Outline of the DAIHEN Group
Corporate data
Company name | ||||||||
Date established | December 1, 1919 | |||||||
Capital | ¥10,596 million | |||||||
Sales | ¥145,044 million (March 2020, consolidated) | |||||||
Employees | 3,876 (As of March 2020, consolidated) | |||||||
Business | Manufacture, sale and servicing of power | |||||||
equipment, welding machines, industrial robots, | ||||||||
RF generators for semiconductor manufacturing, | ||||||||
wireless transfer systems, etc. | ||||||||
Head office | 2-1-11 Tagawa, Yodogawa-ku, Osaka | |||||||
location | 532-8512 Japan | |||||||
Tel: +81-6-6301-1212 | ||||||||
Business offices | Juso Business Office (Osaka), Rokko Business | |||||||
and plants | Office (Kobe), Mie Business Office | |||||||
(Taki-cho, Mie), Kanehira Plant (Osaka), | ||||||||
Chitose Plant (Chitose, Hokkaido) | ||||||||
Regional offices | Hokkaido Regional Office, Tohoku Regional | |||||||
Office, Tokyo Regional Office, Chubu Regional | ||||||||
Office, Chugoku Regional Office, Kyushu | ||||||||
Regional Office | ||||||||
Website | www.daihen.co.jp |
Executive officers (As of June 25, 2020)
Directors and operating officers
President and Chief Executive Officer | Tetsuya Tajiri |
Senior Executive Vice President and | Shigekazu Koshino |
Member of the Board | |
Executive Vice President and Member | Kazuo Kamo |
of the Board | |
Senior Vice President and Member | Keiki Morimoto |
of the Board | |
Senior Vice President and Member | Shoichiro Minomo |
of the Board | |
Senior Vice President and Member | Haruhisa Kimura |
of the Board | |
Member of the Board | Kusuo Sanjo |
Member of the Board | Keiichi Ando |
Head Office (Juso Business Office)
Showrooms (1F Head Office)
Our Head Office Building is registered with Osaka City as a
Tsunami Evacuation Building.
Auditors
Standing Auditor | Naoki Urai |
Standing Auditor | Keitaro Takahashi |
Auditor | Haruo Urata |
Auditor | Masayuki Furusawa |
Auditor | Masashi Yoshida |
Operating officers / Fellows
Senior Vice President | Shingo Wada | Vice President | Tadashi Kuriyama |
Senior Vice President | Kentaro Kaneko | Vice President | Yasuhiko Fujitomi |
Senior Vice President | Ichiro Yamano | Vice President | Tong Hongjun |
Senior Vice President | Yasuhiro Ohnishi | Vice President | Hideki Imura |
Vice President | Yasuhiro Nishimori | Vice President | Kohei Funada |
Vice President | Tomoyuki Ueyama | Vice President | Tatsuya Iba |
Vice President | Hiroaki Oichi | Vice President | Masana Morioka |
Vice President | Ryohei Tanaka | Fellow | Tatsuo Ota |
Vice President | Toshiyuki Arai | Fellow | Yuji Yoshizako |
Editorial policy
We publish this report to let all of our stakeholders know the kind of business activities we are conducting in the DAIHEN Group and, by doing so, build trust between us. A lot of effort has gone into editing the layout so that people of all walks of life will find the content easy to read and will gain a proper understanding of what we do.
Since last year, we have added more information about our sustainability activities and disclosures, and changed the title from "CSR Report" to (the) "DAIHEN Report". Going forward, we will continue to upgrade the content of the report by adding information that our stakeholders expect and want.
[Opinions and requests are welcome!]
Your opinions and requests are great sources of information that help us to improve not only this report but also our business activities. Let us know what you think.
DAIHEN Website >> Contact Us >> Other inquiries >> Inquiry form
Reporting period
This report covers fiscal year 2019 (April 1, 2019 to March 31, 2020). This report also contains some information from before fiscal 2019 and after April 2020.
