SUSTAINABILITYREPORT 2O23
Creating the Future throughSu rface Treatmen t Tec h n o l o gy
E xplorer in Sur face Engine ering

��F TIXTOWER UENO, �-�-� Higashi-Ueno, Taito-ku, Tokyo ���-����
Phone : ��-����-����

https://www.jcu-i.com/

COMPANY PROFILE

Our Value
Creation Story

TOP MESSAGE

BUSINESSREVIEW

ESG/SOCIAL

ESG/ENVIRONMENTESG/GOVRNANCE

About JCU
Company Overview

Consolidated Financial Data

Company name

JCU CORPORATOIN

Corporate philosophy

Creating the Future
through Surface
Treatment Technology

President

M a s a s h i K i m u ra

Employees［Nonconsolidated］［Lab members］［Consolidated］

238
95

544

FoundedHead office location

April 1968

16F TIXTOWER UENO,
4-8-1 Higashi-Ueno,
Taito-ku, Tokyo 110-0015

Sales（millions of yen）

24,256

Operating profit（millions of yen）

27,137

6,013

6,370

4,708

6,799

Business locations［Japan］

Head Office, Osaka Branch, Nagoya Branch,
Kyushu Sales District Office,6

R&D Center, and Niigata Plant
Business locations［overseas］

China, Taiwan, Korea, Thailand,
Vietnam, Indonesia, Malaysia,
India, U.S.A., and Mexico

Tokyo Stock Exchange
Prime Market

in

1,266

（Security code: 4975）

Manufacture and sale of surface treatment
chemicals, surface treatment equipment,
and related materials and equipment

12
10locationslocationsco untr ie s

millionISO acquisition status（

ISO9001）

Niigata Plant, Head Office Sales Dept.,
and R&D Center

ISO14001（R&D Center and Niigata Plant）

Acquired

Editorial Policy

2022/32023/3（Year/Month）

Total assets（millions of yen）
35,22440,892

44,9012021/32022/3Operating profit
margin（％）
32.1

2021/3Equity ratio

（％）

34.2

37.1

2023/3（Year/Month）

78.6

81.1

2022/32023/3（Year/Month）

ROE

84.3

（％）

17.8

20.9

16.9

2021/3 2022/3 2023/3（Year/Month）

2021/3 2022/3 2023/3（Year/Month）

R&D expenses

Sales by region（millions of yen）／Proportion of sales by region（in graph, %）（millions of yen）
960

962

1,061

2021/3 2022/3 2023/3（Year/Month）

2021/3 2022/3 2023/3（Year/Month）

2021/3 2022/3 2023/3（Year/Month）

Other Asian regions 2,379

5.1 8.8

9.1

16.2

24.4

36.4

Other
1,377

Korea
2,465

Taiwan
4,403

Japan
6,625

China
9,885

CONTENTS

The purpose of this report is to inform our stakeholders about

creation process of the JCU Group and introduce specific ESG

the JCU Groupʼs approach to sustainabilit y and what we are

initiatives that we are engaged in through our business. In thisdoing to achieve this goal.

report, in addition to interviews with board members, we also

The JCU Group has included “building a corporate foundation

2021/3

Stated capital

Listed market

Main businesses

include testimonials from our employees.

f ro m a n E SG (Env i ro n m e nt al , S o cial , a n d G ove rna n ce)

Our Groupʼs goal is to become a “global company that continues

perspective” as one of the basic policies in its Medium -Termto grow sustainably,” and all of our executives and employees

Corporate Plan (FY ending March 31, 2022 - FY ending March 31,

are commit ted to continue to work together to achieve this2024). In our Sustainability Report 2023, we describe the value

goal.

●Period covered●Scope of calculations

About JCU

Our Value Creation Story

BUSINESS REVIEW

ESG/ ENVIRONMENTESG/SOCIAL

ESG/GOVRNANCE

Company Overview/
Consolidated financial data/Editorial Policy… 2
TOP MESSAGE ……………………………… 4

Environmental Management …………… 14
Raw Materials ……………………………… 15
Energy ………………………………………… 16
Water ………………………………………… 18
Wastewater and Waste ………………… 19

Schematic of our value creation process …… 6
Business Activities Report/Sales………………… 8
Business Activities Report/Development …… 10

Our Customers ……………………………… 20
Business partners/
Shareholders and Investors ……………… 22
Employees …………………………………… 23
Community …………………………………… 28●Consulted guidelines

This rep o r t is mainly fo cuse d o n FY2022 (Ap ril 2022 to M arch

The JCU GroupGRI Sustainability Reporting Standard 20162023), but also includes some information from FY2023 (April 2023

In this report, we use “JCU Group” or “our Group” to refer to theJapan Standards Association ISO26000 2010 (Guidance on social responsibility) 1st Edition

to March 2024).

entire Group, and “JCU” or “Company” to refer to JCU Corporation.

*Please refer to our company website for the GRI guideline comparison table.

https://www.jcu-i.com/sustainability/guideline/*Please visit the following page to download our Sustainability Report.

02

9,285

8,990

21,192

Net income（millions of yen）

https://www.jcu-i.com/sustainability/download/Business Activities
and Sustainability …………………………… 12

Corporate Governance …………………… 30
Management ………………………………… 31
Compliance…………………………………… 32
Risk Management…………………………… 34
Officers ………………………………………… 36●Date published: November 2023
●For inquiries about this report, please contact:

Corporate Planning Department, Corporate
Strategy Office, JCU CORPORATION
Email: kikaku@jcu-i.com
Phone: 03-6895-7004

03

TOP MESSAGE

COMPANY PROFILE

We open the door to the future andcontribute to enriching the lives of people
around the world through our pursuit of
new surface treatment technologies.
President Kimura will reporton the JCU Groupʼs philosophy,
its value as a corporation,
corporate plan, and future direction.

Masashi Kimura
Representative Director, President and CEO

Our Value
Creation Story

BUSINESSREVIEW

ESG/ENVIRONMENTESG/SOCIAL

ESG/GOVRNANCE

How Our Medium-Term Corporate
Plan is Progressing

and have renovated and made upgrades installing the latest
equipment with smaller environmental footprints. As a result, in
FY2022, we were able to achieve our goal of reducing CO₂

In May 2021, we announced the “Next 50 Innovation 2nd”,

emissions by 20% of FY2013 emissions, one year ahead of ourour three-year Medium-Term Corporate Plan starting in FY2021,

original target year, FY2023. A s of now, we are vigorously

and also set forth the corporate vision that we strive for: ap ushi n g fo r wa rd towa rd o u r go al o f a chi ev i n g “ ze ro CO₂

global company that continues to grow sustainably. This visionemissions” at our Niigata Plant by FY2030.

embodies our commitment to become a company that is able
to manage its business in accordance with ESG and SDGs,
and is viable in any country. In realizing our vision, our basic
policy is to “strengthen our core businesses” and “build our

New Site in Japan with Our Sights
Set on the Future

corporate foundation from an ESG perspective.” In strengthening

In September 2022, we announced that we will be establishingour core businesses, the JCU Group as a whole is bolsteringa new business site in Mashiki Town, Kumamoto Prefecture. Japanp a r t n e r s h i p s , a n d fo rm u l a t i n g d eve l o p m e n t a n d s a l e s

is currently aiming for a revival of its semiconductor industry,

strategies based on information acquired through systematicand companies are aggressively developing technologies tomarket research activities. In terms of building our corporate

revive the industry. We will establish a base in Kumamoto,foundation from an ESG perspective, we aim to expand ourthe center of this industry, equipped with an integrated system

global operations and create systems that are able to respondfrom research and development of semiconductor-related

to changing business environments surrounding companies,

chemical s to their manufacture. By doing so, we hope toand we give top priority to developing the human resources

contribute to the revitalization of the semiconductor industry

needed to achieve these goals.

in Japan. In R&D, we plan to promote R&D efficiency by utilizing

As a result, we were able to make significant progress in

DX, and in manufacturing, we plan to actively introduce robots“strengthening our core businesses.” Among these efforts, weand other automation technologies to make this a smart factory.

were able to develop a succession of environmentally friendly

We also aim to recycle wastewater in consideration of the

products; products that we defined to be our themes in ourenvironment. The creation of the Kumamoto Plant (provisional

medium- to long-term development roadmap. In addition, withname) will speed up the process from R&D to commercialization,

The Ideas Behind
Our Corporate Philosophy

respect to surface treatment technologies that will be needed

and will also function as a BCP measure for domestic production.

going forward, we are conducting R&D on new plating andConstruction is scheduled for completion in April 2025.

The JCU Group was established in 1968 as a joint venture

substrates for the electronics sector, and environmentally friendly

between Ebara Corporation, Ebara-Infilco, and U.S.-based

surface treatment technologies for the decorative and functional

Udylite Corporation. By providing a wide range of surface

sector.

etching technologies for next-generation semiconductor package

Business Continuity Initiatives

treatment chemicals and equipment, centered on plating

In building a corporate foundation from an ESG perspective,

Under the current Medium-Term Corporate Plan, we monitor

technology, the Group has contributed to the growth of thewe place the highest priority on human resource development,each item and take actions to achieve our goals by the final

automotive, electronics, and other industries.

and since a large percentage of our sales is generated overseas,

fiscal year of the plan. In the next Medium-Term Corporate Plan,

I n 2017, o n t h e o c c a s i o n o f i t s 5 0 t h a n n i v e r s a r y, t h e

it is especially critical for us to have human resources who are

we plan to investigate new initiatives, and also incorporatecompany changed its corporate philosophy to the current

able to play an active role globally. We always keep in mind tothemes that have continuity, such as CO₂ reduction.

“Creating the Future through Surface Treatment Technology.”

encourage our employees to ac tively take on challenges

Since assuming the position of president, I have focused on

This corporate philosophy reflects our employeesʼ desire tooverseas. To this end, we are promoting human resource

political reforms within the company as part of our effort to ensure

contribute to society through surface treatment technology as

development while seeking initiatives to keep employees highlybusiness continuity. Currently, we are faced with a wide range ofwell as their desire to create the future as inspired by their own

motivated, such as by introducing overseas training programs

issues that need to be addressed, including compliance with theimagination by building on knowledge from the past. Although

and organizing dialogues with employees who return fromCG Code, enabling women to play active roles, environmental

via filling technology̶which originated and was developed inoverseas assignments.

initiatives, and disclosure of non-financial information. Amongthe decorative and functional sector̶is not something that we

In addition, more than 30% of the nearly 100 employees at ourthese efforts, the key to our future growth lies in how we makecan visually see directly ourselves, it is an essential technology

R&D Center are women, and we have elected a female executive

effective use of and develop human resources. We believe thatthat contributes to society as a behind-the-scenes process forof ficer l ast year. With the ratio of women in management

motivating our employees and contributing to society through our

miniaturizing and enhancing the performance of smartphones

positions domestically standing at 11.9%, and at higher than 20%

businesses are the things that enhance our corporate value.

and various other high-performance electronic devices.

on a consolidated basis, including our overseas operations, we

The JCU Group will continue work as a coherent group of

are actively expanding the areas in which women are able toco mpanies to p u rsu e su r face treatm ent te chn olo g y an dplay an active role.

contribute to enriching peopleʼs lives through our ESG-oriented

Based on our corporate philosophy of “Creating the Future
through Surface Treatment Technology,” we are committed tocontinue our pursuits in surface treatment technology andcontribute to the growth of our societies.

04

TOP MESSAGE

Furthermore, as part of our CO₂ reduction efforts, we haveinstalled additional solar panels at all of our domestic sites,

corporation operations. We at the JCU Group are committed
to delivering outstanding results.

05

Our Value Creation Story

Paving the way to the future with surface
treatment technology 〜Value Creation at the JCU Group〜

Our Value
Creation Story

TOP MESSAGE

COMPANY PROFILE

BUSINESSREVIEW

ESG/ENVIRONMENTESG/SOCIAL

ESG/GOVRNANCE● Schematic of our value creation process
INPUT
Human capital

Employees

BUSINESS MODEL

Lab members（Consolidated）（Non-consolidated） （Non-consolidated）

544 238 95
Manufacturing capital
Production sites

8

locations in

7

countries*＊Including partner companies

Intellectual capital
R&D expenditures:

1.1billion yen

Natural capital

Energy consumption
Electricity
Gas

PV power

1,494,157kWh
163,483㎥
106,323kWhSocial and relational capital

Domestic offices

6

locations

Overseas offices

12

locations in

10

Financial capital
Equity ratio:

Environmental
issuesClimateChangeResource
issuesTechnologicalprogressHumanrights issues

Healthissues

The core of

the JCU Groupcountries

We will support manufacturing,and ser vices

the lives of peopleof products

and contribute to enrichingaround the world.

Our
Chemical sBusinessand

its strengths
Fusionof wetand dr y

Sales:

27.1

R&Doriented
company

Realize a society that is in harmony withthe environment—one where people and nature coexist

Surface
Treatment
Technology

Integrated
sales ofchemicals
andequipmentthat continues

to grow sustainably

B a s i c Po li c y

●
●

9.2

billionyen

Non -f inancial

Approx.

