of
the previous fiscal year.
Current assets at the end of the fiscal year amounted to36,252 million yen, a decrease of 1,659 million yen. The
primary reason for this was a decrease in products andproducts being processed.
In addition, fixed assets at the end of the fiscal year
amounted to 16,406 million yen, a decrease of 1,330 million

Number of Employees

3.5(¥Billions)

1,735 1,744

1,802

2.9

2.7

Free Cash Flows(¥Billions)

3.2
2.9

Financial Condition

1,694

7.2
1,631
4.4

2.2

2.4

2.4

1.3

0.6

0.5

-4.7

-5.7
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06

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SHIBAURA MECHATRONICS CORPORATION
Annual Report 2010

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Financial Review

yen. This was largely attributable to the depreciation of
tangible fixed assets.
Total liabilities at the end of the fiscal year were 35,549
million yen, 1,229 million yen lower than at the end of
the previous fiscal year. The major reason for this was adecrease in long-term loans payable.
Total net assets at the end of the fiscal year stood at 17,109
million yen, 1,760 million yen lower than at the end of theprevious fiscal year. The underlying reason for this was adecrease in retained earnings, the result of recording a net
loss for the fiscal year, and a fall in the equity of minority
shareholders.

stood at 6,117 million yen, an increase of 1,732 million yen
from the end of the previous fiscal year.
Cash flow from operating activities increased by 4,439
million yen (against a decrease of 4,653 million yen recordedin the previous fiscal year). This was mainly due to more
funds at hand as a result of a decrease in inventory, eventhough cash flow fell as we recorded a net loss before
income tax adjustment for the fiscal year and a rise inaccount receivables.
Cash flow from investment activities decreased by 45 million
yen (against a decrease of 90 million yen recorded in theprevious fisclal year). This was largely attributable to theacqusition of tangible fixed assets.
Cash flow from financing activities decreased by 2,681
million yen (against an increase of 223 million yen recordedin the previous fiscal year). This was mainly due to therepayment of long-term loans.

Cash Flows
Total cash and cash equivalents at the end of the fiscal year

Five-year SummaryYear ended March 31,
2010

Income (loss) before income taxes
Net income (loss)

2008

2007

2006

(Millions of yen)(Thousands of
U.S. dollars)￥ 41,096		 ￥ 49,013		 ￥ 66,441		 ￥ 74,663		 ￥ 74,913
33,750		
39,309			 52,070			 65,322			 58,015(1,870 )(1,462 )		 1,647			 (1,630 )		 5,180(1,612 )(2,232 )		 1,482			 (1,727 )		 5,752
426			 (1,047 )		 3,393(1,752 )(5,525 )		

$ 441,698
			 362,745
			 (20,096)			 (17,322)
			 (18,841)

Consolidated
Net sales
Cost of sales
Operating income (loss)

2009

Year ended
March 31,2010

Depreciation and amortization
R&D expenses

1,935		2,193		

2,105			2,933			

1,133
2,851

			 20,792
			 23,568

Total assets

52,658		

55,649			 64,995			 73,197			 75,151

			 565,980

Net assets

17,109		

18,870			 25,045			 25,084			 27,670

			 183,894

1,245			3,184			1,165			2,713			

(yen)Net income (loss) per share
Number of employees￥ (35.47 )￥(111.80) ￥1,631		

1,694			

(U.S. dollars)

8.62		 ￥ (20.60 ) ￥ 66.52$(0.38)

1,802			

		

1,631

1,744			1,735SHIBAURA MECHATRONICS CORPORATION
Annual Report 201007

Business Overview
Cutting Cost of Ownership (COO) by increasing
product added value and expanding market
share by increasing product competitiveness

Fine Mechatronics Segment

Flat Panel Display
Manufacturing Equipment

Market Environment

Main Products
・Wet Cleaning Equipment
・Stripping Equipment
・Developing Equipment
・PI Ink Jet Coater・Seal Dispenser
・LC Drop Fill Equipment
・Outer Lead Bonder(¥Billions)

22.8

24.2

18.4

'09

'10

From the second half of FY2009 demand for end products,
including LCD TVs, mobile phones and PCs, started to lag.
As the balance of supply and demand turned unfavorable,
manufacturers of LCD panels initiated large-scale production
adjustments tied to inventory adjustment.
It was with the start of FY2010 that demand for LCD TVs,
PCs and personal digital assistants (PDAs) started to pickup, and with that our main customers, LCD manufacturers,
began a new round of investment in equipment. As a result,our order environment recovered.
As demand for panels increased, simulated by reasons suchas the Chinese government’s policy to promote purchasesof home electronics, the production rate at panel makers
also recovered, and movement towards the next phase ofinvestment in equipment has begun. Although it now seems
that large-scale investment plans in China are on the whole
delayed in FY2011, it is possible that these will stretch into
FY2012.