Scope of organizations covered
In principle, this report spans the initiatives of the DAIHEN Group, which comprises DAIHEN Corporation and its consolidated subsidiaries. The environmental report contained herein presents the environmental initiatives of our Group plants - in Tottori, Oita, Matsudo, Eniwa, Hirosaki, Kagawa, and Izumiotsu - that are participating in the environmental management system of DAIHEN Corporation.
Reference guidelines
- Guidelines 2013 of the Global Reporting Initiative (GRI)
- Environmental Reporting Guidelines (Fiscal 2012 Version), Ministry of the Environment, Japan
- Environmental Accounting Guidelines (Fiscal 2005 Version), Ministry of the Environment, Japan
- JIS Z 26000, Japanese Standards Association
Next issue
The next issue of this report is scheduled for summer 2021.
Disclaimer
This report includes our plans and prospects as of the date of publication; projections based on management plans and management policies; and past and current data on the DAIHEN Group. The reader is advised that these projections are assumptions or judgments based on the best information available at the time, and the possibility exists that future business performance may differ due to changes in various conditions, unforeseen results, and changes to forecast business activities.
Contents
Corporate data, Executive officers | 1 |
Editorial policy, Contents | 2 |
Message from the President | 3 |
The DAIHEN Group's Corporate Objectives | 5 |
The DAIHEN Group and SDGs | 7 |
Fiscal 2019 Results of the "DAIHEN Value 2020" | 9 |
Medium-term Business Plan | |
Special How DAIHEN products are helping to | |
Feature solve social issues | 11 |
DAIHEN Products in Society | 15 |
History of the DAIHEN Group | 17 |
Businesses of the DAIHEN Group | 19 |
Roles Played by DAIHEN Group Companies | 21 |
Global Network | 23 |
Financial Performance of the DAIHEN Group | 25 |
Social Report | |
Corporate Governance | 26 |
Our Relationship with Our Customers | 29 |
Our Commitment to Our Shareholders | 31 |
Our Commitment to Our Suppliers | 32 |
Our Commitment to Our Employees | 33 |
Our Commitment to Society and Local Communities | 37 |
Environmental Report | |
Promoting Environmental Management | |
The environmental impact of our business activities | 39 |
Environmental management at the DAIHEN Group | 40 |
Environmental initiatives: plans and results | 41 |
The DAIHEN Group's 6th Voluntary Environmental | |
Action Plan | 43 |
Environmental preservation initiatives: policies and | |
systems | 44 |
Environmental management system | 45 |
DAIHEN Group environmental accounting in fiscal 2019 | 46 |
Processes | |
Prevention of global warming | 47 |
Waste reduction | 48 |
Air pollution control | 49 |
Environmental Protection Activities of | |
Major Business Sites | 50 |
Environmental Preservation Initiatives of | |
Our Business Ofces/Plants | |
Environmental impact data for fiscal 2019 | 51 |
Environmental Preservation Initiatives of | |
Plants Outside Japan | |
Initiatives in fiscal 2019 | 55 |
1 DAIHEN REPORT 2020 | DAIHEN REPORT 2020 2 |
Message from the President
Doing what we can to shape a sustainable world
Through its business activities, the DAIHEN Group is making concerted efforts to solve a diversity of social issues and shape a sustainable world.
Since the company's founding in 1919, DAIHEN has helped to improve the electrical infrastructure that powers modern life and elevate manufacturing around the world to new heights by developing and marketing products that society needs - like transformers, welding machines, industrial robots, high-frequency plasma generators, wireless transfer systems and more.
From the very beginning, we have purposely sought to "please our customers and serve society" through the business we do. It was then and is still now our mission to create and deliver products that meet and exceed customer expectations. This drives us to better understand what customers need and do everything within
our power to provide them with greater benefit and added-value.