40

ROA

Dividend
payoutratio:

16.9%
21.8%
28.8%

Contribute to technological innovationby providing safe and reliable products andservices that fulfill our customer needs

Percentage of female
managers（non-consolidated）%

CO2 emissions reduction rate

（Non-consolidated: comparedto FY ending March 2014）

27.0

ROE

＊FY ending March 2023

Lab members

Medium-Term Corporate Plan － Next 50 Innovation 2 nd －A global company

billionyen（non-consolidated）

Globalnetwork

Our Vision＊FY ending March 2023

Operating income:Customer
supportcapabilities

OUTCOME

Provision

Financial

Corporate foundation

84.3%
06

Exte r n a l e n v i ro n m e n t

OUTPUT%

11.3%

Percentage of employees
who took childcare leave（non-consolidated）

57.1

%

Equipment

Create diverse value propositions and contributeto the realization of a high quality of life thatenables people to live safely and comfortably

BusinessStrengthening our core businesses
Building our corporate foundationfrom an ESG perspective

07

Our Value Creation Story

Paving the way to the future with surface
treatment technology 〜Value Creation at the JCU Group〜

TOP MESSAGE

Our Value
Creation Story

BUSINESSREVIEW

ESG/ENVIRONMENTESG/SOCIAL

ESG/GOVRNANCE

on customers doing business across borders is shared by all

Malaysia is expected to grow going forward. In addition, we

Business Activities Report / Sales

regional managers to eliminate regional dif ferences andhave already established an office in India, a market that is

enable the JCU Group to provide the same quality and level

undergoing rapid growth bolstered by its growing population.

of service. When a customer plans to start a business in a

By developing these systems at an early stage, we strive to

The sales division consists of the chemical sales and equipment
sales departments.
T h e c h emi c a l s a l e s dep a r t m en t , b a s e d o n t h e ir b r o a dknowledge and experience, not only sells products but also
make s te chnic al pr op os als to s ol ve pr ob lems t ha t ourcustomers may have. And the equipment sales department
proposes equipment that can maximize the performance ofchemicals to solve many problems that cannot be addressedsolely with chemicals.
Through these operations, we strive to satisfy our customers.

region that is new to them, our sales staff with proven track

be a reliable business partner, thereby enhancing the JCU

records of customer support visit group companies in thatGroupʼs corporate value.

Director, Managing Executive Officer andGeneral Manager, Sales Headquarters

Fumihiko Araake

region and work with them to help the customer launch theirbusiness. By leveraging the unique strengths of the JCU Group,
we have gained the satisfaction and trust of our customers,
which in turn enables us to further strengthen our relationshipwith them.

Developing Sales Personnel Who Are
Capable of Working Actively Globally
We f o c u s o n d e v e l o p i n g l o c a l s a l e s s t a f f a n d g l o b a lhuman resources. One of the key features of the JCU Groupʼs

Leveraging Our Global Presence toEstablish a Support Systemsales operations is that, as professionals in technology sales,
we work to understand our customersʼ gemba, optimize
operations, and solve problems. I have learned and grown a

The JCU Group currently operates in 11 countries. One ofgreat deal from following in the footsteps of those who have

our key actions is to establish a support system early. Forcome before me. I believe that it is very important to pass on

example, in China, deducing that companies from all over thewhat we have inherited to our local staff. Our efforts to train

world would be there in a few years, we were one of the firstl o c a l s a l e s s t a f f i n cl u d e t h e t ra n s fe r o f k n o w l e d ge a n d

to enter the market where the surface treatment industry

know-how necessary to perform this technology sales work.

has grown remarkably since 2000. At the beginning of ourTo this end, we send Japanese staff to provide training.

expansion overseas, we were concerned about whether

At t h e s a m e t i m e , t h e d e v e l o p m e n t o f g l o b a l h u m a n

Activities for Achieving our MediumTerm Corporate Plan Objective

different technologies. In cases where a customer needs tocustomers will accept our Japanese style of support. However,resources is an essential initiative for the future of the JCU

introduce advanced technology, we also work with the CS

our conscientious follow-up to ensure that our customersʼ

Group and for the continued expansion of our business. Thisdivision at our R&D Center.

production lines operate smoothly was well received and led

program is currently conducted for sales staff who work in

Under our basic policy to strengthen our core businesses

For the mid- to long-term, in addition to our existing clients,

to an increase in our market share. The fact that we are able

Japan. We provide employees with opportunities to realize

set out in our “Next 50 Innovation 2nd” Medium-Term Corporate

we are also building connections and conducting interviews

to provide extensive support to our customers when they

the fun and satisfaction of working with new perspectives byPlan, we further strengthened collaboration between key

w it h lea d i n g- e d ge co m p a ni es i n d if fe re nt i n d ust ri es .

enter a market̶thanks to the fact that we had establishedhaving them apply the knowledge and experience they haveregions in order to implement sales activities in line with

Furthermore, equipment sales provides opportunities for us

our systems early in anticipation of the marketʼs future ̶isa c c u m u l a t e d f ro m w o r k i n g i n J a p a n t o t h e i r o v e r s e a st h e m a r ke t n e e d s i n e a c h re gi o n . I n c h e m i c a l s a l e s , weto learn more about our customersʼ investment situation,

another fac to r in our success in expan ding our businessassignments, and to further develop their skill s. We al so

strengthened our cooperation with overseas subsidiaries andallowing us to gather information with an eye on several years

overseas.

create an environment that motivates them to work globally,

into the future. We share this information with the R&D Center

In recent years, new product sales are increasingly being

and efficient sales and marketing activities. By dispatchinga n d Corp orate St ra te g y O f f i ce to ke e p a b re a s t o f f u t u rekicked off as product launches overseas, so we are developing

personnel who can best respond to the needs that emerge intechnological trends.

a new service system to address these cases, where we send

promoted a global sales strategy that enables organizedpersonnel involved in produc t development to th e lo c alsuch as by providing opportunities to hear from employees
who have experience working overseas.

each region, and by conducting sales activities in cooperation

Given the current growing awareness of the need to achievewith overseas subsidiaries, we are steadily achieving results.

carbon neutrality, we believe that we can enhance the value

In equipment sales, we focus on developing equipment thatof the JCU Group by promptly responding to this need, andWith Thailand, Vietnam and other Southeast Asian regions

maximizes chemical performance and strive to improve our

the group as a whole will pursue development and sales

drawing much international attention, we continue to expand

Individual skills and collaboration are what support oura b il i t y i n e q u i p m e n t s a l e s to m a ke p ro p o s a l s a n d s o lve

strategies to meet even newer needs.

our overseas operations in anticipation of future market growth.

a b il i t y to m a ke p ro p o s a l s a n d o f fe r su p p o r t , w h i ch a reOne of these is the new local subsidiary we have establishedvalued as one of JCUʼs strengths. To improve our sales staffʼs

problems for customers. In addition to our mainstay equipment

market to assist expatriates and local sales staff.

For Future Sales Operations

skills, we provide on-the-job training given by veteran sales

successfully closed large deals. As a result of these efforts, weCustomer Support Through Information
Sharing Among Group Companies

are on track to achieve our Medium-Term Corporate Plan goals.

One of the factors that has supported the growth of theaddition, we have systematized a number of other training

JCU Group is its global network. And in order to make thesystems to create an environment where learners are able tom ost of this st ren g th , we a re th o ro u ghly en ga ge d in

efficiently acquire a wide range of knowledge.

for the decorative and functional sector, we have also grownsales of our equipment for the electronics sector, and haveIdentifying New Market Trends

08

COMPANY PROFILE

staff, as well as study sessions by R&D Center staff to learn
about ever-evolving technology and acquire knowledge. In

information sharing between groups. All information within

Currently, we are looking at environmentally conscious

the Group is shared between the general managers of eachproducts and products that outperform our competitorsʼ.

Identifying new market trends In the short term, we strive

local subsidiary and area managers (one in North America

Through the gemba responsiveness of our up-skilled sales staff

to improve customer satisfaction by understanding theiran d th re e in A sia) to streng th en a sense of u nit y thatand industry-leading research and development capabilities,

needs through thorough interviews and responding to theirtranscends area boundaries.

we hope to be the first to bring to market products that complyn e e d s a s s o o n a s we c a n by p ro p o si n g a p p l i c a t i o n s fo r

The area where these efforts have worked the most effectively

technologies that they possess, as well as combinations of

is in our support for multinational corporations. Information

with ESG and SDGs, and meet our customersʼ expectations.
in Malaysia in September 2022. The semiconductor business in09

Our Value Creation Story

Paving the way to the future with surface
treatment technology 〜Value Creation at the JCU Group〜

COMPANY PROFILETOP MESSAGE

Our Value
Creation Story

BUSINESSREVIEW

ESG/ENVIRONMENTESG/SOCIAL

ESG/GOVRNANCE

Business Activities Report / Development

Our Efforts to Develop
High Value-Added Products

Enhancing Cutting-Edge Technology
and Expertise

The R&D Center is what supports the foundation of the JCUGroup, which is a research and development- oriented
company.
Our development division, which is responsible for everythingfrom information gathering to product development, and thedivision in charge of customer support (CS), one of the JCUGroupʼs strengths, contribute to enhancing corporate value
through the development of new products and suppor toffered by our sales division.

The strength of our R&D Center is that it has accumulated

As technologies continue to evolve by the day, it is importanta wide range of knowledge and technologies that are necessary

for product development to determine what constitutes afor research and development̶ including inorganic andneeded technolog y, and what technologies will become

organic chemistry as well as electromagnetism and fluid

important going forward.

Senior Managing Director, Senior Managing Executive
Officer, General Manager, R&D Center

Akihisa Omori

dynamics̶and is capable of creating new technologies by

In terms of acquiring cutting-edge technology, we occasionallycombining these technologies. For this reason, market researchcontact university laboratories that are engaged in cutting-edge

to keep abreast of trends in next-generation technologies

research in their respective fields of specialization and seek

plays a key role in supporting the creation of corporate value

guidance directly from the professors. In addition, as withfor the JCU Group, a developer of high value-added products.

our market research, we strive to deepen exchanges with

As for market research performed by the R&D division, we

people involved in cutting-edge technologies and acquire thegather information on cutting-edge market and technology

n e c e s s a r y k n o w l e d g e t h ro u g h p re s e n t a t i o n s m a d e a ttrends mainly by networking with experts in the academic field,

domestic and international academic conferences related toand participating in academic conferences and consortiums.

our business areas and by taking part in various consortiums.

Furthermore, with an eye on the next generation, the sales

At the individual level, we encourage people to upgrade

division operates at the forefront of business, and the corporate

their skill s beyond their everyday level s with the use of astrategy office carries out market research on industry-wideskills matrix. We are also moving forward with developing an

trends. The R&D Center has created a development roadmap

environment where employees can expand their expertiseb a s e d o n i n f o r m a t i o n g a t h e r e d f r o m m a r ke t r e s e a rc h

through participation in external seminars as well as study

operations at these three divisions, and is promoting R&D withgroups and discussion groups held at the R&D Center.

Aiming to Be the Worldʼs Best in
Manufacturing

and advanced surface treatment technologies in the back-end

an eye toward the next generation. We have also built a systemprocesses of semiconductor manufacturing. The JCU Group

that enables us to provide technologies and products as quickly

will combine its wealth of accumulated technology with new

as possible when needs become manifest.

A t t h e R & D C e n t e r, w e a re e n g a g e d i n re s e a rc h a n dknowledge and experience to develop high value -added

Another division that leads high quality product development

development with the aim of becoming the worldʼs best in

products that will also vastly outperform competitors in thisat the R&D Center is its CS division. One of the responsibilities

The Kumamoto Plant (provisional name), scheduled form a n u fa c t u ri n g . I n t h e co ntex t o f o u r b a si c p o l i c y i n t h e

new area.

of the CS division is to provide technical support to customers.

co m p l eti o n i n A p ril 2025 , w il l p l ay a n i m p o r t a nt ro l e i nMedium-Term Corporate Plan̶our policy to strengthen ourWith a clear understanding of the conditions at a given JCU

creating corporate value going forward. A research buildingcore businesses̶the R&D Centerʼs development strategy is

Developing Equipment That Maximize
Chemical PerformanceGroup product customer, this division advises them on how to

w il l a l s o b e b u ilt a t t h e Ku m a m o to Pl a n t , w h e re we w il lconfigure conditions for optimal operation, and occasionallycontinue to drive research and development using the latest

provide troubleshooting. They then turn around and apply theequipment and technologies. One of these efforts involves

contribute to a prosperous society, their contribution to carbon

The requirements placed on surface treatment technologies

knowledge and skills acquired in the field to development.

the introduction of MI (Material Informatics) through which

neutralit y will be a particularly important environmental

a re g ro w i n g eve r y ye a r. O n e s o l u t i o n to t h e s e g ro w i n g

Whenever a prototype of a new product is completed, the CS

we aim to improve efficiency in materials development. MI istheme. So we selected a theme from the viewpoint of “newn e e d s i s t h e M C i n te g ra te d a p p ro a c h , w h i c h co m b i n e sdivision evaluates its performance, advises on improvements

a method of designing chemical structures and compositions

technologies that coexist with nature” and are working tohigh-performance equipment (Machines) and high-performancet o m a ke , a n d s o m e t i m e s m a y e v e n rej e c t a p ro t o t y p e ,that are likely to produce expected performance features byrealize the worldʼs best product development to contribute

Chemicals to achieve advanced performance. The JCU Groupeffectively pushing its development back to the initial stages.

analyzing vast amounts of experimental data using machine

to carbon neutrality early in the game.

is one of the few companies in the industry that runs both

The reason the JCU Group has been able to build a solid

learning. This is an indispensable tool in the rapidly progressing

A n o t h e r i n i t i a t i v e i n o u r d e v e l o p m e n t s t ra te g y i s toequipment and chemical businesses. We take full advantage ofp ositi o n in t h e in d ust r y is b e c aus e of t his d evelo p m e nt

technological environment of today. We believe that we candevelop products that outperform our competitorsʼ. The

this strength to continue to meet these advanced requirements.

system that it has built and continues to operate reliably.

continue to enhance our competitiveness by promoting theto develop products in environmentally conscious ways.
In order for surface treatment technologies to continue toCreating New Technologies at Our
New Domestic Plant

most recent outcome of our efforts include chemicals forSpecifically, equipment technology staff are assigned atdigitization of our accumulated knowledge and know-how

se mico n d u c to r p a cka ge su bst rates . H igh - p e r fo rma n cet h e R& D Ce n te r to p ro m o te re s e a rch a n d d eve l o p m e n tfrom the perspective of DX (Digital Transformation). One

semiconductors require fine -wiring forming technologies,

aimed at improving the performance of surface treatment

particular area of technology that we will be focusing on iswhich in turn require high performance surface treatment

te chnolog y fro m the viewp oint s of b oth e quip ment an dthe application of this technology to the development ofchemicals such as for plating and etching. The JCU Group has

chemical s. These result s are shared with the Equipments e m i co n d u c to r- re l a te d te c h n o l o g i e s . D e m a n d fo r

continued to answer these increasingly sophisticated needs,

Technolog y Department̶the department responsible forsemiconductors is expected to increase going forward owing

resulting in products with superb technological capabilities.

e q u i p m e n t d e v e l o p m e n t̶ to d e v e l o p e q u i p m e n t w i t h

to such factors as the commercialization of 6G, a new standard

This led to a steadily increasing track record of contracts.

structures and functions never seen before to maximize thefor automated driving and high-speed data communications.

