DAI-DAN REPORTDAI-DAN Co., Ltd.

Contents

Dai-Dan’s 113-year History

Inspired by Light,
Air &Water

Labs and Center Building, Okinawa
Institute of Science and Technology
Graduate University, Okinawa (2010)

March
February 2003

April
2003

April
2013

April
October 2008
2006

2002

Sumitomo General Head Office
Building, Osaka (1907)

Bank of Japan Building, Hakodate
Branch, Hokkaido (1909)

Nagoya City Library, Aichi (1923)

Aichi Prefectural Government Office
Building, Aichi (1938)

Bank of Japan Head Office Building,Tokyo (1931)

OctoberJanuary 1975

March
1978

April
October 1987
February 1984

March
November 1989
1987

September 1983

All offices
through thenation obtainthe certificationof ISO 9000S.

New Research Center is completed
in Technical Research Laboratory.

Compliance Committee is established.
Company-wide information system is introduced.
The company celebrates its 100th anniversary.
The company obtains a blanket certification of
ISO 14001 for all offices through the nation.

The amount of completed works
breaks the 200,000-million-yen mark.

October 1965
December 1949

The amount of completed works breaks the
100,000-million-yen mark.

September 1946
October 1943
March 1933

The first mortgage convertible bonds of
5,000 million yen are issued.

06
07

Mid-Term Management Plan

09

Feature: Dai-Dan’s Four Challenges for Change

12

enefice Kyushu, the Smart Energy Lab
Business Development through the Open Innovation Initiative
Conceiving and Implementing Various Approaches to Work
Initiatives toward Strengthening Our Corporate Governance

13

Dai-Dan’s Developmental Technologies

Dai-Dan’s Practical Competence
Introducing Our Installations
Greater Ability to Provide Design Solutions andInstallation Expertise
Ongoing Improvement of Site Management Methods
Application of the Meister System and Establishment ofPartnerships with Our Subcontractors across Japan

15
17
19

21
23
25
27
29
31

32
33
39
42
44

FY2015 CSR Performance and FY2016 Targets 45
Fair and Transparent Business Practices
47
Environmental Contribution

53

Meeting Customer Expectations

56

Valuing Our Employees

59

Meeting Local Expectations

64

Financial Report

67

Third Party Opinion

71

Global Network

72● Editorial Policy

Technical Research Laboratory is constructed at
Miyoshi-machi, Iruma-gun, Saitama Prefecture.

Since fiscal 2008, we have been publishing our CSR report as a meansof informing our stakeholders of our business operations and CSR
initiatives. Beginning in fiscal 2014, we renamed this publication the
Dai-Dan Report. Compiled as an integrated corporate report, it contains
both financial and non-financial data in addition to the conventional
content.
This year, we have included feature articles highlighting some of ourtypical efforts from among the various measures we have implemented
to achieve “Dai-Dan’s Four Challenges for Change,” which represent thefour pillars of our mid-term management plan.

The building of head office is constructed at the current place(Edobori, Nishi-ku, Osaka City).
The company’s stock is designated on thefirst section of Osaka Securities Exchange.
Singapore Branch is opened.
The amount of completed works
breaks the 50,000-million-yen mark.

CREATE, Singapore (2011)

The company lists its stock on the second
section of Osaka Securities Exchange.
The corporate name is changed to
Osaka Denki Danbo Co., Ltd.

● Scope of This Report

The company is registered as a contractor inaccordance with Construction Industry Act.

Target organization
This report covers the operations of Dai-Dan Co., Ltd. All financial
information is reported on a consolidated basis.

The corporate name is changed back to Osaka
Denki Shokai/Osaka Danbo Shokai Co., Ltd.
Supreme Court Office Building,Tokyo (1974)

The corporate name is changed to
Osaka Denki Tekkan Kogyo Co., Ltd.

M-Wave Nagano Olympic Memorial
Arena, Nagano (1996)

PeriodThis report covers the fiscal year spanning April 1, 2015, to March 31,
2016. Some data refers to activities after April 1, 2016.

Osaka Denki Shokai/Osaka
Danbo Shokai Co., Ltd. isincorporated.

● Report Guideline References

Founded.

Nippon Budokan, Tokyo (1964)

DA I - DA N R E P O R T 2 016

05

The corporate name is changed to Dai-Dan Co., Ltd.

1903

01

05

Pharmaceutical Plants, Food-processing Plants, andResearch Laboratories
Electronic and Precision Device Plants
Medical Facilities
Various Facilities
Automobile and Machinery Manufacturers

Corporate officer system is introduced.

Singapore Branchobtains the certificationof ISO 9000S.
The company lists its stock on
the first section of Tokyo
Stock Exchange.

January 1981
1979

April
2014

Compliance Office isestablished.

1993

March
1993

May
2016

enefice Kyushu(new Kyushu
Branch officebuilding) iscompleted.

December
1999
September
1997
August03

Dai-Dan’s Businesses
Corporate Profile / Financial Highlights
Operational Highlights
Our Services

Haneda Airport Terminal 2, Tokyo (2010)

As a comprehensive building services engineering and installation provider, Dai-Dan has continued
to use its advanced technology to add comfort and vibrancy to interior spaces where people gather.
For more than a century, we have been expanding the breadth of our expertise and securing the trustof our customers. At the same time, we are helping to achieve greater harmony with nature.

Message from Management

Kansai International Airport Control Tower &Passenger Terminal, Osaka (1994)

Mozo Wonder City, Aichi (2009)

JP Tower, Tokyo (2012)

Medical Innovation Center Building,
Kyoto University, Kyoto (2013)

Japanese Standards Association “ISO26000:2010”
Ministry of the Environment Environmental Reporting Guidelines (2012)
GRI Sustainability Reporting Guidelines, 4th edition (G4)DA I - DA N R E P O R T 2 016

02

Message from Management

Message from Management

Seeking continuous value creation in order
to contribute to a better environment andthe development of society
At Dai-Dan, we believe it is our duty to maintain an environment in which people canlive their lives in safety and comfort. Our efforts are guided by our management
principles of creating value for our customers while contributing to the developmentof a better environment and stronger communities in our role as a building services
engineering and installation provider.

The two types of environments we create
In keeping with our Management Principles, Dai-Dan is
focused on creating two types of environments.
Our primary initiative is to contribute to theemergence of a better global environment. We use
significant amounts of energy to create the businessenvironment we require and to maintain our business
operations. Specifically, we focus on developing thetechnologies necessary to achieve our overarching goals:
helping to preserve the global environment andcontributing to the emergence of a low-carbon society by
utilizing renewable energy and designing energy-efficientfacilities.
Our second initiative is to create the environments ourcustomers — who span a wide range of industries —
require for their business operations. The criticalindustries that support Japan’s economy require advanced
facilities and technologies to shape the environments thatenable them to engage in their respective business
operations. We remain committed to the ongoingdevelopment of the advanced space control technologies
we have nurtured to date and to forming the environmentsthat are essential to our customers.
In April 2016, as a first step in implementing reforms
during the period leading up to our 120th anniversary inseven years, we formulated our Mid-Term Management
Plan titled “Dai-Dan — Creating the environments ourcustomers require — Always With You.”We intend to strengthen our engineering capabilities
so that we can serve as a valuable partner that excels at
creating the environments our customers require for many
years to come. We are focused on developing businesses
that take advantage of our technologies applicable tolight, air, and water. As we establish a managementfoundation capable of meeting the needs of a changing
market, we will continue to be the company that meets the03

DA I - DA N R E P O R T 2 016

needs of our customers as well as society at large.
Specific examples of our dedication to creating two
types of environments on the basis of our Mid-Term
Management Plan include our Net Zero Energy Building*(ZEB) initiative and our contributions to the field of
regenerative medicine.
Our most advanced technology has been introduced in“enefice Kyushu,” our Smart Energy Lab at Dai-Dan’s
Kyushu Branch. Completed in May 2016, this ZEB
initiative incorporates energy-efficient construction as
well as facilities.
Through this approach, we have created a work placethat consumes less than half the energy of a conventional
office building while providing even higher levels ofcomfort. In short, by using our own building as an officeand collecting data from advanced verification facilities
in order to feed back the results to customers, ourcompany has continued to gain essential expertise.
Moreover, in the field of regenerative medicine, we
are working to develop new businesses in order tocontribute to industrial and other practical applications. In
November 2015, we hosted a seminar for researchers inregenerative medicine and suggested a new cellprocessing facility — which is essential for regenerative
medicine — incorporating our airflow control technology.
In order to devise solutions for new fields such as
regenerative medicine, it is indispensable that we adopt
the approach known as “open innovation.” In the future,
we intend to actively disseminate our proprietary
technologies across a variety of fields and are committed
to promoting collaboration with a wider range of
emerging businesses.

Setsu Sugaya

Shohei Kitano

Representative Director
Chairman
Dai-Dan Co., Ltd.

Representative Director
President
Dai-Dan Co., Ltd.

Our people are our greatest asset.

Together with our stakeholders

Everything that we have developed throughout ourhistory, including the trust we have earned from ourcustomers and the technologies and expertise we havenurtured, can all be traced to the efforts of our employees.
In the belief that people are our greatest asset, we havealways identified training of our personnel as the mostimportant issue facing management. For this reason, we
have always sought to enhance the education and training
we provide. Our Mid-Term Management Plan advocatesthe strategy of “accommodating more diverse work
methods” and promotes “the reconstruction of oureducation system” to enable our employees to demonstrate
their abilities to the maximum while experiencing the joyof work.
We have also established a study team to promote theparticipation of female employees to ensure they continue
to expand the scope of their participation as we undertake
research in preparation for the drafting of detailed
initiatives.

Since our company was established, we have continued towork together with our customers, shareholders,investors, subcontractors, employees, and local
communities — a diverse assemblage known collectively
as “our stakeholders.” In an effort to meet the varied
expectations of these groups and individuals, we adopted
our Dai-Dan Corporate Governance Guidelines in
December 2015 as a foundation for improving upon oursustainable corporate values. As we further enhance ourapproach to governance around these guidelines, we will
engage in constructive dialogue with our stakeholders
while working toward our common goals and interests.
As we address the challenges of the future, we verymuch look forward to your continued support andcooperation.

* A building utilizing renewable energy that is designed with energy-efficientfacilities to achieve zero or near-zero consumption of energy derived fromfossil fuels.

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04Dai-Dan’s Businesses■ Fiscal 2015 Orders Received and Net Sales Ratios by Segment

Corporate Profile
Dai-Dan Co., Ltd.

Ordersreceived
143,503
million yen

Shareholders’ meeting
Auditors’ meeting
Board of Directors

Head office 1-9-25 Edobori, Nishi-ku, Osaka, Japan

Executive Committee
Compliance Office

Chairman■ Orders Received/Net Sales

Technical Development Division

Technical
Development
Group

Incorporated October 10, 1933

(Millions of yen)
150,000

Technical Research Laboratory
Industrial Facilities Department
Hokkaido

Capital fund 4,479,725,988 yen

120,000

TohokuEast Japan Area

Employees 1,493(as of March 31, 2016) consolidated

Singapore Branch

NagoyaCentral Japan Area

143,503138,346(Millions of yen)
7,000

0

6,537

6,000
5,000

4,547

4,171

4,000

2,692 2,749

3,000
2,000
1,000
2011

2012

2015

2014

2013

0

(FY)

2011 2012 2013 2014 2015 (FY)

ChugokuWest Japan Area

Shikoku(Millions of yen)
6,000

Financial Highlights

5,000

4,471

4,000

3,000 2,736■ Accounting Year(in million yen)

2,000

FY2011FY2012FY2013

FY2014FY20151,000

Orders received

119,233

119,980

127,394

131,633

143,5030

Net sales

122,109

121,919

124,445

121,780

138,346

Selling, general and administrative expenses

9,684

9,992

9,966

10,016

10,176

Operating income (loss)

2,692

2,749

4,171

4,547

6,537

Ordinary income (loss)

2,736

3,278

4,471

4,875

6,770

Net income (loss)

1,175

1,599

1,670

2,921

4,248

2.7

3.1

4.1

4.3

5.7

Return on equity (ROE) (%)

2.8

3.7

3.7

5.9

7.9

Cash flows from operating activities

876

1,261

3,117

2,427

611

Cash flows from investing activities

(397)

(740)

(172)

(401)

(493)

Cash flows from financing activities(1,619)

(955)

(892)

(2,344)(894)

Cash and equivalents at end of period

22,63522,42024,59824,35823,536R&D expenses

315

417

430

461

524

Capital expenditures

190

968

90

428

981

FY2011FY2012FY2013

FY2014FY2015

Total assets

103,345

106,155

111,347

113,440

122,312

Net assets

42,19744,98846,60953,46254,583

40.8

42.3

41.7

46.9

44.5

■ Fiscal Year-End(in million yen)(in yen)

FY2013

FY2014

5,000

2,000
1,000
0

2011 2012 2013 2014 2015 (FY)

1,000

2,921

3,000

3,278

1,500

4,248

4,000

4,875

1,175

2011

1,599 1,670

943.57

1,005.38 1,040.67

2011

2012

1,193.61 1,219.41

50002012 2013 2014 2015 (FY)

■ Total Assets/Net Assets/Equity Capital Ratio

Total assets

2013

Net assets

Equity capital ratio（％）

140,000
120,000
100,000

103,345

106,155

113,44046.9%

111,3 4 7

80,00060,00040,00020,00002015 (FY)2014(Millions of yen)

40.8%

42.3%

2011

2012

53,462

46,60944,98842,19750.0

122,312

48.0
46.0

44.5%
54,583

41.7%
2015

2014

2013

(FY)

44.0
42.0
40.0

Operational Highlights■ Non-Financial Data
Number of employees (consolidated)■ Per Share Data

(Yen)(Millions of yen)

6,770

7,000

■ Net Assets per Share■ Net Income■ Ordinary Income

KyushuFY2012

131,633
121,780

30,000

Hokuriku

Okayama

FY2011

127,394
124,445■ Operating Income

Net sales

60,000

Osaka Head Office

Stock listing The first section of Tokyo Stock Exchange

121,919
119,980

122,109119,233

Orders received

90,000Niigata
Tokyo Head Office

05

55.9%

Sales Division
Technical Construction Division

Equity capital ratio (%)

Air conditioning
installations
77,298 million yen

General Administration Division

March 4, 1903

Return on assets (ROA) (%)

Net sales
138,346
million yen

58.5%

Internal Audit OfficeVice-president

Founded22.3%

Air conditioning
installations
83,880 million yen

Compliance Committee

President

21.8%

19.3%

22.2%

■ Organization Chart

Dai-Dan’s Businesses

Company
nameElectrical equipment
installations
30,805 million yen

Plumbing
30,242 million yen

Electrical equipment installations
27,700 million yen

Plumbing
31,922 million yen

Number of workplace accidents

FY2015Frequency rate of workplace accidents*

FY 2 0 1 1

FY 2 0 1 2

FY 2 0 1 3

F Y2 0 1 4FY2015

1,435

1,445

1,472

1,498

1,493

42

29

38

36

26

0.25

0.52

0.54

0.46

0.17

Net income

26.32

35.83

37.45

65.50

95.26

Severity rate of workplace accidents**

0.65

0.06

0.08

0.02

0.02

Net assets

943.57

1,005.38

1,040.67

1,193.61

1,219.41

CO2 emissions from offices (tonnes)***

1,499

1,421

1,428

1,745

1,618

Dividends

16.00

19.00

16.00

18.00

20.00

DA I - DA N R E P O R T 2 016* Number of workplace accidents per million work hours ** Number of workdays lost per thousand work hours*** Beginning in fiscal 2014, the target was changed to reflect the new CO2 equivalent.
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06

Our Services

Electricalequipment
installations

Electricity and the electrical equipment on which it flows are the lifeblood of a building. They
supply the power to equipment and services that allows a building to fulfill its function.
Electrical equipment installations involve the installation of a high-voltage transformer, a
distribution board and the wiring that supplies electricity to lighting, outlets, pumps and fans.
Electrical equipment is crucial to the saving, generation and storage of energy. Dai-Dan
converts ordinary buildings to smart buildings by, for instance, reducing power consumption
through LED lighting installations, generating electricity by installing solar panels and enablingenergy storage that is critical for the efficient use of solar generated electricity.
Dai-Dan’s electrical equipment technology is not limited to energy-efficiency applications; italso extends into diverse areas such as supporting business continuity plans (BCP) that takeeffect during times of disaster.

Air
conditioning
installations

The temperature, humidity, flow and purity of air are indispensable to maintaining a comfortableinterior environment in a building. Air conditioners help to create and maintain this environment.
Air conditioners vary from general-purpose types for office buildings to precision models
used in semiconductor fabrication plants. At Dai-Dan, we respond to the needs of our customers
by applying expertise gained through long experience and developing advanced air
conditioning technologies at our Technical Research Laboratory.
Our air conditioning systems have been installed in many advanced facilities, including
energy-efficient green data centers, hybrid operating rooms, and cell-processing facilities (CPF)
required for regenerative medicine.

Plumbing

Water is a precious resource. Plumbing components are used to supply safe, clean water andfacilitate appropriate drainage of dirty water. In addition to providing plumbing installations, weare also involved with plumbing systems that harvest rainwater and reuse wastewater as animportant step toward preserving the natural environment.
We also strive to ensure safety and protect building assets with sprinkler facilities that reduce
the possibility of fire as well as indoor and outdoor fire hydrants that provide water.

Renovations

The renovation of building facilities enhances their functioning in addition to improving
performance and upgrading the interior environment. In addition, renovations enhance the value ofthe customer’s asset while extending its service life and improving the building’s energy efficiency.
We formulate a renovation plan to meet the various needs of the customer by leveraging our own
equipment diagnostic technology developed through the construction expertise we have gained
from dealing with building facilities through our comprehensive general facilities business. We
provide installations that accommodate existing needs as well as follow-up service to address any
issues that might arise.

Overseas
operations

Dai-Dan has operations in Singapore and other countries where we provide services to factories
and research centers that can fully utilize our expertise.
We have completed a number of contracts overseas, primarily in our field of expertise. We
have built cleanrooms and installed energy saving systems that have been very well regarded
by our customers.
Dai-Dan provides high quality systems and strives to establish a strong presence in each of
the respective countries.

● Projects completed in FY2015

Fukuoka Mirai Hospital, Souseikai Medical Group(air conditioning and plumbing installations)

Minimally Invasive Surgery Ward,
Kobe University Hospital

New Building Phase 1, Hachioji Campus, Teikyo University(air conditioning installation)

New K-1 Building, Nichia Corporation(air conditioning and plumbing installations)(electrical equipment, air conditioning, andplumbing installations)

Hiroshima Red Cross Hospital &Atomic-bomb Survivors Hospital(air conditioning installation)

Dai-Dan’s Businesses

Major Projects Completed in FY2014 and FY2015● Projects completed in FY2014

Akita University Hospital(air conditioning renovations)International Center for Scienceand Innovation, Shinshu University(air conditioning and plumbing
installations)Shinagawa Season Terrace(air conditioning installation)

Pharmaceutical Building,National University of Singapore(electrical equipment installation)

Kagoshima City Hospital(plumbing installation)07

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08Mid-Term Management Plan 2016–2018～Alwa y s Wit h Yo u.～
As the first step toward implementing reforms during the seven years leading up
to our 120th anniversary, Dai-Dan formulated a mid-term management plan
spanning the period from fiscal 2016 to 2018.