'11

FPD manufacturing equipment
Net sales (Non-consolidated)

Wet cleaning equipment

08

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2010

PI ink jet coater

Business Overview
Fine Mechatronics Segment
Flat Panel Display Manufacturing Equipment

Improve profitability, Realize growth plans●TFT/Color Filter Process Equipment
Amongst equipment makers, competition is very toughin wet cleaning equipment, stripping equipment anddeveloping equipment. As Shibaura Mechatronics makes
progress reducing the cost of equipment manufacture,
we continue to try and generate orders, especially forequipment that contains superior technology, and in highgrowth markets.
More particularly, we are targeting an expansion of sales
and orders in the Chinese market, where there are plans
for large-scale investment.
As we increase equipment functionality and enhance
our cost competitiveness by standardization, in order toreinforce our overall competitive superiority, we also aim
to differentiate ourselves as pioneers by reducing COO
due to ultra-fine wet cleaning technologies and making
improvements to process performance and product quality.

●Module Process Equipment
We are proceeding to expand sales in China from TV
makers that plan to start domestic production of module
processes for LCD panels. By carrying out measures suchas standardization and shortening equipment lead times,
we aim to boost our product competitiveness.
In outer lead bonders, Shibaura Mechatronics continues
to maintain the world’s largest market share, althoughcompetition is becoming tougher with the recent arrival ofoverseas equipment makers.
We have developed and launched high precisionequipment designed to bring higher screen resolutions
to PC monitors. In smaller size LCD panels for mobile
applications such as mobile phones, we continue toincrease our share in the market for COG—the chip on
glass process whereby ICs and electrical connects areformed directly on to a glass substrate.
In the LCD driver market, we have launched the highspeed, high precision flip chip bonder and continue tomaintain the largest market share in this product area.

●Cell Process Equipment
Due to its superior technological prowess, the PI ink
jet coater has been installed to panel makers’ mass
production lines.
Also, in areas where higher precision coating technology
is demanded, we are developing equipment which
employs coating techniques cultivated in PI dispensing
and will bring this to the market.

Seal dispenser

Outer lead bonder

SHIBAURA MECHATRONICS CORPORATION
Annual Report 201009

Business Overview
Fine Mechatronics Segment
Semiconductor Manufacturing Equipment

Increasing market share to reinforce ourposition as a semiconductor equipment
manufacturer

Fine Mechatronics Segment

Semiconductor Manufacturing
Equipment

Market Environment

Main Products
・Etching Equipment
・Ashing Equipment
・Wet Processing Equipment
・Wafer Inspection Equipmennt
・Die Bonder
・Flip Chip Bonder(¥Billions)

15.8

6.5

5.5

'09

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'11

Semiconductor manufacturing equipment
Net sales (Non-consolidated)

Chemical dry etching equipment

10

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2010

Due to reduced demand and lowered prices for PCs, flat
-panel TVs and PDAs during the second half of FY2009 andthe first half of FY2010, the semiconductor manufacturing
equipment market has continued to experience challenging
market conditions, at a previously unheard of level.
However, semiconductor prices have risen following inventory
adjustments in the second half of FY2010, and production
rates have recovered at semiconductor manufacturers. As
consequence, demand for semiconductors is rapidly turning
towards recovery, and as factory utilization ratios rise,investment in manufacturing equipment is also beginning topick up steam.
In Japan, a major manufacturer of NAND flash memory has
also decided to make new investments in FY2011.
Changes in the semiconductor market occur extremely
quickly. Although the market for manufacturing equipment
is currently booming, it is very difficult to predict how market
trends will develop in the future.
For Shibaura Mechatronics, as an equipment maker, it will
become even more important in the future to pay very close
attention to market movements, make accurate judgments
and respond quickly.

Wet cleaning equipment

Business Overview
Fine Mechatronics Segment
Semiconductor Manufacturing Equipment

Improve profitability, Realize growth plans●Front-end Process Equipment
In etching equipment, we have supplied large customers
with chemical dry etching equipment. Working incooperation with customers we will extend applicable
processes, and will aim for further development on mass
production lines. We are also aiming to win equipment
orders under investment projects for next generation
CMOS sensor lines.
In wet processing equipment, which sells well in bothour domestic and overseas markets, we are currently
developing equipment that secures higher productivity.
We aim to supply this to a large domestic maker for use
on its mass production lines. In addition, we continue
to promote efforts to expand sales to domestic andoverseas customers.
With “environmental consideration” and “COO reduction”
as key words, we continue to develop high temperature
SPM (sulfuric peroxide mixture) system products, and as
we establish positive results with major customers we aim
to supply mass production lines.
In addition, we are providing the market with equipmentthat satisfies customers needs in such areas as
photomask etching equipment, photomask wet cleaning
equipment, automatic wafer edge inspection equipment,
automatic wafer surface & back inspection equipment,
and cassette inspection equipment.