Looking toward the future, it is predicted that the growing

performance of chemicals. We are committed to continue

In semiconductor-related fields, where technological evolution

need for next-generation semiconductors used in generative

reinforcing this MC integration to achieve the high performanceis rapid, we will work to create even more corporate value

AI and other applications will require more complex structureslevels that our customers need.

through the development of new technologies and productsthat the JCU Group has not possessed to date.

10

11

BUSINESS REVIEWCOMPANY PROFILETOP MESSAGE

BUSINESSREVIEW

Our Value
Creation Story

ESG/ENVIRONMENTESG/SOCIAL

ESG/GOVRNANCE

Business Activities and Sustainability

Since the company's founding in April 1968, the JCU Group has supported the growth of the automotive,
electronics, and other industries with a focus on providing a variety of surface treatment technologies thatgrew out of decorative and rust-proof plating technologies.
Our long-term goal is to become a global company that continues to grow sustainably," a company that

Electronics
Field

In the electronics field, we manufacture and sell chemicals
used for high-density printed circuit boards and semiconductor
package substrates, mainly for smartphones, PCs, tablets, andmanages its business in a way that link s its operations to ESG and SDGs, and a company that is able toservers. In addition to our mainstay products such as the “viasurvive in any country.

filling copper sulfate plating process” and “etching process for fine

As a comprehensive manufacturer of surface treatment technologies, we are committed to continue towiring formation,” we are also developing technologies for reducing

work tirelessly to meet the diverse demands of our customers.

the environmental impact of entire supply chains with the use of our
products, including processes that shorten our customersʼ production

Overview and Strategy of Our Chemicals Businessprocesses.

In our chemical s b usiness , we are engage d in the

In order to continue sustainable grow th, we will movedevelopment, manufacture and sale of surface treatment

forward with our global sales strategy and carry out concerted

chemicals, and the sale of related materials for the Japaneseand efficient sales activities.

a n d i n t e r n a t i o n a l m a r ke t s . O u r R & D s t r a t e g i e s f o r o u r

In terms of production, we operate our own production

chemicals business consist of “R&D that is conscious of theplants in five countries overseas, in addition to our motherenvironment, cost, and health” and “R&D that outperforms

plant in Japan, and have established a system that ensures a

our competitors.”

stable supply of high-quality products globally. While providing

We have been expanding international sales with a focus

the same quality and service in all regions around the world,

on chemicals for automotive parts and printed circuit boards,

we aim to improve sales through initiatives that incorporate

and as a result, the share of international sales of our chemicals

strategies for development, production, pricing, and publicbusiness has grown to nearly 80%.

relations that are coordinated across the group.

Looking to the future, we will continue to contribute to a sustainable
society by developing products that adapt to increasingly sophisticatedand demanding technologies that are spurred by the rise of automateddriving and generative AI.

Semiconductor package substrates

Electronic parts

In the decorative and functional fields, we manufactureand sell chemicals mainly used with automotive parts andfaucet hardware.
Demand for chemicals in this fields is expected to growShower heads

Semiconductor wafers

moderately over the long term. Environmentally friendly platingchemical s product s have become essential with the increasing
popularity of electric vehicles and other environmental conservation
initiatives.
W i t h re s p e c t to e nv i ro n m e n t a l ly f ri e n d ly p ro d u c t s , we a redeveloping and will be bringing to the market as soon as possible
processes that do not use environmentally regulated chemicals u b s t a n c e s s u c h a s h e x a v a l e n t c h ro m i u m , a n d p ro c e s s e s f o r
developing variations of design plating for diverse designs.

DecorativeandFunctionalFieldsLaptop PCs

Smartphones

Overview and Strategy of Our Equipment BusinessIn our equipment business, both in Japan and overseas,

the R&D of chemicals. And through verifications̶from the

we are involved in everything from design to manufacturing

viewpoint of equipment mechanisms̶of technical issues thatand sales.

cannot be resolved with chemicals alone, we promote the

Our fully automated and precisely developed sur facedevelopment and sales of dif ferentiated equipment thattreatment equipment are used in a variety of sectors, including

maximize the performance of chemicals. In addition to plating

the automotive and electronics-related industries. Based on

equipment, we also sell printed circuit board etching andthe concept of “integrated sales of systems and chemicals,”cleaning equipment that use plasma technology which has awhich has been our philosophy since the time our company

high affinity with chemicals, and other equipment that support

was founded, our equipment division al so takes par t in

high-density manufacturing technologies.

Faucet parts

Construction parts

Automobile parts (exterior)

Automotive (end products)
Fully automatic programmable surface treatment equipment

12

Plasma surface treatment equipment

Automated analytical control equipment

13

ENVIRONMENTTOP MESSAGE

COMPANY PROFILE

Our Value
Creation Story

Overview of ISO14001 certification at offices in Japan

Environmental Management

The JCU Group makes every effort to preserve the global environment andcontribute to the creation of sustainable societies.

Applicable office

R&D Center and Niigata Plant

Registration date

May 29, 2000

Registration number

JCQA-E-0143

Certification body

Japan Chemical QA Co., Ltd. (JCQA)

BUSINESSREVIEW

ESG/ENVIRONMENTCountry/region
China

JCUʼs main business is the manufacture and sale of surface treatment chemicals with afocus on plating, and we make significant contributions to the advancement of society andenhancement of comfort in our daily lives by enabling miniaturization and greater densities
fo r e l e c t ro n i c d e v i ce s , a n d i m p ro v i n g t h e a p p e a ra n ce a n d co r ro s i o n re s i s t a n ce o f
automobiles and other daily necessities. We also contribute to environmental preservation
through efforts such as resource and energy conservation.

Taiwan
Korea

ESG/GOVRNANCE

Environmental management system schematic

Chief Environmental
Management Officer(Head of the Niigata Plant)

Status of ISO14001 certification at overseas offices
JCU environmental policy

ESG/SOCIALManager

Applicable office(one)

JCU SHENZHEN TRADING CORPORATIONJCU SURFACE TECHNOLOGY HUBEI CO., LTD.
JCU TAIWAN CORPORATIONJCU KOREA CORPORATIONJCU KOREA CORPORATION Cheonan Plant

Thailand

JCU（THAILAND）
CO., LTD.

VietnamJCU VIETNAM CORPORATION

Deputy manager(one from the
R&D Center)

Deputy manager(one from the
Niigata Plant)

On the other hand, we not only consume electricit y, water and other environmental
resources in our product development, manufacturing and other business activities, but also
discharge chemical substances into the environment in the form of waste and cleaning water.
In addition, the use of products that JCU supplies also has an effect on the environment,such as in the form of chemical discharges and energy consumption.
Taking these matters into consideration, we have established the JCU Environmental
Policy below to make further efforts to preserve the environment.

１．Thoroughly ensure that chemical substances are managed properly and thatpreventive measures are implemented to minimize environmental pollution
even in the event of anomalous events or emergency.

２．In order to reduce the environmental impact of our products as much as

Environmental Action PlanAt th e JCU G ro u p, o u r initiatives a re b a se d o n set tinghelped us reduce the risk of shortages of qualified personnel,

In FY2022, while COVID-19 continued to spread as it had theWith regard to our environmental performance, we haveoffice-specific targets on major environmental themes.

previous fiscal year and restrictions on movement between

offices were still in effect, we, the Group as a whole, conducted

such as satellite managers and hazardous materials handlers.
operations in place to properly manage and reduce waste.

The Niigata Plant and R&D Center regularly check andweb-based internal training and information sharing programs

communicate performance developments to raise awarenesssubstances to boost our employeesʼ knowledge and awarenessable to reduce CO₂ emissions and the volume of liquid waste

on l aws and regul ations , the environment, and chemicalin these areas. In addition, our efforts over the past few years topromote the acquisition of qualifications by employees haveto achieve targets. As a result of these activities, we werefrom the previous fiscal year.

possible, make every effort to research and develop products and processes
that are designed to minimize environmental impact, and thoroughly manage
the environmentally controlled substances used in our products.

３．Promote waste reduction, and energy and resource conservation.
４．Run environmental management systems ef fectively and update themcontinually.

５．Comply with environmental laws and regulations, as well as customer
requirements agreed to by JCU.

６．Ensure that employees of JCU as well as of companies and organizations,and workers contracted by JCU are all well-informed on this Environmental
Policy, and make the Policy available to the general public.

Disclosure of Climate Change-Related Information in Line
with TCFD Recommendations
In that we aspire to be a “global company that continues togrow sustainably,” the JCU Group recognizes that it is criticalthat we link our business operations to ESG and SDGs, andthat we are equipped to respond to changes in social andenvironmental issues.

For this reason, we announced our support for the TCFD

recommendations in June 2022.

We will disclose climate-related information that relate to

the four themes outlined in the TCFD recommendations:
gove rna n ce o f cl i mate - rel ate d risk s a n d o p p o r t u niti es ,strategy, risk management, and metrics and targets.
Disclosure of Our Approach andInitiatives Regarding Sustainability
https://www.jcu-i.com/pdf/tcfd.pdf

Raw Materials
Environmental Management System
The JCU Group has set up an environmental management

maintain its ISO14001 certification to improve its environmental

under whom is assigned a manager who, along with his or

our center for research and development, and our production

management.

continue to carry out management based on this standard.

Niigata Plant is the Chief Environmental Management Officer,

performance. In Japan, our R&D Center and Niigata Plant̶

her deputy manager, takes care of the Groupʼs environmental

base, respectively̶were ISO14001 certified in May 2000 and

The R&D Center and the Niigata Plant collect information

Outside of Japan, we have acquired ISO14001 certification at

on environment-related data and laws and regulations, anddrive forward specific environmental conservation activities.

14

In addition, the JCU Group has acquired and continues tosystem to realize its Environmental Policy. The head of thethe business sites listed in the table and carry out ongoingenvironmental improvement activities at these sites.

In order to contribute to preserving the global environment andcreating sustainable societies, the JCU Group is committed to make effective use of
the resources used to realize products, including raw materials.

Raw Materials Recycling
The JCU Group is working to reduce the resources it uses

recycles them to make effective use of resources. In addition,collects plating solutions and processed samples containing

water generated during product manufacturing to makethrough rec ycling and other initiatives . The R&D Center
precious metal s used in research and development, andthe Niigata Plant collects and recycles waste and cleaning
effective use of resources.

15

ENVIRONMENTCOMPANY PROFILETOP MESSAGE

Our Value
Creation Story

BUSINESSREVIEW

ESG/ENVIRONMENTESG/SOCIAL

ESG/GOVRNANCE

EnergyIn order to contribute to preserving the global environment and creating sustainable societies,
the JCU Group is committed to make effective use of energy.

Carbon Offsetting Initiatives

Use of Renewable Energy
Effect of introducing solar power generation facilities

Initiatives to Achieve “Zero CO₂ Emissions”■CO₂ emissions reduction*1 (t-CO₂/year)■NOx emissions reductions*2 (㎏-NOx/year)■SOx emissions reductions*3 (㎏‐SOx/year)

50

Additional solar panels installedat the Niigata Plant in Joetsu City

Solar panels installedat the Hubei Plant in China

The JCU Group is driving forward with the use of renewableenergy to reduce greenhouse gas emissions. As part of ouref for t s to reduce CO₂ emissions, solar power generation
facilities were installed at the Niigata Plant in Joetsu Cit y,

Niigata Prefec ture, and the R&D Center in Kawasaki Cit y,
Kanagawa Prefecture, business sites in Japan where electricity
consumption was particularly high.

We are working to use renewable energy at our overseas

sites, and have installed solar panels at our plant in Hubei,
China that are capable of producing about 40% of the plantʼsmaximum electricity consumption.

And to further expand the use of renewable energy sources,

we have significantly increased the number of solar panels
at our Niigata Plant in FY2022. The system has been fully

operational since February 2023, and is expected to provide
approximately 60% of the plantʼs maximum power demand,

40

48

45

As a measure to counter global warming, JCU makes

every effort to identify and reduce carbon dioxide (CO₂)

49

emissions.

47

An aggregate survey of CO₂ emissions from using

42

electricity and gas at our domestic offices shows that
we have succeeded in reducing FY2022 emissions by

30

27% from FY2013.

18

10
0

15

16

12

JCU will continue to take various other actions to achieve

11

10

2019/3 *4

2020/3 *5

2021/3 *6

2022/3 *7

2023/3 *8（Year/Month）*1 Actual carbon dioxide (CO₂) emission factors from values published by the
Tohoku Electric Power Company are used.
*2 Nitrogen oxide (NOx) emission intensity from values published by the Tohoku
Electric Power Company are used.
*3 Sulfur oxide (SOx) emission intensity from values published by the Tohoku
Electric Power Company are used.
*4 Factors of actual FY2017 results used.
*5 Factors of actual FY2018 results used.
*6 Factors of actual FY2019 results used.
*7 Factors of actual FY2020 results used.
*8 Factors of actual FY2021 results used.

