ANNUAL REPORT 2009
Year ended March 31, 2009

ANNUAL REPORT 2009
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
Topics ・・・・・・・・・・・・・・・・・・・・・・・・04
Financial Review・・・・・・・・・・・・・・・・・・・・・05
Business Overview・・・・・・・・・・・・・・・・・・・・10
Forward-Looking Statements

CSR Activities・・・・・・・・・・・・・・・・・・・・・・17
Corporate Governance・ ・・・・・・・・・・・・・・・・・18

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 31,2008

Year ended
March 31,2009

Year ended
March 31,2009

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

Consolidated￥

Net sales
Operating income (loss)
Net income (loss)
Total assets
Net assets￥ 66,441
1,647
426
64,99525,04549,013		
(1,462)(5,525)55,649		
18,870		

$
		
		
		
		

(yen)

(14,886)(56,245)566,518
192,103(U.S. dollars)￥ (111.80)

Net income (loss) per share

498,966￥(1.14)$

8.62(Millions of yen)(Thousands of U.S. dollars)

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

37,007		

￥ 47,077(1,588)		
(480)
539(4,060)47,259		
52,47016,652		
21,157￥(82.17)$376,738

		
		
		
		

(16,172)(41,341)
481,105
169,520(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(¥Billions)

Net Income(¥Billions)

Net Assets

Note 1 : The U.S. dollar amounts in this report represent
translations of Japanese yen, for convenience only, at the rate of￥98.23 = U.S.$1.00, as of March 31, 2009.

(¥Billions)

5.1

3.4
3.2 3.4

89
72 75
59

75
58

47

23

0.5
0.4

24 25
21

20

Net Income Per Share
67.6
64.1 66.5

25
21

49

10.9
8.6

19
17
-20.6
-27.9

-1.0
-1.4

37

(¥)

101.9

28

66

(0.84)

$

10.90

-82.2

-4.1

-111.8

-5.5
'05

'06

Consolidated

'07

'08

'09

'05

'06

'07

'08

'09

'05

'06

'07

'08

'09

'05

'06

'07

'08

'09

Non-consolidated

SHIBAURA MECHATRONICS CORPORATION
Annual Report 200901

To Our Shareholders
SHIBAURA MECHATRONICS CORPORATION
President and Chief Executive Officer

Kenji Minami
Shibaura Mechatronics, the “Infrastructure Provider of theDigital Age”, produces manufacturing equipment for such
essential electronic components as flat panel displays,
semiconductors and optical discs. As an infrastructure
provide we support digitization and the development of a
networked society, and through our business we contributeto the realization of a more affluent society.
A corporate philosophy of “Innovation in All Things”, “Pursuitof Rationality” and “Respect for Humanity” guides us in ourbusiness activities. We are ensuring that these principles
permeate throughout Shibaura Mechatronics Group as
we seek to become a global business entity that acts withspeed and vitality.
Shibaura Mechatronics contributes to society throughits business activities. Given this we recognize that, inthoroughly implementing business strategy, it is necessary
for us to listen very closely to the voices of our customer, tounderstand fast changing needs, and to respond with speed
and flexibility. We believe that this approach allows us torealize our designated management philosophy: “contributeto the achievement of an affluent life by offering excellent
technology and services". Beyond this, and on the basis of
all of our employees sharing this vision, we must establish
targets and commit to management practices that embrace
responsibility for reaching our goals; we must advanceas company that complies with rules and observes faircorporate activities.

Results for the Fiscal Year ending March 2009
In the fiscal term to the end of March 2009, Japan's
economy was hit by the impact of the financial crisis in theUS, as it plunged the global economy into a severe, "once02

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2009

in a 100 years" recession. Consumer spending and capital
investment both declined rapidly. There was no growthin the markets for LCD TVs, personal computers, mobile
phones, or mobile music players; prices of LCD displays
and memories declined; the balance in supply and demand
sharply deteriorated; and capital investment slowed.
In flat panel displays, one of our core businesses,
manufacturers of LCD panels cut back investment, so orders
received declined and sales slowed. However, through cost
restructuring that included promoting standardization andshortening lead times, we managed to stay in the black.
In the semiconductor business, capital investments in all
devices (memories, logics and discretes) were restrained andfrozen, and our sales largely fell and profit / loss worsened.
In optical discs and vacuum equipment, plant investments
for Blu-ray Discs were the main source of business, andsteady sales resulted in increased profit. In extremely severebusiness conditions, Shibaura Mechatronics Group sought
to strengthen management vitality by promoting activities
to win orders, implementing measures that included cutsin fixed costs, and undertaking cost restructuring, including
advancing standardization and shorter lead times. As aresult, for the fiscal year to the end of March 2009, theGroup recorded consolidated sales of 49,013, some
26.25% down against the previous fiscal term, an operating
loss of 1,462 million yen, and a net loss of 5,525 million yen.
In respect of the dividend, we are reluctantly forced to waive
the full-term dividend. With the interim dividend of four yen,
the annual dividend will stand at four yen.