●Back-end Process Equipment
In die bonders, we are extending sales to memory makers
and major foundries of equipment for 300mm wafers.
These products are capable of highly productive, highprecision bonding in the lamination of ultrathin chips.
Up until now, the primary focus of our sales results has
been on Japanese customers in the domestic customer.
However, as we are now developing an overseas
production facility for memories, we expect to see
overseas sales increase in the future.
In flip chip bonders, we have brought to market that whichboasts alignment precision with ultra high precision. Goingforward we plan to expand sales of this equipment, whichis capable of flip chip implementation on sophisticatedCPUs, COWs (chip on wafer) and TSV (through siliconvia), and other devices. Furthermore, we are planning tolaunch equipment for 300mm wafers.

Flip chip bonder

SHIBAURA MECHATRONICS CORPORATION
Annual Report 201011

Business Overview
Electronic and Vacuum Systems Segment
Laser Equipment
Large-sized Rechargeable Battery Manufacturing Equipment and PV Cell Manufacturing Equipment

Expand business in the field of clean energy

Electronic and Vacuum Systems Segment

Laser Equipment
Large-sized Rechargeable Battery Manufacturing
Equipment and PV Cell Manufacturing Equipment
Main Products
・Laser Markers
・PV Cell Laser Patterning Equipment
・PV Cell Sputtering Equipment
・PV Cell CF Bonding Equipment
・Rechargeable Battery Laser Seal Welding Equipment

Market Environment
Whilst the clean energy and environment related markets
will see short-term peaks and troughs, looking at the longterm we can foresee growth on a global scale and expect todemand to grow.
In the area of PV cells, crystal silicon PV cell models currently
comprise the majority of the volume, however in the future
we foresee expansion in the thin-film PV cell market as costs
are expected to come down.
In rechargeable batteries, we predict future growth in themarket for lithium-ion batteries used in automobiles.

Improve profitability, Realize growth plans(¥Billions)

2.4
'09

3.2
1.3
'10

'11

Laser equipment and Battely manufacturing equipment
Net sales (Non-consolidated)

PV cell sputtering equipment

12

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2010

●PV Cell Systems
The PV cell industry is expected to enjoy considerable
growth in coming years, and Shibaura Mechatronics has
assured its readiness for this with the market launch of theequipment described below. These products have beendeveloped by making full use of the core technologies wehave built up in other business areas.
Thin-film PV cell laser processing systems, and inparticular laser scribing, with its high speed and highprecision processing technology, are already being
supplied to domestic thin-film PV cell makers. We aim

PV cell CF bonding equipment

Business Overview
Electronic and Vacuum Systems Segment
Laser Equipment
Large-sized Rechargeable Battery Manufacturing Equipment and PV Cell Manufacturing Equipment

to develop our capabilities in process technologies and,going on from that, join the market for next generation PV
cell processes, such as CIGS※1
Furthermore, by using LCD module process equipment
technology, for the manufacturing process of crystal
PV cells, we have developed ACF TAB stringer as areplacement for the conventional soldering stringer, andbrought it to market. This equipment can also be applied
to thin-film PV cell systems, and in the future we expect
to see sales growth.
Apart from this, we are also planning to bring to market
PV cell manufacturing sputtering equipment that will makeuse of the high speed single wafer sputtering technologythat we cultivated for use on optical discs, etc.

●Lithium-ion Battery Systems for Automobiles.
Drawing on technology that we initially developed forlithium-ion battery manufacturing equipment for mobile
phones, we have achieved high speed sealing equipment
for use on large sized batteries for automobiles.
Rather than sell it as stand-alone equipment, we also
intend to market a standardized line based on our coreautomation technology and our core capabilities in laser
welding, transportation and immersion technologies.
※1 CIGS: CuIn-GaSe, is a kind of thin-film PV cell that uses a compoundcomposed of Cu (copper), In (Indium), Ga (Gallium) and Se (Selenium),and that does not incorporate silicon.
※2 ACF: Anisotropic Conductive Film.