Total CO₂ emissions at offices in Japan by fiscal year
Niigata Plant R&D Center Head office

1,242■Electricity consumptio*1■Consumption of power generated in-house*2（kWh） ーIn-house power generation rate

1,200

800,000
600,000

611,542

631,759

14.0%

655,830

14.5%

16.5%

662,924

12.3%

13.5%

0

85,585
2019/3

91,621
2020/380,6482021/389,5402022/3

600

10

400

5

200

0

0

98,7092023/3（Year/Month）*1 Ele c tricit y co nsu m ptio n = Ele c tricit y p u rcha se d + Ele c tricit y gen erate d ‑Electricity sold*2 Excluding electricity sold

16

800

15

596,736

400,000
200,000

Osaka Branch

10
1117
127

1,211

6
9 18
105

1,198
10

19 8
82

rom the FY
endingMarch 2014

1,162

10 19
75

8

1,057
8 18
74

1,000

（％）
20

Niigata Plant supplies products destined for markets aroundthe world. JCU is an advocate of the “Toki-no-Mori (Crested
Ibis Forest) Project” which is run by the Prefecture of Niigata

within Sado City limits, and is also an ongoing collaborator
in carbon offsetting initiatives.

The aim of the Toki - no - M ori Projec t is to drive global

warming countermeasures for ward by securing the CO₂
absorption capacity of trees, promote forest improvements,

and revitalize forestry. The Project also aims to contribute toimproving habitats for ibises that have been released into
the wild and conserving the forestʼs rich ecosystem.

（t-CO2）Nagoya Branch Kyushu Sales District Office Total
1,400
Down27.0%

Changes in electricity consumption andin-house power generation at the Niigata Plant(installed solar power generation capacity: 100 kW)

The Niigata Plant has been actively introducing

renewable sources of energy, installing solar power
From its location in Joetsu City, Niigata Prefecture, JCUʼs

the goal of offsetting CO₂ emissions at the Niigata Plant tozero in FY2030 (“Niigata Plant CO₂ Zero”).

for about 90% of our total domestic CO₂ emissions.

15

18

17

contributing to further reductions in CO₂ emissions going
forward.

The Niigata Plant and R&D Center collectively account

20

20

483

455

424

7

In a forest within Sado City limits in Niigata, we see treesthat have been culled with their lower branches pruned.

Culling and pruning trees in this manner ensures that the344

additions to these in 2022. As a result, the percentage
of on-site solar-generated power grew by 3% from theprevious year to 16.5%.

In addition, environmentally friendly activities arealso constantly ongoing at the R&D Center, including
the installation of a solar power generation system,
energy-efficient air conditioning equipment, and LED
lighting.

In our Medium-Term Corporate Plan, the JCU Group

has set a goal of reducing CO₂ emissions at the Niigata

Plant to zero by FY2030 based on FY2013 emissions.
The JCU Group will continue to make efforts to achieve its

goals and contribute to society through environmentallyconscious corporate activities.

forest gets enough light intensit y, which in turn improves

CO₂ absorption ef ficiency. In addition, these procedures

have the effect of suppressing pest insect outbreaks andpromoting tree grow th. These human interventions are adriver of our global warming countermeasures.

Currently, although their numbers are still small, we areable to observe ibises in the wild within Sado Cit y limits.
The ibises are gradually returning to their wild habitats thanks

390

generation facilities ahead of other sites, and making

n o t o nly to t h e To ki - n o - M o ri Proje c t b u t al s o to va ri o us
activities by local residents for improving the environment
around their habitats.

Carbon Offsetting
Although the reduction of CO₂ and greenhousegas emissions is very important in countering global

warming, CO₂ emissions remain an inevitable part ofour daily lives and corporate activities.

Carbon offsetting refers to methods for making up

for (offsetting) all or part of the CO₂ emissions that

occur despite our best emissions reduction efforts byfunding forest improvement and other greenhousegas reduction projects.

595

617

655

660

2019/32020/32021/32022/3606

2023/3（Year/Month）*This is calculated for electricity and gas at each office.
*The calculations use factors from organizations including Tohoku Electric Power
Company, Kansai Electric Power Company, Chubu Electric Power Company, Kyushu
Electric Power Company, Joetsu City Gas and Water Bureau, Toho Gas Company,
Tokyo Gas Company, and the Liquefied Petroleum Gas Association.

“Toki-no-Mori Credit”
emblem

“Niigata Carbon Offset”
emblem17

ENVIRONMENTCOMPANY PROFILE

In order to contribute to preserving the global environment andcreating sustainable societies, the JCU Group makes every effort to
reduce its use of water resources.

Proper Treatment of Wastewater

Annual water consumption at domestic offices

T h e J CU G ro u p p ays sp e cia l a t te nti o n to e n su re t h a t

u n d erstan d an d re du ce water co nsu m ptio n at all of o u rdomestic sites. The resolution of water resource - related
issu es ha s al so b e e n set fo r t h a s o n e of t h e Sustaina b lewastewater released from its development and manufacturing（m3）
20,000sites does not adversely affect the surrounding environment.
Down 10%
YoY(from FY2021)

Development Goals (SDGs), and we will continue to takeactions to improve our operations going forward.

Water is one of the most important raw materials we use

16,000for manufacturing our products, so we track the amounts of

13,340water we use and wastewater we discharge.

D omestic sites took in a total of 12,198 m 3 of water in

FY2022, which was roughly down 10% from the previous

13,275

13,55312,803

12,19812,000fiscal year. We believe this can be attributed mainly to thedrop in production volume at the Niigata Plant compared tothe previous fiscal year. Per- unit water consumption per

The Niigata Plant and R&D Center are working to establish

012,0001.54

2019/32020/3

8,000

8,398

2021/32022/3（m3） ーUnit of water consumption
6,000

33.1

1.5
9,190

8,158

4,000

m a n u fa c t u ri n g a t t h e R& D Ce n te r a n d N ii ga t a Pl a n t a retheir way to and from our customers and business partners.

addition, wastewater discharged from all business sites are

the Niigata Plant are collected and recycled as a resource.

environmental standards.

down and reused in a variety of plastic products. In addition,of effluent that they are unable to treat in their own facilities

resources by waste disposal contractors.

neutralized and precipitated in facilities at these sites. In
managed using analytical instruments to ensure that it meets

Af ter they are cleaned, these poly containers are melted

Furthermore, all sites concentrate and reduce the volumes

metal s, glass, and other waste material s are recycled as

32.6

3,538

3,615

32.5
3,737

30

3,663

3,274

The JCU Group properly manages environmental chemicals

to reduce our impact on the environment.

At the R&D Center, we take measures to keep solution

containers from tipping over, and also install embankments,

1.0

pits, and gutters in our experimental facilities to prevent liquid15

leakage to the outside. At the Niigata Plant, we take measures
to prevent leakage by installing oil embankments, pits andgutters for our outdoor tanks.

In addition, we always have response kits ready to use intraining programs to prepare for emergencies.
2021/3Purification of
Atmospheric Emissions

Leakage prevention kit

34.8

the event of a leak, and we use these in our education and2020/3Also, empty poly containers that are no longer needed at

2023/30.5

2019/3

Our one-ton containers for transporting specific products

are reused as two-way containers; that is, they are used one（Year/Month）

2,000

0

The JCU Group makes every effort to make effective useof resources to reduce waste.

（Unit: m3/person）
45

36.3

1.58

1.56

4,000
9,060

Waste Reduction■Water consumption（Unit: m3/person）
2.0

1.33
8,880

ESG/GOVRNANCE

Unit of water consumption per number of employees
at the R&D Center■Water consumption

ーUnit of water consumption

1.50

Portions of wastewater generated during research andProper Management ofChemical Substances

4,000

conservation.

（m3）
16,000ESG/SOCIAL

8,000

reduction-awareness, including by regularly calling for water

Unit of water consumption per production volume
at the Niigata Plant

ESG/ENVIRONMENT

before they are properly disposed of as industrial waste.

production volume at the Niigata Plant remained largely
unchanged from the previous fiscal year at 1.58 m3/t.

BUSINESSREVIEW

In order to contribute to preserving the global environment and creating
sustainable societies, the JCU Group complies with laws and regulations
that govern the quality of water, air, and soil, and is committed to reduce
emissions of environmentally hazardous substances from its sites.

Understanding Water Usage
R&D and at our production sites, we make every ef fort to

Our Value
Creation Story

Wastewater and Waste

Water

Because JCU uses large amounts of water resources for

TOP MESSAGE

2022/32023/3（Year/Month）

0.0

0

2019/32020/32021/32022/32023/3（Year/Month）

0

Exhaust cleaning towers at the R&D Center

At the JCU Group, we perform purification processes ongases that we discharge into the atmosphere from our businesssites so that they do not affect the surrounding environment.

We also make every effort to preserve the environment byconducting environmental measurements on a regular basis.

O u r R& D Ce n te r a n d N ii ga t a Pl a n t a re e q u i p p e d w i t hexhaust cleaning towers to prevent the release of hazardous

substances contained in the discharged gas. We regularlycommission specialized third-party agencies to analyze andverify that gas purification is being performed without any
problems.

The Niigata Plant also regularly commissions specialized

third - part y agencies to analy ze and examine the boilers

a n d hot-and- chilled-water generators used at the site forparticulate matter and nitrogen oxides to ensure that there
are no problems.

18

19

SOCIALCOMPANY PROFILETOP MESSAGE

Our Value
Creation Story

BUSINESSREVIEW

ESG/ENVIRONMENTESG/SOCIAL

ESG/GOVRNANCE

Our Customers

The JCU Group always approaches things from the customerʼs perspective, ensures reliable quality andsafety, and provides detailed support to deliver safety and security to our customers.

Disclosure of Product Related Information

Quality Control
The JCU Group believes that maintaining and improving

quality leads to customer satisfaction and trust, and this inturn leads to sustainable growth for the entire JCU Group.
T his i d ea is t h e b a sis o n w hi ch we est a b l ish e d t h e JCU

Quality Policy which we have defined to be our guidelines
for quality management.

I n a d d iti o n , o u r N ii gat a Pl a nt , S a l es O f f i ce, a n d R& D

Center in Japan are certified for international standard ISO

9 0 01 a n d c o n t i n u e t o w o r k t o c o n t r o l , m a i n t a i n , a n d
i m p rove p ro d u c t q u al it y. O u t si d e o f Ja p a n , t h e o f fi ces
listed in the table are ISO9001 certified and are committed
to quality management.

Quality Targets
The JCU Group is implementing a variety of initiatives to

JCU quality policy
We have established the following Quality Policy
based on JCU ʼs management philosophy, social
conditions, and market developments.
Support manufacturing around the world andcontribute to enriching peopleʼs lives by
pursuing new surface treatment technologies.

are being conducted to raise awareness on how to prevent
human errors. In addition, we strive to improve productivity

as well as qualit y consistency by maintaining the stable

operation of our production lines through inspections andmaintenance of aging manufacturing and utility facilities,

and upgrades to manufac turing work conditions andfacilities.

Status of ISO9001 certiﬁcation at overseas oﬃces
Country/region

Applicable office
JCU SHENZHEN TRADINGChina

JCU SHENZHEN TRADING CORPORATION, SUZHOU BRANCH

TaiwanJCU TAIWAN CORPORATIONJCU SURFACE TECHNOLOGY HUBEI CO., LTD.

Korea

JCU KOREA CORPORATIONJCU KOREA CORPORATION Cheonan Plant

ThailandJCU（THAILAND）CO., LTD.

VietnamJCU VIETNAM CORPORATION

MexicoJCU AMERICA, S.A, DE C.V.

China

Applicable office

ISO certification

JCU SHANGHAI TRADINGCORPORATION,
INSPECTION CENTER

ISO17025* 1

JCU SURFACE TECHNOLOGYHUBEI CO., LTD.

ISO45001* 2*1 ISO17025 is an international standard that certifies testing laboratories, andprovides general requirements for the competence of testing and calibrationlaboratories.
*2 ISO45001 is an international standard for occupational health and safety
management systems.

20labels display information in Japanese, English and, wherea s s i g n e d a m a n a ge r w h o , a l o n g w i t h h i s o r h e r d e p u t y

product is delivered as provided in the countryʼs laws andactivities.

Classification and Labelling of Chemical s (GHS). Productt h e C h i e f Q u a l i t y M a n a ge m e n t O f f i ce r, u n d e r w h o m i sneeded, in the language of the countr y to which the

manager, takes care of the Groupʼs qualit y improvement

regulations.

Technical documentation describing the performance ofand control methods for each product is prepared by the
R&D Center. The contents of technical documentation are

Provide products and services of the same
quality to all customers regardless of region
or country.

with GHS and Japanese laws in Japanese and English.

（1）Promote continuous improvement so that
quality management systems are able tofully realize their effectiveness.

Chief Quality Management Officer（Head of the Niigata Plant）

they are provided to customers.

Manager

We also prepare Safety Data Sheets (SDS) that conform

Subsidiaries out side of Japan are responsible forconformance with laws and regulations in their respective
countries.

（one）

Deputymanager（one from the R&D Center）

In order to embody this Polic y, we apply qualit y
implement the following:

Quality management system schematic

Safety Data Sheet (SDS)This is a document that is provided by the supplierof a chemical substance or compound containing achemical substance to its recipient at the time the

Deputymanager（one from the Niigata Plant）

Deputymanager（one from Head Office）

Information Protection
In order to properly handle and protect customer andsubstance is transferred or provided to the recipient.

business partner information, the JCU Group prohibits the（2）All departments are to formulate quality
targets based on issues associated with
their business and strive to achieve thesetargets.

substanceʼs physicochemical properties, hazards,

other than legitimate purposes, and strictly manages theon first aid measures in the event of exposure,management regulations and other rules so that it is not（ 3 ）M a k e s u r e t h a t a l l e m p l o y e e s a r e w e l l informed on the Quality Policy and quality
management systems.

*Released SDS that is compliant with the revised Chemical
Substances Control Act (Act on Conﬁrmation, etc. of Release
Amounts of Speciﬁc Chemical Substances in the Environment
and Promotion of Improvements to the Management Thereof)
on April 1, 2023.