Within the DAIHEN Group, we also understand society's growing expectations that businesses should be doing more to achieve the SDGs (Sustainable Development Goals) advocated by the United Nations. Viewing it as a top priority, we are looking squarely at societal issues like the damage being caused to the global environment, the labor shortages that are predicted to come from falling birthrates and the need for stronger national resilience, and searching for promising solutions through product development and new business creation.
All of these thought processes underscore our push as a "development-driven
company" and are guiding us, in the last year of our DAIHEN Value 2020 medium-term business plan, to go beyond current product categories to create unique products of future growth potential and, at the same time, transition business from making standalone products to offering complete system solutions. Whether it means to develop products and systems that will build more smart communities or put more EVs on the road, or supply equipment that automates entire factories, we will be making a concerted effort through our business activities at DAIHEN to solve society's woes and shape a sustainable world.
I ask for your continued understanding and support of what we do here at DAIHEN.
Tetsuya Tajiri
President and Chief Executive Officer
3 DAIHEN REPORT 2020 | DAIHEN REPORT 2020 4 |
The DAIHEN Group's Corporate Objectives
The DAIHEN Group is committed to achieving simultaneous "contentment for all".
Though it may sound like a juggling act, our prime objective in the DAIHEN Group is to make all of our stakeholders - customers, employees and their families, shareholders, suppliers and hosting communities - happy at the same time. We call it "simultaneous contentment for all". (For an explanation of respective returns we target for each category of stakeholder, see page 10.)
All of the people that work for the DAIHEN Group play an important role in achieving that objective. It requires a concerted effort of our entire workforce and their adherence to the work disciplines and code of conduct we define as the "DAIHEN Way".
Achieving Simultaneous | |||
Corporate | |||
Objective | (then president Keijiro | ||
* Including our customers, employees and | |||
local communities | |||
Corporate philosophy | |||
Reliability & Creativity | |||
DAIHEN aims to achieve | |||
healthy growth and contribute | |||
to society by creating value | |||
while upholding the relationship | |||
of trust we have established | |||
with our stakeholders. |
Contentment for All*
Kobayashi, 1985)
their families, shareholders, suppliers, and
Building on our founding spirit
The company was founded on the principles of "superior quality, reasonable prices and on-time delivery". Those principles are alive and well today as our "Founding Spirit".
DAIHEN | Group |
The DAIHEN | Way |
Support for local initiatives and environmental protection
Reasonable pricing | The conduct policy and disciplined work | methods of DAIHEN Group employees | ||||||||
Reliability | Appropriate | |||||||||
Support and | Regional | |||||||||
payments and fair | ||||||||||
Fulfilling our | Increasing our | business dealings | empathy for our | Community | ||||||
dividends and | business | |||||||||
role, trust | activities, trust | |||||||||
Providing products and | share price | |||||||||
systems that help | Low cost and | |||||||||
Customers | customers increase | |||||||||
steady supply of | ||||||||||
the social value of their | Increasing | |||||||||
high-quality | ||||||||||
business | Investment | |||||||||
rewards | materials, trust | |||||||||
for positive | and trust | Suppliers | ||||||||
results | ||||||||||
Employees
andShareholders their families
DAIHEN's
Action
Charter
For the market
- We shall provide safe, high-quality products that meet customer needs and satisfy our customers with timely services and a straightforward response. In this way, we shall win the confidence of our customers through our business activities.
- We shall remain sensitive to change and enthusiastically create new products and technologies while developing new markets.
With our fellow workers
- We shall nurture an environment in which our employees are highly motivated to maximize their abilities and we shall properly evaluate the performance of our employees.
- We shall voice our frank opinions and shall jointly develop a vision for the future as well as an innovation plan. With a strong will, we shall prevail against our competitors.
To win the condence of shareholders
- We shall continuously develop a stable business so that we can earn profits and increase our corporate value. In addition, we shall publicly disclose accurate information as necessary.
For all
our suppliers
- We shall conduct honest trade with our suppliers so that they receive appropriate payment for the products and services they provide.
