Column

No.

04

Seraya Plant on Jurong Island, Southwest Singapore, is a major Denka production base for styrene resins.

also marks the 40th anniversary of Denka’s expansion into Singapore.
We established Denka Singapore Pte. Ltd. (DSPL) in September 1980.
Our goal was to boost production of acetylene black, which is used for
manganese dry cell batteries and cable coverings. At the time, Denka's
Omuta plant had an annual production capacity of 22,000 tons ofacetylene black, 70% of which was exported to other parts of the world.
However, the demand for acetylene black in Southeast Asia had risen
dramatically. Therefore, it was necessary to establish a base in Southeast
Asia to reduce transport costs and respond to increasing demand in
the future. Since Singapore was aggressively trying to attract foreigncompanies, we decided to establish our base there.
Later, we upgraded the acetylene black production facilities and expanded
into other businesses such as “Denka fused silica,” polystyrene, MS resin,“Clearen,” “Denka IP,” and “Toyokalon (polyvinyl chloride fibers).” In 2009,
we established a holding company and began investing in companies not
only in Singapore but also in Malaysia and Vietnam, and in 2017, Denka
Life Innovation Research was opened. Also home to our model smart
factories, which employ the latest AI/IoT technology, Singapore continues tofunction as the “control tower” of our global expansion.

2020

Vol.

04

Published: July. 22, 2020/ Publisher: Corporate Communications Dept., Denka Co., Ltd. / Editor-in-chief: Satoshi Fukuoka /Nihonbashi Mitsui Tower, 2-1-1 Nihonbashi-muromachi, Chuo-ku, Tokyo 103-0022

Singapore will celebrate its 55th anniversary on August 9, 2020. This year

SummerVol.0440th Anniversary of
Expansion
into Singapore

The DenkaWay

2020

Walking the path of development together

The DenkaWay Summer

GunbaiOur Passion, for Society

Denka’s growth is in line with the development of Singapore, and thus
“Denka Value-Up” through further globalization.

Unauthorized
reproduction prohibitedSoutheast Asia. We will continue striving to realize our management plan

Contents

2 Challengers for Denka Value-Up
4
8
11
14

Tackling the COVID-19 coronavirus
Our Passion, for Society
Mission 1: Manufacturing of Diethyl Malonate for Avigan®
Mission 2: Development of a COVID-19 coronavirus Antigen Detection Kit
Mission 3: Advancing Work Style Reforms!
Special Interview
Masahiro Ibukiyama, Senior Technical Advisor

16 Think INNOVATIONTo Continue Writing for a Long Time
by Banana Yoshimoto, Novelist
17 DENKA TOPICS
18 LINK GLOBALLY, LINK FUTURE
20 Gunbai Column

Tackling the COVID-19 coronavirus

Information on
in-house COVID-19 coronavirus countermeasures

For up-to-date information on the Denka Group’s efforts to prevent
infections, please check the website below.

Our Passion, for Society（https://www.denka.co.jp/eng/covid-19/）

The spread of the COVID-19 coronavirus has led to dramatic changes in our lifestyles and raises fundamental
questions about how companies, societies, and individuals should operate in the future. Our answer to thesequestions is that we will continue aiming to “be a company truly needed by society.”

Drawing on our collective
strength to stand against
adversity

medicine Avigan. We are the only manufac-

of developing and manufacturing clinical test

growing in these rapidly changing times. One

offices, and business sites. As the main agents

turer of diethyl malonate in Japan. With thereagents for diseases such as influenza. Weof our growth strategies in the Denka Value-Upof change, employees will need to thoroughly

collaboration of the Denka Innovation Center,

hope to deliver these kits to medical profes-

management plan is “operational process

discuss the new work styles at our manufac-

Chiba Plant, and former employees, the Omi

sionals as soon as possible to contribute to thereforms.” The basic idea is to pursue theturing and research sites as we pursue thePlant has managed to restore equipment that

expansion of testing.

essentials. We will not be able to survive in a

ideal Denka together.

was shut down for three years in a mere six

thies to those who are suffering from the

weeks to fulfill a government request. Thus far,accomplish. We will continue drawing on the

COVID-19 coronavirus. We are praying for your

we have produced enough diethyl malonate tocollective strength of the Group to support life

swift recovery.

manufacture 2 million doses of Avigan.

around the world.

The Denka Group considers combating

Manabu Yamamoto
Representative Director, President

These are “missions” that only Denka can

We would like to extend our deepest sympa-

The second is the development of a

the COVID-19 coronavirus to be part of our

new antigen detection kit that can determinesocial duty. In that regard, we have carried out

whether someone has the virus in a short

two main initiatives.

period of time. We were able to develop thisA pioneer of the latest
work styles

post-corona world unless we determine theessentials and take on new challenges.
We will actively promote work styles that

The Denka Group will continue boldly taking on challenges to solve social issues withthe aim of becoming “a company truly needed

give us more freedom with regard to whenby society” that employees and stakeholders

and how we work. Our goal is to improvecan be proud of.

the productivity of each employee and, inturn, strengthen the competitiveness of thecompany as a whole. We will start by utilizing

The first is the production of diethyl

kit thanks to the technology and know-how

Meanwhile, it is also important to prepare

telework and digitalizing documentation andmalonate, the raw material for the anti-flu

that we have accumulated in our many years

for a post-corona world in order to continue

the approval process at our head office, brand

Denkaʼs COVID-19 coronavirus countermeasures
13th

Events in Denka

2020
Jan.

Events in society

2

Development begins on antigen detection kit.