（4）Respond to changes in conditions insideand outside the Company, and revise theQuality Policy as necessary.

The document provides information regarding theuse of information obtained in the course of business for

toxicity, and handling. SDSs also provide information

information in accordance with our confidential information

storage methods, and disposal methods.

disclosed or leaked.

In addition, JCU has established and implements a

Personal Information Protection Policy.

JCU Privacy Policy
https://www.jcu-i.com/privacypolicy/

Quality Control at the Niigata Plant

Status of other ISO certification at overseas offices
Country/region

to realize its Quality Policy. The Head of the Niigata Plant is

Respond accurately and quickly to market
demands, and pursue customer satisfaction
and a larger global market share.

management systems based on ISO 9001:2015 and

The JCU Group has set up a quality management systemf o r m a t d e f i n e d i n t h e G l o b a l l y H a r m o n i z e d Sy s t e m o f

carefully examined by Sales and other departments before

strengthen its quality control system. At the Niigata Plant,

reviews for work procedures and education on near-misses

JCU G roup p ro du c t l ab el s displ ay info rmatio n in the

Quality Management System

General Manager,
Quality Assurance

Nobuhiro
YamazakiProfessional history
A f te r s e r v i n g a s m a n a ge r o f t h e C S a n d d eve l o p m e n t
department in the electronics division at the R&D Centerand then, since 2018, as local manager of the Vietnam
subsidiary, which also has a manufacturing plant, I became
ma na ger of th e Q ualit y A ssu ra n ce D ep a r tm ent at th e
Niigata Plant in April 2023.

Based on our motto of always providing products with consistent quality levels that
customers can use with peace of mind, the Niigata Plant has established a rigorous
management system based on a quality management system that enables mutual
monitoring between manufacturing/technology and quality assurance divisions.
Our aim is to not only maintain and control consistent quality levels, but to make surethat we do not make irregular products, that is, to establish a system where we canprevent irregular products from being manufactured in the production process. To thisend, we continue to conduct kaizen activities, 5S activities, and safety patrols, and aim
to further improve quality by utilizing the PDCA cycle.
This year, with the “life with COVID” policy in effect and overseas travel restrictions
being lifted, we have resumed our local guidance programs and on-site audits for staff
members at overseas subsidiaries. We will continue to strive to provide the same levelsof quality and service to all of our customers regardless of region or country.

21

SOCIALCOMPANY PROFILE

Business Partners

TOP MESSAGE

Our Value
Creation Story

BUSINESSREVIEW

ESG/ENVIRONMENT

We at the JCU Group believe that making effective use of the individual
abilities of employees is a major pillar of our management, and are working
to develop human resources and create comfortable working environments.

Our Approach to Conflict Minerals

Comfortable Working Environment

A s described in Chapter 2 “ Respect for Human Rights

of conflict minerals associated with armed groups in ourinvestigations.

th e JCU G ro u p ma kes eve r y ef fo r t n ot to p ro cu reso -called conflict minerals (tin, tantalum, tungsten, gold)t h a t a re a s s o c i a te d w i t h h u m a n r i g h t s v i o l a t i o n s , a n dcarries out ongoing investigations into the use of conflictminerals in our supply chain. We have not found the use

Achieving Employee Retention
JCU carries out initiatives to ensure employee retention. We

encourage employees to make use of opportunities to

JCU Code of Conduct

discover and develop their own abilities such as by taking

https://www.jcu-i.com/wp/wp-content/

self-development seminars, visiting trade shows that can

uploads/2022/09/koudoukijunn2021.04.pdf

potentially help grow our business, and taking language

FY2017.

The turnover rate, which was 4.8% in the survey for theprevious fiscal year, was 3.3% in FY2022*2 (Reference: The

management sheet is designed to help individuals expressleft for personal reasons, 0% for company reasons, and 0.4% forthey are able to perform work that is a step above and is more
rewarding for themselves. In addition, we are also enhancing
our employee benefit programs as a way of creating a
comfortable working environment.

As a measure of whether these initiatives contribute toemployee retention, JCU calculates the new employee

Appropriate Information Disclosure

trending gradually higher for both men and women since

average turnover rate in the manufacturing industry for FY2022

their individual goals with more clarity, and check whether

The JCU Group is committed to achieve sustainable growth and improve shareholder valueby actively disclosing information and communicating with shareholders and investors toenhance the soundness and transparency of its corporate management.

women. The average number of years of employment has been

training courses. We also ask all individuals to use a goal
management sheet to set their personal goals. The goal

Shareholders and Investors

was 5.5%*3). A breakdown of the turnover rate shows that 2.9%
retirement or other reasons.

*1 Excerpted from the “Basic Survey on Wage Structure̶Results and Overview” from
the Ministry of Health, Labor and Welfare*2 Rounded to the first decimal place.
*3 Excerpted from the “2021 Survey on Employment Trends̶Results and Overview”
from the Ministry of Health, Labor and Welfare

Average years of employment (non-consolidated)

retention rate, average number of years of employment,

The JCU Group disseminates not only business performanceand financial information, but also topical information thatsummarizes high-profile topics through shareholder newslettersand information disclosed on our website. For our international

makes every effort to actively disclose information deemed toand turnover rate.

Disclosure Policy is available on our website for the generalcompany during the past three years (from FY2020 to FY2022)

have an ef fect on investment decisions. Furthermore, ourpublic to view.

The retention rate of new employees who joined thehas remained unchanged at 100% from the previous year. The

investors, we provide an English version of this Sustainability

average number of years of employment was 16.1 years forpresentation materials.

the previous fiscal year. Compared to industry averages of years

men and 15.2 years for women, which were both higher thanReport, as well as English versions of our earnings summary and

In addition, in order to appropriately disclose information,

the JCU Group has a Disclosure Committee to comply with the

ESG/GOVRNANCE

Employees

The JCU Group aims to build mutual relationships of trust with our business partners
through fair and equitable transactions, and to become a company that enables us todevelop together with our business partners with peace of mind.

an d H ealthy Wo rkpl aces” of th e JCU Co d e of Co n du c t,

ESG/SOCIALJCU Disclosure Policyof employment (in manufacturing: 15.8 years for men, 12.0

years for women*1), our numbers were higher for both men andhttps://www.jcu-i.com/ir/others/disclosure̲policy/Men(years)

Women(years)Men andwomen
total (year)

FY ending March 2023

16.1

15.2

15.8

FY ending March 2022

15.4

13.9

15.0

FY ending March 2021

14.8

13.7

14.5

FY ending March 2020

13.9

13.2

13.7

FY ending March 2019

13.2

13.0

13.2

timely disclosure rules stipulated by the securities exchange, anCommunication with Our Shareholders and Investors

Harassment Countermeasures
As a measure to counter harassment, the JCU Group provides

In addition to the general meeting of shareholders, the JCU

Group

holds

semiannual

financialresults

briefings

a permanent sexual and power harassment consultation section

for

Status of employee training on mental health and harassment(non-consolidated)
Dates/duration

Number oftimes held(number)

July 2022

Once

Mental health training(for general staff)

have formulated a harassment prevention policy for all

July 2021

Once

Self-care training(for managers)

for the FY ending March 2023 (FY2022) due to COVID spreadharassment, resolve issues, and protect privacy.

July 2020

Once

Conducted harassment prevention
training (for Head Office managers)

financial results for the first half and full year on our website,

outside the company (EAP/Employee Assistance Program) for

July 2019

Once

addressing mental health and various harassment issues so that

February March 2018

Conducted mental healthtraining (R&D Center self-care)

4 times

Conducted harassment
prevention training (for managers)

employees may have. We provide mental health care training

November 2016

Twicepublish information on the intranet four times a year as part of

September 2015 4 times
March 2016

Conducted mental health training(self-care for chiefs and lower)

institutional investors and securities analysts, and One on One

in-house. One male and female are assigned at all offices as

In FY2022, we held meetings in person, by phone, or online,

employees on the intranet to create an environment where

were able to meet with a large number of investors (about 150

Meetings throughout the year.

contact persons in charge, and this is communicated to all

and by improving the efficiency of these interaction formats,people feel comfortable seeking consultation. In addition, wein total). And while we did not hold financial results briefings

employees, and make every effort to prevent various types of
In addition, we have also established a consultation desk

prevention measures, and instead posted videos of our

IR Message

we plan to resume financial results briefings for the FY ending

we are able to quickly act on stress and anxiety issues that

March 2024 (FY2023).

Our aim through these activities was to communicate

information on JCUʼs business operations, performance, andmanagement strategy, etc., to enable stakeholders to deepen
their understanding in our company, and enable management

to share in the valuable feedback from our shareholders and

IR Message
https://www.jcu-i.com/ir/message/

headed by EAP lecturers, distribute pamphlets and cards, andour efforts to create an environment where all employees,
including managers, are able to work comfortably.

September 2014

Twice

Training details

Conducted mental health training(line care for managers)
Conducted orientation at the timethe EAP contract was enteredinvestors to improve our management transparency.

22

23

SOCIALTOP MESSAGE

COMPANY PROFILE

Our Value
Creation Story

BUSINESSREVIEW

ESG/ENVIRONMENTESG/SOCIAL

ESG/GOVRNANCE

Employees
Comfortable Working Environment
Diversity and Equal Opportunity

Overview of Maternity Leave, Childcare Leave, and Nursing Care Leave Programs

The JCU Group respects diversity and strives to realize equal opportunity.
There are no gender differences in our terms of employment.
Number of employees (non-consolidated)■Men■WomenPercentage of full-time employees (non-consolidated)

Ratio of women（％）（Persons）
300
200

30

25.0%

25.7%

25.2%

25.6%

25.2%

64

66

63

62

60

20
10

■Number of full-time ■Average number of part-time andemployees
temporary transfer employees
per year（Persons）
94.4%
300

0

191

191

187

180

178

2019/32020/32021/32022/32023/30■Women

（％）
20

50

0

8

12.7%

12.8%

62

68

2019/32020/3

8

95.6%

12

12

12

11

257

250

242

238

2019/32020/32021/32022/32023/3

11.3%

66

64

63

2023/3100（Year/Month）■Number of foreign
national employees

leave program that allows employees to take more days off
than the statutory days stipulated by the Ministry of Health,Number of employees who took maternity leave(non-consolidated)

（％）

1.4%

10

5

0

0.64%

2

4

2019/3

0.65%

0.65%

2 3

2

2020/32021/34

24

2020/32021/3

Employees who live with and are raising children aged 3 and up to elementary
school age are eligible for shortened hours for childcare where their hours areshortened by up to 2 hours a day (1 paid and 1 unpaid hours).
Employees who live with and are raising children at elementary school age are
eligible for shortened hours for childcare where their hours are shortened by
up to 1 hour a day (1 unpaid hour).

Other

Employees who are raising children up to elementary school age can, uponrequest, take advantage of limited late-night work for childcare, child nursing
leave (unpaid), and limited overtime work.
Employees who are raising children under the age of 3 can, upon request andunder certain conditions, receive exemption from overtime work for childcare.

Nursing care leave program

No more than a total of 93 days per person

Shortened hours for nursing care

No more than a total of 93 days per person

1.5

Employee Comments

0.75Interview with Employee Who Took Maternity Leave and Childcare Leave

3 3

3 2

2022/32023/30.0（Year/Month）*The denominator for the percentage of employeeswith disabilities includes temporary transfer employees.

Labour and Welfare, and a shortened working hours programfor childcare that is used by male employees as well. We also
provide a similar nursing care leave program.

JCU provides a variety of working environments where both men and women can work with peace of mind. In thisreport, we spoke with Ms. Shinjo, who took maternity leave and childcare leave, about her feelings before taking leave,and how things went after returning to work.

2022/3

Percentage ofPercentage of
people who took people who returned
leave (%)
to work (%)

FY ending March 2023

4

0

7

57.1

100

FY ending March 2022

1

3

9

44.4

100

0

FY ending March 2021

2

2

8

50.0

100

FY ending March 2020

0

2

11

18.2

100

2023/3

FY ending March 2019

0

2

8

25.0

100

3

（Year/Month）

R&D Center

Sayaka Arashiro

Q1.

Number of employees who took childcare leave(non-consolidated)
Men who Women who Eligible
took leave took leave persons(persons) (persons) (persons)

2019/3

Shorter working hours for childcare（Year/Month）（Persons）（persons）
40

Employees who live with and are raising children between 1 and 3 years of age
are eligible for shortened hours for childcare where their hours are shortenedby up to 2 hours a day (2 paid hours).

0

Percentage of employeeswith disabilities

Available to male employees within an 8 week window from a childʼs birth fora duration not to exceed 4 weeks at the employeeʼs discretion.

Management Dept.,

diversity in performing their work, JCU provides a childcare

2Childcare leave at birth(Postpartum [after birth] childcare
leave for fathers)

General Affairs Section,

In order so that employees are able to make the most of2

Up to 2 years of age (at the longest)

100

Childcare and Nursing Care

2

Childcare leave program

1.04%

11.1%

2022/3

（％）

50

255

8

10.8%

2021/3

95.3%■Number of applicable
persons with disabilities

100
10

95.4%

Eight weeks each before and after birth

Number of foreign national employees (non-consolidated) /People with disabilities employed (non-consolidated)

Percentage of female managers（Persons）

90（Year/Month）

Percentage of female managers (non-consolidated)
■Men

95.5%

15
150

100

Percentage offull-time employees

Maternity leave program

Did you have any concerns before taking
your maternity leave and childcare leave?

It was going to my first baby so I was anxious about that, but manyother employees had returned to work after childbirth and I had heard
many hel pful sto ries fro m my senio rs , so I felt co mfo r table taking
m a t e r n i t y l e a v e a n d c h i l d c a r e l e a v e . A t t h e t i m e , I w o r ke d i n a
department responsible for the research and development of chemicals,
and I was very grateful for the support I received at my workplace, suchas being reassigned to a work environment that was less physicallydemanding during my pregnancy, and the encouragement I received totake special leave.