Looking Ahead
As we enter the fiscal year to the end of March 2010,

To Our Shareholders

it appears that the Japanese economy may have goneneeds and reflect that in our business as much as possible.

through the worst, and that we can anticipate a recovery

Shibaura Mechatronics Group is involved in making

in exports and production. However, we cannot avoid a
distinct impression that equipment overcapacity and highunemployment will continue for some time yet.
Shibaura Mechatronics Group's main customers in the
LCD panel industry are responding to increases in demandfor panels that have followed the Chinese government's
stimulus package for consumer electronics. As a result,rates of operation at panel manufacturers are rising and, little
by little, we are receiving more inquiries about reinforcing
their production capacity. By contrast, the semiconductor
industry continues to try to raise demand through inventory
adjustment. While capacity utilization rates at manufacturers
have picked up, there remains a lot of caution in respect ofinvesting in increased capacity, and circumstances continue
to be uncertain.
In our optical disc business, demand is flat, and investment
is still restrained. However, Blu-ray Disc recorders andplayers are starting to penetrate the market. Looking ahead,
we expect the market for BD-ROM to take off, and that it will
be followed by market expansion.
In our battery and cell business, we expect interest in clean
energy to translate into increased demand for PV cells andmarket growth at the global level. Beyond this, we expect
to see increased activity in investments in rechargeable
batteries for hybrid and electric vehicles , and a considerable
increase in demand from now on.
In the midst of this business environment, Shibaura
Mechatronics Group, following our basic policy of “strengthen
product appeal, profitability and business power as means
to achieve growth and a profitable organization” is promoting
improved profitability, and seeking to move forward byonce again returning our business to a growth trajectory.
In more concrete terms, we will drive forward with cost
reductions that bring down our break-even point (BEP),
while simultaneously reinforcing our core technologies inorder to expand our range of business, following a clear
business strategy that allows us to steadily execute a rangeof measures.

things, a manufacturer, and our business fields are at thetechnological cutting edge of the manufacturing equipment
industry for electronic components. From these standpoints,
and by making full use of the fact that we are a company
that has the ability to make a major contribution to mitigating
global warming, and a company that understands theimportance of people, we are able to contribute to solvingsocial problems, with consideration to environmental issues,
our employees and the local community.

CSR Management

Towards New Develop
Since fall 2008, in the midst of the global economic crisis,
there has been a drastic change in the shape of the flat
panel display, semiconductor and optical disc industries, andof other businesses related to the electronic devices industry,including companies in the manufacturing equipment
business. With the passing of the economic crisis, we can
expect to see major changes in the industrial landscape,and as a result we can expect to enter a tempestuous time,in which it will be more important than ever to accurately
understand social trends and changes in the market.
Until now, Shibaura Mechatronics, as a producer ofmanufacturing equipment, has cultivated many and diverse
core technologies. In addition, we have tried to containour cost competitiveness, stable equipment operation andtechnology in a black box, in-house production to cultivate
integrated strength in the manufacturing industry. From
now on, we will develop and bring to market manufacturing
equipment that meets the needs of a new age and of ourcustomers; and we will continue to enhance our integrated
strengths in core technologies and manufacturing industry,
and to offer new levels of added value to our customers.
As we move forward, I hope we may continue to rely on
the support and encouragement of our shareholders andinvestors.
September 2009
Kenji Minami
President and CEO

Shibaura Mechatronics Group's approach to management
and our corporate activities are grounded in that opinion
that, in moving toward the future and in respect of how weshould act now, our activities should be rooted in CSR. As
a Group, in communicating with all of our stakeholders, weconstantly think about how we should comply with their

SHIBAURA MECHATRONICS CORPORATION
Annual Report 200903

Topics

04

Shibaura Mechatronics Receives Top Vacuum Equipment
Award in Japan Vacuum Industry Association Awards

Shibaura Mechatronics Korea Now a Wholly-owned
Subsidiary – Focus on Sales and Services

Shibaura Mechatronics’ development of small display
bonding equipment was recognized with the top award
in the vacuum equipment category in the Japan Vacuum
Industry Association Awards. The equipment bonds together
display cover panels and LCD panels used in mobile phones
and mobile devices. The award singled out the integrationof our company’s vacuum technology with mechatronics
technology with a citation noting that : “In the field of
liquid crystal display bonding, this equipment is capableof performing bubbleless, high-precision bonding of LCD
modules with protective glass, using adhesive agents anddouble-sided tape, with the purpose of improving panel
visibility. It has been recognized as achieving increased panel
visibility through the development of vacuum technology
and unique adhesive agents for bonding LCD modules withprotective glass.

In the Korean market, intense price competition anddecisions by LCD panel manufacturers to delay their capital
investment plans for the current fiscal term prompted
concerns that Shibaura Mechatronics Korea might suffer
increased losses in the fiscal year ending March 2009.
Shibaura Mechatronics Group responded by taking steps toacquire Shibaura Mechatronics Korea, making it a whollyowned Group subsidiary, and to downsize its production
activities. Starting from January 2009, the company has
shifted its primary focus in Korea to sales, service andprocurement activities.