As members of society
- When we do business, we shall observe the laws and regulations of the corresponding country or region and shall respect their cultural norms and customs. In addition, we shall strive to protect the environment so that we can maintain good relations with society.
- We shall respect human rights and shall treat all people equally. We shall not intrude on personal privacy and shall act sensibly as a member of society.
5 DAIHEN REPORT 2020 | DAIHEN REPORT 2020 6 |
The DAIHEN Group and SDGs
Doing our part to achieve SDGs
Advocated by the United Nations since 2015, SDGs raise 17 goals societies around the world should strive to achieve with regard to social issues such as poverty, inequality and climate change. As a corporate citizen whose prime objective has long been the "simultaneous contentment for all", the DAIHEN Group has innately contributed to the sustainable development of society for some time by using our technological abilities to create unique products that fulfill a useful purpose. In fact, every aspect of the businesses we undertake can be tied to goals that are expressed in one way or another by SDGs. Going forward, we are intent on proving ourselves useful to specific causes and making further contributions to sustainable development through even closer correlations between our business activities and SDGs.
Correlations between DAIHEN Group business activities and SDGs | |||||
Breakdown | Recent important activities of the DAIHEN Group | ESG | Related SDGs | Read | |
qualification | more | ||||
• Building a product portfolio of a minimum 40% unique useful products that | E | ||||
Customers | help customers develop business value and address social challenges | Environment | |||
all" | • Investing 5% of sales in development in order to continue creating unique | S | |||
for | useful products | Society | |||
"ContentmentDAIHEN's objectiveprime | Employees and | • Providing performance-based pay as a "3rd bonus" | |||
* Assuming 5% or greater year-on-year increase in operating income: | |||||
their families | Pages 5 | ||||
1 month's pay if ¥8 billion - 2 months' pay (max.) if ¥12 billion | |||||
and 6 | |||||
Shareholders | • 30% dividend ratio against 3-year average profit | S | |||
Suppliers | Society | ||||
• Returning 50% of cost reductions | |||||
Regional | • Building a product portfolio of a minimum 75% environment-friendly products | ||||
• Donating 1% of operating income to child welfare/protection in communities | |||||
community | |||||
that host important business sites | |||||
• "Smart Energy Management" | |||||
Providing products and systems for controlling and managing the growing | |||||
2020) | Development of | diversity of decentralized power sources, and products and systems that | E | ||
contribute to the spread of new power applications like EVs, etc. | |||||
- | unique products for | Environment | |||
new domains and | • "Smart Factory Automation" | Page 9 | |||
2018 | S | ||||
system solutions | Providing products and systems that help automate entire factories | ||||
Society | |||||
(fiscal | business | ||||
• "Material Fine Processing" | |||||
plan | Providing new processes for bonding, cutting and processing metals, resins | ||||
and other materials using high-precision control | |||||
business | Group-wide "Loss | • Automating production across the group | E | ||
• Improved productivity of transformers for private sector businesses by | |||||
Cutting (Cost | introducing straight-through production. | Environment | Page 10 | ||
term | Optimization) | • Automating back-office operations and eliminating simple jobs using RPA* | S | ||
Initiative" | * RPA (Robotic Process Automation) means to replace and automate repetitive | Society | |||
- | work performed by humans on PC by programming software to do the job. | ||||
medium | |||||
Establishing | |||||
3rd | "D-Servicing" | • Monitoring the state of IoT robotics | S | ||
practices via | • Production/Operation management and remote support | Page 10 | |||
Society | |||||
stronger engineering | • Launched "Remote Maintenance Service" | ||||
sales | |||||
• Created a Compliance Committee. | |||||