Q2.

Did you notice any changes when you returned to work?
Also, can you tell us how things have been going since
your return?

I was reinstated to the R&D department that I was working at before
my leave, but after childbirth, my life became more child-centered andthere were more instances that I had to take unscheduled leaves. Even
under those conditions, I was able to work with the support of mysu p e r viso r, tea m m em b e rs , a n d oth e rs a ro u n d m e, a n d I c a m e torealize that I was not working all alone.

Q3.

How would you define “being able to work comfortably”?
And do you have any advice for other employees who may
be considering taking leave in the future?

Above all else, I feel that the atmosphere and environment in theworkplace directly correlate to being able to work comfortably. Our
company is very understanding of our childcare needs, and itʼs a very
comfortable working environment since everyone is friendly and willingto help. If anyone is thinking about taking leave, please donʼt hesitate
to consult with people in your workplace.

*Employees who took maternity leave subsequently took childcare leave, and100% of them have returned to work.

25

SOCIALCOMPANY PROFILETOP MESSAGE

Our Value
Creation Story

BUSINESSREVIEW

ESG/ENVIRONMENTESG/SOCIAL

ESG/GOVRNANCE

Employees
Human Resource Development
One of the basic policies of the JCU Groupʼs Medium-Termsecurity and compliance training to prevent information leaks

E SG p e rsp e c ti ve,” a n d o n e o f it s to p p ri o riti es is h u m a n

As for human resource development initiatives implemented

Corporate Plan is to “build a corporate foundation from anre s o u rc e d e v e l o p m e n t . T h e g ro w t h o f e a c h a n d e v e r y
e m p loye e is ess e ntial to o u r go al o f b e co m i n g a “glo b al

and ensure compliance with laws and regulations.

at different business sites, the Niigata Plant provides training tostrengthen employeesʼ ability to identify near-misses and otherTraining programs for human resource development
Post
Management

Referenceage
bracket40s
Managerial
and abovetraining

company that continues to grow sustainably. To this end, we

problems . The R&D Center has adopted a skill s matrix toprograms.

abilities and to raise their awareness of their aptitude. And theMid-level
employees

30s
and above

approximately two months after joining the company, including

Activity Plan Progress Management Sheet” to help employeesYoungemployees

Late 20s
and abovetreatment through experiments, factory training in which theyvariety of training sessions, including technical workshops andNew
employees

input to shipment, and sales training in which they accompany

local employees.

chemicals are being used. This allows employees to experience

help employees grow in ways that are consistent with theare focused on enhancing our human resource development

provide employees with an objective view of their individual

New employees undergo training in various departments for

Sales Office has created a “Sales Capability Development

technical training in which they learn the principles of surface

acquire the necessary skills. Our overseas offices also held alearn the chemical manufacturing process from raw material

study sessions on laws and regulations to improve the skills oft h e i r s e n i o r s to c u s to m e r sʼ p ro d u c t i o n si te s w h e re o u rFurthermore, JCU offers the following training programs to

the strengths of the JCU Group in the field, and acquire theglobalization of our organization.

and services. In addition, we also conduct regular information

measures for the development of its employees.

basic knowledge that they will need to provide better products

Prospective
employees

Early 20s
and above

Global human resource
development training

Company-wide common
education and training

Self-development●Overseas Training Program●Compliance and information● Qualification acquisition

Stratified training

Mid-level
employeetraining

Promoteetraining● Online language training

Promoteetraining(English and Chinese)

Talents with excellent supportive capabilities
Talents who are able to act globally

ThemesStrengthen expertise required for productdevelopment
Improve technical and sales capabilities of
local staﬀ

Language Training Program
We offer language training programs as part of oureffort to develop globally capable human resources.

For the purpose of improving our employeesʼ

language skills and promoting their self-development
activities, we have introduced online language training,which enables learners to combine self-study (input)

programs where instructors are brought in to give
lessons.

Pre-employment training

At the JCU Group, we have formulated a set of Safety andE U CO A s s o c i a t i o n w h o s e p u r p o s e i s to e n s u re m u t u a l

Health Management Rules and make every effort to ensure

The organizationʼs activities, which are carried out mainly

health leaders, and safety managers are assigned at all of ourwelfare and fellowship among officers and employees.

by secretaries elected from individual departments, include
proposing working condition improvements to the company,
organizing various club activities, and planning and managing
events such as employee trips.

Although club activities and events where large numbersof p e o ple were exp e c te d to gath er were p ostp o n e d fo r

FY2022 due to the effects of COVID-19 continuing from thep re v i o u s f i s c a l y e a r, re g u l a r c o m m u n i c a t i o n a c t i v i t i e s

the safety of our employees based on these rules. Safety andbusiness sites in Japan to promote safety and health. Monthly

safety and health committee meetings are held at the Head
Office, R&D Center, and Niigata Plant.

These Committees carry out patrols, identify near-misses,organize firefighting and evacuation drills, and are working torealize safe workplaces where employees are highly aware ofsafety and health.

between managers and employees were carried out via web
conferences.

The EUCO Association gets its name from Ebara Udylite

Overseas Training Program
We have launched an overseas training program for

Enable shifts to career paths suitable for a
global structure

working overseas with a short-term work assignment at

Excerpted from the Medium-Term Corporate Plan (FY ending March2022-FY ending March 2024)

Occupational Safety

Corporation, the predecessor of JCU Corporation.

younger employees in FY2021. The objective of thisReinforce management training for managers
and management candidates

26

e-learning, replacing conventional language training

Newly establish an overseas assignment
experience program

Strategic staﬃng

in external seminars

New employee training, OJT,
and follow-up training(6 months later)

The JCU Group has an internal organization called theand online English conversation (output) throughTalents who have a management perspective● Voluntary participation

The JCU Group will continue to implement a variet y of

Human resources that the JCU Group seeks

Talents with excellent development capabilities

i n ce n t i v e s a n d re m o teeducation assistanceprogram●Mental healthcare training

Follow-up training

Healthy Labor-Management Relations
Human resources that JCU needs

security education

program is to provide applicants who are interested inan overseas subsidiary, and through this experience, tohelp them grow into talents with a global perspective.

We also expect employees to rediscover theirindividual aptitudes through direct exposure to different

working styles and cultures they encounter in different

Respect for Human Rights
The JCU Groupʼs Code of Conduct states that the Group

does not discriminate based on race, creed, gender, age, social

status, nationalit y, ethnicit y, religion, or disabilit y, etc. In
addition, we carry out ongoing verifications at all business sites
to ensure that child labor or forced labor is not employed.

countries.

27

SOCIALCOMPANY PROFILETOP MESSAGE

Our Value
Creation Story

BUSINESSREVIEW

ESG/ENVIRONMENTESG/SOCIAL

ESG/GOVRNANCE

Community

Make every effort to appropriately communicate with stakeholders and maintain relationships of trust.
Under our CSR policy, “We will contribute to the local community as a good corporate citizen, ”
we believe that one of our social responsibilities is to create a society where people can live safely andcomfortably together with local residents.

Community Initiatives
Sponsorship Activities

Interactions with Local Communities

JCU became an advocate of the philosophy of the Solaputi

In July 2020, the R&D Center in Kawasaki City,

Ka na gawa Prefe c t u re wa s re giste re d a s a

Ki dsʼ C a m p i n M a ru ka Ko u ge n , Ta ki kawa Cit y, H o kkai d oBusiness (Aso Ward). In addition to deepening

camp, providing drinking water since FY2019.

regular local activities, we are commit ted tocare facilities where children with intractable diseases and their(https://www.solaputi.jp/), and has been a sponsor of the

Kawasaki City Disaster Response Cooperating

Soraputi Kidsʼ Camp is a campsite equipped with medical

exchanges with lo cal co mmunities throu ghcooperate as much as p ossible in disasterfamily can camp out.

contribute to the mitigation of damage and the

difficulty going outside, can have invaluable experiences such

We provide a place where children, who normally have

response operations in the event of disasters, andGeneral disaster response drill

Jacket worn by participants of drills for attending
to people who have diﬃculty returning homeearly restoration of daily life in the community.

as interacting with their peers and animals in a natural setting.

also participated in a comprehensive disasteroutbreak, we carried out a variety of activities with thoroughIn FY2022, although this was the third year into the COVID-19

For the first time this year, the R&D Centerd r i l l o r g a n i z e d b y t h e A s o Wa r d O f f i c e . I n

infection control measures in place.

building “face-to-face relationships” with the

Hokkaidoʼs natural beauty on horseback, forest exploration,

drills for attending to people who have difficulty

challenges for children battling illness in hospitals and at home;

These included overnight camps where participants enjoyedaddition to first aid and firefighting drills, we arecommunity through various experiences such as

cooking rice in camping pots, and campfires; hydroponics

returning home.

gifts of snow to hospitals and other facilities in regions that do
not get snow cover, and other amazing activities.

At JCU, we will continue to work together

Solaputi Kidsʼ Camp activities are being sponsored by manywith the local community to create a community

corporate sponsors. JCU will continue our support for thethat is comfortable to live in.

camp so that we can be of as much help for these activities asRegular Cleanup

possible.

Every year, the R&D Center and Niigata Plant

regularly carry out voluntary cleanup activities intheir surrounding areas. We see these cleanup
activities as important opportunities not only forpicking up trash, but also to raise awarenessabout the environment where our business sites
are located, something that we may normallyoverlook.

Activities at the Solaputi Kidsʼ Camp

Through these activities, the JCU Group is

Cleaning activities at the Niigata Plant

co m m i t te d to co n t i n u e to h e l p re s to re t h eenvironment from the viewpoint of residents ofour surrounding communities.

Self-Defense Fire Drills

Ecocap Movement
All of the JCU Groupʼs business sites regularly

The Ecocap Movement is an activity where the caps of PET

of Japan, a specified non-profit corporation (NPO).

employees to respond appropriately and quickly

beverage bottles which would typically be thrown away areawareness of disaster prevention. In particular, at

employment for people with disabilities and the elderly, andin the event of disasters, and to raise employeesʼ

the Niigata Pl ant and R&D Center where we
handle chemicals, we conduct regular education

28

bottles in all offices in Japan to cooperate with this movement

November 2020 to contribute to the achievement of the SDGs.

aid drills. The purpose of this program is to train

Fireﬁghting and evacuation drills at the R&D Center

JCU began cooperating with the Ecocap Movement in

conduct emergency evacuation drills and firsta n d t rai ni n g p ro g ra m s o n t h e ha n d l i n g o fwhich is being carried out by the Disable Support Association

In FY2022, we collected a cumulative total of 21.9 kg ofcollected and recycled, with the proceeds used to promote

caps. This was enough for polio vaccinations for about 74.9

support vaccinations for children in developing countries. JCU

emissions. We are committed to continue activities that serve

became an advocate of this activity and collects caps from PET

people, or equivalent to a roughly 472 kg reduction in CO₂
our societies.

hazardous materials in addition to these drills.

29

GOVRNANCE

COMPANY PROFILETOP MESSAGE

BUSINESSREVIEW

Our Value
Creation Story

ESG/ENVIRONMENTESG/GOVRNANCE

ESG/SOCIALManagement

Corporate Governance

The JCU Group has established a system to fulfill its corporate social responsibilities bymaintaining high management transparency and corporate governance functions.

The JCU Group has appropriate internal management in place
to promote sustainability activities.

1

CSR Policy
Enhancing Our Corporate Governance

We have established four

The JCU Group recognizes the importance of compliancecorporate governance, while enhancing corporatea key ma na ge m e nt missio n to e n ha n ce co rp o rate valu emanagement, and building internal systems to prevent risks

the soundness of management in ways that they are adapted

disclose information and improve management transparency.

with laws, regulations and corporate ethics, and considers it

governance, thoroughly prac ticing compliant corporate

through quick corporate decision making and by improving

before they occur. At the same time, we will appropriately

CSR policies to contribute to
the sustainable developmentof societies.

2

Continue to provide better
products and services as an
R&D-oriented company.

Comply with laws,
regulations, and social rules,
and work to address social
demands that go beyond
these rules.

43

Enhance managementtransparency, improve
openness of communication,and conduct corporate
activities in a fair andequitable manner.

Make every effort toappropriately communicate
with stakeholders andmaintain relationships oftrust.

to changing social and economic conditions . In order toachieve this, we have built good relationships with variouss t a ke h o l d e r s , i n c l u d i n g o u r s h a re h o l d e r s , c u s to m e r s ,business partners, local communities, and employees. In

addition, as the company grows, we will further strengthen,Corporate Governancehttps://www.jcu-i.com/ir/corporate̲governance/

im p rove, a n d refin e th e va rio us f u n c tio ns n e cess a r y fo r

Communication with Stakeholders
The JCU Group places great importance on communication・Inquiries
・Publication of JCU Technical Reports
・Trade show exhibits
・Dialogue with・Individual information exchange
the EUCO Association
・Various EUCO
・Individual information
Association eventsexchange
・EAP Programwith our stakeholders in order to meet the expectations ofsociety.

Corporate Governance System
J CU h a s a B o a rd o f D i re c to rs a s a n o rga n iz a t i o n t h a tcarried out on proposals that are to be consulted on with theD i re c to r s co n s i s t s o f 10 d i re c to r s (i n cl u d i n g 4 o u t s i d e

In ad dition, the JCU G roup has intro duced a Board of

Board of Directors.

directors), and in principle meets at least once a month.