Commendation ceremony

Shibaura Mechatronics Korea

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2009

Financial Review
Business at a Glance
In the fiscal year ending March 2009, the businessenvironment in which Shibaura Mechatronics operates wasmarked by a sharp downturn in the economy and rapid
declines in personal consumption and capital investment,
results of the financial crisis that emerged in the US in thesecond half of the year. Demand was sluggish in the market
for digital home appliances, covering such products as LCD
TVs, personal computers, mobile phones and portable audio
players, while capital investment was weakened by the
impact of falling prices and deterioration in the balance of
supply and demand of LCDs and memory devices.
In the LCD panel business, Shibaura Mechatronics Group’s
major customer base, some manufacturers postponed
equipment deliveries and capital investment plans, as aresult of panel inventory and production adjustments carriedout in the second half of the year. In the semiconductorbusiness, the situation continued to worsen, with capital
investment under continual restraint as a consequenceof falling prices for memories and the general economic
uncertainty.
In the midst of this business climate, Shibaura Mechatronics
Group pushed ahead with operations aimed at attracting

Net Sales

Operating Income

orders, implemented urgent countermeasures, including
cuts in fixed costs, and endeavored to strengthen its
management constitution by promoting standardization andthe reduction of lead times as means to restructure costs.
In the Korean market, falling retail prices, driven by intense
price competition and decisions by LCD panel manufacturers
to delay capital investment plans for the current term,
prompted concerns for increased losses at Shibaura
Mechatronics Korea. Consequently, Shibaura Mechatronics
Group downsized production in Korea, and from January
2009 shifted its primary focus in the Korean market to sales,
service and procurement activities. As a result of this change
in emphasis, we booked an extraordinary loss of 392 million
yen. This included severance payments and the impairment
loss on Shibaura Mechatronics Korea’s fixed assets.
Furthermore, although Shibaura Mechatronics Group
records deferred tax assets in accordance with deferred
tax accounting standards, in light of business performancefor the fiscal year under review, and as a result of carefulconsideration of the possibility of the collection of deferred
tax assets, we recorded 3,268 million yen as an adjustment
to corporate taxes, with some of those assets drawn down.
As a result of the foregoing, sales for the fiscal year
amounted to 49,013 million yen (down 26.2% year-on-year).

Sales by Segment(¥Billions)

8.8(¥Billions)

74.9
74.7

74.7

66.4

5.2

66.4

(¥Billions)

45.2

88.5

88.5
74.9

Overseas Sales by Region(¥Billions)

29.6

32.3

49.0

22.8

20.7

'08

'09

49.0
1.6
'05
-1.5

-1.6
'05

'06

'07

'08

'09

'05

'06

'07

'08

'09

'06

'07

'08

'09

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

'05

'06

'07

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

SHIBAURA MECHATRONICS CORPORATION
Annual Report 200905

Financial Review

We recorded an operating loss of 1,462 million yen (against
operating income of 1,647 million yen in the previous fiscal
year), an ordinary loss of 1,802 million yen (against ordinary
income of 1,481 million yen in the previous fiscal year), anda net loss of 5,525 million yen (against net income of 426
million yen in the previous fiscal year).

in NAND flash memory.

2. Electronic and Vacuum Systems Segment
Segment sales stood at 10,788 million yen, an increaseof 12.5% from the previous fiscal term, and we recorded
operating income of 556 million yen, against income of
408 million yen in the previous fiscal term.
In the media device manufacturing equipment field, sales
were robust, centering on sputtering equipment and duallayer transcription equipment for Blu-ray Discs for games
and high-definition video. In the vacuum equipment field
we saw increased deliveries of bonding equipment formobile displays. In the area of laser equipment, demand
increased in the new field of manufacturing equipment forrechargeable batteries, and we made deliveries to majorusers.

Segment Information
1. Fine Mechatronics Segment
Segment sales stood at 33,459 million yen, a decline of
29.5% from the previous fiscal term, and we recorded
an operating loss of 1,795 million yen, against operating
income of 588 million yen in the previous fiscal year.
Orders for LCD panel manufacturing equipment weresluggish due to subdued capital investment in the second
half of the year. Sales from our core products—wetcleaning equipment and PI ink jet coaters for large panelsand outer lead bonders for monitors and large screen
TVs—were down against the previous year.
Both orders and sales in semiconductor manufacturing
equipment were generally poor in the face of stagnating
capital investment in semiconductors, including a slump

ROA

ROE

3. Vending Machines and Systems Segment
Segment sales stood at 2,855 million, a decline of
61.8% from the previous fiscal term, and we recorded
an operating loss of 279 million yen, against operating
income of 885 million in the previous fiscal year).
Sales of cigarette vending machines waned on a
slowdown in demand for machines with an integrated

D/ E Ratio

DOE

(%)

(%)

(%)

(%)

10.4
25.1

6.7

13.4

2.1

77.0

1.8
1.5
1.7

1.6
1.4

55.8
45.9

-4.0

-2.3

44.7

-3.0
0.8

-25.4

'05

06

'06

'07

'08

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2009

'09

'05

'06

'07

'08

'09

35.7

'05

'06

'07

'08

'09

'05

'06

'07

'08

'09

Financial Review

adult verification function, which we introduced in 2008.
In the ticket vending machine business, we brought tomarket a touch panel machine.