Management Principles
As a building services engineering and installation provider,
we continually take on the challenge of creating value
for our clients while contributing to the developmentof a better environment and stronger communities.

❶ We maintain focus on our customers as the business environmentchanges so that we can meet all their needs.
❷ We operate the business in compliance with all legal and regulatory
requirements.
❸ We ensure that our corporate activities assure the safety and quality of
products and services and contribute to environmental preservation.
❹ We attain our corporate targets by pursuing both our strategies and policies.

Mid-Term Management Plan

BasicTechnology

Business
Development

The focus of our strategies and policies is to create different types of environments. These include
the environments our customers in a variety of fields require for their business operations as well as
support for earth-friendly environments. By implementing these strategies and policies, we aim tobecome the company that creates the different types of environments our customers require.
a partner that excels at creating environments for
Basic Technology Becoming
our customers
Our goal is to become a partner that excels at providing our customers with the environments they require for theirbusiness operations.
Strategy 1

1. Disseminating the ZEB initiative and proposals for smart energy applications throughbuilding facilities See p. 13–14.
2. Developing basic technology for advanced facility technologies (biotechnology anddevices)
3. Enhancing our ability to accommodate special facilities
4. Establishing the Technical Development Group

Corporate
Responsibility

Management
Foundation

1. Training of sales engineers
2. Development of new fields that will serve as
next-generation revenue bases
3. Sales of proprietary systems

Targeted Earnings [Fiscal year ending March 31, 2019 (90th fiscal period)]

Consolidated

Non-consolidated

Orders received

151 billion yen

150 billion yen

Net sales

151 billion yen

150 billion yen

Operating income

7.5 billion yen

7.5 billion yen

Management Indicator Operating Income Ratio: 5%

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Strategy 3 Establishing a system for sharing growthwith our subcontracting companies

1. Utilization of a network of subcontracting companies
2. Implementation, together with subcontracting companies, ofintegrated measures to increase construction efficiency
3. Provision of support for recruiting to subcontracting companies
4. Strengthening the ability to accommodate our business
continuity plan in cooperation with subcontracting companies● With our basic technologies, our offices employ our Industrial Facilities Department, Technical Research Laboratory, andTechnical Development Division work to propose developmental technologies that mainly address, for example, theimplementation of proposals, designs and installation for facilities requiring advanced equipment and technology such as
hospitals, factories, and research labs.
● In order to develop our basic technologies, we are taking steps to strengthen our technical capabilities at our workplaces,
including the restructuring of our design and construction education system.
● We gain an accurate understanding of customer needs by approaching actual users (environmental users) as a company thatprovides environments. We also train our sales engineers so that they can appropriately combine our technologies and submit
proposals to customers. Thus, we will gain the trust of customers and expand our basic technologies.
● At the same time, our newly established Technical Development Group will expand our basic technologies by taking on thechallenge of new fields.

Business Development

Taking advantage of light, air, and watertechnologies to develop new areas of businessIn order to meet the diverse environmental needs of our customers, we are utilizing our technologies to develop new
business areas.
Strategy 1

09Strengthening our engineering capabilities for buildings requiringhigh-technology facilities

Strategy 2 Approach to environmental users

Management Policies

Vision of our three-year plan
focused on our120th anniversary

2016–2018

Vision of Our Three-year Plan
Focused on Our 120th Anniversary

Dai-Dan’s Businesses

Dai-Dan ̶ Creating the environments
our customers require

Mid-Term
Management
Plan

Developing businesses that make full use of the characteristics of a building services
engineering and installation provider

1. Developing businesses through collaborations with companies in various fields by leveraging
underlying technologies as a building services engineering and installation provider See p. 15–16.
2. Researching capital tie-ups and M&A in areas where growth is expected
3. Developing a challenging spirit● We aim to develop new businesses by capitalizing on our technologies in theareas of light, air, and water.
● Regenerative medicine is considered one of our leading fields. Technology forcontrolling temperature, humidity, and air flow is required to maintain thenecessary environment for this field.

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10a management foundation capable
Management Foundation Establishingof responding to shifting markets

Dai-Dan’s

Establishing a management foundation resistant to economic fluctuations
Strategy 1

Creating an organizational administration that can accommodatechanging markets and social conditions

Strategy 2 Strengthening our capital and financial foundation

Feature1. Building relationships with stakeholders through capital policies
2. Researching investments characterized by a solid financial foundation

Four Challenges
for Change

Feature: Dai-Dan’s Four Challenges for Change

1. Obtaining orders for new strategic projects (national projects)
2. Directing an organization focused on market scale(goal-setting and assignment of engineers)
3. Policies to obtain orders based on local characteristics

Strategy 3 Strengthening practical competence
1. Increased cost-reduction efforts
2. Increased accident eradication efforts
3. Establishment of a field support system
4. Utilizing IT to increase field operational efficiency
5. Implementation of a cycle of design, construction,
maintenance and renewal

Strategy 4 Accommodating diverse ways of working
1. Promoting a more appealing work environment for womenSee p. 17–18.
2. Securing skilled personnel and reforming the educational
system
3. Reviewing the retirement system and revising the terms
and conditions for re-employment● A feature of our management foundation is our “practical competence.” The profits we earn as an installation company are
generated in the field. We are committed to efforts to further strengthen our practical competence.
● Mirroring the efforts of the Technical Development Group, we promote company-wide initiatives aimed at improving ourinstallation expertise.
● We are improving the training of our technical personnel by rebuilding our educational system and are utilizing the Smart
Energy Lab at Dai-Dan’s Kyushu Branch and other assets to improve our technical capabilities in design, installation, anddevelopmental technologies.

Basic Technology, Business Development, Management Foundation, and Corporate
Responsibility comprise the four pillars of our mid-term management plan as we promote ourtransformation in the years leading up to our 120th anniversary.
In this feature, we introduce some significant examples of our efforts from among a variety ofmeasures reflecting these four pillars.

Feature1

BasicTechnology

Feature2

Business
Development

Corporate Responsibility A company that meets the demands of society
FeatureTo survive as a company, we will ensure compliance and respond to social demands as a good corporate citizen.

Continued compliance management and strengthening ofStrategy 1
corporate governance3

Management
Foundation

From “Disseminating the ZEB initiative and proposals for smart energy applications through building facilities”

Establishing a new foundation for verification of building energy-efficiency and comfort technologies

enefice Kyushu, the Smart Energy Lab

P. 13-14

From “Creating new businesses through collaborations with companies in various fields by leveraging
underlying technologies as a building services engineering and installation provider”

Engineering a next-generation cell processing facility

Business Development through the Open
Innovation Initiative

P. 15-16

From “Promoting a more appealing work environment for women”

Special Round-Table Discussion: Dai-Dan as a Company Where Women Can Continue to Shine

Conceiving and Implementing Various
Approaches to WorkP. 17-18

1. Continued strengthening of governance and education to ensure fair and appropriate
business transactions See p. 19.

Strategy 2 Promoting social contribution initiatives as a good corporate citizen

Feature1. Promoting company-wide social contribution initiatives
2. Engaging in activities outside the company to contribute to the development of thebuilding facility industry

Corporate
Responsibility

4

From “Continued strengthening of governance and education to ensure fair and appropriate business transactions”

Implementing improvements for appropriate, effective management

Initiatives toward Strengthening
Our Corporate Governance

P. 19● We will continue education and thorough compliance to ensure no repetition of violationsof antitrust law.

11

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12

Feature

Establishing a new foundation for verification of building
energy-efficiency and comfort technologies

Basic
Technology

enefice Kyushu,
the Smart Energy Lab

1

Dai-Dan technology featured at “enefice Kyushu”
Effective use of renewable energy

The ZEB initiative from the perspective of building facilities

Geothermal heat-capture technology

Design & control of aspects related to light, air and water

Dai-Dan has been conducting research on the technology necessary for net-zero energy buildings*(ZEB) by constructing a laboratorybuilding and engaging in pallet renewal at our old laboratory building. As our third initiative in this area, by adopting the concept of an
office that functions in harmony with the planet, Dai-Dan planned and constructed a Smart Energy Lab dubbed “enefice Kyushu” atthe Kyushu Branch. From the perspective of building facilities, it serves as a foundation for verification and experimentation of building
energy-efficiency and comfort technologies.

An office functioning in harmony with the planet● Effective use of renewable energy● Design & control of aspects related to light, air and water● Comfortable indoor spaces

We installed a green wall to control sunlight as well as façade
engineering products such as film louvers on parts of thewindowed sides. We erected three types of outer wall surfaces
for some walls as part of our verification and experimentation
with the thermal performance of external layers such as thermal
storage walls. These systems are interchangeable so thatverification and experimentation of state-of-the-art technology
can be conducted continuously.
We installed skylights in the upper areas of the building andhave directed sunlight to below-grade areas through open
ceilings, thus creating an airy and comfortable space.

A variety of technologies have been assembled for the benefit of office
workers so that they can perform their productive intellectual activity in vitality
and good health.

Film louver/Green wall

Structural wall/ALC wall/Siding wall

enefice Kyushu, the Smart Energy Lab

Dai-Dan’s “enefice Kyushu” engages inverification and experimentation to determine
effective approaches to both energy use andenhancing comfort for buildings.

Photovoltaic panels/Solar heat collectors

Feature: Dai-Dan’s Four Challenges for Change

We installed photovoltaic panels and solar heat collectors on
the roof to convert solar energy into electricity and heat. These
are used effectively for our direct current feed system andspace heating. In addition, we installed various heat-capture
facilities such as boreholes and a coil-type horizontal heatexchanger in the underground area of the site. We utilize ageothermal heat source for air conditioning and employ
structural thermal storage and radiant heating with a variety ofheat-capture devices.

Skylights

Comfortable indoor spaces■ Technology Map

Photovoltaic panels

We employed task air conditioning and ambient air conditioning, which contribute tocalm, radiant, people-friendly spaces with no sensation of airflow. Personal air
conditioning outlets can be positioned at particular locations. For lighting systems, we
combined task lighting and ambient lighting with the use of brightness sensors. This
contributes to both comfort and reduced energy consumption.

Skylights

Radiant panels and lighting

Ceiling Free

Façadeengineering

Task lighting andambient lighting(integrated equipment unit)

Dai-Dan’s developmental technologies
We developed and installed Ceiling Free units that concentrate facility functions suchas lighting, air conditioning, and emergency equipment in one building equipment unit
with the goal of implementing improvements related to energy efficiency, office comfort,
and easier installation.

Structural
thermalstorage

Task air conditioning
and ambient air
conditioning

ion-DROP

Radiant heat wall/
thermal storage wall

Directcurrent feedsystemCeiling Free installation

Overview of enefice Kyushu(dust infiltration
prevention system)

Storagebattery facility
Geothermal
heat-capture
technology

Cool pit & warm pit

Location

3-1-24 Kego, Fukuoka City, Fukuoka Prefecture

Scale

Total floor space: 1,383 m2■ BELS placard and certificate of conformity with theenergy-efficiency standard

Construction Steel frame, 3 stories above ground, 1 below grade“enefice Kyushu” has been rated as BELS* 5☆ (the highest rating),
acquiring the first certificate of conformity with the energy efficiency
standard in Fukuoka City.
* Building-Housing Energy-efficiency Labeling System* Buildings utilizing renewable energy that are designed with energy-efficientfacilities to achieve zero or near-zero consumption of energy derived fromfossil fuels.

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DA I - DA N R E P O R T 2 016

Please visit our website for more
information on “enefice Kyushu.”
http://www.daidan.co.jp/

DA I - DA N R E P O R T 2 016

14

Feature

Engineering a next-generation cell processing facility

Business
Development

Business Development throughthe Open Innovation Initiative

2

Combining knowledge related to medicine and pharmaceuticals
with a focus on the field of regenerative medicine
Dai-Dan has a significant track record in construction in the fieldof medicine and pharmaceuticals. As for medical facilities, wehave also been involved in specialized air conditioning systems
such as hybrid operating rooms and sickrooms for
immune-compromised patients, achieving the rank of number
one in the industry. As for facilities for the pharmaceuticalindustry, we have been involved in many vaccine factories and
GMP-compliant sterile preparation facilities.
We are also utilizing our achievements and technology towork in the field of regenerative medicine, which requires
knowledge of both medicine and pharmaceuticals.
Feature: Dai-Dan’s Four Challenges for Change

Sharing the latest technologies through seminars and exhibitions
We held a seminar — titled “The Current State of Regenerative
Medicine” — at our company in November 2015 to address
current issues related to regenerative medicine as well as
trends and future prospects for industries peripheral to cellprocessing facilities. We hosted representatives from industry,
academia, and government, and participation was high despite

the fact the event was held on a weekday. At the two venues ofInterphex Japan in Tokyo and Osaka, we exhibited technology
related to regenerative medicine. We also participated in the
Forum for Innovative Regenerative Medicine (FIRM) and arecollaborating across the industry.

Airflow Control Technology for CPFs and Dai-Dan’s version of the next-generation CPF

In the field of regenerative medicine, the characteristics of iPS cells and other aspects of the cell itself are attracting increasing
attention. In order to make regenerative medicine more accessible, technological innovation and the practical application of peripheralindustries are indispensable. However, in the current circumstances, the service and maintenance costs of cell processing facilities(CPF) tend to be rather high. As a result, regenerative medicine services generally cannot be provided at realistic rates.
Dai-Dan offers a facility to match customer needs that incorporates the air conditioning technology and expertise we havedeveloped to date. We are now working toward the construction of a “next-generation CPF” that greatly reduces current construction
and operating costs.

Current state of regenerative medicine
In regenerative medicine, cells derived from a patient or aprovider are transplanted into a patient after preparation,
culturing and processing in vitro. The preparation, culturing,and processing of these cells is generally performed by what is
known as a “Cell Processing Facility” (CPF). The construction ofthese facilities generally resembles that of a pharmaceuticalmanufacturing plant.

Japan has two laws related to regenerative medicine: the Act
on the Safety of Regenerative Medicine; and the Act on Securing
the Quality, Efficacy and Safety of Pharmaceuticals, Medical
Devices, Regenerative and Cellular Therapy Products, Gene
Therapy Products, and Cosmetics (“Pharmaceuticals andMedical Devices Act”). These two laws suggest that regenerative
medicine in various forms will continue to gain traction.

■ Flow of regenerative medicine■ Laws Related to Regenerative Medicine
Act on the Safety ofRegenerative Medicine

Medical Institution
Cell collection

CPF (Cell Processing Facility)
Transport

Acceptance ofcells and raw
materials

Preparation,
culturing andprocessingof cells

Clinical research,treatment

Transport

Medicalinstitution

Companyplants, etc.

* Licensed facilities* Registered facilities* Licensed facilities

Specific cell
products(processed
products)

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DA I - DA N R E P O R T 2 016

Specify risks according to the type of cell being processed(type, presence/absence of infection) and work processes (instruments used).
Accommodating Facilities

Accommodating Operations

If overly biased towards
facilities, the CPF becomes a structurewith an emphasis on scale.

If overly biased towards
operations, constraints on operations
increase.

Clinical trial,
production and distribution

Companyplants, etc.

Processing,storage■ Innovations for next-generation CPFs

Pharmaceuticals andMedical Devices Act

Collection
Shipping inspection■ Expansion of cell preparation rooms

From the conceptual stage of the CPF, there is a need to consider the balance
between facilities and operational aspects in the rooms and entire facility (layout,
traffic flow, air flow, and instruments).

Procurementof cells

Transplantation

To promote the industrialization ofregenerative medicine, it is necessary to
reduce the costs of constructing CPFs.
One approach toward that end could be to
expand the rooms in the CPF. Moreover, inorder to reduce the risk of contamination
associated with larger rooms, we havedeveloped an effective solution called the
Air Barrier Booth (ABB). Installation of the
ABB reduces the infection risk from fineparticles and floating bacteria.
For CPFs, it is necessary that risks be
specified product-by-product and that themost suitable production environment beprovided. At Dai-Dan, we engage thecustomer in responsible discussions fromthe conceptual stage in order to provide a
CPF that is not only easy to use but also
excels at cost containment while
maintaining a balance between facilities
and operation.

Business Development through the Open Innovation Initiative

Introduction

Processing,storage

Processing,storage

Implementation(transplantation)

Products used
in Regenerative
Medicine andthe like

Purchasing ofauthorized
products

Establishing a CPF Open Lab in the Life Innovation Center
Dai-Dan established a CPF Open Lab incorporating an Air
Barrier Booth (ABB) inside the Life Innovation Center (City of
Kawasaki), a facility that Kanagawa Prefecture is advancing asa hub to promote the practical use and industrialization ofregenerative and cellular medicine. We decided to enter thefield of regenerative medicine aggressively. (The facility isscheduled to open in Spring 2017).

With the establishment of the CPF Open Lab, we will
deepen cooperation between researchers and organizations
and companies involved in regenerative medicine. We can thus
identify challenges in the cell-processing environment andaddress them through new research and development. We
also intend to make use of this facility as a platform forpracticing Open Innovation.

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16

Special Round-Table Discussion:
Dai-Dan as a Company Where Women Can Continue to Shine

Feature3

Management
Foundation

Conceiving and Implementing
Various Approaches to Work

Dai-Dan is advancing a streamlined environment where women can succeed as part of theeffort to take action towards more diverse approaches to work. We brought together four
female employees to discuss the current state and future prospects for this topic.

A workplace that proactively employs females

Supporting the balance between work and home

Dai-Dan has continued to employ female workers for main
career track positions when hiring recent graduates, andwe provide technical training for new employees without
discrimination by gender. Engineers who have acquired
the necessary basic knowledge through this training are
now playing an active role in design departments and at
field installation sites.
In addition, we switch employees from minor career
track positions to main career track positions using theMain Career Track Position Switching System as needed,and our primarily female main career track positions
remain active in sales departments and official andadministrative departments.

By creating an environment inwhich all employees can workwith ease and employees canbalance work with childcare, we
are working towards our next
goal by devising an action plan in
line
with
the
“Act
on
Advancement of Measures to
Support Raising Next-Generation
Children” so that all employees
can exercise their abilities to the
full.