The Denka Way | 2020 Summer

Feb.
6th

T he MHLW warns of a mystery pneumonia-like disease originating in Wuhan, China.

14th

WHO identifies the COVID-19 coronavirus.

16thFirst case in Japan.

30th

WHO declares global health emergency.

Mar.
3rd

A cruise ship carrying infected passengers
arrives at Yokohama port.

24th

Denka Seiken signs joint research agreement with
the National Institute of Infectious Diseases todevelop diagnostic test kits.

27th

Head office employees begin teleworking.

2nd

Decision made to supply diethyl malonate, a
raw material for the drug Avigan.

16th

President Yamamoto meets Prime Minister Abe

7thState of emergency declared in seven

16th

prefectures in Japan.
State of emergency extended to the entire
country.

Apr.

16th

Manufacturing of diethyl malonate
begins.

May

1st

Shipping of diethyl malonate begins.

Jun.
25th State of emergency ends.

2020 Summer | The Denka Way

3

1

si
Mis

o n Manufacturing of Diethyl Malonate for Avigan®*

As Team Denka,
We Can Overcome Any Obstacle“We would like you to resume manufacturing of diethyl malonate.”

On March 26, Denka received this request from the Ministry of Economy,
Trade and Industry.
It took a mere six weeks to restart production.
How did Denka accomplish this feat?
*Avigan® (generic name: Favipiravir)
Avigan is a registered trademark of FUJIFILM Toyama Chemical Co., Ltd.

Masanobu Kosaka
LeaderME Project
Deputy Manager
Omi Plant

Shin Sugimura

Challengers for

Sub-manager
Manufacturing GroupME Project
Organic Materials
No. 1 Dept.
Omi Plant

Takumi Hosaka
Equipment
Maintenance GroupME Project
Omi Engineering Dept.
Omi Plant

Wataru Nishino
Lab Group
ME Project
Organic Materials
Research Dept.
Omi Plant
Engineering Dept.

Masatoshi Kawai
Analysis GroupME Project
Quality Assurance Dept.
Omi Plant
4

The Denka Way | 2020 Summer

Taking on
an unprecedented challenge“We would like you to resume manufacturingof diethyl malonate.” Denka received this request from the Japanese Ministry of Economy,
Trade and Industry on March 26.
Clinical trials had begun on the anti-flu
drug Avigan in the hopes that it would prove
effective against the COVID-19 coronavirus.
With the intention of establishing a complete
domestic supply chain, the government
sought to ensure that the raw materials could
also be manufactured locally. The main raw
material of Avigan is diethyl malonate, and as

the only domestic manufacturer, Denka was
singled out for this task.
However, there was a large problem.
Omi Plant had manufactured diethyl malonate
from 1983 to April 2017. In other words, thenecessary facilities had lain idle for three
years.
Deputy Manager Masanobu Kosaka, who
was put in charge of this project, explains
the situation as follows: “We had two majortasks. The first was to restore the production equipment, which hadn’t been used inthree years, within a month. The second was
to manufacture catalyst for the productionof diethyl malonate from scratch. It was anunprecedented challenge.” On the following
day of March 27, a project system was established in Omi Plant. Restoration work on theequipment began in early April.

Speed honed through the
carbide production chain“I was honestly surprised that we wereaiming for one month,” says Takumi Hosaka,
Equipment Maintenance Group, who led theefforts to restore the equipment. “We shut
down those facilities expecting to never needthem again, so everything was in quite astate.” Most of the rotating equipment would

not move, and the pipes were corrodedand deteriorated. Recovery within a month
seemed impossible.
However, no one gave up, especially
Hosaka. “In addition to our employees, local
construction subcontractors, machinery
manufacturers, and trading companies were
all willing to pitch in.” By adjusting delivery
schedules and swiftly arranging for new
machinery, they were able to secure the necessary resources. Restoration was possible
through the collective strength of the Group.
Shin Sugimura, who led the manufacturing team tasked with both restarting the plantand operating it, comments, “The productionof diethyl malonate uses dangerous gases
such as monochloroacetic acid and carbon
monoxide. That means a leaky pipe can bea matter of life and death. As such, we werevery careful about inspecting each area when
we put our production system together.” Even
the most daunting tasks can be overcome byworking together as a group. And so, approximately one month later on May 1, the plantpassed the fire prevention inspection and was
ready for operations.
“I think it was all possible thanks tothe characteristics of this plant,” Sugimura
continues. “Here at Omi Plant, we have a
carbide production chain that includes every2020 Summer | The Denka Way

5thing from the mining up to the production ofchloroprene rubber products. No part of thischain must ever be cut off. So, if there is any
faulty equipment, we have to fix it immediately. I think the speedy recovery was possible
due to the technique that we have developed
working under these circumstances.”
A carbide production chain that must
continue running day and night. This isunmistakable proof of Omi Plant’s bond.