4. Real Estate Leasing Segment
Segment sales stood at 1,821 million yen, 0.2% downfrom the previous fiscal year, and we recorded operating
income of 553 million yen, a decrease of 55 million yen
against the previous fiscal year.

Research and Development Expenditure
Research and development expenditure by Shibaura
Mechatronics Group as a whole in the fiscal year underreview stood at 2,933 million yen. This included 496 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.
Key research activities and results and R&D expenditure ineach segment are described below.

R&D Expenditures

Facilities Expenditures(¥Billions)1. Fine Mechatronics Segment
R&D costs for the segment totaled 1,707 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.
2. Electronic and Vacuum Systems Segment
R&D costs for the segment totaled 469 million yen. In
the area of laser equipment, we promoted developmentof fiber laser markers, manufacturing equipment forrechargeable batteries for automotive application, andthin-film solar energy panel manufacturing equipment.
In electronic and vacuum systems, development
work included single-layer and multi-layer sputtering
equipment, bonding equipment and dual layertranscription equipment for Blu-ray Discs, photocatalyst
sputtering equipment, and sputtering equipment for

Number of Employees

Free Cash Flows(¥Billions)(¥Billions)

3.5
3.2
2.9

1,802
1,735 1,744
1,694

2.9

2.7

2.3

5.1

1,441

2.4

2.4

7.2

1.3
1.3
0.6
-4.7

-5.7
'05

'06

'07

'08

'09

'05

'06

'07

'08

'09

'05

'06

'07

'08

'09

'05

'06

'07

'08

'09

SHIBAURA MECHATRONICS CORPORATION
Annual Report 200907

Financial Review

semiconductor backside contacts.

3. Vending Machines and Systems Segment
R&D costs for the segment totaled 259 million yen. In thefield of vending machines and ticket vending machines,
development activities covered 2009 model cigarette
vending machines, vending machines for generalproducts, new remote control equipment for vending
machines, ticket vending machines capable of accepting
rewritable cards, new models of ticket vending machinescompatible with JIS-II cards, and touch-panel ticket
vending machines.

Financial Condition
Total assets at the end of the fiscal year amounted to 55,649
million yen, down 9,346 million yen from the previous fiscal
year-end.
Current assets at the end of the fiscal year amounted to37,912 million yen, a decrease of 7,933 million yen. This wasprimarily due to a decrease in cash and bank deposits andnotes and accounts receivable.
In addition, fixed assets at the end of the fiscal year
amounted to 17,737 million yen, a decrease of 1,413 million
yen compared with the previous fiscal year-end. This waslargely attributable to the depreciation of tangible fixed
assets and the drawdown of deferred tax assets, eventhough there was an increase in fixed assets as a result ofrecording leased assets.
Total liabilities at the end of the fiscal year were 36,779
million yen, 3,171 million yen lower than at the end of theprevious fiscal year. The primary reason for this was adecrease in notes and accounts payable.
Total net assets at the end of the fiscal year stood at 18,870
million yen, down 6,174 million yen from the previous fiscal
year-end. The underlying reason for this was a decrease inretained earnings resulting from the net loss recorded forthe fiscal year, as well as a drop in the equity of minority
shareholders.

08

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2009

Cash Flows
Total cash and cash equivalents at the end of the fiscal year
stood at 4,385 million yen, a decrease of 4,675 million yen
from the end of the previous year.
Cash flow from operating activities decreased by 4,653
million yen (compared with an increase of 2,918 million
yen recorded in the previous year). This was mainly due toa decrease in accounts payable and recording a net loss
before income tax adjustment for the fiscal year, even thoughfunds did increase as a result of fewer account receivables.
Cash flow from investing activities decreased by 91 million
yen (compared with a decrease of 1,613 million yen
recorded in the previous year), the result of expenditure on
the acquisition of tangible fixed assets.
Cash flow from financing activities increased by 223 million
yen (compared with a decrease of 637 million yen recordedin the previous year). Although some funds were directed to
the redemption of bonds, this increase was primarily due toan increase in short-term loans.