Rechargeable battery laser seal welding equipment

PV cell laser patterning equipment

SHIBAURA MECHATRONICS CORPORATION
Annual Report 201013

Business Overview
Electronic and Vacuum Systems Segment
Optical Disc Manufacturing Equipment
Vacuum Equipment

Market Environment

Electronic and Vacuum Systems Segment

Optical Disc Manufacturing Equipment
Vacuum Equipment
Main Products
・Sputtering Equipment
・Vacuum Bonding Equipment(¥Billions)

7.8

6.4

'10

'11

Optical Disc and Vacuum equipment
Net sales (Non-consolidated)

Sputtering equipment for Blu-ray disc

14

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2010

vacuuming, one in which Shibaura Mechatronics has actively
cultivated business is the optical disc market.
Investment in production facilities has continued throughdifferent optical disc products, from CDs to MDs and DVDs.
However, growth in the current market for Blu-ray Discs isweak, equipment investment remains sluggish.
Going forward we believe that the vacuum industry willcontinue to develop in areas including the FPD market,
the semiconductor market, PV cell market and automobile
industry.

Improve profitability, Realize growth plans

1.7
'09

The vacuum industry is a basic industry that supports
many other industries, and vacuum technology is a coretechnology that supports many industries.
Originally developed as a commercial reality in one industry,vacuum technology is now extending into other areas, andfinding application in new businesses.
Amongst the many industrial areas that now apply●Optical Disc Manufacturing Equipment
We will conrinue to maintain our NO.1 market share in
sputtering equipment through tie-ups with the leading
manufacturers of recordable and read-only optical discs(BD-ROM and BD-R).

Vacuum bonding equipment for small size panels

Business Overview
Vending Machines and Systems Segment
Vending Machines●Vacuum Bonding Equipment
We have developed and launched vacuum bonding
equipment which is applied in the manufacture of highresolution displays and used in products like touch-panel
portable consumer products.
Application ranges over many products, from smaller size
displays for PDAs to touch-panels for laptop PCs andtablet PCs, and even to larger sized displays for 3D TVs.
Moving ahead we will promote active expansion in thisarea, which considerable growth is forecast.
●High speed single wafer sputtering equipment
This is equipment forms metal film and dielectric filmon automobile components, electrical components anddigital consumer electronics.
In contrast to traditional batch style coating equipment,
single wafer type equipment has realized high productivity
and energy efficiency, as well as achieving a low COO;
it is capable of many different types of coating, andin future its application is expected to extend to PV
cell manufacturing processes and discontinuous film
formation for components in mobile phones, and otherareas.
●Multi purpose semiconductor sputtering equipment
We will continue to expand sales in discontinuous film for
PDAs, sputtering equipment, semiconductor rear side
sputtering equipment, and reflecting film formation forlamp reflectors.
And in semiconductor rear side equipment, we aim to
expand our market share by building up our sales record
to major makers.

Vending Machines and Systems Segment

Vending Machines
Main Products
・Cigarette Vending Machines
・Ticket Vending Machines (Food Tickets, Admission Tickets)(¥Billions)

2.9

'09

3.4
1.8
'10

'11

Cigarette and Ticket vending machines
Net sales

Market Environment
In the cigarette vending machine industry factors such as the
reduction in the number of smokers, as well as the overall
shift from vending machines sales towards in-store, face-toface sales, are all contributing to a shrinking market.
In the wider vending machine business, demand for ticket
vending machines, which were introduced in 2004 at thetime new bank notes were introduced, is steadily increasing
as customers replace old models.
In the area of food tickets, low-price stores and restaurants
aiming to reverse tough business conditions are on theincrease, and the importance of reducing personnel expenses
and keeping track of finances isleading to the introduction of newticket-vending machines.

Improve profitability,
Realize growth plans
By enhancing our system technology
and improving our line-up andproduct quality through alliances
and tie-ups, Shibaura Mechatronics
Group aims to expand sales revenue
from vending machines.

Touch panel
ticket vending machines

SHIBAURA MECHATRONICS CORPORATION
Annual Report 201015

Corporate GovernanceFundamental Approach to Corporate GovernanceShibaura Mechatronics Group defines corporate governanceas a key management function for developing corporate
value with shareholders, customers, employees and society
and for a medium - to long - term perspective. We are all of
us - the company's executives and offices, all employees- responsible for implementing measure that will build
corporate value, and we must all ask and clarify, "What isrequired of us ?" and "What should we do ?" in respect of
the law, social norms, ethics, and the like, and as the basis
for compliance and risk management and for drawing up
and applying the "Shibaura Mechatronics Group Code of
Conduct".