Auditing Of ficers system. The Board of Auditing Of ficerss y s te m fo r t h e p u r p o s e o f b u i l d i n g a q u i c k a n d f l e x i b l e

auditors. In principle, auditing officers hold Board of Auditing

Meeting, which meets once a month and attended mainly byof Direc to rs meeting to au dit the legalit y and validit y of

In a d ditio n , we have intro d u ce d a n E xe cutive O f fice r

consists of one full-time auditing officer and three outsidebusiness execution structure. At the Management Strategy

Officers meetings once a month, as well as attend the Boardd i re c to rs a n d exe cu ti ve o f fi ce rs , t h e st at us o f b usi n ess

・General meetingof shareholders
・Financial results brieﬁngs
・Shareholder newsletters
Shareholders
・Disclosureand Investors
・One on One Meeting

execution is analyzed and reviewed, and deliberations are

makes decisions on important management mat ters andsupervises the status of business execution. The Board of

Our business
partners

business decisions.

Our
Customers

Employees

The
JCU Group

Community・Community
initiatives

In-house Education on Sustainability
The JCU Group conducts internal education on sustainability from time to time in order to realize its vision of becoming “aglobal company that continues to grow sustainably.” In FY2022, we explained our TCFD and CDP initiatives̶in some instances in
web conferences̶to executives and employees at our domestic offices and overseas subsidiaries.

Schematic of the corporate governance system

Initiatives for SDGs

General Meeting of Shareholders
Appointments and removals

Auditing oﬃcers

Collaborate

ReportOutsideCorporate Auditors: 3

Collaborate

Outside directors: 4
Chairperson (CEO)Board of Corporate Auditors

ReportAppointments
and removals

Internal directors: 6

Audit

Board of Directors

Internal and externalreporting desk
(outside lawyers)

The SDGs consist of 17 goals for realizing a sustainable world.

Appointments and removals
Directors

Full-time
Corporate Auditor: 1

Audit

Accounting
auditorAppointments and removals

Consultation
Recommendation

Reporting and proposals
Supervision

Representative Director, President and CEO

Nomination andCompensation Advisory
Committee
Internal directors: 1

Outside directors: 4

Legal
Department
Collaborate

Business divisions
Internal audits

Overall
control

SDG 3

SDG 5

・Soraputi Kidsʼ Camp・Employees

Affordable and Clean Energy

Decent Work andEconomic Growth

Good Health and Well-Being

SDG 7

Risk Management Committee
Compliance Committee

・Use of renewable energy(Business execution system)

Reduced Inequalities

Audit
Internal audits

The JCU Group will continue its efforts to contribute to these goals as much as possible.

SDG 10・Respect for human rights
SDG 13

Subsidiaries

Climate Action

・Carbon offsetting
SDG 16

Peace, Justice andStrong Institutions

・Corporate governance

30

Gender Equality

SDG 8・Comfortable working environment
SDG 11

Sustainable Cities andCommunities

SDG 6

Clean Water and Sanitation

・Water consumption volumes
SDG 9

Industry, Innovation
and Infrastructure

・Business activities and Sustainability
SDG 12

Responsible Consumption
and Production

SDG 14・Our Customers
・Business activities and Sustainability
SDG 15・Business activities and sustainability
・Wastewater and Waste

・Carbon offsetting
・Wastewater and Waste

・Community

Life Below Water
SDG 17

Life on Land

Partnerships for the Goals

・Carbon offsetting
・Soraputi Kidsʼ Camp ・Our business partners

31

GOVRNANCE

COMPANY PROFILETOP MESSAGE

Our Value
Creation Story

BUSINESSREVIEW

ESG/ENVIRONMENTESG/SOCIAL

ESG/GOVRNANCE

Compliance

The JCU Group recognizes the importance of its corporate social responsibilities, and in order to fulfill
our responsibilities, has established the “JCU Code of Conduct” as a code of compliance and ethics.

Promoting Compliance
Based on the JCU Code of Conduct, the JCU Group always

Compliance Initiatives
Furthermore, our Corporate Philosophy, CSR Policy, JCU

complies with relevant laws and internal rules in all aspects of

Spirit, and Code of Conduct are distributed to all executivesof our co rp orate ac tivities comply with normal businesswell-informed.

our corporate activities, and promotes compliance so that all

T he JCU G roup has establishe d rules an d guid elines ,organizes training, and prepares and distributes manuals inand employees of the JCU Group to ensure that they are allorder to ensure that everyone is well-informed on the Basic

Code of Conduct which represents our basic approach topractices and social ethics.

compliance. In addition, we conduct internal audits of the

T his Co d e of Co n d u c t has b e en tra nsl ate d into sevenGroup to detect problems at an early stage.

languages other than Japanese: Chinese (Traditional and

JCU Code of Conduct

I n d o n e si a n . T h e C o d e o f C o n d u c t t ra n sl a te d i n to e a c hhttps://www.jcu-i.com/wp/wp-content/
uploads/2022/09/koudoukijunn2021.04.pdf

Simplified), Korean, English, Vietnamese, Thai, Spanish, andI n te rm s o f a c t i v i t i e s to p ro m o te co m p l ia n ce, we a rel o o k i n g i n to p ro v i d i n g t ra i n i n g o n a p p l i c a b l e l a w s a n dregulations at each office.

language is communicated to respective local subsidiaries in

The Niigata Plant, R&D Center, and overseas subsidiaries

light of local customs and laws.

h o l d s t u d y s e s s i o n s o n b u s i n e s s - re l a t e d l a w s , a n d o nchemicals that require special attention for handling. We also
We hand out booklets to ensure thatpeople are well-informed.

Compliance Promotion System
The JCU Group has a Compliance Committee (chaired by

the President and CEO) under the Board of Directors where

Board of Directors

compliance forward.

The Compliance Commit tee is made up of internal

compliance management leaders appointed by individual

Compliance Committee

departments is installed under this Committee. Compliance

Reports and proposals

management leaders make every effort to gather informationon legislative revisions and gain an understanding of issues

through subcommittees and other organizations for each of

the different areas of laws and regulations. The Compliance
M a na ge m e nt Lea d e rs M e eti n g d is cuss es t h e sha ri n g o fpractical information within the company and matters thatshould be reported to the Committee, and the content ofthese discussions are promptly reported to the Committee.

T h e Co m mit te e review s t h e re p o r t f ro m a ma na ge m e nt
perspective, decides what actions to take as a company, andhas the relevant departments execute on these decisions.

Compliance management leaders
Subcommittees in each area of laws and regulations
Environment and quality
Information management
Act Against Delay in Payment, etc., to Subcontractors
Planning and education
Export and import
Labor
Construction Industry Act, Electricity Business Act, etc.

Installed the Compliance
Consultation Desk
Apart from the internal and external reporting desk, the JCU

For the purpose of detecting and correcting misconduct

JCU Group has a desk for internal and external reporting,and a system for properly acting on reports given by JCU

G ro u p e x e c u t i v e s a n d e m p l o y e e s , a s w e l l a s b u s i n e s spartners, etc., on legal and regulatory violations committed
by organizations or individuals.

32

Internal and external reporting desk

Nagamatsu & Yokoyama Law Office

Person in charge: Toshihide Yokoyama, attorney-at-law

Room 806, 8th Floor, Kioicho Building, 3-12 Kioicho, Chiyoda-ku,
Tokyo 102-0094, Japan
FAX: 03-6910-0746 Email: jcu.hotline@n-lo.com

The JCU Group has set out the elimination of antisocialgroups in its Code of Conduct. We have no relationships withquestions that they may have about the company. Information

order or sound corporate activities, and make every effort toCompliance Manual posted on the intranet to ensure that

authorities and relevant organizations.

easier for persons to seek consultation on compliance-related

antisocial forces or organizations that pose a threat to social

o n t h e co m p l i a n ce co n s u l t a t i o n d e s k is p ro v i d e d i n t h ee l i m i n a te s u c h g ro u p s i n co o p e ra t i o n w i t h co m p e te n t

everyone is well-informed.

Legal Departmentʼs Activities to Promote Compliance

Legal Department

Installed the Internal and External Reporting Desk

Initiatives to Eliminate
Antisocial Groups

Group also has a compliance consultation desk that makes it

Legal Section,at an early stage, and to help strengthen our compliance, theemployeesʼ understanding and evaluations of their abilities.

Compliance promotion system

to p m a n a ge m e n t t a ke t h e i r o w n i n i t i a t i ve i n d ri v i n g

directors and a number of Executive Officers. A meeting ofadvance compliance by conducting checks on the levels of

Yoshiaki
ShirakawaIn promoting compliance, JCU strives to identify problems as
early as possible and raise the awareness of each and every
employee. In this context, the Legal Department regularly gives a“Compliance Quiz” for all employees as part of its activities topromote compliance. The program has been conducted in thepast in a format where each student would study at their own
desks, but we have significantly renewed this format in October
2022. Training materials are revised in accordance with our Codeof Conduct and regulations, made easy to read in a cartoon style,and the quizzes are given every two weeks.

To ensure that no compliance violations occur in any area of
our operations, the program is for all employees̶not only
full-time employees, but also employees on loan overseas andtemporary staff. While some chose not to respond to the quiz
initially, the quizzes took root over the past year to the point
where we now have a 98% response rate. The quizzes cover acomprehensive range of topics, and this has helped raise thebaseline level of knowledge of laws and regulations, and improveawareness throughout the company.
Law is a highly specialized field, and at first glance, people may
feel that it doesnʼt have much to do with them, but the Legal
Department believes that by making people aware of how
closely it relates to them and helping them to overcome thissense that it is too difficult, all employees can become aware thatthey are actually in the driverʼs seat when it comes to legal
compliance. We will continue our activities to promotecompliance and strive to make the Legal Department an“easy-to-consult” place where people are welcome to come inwith questions on legal topics.

33

GOVRNANCE

COMPANY PROFILETOP MESSAGE

Our Value
Creation Story

BUSINESSREVIEW

ESG/ENVIRONMENTESG/SOCIAL

ESG/GOVRNANCE

Risk Management

The JCU Group understands the risks that can potentially have a significant impact on the fulfillment ofour business targets and business activities, and formulates risk reduction measures based on thisunderstanding.
In addition to establishing an internal system for preventing risks, we have made necessary preparations
and conducted training to minimize damage and loss as much as possible in the event that a risk shouldmaterialize.

Risk Management Structure

Driving Forward Business Continuity Management (BCM)

The JCU Group has a Risk Management Committee chairedout frequent and long-hour discussions based on perspectives

Committee is made up of internal directors and a number ofof these discussions is promptly reported to the Management

appointed by individual departments is installed under thisperspective to identify the risks that are ultimately key for thethe details of risks identified for each department, and carries

at individual departments.

by the President and CEO under the Board of Directors. The

such as risk levels and current countermeasures. The content

Executive Officers. A meeting of risk management leaders

Committee which reviews the report from a management

Committee. The Risk Management Leaders Meeting examines

JCU Group, and determines the countermeasures to be taken

Performed by individual departments

Reduced risk
Risk Management
Committee⇒Deemed OK

Performed by the Risk Management Committee

Check the status of risk
countermeasures implementation

Reports andproposalssessions on our business continuity plan and distribute booklets

to the situation in each country and region, and continued to

employees at all business sites.

disinfection, wearing masks, promoting web conferencing and,explaining the outline of our BCP to raise awareness among

intense earthquakes, storms, floods, fires, IT failures, andsupply chain disruptions.

Entering FY2022, the impact of the COVID-19 outbreak wasPrioritize risks

Implement risk
countermeasures

Identify key risks
to prioritize

Develop risk countermeasures
implementation plan

Review proposed countermeasures
for identified key risks

At domestic and overseas offices, we paid close attention

take various measures to prevent infections, such as performing
if necessary, setting restrictions on movement.

Employee safety and business continuation will continue

to be the top priorities in all responses that we take at theJCU Group.

Conducting Drills
At JCU, we systematically carr y out BCM drill s to raiseawareness among executives and employees, and to clarify
their roles in the event of an emergency.

Reports andproposals

Identify risks

and restric tions on ac tivities were still being imposed insome regions, making for unpredictable situations.

customers even in the event of an emergency. We hold briefing

Risk Management Committee

Risk survey

Report on risk countermeasures
implementation
Risk Management
Committee⇒Deemed NG

Board of Directors

mitigated in the form of deregulation, but sudden lockdowns

to continue our operations and minimize the impact on our

The major emergencies that our BCP prepares for include

Risk management structure

Risk management schematic

To prepare for unforeseen events, the JCU Group has aBusiness Continuity Plan (BCP) in place so that we are able

In FY2022, the R&D Center conducted a drill on setting up

an emergency response headquarters. Under the scenario

Risk management leadersthat a large-scale earthquake had hit, we conducted simulations

on actions such as declaring the BCP into effect, confirming
the safety of department employees and damage sustainedby departments, and reporting to the Chief Executive of BCP
Response. Through this training, we identified how each of us

would operate in a contingency and what obstacles we wouldface.

In the event of an emergency, we set up emergency responseh e a d q u a r t e r s a t a f f e c t e d o f f i c e s , a n d a B C P re s p o n s eheadquarters at the head office. If this is difficult to set up at thehead office, it is to be set up at an alternative office in accordance

Key Risk

BCM training at the R&D Centerwith the manual.

The Risk Management Committee has identiﬁed the following risks as being the 21 key risks for our Company: management(of risk, of distribution) We will make every eﬀort to continue to strengthen our risk management.
Information system failure

Technical know-how leak

Exchange rate ﬂuctuations

Price ﬂuctuations in held securities

Developments in demand side industries(automotive, electronics)

Occupational safety and healthNatural disasters, accidents,
communicable diseases, etc.

Legal regulations

Products and services

Risk Management Committee

Competition with other companies,
delays in new technologies development
Material price ﬂuctuations
Securing and developing HR
Fixed asset impairment accounting

34

Tax and transfer price taxation
Overseas operations
Harassment
Irrecoverable receivables, etc.
Intellectual property protection andinfringement

Quality control system
Risks related to management policies
and strategies
Environmental Conservation

Introduced a Safety
Confirmation System
As part of our BCP, JCU has a safety confirmation system inplace that enables us to easily and quickly confirm the safety

status of our employees during l arge -scale disasters , or
nationwide/global epidemics/pandemics of communicablediseases. Multiple times a year, we conduct safety confirmation
drills on an irregular basis using this system to prepare for
emergencies.