As of
As of
As of
March 31, 2014 March 31, 2015 March 31, 2016

Male Female Male Female Male

Naoko Hashimoto

Mayu Higa(3rd year with the company)(15th year with the company)(12th year with the company)(11th year with the company)

Accounting Sect., Administration Dept.
Tokyo Head Office

Quantity Survey Sect., Design Dept.
Osaka Head Office

Quantity Survey Sect., Design Dept.
Osaka Head Office

Engineering Sect. 1, Engineering Dept. 2
Tokyo Head Office

Formed in 2016, the Women’s
Active Promotion andDiscussion Team continues tomake progress.
Q. Thank you for meeting with me today.
Interviewees: Thank you for having us.
Q. So, to get to the subject at hand, I hearthat three of you — Ms. Hashimoto, Ms.
Matsuda and Ms. Iwahashi — are membersof the “Women’s Active Promotion andDiscussion Team.” How many people areon the team and what initiatives are you
pursuing?
Ms. Hashimoto: The team comprises 11
women and four men. It includes two
people from the Human Resources
Department as observers. Our topics of
discussion include, for example, specificplans for increasing the number of female
employees; ideas for improving theworkplace environment; and what
measures the company can adopt tohelp women succeed.
Ms. Iwahashi: A company-wide meetingis held about once a month.
Subcommittees are divided between

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DA I - DA N R E P O R T 2 016

Osaka and Tokyo, and in Tokyo, where
Ms. Matsuda and I work, meetings areheld about once every one or two weeks.
Hashimoto: In Osaka, we meet about
once every two to three weeks.
Ms. Matsuda: It works this way: thesubcommittees choose the themes toinvestigate among the topics identified
at the company-wide meeting. Then we
exchange opinions again when we gettogether at the company-wide meeting.
Hashimoto: Because our team is juststarting to get on its feet, our activities
have yet to achieve critical mass. But at
the outset, we surveyed all female
employees. We are about to compile
their comments and their requests ofthe company.

The environment has also
improved for women who havevery rewarding jobs in the field.
Q. Here, Ms. Hashimoto and Ms. Matsuda
have experience with assignments in thefield, but have there been any changes interms of the environment at the job site?

1,259

130

1,273

136

1,272

139

Average yearsof service

18.8

12.3

19.1

12.5

19.1

12.6

Average age

43.0

34.5

44.0

35.0

44.2

35.8

Female main career
track positions

―

30

―

33

―

33

To improve the workplace environment toTarget 1 ensure that childcare leave is easy to takeand the staff easy to return

To have at least one or more male employees

Target 2 take childcare leave while the action plan is inoperation

To introduce a system of reduced working

Target 3 hours that exceeds the provisions of theChild Care and Family Care Leave Act■ Parental leave take-up rate
FY2013

FY2014FY2015

Number of female employees who
6
44
gave birth
Number of female employees who
644
took childcare leave
Number of female employees on
*
TBD
3
2
reduced schedules for childcare
Percentage of female emvoyees who
100％
100％
100％
took childcare leave
Percentage of female employees on
TBD*
75％
50％
reduced schedules for childcare
Number of male employees who000
took childcare leave* For 6 people on childcare leave in FY2015, the application of the childcare reduced working hours
system has not been determined.

Conceiving and Implementing Various Approaches to Work

Maiko Iwahashi

FemaleNumber of
employees(April 1, 2015–March 31, 2020)

Feature: Dai-Dan’s Four Challenges for Change■ Employee breakdown

Action Plan

Tomomi Matsuda

Matsuda: Previously, few women were
given the position of site supervisor.
And, for example, there weren’t any
restrooms for women. Those kinds ofsituations were quite common.
Hashimoto: Since I joined the company
around 2002, the environment has reallybeen changing for the better.
Matsuda: Now, if you go to any site, it isfully equipped even with restrooms andchanging rooms. I gained experience indesign for two years and then came to
be in charge of a construction site, whichis my current task. But when you see theconstruction drawing actually taking
shape before your eyes, the feeling ofachievement is amazing. And it’s fun tomake progress on the project throughcooperation with the subcontractors invarious trades and to solve problems bygenerating ideas together.
Hashimoto: It’s been a while since I’ve
been on a job site, and there are clearly
many hardships when one is in the field,
but the rewards are also great.

In an environment where you
can succeed even aftermaternity leave, it is importantto have the support of thosearound you.
Q. Ms. Hashimoto and Ms. Higa, the twoof you have had experience taking
maternity leave and infant-care leave, and
Ms. Higa, you are taking advantage of ashortened work week at the moment.
Hashimoto: When I actually took
advantage of the program, I felt that thiswas a company where taking maternity
leave and infant-care leave is really justa matter of course. It was the same
when I reported my intention to marry,
but when I reported my pregnancy to
my boss I was a little worried that, well,maybe he’d make a face. But heactually commented light-heartedly,saying “Congratulations! It’ll all workout.” That really was quite a relief.
Ms. Higa: I also discovered that what iseven more important than simply
having the system in place is to gain
the understanding of those aroundyou. After returning to work following
childcare leave, for about a month mychild would frequently come down withfever and I couldn’t go to work half the
time.
But
everyonewassounderstanding,commenting that“children up to the age of 1 frequently
get fevers.”
Hashimoto: Exactly. I feel really bad
about leaving early and causinginconvenience, but if my coworkers
say things like that, I feel better.
Higa: With the increasing number offemale employees, there’s more andmore precedent for using the system.
As a result, the people around us know
about the situation of a mother caring
for a child, and that’s something I’mvery thankful for.
Iwahashi: Actually, there aren’t thatmany people around me who usematernity and childcare leave. I’ve
been with the company for only three
years, but I’ve gained the impressionthat the only people I have seen quit

the company are those who are getting
married or having a child, and not
many are making use of the system or
succeeding after giving birth.
Matsuda: In fact, for some reason it’sless common to do so in Tokyo.
Iwahashi: That’s why it was good tohear the stories today from the two ofyou who have used this system. It
would be nice if round-tablediscussions like this could encourageothers to make use of the system withease.
Matsuda: Definitely. The presence ofsenior colleagues with this experience
also tends to support the impressionthat one can keep working after
marriage.
Q. That is good to hear. I hope that yourcomments will encourage other women toachieve similar success. Thank you verymuch for your time.
Interviewees: Thank you very much.

DA I - DA N R E P O R T 2 016

18

Feature

4

Corporate
Responsibility

Implementing improvements for appropriate,
effective management

Initiatives toward Strengthening
Our Corporate Governance

Dai-Dan’s Corporate Social
Responsibility

Feature: Dai-Dan’s Four Challenges for Change

We strive to provide comfort that is friendly
to both people and the environment.
As a company that comprises a Board of Auditors, our Board of Directors takes part in decision-making and oversight as anadministrative component of the company. The Board of Auditors audits the legality and validity of the directors’ actions as
they fulfill their duties. The current system is a function of our corporate governance; thus, we have put in place a suitable andtransparent management. We think it necessary to focus on continuous enhancement and strengthening of our corporate
governance in order to maintain effective management and respond to the trust our stakeholders have placed in us.
Dai-Dan has concentrated on implementing the following initiatives in accordance with the Corporate Governance Code

Dai-Dan believes that we play our part in the sustainable development of society by delivering safety,
security and comfort to people’s lives through our building services engineering and installation work.
CSR at Dai-Dan is about encouraging each employee to pursue the realization of a better environment andthe development of society as they perform their tasks in keeping with the five Action Principles of our
Corporate Code of Ethics (p. 49).

enforced by the Tokyo Stock Exchange in June 2015.

Stakeholder Relations

Initiatives toward Strengthening Our Corporate Governance

Early disclosure and English-language translationof the convocation notice for the annual general
meeting of shareholders
For the 87th annual general meeting of shareholders
held on June 29, 2016, we issued convocation notices
on our website in both Japanese and English before theactual notices were sent out in the postal mail in aneffort to ensure timely disclosure to shareholders.
Rationale for election of executive officers
In the convocation notice for the 87th annual general
meeting of shareholders, we included our reasons fornominating certain individuals as candidates for the
positions of director and auditor.
Review of issues for discussion by the Board of
Directors
We conducted a review of issues to be discussed by
the Board of Directors as a means of strengthening theboard’s efficiency and supervisory functions. We also
expanded the scope of delegation of assignments

In December 2015, we established the Dai-Dan Corporate
Governance Guidelines. These guidelines set forth theconditions and policies for Dai-Dan’s initiatives for each of the“rules regarding disclosures on specific issues” contained in the
Corporate Governance Code.
Through these guidelines, we are systematically presenting
our approach to corporate governance, including our basic
concept and policies regarding corporate governance;
protection of shareholders’ rights; oversight of the Board of
Directors; dialogue with shareholders; and issues related tosustainability, including social and environmental issues.
In the future, we intend to continue enhancing andimproving our corporate governance to ensure even greater
effectiveness.

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DA I - DA N R E P O R T 2 016

regarding issues entrusted to executive directors fordeliberation. This scope excludes important issues
covered by law, our articles of incorporation, and rules
governing the Board of Directors.
Evaluating the effectiveness of the Board of
Directors
We conducted an evaluation of the Board of Directors aspart of our effort to identify and solve current issues
related to the Board of Directors and improve its
effectiveness.
Evaluations of the Board of Directors are undertaken
annually for each director, and as the chairman of theboard is responsible, each director conducts aself-evaluation and evaluates the entire board. The
Board of Directors undertakes analyses and conducts
evaluations while engaging in exchanges of opinion atmeetings of the independent external directors.
This initiative was conducted most recently in
November 2015, when it was determined that the board
was functioning effectively.

■ Overview of Dai-Dan Corporate Governance Guidelines

Customers,
shareholders,
employees,
subcontractors and local communities —collectively, our stakeholders — are always
the focus of any action we take when
conducting our corporate activities. We
believe that it is imperative that we accurately
identify the expectations and requirements ofour stakeholders through communication andrespond to these needs, in order for us togrow as a company.
We therefore hold semiannual briefings on
earnings for analysts in addition tocommunicating with stakeholders by offering
tours of our facilities, issuing press releases,
and disseminating information through our
corporate website.

Chapter 3:
Corporate Governance System
Chapter 4:
Information Disclosure andDialogue with Shareholders
Chapter 5:
Relations with Stakeholders
Other than Shareholders

Employees

Shareholders

DAI-DAN Co., Ltd.

Subcontractors

Environment

Local
community

Dai-Dan’s Responsibility

Chapter 1:
General Provisions
Chapter 2:
Relations with Shareholders

Customers

Environment
We strive to protect our environment and prevent global warming by strengthening our initiatives
to develop low environmental impact installation processes and energy saving technology.
Customers

Shareholders

Employees

Subcontractors

We strive to meet ourcustomers’ needs andprovide them with highvalue-added solutions
as well as high quality,
comfortable spaces.

We recognize that it isour duty to enhance
corporate value, maintaintransparent and soundoperations and disclose
appropriate information
in a timely manner.

We place priority on
our employees’ safety
and health, and arecommitted to ensuringthat their workplace is
comfortable.

• We conduct businessnegotiations with ourbusiness partners
including subcontractors,
while striving to adhere toprinciples of the utmost
fairness and transparency.
• We are committed to
improving safety andquality by building healthy
partnerships with our
subcontractors.

Localcommunity

We recognize that weare a member of society
and strive to exist inharmony with the local
community through oursocial contributions in
our position as a
responsible corporate
citizen.

DA I - DA N R E P O R T 2 016

20

Creating the Environments that Meet Customer

Dai-Dan’s Developmental
Pharmaceutical Plants, Food-processing Plants, andRequirements withTechnologies

To meet the increasingly diverse needs of ourcustomers and contribute to the emergence of asustainable society, we employ light, air and water
more organically and with greater functionality.
With our technological capabilities, we create theenvironments our customers require.

Automobile and Machinery

P. 27－28 Medical Facilities

P. 31 Manufacturers

Maintaining clean spaces and preventing microbial contamination

Supporting advanced medical care (covered by insurance),
infection prevention, and improvement of patient comfort

Improving the work environment and energy efficiency

Main Developmental Technologies

Main Developmental Technologies

Main Developmental Technologies● Next-generation CPF: Contributing to the field of regenerative
medicine See p. 15－16.
● Barrier Smart Series: Comprehensive technologies for chamberpressure control● iRack System: Providing the optimal environment for animal experiments● Environmental control technology supporting research on plantcultivation facilities● ARAPAC: Automatic self-washing air conditioner for food-processing
facilities● Air conditioning system for hybrid operating rooms● BCC-P: Rooms for
immunocompromised patients● DTB-02: Sputum Collection
Booth● INF Series: Infection Control Unit
● Chepas: Clean Humidification
Element Passing Air System● Optismart: System supporting optimal operationof heat sources● Econo Spot: Spot air conditioning
system with fine mist
● Oil mist countermeasuretechnology based on airflow
simulation

Dai-Dan’s Underlying● Fluid analysis● Water quality control● Environmental
measurement● Temperature andhumidity control● Air quality control● Precision analysis

Technologies● Energy efficiency● Supercritical CO2 processing● Noise and vibration
countermeasures

P. 25－26 Electronic and Precision Device Plants

P. 29－30 General Facilities

Contributing to an exceptionally clean environment and reducing operating costs
through energy efficiency

Improving comfort and energy efficiency

Main Developmental Technologies

Main Developmental Technologies● Virtual Duct Clean Room (VD-CR) System: Contributing to ductlessclean rooms● Air filter refurbishment technology incorporating supercritical CO2● Ceiling Free: Integrated lighting andair conditioning unit
● ion-Drop: Innovative technology to prevent particle
adhesion● Energy Consumption Visualization System● Flow Smart: Flow control system for pumps inrefrigeration units● Open Degasifier: Anticorrosion system for copper
hot water supply pipes● Energy-efficient dehumidification system for rechargeable battery
manufacturing plants● Energy-efficient technology utilizing outdoor air for cooling data
centers

Dai-Dan’s Developmental Technologies

P. 23－24 Research Laboratories

Technical Development GroupThe Technical Development Group was establishedin April 2016. This group comprises the Industrial
Facilities Department, Technical Research Laboratory
and Technical Development Division (encompassing
the Environmental Technology Department andMedical Care Facilities Promotion Department). It
accommodates advanced technology for equipment
intended for hospitals, factories, and research
centers. By collaborating as a group, the members
benefit from synergies and provide customers withthe environments they require in an improved form.
Each office, which serves as a contact window for thecustomers, takes various measures to impart our
technological expertise in basic technologies that ourTechnical Development Group has acquired. We
intend to contribute to consistently improved
performance by strengthening our ability to create theenvironments our customers require.

For more details on our technologies, please visit our website. http://www.daidan.co.jp/

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22

Pharmaceutical Plants, Food-processing Plants, andResearch Laboratories

Trade Show Participation

Maintaining clean spaces and preventing microbial contamination

Chamber pressure control technology for pharmaceutical manufacturing plants

Features● Stabilized room pressure contributes to improved yield.
● The mode switch contributes to increased energy
efficiency by stabilizing room pressure.

* The main causes of changes in chamber pressure are the opening andclosing of doors, fluctuations in the outside air pressure, and changes andmode switching of air intake and exhausts.

INTERPHEX OSAKA 2016
The 2nd International Pharmaceutical R&D and
Manufacturing Expo Osaka

Dates June 29–July 1, 2016
Venue Tokyo Big Sight
Products on exhibit

Dates February 24–26, 2016
Venue INTEX Osaka
Products on exhibit• Barrier Smart Series: Chamber pressure control
technology• iRack System: Housing
system for laboratory animals• Air Barrier Booth: Airflow
control booth• ion-Drop: Technology toprevent particle adhesion• Barrier Smart Series: Chamber pressure control
technology• iRack System: Housing
system for laboratory animals• Air Barrier Booth: Airflow
control booth
Dai-Dan’s Developmental Technologies

In pharmaceutical manufacturing facilities, products must be
protected from dust and other contaminants. Moreover, harmful
substances must be prevented from migrating out of the facility.
Therefore, it is necessary to strictly control the pressure inside
the room (individual pressure setting for each room).
The Barrier Smart Series, our proprietary pressure-control
technology, makes it possible to suppress the influence ofvarious disturbances* on the chamber pressure.

Barrier Smart Series

INTERPHEX JAPAN 2016
The 29th International Pharmaceutical R&D and
Manufacturing Expo/Conference■ Diagram of Barrier Smart Series

Fan

External air inlet

Airflow
regulator

Damper

Airflow
regulator

Manufacturing area

Barrier Smart EQ

Predeterminedpressure

Predeterminedpressure

Non-manufacturing
area

Environmental control technology

Predeterminedpressure

Barrier Smart HB

ChamberpressurecontroldamperFeatures
Barrier Smart AD

Fan

Outdoor atmospherepressure detecting open end

DamperBarrier Smart CM

Providing the optimum environment for animal experiments

The number of “+” indicates the level of pressure in the chamber.

■ iRack System■ Diagram of animal enclosure● Research on high-value-added (high functionality) agricultural plants
We conduct hydroponic cultivation technology for high-value-added plants
and perform functional assessments (for anti-cancer effect, etc.)● Conducting research in a collaboration with industry, academia, andgovernment
Joint research with Osaka Prefecture University: Research on increasing theactive ingredients in hydroponically cultivated plants by providing artificial
light
Joint research with the National Institute of Advanced Industrial Science andTechnology: Research on the effectiveness and efficacy of functional ingredients

iRack System

Dai-Dan has developed a number of different animal housing
options in an effort to improve animal housing environments,
reduce energy consumption, and accommodate animal welfare
standards.
The iRack System offers enhanced ventilation efficiency andimproved ease of use, thus creating a favorable environment for■ Plant laboratory of our Technical ResearchLaboratory(Cultivation pattern for high-value-added plants)

Pharmaceutical Plants, Food-processing Plants, and Research Laboratories

Interest in methods of artificially controlling the interior environment of plantcultivation facilities has been increasing among those who regularly supply farm
products to market.
Our goal is to offer expertise and technology for cultivating highly functional
plants in addition to designing and constructing the cultivation facilities.

Decontamination
deviceChamberpressurecontroldamperResearch on plant cultivation facilities

both laboratory animals and operators. Incorporating air
conditioning technology featuring one-way airflow control, theventilation system minimizes allergens* and prevents
objectionable odors and pathogens from spreading throughout
the workspace.

Features● Utilizes enclosure-specificventilation systems● Creates advanced one-way
airflow● Shielding-free design for
greater ease of use● Contributes to greater control
of temperature and humidity
in the enclosure● Reduced frequency of
bedding** replacement● Easy maintenance* Substances that cause allergies** Shredded paper or wood chips are used

Automatic self-washing air conditioner

ARAPAC

Food processors involved in flour milling and the production ofbread and confectionery products typically generate large
quantities of airborne dust and powder in their facilities as a resultof their manufacturing processes. This airborne dust tends to■ ARAPAC vs. Conventional air conditioners

Production line

Decreased air
conditioning capacity• Dust and powder adhere to coils.
• Filter quickly becomes clogged.

quickly clog air filters of air conditioners and adhere to their heatexchange coils, significantly reducing air conditioning capacity.
We developed ARAPAC, an automatic self-washing filter-lessair conditioner that cleans its heat exchange coils automatically.