Using Group knowledge tosearch for new possibilities
While the manufacturing facilities were being
restored, work was also being done on cre-ating catalyst. Production of diethyl malonate
begun forty years ago, but there were no employees left from that period. “We had somedocumentation left from that period,” explains
Wataru Nishino from the Lab Group. “However,it was out-of-date, and we didn’t have muchfaith in the older technologies it referred to.
So, we contacted some former employees,
and with their help, we managed to update
the documents and produce some catalyst.”
However, Nishino’s problems did not end
there. The next issue was the amount of catalyst needed. Omi Plant was only capable ofproducing one liter. Production would require
over a thousand. So, Nishino requested help
from Denka Innovation Center in Machida,

Tokyo and the Denka Chiba Plant in Ichihara,
Chiba Prefecture. Denka Innovation Center
added a further 300 liters. Then, Chiba plant
proposed a plan to manufacture 3,300 liters
and transport it to Omi Plant. “I had neverbeen involved with the manufacturing andtransporting of catalyst before, but there
was no time for failures, so I made sure that
there were multiple backup plans in place. Bybringing together the knowledge from eachsite, we were able to discover new possibilities and keep losses to a minimum.”Since he traveled between Niigata,
Tokyo, and Chiba, Nishino spent two weeks
in self-isolation after crossing prefecturalborders. “But although I wasn’t free to movearound, I tried to maximize communication
with my colleagues.” Those efforts bore fruit,and they were able to successfully produce
and transport the catalyst.
On May 10, production started withthe first 1,000 liters of catalyst. In the latter
half of May, they entered the final process ofremoving impurities. Masatoshi Kawai fromthe Analysis Group was in charge of developing the process and shipping inspection
systems. “To ensure the highest quality, weare currently in the process of reexamining
each process. This is new work that wasn’t
done three years ago. Like the Manufacturing
Group, we set up a three-shift work systemand focused on ensuring stable shipments.”

Thanks to the efforts of Kawai and theothers, the first batch was shipped on June
1 as scheduled. “We got this far thanks tocooperation across the Group. If even oneof those departments were missing, I don’t
think we would have succeeded.” As a result,enough diethyl malonate was manufacturedby the beginning of July to produce 2 million
doses of Avigan.

Team Denka for the future“There is no obstacle that we cannot
overcome if we work as Team Denka. Our
success proves it,” comments Kosaka. A totalof 200 people participated in the project,including staff from the Denka Innovation
Center, Chiba Plant, and partner companies.
Kosaka says that he is proud of everyone.
“Despite all the difficulties, every employee
tackled this task quickly and without complaint. The Denka Group was united in theface of the coronavirus crisis. I think many
employees have also experienced how amazing it feels to contribute to society. I hopethat they will pass those feelings on to future
generations. Because contributing to society through the power of chemistry is what
Denka is all about.”
Excellent technology, deep knowledge,
and a passion for contributing to society. That
is Team Denka!

The process of delivering diethyl malonate to patients
Denka Group1 Denak

2 DenkaWhat is a catalyst?

Catalyst production flow
Omi Plant

Monochloroacetic
acid
Monochloroacetic acid isa raw material of diethyl
malonate. Denak, a Denka
Group company, is the only
producer in Japan.

6

The Denka Way | 2020 Summer

Denka
Innovation Center

Esterified
monochloroacetic acid

Chiba Plant

Diethyl malonate

Omi Plant

Chemical reaction

intermediate
3 API
manufacturers

4 API
manufacturers

5 Pharmaceuticalmanufacturer

Pharmaceuticalintermediate

API

Avigan6 Hospitals

7 Patients

Carbon monoxide
catalysts, etc.

Catalyst

Causes a chemical reaction

Diethyl malonate

Diethyl malonate is a raw material of Avigan. A catalyst is necessary to cause the chemical reaction that produces diethyl malonate. The catalyst was
manufactured at Denka Innovation Center and Chiba Plant and transported to Omi Plant.

Pharmaceutical intermediaries are produced
from the diethyl malonate
manufactured by Denka

APIs (Active Pharmaceutical Ingredient) areproduced.

APIs are used to produce
Avigan.

2020 Summer | The Denka Way

7

2

si
Mis

o n Development of a COVID-19 coronavirus antigen detection

Response capabilities

kit

The Culmination of
70 Years of Experience

Denka has developed and manufactured diagnostic kits for various infectious diseases by taking advantage
of antigen antibody reaction techniques. Under our mission of “ protecting peopleʼ s health,” we havedeveloped a COVID-19 coronavirus antigen detection kit.