35

GOVRNANCE

TOP MESSAGE

COMPANY PROFILE

BUSINESSREVIEW

Our Value
Creation Story

ESG/ENVIRONMENTESG/SOCIAL

ESG/GOVRNANCE

Officers

12 men and 2 women (14.2% of board members are women)
President (Representative Director)

Tenure: 5 years

Chief Executive Officer (CEO)Masashi Kimura

Born on February 9, 1958

Akihisa Omori

Born on October 2, 1965

April 1980: Joined EBARA DENSAN LTD.
April 2004: General Manager of Printed Circuit Chemicals Department of EBARA DENSAN LTD.
April 2010: Joined the Company as General Manager of DENSAN
August 2010: Vice President of JCU (THAILAND) CO., LTD.
June 2013: Managing Officer
April 2016: Managing Officer and Division Manager of Corporate Strategy Office
June 2016: Director, Managing Officer and Division Manager of Corporate Strategy Office
June 2017: Director, Senior Executive Managing Officer and Division Manager of Corporate Strategy OfficeFebruary 2018: Director, Senior Executive Managing Officer, Division Manager of Corporate Strategy Office and Division
Manager of Administration Division
April 2018: Representative Director, President and COO and Division Manager of Corporate Strategy Office
April 2019: Representative Director, President and COO
April 2021: Representative Director, President and CEO (present position)

January 1990: Joined the Company
April 2010: Branch Manager of Osaka Branch
June 2012: Division Manager of Corporate Strategy Office
April 2014: Managing Executive Officer and Division Manager of Corporate Strategy Office
June 2014: Director, Managing Officer and Division Manager of Corporate Strategy Office
April 2015: President of JCU INTERNATIONAL, INC.
June 2016: Managing Director, Executive Managing Officer
April 2019: Managing Director, Executive Managing Officer, General Manager, R&D Center
December 2020: JCU (THAILAND) CO., LTD. President
December 2020: JCU VIETNAM CORPORATION Representative Director
December 2020: PT. JCU INDONESIA President
June 2023: Senior Managing Director, Senior Managing Executive Officer, General Manager, R&D Center (present position)

Managing Director

Managing Director

Tenure: 9 years

Managing Executive Officer

Chairman and President, JCU SHENZHEN TRADING CORPORATION

Takanori Arata

June 2009: General Manager of Accounting Department of Administration Division

April 2014: Managing Executive Officer and Division Manager of Administration Division
June 2014: Director, Managing Officer and Division Manager of Administration Division

April 2015: Director, Managing Officer and Assistant General Manager of Chemical Business Division
April 2016: Director, Managing Officer and Deputy Division Manager of Sales Division

June 2016: Managing Director, Executive Managing Officer and Deputy Division Manager of Sales Division
April 2021: Managing Director, Managing Executive Officer and General Manager, Sales Headquarters

April 2022: Managing Director, Managing Executive Officer and Chairman and President, JCU SHENZHEN TRADINGCORPORATION (present position)

Director／Managing Executive Officer

Tenure: 2 years

General Manager, Corporate Strategy Office

Yoji Inoue

November 1997: Joined the Company
April 2010: General Manager, Overseas Operations Department
April 2016: General Manager, Overseas Administration Department
December 2016: General Manager, Overseas Market Development Department
April 2017: Managing Officer and Deputy General Manager, Overseas Business Administration Department
April 2018: Managing Officer and Deputy Manager, Corporate Strategy Office
April 2019: Executive Officer and General Manager, Corporate Strategy Office
June 2021: Director, Managing Executive Officer and General Manager, Corporate Strategy Office (present position)
April 2022: JCU (THAILAND) CO., LTD. President (present position)
April 2022: JCU VIETNAM CORPORATION Representative Director (present position)
April 2022: PT. JCU INDONESIA President (present position)
April 2023: JCU MALAYSIA SDN. BHD. President (present position)

Director

Koki Morinaga

Outside, tenure: 2 years

Born on July 25, 1954

Born on July 29, 1965

August 1984: Joined Fuji Machinery Mfg. & Electronics Co., Ltd.
June 2004: Director and General Manager, Administration Division
June 2008: Executive Managing Director and Chief Executive of Administration
June 2009: President and Representative Director
June 2010: Director, Kyoden Co., Ltd.
November 2013: Joined the Company as Branch Manager of Osaka Branch
January 2015: President, JCU TAIWAN CORPORATION
April 2016: Managing Officer
April 2018: Managing Officer and Division Manager of Administration Division
June 2019: Director, Executive Managing Officer and Division Manager of Administration Division
June 2020: Managing Director, Managing Executive Officer and General Manager, Administration Headquarters (present position)

Director／Managing Executive Officer

Tenure: 2 years

General Manager, Sales Headquarters

Born on February 9, 1966

June 2021: Director, Managing Executive Officer and General Manager, Production Headquarters
April 2022: Director, Managing Executive Officer and General Manager, Sales Headquarters (present position)
April 2022: Representative Director, JCU KOREA CORPORATION (present position)

Director

Outside, tenure: 2 years

Mayumi Yamamoto

Born on February 11, 1956

December 2010: Public Interests Member, Central Labour Relations Commission
January 2019: Member, Financial System Council, Financial Services Agency (present position)
June 2019: External Audit & Supervisory Board Member, MORINAGA MILK INDUSTRY CO., LTD (present position)
July 2019: Member of Self-regulatory Planning Sub-Committee, Selfregulation Board, Japan Securities Dealers Association(present position)

June 2017: President, NHK Publishing, Inc.

June 2020: Outside Director, MIRAIT Holdings Corporation (currently MIRAIT ONE Corporation) (present position)

June 2021: Director of the Company (present position)

June 2021: Director of the Company (present position)

Director

Muneaki Kiyota

Outside, tenure: 2 years

Born on April 3, 1957

April 1981: Joined The Fuji Bank, Limited (currently Mizuho Bank, Ltd.)
June 2004: General Manager, International Exchange Department, Mizuho Corporate Bank, Ltd. (currently Mizuho Bank, Ltd.)
April 2007: General Manager, Bangkok Branch, Mizuho Corporate Bank
April 2009: Executive Officer of Mizuho Securities Co., Ltd. And President of Mizuho Bank (Schweiz) AG
April 2010: Director, Mizuho Securities Co., Ltd.
June 2010: Full-time Auditor, OKAYA ELECTRIC INDUSTRIES CO.,LTD.
June 2012: Managing Executive Officer, OKAYA ELECTRIC INDUSTRIES CO., LTD.
June 2014: Director and Managing Executive Officer, OKAYA ELECTRIC INDUSTRIES CO., LTD.
April 2018: Director and Senior Executive Managing Officer, OKAYA ELECTRIC INDUSTRIES CO., LTD.
June 2020: Outside Audit & Supervisory Board Member, NICHIREI CORPORATION (present position)
June 2020: Outside Corporate Auditor, KOMORI CORPORATION (present position)
June 2021: Director of the Company (present position)

Born on April 15, 1960

April 1999: General Manager of Nagoya Branch

April 1995: Registered as a lawyer

April 2003: Assistant General Manager of Sales and Marketing Headquarters

June 2014: Audit & Supervisory Board Member of the Company (present position)

September 2004: Executive Officer and Assistant General Manager of Sales and Marketing Headquarters
June 2007: Director, Executive Officer and General Manager of Chemical Sales and Marketing Headquarters

May 2019: Executive Director, Tokyo Lawyers Cooperative

June 2008: Director, Managing Executive Officer and General Manager of Chemical Sales and Marketing Headquarters
June 2010: Managing Director, Managing Executive Officer and General Manager of Domestic Sales and Marketing
Headquarters

October 2019: Outside Director, Renascience Inc. (present position)
May 2023: Vice President, Tokyo Lawyers Cooperative (present position)

June 2012: Managing Director, Managing Executive Officer and General Manager of Procurement Headquarters
June 2016: Full-time Audit & Supervisory Board Member (present position)

Corporate Auditor

Outside, tenure: 4 years

Corporate Auditor

Outside, tenure: 2 years

Harusato Nihei

Born on July 5, 1968

April 1991: Joined Asahi Shinwa & Co. (currently KPMG AZSA LLC)

Born on August 30, 1957

April 1980: Joined The Dai-Ichi Kangyo Bank, Ltd. (currently Mizuho Bank, Ltd.)March 2006: General Manager, Taipei Branch, Mizuho Corporate Bank, Ltd.
April 2008: Executive Officer and General Manager, Taipei Branch, Mizuho Corporate Bank, Ltd.
April 2009: Executive Officer and General Manager, Human Resources Management Department, Mizuho Corporate Bank, Ltd.
April 2010: Managing Executive Officer and Officer responsible for Sales and Marketing, Mizuho Corporate Bank, Ltd.
April 2011: Managing Executive Officer, Mizuho Bank, Ltd.
April 2014: Deputy President, Mizuho Research Institute Ltd. (currently Mizuho Research & Technologies, Ltd.)
June 2016: Audit & Supervisory Board Member, Kawasaki Kisen Kaisha, Ltd.
June 2017: Senior Managing Executive Officer, Kawasaki Kisen Kaisha, Ltd.
June 2018: Representative Director and Senior Managing Executive Officer, Kawasaki Kisen Kaisha, Ltd.
April 2020: Director, Kawasaki Kisen Kaisha, Ltd.
June 2020: Special Advisor, Kawasaki Kisen Kaisha, Ltd.
June 2021: Corporate Auditor of JCU (present position)
June 2021: Outside Corporate Auditor of Shindengen Electric Manufacturing Co., Ltd. (present position)

March 1994: Registered as a certified public accountant
July 2000: Representative, Kawato Certified Public Accountant Office (present position)
January 2001: Registered as certified public tax accountant
June 2019: Audit & Supervisory Board Member of the Company (present position)(Note) JCU has introduced an executive officer system. The following is a list of executive officers who do not concurrently serve as directors.
●Hideki Hagiwara, Executive Officer, Deputy General Manager, R&D Center●Mitsuyoshi Matsuura, Executive Officer, President, JCU SHANGHAI TRADING CORPORATION●Akinobu Ohno, Executive Officer, Deputy General Manager, R&D Center●Kanae Tokio, Executive Officer, President, JCU TAIWAN CORPORATION●Toyokazu Imai, Executive Officer, General Manager, Production Headquarters●Tadahiko Miyamoto, Executive Officer, Managing Director, JCU KOREA CORPORATION

6 men and 1 woman (14.2% of executive officers are women)

April 2019: Executive Officer and General Manager, Production Headquarters

January 2005: Established Ginza Shin Meiwa Law Office

April 2016: Executive Director and Chief of Engineering, NHK

Mitsuru Ichikawa
November 1992: Passed the National Bar Examination

June 2018: Division Manager of Production Division

May 2006: General Manager, Economy Bureau, NHK

April 2013: Deputy Director-General, General Broadcasting Administration, NHK

Born on February 8, 1951

Outside, tenure: 9 years

May 2014: General Manager of Nagoya Branch

September 1990: Established Ginza Shin Sogo Law Office

April 2011: General Manager, News Department, NHK

Takashi Nakazawa
April 1974: Joined the Company

Corporate Auditor

November 2009: President, JCU SHANGHAI TRADING CORPORATION

April 1984: Registered as attorney and joined Takeo Ishiguro Law Office

May 2010: General Manager, Affiliated Business Department, NHK

Tenure: 7 years●Noriyuki Tomita, Executive Officer, Deputy General Manager, Sales Headquarters

April 1989: Joined the Company

April 1980: Joined Japan Broadcasting Corporation (NHK)May 2008: Chief Editor, News Department, NHK

Full-time Corporate Auditor

Koyuri Kawato

General Manager, Administration Headquarters

Fumihiko Araake

Born on January 10, 1967

Tenure: 4 years

Managing Executive Officer

Hirofumi Ikegawa

Born on May 13, 1967

September 2006: Joined the Company

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Senior Managing Director／Senior Managing Executive Officer Tenure: 9 years
General Manager, R&D Center

Director

Masayuki Itagaki

Outside, tenure: 2 years

Born on March 24, 1964

Directorʼs Skills Matrix
InsideandOutsideName(honorifics omitted)

Skills and experience
Tenure(years)

Masashi Kimura

5

Akihisa Omori

9

Takanori Arata

9

Hirofumi Ikegawa

4

Yoji Inoue

2

Fumihiko Araake

Sales andmarketing

9

5

4

Quality andproduction

GlobalFinance andaccounting

Legal and
risks

4

8

4

3

2

Koki Morinaga

Outside2

Mayumi Yamamoto

Outside2

Muneaki Kiyota

Outside2

Outside2

Masayuki Itagaki

Businessmanagement

Research,development
and engineering

Total*The skills matrix above does not represent all the skills and experience possessed by the candidate.

April 1992: Research Fellow, Japan Society for the Promotion of Science
July 1993: Researcher, University of Burgundy, France
April 1994: Assistant, Faculty of Science and Technology, Tokyo University of Science
April 1998: Lecturer, Faculty of Science and Technology, Tokyo University of Science
April 2001: Assistant Professor, Faculty of Science and Technology, Tokyo University of Science
April 2005: Professor, Faculty of Science and Technology, Tokyo University of Science (present position)
November 2006: President and Chief Executive Officer, NEWLONG SEIMITSU KOGYO Co., Ltd. (present position)
June 2021: Director of the Company (present position)

Definition ofskills andexperience

Business management：Management experience at other companies or our group; experience and ability to formulate management strategies
Sales and marketing：Understanding of market trends and formulation of sales strategies / Experience and ability to make decisions
Research, development and engineering：Experience and expertise in research, development and engineering
Quality and production：Experience and expertise in manufacturing, production and quality control in Japan and abroad
Global：Experience in overseas business development and management
Finance and accounting：Experience and expertise in finance and accounting
Legal and risks：Experience in corporate legal and risk management / Expertise37