Features
ARAPAC

Conventional air conditioner

We conduct research on plants exhibiting anticancer orantioxidant effects and which are reported to improvebrain function.

● Maintains efficiency ofheat exchangers byautomatically cleaningcoils before dust andpowders adhere.
● Filter-free design does
not reduce airflow.
● Requires little
installation space.

We’ve developed an air
conditioner with an automaticcoil washing system.

to line the bottom of the enclosure.

23

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24

Electronic and Precision Device Plants
Contributing to an exceptionally clean environment and reducing operating costs through energy efficiency

Contributing to ductless clean rooms

Virtual Duct Clean Room (VD-CR) System■ Example of a VD-CR installation

Features● This system incorporates specially shaped and fitted vents
that provide extended airflow in a ductless configuration.
● It provides a high level of cleanliness and good temperature
distribution at low cost and can be installed easily.
● Reduced amount of material used for ductwork results in
reduced environmental impact.
● Suitable for clean rooms of ISO Class 6** (Class 1,000) to
ISO Class 8 (Class 10,000).

■ Ventilation airflow diagram* High-efficiency particulate air filter** Numerical value indicating the cleanliness

Plants that manufacture rechargeable batteries require rooms
with an extremely dry atmosphere, otherwise known as“low-dew-point”* environments. The dehumidifiers used tocreate these environments consume a great deal of energy, so
minimizing energy consumption has proven to be a major
challenge in this field.
We are making progress toward the development of anenergy-efficient dehumidification system.

■ Energy-efficient dehumidification system
The rotor adsorbs
atmospheric moisture.

Moisture adhering to therotor is removed with hot air.

Introduction of
hot-air generator

Features● Energy-efficient dehumidification system∙ We introduced a hot airflow generator with a CO2 heatpump incorporating the design expertise we have gained
through our verification testing.
∙ We developed a waste-free circulation system for heat and air.
● Localized technology for low-dew-point rooms∙ We reduce the quantity of dry air supplied in order toachieve only the low-dew-point level required for aparticular location.
● Proposals for energy-efficient improvements∙ We conduct thorough research on dehumidification
systems and suggest various degrees of improvement.

■ Improved energy efficiency
（kW）

Air

class of a particular space

Fan

Rotor

Hot airflow generator

Electric heater

80

Rotates
Heater60

Exhaust40
Fan

Dehumidifier

Humid air becomes dry air.

Air vents for ventilation are designed to extend therange of the airflow.

Low-dew-point room
Dry air becomes humid air.

Moisture is
generated.

Supply air
Moisture is
generated.

62.0
26.1

20
0

‒43%

9.1
Conventional
technology

Electronic and Precision Device Plants

Returnair

Dai-Dan’s Developmental Technologies

Clean rooms at sites such as electronic device factories require
many ventilation outlets and HEPA filters* in order to ensure ahigh degree of cleanliness and maintain environments withhighly accurate temperature and humidity.
Dai-Dan has developed the Virtual Duct Clean Room
System, an air conditioning system that maintains a high levelof cleanliness and achieves good temperature distribution evenin facilities that lack air conditioning ducts.

Energy-efficient dehumidification system

Rechargeable battery plants

Introduction of
hot airflow generator* A low-dew-point room, which is required for the production of rechargeable
lithium-ion batteries, contains a very dry environment with a relative
humidity of around 0.1%.

Air filter refurbishment technology utilizing supercritical CO2
Factories typically dispose of large quantities of used air filters.
Dai-Dan has developed and successfully implemented arefurbishment technology intended to reduce thisenvironmental load.
We have developed a recycling business that uses
supercritical CO2* to wash and refurbish these air filters before
returning them to customers.
■ Air Filter Cleaning and Refurbishing Project
Customer plants & buildings

Reuse● This innovation represents industry’s first practical application of
air filter refurbishment technology employing supercritical CO2.
● It is suitable for use with air filters designed to remove
organic gases** at electronic device plants, printing
plants, and chemical plants.
● Because air filters are refurbished through washing andare no longer discarded, the environment can beprotected with no initial investment.
● Both air filter replacement costs and waste are reduced.
Replacement costs• Electronic device plants• Printing plants• Chemical plants andothersRefurbishedproduct

Features

30% less than new
New purchase
cost

100%

Cost ofrefurbishment

70%

100% reductionin amount of waste■ Supercritical CO2 cleaning and refurbishment apparatus

Refurbishedproduct

New data centers are increasingly adopting outdoor air for their air conditioning
systems as an energy-efficiency innovation. These systems are designed toreduce the energy required to cool ICT equipment by directly drawing fresh air
into computer rooms for ventilation during the winter season and shoulder
seasons.
Dai-Dan is focused on research and development with the goal of offering
an outdoor-air air conditioning system exhibiting even greater stability andenergy efficiency.

Features① High efficiency and uniform air conditioningis achieved by mixing sufficient fresh air
with return air.
② The air is maintained at an optimal humidity
level for energy efficiency and to reduce
the risk of malfunctions in ICT apparatus
caused by static electricity.
③ A stable indoor environment is assured bymaintaining a good balance between fresh
air and exhaust air.

100%

No waste
Conventional
product

Energy-efficient technology utilizing outdoor air for coolingWastegenerated

Used product

Supercritical
CO2 cleaning

Technology for data centers

Conventional
product① Technology for mixing return air and fresh air③ Outdoor air/exhaust fan interlock control technology

Refurbishedproduct* CO2 at a temperature (31.1°C) and pressure (7.4 MPa) above the critical

ExhaustServer room

points that behaves as a fluid exhibiting both the diffusibility of gas andsolubility of a liquid.

** Includes toluene and other volatile organic compounds (VOCs) that
contribute to air pollution and odor-causing ingredients included in
kitchen exhaust.

Fresh
air

Air
AHU
conditioning
machineroom

Airconditioning
machineroom② Humidification control technology

25

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26

Medical Facilities
Supporting advanced medical care (covered by insurance), infection prevention, and improvement of patient comfort

DTB-02The booth is designed to collect sputum
from patients suspected of being infectedwith airborne infectious agents such as
tuberculosis without compromising thesurrounding environment.

Air conditioning system for hybrid operating rooms
Features● Vertical laminar flow is provided through the Clean Fan Unit
incorporating a screen-mesh vent and a dimmable LED lamp.
● This system provides an improved environment aroundthe operating table in a hybrid operating room used forgeneral surgery.
● A switch that senses the position of the angiography device
controls the on/off operation of the blower.

■ Sputum Collection Booth
DTB-02Features● The HEPA filters on the exhaust side completely remove the bacteria contained in
the exhaust, ensuring purified air is discharged.
● A negative pressure* is maintained relative to neighboring rooms to prevent any
bacteria from escaping.
● The After-Clean Mechanism** need only be switched on to enable fully automatic
operation during entry into the room, sputum collection, and exit from the room.

■ Air flow

Prefilter
Exhaust vent

Negative pressure is maintained within the boothto ensure that no bacteria leaves the booth.

Exhaust fan* High-efficiency particulate air filter* A state in which pressure is lower than the

Removes bacteria.

surroundings

HEPA
filter■ Screen-mesh vent

Airflow plate(air supply opening)

Clean air is expelled.

Bacteria released into the atmosphere due tocoughing does not remain static. Airflow fromthe ceiling pushes air through the booth.

Intake vent** By continuing fan operation for a period oftime after sputum collection, this mechanism
reduces the risk of infection in the area when
the door is opened and closed.

■ Air conditioning system for hybrid operating room
【Standby state】

Clean Fan Unit

(incorporating
screen-mesh vent anddimmable LED lamp)

Fan stop above
operating table【Imaging in process】

Fan in operation
around operatingtable

INF Series

The unit is able to simultaneously complete
both air purification and negative
pressurization to prevent airborne
infection. The unit is suitable for simplified
infection control in infection wards, waiting
rooms and consultation rooms.
■ Infection Control Unit

Features● An existing sickroom can be provided with the benefits of air cleaning and negative
pressurization without a major retrofit.
● The HEPA filters sanitize both circulating and exhaust air.
● A room can be provided with negative pressurization through easy duct
installation. (With Model INF-201, negative pressurization can be achieved simply
with installation of the apparatus alone.)■ Air flow
To the outside

Model INF-101 Infection
Control Unit: Blows air
sanitized with HEPA filters toprovide a clean environment
for medical personnel.

Immunocompromised patient roomINF-101
Freestanding Model

BCC-P

These rooms have been designed to protect patients withweakened immune systems due to, for example, hematopoietic
stem cell transplant (bone-marrow transplant) or acute leukaemia,
from pathogens. We have successfully created sterile environments
in rooms that appear almost identical to typical patient rooms. The
rooms have been designed with consideration given to comfort forpatients and accessibility for healthcare practitioners.
■ Immunocompromised patient room

Features● These rooms are Sterile Room Administration Fee 1*
facilities according to the government’s revised feeschedule for medical services issued in 2012.
● Vertical laminar flow system with Clean Fan Unit
incorporating screen-mesh vent and dimmable LED lamp
● Positive pressure** relative to neighboring rooms prevents
the entry of external pathogens.

Clean Fan Unit

(incorporating screen-mesh vent and dimmable LED lamp)* Under the 2012 revision of medical
treatment fees by the Ministry of
Health, Labour and Welfare, thisstandard has been adopted in
response to the initiative to address
nosocomial infection measures toenhance the assessment of preventive
measures against hospital infections.

Entrance/exit

Antechamber

27

DA I - DA N R E P O R T 2 016

Restroom

Positivepressure

Intakevent** A state in which pressure is higher
than the surroundings

Containment

Antechamber

Exhaust: HEPA filters
sanitize the exhaust air thathelps to maintain the room’s
negative pressurization.

Unidirectional air flow: By
shaping the air flow around theroom for uniform ventilation, it
prevents the spread ofcontamination in the hospital.

INF-201
Built-in Model

Clean Humidification Element Passing Air System

ChepasIn recent years, the evaporative humidification method has
been widely adopted in air conditioning systems. However, if
these systems are not properly maintained, bacteria can
propagate and odors can be generated. In order to solve issues■ Front viewof unit**■ Diagram of Vertical Laminar Flow
Indoor air conditioning unit

Hospital room(negative
pressurization)

It quickly draws in and captures
droplet nuclei emitted from apatient to prevent further diffusion.

Movement

Medical Facilities

Angiography device

Infection Control Unit

Dai-Dan’s Developmental Technologies

In recent years, hospital facilities have introduced hybrid
operating rooms integrating both operating room functions aswell as cardioangiography functions in order to provide a safer
and more appropriate treatment environment.
In a typical hybrid operating room, a positioning rail for theangiography device is mounted over the operating table,
complicating the installation of air conditioning vents.
By developing a Clean Fan Unit incorporating HEPA filters*
and a dimmable LED lamp, we have made it possible to installan air conditioning vent over the operating table (inside thepositioning rail).

Sputum Collection Booth■ Diagram of Chepas operation
Electrolytic waterElectrolytic
Water
supply water device

Tank

Pump
Water

Fresh air/
Return air

Airconditioner

Evaporative
humidifier* With an available chlorine density of 10–80 ppm

and a slightly acidic pH of 5.0 to 6.5, electrolytic
water is safe for food sterilization and forhand-washing in hospitals.

of hygiene related to evaporative humidifiers, Dai-Dan has
developed the Chepas system, which uses slightly acidic
electrolyzed water*.

Features● By regularly supplying slightly acidic electrolyzed water tothe elements of an evaporative humidifier, this system kills
bacteria propagating in the element and in the lower
drain pan.
● It supplies clean air while suppressing the growth ofbacteria and the generation of odors.
● It is ideal for medical facilities, food processing facilities,
libraries, museums, and other facilities where mold andbacteria must be minimized.
● Slightly acidic electrolyzed water is used for food sterilizationand for hand-washing in hospitals and is harmless to humans.

** Includes an electrolytic water device, tank, pump, and panel in a single unit.
DA I - DA N R E P O R T 2 016

28

Various Facilities
Improving comfort and energy efficiency

Integrated Lighting and Air Conditioning Unit

Energy Consumption Visualization System
We offer a system for buildings requiring careful energy
management that clearly displays the amount of energy
consumed or produced in the building. This system makes it
possible to highlight the appeal and advantages of renewableenergy and energy-efficiency initiatives.

Ceiling Free

Ceiling Free provides lighting and air conditioning functions in asingle integrated unit, which makes it ideal for installation in
office buildings. The lighting design and air conditioning systembalances comfort and energy efficiency by taking into accountthe perceived brightness* and by providing an active chilled
beam**.

Features● This illumination design approach takes into account thehuman perception of brightness in order to create acomfortable yet energy-efficient illuminated environment.
● The Active Chilled Beam method utilizes available renewableenergy to create an air conditioned environment that is both
comfortable and energy efficient.

Features● This system makes it possible to manage CO2 emissions
and energy consumption from anywhere in the world (viathe cloud).
● This system has the extensibility to interoperate with othersystems, and screens can be customized as needed.
● Minimizing the building’s energy consumption improves thebuilding’s value and overall corporate value (reduced CO2
emissions and environment-friendliness).

■ Sample screen of the Energy Consumption Visualization System

Dai-Dan’s Developmental Technologies■ Typical installation■ Ceiling Free operation
Cool and warm
water (outbound)
Structure
Cool and warm
water (return)Air supply

Lighting

The blower makes use of the
Coanda effect*** to ensure
the shape of the lighting
prevents the air flow fromstriking the workers directly.

Drawing-in of indoor air(Active Chilled Beam method)

entering the eye not only from the desk surface, but also from the entire
room.

*** A phenomenon in which a fluid in the form of a gas or liquid flowing

along the convex surface of an object tends to continue adhering to that
surface**The air conditioner incorporates cool and warm water coils. It induces

room air flow by introducing air supplied by the outdoor air conditioner
and venting the air from a nozzle at high speed. It cools/heats the induced
air with coils of the air conditioner.

Technology using the power of ions to prevent particle adhesion
In manufacturing plants, the adhesion of dust particles due tostatic electricity can be a major problem. In addition, in officebuildings, particles of pollen as well as fine particulate matter(PM 2.5) carried in on clothing can present health concerns.
In response, by taking the approach of ionizing the air
dispersed throughout a room by the air conditioning system,
we have developed a technology using the electric power
generated by ions to prevent the adhesion of fine particles
caused by static electricity.

■ The principle of ion-Drop
Duct

FilterFan

Ion generator

ion-Drop
Features● Semiconductor fabs and factories involved in film
processing, electronic component manufacturing, andfood processing
By using ionization to suppress static charges that contributeto adhesion of dust particles, this system contributes toimproved yield.
● Dressing rooms, entrances to office buildings, etc.
Air quality, comfort and health are all improved bypreventing dust particles from being carried in.

① Manufacturing plant② Office building

Suppresses adhesionof fine particles.

Particles are easily
removed.

Ions* Through ionization, a high voltage is applied to the air to create positive or
negative ions. This ionized air can eliminate static electricity.

29

DA I - DA N R E P O R T 2 016

We developed Flow Smart (a pump flow control
system for use with refrigeration units) as anenergy-efficiency technology to reduce the energy
consumed by the pumps in the air conditioning
units used by many types of facilities.
The Flow Smart system reduces the runningcost of equipment by providing inverter control ofthe pumps for refrigeration units, whichconventionally have been operated at a constant
speed. Flow Smart regulates the air flow to prevent
any air flow through the bypass unless it is required
to run the air conditioning system.
The introduction of Flow Smart enables a 60%
reduction in the energy required to run the pump in
refrigeration units.

Flow Smart
Features● Bypass airflow control technology developed by Dai-Dan● Reduces energy consumption of water and coolant pumps inrefrigeration units● Highly energy-efficient as demonstrated by strong demand
Conventional system
Air conditioner

Flow Smart system“０”

Air conditioner

bypassairflow

INV

Bypass airflow

INV

Secondary pump±0
Airflow gauge
Ｆ

Variable
flow rate

Constant Cooling
tower
flow rate

Anticorrosion system for copper hot water supply pipes

Constant flow rateＦ

Ｐ

Secondary pump

Refrigeration unit

Variable
flow rate

Refrigeration
unit

INV
INV

Cooling
tower
Flow Smartcontroller

Open DegasifierThis open degasifier* was developed toreduce the corrosion of copper hot watersupply pipes used in centralized hot watersupply systems**.
The device, which is connected tocopper hot water supply piping, atomizes
the hot water internally in order to extract
and remove any residual chlorine,
dissolved oxygen, free carbonates, andother corrosive elements that might bepresent. Atomizing the hot water increases
the surface area of the water that is incontact with air, increasing the efficiency of
extraction.

■ Diagram of open degasifier* Jointly developed with UACJ Corporation** Hot water supply system with a hot water return(formerly Sumitomo Light Metal Industries, Ltd.).

Various Facilities* The level of brightness perceived by the occupant from the amount of light

Flow control system for pumps in refrigeration units

Features

Open degasifier
Exhaust pipe

Dissolved
gas

Boiler andhot water tank
Air supply
pipeＰ

Hot water
supply pipeＰ

● Reduces residual chlorine,
dissolved oxygen and freecarbonates.
● Enables ample hot waterpressure and volume.
● Easy installation● Daily maintenance is not
required.

■ Hot water before and after
degassing

Hot water return pipe

Water supply pipe

pipe and a hot water supply circulation pump is
known as a centralized hot water supply system.
The return pipe is made of copper.

BeforeAfter

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30

Automobile and Machinery Manufacturers
Improving the work environment and energy efficiency

Optismart■ Configuration of a typical large-scale combined heat system
BoilerSteam

Thermalenergystorage tank

CGS
Coolingwater

Coolingwater
demandTurbo-poweredchiller

Features

Automobile and Machinery Manufacturers

Electricity● Because a computer determines the optimal operation
pattern, this system overcomes differences arising fromthe varying experience levels of the heat source operators.
● By determining the optimal combination of heat sources, thissystem reduces the amount of energy consumed by a heatsource (resulting in increased energy efficiency andreduced CO2 emissions).
● Includes a simulation function that roughly calculates
annual energy consumption when operated with optimal heatsources.

Spot air conditioning system with fine mist

Absorption-typechillerHeat pump chillerPowerdemandDai-Dan’s
Practical Competence
Every building facility we deal with is unique and different, which requires us
to employ flexibility and creativity when challenged to accommodate
a variety of building structures, usage patterns and customer needs.
As a building services engineering and installation provider, we are committed to exceeding
the expectations of our customers by applying the knowledge and experience we have gained
throughout our history. Moreover, since our establishment, we have exhibited the ability
to provide design solutions and installation expertise with inherent skill.
This is Dai-Dan’s practical competence in the field.

Introducing Our Installations

Econo Spot

Our “Econo Spot,” which employs evaporative cooling using
fine mist along with conventional spot air conditioning, is asystem for machinery plants and other factories that efficiently
improves the environment in the hot spots of a work area.