Summary of Corporate Governance(1) The board of directors comprises 11 members, none ofwhom have been appointed from outside the company.
Meetings of the board of directors are held on a monthly
basis, and the role of the meeting is not simply confined
to making decisions on important issues. Every director isrequired to give a specific report on the status of business
operations, an approach that allows the other directors
and auditors to contribute to business oversight, and that
also promotes lively discussions and exchanges of ideas
regarding operational policies and other issues.

Shareholders' Meeting
Appoint / Dismiss

Board of Directors
Directors

Statutory
Audit

Internal
Auditing

Board of Auditors Accounting Auditor
Auditors

Management
Audit DivisionCorporate governance system

16

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2010

(3) The Internal Control Department reports directly tothe president and is responsible for the Management
Audit Division, which has a staff of two. The section
is responsible for monitoring the company’s efforts toreinforce corporate governance, and for the permeationof compliance and corporate ethics throughout thecompany, with a main emphasis on auditing to assure
the appropriateness of management. When improvement
is found to be necessary, improvement programs arerequested and the progress of each department inpromoting remedies for itself is monitored.

Appoint / Dismiss

CEO

Each Operating DivisionInternal Audit(2) The board of corporate auditors currently has four
members, all of them outside auditors, who arecharged with reinforcing corporate governance. Twoof the corporate auditors serve full-time and are thus
able to conduct proactive audits and to work in close
cooperation with the part-time auditors. Prior to theboard of directors meeting, the auditors discuss the
proposals that the directors will bring to the meeting,allowing them to play a proactive role and to offer
appropriately timed and worded comments during themeeting.
Audits by the board of auditors are carried out inaccordance with auditing policies and plans, as
decided at the board of auditors meeting. This follows
consultation with the Management Audit Division,
which is part of the Internal Control Department.
Corporate auditors and accounting auditors cooperate
closely with one another in respect of auditing policies
and plans, and exchange information and hold priorconsultations before meetings.

(4) Ernst & Young have been appointed as accounting
auditors to Shibaura Mechatronics and cooperate with theboard of auditors to conduct audits on corporate law andon the financial instruments and exchange law.

Internal Audit and Audit of Corporate Auditors(1) The mission of the Management Audit Division is toaudit the propriety of management, which focusesCorporate Governancemainly on financial results.The audit function also
includes another aspect : auditing for compliance withlaws and regulations by a certified public accountant(independent auditor). Beyond this, each individual
section also carries out its own audit of operations,
under the guidance of Management Audit Division.
The corporate auditors and Management Audit
Division, responsible for internal auditing work inclose cooperation to define audit objectives, plans, etcetera, and the head of Management Audit Division
ensures that audits are enforced and that the results
are reported to the corporate auditors. In addition, thehead of Management Audit Division is to be appointed
with prior consultations between the corporate
auditors and the company.
(2) A b o a rd o f a u d i t o r s s u p p o r t g ro u p h a s b e e nestablished (consisting of three staff members) to
support the auditors in carrying out their duties. The
evaluation and treatment of the support group are
subject to prior consultation with the board of auditors
so as to guarantee its independence.

Outside Directors and Outside Corporate Auditors
Full-time outside corporate auditors do not merely attend theboard of directors meetings, but also many other meetings.
These include the Management Strategy Meeting, which
as a rule is held every week, whose members consist ofsenior executive directors, including the CEO, as well as the
directors responsible for management planning, marketing,technology, accounting and operations. Other major
meetings are held monthly by each of the reporting bodies
which are responsible for the functions related to the budget,sales, production and development planning. Importantmonthly committees meetings are also held to discuss policy
and planning related to issues such as compliance, risk
management and CSR. Attendance at all of these meetings
serves to link the board of auditors to the wider functions of
the comppany. The entire board of auditors, including parttime outside auditors, conduct interviews with directors andaccompany the Management Audit Division on site visitsinternal audit, where they can to interview representatives ofbusiness units and affiliated companies. This enables themto perform management audits on the legality of business
operations, and also from the perspective of ensuring
efficiency. Thorough execution of this these auditing andsupervisory functions allow the four outside corporate
auditors to fill the role that would generally be expected ofoutside directors. So whilst Shibaura Mechatronics does
not now appoint outside directors, we believe this current
structure is capable of enforcing corporate governance.
Notwithstanding the foregoing, and irrespective of
our internal company logic, we do realize the value ofexperienced outside directors who can cast an objective eyeover the overall corporate environment. In coming months,
we hope to be able to select a suitable candidate for outside
director, and if possible we would like to nominate that
person at the next general shareholders’ meeting.

