Hidetoshi Shibuya
President and CEO
Since our founding, we have built a strong core technological advantage in bottling systems, beginning with equipment for sake production. Leveraging this foundation, we have expanded into aseptic filling systems for beverages and pharmaceuticals, as well as into high-value-added fields such as medical devices and semiconductor manufacturing equipment, achieving sustained growth.
With the goal of reaching net sales of ¥200 billion by 2030, we have positioned “strengthening Dantotsu* Product development” and “advancing our global strategy” as the pillars of our management policy. Driven by growth in new products, new markets, and new businesses, we continue to move forward with determination.
As the market environment undergoes rapid change and customer needs become increasingly sophisticated, we are strengthening our capabilities and agility to respond to diverse global demands through our One Shibuya strategy, which brings together the strengths of each Group company and accelerates synergies.
In our made-to-order production model, we have established a cost control system that enables stable profit growth through our proprietary order-based budget and cost management1. In addition, as a core element of our management policy, we are promoting the Three Kai initiatives—Kaizen (improvement), Kaikaku (reform), and Kaihatsu (development)—across the entire Group.
At Shibuya, we ensure the effective execution of these initiatives through two key drivers: our unique internal improvement activities based on SSD small-group activities2, and performance management through Group target management3. Together, these form the foundation of the organizational capabilities that enable us to respond effectively in a rapidly changing environment.
With a view to maximizing corporate value over the medium to long term, we will step beyond our existing boundaries and continue to pursue management aligned with our future vision of becoming a leading company supporting manufacturing for everyday life.
With sincere appreciation for our shareholders and investors, we will balance transparent information disclosure with proactive growth investment, strengthening a stable earnings base while securing future growth. We appreciate your continued understanding and support.
*Dantotsu is a Japanese term describing a position of clear leadership, standing well above others with no close comparison.
Notes:
1. Order-based budget and cost management:
A proprietary cost control system tailored to Shibuya’s made-to-order business model, in which actual costs and product quality are managed within the planned cost established at the time of order, and individual product costs are tracked on a per-order basis.
2. SSD small-group activities:
An internal improvement initiative, named after Shibuya Stable Development (SSD), in which employees voluntarily set themes to promote improvement, address issues, and study challenges, with the aim of achieving stable corporate growth.
3. Group target management:
An internal management and audit system in which department-level numerical targets are set and managed across the Group, incorporating a management perspective into the process.
June 2026
Hidetoshi Shibuya
President and CEO
Shibuya Corporation