Financial Review

Five-year SummaryYear ended March 31,
2009

Consolidated
Net sales
Cost of sales
Operating income (loss)
Income (loss) before income taxes
Net income (loss)

2008

2007

2006

2005

Year ended
March 31,2009

(Millions of yen)(Thousands of
U.S. dollars)￥ 49,013		 ￥ 66,441		 ￥ 74,663		 ￥ 74,913		 ￥ 88,513
39,309		
52,070			 65,322			 58,015			 67,492
1,647			 (1,630 )		 5,180			 8,824(1,462 )1,482			 (1,727 )		 5,752			 8,260(2,232 )426			 (1,047 )		 3,393			 5,134(5,525 )$ 498,966
			 400,176
			 (14,886)
			 (22,721)
			 (56,245)

Depreciation and amortization
R&D expenses

2,105		2,933		

1,245			3,184			

1,255
2,337

			 21,428
			 29,862

Total assets

55,649		

64,995			 73,197			 75,151			 70,411

			 566,518

Net assets

18,870		

25,045			 25,084			 27,670			 22,791

			 192,103

1,165			2,713			1,133			2,851			

(yen)Net income (loss) per share
Number of employees￥(111.80)		 ￥1,694		

(U.S. dollars)

8.62		 ￥ (20.60 )		￥ 66.52		 ￥ 101.92$(1.14)

1,802			

		

1,694

1,744			1,735			1,441SHIBAURA MECHATRONICS CORPORATION
Annual Report 200909

Business Overview
Cutting COO by increasing product addedv a l u e a n d e x p a n d i n g m a r k e t s h a re b y
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
・Vacuum Bonder・Outer Lead Bonder(¥Billions)

21.7
18.4

'08

'09

20.7

In the second half of the fiscal year to March 2009, a periodmarked by sluggish demand and a deteriorating supply anddemand balance for such end products as LCD TVs, mobile
phones and personal computers, LCD panel manufacturers
initiated deep cuts in production in support of inventory
adjustment. As each manufacturer lost its appetite forfurther investment, postponing current equipment purchases
and capital investment plans for the coming fiscal term, it
looked as if uncertainty in the business environment would
make itself felt well into the fiscal year to March 2010.
However, following the Chinese government’s introductionof a recovery package that promoted sales of consumer
electronics, we have started to see higher rates of operation
at panel makers, and a movement to renewed investment insome parts of the market. Going forward, we now expect tosee recovery spread to the wider global economy, and at thispoint we expect the market to regain upward momentum infiscal year ending March 2011.

'10

FPD manufacturing equipment
Net sales (Non-consolidated)

Wet cleaning equipment

10

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2009

PI ink jet coater

Business Overview
Fine Mechatronics Segment
Flat Panel Display Manufacturing Equipment

Improve profitability, realize strategies for growth●TFT/Color Filter Process Equipment
Competition is fierce among manufacturers of cleaning,
stripping and developing equipment. At Shibaura
Mechatronics, we respond to this by striving to bring
down equipment manufacturing costs and by specializing
in equipment that is technologically superior. Alongside
this, we reinforce our efforts to win orders by investigating
various factors connected to our activities, such as higher
rates of standardization in equipment manufacturingor the market competitiveness and growth potential ofeach individual customer. In all of this we are working
toward specific objectives: to further reduce the COO ofequipment; to shorten processing times; and to improve
the quality of our products.
Not only are we endeavoring to strengthen ourcompetitive edge with enhanced cost-competitivenessby improving and standardizing equipment functions, weare also focused on differentiating ourselves in advanceof our competitors by utilizing micro-cleaning technology
to reduce COO and bolster process performance andquality.
●Cell Process Equipment
Panel manufacturers have introduced our technologicallyadvanced PI ink jet coaters into their mass productionlines, and we now plan to expand future business

Seal dispenser

operations by developing manufacturing equipment forlarge-sized LCD panels. In a field that even higher levelsof precision coating technology is required, we develop
equipment for this market by applying the coating
technology previously cultivated for PI coating.
With regard to our seal dispensers, we are endeavoring to
improve functionality, provide cheaper prices and better
service and to expand our market share.

●Module Process Equipment
Our main focus in this area of business is to assure
the retention of our valued customers. In practice thatmeans we are seeking to expand sales to television
manufacturers that plan domestic production of module
process equipment for manufacturing LCD panels in the
Chinese market.
With regard to outer lead bonders, we will develop andbring to market high precision equipment suitable tomeet the needs of high precision miniaturized personal
computer monitors. We also aim to increase our market
share in COG equipment for small LCD panels forapplications in products such as mobile phones.
In the LCD driver market, we will seek to retain our No.1
share by bringing to market high-speed, high-precision
flip chip bonders.

Outer lead bonder

SHIBAURA MECHATRONICS CORPORATION
Annual Report 200911

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 Cleaning Equipment
・Wafer Inspection Equipmennt
・Die Bonder
・Flip Chip Bonder(¥Billions)

14.0
10.1
6.5

'08

'09

'10

Semiconductor manufacturing equipment
Net sales (Non-consolidated)

Chemical dry etching equipment

12

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2009

In the face of falling prices and sluggish demand for finishedproducts, including personal computers, flat panel TVs andmobile devices, semiconductor manufacturers reviewed theirproduction output in order to carry out inventory adjustment.
Even so, it looks as if the opacity of the semiconductor
market in fiscal year 2008 will carry over into fiscal 2009).
In NAND flash memory equipment – an area in which
Shibaura Mechatronics Group is endeavoring to raisemarket share – capital investment continues to be subdued.
Although a gradual recovery is forecast to start from thesecond half of the fiscal year ending March 2010, all
expectations for a full-scale revival point to the second halfof the fiscal year to March 2011, or even beyond then.
It is to be hoped that capital investment in memory devices
will be revitalized by increased demand for solid statedrives (SSD), which are now emerging as an alternative
to magnetic discs, and by measures to combat the pricedeclines brought about by the miniaturization of DRAM.
A moderate recovery in capital investment in logic devices isforecast for the second half of the fiscal year ending March
2011, which would be in line with support for automotive
electronics and the transition to digital broadcasting.