MissionFumio Gondaira
Deputy Manager
Gosen Branch, Denka“We have a duty to support infectious
disease countermeasures.”
Denka Seiken, which plays a central role in the healthcare
business, was originally established in 1950 to eliminate
the infectious diseases that had become a social issue inpostwar Japan. Since then, it has been supporting measures against infectious diseases in Japan for approximately 70 years. Currently, it holds the top market sharefor Quick Navi-Flu2 Influenza Diagnostic Kits in Japan andalso provides the majority of kits for diseases like Group A
streptococcus and norovirus.
Whenever a new infectious disease emerges, we
strive to provide medical institutions with diagnostic kits asquickly as possible. I remember working many late nights
to develop and supply diagnostic kits during the enterohemorrhagic escherichia coli O157 outbreak in the 90s. Our
mission is to deliver diagnostic kits to medical professionals as soon as possible. To that purpose, we have alreadybegun work on an antigen detection kit for the COVID-19
coronavirus.

“Overcoming

the ever-changing situation.”

Collaboration

In the early stages of the outbreak, we wereunable to ascertain clinical features, and thenational policy was changing every week.
Originally, our antigen test was meant toscreen for the possibility of infection, after
which a diagnosis could be done by PCR.
However, that policy changed later, and theantigen test was also expected to be used for
diagnosis. The test was also modified to use
saliva, which is less accurate than a nasopharyngeal swab sample, to improve efficiency.
With each change of policy, a higher testing
accuracy was expected. However, Denka has
been combating emerging infectious diseases
and supplying diagnostic kits for many years,
so we were more than up to the challenge.

“Collaboration between research

institutions accelerates development.”
We cannot win the battle against emerging infectious diseases without the cooperation of universities and research institutions. In thiscase, we quickly established a joint research system with the National Institute of Infectious Diseases (NIID) to share information andmaterials and evaluate products. In particular, NIIDʼs SARS* coronavirus antibody was found to react to the COVID-19 coronavirus, which
shortened the development process by more than half a year.
Collaboration within the Group was also invaluable. We utilized
the Life Innovation Research Centerʼs gene recombination technology
to accumulate stocks of antigens and antibodies for development. Theinternal and external collaboration systems built up over many years
helped to accelerate the development of the antigen detection kit.
*SARS (severe acute respiratory syndrome) is zoonotic disease caused by SARS coronavirus (SARS-CoV).

Mechanisms

SampleSARS-CoV-2

Anti-SARS-CoV-2 antibody sensitization latex

Anti-SARS-CoV-2
antibody

Control protein
sensitization latex

Control protein
binding substanceSample(Nasopharyngeal
swab)

Antigen detection kit mechanisms

The COVID-19 coronavirus antigen detection kit developed at Denka Gosen Plant in
Niigata Prefecture (the picture is for illustrative purposes only). QuickNavi, which is alreadywidely used in the medical field, was used as a platform.

8

The Denka Way | 2020 Summer

QuickNavi, the platform for the COVID-19 coronavirus antigen
test, determines the results using the immunochromatographymethod via the capillary phenomenon. When a nasopharyngeal
swab sample is placed on kitʼs nitrocellulose membrane, it slowly dissolves the reagents as it moves towards the test line. If thesample contains antigen, the detection line turns red, indicating
the possibility of infection. Immunochromatographic test kits areconvenient in that they can produce a visual answer in a shortperiod of time and can be stored at room temperature.

Direction of ﬂuid

Control line

ID

Negative

ID
C

T

PositiveC

T

2020 Summer | The Denka Way

9

Denka’s
Evolution

work on diagnostics kits.
*Superspreader: Someone who spreads an infection to a large number of people.

on

Advancing “Work Style Reforms”“Making the ʻnaviʼ even better
than before.”

Although the PCR test has higher accuracy, it requires specialized equipment and personnel andtakes several hours. On the other hand, Denkaʼs
Quick Navi, which is widely used in hospitals andclinics, can detect a virus in 15 minutes and the flu
in as little as one minute. In this way, our test supplements the drawbacks of the PCR test and is expected
to contribute to quickly identifying superspreaders*.
This fast and accurate test was a culmination of our

3

si
Mis

New Normal

New work styles form the basis of our preventative measures against the COVID-19 coronavirus.
With the post-corona world in mind,
we will introduce examples of work style reforms at each of the Denka Groupʼs worksites.

“A consistent production

system to ensure a stable supply.”

We must not disrupt the work of medical professionals. To that purpose, we have built a robust
production system to maintain a stable supply of
diagnostic kits. We are able to produce 100,000
QuickNavi tests a day, which is more than double
the capacity of other companies in the same industry. Even in years with major flu epidemics, we havenever failed to keep up with demand. We intend toprovide a stable supply of kits so that the testing
scope can be expanded, and anyone can be tested
if necessary.

Stable supply

Secretary Dept.

Denka
Innovation Center

Online office visits!
Advertising productfeatures throughvideos!
Digital Innovation Dept.

Laying thefoundations
for telework!
Corporate Planning Dept.

Launch of theReform Project!

The future“Aiming for global prevention of epidemics.”

It usually takes 2-3 years to develop an antigen detection kit, but Denka was able to carry out development
and production in a much shorter period. This speed
was realized through our long-cultivated antigen antibody reaction technologies and collaboration with different research institutions. All our departments, including
manufacturing, quality assurance, and sales, are working together to deliver this kit to customers as quickly as
possible. We are currently developing antibody tests inparallel. In order to contribute to the prevention of infectious diseases around the world, Denka will continue thisproject with overseas expansion in mind.