Features● Ideal for facilities with large spaces that can be air
conditioned with fine mist.
● This highly efficient and eco-friendly system employs thenatural phenomenon of evaporative cooling with water.
● The target work area can be cooled with assurance
because the cooling range can be controlled with the mist
and air sprayed from the nozzle.
● The initial cost and running cost are reduced because
mist evaporative cooling reduces the cooling load on theconventional air conditioning equipment.

Dai-Dan’s Practical Competence

Dai-Dan’s Developmental Technologies

Until recently, operators of heat source systems — particularly
large-scale combined heat sources with heat storage tanks andcogeneration systems — determined the timing of startup andshutdown of their systems’ various heat sources. However, theoperators’ varying levels of experience contributed to a decline
in the operating efficiency of these heat source systems.
Optismart is a system that provides heat source system
operators with a computer-calculated indication of the ideal
operating pattern for large-scale combined heat sources.

Gas

System supporting optimal operation of heat sources

Exceeding customer expectations withknowledge, experience and action

Installation
Project■ Diagram of Econo Spot
Air supply duct

Generates
a fine mist

Installation
Project

1

Installation
Project

2

3

Water supply pipe
Mist nozzle(cooling air)Spot air conditioning
Nozzle height:
3m

空調吹出口
Air
diffuserMist

A cooling sensation from air movement andcooling mist provides comfort!
Mist evaporative cooling for a work area
→Saves energy by increasing temperature
setting of Spot Air Conditioning.

Spot air conditioning(conventional system)

Econo Spot

netXDC Chiba Center 2

Temperature ofwork area is loweredby 3 to 4 degrees.

SCSK Corporation

East Building

Hiroshima Red Cross Hospital &Atomic-bomb Survivors Hospital

Nankai Terminal Building

Nankai Electric Railway Co., Ltd.

Enhancing Our Installation Expertise and Ability to Provide Design Solutions
Validation of effects predicted by simulation through site measurement Oil mist countermeasure technology
In machining floors, cutting oil tends to splatter and evaporate,
forming an oil mist that drifts throughout the plant. Although thisoil mist is not directly harmful to human health, manufacturing
facilities voluntarily adopt their own oil mist standards andmanage the density of this oil mist in order to promote
comfortable working conditions.
Using airflow simulation technology, we devise a solution
capable of providing the most effective ventilation. We thenverify its effectiveness.

■ Results of airflow simulation for monitoring oil mist
(Planar view of concentration 1,500 mm above floor)

Ongoing Improvement of Site Management Methods
Application of the Meister System and Establishment of Partnerships
with our Subcontractors across JapanOil mist concentration
←Low

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High→

DA I - DA N R E P O R T 2 016

32

Data Center

netXDC Chiba Center 2, SCSK Corporation

Commentofthe customer

Engaging Dai-Dan employees with difficult challenges

For 20 years, we were not building a new Data Center from construction of the building, and as a result, we had few
experienced people remaining on staff and had to contend with a number of challenges, but we nevertheless embarked on thisproject in collaboration with designers and builders. We focused on creating a data center that would be considered the mostreliable and secure in the industry, so we sought to attain full compliance with JDCC Tier 4. As a result, this facility can remain
in operation independently for up to three days even if all energy and water lifelines are cut off.
We also required that Dai-Dan staff focus on some very difficult challenges in terms of air conditioning, which has a great
impact on running costs. Clearly, Dai-Dan employees met the challenge of overcoming some very high hurdles by applying theirtechnical skills and practical competence.

Installation
Project

1

Takao Morita
Manager, Facility Construction Sec. netX Facility Dept. netX Data Center Business Div. IT Management Group, SCSK Corporation

Air conditioning overview
Dai-Dan’s Practical Competence● Makes maximum use of ambient air cooling andhigh-efficiency cooling by means of inverter control.

● Operation is optimized through visualization of temperature

distribution and equipment operation status.

Air conditioning
characteristics● PUE target is 1.3.

● Heat sources: N ＋ 2 units, Plumbing: 2 routes, Air

conditioning: N ＋ 2 units, Central monitoring: 2 systems● During an outage, cooling water continues to be supplied

from the heat storage tank after the chiller stops and until it
reboots in 10 minutes.

Air conditioning
equipment

Features of the Data Center
1. A high-quality Data Center capable ofsupporting business and the evolution of IT● High-density racks contribute to optimization of TCO**.

2. Adequate “disaster response equipment &security” to ensure superior business continuity● The latest seismic isolation technology meets standards forrolling + vertical shock.

● Can provide 72 consecutive hours of power generation

without refueling.

● Comprehensive security systemand stipulates that the contents of the facility meet the level of reliability
required for construction of a data center. Tier 4 is the highest service level
among all tiers (assumes operational reliability exceeding 99.99% for end
users).

** Total Cost of Ownership refers to the total of all expenses including
introduction of the computing system, maintenance, and management.

● Turbo chiller: 800 USRT × 7 units● Plate-type heat exchanger: 4,290 kW × 6 units

Inzai, Chiba Prefecture

Total floor
space

15,600 m2

Steel frame construction:
Base isolation foundation + vertical vibration control
Damping less than 250 gal in a seismic intensity ofConstruction Class 7 (seismic intensity of upper 5)
Floor load: 1,500 kg/m2
Ceiling height: 3,200 mm, underfloor height: 800 mm

Powersourceequipment

Special high-voltage loop power reception, dual
power reception systems
Private gas turbine power generation (capable ofoperating 72 hours without refueling)
UPS block redundant method (10 minutes guaranteed)*** Power Usage Effectiveness is one metric indicating the electric efficiency ofthe data center. The formula is calculated as follows:
PUE = power consumption of the entire data center ÷ power consumptionof the IT equipment.
Electric power efficiency is considered high as it approaches a value of 1.0.

AHU

Commentof the field
representative

Mock-up of the air conditioning
machine room allows for
examination of airflow during
ambient air cooling

DA I - DA N R E P O R T 2 016

Air conditioning machine room (floor vent air handling unit)

Because our customer’s standards were very high, this was a goodlearning experience.
This project involved the construction of a high-quality data center designed to be fully compliant with JDCC
Tier 4. The customer’s standards were also quite high, so this was a good learning experience for those of
us who were in charge of the task. We feel a major sense of accomplishment because we were able toadhere rigidly to the plan even though the construction deadline was very tight. Thanks to the cooperationof our Technical Research Laboratory and our Industrial Facilities Department, we were able to devise themock-up shown above and engage in on-site data measurement. We were therefore able to safely
complete the fine-tuning of the ambient air cooling, which had been an issue from the beginning.
In closing, I would like to express my sincere appreciation to everyone at the design and construction
companies, the contractors of other facilities, our subcontractors, and above all, the employees responsible
at SCSK Corporation for their cooperation and for their role in bringing this project to completion.
Yoshiaki Kotaniguchi

33

Heat source machine room (inverter turbo chiller)● Cooling tower: 3,660 kW × 7 units

RA
Location● Green IT targeting compliance with PUE*** 1.3* This standard was established by the Japan Data Center Council (JDCC)

12,400 m3/h × 20 units, 20,700 m3/h × 12 units

OA

Building outline● Fully redundant principal facilities

3. Contributes to reduced environmental impact
with highly efficient equipment and use ofrenewable energy.

● Fan for ambient air cooling:

Introducing Our Installations

SCSK Corporation constructed netXDC Chiba Center 2, its new data center, as its ninth location in Japan. It went
into service on May 1, 2015, as a secure and reliable data center (in compliance with JDCC Tier 4*).
Dai-Dan installed the air conditioning system, and we introduce our initiatives below.

Cold/heatsources● AHU: Computer system 110 kw × 160 units

Manager of Engineering Section 2, Engineering Department 3, Tokyo Head Office

DA I - DA N R E P O R T 2 016

34

Medical Facility

East Building, Hiroshima Red Cross Hospital & Atomic-bomb Survivors Hospital

Commentofthe customer

Difficult installation work was carried out while the hospital
continued to function.

As for construction of the East Building during the hospital’s renovation, we were concerned about the compressed
construction schedule, as the workers could not easily install the stakes from the start of construction work due to the presenceof underground objects. During the early days of the project, an outdoor air conditioning unit in the machine room froze, but
Dai-Dan responded quickly and the problem was resolved without issue. In addition, although fan coil unit air conditioners had
been employed previously, the design was changed to individual air conditioning units, and complaints about excessive heatand cold declined sharply. This was a life-saver for our side of management. I wish to thank everyone at Dai-Dan who took our
problem to heart to determine to prove that we could improve our air conditioning during the no-heating and no-coolingshoulder seasons while there is a functional limit on air conditioner usage.
Koji Sakamoto

Installation
Project

2

Manager of Facility Section, Hiroshima Red Cross Hospital & Atomic-bomb Survivors Hospital

Air conditioning overview● Air handling equipment

Air conditioning
characteristics● Ventilation equipment

Class 1, 3 ventilation ＋ heat exchangers
at all sites■ Case studies of improved quality

Ventilator fans for chemical exhaust system

Dai-Dan’s Practical Competence・Air-cooled module chillers (three units)
supply cool and warm water to the
outdoor air conditioning units.
・The OP Hall, ICU, HCU, Autopsy Room,and Kitchen are served by outdoor air
conditioning units. Other facilities areserved by air-cooled heat pump units.
・Compact gas-fired once-through boilers(two units) supply 2 autoclaves on the
2nd and 4th floors and the rotating ovenand washing machine on the 9th floor.

Fan silencer in service● Flue gas equipment

Introducing Our Installations

Mechanical smoke extraction fromgeneral-use rooms, emergency elevator

Air conditioning Operation Hall × 1 unit, ICU/HCU × 1 unit
Autopsy Room × 1 unit,
equipment
Kitchen × 4 units
Cold/heatsourcesThe Hiroshima Red Cross Hospital & Atomic-bomb Survivors Hospital undertook the renovation of existingbuildings and maintenance of the external structure as well as the construction of new buildings as part of thehospital’s redevelopment to meet new earthquake-resistance standards and refurbish deteriorating wards. Basicdesign work started in 2012, and new construction began in November 2013. The project was completed in
September 2015. In October, the East Building opened to the public. This building was designed as a facility
capable of providing medical care during a disaster; as a facility offering enhanced cancer treatment and medical
cooperation; and as a facility providing emergency care and advanced medical care in the area.
The renovation of the Center Building and South Building connected to the East Building, as well as
maintenance of the front parking lot, will require more than one-and-a-half-years to complete, with a grand opening
scheduled for June 2017.
Dai-Dan was responsible for installing the hospital facilities’ air conditioning system under contract from thebuilder, Fujita Corporation. That project is introduced here.

Hospital renovation brings enhancements
and improvements.
● A heliport was provided on the roof of the East Building

September 18, 2015

Location

Senda-machi, Naka-ku, Hiroshima City

● The number of operating rooms was increased fromTotal floor
space

24,446.33 m2 (building area 3,242.97 m2 )● The number of beds for emergency andConstruction

Steel and steel-reinforced concrete(subterranean seismic construction)● The 3rd floor of the East Building aggregates an ICU,

HCU, and operating rooms as well as emergency
critical care beds.
6 to 10.

postoperative care was increased from 14 to 20.

● The emergency ward was expanded and an adjacent

Scale● The hematology and oncology treatment center was

Bed capacity

CT/general imaging system was installed.
expanded from 45 to 55 beds.

35

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Air-cooled chiller silencer in service

Commentof the field
representative

We strove to provide facilities with enhanced quality.

Building outline
Datecompleted

for improved patient transportation.

For central air conditioning:
Air-cooled module chillers × 3 units

11 floors above ground,first floor elevator machine room
232 beds (East Building only)

Tsuyoshi Fujita
Project Master of Engineering
Section 2, Engineering Department 3,
Chugoku BranchThis building is a regional medical support hospital located in the center of Hiroshima City, and it
has been designated a local cancer coordination center. Because the building site is narrow, thefloor height is low and the building is curved, which required a creative approach to installation
because the space was smaller for the volume of the facilities. In addition, time was required forremoval of underground objects, so it was clear that the construction period would becompressed.
In light of this situation, we studied how to ensure quality. For example, we confirmed theoperation of positive and negative pressures to prevent hospital-acquired infection through air
conditioning and ventilation systems by checking the operating condition of the fan. However, it
was necessary to test when it was connected to the existing structure. Moreover, we had to test
the installation methods* used to seal the ducts of the chemical exhaust system and select asealant to prevent air leakage; prevent water leaks from the drain pipes in numerous patient
rooms; and examine noise abatement devices to prevent noise from rooftop equipment affecting
neighboring residents.
As a result, our work had to contend with many adjustments during planning and installation.
We are deeply grateful to the hospital management, the construction company, thesubcontractors, and the branches that contributed to this accident-free project. I very muchappreciate the contributions of all.

* to interlock boards together by joining parts

DA I - DA N R E P O R T 2 016

36

Shopping/Railway Complex

Nankai Terminal Building, Nankai Electric Railway Co., Ltd.

Electrical equipment overview● 77,000 kV: Main line and 2 spare

power-receiving lines

Installation
Project● Contracted electrical current: 17,000 kW

3● Generators:

Characteristics ofthe electricalequipment

System serving Namba CITY and hotel
6,600 V/2,000 kVA × 1 unit,
1,850 kVA × 1 unit
System serving Takashimaya department
store and bank6,600 V/1,500 kVA × 1 unit

● In the event of a malfunction of an

extra-high-voltage transformer, electricity
can be transmitted from adjacentextra-high-voltage transformers.
● Sub-electric rooms: 17 locations (one ofwhich houses the backup power supply)
Extra-high-voltage
transformers

GIS(gas insulated
switchgear)

10 MVA × 3 units● 3-phase/3-way: 77,000/6,600 V

12 MVA × 1 unit

● Extra-high-voltage monitoring panel in

Dai-Dan’s Practical Competence

Operation andmonitoring
equipment● 3-phase/3-way: 77,000/6,600 V

extra-high-voltage electric room

● Central monitoring panel in Control

Center● Receives the main line and spare lines.

The devices supply electricity to thevarious extra-high-voltage
transformers.

Extra-high-voltage monitoring panel

Nankai Namba Station is a railway terminal in the
Osaka Minami district that opened in December 1885.
The Nankai Building on the opposite side ofMidosuji Boulevard marked its 84th anniversary in
2016. The Namba CITY Building itself fully opened in
March 1980. The concept of developing a community
around Namba Station was advocated to takeadvantage of the opening of Kansai International
Airport in September 1994. This gave rise to the plan
to build a super-high-rise hotel above Namba Station.
Consequently, the Nankai Group opened Nankai
South Tower Hotel Osaka (currently Swissotel Nankai
Osaka) on March 29, 1990.
Kansai Airport functions as a gateway between
Osaka City and the world and continues to changewith the times while respecting tradition.
Dai-Dan began installing lighting of the vicinity of the
Nankai railroad line in 1907, and since then we havebeen in charge of design and installation of new
construction, extension, and repair projects. In a seriesof upgrading projects related to an extra-high-voltage
power-receiving substation, we have been engaged inservicing of electrical equipment under Nankai Building
Service Co., Ltd. Here, we introduce that project.

Introducing Our Installations

10 MVA x 3 units

Building outline
Location

Osaka City, Osaka Prefecture

Total floor
space

335,935 m2

Scale

36 floors above ground, 3 floors below groundConstruction

Steel-reinforced concrete

Operations

Specialty stores and railroad terminal complex

Main
facilities

Namba Station, Nankai Electric Railway;
Osaka branch, Takashimaya department store;
Namba CITY (Main Building, South Building);
Swissotel Nankai Osaka

Carry-in of No. 3 extra-high-voltage transformer

Characteristics

A 24-hour (multipurpose) complex comprising arailway station, department store, hotel, offices,bank, and other storesConstruction overview(1) Updating project for
extra-high-voltage
monitoring panel

Construction period:
June 2013 to March 2015

(2) Updating of
No. 3 TR

Construction period:
November 2015 to March 2016

Commentof the field
representative

No. 3 extra-high-voltage transformer after installation

We proceeded according to plan with detailed attention to safety.
This upgrading project was part of a large-scale plan involving power outage work on an
extra-high-voltage power-receiving substation.
Because this project took place in a shopping and hotel complex that is open 24 hours daily, we
worked to ensure the facility was not affected by any mishaps.
I would like to thank everyone at Nankai Building Service as well as our subcontractors,
suppliers, and dealers for their cooperation.
This upgrading project will continue with additional installations until 2024.
We are confident that each of these installations will proceed in complete safety.
Toru Kakemoto
In charge of Deputy Manager of Engineering Section 4, Engineering Department 1, Osaka Head Office

Note: Followed by a series of updating projects

37

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38

Enhancing Our Installation Expertise andAbility to Provide Design Solutions
Sharing and utilizing the enhanced value generated by our on-site expertise
Case study presentations to share expertise and integrity throughout Dai-Dan
passing the second assessment to receive the following awards
and be part of the case study presentations: one Chairman’s
Award, two President’s Awards, two Head of TechnicalConstruction Division Awards, five Outstanding PerformanceAwards, 10 Good Effort Awards, and six Encouragement
Awards (resulting in 17 awards to groups and nine awards toindividuals).
The Chairman’s Award, the highest award, was presented
to the Kyushu Branch for its case study on “Verification of theuse of ozone as a water purifier.”
The case studies recognized at the presentation are sharedat each office and site and are utilized as notable achievements
suitable for internal training purposes. Through this initiative, we
expect to enhance our employees’ skills and improve Dai-Dan’s
technology as well as our safety management and quality
control expertise.

Comment of the winner of the Chairman’s Award
Considering the numerous excellent examples of design, installation, recommendation, and upgrading
throughout Japan, I feel extremely honored to have been selected for the Chairman’s Award at theEighth Case Study Presentation.
My case study — which involved about two years of work — involved a trial-and-error approach tofinding a method of dissolving gaseous ozone in water and a method of obtaining the characteristic
benefits of ozone in water. Eventually, I was able to verify the water purifying effect.
With the first attempt at verification, I encountered many unknowns, but I kept working my way
through these challenges without giving up. My repeated attempts at verification eventually produced
results and, as a result, I received a high appraisal. Perhaps that’s why I was selected for the Chairman’s
Award.
I intend to take courses through continuing education in order to respond flexibly and withconfidence to a greater variety of customer demands as a Dai-Dan engineer.