Wet cleaning equipment

Business Overview
Fine Mechatronics Segment
Semiconductor Manufacturing Equipment

Improve profitability, realize strategies for growth

COWs (Chip on Wafer) and TSVs (Through Silicon Via).

●Front-end Process Equipment
We are working to secure orders for etching equipmentfor next generation CMOS lines, and we are now working
with major users of chemical dry etching equipment toexpand the range of application.
In wet processing equipment we are looking to expand
our market share, based on results following deliveries ofhigh throughput equipment to mass production lines. In
addition, we are pushing ahead with product development
based on electrolyzed sulfuric acid systems, with anemphasis on environmental considerations and reductions
in COO.
We are also trying to boost sales by introducing to market
wafer inspection equipment equipped with high-speed
imaging classification functionality.
●Back-end Process Equipment
By strengthening our sales to major clients who represent
their industry, and by forming partnerships, we intend
to expand sales of 300mm die bonders. Our primarytarget here is the thin chip sector, and we will develop
applications and equipment for packages for new uses,
such as IC tags.
In the flip chip bonder business, we are pushing ahead
with development of high-precision flip chip bonders that
support the mounting of advanced packages such as

Flip chip bonder

SHIBAURA MECHATRONICS CORPORATION
Annual Report 200913

Business Overview
Electronic and Vacuum Systems Segment
Media Device and Vacuum Equipment

Electronic and Vacuum Systems Segment

Media Device and Vacuum Equipment

Building a business based on vacuum
technologies

Market Environment
Although weak global demand has held back capital
investment in the optical disc industry, the spread of Bluray Disc recorders and players and the rise of the BD-ROM
market, where discs are a medium for games and highdefinition video, is expected to kick-start a future market
expansion centered on recordable Blu-ray Discs (BD-R).

Main Products
・Sputtering Equipment
・Vacuum Bonding Equipment

Improve profitability, realize strategies for growth(¥Billions)

7.8
6.3

'08

'09

7.1

'10

Media device and Vacuum equipment
Net sales (Non-consolidated)

Replication line for Blu-ray disc

Vacuum bonding equipment

14

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2009

●Disc Manufacturing Equipment
We will continue 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
We have developed and introduced to the market vacuum
bonding equipment capable of manufacturing displays
offering the high levels of visibility legibility required
for utilization in portable media devices with touch
screens. Our established vacuum film and resin bonding
technology prevents the infiltration of bubbles, and ourequipment can produce thin displays with a superior levelof legibility. We aim to continue to improve results from theapplication of our equipment to the manufacture of small
displays.
●Vacuum Equipment
We are promoting increased sales of discontinuous film
sputtering equipment (for mobile devices), semiconductor
backside sputtering equipment and reflective film
formation for lamp reflectors. We are also seeking toboost our market share in semiconductor backside
sputtering equipment by building up a track-record ofdeliveries to leading manufacturers.

Business Overview
Electronic and Vacuum Systems Segment
Laser Equipment

Expand business in the ﬁeld of clean energy

Electronic and Vacuum Systems Segment

Laser Equipment

Market Environment
Forecasts indicate that markets related to clean energy andthe environment will see increasing demand and growth on
the global scale. In solar batteries, growth is expected in thinfilm solar cells, which may well have the long-term potential
to become a low cost source of energy. In the market forrechargeable batteries for vehicles, forecasts indicate thatgrowth in demand for lithium-ion batteries will start to rise in
the fiscal year ending March 2011.

Main Products
・Laser Markers
・Laser Welding Equipment
・Battery / Cell Manufacturing Equipment

Improve profitability, realize strategies for growth(¥Billions)

5.5
2.5

2.4

'08

'09

'10

Laser equipment
Net sales (Non-consolidated)●Solar Cell Systems
Centering our efforts on high-speed, high-precision
processing technology for laser scribes, Shibaura
Mechatronics Group will continue to accumulate
processing technology and make domestic manufacturersof thin film solar cells our main target. We also intend toenter the market for manufacturing processes for next
generation solar cells, such as those manufactured with
CIGS※1.
Furthermore, we will apply our LCD module processequipment technology to bringing to market ACF ※2
connection equipment that can replace conventionalsoldering methods in the interconnection process of
crystal solar cells. This equipment can also be used onthin film solar cell systems, we are confident that we canincrease sales in the future.
●Lithium-ion Batteries for Vehicles
We are seeking to improve our market share with highspeed, high-grade welding for large size batteries. We
also intend to start a turnkey business (which provides aready-to-use uniform manufacturing line) based on ourcore technologies in laser welding, transportation andimmersion.