10

The Denka Way | 2020 Summer

Omuta Plant

Improving
Omuta Innovation
Hub operations!

Osaka Branch
Research &Development Dept.

Sharing presentations
across timeand place!

Automatic
conversion offaxes to PDFs!

2020 Summer | The Denka Way

11

Digital Innovation Dept.

Digital Innovation Dept.

Secretary Dept.

Secretary Dept.

Online office visits!

Laying the foundations for telework!

Every summer, President Yamamoto comes to inspect the various business sites. As a measure
to prevent infections, it was decided to hold these inspections online using the web conference

The Digital Innovation Dept. was newly established in April 2019.
In order to strategically build and operate an information system for the entire Denka Group, they
have been promoting data utilization, introducing advanced systems, and strengthening security.
They are laying the foundation for new, innovative processes.

system. Starting with the Omi Plant on June 30, a total of 7 online inspections are scheduled tobe conducted by early August.
At the Omi Plant, after urging staff to maintain a safe and secure workplace, President
Yamamoto held dialogues with workplace representatives, exchanged opinions with labor
union leaders, and discussed issues with plant management. Although this was the first time

Our preparations led to success
Speedy implementation of a telework system

any major issues. “We were able to get the system up and running

conducting it online, everything went very smoothly.

quickly because we had already begun preparing in advance.” In that way,
teleworking was realized thanks to preparations by the Digital Innovation

Ahead of the April full-scale launch of the telework system that was being
tested by the HR dept. in FY2019 and the global sporting events to beheld in July, the Digital Innovation Dept. was working on creating a tele-

Dept., who is responsible for the Group’s IT systems.

We need to talk about the future as a group

Osaka Branch

Osaka Branch

Research & Development Dept.

Automatic conversion offaxes to PDFs!

Research & Development Dept.

Sharing presentations across time and place!

work infrastructure with the HR and Corporate Planning departments. But“In the future, I think that we will need to have further conversations onthen, the COVID-19 coronavirus outbreak occurred. A number of Denka

work style reforms throughout the Group,” says Kawahara. The reason, he

production sites in China were closed, and the number of infections in

explains, is a change in employee awareness. “We were able to adapt to

In addition to discussing fax machine replacements

150-members via Zoom. Before the event started, they shared materials and videos online

Japan continued to grow.

paperless and remote systems without being held back by conventionalwith the Digital Innovation Dept., Osaka Branch has

to help participants deepen their understanding. In addition, the presenters made videos to

wisdom. This is an opportunity to clarify the type of work styles that Denka

introduced a system to automatically convert faxes

introduce themselves and encourage people to tune in to the presentations.

work from home,” explains Horio. First, they listed the departments whoseshould be aiming for. It is important that each department shares theirto PDFs. This makes it easier for those working

work would likely be affected. Next, almost 150 laptops were produced

ideas so that we can all work in the same direction.” In order to growremotely to check faxes.

200 people connected via 100

for employees who usually worked on desktop PCs, such as plant man-further in a post-corona world, manufacturing, research, sales, manage-

This system is also be-access points (individual andagement staff. In addition, the VPN (Virtual Private Network) connection

ment, and all the other departments will need to freely discuss opinions

ing introduced at othermeeting rooms). This new style of

was improved so that the company’s network could be accessed fromfrom their different perspectives.

branches, and they are

symposium was created thoughalso considering remotethe ideas of members of thecontrol of fax machines.

Research & Development Dept.

“We needed to quickly establish a system that would allow us toremote locations. In this way, the telework system was introduced without

Video Conference

Internet

The Research & Development Dept. held an annual in-house academic conference withOn the day, approx. 150-

Video Conference

VPN
Flex Mobility

Omuta Plant

Denka Network

Omuta Plant

Denka Innovation Center

Denka Innovation Center

Improving Omuta Innovation Huboperations!

Advertising product features
through videos!

At Omuta Plant, work has begun at the Omuta Innovation Hub office.

The Denka Innovation Center previously prepared samples of products for

Up until now, there were only a limited number of meeting rooms

customers to see and touch. However, with everyone working from home, athat could be connected to the network. However, in the new offices,

new means of sharing information was necessary. To replace the samples, they

it is possible to connect anywhere, allowing staff to check and edit

began creating videos to introduce the features of products and technologies.

materials, have meetings via Zoom, and share information online.

In addition to drawing on old commercials and gestures to convey the feelingThis has saved travel time and improved work efficiency.

of products, they also used hot plates and ice to demonstrate thermal conduc-Internet
SAP ERP Ofﬁce365 Electronic File sharing
approval
OBIC
ConcurK:¥hon01
K:Share01

MFP

VPN network structure

Cloud Service

Katsuji Horio, Information Systems Manager, (right) and Mikine Kawahara,
Digital Strategy Manager (left)

Corporate Planning Dept.

Corporate Planning Dept.