Go Suyama
Chief of Engineering Section 3, Engineering Department, Kyushu Branch

DA I - DA N R E P O R T 2 016

The Technology Information Hour takes place after workthrough our videoconferencing system to provide opportunities
for sales, design, and engineering staff to share information onceaselessly advancing technology. Topics include the latest
technology information, quality management, safety measures,and energy efficiency. The Technology Information Hour started
six years ago; as of this writing, 170 sessions have beenbroadcast to a total of 12,826 participants.
Topic selection and session leadership are undertaken byengineering staff of the Technical Construction Division,
Technical Development Division, the Technical ResearchLaboratory and the Industrial Facilities Department. In addition,
external lecturers present some talks in these sessions, andstudy group meetings are held at each office. Sessions arerecorded and distributed to those who are unable to attend thesessions due to work-related reasons, in order to provide
greater opportunities for self-directed learning.
The New Information Hour will continue to be held in fiscal
2016 with topics related to various underlying technologies
including medical, devices, energy efficiency, and electricity, withthe goal of adding these technologies to our basic technologies.

Major topics of sessions held throughout
the previous year
Causes of and countermeasures for quality incidents andindustrial accidents● Energy consumption visualization system with demand
controller● Subsidies for energy conservation● Promoting the use of IT in the field● Study meeting for automated control● Trends in LED usage● Community TV reception technology● Introduction to the Clean & Dry Lab of the TechnicalResearch Laboratory’s new Research Center● Using supercritical technologies● Basic introduction to plans for medical productmanufacturing facilities● Technical seminar on top runner secondary standard
and transformer deterioration●

Training engineers and passing on skills applicable to work in the field
An innovative human resource system for appropriate appraisal of field specialist
engineersAward recipients

39

Technology Information Hour

Enhancing Our Installation Expertise and Ability to Provide Design Solutions

Case Study Presentation

Our technology is supported by the results of a combination of ingenuity,
hardship, failures and successes in the field.
When an individual engineer writes and illustrates his or her experiences, asense of commonality is achieved and the personal experience contributes to ourcompany’s technical capabilities. These examples of expertise and ingenuity areincorporated into the Technical Reports, which are made available to allengineers.

Dai-Dan’s Practical Competence

In November 2015 we held the Eighth Case Study
Presentation. This event gives our employees an opportunity topresent the achievements they have made through expertiseand integrity in the course of their day-to-day work. Awards arealso presented.
These presentations are broadcast live via ourvideoconferencing system to allow all employees across thecountry to participate.
These case studies typically address topics such as
improvement of conventional installation methods; efficiency
improvements through adoption of new installation methods
and equipment; energy-efficient and environment-friendly
design; learning from past shortcomings; cost reduction; andexamples of improved safety and quality management
methods. A total of 167 applications were submitted from allover Japan.
Among these, 48 passed the first assessment, with 26

Technical Reports

We launched a new human resource system in April 2014
intended to support appropriate evaluation and job promotionof engineers engaged in installation in the field.
In our previous system, only employees in the management
division could be promoted to the position of section manager
or department manager. Therefore, for engineers specializing in
on-site work, we established the positions of Grand Project
Master (GPM) and Project Master (PM), which are equivalent to
the positions of section manager and department manager inthe management division, respectively.
Engineers can choose either the management pathway or
field specialist pathway. If they choose the latter, they can bepromoted to the position of GPM or PM.
Also, in April 2015, we established the Technical Master(TM) position for field specialist engineers below the rank ofsection manager and reviewed our employee appointment

system. By August 2016, we had appointed seven GPMs, 47
PMs, and 22 TMs.
Installation experience is evaluated according to its
application to medical, industrial or other types of facilities, anda special allowance is paid to GPMs, PMs and TMs inrecognition of their achievements. A special promotion may beawarded depending on the number of special allowances paid.
As a design and installation company, Dai-Dan needs todevelop outstanding engineers capable of performing
installations in the field and willing to pass on their skills. We aretaking steps to enhance their technical skills by accurately
evaluating skilled engineers capable of working on-site andincreasing their motivation.
With this new human resource system, we are helping toensure that the skills of outstanding engineers in charge of
installation will be passed on.

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40

Flexible allocation and capitalization of skilled personnel throughunderstanding of specialized installation skills

Ongoing Improvement of Site Management Methods

Engineer Ranking Chart according to area of specialization (Committee for Living in the New Era)
Our greatest asset, our employees, must demonstrate theirabilities to the maximum as they meet the variety of demands
that arise with advanced building facilities while continuing toprovide a level of quality that exceeds customer expectations.
Our Engineer Ranking Chart, sorted according to area ofspecialization, does not rank our engineers, but accurately
determines the areas with which an individual is familiar or has
installation experience. Its aim is to place the right engineer inthe right post in order to create the ideal installation system.
In order for Dai-Dan to continue to be a company requiredin the society, our Committee for Living in the New Era, which

studies personnel allocations free from stereotyping, prepared
the Engineer Ranking Chart in December 2011 and updated it
as of July fiscal 2014 according to the area of specialization of
the technical employees (810 in installation divisions and 192 indevelopment design divisions).
We are currently using this resource mainly for the purposeof providing engineer support across office boundaries, and webelieve that its adoption across a wider range of applications,
including systematic staff allocations, will enable us to pass on
skills to future employees.

Dai-Dan is involved in providing electrical, air conditioning andplumbing works, and our engineers are diverse in terms of their
specialization as well as their gender. This diversity generates
value created by “out of the box” thinking fused with a flexible
approach.

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Branch/Office Health and Safety Management Plan for eachconstruction project and Installation Management Targets(addressing safety, quality, and the environment) outlining specifichazardous and harmful factors with respect to each project. They
are implemented following the adoption of changes or revisions toaccommodate the ongoing progress of the project.
Our offices and headquarters regularly conduct health andsafety audits and patrols; they also investigate and evaluate theenforcement of these Health and Safety Management Plans. We
continue to maintain and anchor this system as we conduct
activities to revise and improve them.
Ensuring health and safety is one of our social obligations tosociety, and we aim to create a company that upholds the publictrust. We strive to attain continuous improvement in addition to
improving our health and safety initiatives utilizing our workplace
health and safety management system.

Our Policies for Health and Safety

Skills of our female employees in the field

I once saw my older sister, who had studied architecture,
working on drawings, and thought that her work was just so
appealing. So I followed in her footsteps and made good
progress. My school lectures taught me that the indoor
environment can greatly influence efficiency and comfort as wellas the way people work, so I thought I could provide comfortable
spaces to many people from the facilities side. Consequently, I
chose to work in this industry. I accepted Dai-Dan’s offer largely
because I was able to make a human connection here, andthose senior to me all mentioned that this company had awelcoming atmosphere.
Currently, I am involved in a new construction project for an
office building with a total floor area of 8,260 square meters that isscheduled for completion in the spring of 2017. But the mostimpressive project I have been involved with so far is theconstruction of a building for a university. I was involved with onsite
work on this project from the beginning right up to completion,even though I had been with the company for only two years.
As a field representative, and as a field supervisor, I was blind
to many things, and even now I clearly remember how I felt
insecure every day on the job. But one event greatly changed mysomewhat negative outlook: my boss simply told me to “not be
afraid of failure.” He told me that it is important to resolve
problems early instead of dwelling on the failure. So, I developed
the ability to adopt a positive attitude toward whatever came up.
Another positive experience was an encounter with one
female CAD operator. When I saw her working with vigor, I
decided that I wanted to become like her some day and that I
would work harder.
At my worksite, I had the opportunity to get involved in allprocesses from the review of drawings to final installation. But
many a time, actual installations didn’t go according to thedrawings, and it gave me headaches. One thing that left a lasting
impression was when we had to stack a dehumidifier and an

41

Under the leadership of our executive management, Dai-Dan
places the highest priority on the health and safety of ouremployees and implements health and safety initiatives involving
offices, worksites, and subcontractors. We continuously endeavor
to remove hazards and reduce the risk of workplace accidents as
we strive to maintain and enhance health; promote the creation of
more comfortable work environments; and ultimately improvehealth and safety standards.
More specifically, our headquarters formulates an annual
Company-wide Health and Safety Management Plan. The plan isbased on Our Policy for Health and Safety developed by ourpresident and incorporates quantitative and priority goals after they
are revised each year following an assessment of past results.
Under this plan, each branch/office formulates and implementsa Branch/Office Health and Safety Management Plan that includes
its own respective priority goals. Each worksite also develops a

Ongoing Improvement of Site Management Methods

VOICE

Currently, many female employees are active on our front
lines in the field. Under our new mid-term management plan, we
advocate the strategy of “promoting a diversified approach towork,” and we are engaged in improving the work environment
so that female employees can continue to advance.

Workplace health and safety management system

Dai-Dan’s Practical Competence

Creating value by providing solutions with a flexible approachContinuously improving health and safety initiatives with the goalof eradicating industrial accidents

indoor unit in a top and bottom configuration due to the limited
space inside a particular ceiling. Finally, we were able to solve
this issue in a pleasing manner after the site staff in charge andsenior workers had tossed around ideas and worked through the
problem with a lengthy trial-and-error approach.
Although we encountered many hardships in the field, I
cannot express the sense of accomplishment I felt once we wereable to complete a project safely after overcoming all thechallenges we faced.
At the jobsite, I learned that personal relationships are
essential in order to get work done. I don’t say it’s because I am
female, but the subcontractors and I would often joke around,
and when they made me laugh, they would say, “This job is fun.”I think that this was the big factor that enabled us all to getthrough a difficult situation together.
I was relieved as the completion day approached; on theother hand, I missed the people I had worked with as their
numbers thinned out day by day. But when they said theywanted to work with me again on another project, I was
delighted. However, I still felt I could try harder in the field.
On the days I encountered the CAD operator, she
encouraged me, and getting to know various other people on thejob site helped me grow. Moreover, I often think about how
wonderful it would be if the young
people who see me work areencouraged or inspired to enter thisindustry and overcome their own
unease. I hope to acquire much moreexperience so that I can becomesuch an engineer.

Health and Safety Philosophy“Ensuring Health and Safety” is our obligation to all the employees of our companies, their families and the society.
In DAI-DAN, we give top priority to “Safety” and “Health”. We strive to be the corporation which the society trusts, withDAI-DAN’s top management and employees working together to enhance the safety and comfortable working environment.

Action Statements❶ We utilize “Health and Safety Management Systems” to eradicate all industrial accidents. We endeavor to eliminate risk and hazards in all
work activities, and continuously improve and enhance the health and safety of our workplace.
❷ We promote cooperation among offices, worksites, subcontractors, with good communication, and promote voluntary revitalization ofhealth & safety activities by defining each role.
❸ We observe workplace safety and health-related laws including our company’s internal health & safety management systems regulations
for the enhancement of health and safety standard of our employees and staff, preserving and improving their health.
❹ We educate all people working for DAI-DAN in our policies for health and safety and also disclose them to the public.

Safety performance
0.7

0.65

Target

0.6

0.35

0.2

0.20

0.25

0.23

0.23

Engineering Section 2, Engineering Department 3,
Tokyo Head Office

0.0

Severity rate (severity of accidents)
Workdays lost

0.23

Total work hours × 1,000

0.17

0.1

Shuri Sasaki

Total work hours × 1,000,000

0.46

0.4
0.3

0.06

0.08
0.02 0.02

0.02 0.02

Frequency rate Severity rate

Frequency rate Severity rate

Frequency rate Severity rate

Frequency rate Severity rate

Frequency rate Severity rate

FY2011FY2012FY2013

FY2014FY20150.02

0.02

Frequency rate
(frequency of workplace accidents)
The number of accident-related deaths
and injuries (four or more days off work)

0.54

0.52

0.5

Result0.02

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42

Initiatives for fiscal 2015
In fiscal 2015, we experienced a decrease in accidents (from 36 to 26 industrial
accidents, excluding commuting and office accidents). Our target values included a 0.17
frequency rate (0.35 target value), and a 0.02 severity rate (0.02 target value).
However, accidents involving falling and tumbling from height, which were identified
as one of the most pressing health and safety management initiatives, increased in termsof both number of incidents and total workdays lost. In addition, many experienced
employees of greater age and with more than 10 years of experience suffered accidents;
notably, employees aged 50 years and older were involved in 67% of accidents.
We have identified the following focal points and are striving to achieve
company-wide improvements during this fiscal year:
1. compliance with the basic actions and rules when working at height;
2. thorough implementation of fall-prevention actions on portable platform;
3. implementation of on-site risk identification as well as the practice of“finger-pointing and calling” for each worker; and4. prevention of health risks attributable to excessive workload.

Fiscal 2016 Industrial Injury Prevention Rally Nagoya

Priority items· Prevention of accidents involving falls· Prevention of accidents involving new
and less-experienced employees· Adoption of “finger-pointing andcalling” as well as risk identification foreach worker

Safety inspections
Safety inspections are conducted by employees at various
levels, from inspections by top management to inspections by
the Health and Safety Association of our subcontractors. We
make an effort to advocate health and safety awareness and toenhance health and safety standards.

We began implementing the Dai-Dan Meister System in 2011
with the objective of securing excellent foremen for our
subcontractors to support our ultimate goals of improving
work quality and ensuring safe and efficient field operations.
Installation work — particularly in the areas of electronic
devices, biotechnology and other leading-edge technologies
on which we plan to focus our resources — requires a highdegree of expertise in order to maintain high quality.
In October 2012, we revised the regulations in order to train
more Excellent Foremen and High-level Foremen under our
Meister System. One of the revisions entails providing
subsidies for acquisition of higher certifications such as theregistered essential technicians certificate. In addition, we
decided to pay cash rewards for Meisters and Excellent
Foremen for their fieldwork.
In July 2016, awards were presented to 96 certified
foremen from 55 companies and cash rewards were
presented to 155 Meisters and Excellent Foremen.

Meister Award Ceremony
Our president, Shohei Kitano (second from left), participates in an inspection.

Introducing the use of tablets and cloud services
Tablet utilization is one initiative to promote the adoption of information andcommunications technology (ICT) in our company. This innovation has shown thebenefit of increased efficiency of business processes and revitalization of in-housecommunications.
The tablets lent to individual engineers and the applications installed in them areused as a new communication tool that contributes to greater visualization whenreports are submitted to managers or information and instructions are issued toworkers in the field. As a result of this innovation, we have realized an improvement inefficiency and increased reliability of task delivery.
Using Internet-based cloud services to enable interactive data access contributes
to real-time information dissemination and reception, including delivery of field data bymeans of photos and video and access to technical databases from outside the office.
Essentially, the cloud is used as a tool to reduce the distance between offices and thefield as well as between supervisors and the people in charge.
We are shifting towards a “paperless” organization by deploying data through thecloud using personal tablets for each individual attending in-house meetings instead ofusing a large volume of printed matter. This can be an important part of ourenvironmental initiatives.

The 5th Meister Award Ceremony was held in December 2015.
951 foremen serving at Dai-Dan sites were designated
High-level Foremen, 54 of whom were named Excellent
Foremen following thorough assessments by each office.
Furthermore, the five best foremen were certified as Meisters.
Each Meister was presented with a certificate, Meister helmet
and a plaque.
So far, a total of 26 Meisters have been approved: sevenelectrical workers, 10 plumbers, five duct installers, one
refrigerant piper, and three insulation workers by trade.

Comment of a Meister
Last December, I was awarded the title of “Dai-Dan Meister.”
I am pleased to have been awarded such an honorable title,
but at the same time I now feel the weight of responsibility.
I have always been careful with regard to fieldwork
processes, the allocation of personnel, and practices such as“finger-pointing and calling” and on-site risk identification thatare the foundation of safety. One can safely and smoothly makeprogress at the job site by performing the task with sufficientunderstanding of the process, including deadlines and theneed to leave some time to spare, and by allocating personnel
based on the above. I believe that this leads to improved quality
and higher productivity.
In the future, I will adopt the perspective of a field supervisor
while maintaining awareness as a Dai-Dan Meister and will seek
to communicate with workers on other jobs in order to become
engaged in field administration and process control. By remaining
aware of the state of progress of the entire job in real time andreflecting it in the processes, I will beable to eliminate hazardous tasks
and useless dead-end work. In
addition, I will strive to play a role asa registered thermal insulation skilledworker to hand down my skills andfocus on the efficiency of on-site
installations while never forgetting myfirst day on the job.

Takanori Ida
ARAI Industrial Co., Ltd.

Field technology
inspection

Meister Award
Ceremony

Confirming progressof installation

Task meeting

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Dai-Dan Meister System
Revision of the system

Using IT to increase efficiency of fieldwork and improve installation quality

43

Maintaining quality assurance through strong partnerships with our subcontractors

Application of the Meister System and Establishment of Partnerships with Our Subcontractors across Japan

We held Industrial Injury Prevention Rallies at 11 locations
across Japan during National Health and Safety Week in order
to raise awareness of health and safety.
About 2,600 people participated in the 2016 rallies,
including the chairman, president, executive officers, ouremployees, and employees of our subcontractors. Certificateswere presented to individuals and groups who promoted
outstanding health and safety initiatives.
At each venue, they
delivered safety lectures,presented case studies
on safety initiatives attheir worksites, andrenewedtheircommitment to safe
operations.

TargetReduction of workplace accidents

Dai-Dan’s Practical Competence

Industrial Injury Prevention Rally

Application of the Meister System and Establishment ofPartnerships with Our Subcontractors across Japan

Dai-Dan’s network of subcontractors
In the business environment surrounding the building
installation service industry, large regional differences exist in
the availability of personnel, and the situation can beconsidered unstable.
Under these circumstances, we have taken steps toestablish a nationwide network of subcontractors that extends
beyond the scope of individual offices. Through this network,

we can send workers from around the country to offices where
worker shortages are expected. In future, we will effectively
utilize this network to establish a stable installation system at
each site; at the same time, we will increase opportunities toimprove the skills of our subcontractors. We will continue toprovide our customers with safe and high-quality building
installation services.

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FY2015 CSR Performance and FY2016 Targets
In order to enable continuous improvement of our CSR activities, we set targets for each fiscal year and complete the PDCA cycle
accordingly.
In this report, the FY2015 performance and the FY2016 targets are summarized according to the seven core themes of ISO 26000*.

Self evaluation

Target achieved

Target not achieved

Fair andTransparent
Business
Practices

Compliance• Group training sessions, briefings, and seminars were held
Strengthen the compliance system(compliance with the Antimonopoly Act and to familiarize attendees with the importance of compliancewith laws and regulations
other relevant laws and regulations) and• Published issues Nos. 15 and 16 of Compliance News to
promote sound corporate management
raise awareness

Risk management

Spread and entrench the business
continuity plan (BCP) within thecompany

Establishment and disclosure of Dai-Dan’s Corporate
Governance Guidelines• Corporate law internal control system functioned appropriately•••

Emergency drills were conductedTraining was strengthened to enhance safety check services(by email, with a 100% response rate)

Disclosure (Proactive andDisclose information appropriately and Complied with laws and regulations and swiftly disclosed
information
timely disclosure of information) in a timely manner

Environmental
Contribution

Environmental
conservation initiatives

Achieve environmental management
system plan targets* Refer to page 53 for FY2015 environmental
targets and results.