Thin film PV cellmanufacturing equipment

Laser welding equipment※1 CIGS: CuIn-GaSe.
A type of thin film solar cell that, instead of silicon, uses a chemical compoundcomposed of copper (Cu), indium (In), gallium (Ga) and selenium (Se).
※2 ACF: Anisotropic Conductive Film.

SHIBAURA MECHATRONICS CORPORATION
Annual Report 200915

Business Overview
Vending Machines and Systems Segment
Cigarette Vending Machines
Ticket Vending Machines

Market Environment

Vending Machines and Systems Segment

Cigarette Vending Machines
Ticket Vending Machines

In the cigarette vending machine business the market has
been shrinking, on slowing demand for vending machineswith an integrated adult verification function, introduced
nationwide in 2008. The ticket machine market is moving in
the opposite direction. The last round of installation was in2004, when new banknotes were introduced, and demandis gradually increasing as a replacement market develops.
In the area of food ticket vending, there has been a surge
in the number of restaurants seeking to become low-costeateries. This is fueling new installations of ticket machines,
as they allow such businesses to cut back on staffing costs
and carry out cash control.

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

7.5

'08

2.9

3.3

'09

'10

Improve profitability, realize strategies for growth
As part of our vision of becoming a provider of infrastructurein the vending machine industry, we will take measures
to strengthen our systems technology, alliances andcollaborations, and by doing so reinforce our product line-up
and appeal and boost sales of ticket vending machines.

Cigarette and Ticket vending machines
Net sales

Cigarette vending machines

16

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2009

Touch panel ticket vending machines

CSR Activities
CSR Management

Environmental Charter

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■ 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.”

CEO
ReportBoard of Directors
CSR Committee
ReportGlobal Environment
Committee

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.

Social & ES Activities
Committee

Board of Auditors

Risk Compliance
Committee

CSR promotion system

Environmental Initiatives
Environmental problems, climate change among them,
are today the most critical issues that we must address.
Corporations that have continued to achieve economic
growth over the past several decades must now take theinitiative in becoming involved in solving these issues, andadopt effective countermeasures and engage in reasonable
activities from a long-term perspective.
As a producer of manufacturing equipment, Shibaura
Mechatronics Group advocates a policy of “do not use anddo not emit,” and thereby strives to minimize the natural
resources utilized and the burdens placed on the global
environment as we carry out our business. We also makeevery effort to reduce CO2 and waste generated as a resultof our activities. Guided by this policy, we are committed
to reducing environmental loads at all stages from productdevelopment through to production, and are endeavoring to
cut back greenhouse gas emissions by offering customers
manufacturing equipment able to produce products while

using even less energy and fewer materials.
As part of our effort to reduce greenhouse gases, we arepushing ahead with activities to curtail CO 2 emissions perunit of current production output. However, in considerationof the global environment as a whole, we also feel that,going forward, it is necessary for Shibaura Mechatronics
Group to reduce its CO 2 emissions in absolute terms.
This is no simple task for any company, and we are
currently carrying out a thorough investigation of reduction
targets and methods for achieving them. Environmental
management at Shibaura Mechatronics Group must involvethe establishment of objectives that accurately identify
what we need to do as an individual entity in order to help
create a better society. Instead of simply continuing with ourpresent business model, we must visualize an ideal society
and the kind of company we want to be, and do so from along -term and then an ultra long-term perspective. From
there we will adopt a backcasting approach and implement
appropriate actions.
Our environmental charter states that “humankind has theduty to hand on the irreplaceable global environment to thenext generation in a sound state.” In order to realize that
stipulated Shibaura Mechatronics Group will continue todrive forward with its long-term environmental management
plan.
＊ Please refer to the 2009 Shibaura Mechatronics Group CSR Reportfor more details on our CSR activities.
http://www.shibaura.co.jp/csr/pdf/CSR_2009.pdf

SHIBAURA MECHATRONICS CORPORATION
Annual Report 200917

Corporate GovernanceFundamental Approach to Corporate Governanceand to propose them to the general meeting of theshareholders.

Shibaura 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".

Enforcement and Oversight of Corporate Decision
Making and the Business Management Structure andOther Aspects of Corporate Governance(1) The board of directors currently has 10 members. Outside
directors are not elected. The company recognizes
the need for outside directors who are not captive tothe company's internal logic, who are able to draw
on their experience to offer an independent, objective
perspective. Going forward, we propose to identify
suitable candidates to become outside directors

We also intend to examine measures for furthers t re n g t h e n i n g c o r p o r a t e g o v e r n a n c e , i n o rd e r
to implement optimized policy on managementadministration (including the size of the board andintroducing the executive officer system).
(2) The corporate auditing system currently comprises four
corporate auditors, all from outside the company,
who are charged with further reinforcing corporate
governance. Two of the corporate auditors are full-time,able to conduct proactive audits and to work in close
cooperation with the part-time auditors. The auditors
receive advance briefings on matters concerning theboard of directors, and are able to play a positive role inbringing matter to the board's attention.
The corporate auditors and financial auditors cooperate
closely to develop and plan audit-related policy
and objectives, through such means as informationexchanges and prior consultation.
The corporate governance system is shown in theillustration below.
(3) Management Audit Division is organized under the direct