Launch of the Reform Project!

tivity in an experiment video.
These videos are already in use

As part of operational process reforms, the Corporate Planning Dept. intends to start working on problems specific to each business depart-and have received positive feed-

ment. The Electronics & Innovative Products team was selected as a trial, and the Reform Project was launched.

back. Denka Innovation Center willFirst, a questionnaire was given to the 101 people working in the Electronics & Innovative Products team to identify issues that they

continue making improvements andwere experiencing in their daily work. Moving forward, the Corporate Planning Dept. will be studying specific ways to solve those problems
through workshops and other means and proceeding with initiatives related to work style reforms.

12

The Denka Way | 2020 Summer

contributing to open innovation.
A meeting2020 Summer | The Denka Way

13

Special Interview
Interview with Senior Technical Advisor Masahiro Ibukiyama,
winner of the METI Minister Award at the FY2019 Industrial Standardization Awards

For Trusted Innovation

Senior Technical Advisor Ibukiyama, who serves as the Japanese representative and chairman of the secretariat committeeof ISO/TC206 (Fine Ceramics) and who contributed to the establishment of international standards for phosphor materials
used in white LEDs* published in 2017, was awarded the METI Minister Award at the Industrial Standardization Awards. As
someone who has long been involved with Denkaʼs R&D, we interviewed him about his thoughts on innovation.
*ISO 20351: Fine ceramics - Absolute measurement of internal quantum efficiency of phosphors for white light emitting diodes using an integrating sphere

Contributing tostandardization out ofa sense of duty

Masahiro Ibukiyama
Technician (Chemistry Department)
Senior Technical Advisor
New Business Development
Department

14

The Denka Way | 2020 Summer

Why did you tackle international standardization of the evaluation method for phosphor
materials’ optic properties used in whiteLEDs? To respond to the trust placed in us asa chemical manufacturer.
In 2010, there was a mainstream evaluation
method used in the phosphor industry. However, without any JIS or ISO, there was a large
degree of variation in the results produced bydifferent measurement agencies, so it was notvery reliable. Objective, data-based numbers
are necessary to express the characteristics
of chemical materials. If different companies
use different evaluation methods and procedures, it leads to greatly varying results, making it impossible to determine an evaluation“standard.” Without a standard, you cannot
compare data. In other words, there is nobasis for what should be objective numbers.
Providing products based on these baselessnumbers undermines the trust in chemical
manufacturers. Naturally, this was a major
problem that also affected Denka. Therefore,
as a researcher, I saw it as an issue that had
to be solved.

I have been participating in the Japan Fine
Ceramics Association’s standardization activities since 1996. Since 2005, I have also been
involved with the ISO’s TC206 and worked oninternational standardization of fine ceramics
with researchers in Japan and overseas. In
the course of this work, I made proposals forthe standardization of phosphor evaluation
methods, and the process is still ongoing.

Innovation is bornfrom a summation ofdifferent skills
From the 60s, Denka conducted internal
research that has become the foundation ofmany of our ceramics products. However, it
can be difficult to determine what kind of finished goods are in demand, and researchers
are often unable to ascertain market needs
and development trends.
Ceramic phosphors were originally proposedby the National Institute for Materials Science(NIMS), with whom we had a working relationship after a researcher exchange programin the 90s. R&D began in 2003, but later,when considering a joint development with a
TV equipment manufacturer, it became clearthat there was a strong demand for ceramic

phosphors for display applications. This joint
development also contributed to Alonbright’s(β-SiAlON phosphor) launch on the market, leading to a new business in white LED
backlights for liquid crystal displays and LED
lighting applications.
Innovation does not just come from a single
laboratory. It is born from the summation of avariety of skills such as marketing, patents, anddifferent technological specialties. During myresearch career, we were only able to commercialize Denka AN Plate ® thanks to the wealth ofceramics knowledge at Omuta Plant. It was an
event that showed me that innovative products
are the result of collaboration between plants,
departments, and human resources with differing specialties.
I am currently teaching two classes a year
as a part-time lecturer at Yokohama National
University. There, I tell the young generationthat “chemical manufacturers can contributeto all of the SDGs (Sustainable Development
Goals).” Moving forward, I believe that Denka's
innovation will continue to benefit society.

Some of the Denka products that Mr. Ibukiyama was involved with.

From 1984

Denka AN Plate®
A high thermal conductivity ceramic substrate used in industrial machinery and vehicle parts. Under his supervisor’s instructions to “search for
his own research topics,” he conducted a 5-month independent survey
and began working on this development. As a result, he was able tocreate a substrate with high insulation and heat dissipating performanceas well as seven times the thermal conductivity of alumina.

In the late 90s

Toretaro®
The first fertilizer registered on the fertilizer official standard “Fused
Silicic Acid Phosphate Fertilizer” newly established in 2001 based on
Denka’s application. The development was completed in a short period
of about half a year.

From 2003

Alonbright®
β-SiAlON phosphor was the world’s first green-emitting phosphor for whiteLEDs. Phosphors were an unknown field for Mr. Ibukiyama, but he accumulated knowledge through joint development with the NIMS, LCD device
manufacturers, and so on. This led to the creation of the phosphor business,and he received four awards, including the 36th Inoue Harushige Prize.