Basic Approach to and Maintenance of the Internal
Control System
Shibaura Mechatronics deploys an internal control systemthat is centered on legal compliance and risk management,
plus management efficiency. We continue to introduce
policy measures to strengthen the internal control system(establishing official rules, comprehensive education,
strengthening audit systems, information management andthe like), and to make it the bedrock for further improvement.
In addition, the following has been decided in respect of
the system to ensure that directors carry out their duties inconformity with laws and regulations and the company's
articles of incorporation, and the system to assure theefficient performance of directors in carrying out their duties.
(1) System in order to ensure that directors carry out theiduties in conformity with laws and regulations and thecompany's articles of incorporation.
(a) The board of directors, as specified in the regulations
for meetings of the board of directors, meets every
month, as a general rule.
(b) The head of Management Audit Division develops
and plans audit-related policy and objectives, in

SHIBAURA MECHATRONICS CORPORATION
Annual Report 201017

Corporate Governanceclose cooperation with the corporate auditors, andalso enforces internal audits by ensuring that all
departments carry out audits of their operations inthe same way.
(2) System for preserving and managing information used bydirectors in carrying out their duties.
Important documents used by directors in carrying out
their duties (minutes of major meetings, documents
granting approval, contract documents, confidential
documents and all applicable electronic media), must
be preserved and managed pursuant to company
re g u l a t i o n s ( D o c u m e n t s p re s e r v i n g re g u l a t i o n ,Confidential information managing basic regulations,etc.) in an appropriate manner.
(3) The regulations in respect of managing the danger of a loss
and other systems.
Observing the risk management regulation, risk
management systems for normal times (identify
and analyze (business) risk, develop and deploy
countermeasures, train employees, make internalreports) and times of emergency (establish Risk
Management Committee, centralize information to theChief Risk Officer, etc.) must be made for preventing
or minimizing any damage, and for the reasonabledisclosure of information.
(4) System to guarantee the efficient performance of directors
in carrying out their duties.
(a) Meetings of the board of directors shall be held
at a regular time every month, and also be held inrecognition of the need for timeliness.
(b) In order to achieve rapid decision-making and optimized
business operations, and to observe rules on final
decision-making authority, CEO and executive
directors, as well as the directors responsible formanagement corporate planning, marketing & sales,
technology, production & procurement, finance &accounting and general affairs, will, as a generalrule, hold a weekly meeting of management strategy
meeting, to deliberate on and make decisions.

18

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2010(c) Specialized meetings related to deliberating and reportingon the following management matters, the budget,business, manufacturing, development and design,and others, will be held every month, as a general
rule.
(d) The decisions made by the final decision-making
authority including the meetings of the board of
directors shall be undertaken pursuant to organization
regulations, regulation of division of duties andmanagerial responsibilities, and assuring observanceof regulations in undertaking all professional duties
and the appropriate performance of business
management.
(5) System to guarantee conformity with laws and regulations
and the articles of incorporation by employees carryingout their responsibilities.
(a) The CSR Committee is responsible for taking concrete
action to promote thorough penetration of andsystematic compliance with management ethics andlaws and regulations. Further to this, the Shibaura
Mechatronics Group Code of Conduct has been
established to provide group companies with ethicalstandards in their business activities, and the content
should be made familiar to all employees throughtraining.
(b) In addition to distributing information throughthe organization, early detection of problems andan appropriate response making use of an internalreport procedure (include a risk consultation hotline
for any necessary consultation with a lawyer) shouldbe achieved.
(6) System to ensure business operations appropriate for a
public company by the business group comprising theparent company and its affiliated companies.
(a) The Shibaura Mechatronics Group Code of Conduc
shall apply to all the the affiliated companies andshould be made familiar to all the employees.
(b) Shibaura's Management Audit Division also oversees
management audits at the affiliated companies.
(c) In order to supervise the management performanceCorporate Governanceof the affiliated companies, managers from theCompany may be appointed to serve as part-time
directors.
(d) Both domestic and overseas affiliated companies
must implement and abide by regulations regarding
business management (matters requiring priorapproval by or that have to be notified to the parent)
pursuant to Domestic affiliated companies andOverseas affiliated companies respectively.

employees and the system for reports to the other auditors.
(a) In the event that directors, the CRO and the head ofManagement Audit Division discover, in connection
with an internal audit, any material items that will
impact on performance or any actions that represent
serious breaches of laws and regulations, they shall,
without delay, inform the corporate auditors.
(b) The auditors shall be allowed to attend management
strategy meetings and other important meetings, andcommittee meetings.