Compliance | • Imparting compliance education using the DAIHEN Code of Ethics and Guide to | ||||
Compliance with Laws and Regulations | Page 27 | ||||
governance | • Providing learning opportunities focused on contracting and individual laws and regulations | ||||
• Established a "Helpline" to prevent and discover illegal acts before they go too far. | |||||
• Strengthening information security (Creation of an Information Security Committee, | E | ||||
Environment | |||||
enforcing an information security policy, promoting awareness activities, etc.) | G | ||||
Corporate | • Intellectual property activities | ||||
Governance | |||||
• Zero-defects quality activities under our quality policy (Creation of a Quality | |||||
Risk management | Management Committee, acquisitions of ISO 9001, implementation of education | Page 28 | |||
activities, etc.) | |||||
• Preparations for natural disasters and accidents (Creation of a Health & Safety | |||||
Committee, registering business sites as Tsunami Evacuation Buildings, stocking | |||||
emergency supplies, etc.) | |||||
• Internal audits |
Breakdown | Recent important activities of the DAIHEN Group | ESG | Related SDGs | Read | ||||||||||
qualification | more | |||||||||||||
Information disclosuresto | shareholders/ investors | • Personalized IR activities (direct phone calls, telephone surveys and | S | |||||||||||
Improvements to | reporting, etc.) | |||||||||||||
Governance | ||||||||||||||
Society | ||||||||||||||
• Staging IR briefings for institutional investors | Page 31 | |||||||||||||
IR activities | G | |||||||||||||
• Releasing useful information above and beyond legal disclosure requirements | ||||||||||||||
swiftly, fairly and accurately via our website and other media | ||||||||||||||
procurement | • Posting desired materials on our website | |||||||||||||
Materials | to all parties | • Adopted a basic policy on materials procurement. | Society | |||||||||||
environment | ||||||||||||||
Promoting business | • Holding meetings to explain our procurement policy and practices to | E | ||||||||||||
with suppliers that is | suppliers (honoring outstanding suppliers) | Environment | Page 32 | |||||||||||
mutually beneficial | S | |||||||||||||
• Promotion of green procurement activities that overtly protect the global | ||||||||||||||
- Cost-reductionactivities that emphasize VE/VA proposals
- Personnel rating system with clear evaluation criteria
- Fair, acceptable treatment
- Career self-discovery and plotting program and mentoring program for new employees
(Personnel) | Motivating | • Implementing level-based training by position/role | |||||||||||||||
personnel systems | • Assigning personnel to positions that match their skills and desires (Internal | ||||||||||||||||
FA system, self-declared career goals) | S | ||||||||||||||||
• Systems for stimulating the urge to learn (Online learning, support programs | Pages 33 | ||||||||||||||||
for acquiring qualifications/licensing) | Society | ||||||||||||||||
Employees | • Promotion of work-life balance | G | and 34 | ||||||||||||||
Governance | |||||||||||||||||
• Support systems that allow employees to both work and raise children / | |||||||||||||||||
Creating workplace | provide care to family members | ||||||||||||||||
• Hiring persons with physical challenges | |||||||||||||||||
environments where | |||||||||||||||||
• Hiring and proactively using more women in line with the Act on the | |||||||||||||||||
people of all nature | |||||||||||||||||
Promotion of Women's Participation and Advancement in the Workplace | |||||||||||||||||
can enjoy working | |||||||||||||||||
• Imparting education on harassment | |||||||||||||||||
• Strengthening communications (DAIHEN Group Heart Festival etc.) | |||||||||||||||||
• Adopted a basic policy of "prioritizing health and safety in all business activities". | |||||||||||||||||
Safety& | • Improving health and safety levels via audits by experts | ||||||||||||||||
health and safety | • Reducing our exposure to risks by tracking and managing major risks with ledgers | S | |||||||||||||||
• Enforcing the practice of heads-up meetings before starting work | |||||||||||||||||
Enforcement of | Pages 35 | ||||||||||||||||