2020 Summer | The Denka Way

15

DENKA TOPICS

Think INNOVATION
Introducing articles that provide hints for innovation

Introducing Denka Group news topics from April to June 2020
No.04

To Continue Writing for a Long Time
Apr.

Novelist

Banana Yoshimoto

Born in 1964. In 1987, she made her author’s debut and won the Kaien Newcomer Writers Prize for Kitchen; in 1988, she won the Izumi Kyoka Literary Prize
for Literature for the novella Moonlight Shadow; and in 1989, she won Best Newcomer Artists Recommended by the Minister of Education for Kitchen andTransient/Sanctuary and the Yamamoto Shugoro Literary Prize for Goodbye Tsugumi. She’s also well known overseas, having taken the Literary Prize Scanno, theFendissime Literary Prize, and the Capri Award in Italy. Many of her works, including Kitchen, have been translated and published in over 30 countries.

Maintaining the two “water tanks” of maintaining
fans and exploring new territory

Doubting norms and continuously striving to
produce good work

I want to continue writing for a long time. As a novelist, this sentiment

You cannot create something unique just by getting fired up with enthu-

is very important to me.

siasm. Rather, it’s a matter of sticking to the basics, striving to produce

Novelists cannot survive without readers. To continue writing for agood work, and occasionally noticing, “Wait, maybe I could try this?”long time, you need the support of a certain number of readers. If you

It’s also important for a novelist to work steadily. A novelist’s work

just write what you want, how you want, those readers will get bored.

is usually published after a proofreading process, during which editors

It’s also important to find something that only you can write. You need toand reviewers check for typographical errors and omissions and makeexamine your own characteris-

sure the text is uniform. Howev-

tics to differentiate yourself fromer, some books don’t go throughother novelists.

this process. Professionals can

When it comes to card games

tell at a glance, and the gener-

or board games, I’m the typeal public may notice somethingof person who always gets anslightly off about it. Subcon-

average score. I cherish that

sciously, they might think, “Thischaracteristic and always try to

isn’t a good book.” There’s afind a balance between trying

reason why something sells. You

new things and sticking to whatcannot achieve good results by

I know.

neglecting steady work.

I always imagine two wa-

On the other hand, sometimes

ter tanks. One represents myit’s necessary to push throughcurrent fans and the other rep-what you believe to be right.

resents new fans. You can’t justWhen I was making my debut,

focus on currying favor with your

I directly negotiated for the rightfans, nor can you only focus on acquiring new fans. So, I try to keep

to decide on the cover. In the publishing industry, it’s a major taboo for a

the water levels in the two tanks in balance, while observing my own

newcomer to do so, and I faced fierce opposition. However, I refused tofeelings and the changes in society around me.

give ground. Looking back, I think I’ve been able to continue writing forLife has ebbs and flows, and what goes up must come down. Just

so long because I was able to break this taboo.

like with novels, when you’re selling something, you want to keep thoseI think that my biggest regrets in life were times that I couldn’t breakwaves as small as possible. How can one do that? All I can do is contin-taboos. While overriding norms doesn’t always lead to success, it usu-

uously strive to produce good work.

ally gives above average results. Push for what you believe in withoutbacking down. This determination is essential for getting your feelings
across.

16

The Denka Way | 2020 Summer

Mr. Ibukiyama’s interview on winning
the METI Minister Award published

Apr.

Mr. Masahiro Ibukiyama, Denka’s
Senior Technical Advisor,
was awarded the FY2019
METI Minister Award, and his
interview was published on the
homepage of The Ministry of
Economy, Trade and Industry.
Mr. Ibukiyama was recognizedfor his contributions as theJapanese representative and chairman of the secretariat committee of ISO/TC206(fine ceramics), as well as his efforts in establishing the international standard forphosphors used in white LEDs.

Apr.

Toyo Styrene begins laying foundations
for polystyrene resin chemical recycling businessToyo Styrene Co., Ltd.,a member of the Denka
Group, has begun
laying the foundations
for its used polystyrene
recycling business. They
are currently planningthe establishment of ademonstration facility
that pyrolyzes usedpolystyrene and recycles it into styrene monomer. Operations are scheduled to
begin at the end of FY 2021.

Apr.

Applied for approval to domestically manufactureand sell Ebola Virus rapid testing kits

On April 10, we
applied for approval
to domesticallymanufacture andsell Ebola Virus rapid
testing kits, whichwere co-developedwith Hokkaido
University. This kit allows for complete diagnosis in about ten minutes and is also
convenient for areas that lack sufficient medical facilities as it requires no special
equipment. In applying for Japanese regulatory approval, which is internationallyrecognized, we hope to see this kit officially adopted in African countries.

Apr.

ESG Information Site launched

We launched a newcorporate website
called the “ESG
Information Site.” This
website was launchedfollowing an overhaulof the CSR Information
Site, which waslaunched on September
2018, and offers better readability and searchability through a ESG list and a GRI
comparison table. We will aim to further promote interaction with our stakeholders
through this website.