(7) System by which auditors carrying out their duties andwho seek assistance can assure the assistance of an
appropriate assistant.
(a) Management Audit Division and General Affairs Division
support the auditors carrying out their duties.
(b) When auditors seek assistance carrying out their duties,
an assistant shall be selected from an appropriate
department, in consultation with the auditors.

(10) System to further ensure the practical effectiveness ofaudits by the auditors.
(a) The president shall, at certain intervals, exchange
information with the auditors.
(b) The corporate auditors shall, at certain intervals,
exchange information with the independent auditors.
(c) The head of Finance and Accounting Division shall,at certain intervals, exchange information with theauditors.
(d) The head of Management Audit Division shall submit
a report to the corporate auditors in respect of theresults of internal audits.
(e) The head of Management Audit Division shallbe appointed with prior consultations between thecorporate auditors and the company.

(8) The independence of the assistant referred to above fromdirectors of the company.
Evaluation and treatment of staff assigned to support theauditors in carrying out their duties in item (7). (a) above,
will be subject to prior consultation with the board ofauditors.
(9) The system for reports to the auditors by directors andCEO
Significant Crisis Risk
Response Organization
Risk Management
Committee

CRO
Supervising Division :General Affairs Division
Report / Direct

General Crisis Risk
Response Organization

Report / Direct

Crisis Risk Information

DirectRisk Information

Risk Compliance Committee
DirectDirectRisk Owner

Management Audit Division

Board of Auditors"Risk Consultation Hotline"
Risk Information

Risk Information

Employee

Audit

Corporate management system

SHIBAURA MECHATRONICS CORPORATION
Annual Report 201019

CSR Activities
CSR Management
We established the CSR Committee in April 2005. This
move brought a systematic approach to dealing with issues
and activities previously handled by individual departments
and independent committees. The CSR Committee drafts
Groupwide plans related to promoting CSR, and assures
promotion of CSR activities by providing direction and
impetus for the activities of Global Environment Committee,
the Social & ES (Employee Satisfaction) Activities Committee
and the Risk Compliance Committee.
Report /DirectManagement Audit Division

CEO
ReportBoard of Directors
CSR Committee
ReportRisk Compliance
Committee

Social & ES Activities
Committee

Board of Auditors

Global Environment
Committee

CSR promotion system
Environmental Charter
Based on the understanding that “humankind has the duty to handon the irreplaceable global environment to the next generation in asound state,” we seek to make our contributions to a sustainable
society.
■ Environmental Management Promotion“Promoting the idea we must use less resources and reduce
emissions in all of our business processes.”■ Offering Environmentally Conscious Products“In pursuit of fewer environmental burdens, from thedevelopment stage all the way through to disposal.”■ A Socially Aware Company“Promoting CSR management in cooperation with our
stakeholders.”

Environmental Approach
Worldwide environmental problems, including climatechange, are some of the most important issues that mankind
must solve.
Over the course of many years, Shibaura Mechatronics
Group has cultivated core technologies in areas that include
precision mechatronics, vacuum, wet cleaning, sputtering,

20

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2010

bonding and laser applications. We apply this knowhow to manufacturing equipment for flat panel displays,
semiconductors, optical discs, electrical components
and batteries, all the way from development through toservice. As a maker of manufacturing equipment we giveconsideration to the environment in manufacturing activities,
and promote and supply environmentally friendly products.
Specific activities are detailed below
1. Promoting environmental management
By reducing our use of the planet’s resources, theburdens that we impose on the Earth’s environment,
and the CO2 emissions that result from our businessactivities, we promote business with a balance thatemphasizes both “management and “environment”.
2. Providing environmentally conscious products
We fully recognize the finite nature of our planet andits resources, and act on this awareness to proactively
expand our line of environmentally conscious products.
3. Promoting business activities
We set environmental targets and goals regarding theenvironmental aspects of our business activities, suchas reducing the effects of climate change, making fulland effective use of resources, properly managing
and reducing use of chemicals. In all of our businessprocesses we seek to reduce environmental loads.
In our Environmental Charter, we recognize that“humankind has the duty to hand on the irreplaceable
global environment to the next generation in a soundstate” as the core concept in our environmental policy.
Acting on this, we will continue to promote environmental
management.
＊ For full details of Shibaura Mechatronics Group’s CSR activities
please refer to the “2010 Shibaura Mechatronics Group CSR
report” at the below link.
http://www.shibaura.co.jp/csr/pdf/CSR_2010.pdf

Topics
Winner of “Vacuum Equipment Category Award” inJapan Vacuum Industry Association Honors