Page

Strengthen corporate governance to meet changes in social
trends47

Perform ongoing awareness-raising activities regarding
compliance and ensure our business activities comply with
the Antimonopoly Act and other relevant laws andregulations

49

Conduct emergency drills
Consider extending the safety check system to include
subcontractors in the office

51

Proactively disclose information

52

•
•

Number of solutions that leverage Dai-Dan
technology adopted
CO2 emission reduction through design solutions
CO2 emission reduction through adopted solutions

Promoted sustainable procurement
Installation Promoted sorting and recycling of industrial waste
Removed thermal insulation of drainpipes

Achieve environmental management system plan targets* Refer to page 53 for FY2016 environmental targets.

FY2015 CSR Performance and FY2016 Targets

Customer
proposals
Planning
Designing

Community
involvement anddevelopment

Build and maintain a system to ensureethical execution of operations

FY2016 targets

ConsumerissuesCorporate governanceSelf
evaluation

Fair operating
practices

FY2015 performanceThe
environment

Target/Task

Labor
practices

Items

Human rights

Theme

Organizational
governanceCore subjects of ISO 26000

53

Reduced the energy consumption
Office Reduced the use of photocopy paper
initiatives
Introduced hybrid vehicles

Meeting
Customer
Expectations

Quality improvement
initiatives

Achieve quality management system
plan targets

Initiatives with
subcontractors

Continue the activities of the sectional
committee
Continue initiatives to raise awarenessRespect for human rights of human rights
Development of
human resource

Valuing Our
Employees

Check and review the effectiveness of
the Dai-Dan Mentor System
Strengthen technical expertise
Initiatives to address mental healthissuesFollow up on employees working longhours

Dai-Dan’s
Practical
Competence

Achieve quality management system plan targets

56

Implemented the activities of the sectional committee

Continue the activities of the previous fiscal year

58•

Raised awareness through new employee training session

Continue initiatives to raise awareness of human rights

Monitored individual circumstances through additional
interviews with each mentor.

Confirm and review the effectiveness of the Dai-Dan Mentor
SystemPublished the DAI-DAN Technical Current News (Published in September)• Continued skill development through the CPD system

Continue to strengthen technical expertise•

Conducted mental health seminars
Introduced the seminar into the curriculum for new
employee training and position-specific training• Conducted stress checks for all employees
Decreased the percentage of employees working long hours
engaging in face-to-face consultations with a doctor to 62.1%
Increased the percentage of employees working long hours to
0.4%

59

•

Work/life balance andthe work environment

Meeting Local
Expectations

Improved customer satisfaction
Reduced quality issues••

Continue the activities of the previous fiscal year
Achieve a 100% doctor consultation rate for employees
working long hours
Decrease the percentage of employees working long hours to
below 0.4%

62

Dissemination oftechnical information toexternal parties

Contribution to the constructionindustry

Delivered five lectures at the nationwide meeting of
the Institute of Electrical Installation Engineers of Japan• Delivered 10 lectures at meetings of the Society of Heating,
Air-Conditioning and Sanitary Engineers of Japan

Continue the activities of the previous fiscal year

64

Social contribution
activities

Targeted number of activities:
more than 440

Dai-Dan’s offices across Japan voluntarily conducted
492 activities

Continue the activities of the previous fiscal year

65

Sharing of technicalinformation

Share information obtained atworkshops

Held the Case Study Presentation

Continue the activities of the previous fiscal year

Presented activity outcomes via teleconferenceContinue the activities of the previous fiscal year•

Work-related accidents decreased relative to the previous
fiscal year
• Safety results (frequency and severity rates)

Achieve workplace health and safety management system
plan targets

Held the 5th annual Dai-Dan Meister Award Ceremony

Improve and entrench the Dai-Dan Meister System•

Workplace health andAchieve workplace health and safety
safety management system management system plan targets
Partnerships with
subcontractors

Ensure the Dai-Dan Meister System isimplemented

39
40
42
44
* A guide on how businesses can operate in a socially responsible way

45

DA I - DA N R E P O R T 2 016

DA I - DA N R E P O R T 2 016

46

Fair and Transparent
Business Practices
In order to ensure the sustainable creation of corporate value, we seek toimprove and strengthen our corporate governance system in a sustainable
manner. In addition, our executive officers and other employees upholdthe highest ethical standards when conducting business.

Corporate Officers’ Committee

General Managers’ Committee

The Corporate Officers’ Committee, in principle, meets once amonth. The committee members meet to discuss management
policies, important operational policies and decisions made by
the Board of Directors. The committee members also report onwork carried out by corporate officers.

General Managers’ Committee meetings are, in principle, held oncea month to ensure that tasks are being executed in an integrated
manner. Management policies and measures are explained, andthe state of business operation of each office and their respective
issues are discussed, and prompt solutions sought.

■ Corporate governance system

Shareholders’ Meeting
Appoint/dismiss

Appoint/dismiss

Appoint/dismiss
Audit report

Board of Directors

10 directors
Consultation on(including 2 external directors) important matters
ReportOur approach to corporate governance
As a building services engineering and installation provider, Dai-Dan is committed to the management principles of always taking on
the challenge of creating value for our customers while contributing to the development of a better environment and stronger
communities. In justifying the trust placed in us by all stakeholders including shareholders, customers, business partners, employees,
and local communities, we remain focused on continuously enhancing our corporate governance in order to maintain effective
management practices.

Appoint/ Reportdismiss/
supervise47

DA I - DA N R E P O R T 2 016

Compliance Office

ReportAudit

Internal Audit
OfficeChairmanApprove policies/plans

Compliance Committee

President
ReportInternal audit

Legal
Compliance
SupportCommittee

Whistle blowing/
consultation
Audit report

ReportCorporate officers

Board of Directors
The Board of Directors comprises 10 directors, two of which areexternal directors. It convenes monthly and holds special meetings
as necessary. In addition to overseeing business operations, theboard deliberates on important matters related to corporate
management, including subjects discussed in Executive Committee
meetings. The articles of incorporation of Dai-Dan provide that theBoard of Directors should consist of 12 people or less.

Plan/draft

Appoint/dismiss/supervise
Instruct/supervise

ReportNotify/answer

Fair and Transparent Business Practices

The objective of Dai-Dan’s corporate governance system is toensure appropriate and efficient management by maintaining
discrete decision-making, oversight, and administrative
functions, thereby enabling swift and appropriate deliberationand implementation of decisions.
In June 2015, we elected two external directors known for
their varied experiences and wide-ranging viewpoints in orderto add a broader perspective to the discussions of the Board of
Directors while also strengthening our management’s
monitoring functions.
Both external directors contribute their own perspectives inproviding valuable advice on our sustainable growth andimprovement of corporate value. They are fulfilling their role byproviding invaluable judgment.
Our internal and external auditors help to ensure monitoringof management by conducting audits and site visits and bysubmitting their own objective questions and presenting their
viewpoints to the Board of Directors.
External directors and auditors exchange information andopinions regularly and hold meetings of the independent
officers’ committee comprising independent officers. They
discuss the administration of the Board of Directors and takesteps to contribute to effective corporate governance. It is ouropinion that our current oversight system for our auditors andBoard of Directors functions adequately in the interests ofmaintaining corporate governance.

Executive Committee(Discussion ofimportant matters)

Audit
reportApprove policies/plans

Instruct/supervise

Our corporate governance system

Accounting
auditors

Appoint

Audit

Consultation/
reportCorporate Governance

Board of Auditors

4 auditors(including 2 external auditors)

Raiseawareness/ Accounting
confirm
audit

Headquarters/Offices
Internal audit

Advise/direct/support

Report on items
concerning management

Accounting audit

Affiliate companies

Board of Auditors
The Board of Auditors comprises four auditors (two of whom areexternal auditors). In principle, they meet prior to Board of
Directors meetings. They thoroughly examine the issues
discussed at Board of Directors meetings, attend the meetings inperson, and contribute their views as necessary.
According to the audit policy and audit plan established by the
Board of Auditors, the auditors monitor the directors’ fulfillment of
their duties by conducting audits of offices in cooperation withaccounting auditors. Their responsibilities include attendance atBoard of Directors meetings and other important gatherings aswell as reading of important documents requiring approval.

Executive Committee
Executive Committee meetings are held when necessary. The
committee comprises regular members who are appointed by
the Board of Directors and temporary members selectedaccording to the subject of the agenda. The committee develops
management policies and other policies for Dai-Dan and its
group subsidiaries, and extensively examine the progress of goal
achievement. In addition, the committee members discuss
important matters concerning management strategy andmanagement of the company itself. The committee then makes
recommendations to the Board of Directors as needed.

Selecting independent external directors and independent external auditors
Three people are selected to report to Tokyo Stock Exchange, Inc. as independent officers — the two external directors and oneof the two external auditors. In selecting the independent officers among our external directors, we apply our own “criteria for
determining the independence of an external director” in addition to the independence criteria prescribed by Tokyo Stock
Exchange, Inc.

Internal control system
Dai-Dan has developed an internal control system that focuseson the improvement of internal rules. This is intended to ensurecompliance across our entire company and subsidiaries andincludes the execution of tasks by directors in compliance withlaws and the articles of incorporation as well as appropriate
performance of all tasks. In addition, we confirm the operational
status of the company’s internal control system each fiscal year
and report our findings to our Board of Directors while
continuing to revise and improve this system in order toimprove efficiency and legal compliance.

Internal control system for financial reportingIn April 2008, we implemented an internal control system forfinancial reporting under the Financial Instruments andExchange Act. The Internal Audit Office under the president
examines and assesses the effectiveness of the system.
The fiscal 2015 assessment concluded that, as of the end of
fiscal 2015, our internal control system for financial reporting iseffective. An independent auditor also provided a similar
opinion.

DA I - DA N R E P O R T 2 016

48

ComplianceCorporate Code of Ethics

Strengthening the system to ensure thorough, fair, and appropriate business operations

We have developed five Action Principles and 14 Action Standards to guide our executives’ and other employees’ compliance withlaws and regulations and support their demonstration of good social conscience. The Action Principles summarize the concepts tobe kept top of mind during the performance of day-to-day tasks.
■ Excerpt from our Corporate Code of Ethics Our Action Standards serve as practical guidelines to the Action Principles on which they are based.

Action Principles

Action Standards

1. Observe laws and social norms and conduct businessactivities in a sensible manner.
2. Participate in the building of a society that can sustain its
development.
3. Respect the fundamental human rights of all.
4. Maintain a fair and transparent relationship with stakeholders.
5. Recognize our place in society and strive to contribute to theemergence of a better society.

1. Maintain positive relationships with customers
and users
2. Ensure safety and quality
3. Ensure fair and open competition
4. Engage in ethical business transactions
5. Fairly disclose corporate information
6. Ethically manage critical information
7. Protect and respect intellectual property rights

8. Improve working conditions and work
environments
9. Respect human rights and individuality
10. Address environmental issues
11. Practice proper accounting and tax payment
12. Maintain sound relationships with politicians
and the government
13. Eliminate any dealings with antisocial forces
14. Avoid engaging in self-serving actions

The whistle blowing system and consultation system

Whistle blower

ReportIn April 2014, Dai-Dan established the Compliance Office andplaced it under the direct control of the chairman while ensuring
it remains independent from the headquarters and offices. This
office collaborates with the Compliance Committee in planning,drafting, and implementation to help ensure that our businessactivities comply with the Antimonopoly Act and other relevantlaws and regulations.
In cooperation with the Internal Audit Office, this officecontinues to monitor the compliance activities in our offices.

In April 2014, we established the Legal Compliance Support
Committee, a professional organization supporting theCompliance Office. This Committee comprises external experts
and provides expert advice applicable to the initiatives carriedout by the Compliance Office. It also holds seminars on legal
compliance and conducts awareness-raising activities for all
our offices.

Prevention of insider trading

Initiatives to counter antisocial forces

ReportExternal pointof contact(Corporate solicitors)

Internal point of contact
ReportNotificationof results

ReportCompliance Committee Secretariat

Compliance Committee

Investigation

The Compliance Committee Secretariat acts as an internal point of contact.

Compliance Committee

Promoting awareness and compliance

The Compliance Committee was established to ensurecompliance with laws and internal regulations, and tostrengthen fair and ethical company operations with strong
compliance. The committee is chaired by the president, and is
responsible for boosting executives’ and other employees’compliance awareness, receiving and investigating reports ofviolations, and developing preventive measures. During fiscal
2015, the committee met on five occasions.

In each fiscal year, Dai-Dan formulates a plan and implements
various initiatives in order to promote awareness andcompliance.
Training in proper compliance is provided during new
employee training sessions, position-specific training sessions,and as part of the training programs of each office. Thisapproach ensures that many executives and other employees
are exposed to appropriate compliance training.

Results of Main Initiatives in FY2015

Main Action Plan for FY2016● Release of a Message from Management on the topic ofCompliance Month● Submission of written oaths according to the terms of our
Corporate Code of Ethics● Presentation of group training sessions on corporate ethics
and compliance● Presentation of seminars by lawyers on compliance with the
Antimonopoly Act (for management-level and generalemployees)● Presentation of study sessions on compliance with the
Antimonopoly Act● Publication of Compliance News● Confirmation of “office compliance action status” at all offices● Release of a Message from Management on the topic ofCompliance Month● Submission of written oaths according to the terms of our
Corporate Code of Ethics● Presentation of group training sessions on corporate ethics
and compliance● Presentation of seminars by lawyers on compliance with the
Antimonopoly Act and other relevant laws and regulations(for management-level and general employees)● Familiarizing employees with appropriate installation
systems according to the Construction Business Act● Publication of Compliance News● Confirmation of the compliance activities status at all offices● Promoting awareness of whistle-blowing and consultation systems● Voluntary study of compliance through “e-learning”

DA I - DA N R E P O R T 2 016

Legal Compliance Support Committee■ Internal whistle-blowing and consultation flowchart

Violation of laws and internal regulations

49

Compliance Office

Strict rules have been imposed on share transactions as per our
Insider Trading Control Ordinances in order to prevent unjust
share trading by corporate insiders, protect shareholders andcontribute to a stable and fair securities market.
Additionally, the Introduction on Insider Trading Ordinancefor Executive Officers and Employees of Listed Companies
created by the Tokyo Stock Exchange has been made available
on our corporate intranet in order to establish an environment
in which executives and employees have a good understandingof insider trading.

Dai-Dan is firmly opposed to antisocial forces and is committed
to avoiding any relationship with such entities. Our Corporate
Code of Ethics clearly sets forth this principle, and our training
ensures thorough compliance. In addition, the contracts weenter into with subcontractors clearly state that the contract will
be terminated if the subcontractor is found to be substantively
involved with antisocial forces. This is intended to effectively
exclude antisocial forces from our business dealings from theoutset.

Fair and Transparent Business Practices

Dai-Dan has established a whistle blowing system andconsultation system with the purpose of swiftly identifying
issues in the workplace, which are otherwise difficult to identify(behavior or actions that contravene laws, internal regulations
or social ethics). We have implemented this by establishing areporting route independent from the operational chain ofcommand. Reports can be made internally through thesesystems, but they can also be made externally via our
corporate solicitors.
Any individuals that file a report are guaranteed by the
Corporate Code of Ethics that they will not be subjected to any
unfair treatment. Reports can also be submitted anonymously
to ensure the privacy of the whistle blower.

Dai-Dan has strengthened its compliance promotion system with the recognition that “managing the company in conformity with thespirit of compliance” is part of our management foundation. We continue to improve awareness of compliance while ensuring
thorough business operations in accordance with relevant laws and regulations.

Registration with J-IRISS
Dai-Dan’s executive officers are registered with theJapan-Insider Registration & Identification Support System(J-IRISS), which is operated by the Japan Securities Dealers
Association. Through these initiatives we have in place asystem to prevent insider trading, including unintended insider
trading.

Protection and respect for intellectual
property
Dai-Dan believes that intellectual property can be developed
both in the lab and the field. Therefore we proactively apply forpatents on inventions and designs by both our TechnicalResearch Laboratory and our on-site workers. In fiscal 2015,
we were granted a total of four patents, including one for an
adjustment system for indoor atmospheric pressure. In
addition, we have been implementing risk management
initiatives to ensure we do not infringe upon the intellectual
property of others.

Regarding the Cease and Desist Order andSurcharge Payment Order issued by
the Japan Fair Trade Commission
Regarding our submission of a bid for installation offacilities for the Hokuriku Shinkansen railway line, Dai-Dan
underwent an on-site investigation from the Japan Fair
Trade Commission on September 4, 2013; we fully
cooperated with the Commission’s investigation. On
October 9, 2015, the Commission issued Dai-Dan a Cease
and Desist Order and a Surcharge Payment Order.
We deeply regret causing distress to our shareholders,business partners, and other concerned parties in regard
to this matter.
We take such orders with the utmost seriousness andaddress them to ensure such a situation never arises
again. We are further strengthening our compliancesystem to prevent any recurrence, and we will continue totake steps to regain public trust.

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50

Initiatives to protect personal information

Risk Management
Risk Management Regulations
Dai-Dan introduced Risk Management Regulations in April 2001 to prepare for potential risks such as natural disasters, the leaking ofconfidential information that could damage the company, and to keep damages to a minimum.
In the event that an identified risk becomes reality, a “countermeasures headquarters” is established to allow all employees to work
as one to identify problems and share information.

We recognize that the leakage of personal information is a riskthat has potential to cause a loss of trust. As such, we havestrengthened our internal systems in order to protect personal
information, and have posted the Personal Information
Protection Policy on our corporate website. Furthermore, wehave created a manual based on our Personal Information
Protection Regulations and distributed the manual to all
executives and employees in order to ensure the protection of
personal information.
In January 2016, the Japanese government’s “My Number

System” was introduced. Accordingly, we have posted the
Basic Policy on Proper Handling of Specific Personal
Information, Etc.” on our corporate website. Also, in line withthe “Guidelines for proper handling of Specific Personal
Information,” we are taking necessary and appropriate safety
management measures to prevent leakage, loss, andunauthorized use of an individual’s number and personallyidentifying information. We remain committed to ensuring
appropriate handling of each individual’s number and otherpersonal data.

Initiatives to strengthen information security
The Information System Usage Guidelines
are made available for viewing byexecutives and other employees on thecorporate intranet. Additionally, educationon the handling of electronic information isprovided during new employee andposition specific training sessions.
Moreover, we provide information
security training to the employees of our
subcontractors
using
the
Security
Handbook to strengthen our information
security.

Disclosure (Proactive and Timely Disclosure of Information)
Shareholder meeting

Emergency drills under our business continuity plan

Osaka Head Office

Tohoku Branch

51

DA I - DA N R E P O R T 2 016

Kyushu Branch

Toyota Branch

In September 2016, Dai-Dan completed
an emergency drill in keeping with ourbusiness continuity plan (BCP) at all our
workplaces
throughout
Japan.
By
following the action manual (specifying
initial response) for each office, which
outlines the delegation of roles, we
completed an earthquake drill that
included first aid, evacuation, safety check,posting of emergency stockpiles, andverification of our satellite-phone-based
communications system. At the sametime, we incorporated the lessons learnedin previous years’ drills.
We will continue to conduct drills andimprove the chain of command required ina disaster during normal times. This isintended to support two priorities: ensuring
the safety of executives, employees, andtheir families; and providing customer
support in an earthquake or otherlarge-scale disaster. We continue topromoteemployeeawarenessbyproviding training and drills and improvethe effectiveness of our BCP.