• Strengthening 6 S (seiri [sort], seiton [keep orderly], seiso [clean], seiketsu | |||||||||||||||||
Health | [standardize the 3 foregoing activities], shitsuke [sustain the practices] and seibi | and 36 | |||||||||||||||
activities | Society | ||||||||||||||||
[service]) activities | |||||||||||||||||
• Implementing thorough measures to prevent heat exhaustion | |||||||||||||||||
• Established and implemented "Safety Check Day". | |||||||||||||||||
• Improving workplace environments (Earthquake reinforcing work, planting, etc.) | |||||||||||||||||
• Staging of DAIHEN festivals | |||||||||||||||||
hostingwithSymbiosis communities | • Having business offices partake in and sponsor local events | ||||||||||||||||
• Donations to groups that promote public interests | |||||||||||||||||
• Cerezo Osaka Platinum Sponsor | E | ||||||||||||||||
Communication with | • Factory tours for nearby schools, shadowing and internship opportunities | Pages 37 | |||||||||||||||
• Disaster evacuation support for community residents | Environment | ||||||||||||||||
hosting communities | • Social welfare support (Donating items to community groups for bazaars) | S | and 38 | ||||||||||||||
• Support for education/academics (Dispatching employees to teach at universities) | |||||||||||||||||
Society | |||||||||||||||||
• Support for culture/arts (Support activities for philharmonic orchestras etc.) | |||||||||||||||||
• Cleanup activities around business offices/plants | |||||||||||||||||
• Donations to administrative subrogations regarding waste that contains high | |||||||||||||||||
concentrations of PCB | |||||||||||||||||
• Keeping EMSs compliant with ISO 14001:2015 or better | |||||||||||||||||
• Promotion of green procurement activities | |||||||||||||||||
• Zero tolerance for accidents that harm or impact the environment | |||||||||||||||||
Environmental | • Creation of environment-friendly products | ||||||||||||||||
• Expansion of environment-friendly product lines/business | |||||||||||||||||
management | actions | Pages | |||||||||||||||
• Value creation for customers via environment-friendly products | |||||||||||||||||
(Volunteer plan of | 41-43 | ||||||||||||||||
• Improvements in recycle rates | |||||||||||||||||
action) | |||||||||||||||||
• Practical contributions to preventing climate change (Reductions in CO2 emissions) | |||||||||||||||||
• Promotion of efforts to protect biodiversity (Reductions in water consumption) | |||||||||||||||||
-friendly | • Waste reduction (Sorting, efforts with packaging, etc.) | ||||||||||||||||
• Prevention of air pollution (Reductions in emissions of PRTR substances) | |||||||||||||||||
Environmental | • Responding to environmental complaints, prevention of reoccurrences | ||||||||||||||||
environmental | • Increasing opportunities to learn about the environment and implementing | E | |||||||||||||||
management | Page 45 | ||||||||||||||||
internal awareness activities | Environment | ||||||||||||||||
systems | |||||||||||||||||
• Internal environmental audits | |||||||||||||||||
Environmental | • Promoting environmental protection activities based on appropriate | Page 46 | |||||||||||||||
of | accounting | cost-sharing | |||||||||||||||
Promotion | |||||||||||||||||
• Reductions in energy consumption | |||||||||||||||||
• Using our own products to manage and visualize electricity consumption | |||||||||||||||||
Energy/ | • Introduction of LED lighting and energy-saving equipment | Pages | |||||||||||||||
• Operation of solar power systems | |||||||||||||||||
Resource-saving | |||||||||||||||||
• Thermal insulation for roofs and walls of plants | 47-49 | ||||||||||||||||
activities | |||||||||||||||||
• Implementation of "Cool Biz" and "Warm Biz" | |||||||||||||||||
• Reductions in paper consumption, promotion of paperless practices | |||||||||||||||||
• Promotion of recycling, recovery and reuse |
The pages indicated under "Read more" report on DAIHEN Group activities we think represent our best contributions to SDGs.
7 DAIHEN REPORT 2020 | DAIHEN REPORT 2020 8 |
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Daihen Corporation published this content on 11 October 2023 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 13 October 2023 08:58:06 UTC.