President Yamamoto attended a conference with Prime Minister Abe
Our supply of diethyl malonate was featured on TV programs

A video conference between Prime Minister Abe
and top executives of companies that contributed
to preventing the spread of the COVID-19 was heldon April 16. Denka was invited as a company that
supplies diethyl malonate, a raw material for Avigan®
Tablets. President Yamamoto participated in theconference, and stated that Denka aims to fulfill its
corporate social responsibility by working as one
to supply raw materials for Avigan as steadily andquickly as possible. In addition, our production ofdiethyl malonate was featured in news programs, andexecutive officers Mr. Suzuki and Mr. Imai respectively
appeared in the interviews.

President Yamamoto's video conferencewith Prime Minister Abe2020 Summer | The Denka Way

17

Create safety together

I like music! I like challenges!
Joined in 2007. He manages slit production sites, promotes safetyof work-site operations, and aims to improve productivity.

I am the mother of two rescued fluffy dogs!

Due to the COVID-19 pandemic, it took half a month
to restart our operations. Since restarting, we havebeen prioritizing employees’ safety and practicing
preventative measures such as taking temperatures,

teleworking mid-March. Our IT Team created and provided

raised each employee’s safety awareness. We areUSA

staff with everything needed to be successful working fromsometimes find it inconvenient,

Tricia Thompson

telework, managers have been holding weekly or bi-weekly

we are getting through our daily

Human Resources & General Affairs
ManagerDenka Performance Elastomer LLC

web meetings. Though we

Zhou Youlin
Electronic Products Manufacturing Dept.
Deputy Manager
Denka Advanced Materials (Suzhou)Co., Ltd.

With the exception of essential plant staff, we began

washing hands, and wearing masks. I feel that thisalso communicating with expats in Japan throughSuzhouJoined in 2015. She manages all aspects of the company’s humanresources, training, and general affairs and serves as Corporate
Social Responsibility Leader.

How are thingsin the USA,
Tricia?

tasks and further strengthening
our sense of unity.

Put yourself in the other person’s shoes!

I love the sea!

home, and we have made good use of Skype to conduct
Joined in 2020. As a member of general affairs andaccounting, she oversees deposits and withdrawals,
ensures compliance with Taiwanese laws, supports
management, and handles inquiries.

meetings both internally and externally. For efficientmeetings. We are practicing open communication andseeking to create our “new normal”.

Before the COVID-19 pandemic, we at Denka
How are thingsin Taiwan,
Jessica?

LINK GL OBALLY,
LINK F UTURE

How are thingsin Suzhou,
Zhou?

Taiwan had already adopted online banking to

Taiwanimprove efficiency and transparency for deposits
and withdrawals. We are currently focusing on

Liu Yizhen (Jessica Liu)
Denka Taiwan Corporationinternal and external communication via Zoom,
a video communication tool. We have found thistool more convenient than telephoning to share
information, as it enables us to communicate andshare materials with multiple participants at once.

How are thingsin Shanghai,
Zhang?

Group members around the world, working toward the future of Denka
The Denka Group has 6,000 employees around the world.
We posed the following question to members from different countries.

Theme

Chang ing work styles
Rivers low, mountains high, the same moon in the sky.

Japan

Sales Dept. 2nd Sales Division
Toyo Styrene Co., Ltd.

My pet medakas keep laying eggs.
It’s a pretty kettle of fish!
Joined in April 1997. He handles sales of polystyrene, mainly engaging insales expansion of advanced materials in the optics field.

I love to eat and exercise!

Joined in 2009. He is in charge of sales expansion andmarketing in the Chinese market, handling biochemistry andimmunodiagnostics for the Life Innovation Division.

Joined in September 2016. As a process engineer, he provides technical support for the
Fused Silica Department.

Since I started working from home, I have matched
my working time to that of Head Office in Tokyo.

How are things
in Japan,Toshiyuki?

The global COVID-19 pandemic has accelerated the digital transformation
How are thingsin Singapore,
Fendy?

Microsoft Teams. We are
hopeful of navigating

remotely, we hold team meetings every morning and write daily

these uncertain times

reports at the end of each day. We communicate with customers

by continuing to foster

and agencies more frequently via web meeting tools or telephone

workplace collaborationand conduct office tasks as usual via Magic Connect. Theseand incorporating

practices have proven beneficial, so we would like to maintaintechnological trends.

The Denka Way | 2020 Summer

I like it because telephone meetings are possibleof workplaces at an unprecedented rate, leading us to adopt Zoom and

To clearly separate work and our private lives while working

them after the COVID-19 crisis is over.

18

Be cheerful and ready for tomorrow!

Toshiyuki Yamaguchi

Singapore
Fendy
Production / Technology
Denka Advantech Pte. Ltd.

Shanghai
Zhang Shengyu
Denka Seiken (Shanghai) Co., Ltd.

without worrying about the time difference. I also
send daily reports about tasks and industry news
to the relevant departments. Sharing information
about the latest situation surrounding COVID-19
in China, the influence on the industry, and theprocess of vaccine development
helps them to plan their strategy.

2020 Summer | The Denka Way

19