Shareholders' Meeting
Appoint / Dismiss

Board of Directors
Directors

Appoint / Dismiss
Statutory
Audit

Board of Auditors
AuditorsCEO

Each Operating DivisionInternal Audit

Internal
Auditing

Management
Audit DivisionCorporate governance system

18

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2009

Accounting Auditor

Corporate Governancecontrol of the CEO and is responsible for auditing
management. Its mission centers on monitoring
management appropriateness. 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.

sum total.
(6) General Affairs Division provides the outside directors witha support organization. In addition, the division
provides the full-time auditors with briefings prior tomeetings, as necessary, and is dedicated to assuring a
structure where there is no deficiency in the provision of
information.

The corporate auditors and Management Audit
Division, responsible for internal auditing work in close
cooperation to define audit objectives, plans, et cetera,
and the head of Management Audit Division ensuresthat audits are enforced and that the results are reported
to the corporate auditors. In addition, the head ofManagement Audit Division is to be appointed with priorconsultations between the corporate auditors and thecompany.

(7) The management strategy meeting, in addition to the meetingof the board of directors, is held once a week inprinciple, with a membership comprising the CEO andexecutive directors, as well as the directors responsible
for management corporate planning, marketing &sales, technology, production & procurement, finance& accounting and general affairs, and shall discuss andmake decisions on matters related to such functions
as management of business, auditing and supervision,
nomination, and decisions on remuneration.

(4) At present, policy on providing incentives to directors of thecompany is being considered what kind of incentive is tocontribute not restricted to short term performance, but
to be continuously contributions to improve performancein the medium to long term.

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(5) Remuneration paid to directors is periodically disclosed in
the business reports and the Financial Statement, as aCEO
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 200919

Corporate Governancepolicy 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 theirduties 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 andplans audit-related policy and objectives, in close
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

20

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2009

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 aregular 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.
(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 andCorporate Governancesystematic 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 through theorganization, early detection of problems and an
appropriate response making use of an internal report
procedure (include a risk consultation hotline forany necessary consultation with a lawyer) should beachieved.
(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 Conduct
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 of
the affiliated companies, managers from the Company
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.
(7) System by which auditors carrying out their duties and who
seek assistance can assure the assistance of an
appropriate assistant.

(8) The independence of the assistant referred to above fromdirectors of the company.
The assistant referred to in (7)(b) above shall be treatedas full-time staff, subject to oversight by the auditors,
and shall not carry out other assignments concurrently.
(9) The system for reports to the auditors by directors andemployees and the system for reports to the otherauditors.
(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.
(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 areport to the corporate auditors in respect of theresults of internal audits.
(e) The head of Management Audit Division shall be
appointed with prior consultations between thecorporate auditors and the company.

(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.

SHIBAURA MECHATRONICS CORPORATION
Annual Report 200921

Board of Directors
As of June 18, 2009

Sennosuke Yoshida

Yutaka Okazaki

Hitoshi Dojima

Masaaki Nomi

Yoshiaki Sato

Auditor

AuditorVice President

Auditor

AuditorKazuhiko Igarashi

Shunichi Kishimoto

Satoru Hara

Shuichi Shimada

Yukimasa Yoshida

Masaharu Yamanaka

Vice President

Vice President

Vice President

Vice President

Vice President

Vice President

Shigeki Fujita
Senior Vice President

Directors
President and Chief Executive Ofﬁcer
Kenji Minami
Senior Vice President
Masahiro Abe
Shigeki Fujita

22

SHIBAURA MECHATRONICS CORPORATION
Annual Report 2009

Kenji Minami
President andChief Executive Officer

Masahiro Abe
Senior Vice President

AuditorVice President
Shuichi Shimada
Satoru Hara
Yukimasa Yoshida
Shunichi Kishimoto
Masaharu Yamanaka
Kazuhiko Igarashi
Hitoshi Dojima

Masaaki Nomi
Yutaka Okazaki
Yoshiaki Sato (Outside)
Sennosuke Yoshida (Outside)

Executive Adviser
Shigeki Morita

Investor Information
As of March 31, 2009

Date Established

October 12, 1939

Capital6,761Million-Yen

Number of Employees

Consolidated: 1,694
Non-consolidated : 964

Common Stock

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

Number of Shareholders

7,469

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)

2009
687
234

2008
824
388

2007
1,374
525

2006
1,759
864

2005
1,081
590

Principal Shareholders

Toshiba Corporation
UBS AG LONDON ASIA EQUITIESTHE TACHIBANA SECURITIES Co., LTD
Japan Trustee Services Bank, Limited (trust accounts 4)

Number of shares hold

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

18,977

36.5
4.1
4.1
3.2

2,130
2,123
1,646

SHIBAURA MECHATRONICS CORPORATION
Annual Report 200923

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/※Blu-ray Disc is a trademark of Sony
Corporation.
※All the other trademarks mentioned inthis report belong to their respective
companies.

SEA0310A 00 0910
09021