Winner of the “Yokohama Environmental PerformanceAward”In the Japan Vacuum Industry Association honors, Shibaura
Mechatronics won the Vacuum Equipment Category Awardfor “Developing Sputtering Equipment for Blu-ray Discs”.
The equipment coats, by sputtering technology, a reflective
layer which reads reflected signals by exposing laser tobits on the disc and coats a moisture absorporion layer
which prevents a disc warpage. The prize was awarded
because, “Reducing the cost of Blu-ray Disc manufactureby using high speed sputtering equipment was achievedby improving materials selection and yield ratios, making
possible mass production of discs on a small line structure.”
The equipment has won an extremely high market share,and its contributions to the vacuum industry have earned
high praise.

Our Yokohama facility has been recognized and honoredby the City of Yokohama for three consecutive years inthe business category of the “Yokohama Environmental
Performance Awards” for being a “facility with exemplary
waste separation procedures (3-star facility)”. This award is
granted to facilities that meet the following three standards:
appropriate separation of waste; thorough procedures for
waste separation; and recycling of all items that can berecycled. Of the 2,600 large scale facilities operating in
Yokohama City, only 20 were recognized with this award in2009.

Commendation ceremony

Commendation ceremony

SHIBAURA MECHATRONICS CORPORATION
Annual Report 201021

Board of Directors
As of June 22, 2010

Yoshiaki Sato

Yutaka Okazaki

Kazumasa Uchida

Auditor

Auditor

Auditor

AuditorHitoshi Dojima

Yukimasa Yoshida

Shuichi Shimada

Satoru Hara

Masaharu Yamanaka

Akira Nakai

Vice President

Vice President

Vice President

Vice President

Vice President

Vice President

Shunichi Kishimoto

Masahiro Abe

Senior Vice President

Senior Vice President

Directors
President and Chief Executive Officer
Kenji Minami
Senior Vice President
Masahiro Abe
Shigeki Fujita
Shunichi Kishimoto
Kazuhiko Igarashi

22

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2010

Kenji Minami
President andChief Executive Officer

Sennosuke Yoshida

Shigeki Fujita

Kazuhiko Igarashi

Senior Vice President

Senior Vice President

AuditorVice President
Shuichi Shimada
Satoru Hara
Yukimasa Yoshida
Masaharu Yamanaka
Hitoshi Dojima
Akira Nakai

Yutaka Okazaki
Kazumasa Uchida
Yoshiaki Sato (Outside)
Sennosuke Yoshida (Outside)

Executive Adviser
Shigeki Morita

Investor Information
As of March 31, 2010

Date Established

October 12, 1939

Capital6,761Million-Yen

Number of Employees

Consolidated: 1,631
Non-consolidated : 980

Common Stock

Authorized			 : 100,000,000 shares
Issued and outstanding : 51,926,194 shares

Number of Shareholders

7,781

Stock Listings

The Tokyo Stock Exchange (Code : 6590)

Transfer Agent for
Common Stock

The Chuo Mitsui Trust and Banking Company, Limited

Independent Auditor

ERNST ＆ YOUNG SHINNIHON LLC

Headquarters

5-1, Kasama 2-chome, Sakae-ku, Yokohama, Kanagawa Pref. 247-8610, Japan
TEL : +81-45-897-2421 FAX : +81-45-897-2470
http://www.shibaura.co.jp/

33-1, Shiba 3-chome, Minato-ku, Tokyo 105-8574, Japan

Common Stock Price Range (The Tokyo Stock Exchange)
Year ended March 31,

High (yen)Low (yen)

2010
472
244

2009
687
234

2008
824
388

2007
1,374
525

2006
1,759
864

Principal Shareholders

Toshiba Corporation
Japan Trustee Services Bank, Limited (trust accounts)
The Master Trust Bank of Japan, Limited (trust accounts)
Shibaura Mechatronics Employee

Number of shares hold

Percentage of total shares outstanding(thousand shares)(%)

18,977

38.4
2.1
1.9
0.7

1,063
939
371

SHIBAURA MECHATRONICS CORPORATION
Annual Report 201023

5-1, Kasama 2-chome, Sakae-ku, Yokohama,
Kanagawa Pref. 247-8610, Japan
TEL：+81-45-897-2421
FAX：+81-45-897-2470
http://www.shibaura.co.jp/※DVD is a trademark of DVD Format /Logo Licensing Corporation.
※Blu-ray Disc is a trademark of Blu-ray
Disc Association.
※All the other trademarks mentioned inthis report belong to their respective
companies.

SEA0312A 00 1011
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