IR tools
The investor information page on our corporate website allows
investors to view earnings summaries, securities report andother important items. The page also provides information suchas business reports, medium-term business reports andnotifications of shareholder meetings. This information isprovided in the form of IR news available on the main page of
the website and is updated as necessary.

Dai-Dan holds briefing sessions on its financial results twice ayear. Our previous consolidated briefing sessions were held on
December 3, 2015 and June 7, 2016 to present our
second-quarter financial results and full-year financial results,
respectively. The sessions present an overview of financial
results, the business environment, and performance prospects
as well as the state of progress of our Mid-Term Management
Plan. Furthermore, we respond appropriately to individualinterviews from analysts and institutional investors.
On September 5, 2016, we held an analyst tour at enefice
Kyushu, our new Kyushu Branch office building. During thetour, we introduced our Net Zero Energy Building (ZEB) initiative
derived from our building facilities.

Fair and Transparent Business Practices

Security Handbook

The 87th annual meeting of shareholders was held at our
Osaka Head Office on June 29, 2016. We recognize theshareholder meeting as a valuable venue for communicatingwith our shareholders. Business reports are displayed on alarge screen and accompanied by a narrative to give ourshareholders a clearer understanding. Additionally, we sendout our shareholder meeting notifications early in order toprovide sufficient time for shareholders to consider the reports
and matters related to resolutions. Prior to the meeting, we
screened a video titled “enefice Kyushu, Our New Kyushu
Branch Office Building,” which had opened in May 2016,
introducing the highlights of this new facility.

Briefing session on financial results andanalyst tour

DAI-DAN REPORT
Dai-Dan began publishing an annual CSR report with our fiscal
2008 issue. In 2014, we introduced the “DAI-DAN REPORT” asan integrated corporate report in order to provide stakeholders
with a broader array of public information. All our CSR reports
are available on our corporate website. For our international
stakeholders, we have an English edition of our CSR Reportthat is available on our global website.

Japanese edition
http://www.daidan.co.jp/csr/report.html

English edition
http://www.daidan.co.jp/english/eco21/index.html

DA I - DA N R E P O R T 2 016

52

Initiatives to provide energy saving solutions
During the design phase, we proactively provide customers with energy-efficient solutions, which are predominately based ontechnologies developed by Dai-Dan to contribute to reduced CO2 emissions. Throughout fiscal 2015, we offered solutions that would
have reduced CO2 emissions by 40,400 tonnes, with customers adopting energy-efficiency options that saw a total reduction of
16,849 tonnes of CO2.

Environmental Contribution
We believe it is our mission to contribute to the emergence of a society
committed to global environmental sustainability.

■ CO2 emission reduction through design solutions(tonnes)
100,000■ CO2 emission reduction through adopted solutions

Target(tonnes)
25,000ResultTarget90,00080,00060,00060,00047,66350,000

Environmental Conservation Initiatives

40,00019,853 20,000

20,00070,00070,00040,355

16,25460,00044,76815,00050,00050,00040,40039,99010,000Result15,00012,657

11,117

10,00016,84915,00015,00030,00020,0005,000

10,000Our environmental stance0

Our company can best contribute to the emergence of a society committed to global environmental sustainability by providing building
services with low environmental impact; therefore, we promote the adoption of these facilities by recommending them to ourcustomers. Moreover, it is paramount that we continue to reduce the environmental impact associated with our company’s business
operations and that we raise the environmental awareness of our employees as well as others with whom we work. We continue totake steps to further advance our energy-efficiency and resource-conservation initiatives at our offices as well as throughout our
installation services.
Equally important is the need to conduct conclusive leak-prevention and suitable waste management beginning with fluorocarbons,
which can contribute to global warming, as well as toxic substances. This applies to both facilities under construction and ourcompany’s own facilities. Consequently, we remain committed to stringent observance of all environmental laws and regulations.

Proposal,planning,
designing

Sales
department
Designdepartment

Installation
department
Installation
Procurement
department

Officeactivities

53

All
employees

DA I - DA N R E P O R T 2 016

Main target oritem to be monitored

FY2015 target

FY2015 result

Assessment

FY2016 target

FY2013

FY20140

FY2015More than 70

CO2 emission reduction throughdesign solutions

More than
50,000 tonnes

CO2 emission reduction throughadopted solutions

More than
20,000 tonnes

Energy consumption converted toCO2 emissions

58△

More than 70

40,400 tonnes△

More than
45,000 tonnes

16,849 tonnes△

More than
20,000 tonnes―

954 tonnes――

Promotion of sustainable procurement

More than 40%

39.2%

△

More than 40%

Promotion of sorting of industrial waste
Quantity sorted in the field

More than
3.5/workplace△

More than
3.5/workplace

Promotion of recycling
Proceeds of sale of recycled materials

More than
83 million yen△

More than
60 million yen

Reduction of thermal insulation used
for drainpipes

More than 75,000 m

Energy consumption converted toCO2 emissions

Less than
1,710 tonnes

3.1/workplace
54.492 million yen■ CO2 emissions at installation sites

More than 95,000 m

1,618 tonnes○

Less than
1,600 tonnes―

Water consumption―

17,482 m³―

Copy paper usage

Less than 58 tonnes

61.1 tonnes△

Less than 58 tonnes

Increasing adoption of hybrid vehicles
and other next-generation vehicles

45%

53%

○

60%

Improvement of sorting rate of general
waste

―

65.2%

―

―

FY2013

FY2014FY2015

1,400

1,483

1,200

1,376

■ CO2 emissions at offices

1,296

1,600

1,083

1,000

954

1,600

1,800 1,745
1,499

1,450 1,421

1,400 1,428

FY2011FY2012FY2013

1,710

Result
1,618

1,200
800

600

400

200
0

Target(tonnes)
2,000

400

○

93,350 m

FY2012We are committed to reducing energy consumption, such as electricity and gas, and reducing use of photocopy paper at installationsites and offices. In fiscal 2015, our energy consumption converted to CO2 emissions totaled 954 tonnes and 1,618 tonnes atinstallation sites and offices, respectively.

800

Number of solutions that leverage
Dai-Dan technology adopted

FY2011

Environmental Contribution○: Target achieved △: In progress

FY2012

Initiatives to reduce energy consumption(tonnes)
1,600■ Our Environmental Management System: FY2015 environmental targets and results/FY2016 environmental targets
Activities andresponsible departments

FY2011FY2011FY2012FY2013

FY20140

FY2015FY2014FY2015

Note: The CO2 conversion value was revised in FY2014.

Initiatives to promote sustainable procurement
Dai-Dan promotes sustainable procurement
to our customers, and has designated items
that are applicable to sustainableprocurement in the following five areas:
introduction of energy saving, high efficiency
equipment; use of environmentally friendly
material; introduction of highly durable
equipment; introduction of low emission
devices; and introduction of water saving
equipment. Sustainable procurement rateduring fiscal 2015 was 39.2%.

■ Sustainable procurement rate

Materials andequipment purchased

Sustainableprocurement

Sustainableprocurement rate（%）

(millions of yen)
50,00050

47,96042,73940,00040,64839,14436.5%

30,000

0

38.9%

39.2%

15,61718,317

15,81915,913

11,427FY2011

40

30

29.2%

20,00010,00038.2%

40,55020

10FY2012FY2013

FY2014FY20150

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54

Initiatives to sort industrial waste
At Dai-Dan, we promote the sorting ofwaste at all our installation sites.
Throughout fiscal 2015, we produced
8,465 tonnes of industrial waste, of
which 84% was sorted.
Furthermore, we promote awarenessof reducing industrial waste at our offices
and encourage sorting. In fiscal 2015,
our offices produced 115 tonnes ofgeneral waste, of which 65% wassorted.

■ Industrial waste sorting rate
Total waste

Sorted waste

Sorting rate（%）

(tonnes)
18,00016,00014,00012,00089%

91%
14,911

11,905

100

89%

84%

83%

13,59380
11,141

10,64010,000

8,465

7,598
6,301

6,000

7,131

4,000

40

20

2,000
0

FY2011FY2012FY2013

We continue to work towards ever-higher levels of quality
in order to further improve customer satisfaction.

60

9,873

8,000

Meeting Customer
Expectations

FY2014FY2015

Quality Improvement Initiatives0

Our vision of quality
Increasing adoption of hybrid vehicles and other next-generation vehicles
Since fiscal 2012, we have been promoting a shift to hybrid vehicles as we seek to further our energy efficiency and resource
conservation. As of the end of fiscal 2015, 53% of all our company vehicles were hybrid vehicles, and for fiscal 2016 we are targetinga rate of 60% for hybrid as well as next-generation vehicles (including PHV, EV, and clean diesel vehicles).

Contribution made by research on reducing environmental impact* See p. 25 for more information on our technology for cleaning and refurbishing air filters with

Building Chart System
We have been using a Building Chart System, an internal
information system, since May 2010 in order to make the mostof our installation experiences. The Building Chart System isused to record the details of the installation, the details ofrecommendations, and customer requirements for eachbuilding. We enhance customer satisfaction by recommending
detailed renovation options that contribute to comfortable useof a building.

Meeting Customer Expectations

Under our significant initiative to reduce waste, we have developed and put to practicaluse a technology that uses supercritical CO2 in a process for refurbishing air filters usedin factories.*
Initially adopted by the Research Institute for Quality Living Co., Ltd. (an inspection
organization of the Aeon Group), this system has been employed in a variety ofindustries including electronic devices and food processing. As a technology for
reducing environmental impacts, it has earned high praise from customers andassociated institutes.

Customer Consultation Officesupercritical CO2.

Japan’s largest supercritical CO2 cleaning and refurbishment
equipment

Conserving resources through duct size optimization and the use of laminate ducts
By verifying the quantity of air moving in the ducts following their installation andoptimizing the size of those identified as wasteful, we are conserving resources.
We also promote resource conservation by introducing laminate ducts made withspecially reinforced steel sheet that is 10% to 30% thinner than conventional duct
materials.
Before laminate ducts are installed, they are subjected to leakage tests* and tests
to ensure durability and resistance to vibration at the Technical Research Laboratory.

At the completion of a project, Dai-Dan conducts a statusreview of major equipment and provides ongoing advice toimprove performance. This work is carried out by the project
manager, who can offer insights into the building services evenafter the handover.

Dai-Dan opened its Customer Consultation Office inNovember 2012. Customers are welcome to contact us for
information on building maintenance and to submit costestimate requests. Our effective customer support system isprepared to meet a wide range of customer needs without delay.

Adopting advanced facility technologies* Tests to ensure that no air leaks from the joints
Performance evaluation testing of laminate ducts

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Works Review Meetings
Throughout our long history we have provided building services
to customers in various industries with diverse building
applications. In order to capitalize on our long track record of
installations and our knowledge of customer facilities, we holdWorks Review Meetings for each project with the attendance ofthe sales departments, engineering departments and otherspecialized departments concerned. We strive to provide
high-quality facilities that best serve our customers from theperspectives of functionality, quality, cost and energy efficiency.

Reduction of waste using supercritical CO2

55

At Dai-Dan, we believe it is our corporate mission to contribute to the creation of the environments that our customers require.
Therefore, we consider it important to respond swiftly to customer demands and to make recommendations to our customers.
Moreover, in order to ensure our customers are further satisfied, we aim to provide high-quality products that can be used safely
and with full confidence. In addition, we are working to meet our obligations prior to installation, including responding to risks regarding
installation services and to promote improvements through our employees as well as our subcontractors.

Our Technical Development Group provides in-house support
regarding customer consultations and requests that we receivefrom customers at our offices throughout Japan. For example,
we share information and provide cooperation within theTechnical Development Group and suggest solutions withregard to applications for government subsidies, advanced
environmental factory control, advanced medical facilities, andissues requiring measurement and analysis. We support all
offices with a foundation in the latest technological trends andby making use of our company’s unique developmental
technology. Furthermore, for challenges encountered during
installation, we collaborate with our Technical Construction
Division and work cooperatively to resolve customer problems.

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56

Customer evaluations

Initiatives with Subcontractors

We conduct customer satisfaction surveys after we havecompleted installations. We verify the points to review or tokeep in mind during follow-up service through a customer
evaluation survey involving all parties concerned at the internal
project evaluation meeting.
Over the lengthy lifecycle of a building, despite changes inthose representing both Dai-Dan and the customer, we areable to provide facilities that satisfy our customers over the long
■ Customer satisfaction survey results(Perfect score = 4)

FY2013

FY2014FY2015

Installer capacity

3.42

3.50

3.47

Installation management

3.39

3.46

3.44

Creativity and solution proposals

3.38

3.44

3.42

Backup capacity

3.33

3.42

3.42

Overall evaluation

3.44

3.51

3.48

Item

term. We are also able to ensure follow-up service by passing
on the information available in our information systems.

Customer evaluations
DAI-DAN Co., Ltd.

Customers

Further development oftechnologies and improvementof installation skills, whichfacilitate broader adoption of
the technologies

Contractee
Customer
User

Design & installation focused on safety, quality & the environment
High value-added solutions
Creating comfortable and safe environments

Number of surveys completed: FY2013; 583/FY2014; 577/FY2015; 622

Quality and Environmental Management System
At Dai-Dan, we have integrated our quality and environmental management systems for effective operation. Moreover, with the 2015
revision of the relevant ISO standards, we took the opportunity to review our management systems and are planning to incorporate
additional improvements for increased effectiveness.
● Our goal is to provide more comfortable building services, so any quality issues that negatively affect our customers areregistered with our in-house information system. Thus, we can take steps to reduce the occurrence of such issues by sharing
the recurrence prevention measures that have been implemented.
● We identify risks related to our installation services, especially when the possibility exists that a customer’s production operations
or business activities can be significantly impacted. In such cases, we strengthen the backup capabilities of our offices andheadquarters in order to provide assistance in the field. In addition, in the area of information security, we have establishedworkplace security rules to prevent information leakage and are taking steps to enhance our customer’s peace of mind.

Our Policies Regarding Quality andEnvironmental Protection

Quality and Environmental Management System
President“As a building services engineering and installation provider, we
continually take on the challenge of creating value for our clients
while contributing to the development of a better environment andstronger communities”; in keeping with these management
principles, we ensure our business practices contribute to quality
and environmental preservation. Moreover, with the goal of
improving customer satisfaction, we are contributing to theemergence of a society committed to a sustainable environment.
1. We strive to contribute to social development and environmental
preservation by complying with laws and norms of society
regarding quality and environmental standards as well as
regulations established by our company.
2. While planning to strengthen our basic technologies, we strive to
upgrade the skills of our employees and establish strong
partnerships with our subcontractors while providing assured quality.
3. We are dedicated to developing and providing energy-saving,environmentally friendly technologies. We assess theenvironmental impact of building facilities and offer proposals for
impact reduction and energy efficiency.
4. We, as a good corporate citizen, carry out social contribution
activities and positive information disclosure, to enhancecommunications with society.
5. We publicize our quality and environmental targets internally andcontinue to strengthen them in order to improve the results of ourinitiatives.

57

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Head Administrator of
Quality and Environmental
Management

Audit of Quality andEnvironmental
Management

For our company to provide safe, high-quality building services
and facilities by the required delivery date, it is indispensablethat we work in collaboration to integrate the many skilled
professionals who perform the installations with our technicalcapability to plan and manage the installations. Toward that
end, we emphasize that subcontractors are important partners
who represent one of the two wheels of the bicycle.
We established Dai-Gen Kai and the Safety, Health &Technology Association as organizations of subcontractors
founded on a longtime relationship of mutual trust at each officewhere we are implementing sectional committee activities byprofession.
These sectional committees address a variety of themes
including improving quality, ensuring safety, streamlining
installation methods, developing new installation methods andnew materials, implementing environmental measures,exchanging information, and ensuring legal compliance.
However, as construction demand had increased in recent
years, the committees have also been addressing the aging ofskilled workers, the reduced number of young workers entering
the workforce, and the restricted supply of manpower to meet

Fiscal 2015 initiatives of the Dai-Gen Kai
sectional committees (details of initiatives)■ Fiscal 2015 initiatives of the sectional committees of the
Dai-Dan Nagoya Safety, Health & Technology Association
Sectional committee

Topics and principal activities

Duct Sectional
Committee• Visualization of quality problems• Compiling materials intended to share data
about actual experiences with quality problems

Instrumentation
Sectional Committee• Compiling a list of “Don’ts” in order toprevent quality problems

Various Installations
Sectional Committee• Compiling a book of best practices

Electrical Sectional
Committee• Sharing technology as well as new productinformation

Delivery Sectional
Committee• Conducting product briefings and training
sessions• Investigating and developing preventive
measures from case histories of problems• Developing price trend information

Piping Sectional
Committee• Compiling a list of “Do’s” (book of best
installation practices)

Thermal Insulation & Paint • Compiling a list of best practices and site
visitsSectional Committee

Headquarters/
Business Offices

Quality andEnvironmental
Management Committee

Administrator of Quality
and Environmental
Management

Officeactivities

Sales
activities

Designactivities

Development
activities

Refrigerant Sectional
Committee• Accommodating the revised law to reduce
fluorocarbons emissions in Japan (introduction ofqualification classes, completing certification forms)• Investigating the current state of installation
methods

the existing demand for construction. In light of this situation,
the important issues from a cost perspective include increasing
installation efficiency and adopting labor-saving methods.
The members of the sectional committees address thechallenges in earnest and study potential solutions.
We have also established a “subcontractor network” thatlinks regional contracting organizations across the country. In
ordinary times it provides manpower to supplement labor
shortages, while during large-scale disasters it underpins ourbusiness continuity plan, which includes customer recovery
response. In this way we are meeting our social responsibilities
as a company.
By solving problems through collaboration with
subcontractors and developing and implementing the results inthe field, we are contributing to a process of continual
improvement.
With the goal of further improving our technological capacitywith regards to safety, quality, and cost, Dai-Dan will remaincommitted to responding to customer demand andexpectations as we continue to engage in manufacturing with
our subcontractors.

Comment of a subcontractor
In the area of basic technologies, Dai-Dan’s mid-term
management plan contains a proposal for “collaborating with
subcontractors to develop new systems.”
Recognizing the importance of constructing such a system,
the Safety, Health & Technology Association of Nagoya
Dai-Gen Kai has been an active participant in the fiscal 2016
Daidan Meister System. In addition, Dai-Dan honors the
Dai-Dan Meisters who have developed skilled craftsmanshipand who are playing active roles in collaboration with Dai-Dan.
Nagoya Dai-Gen Kai is also focused on developing outstanding
foremen in response to the current labor shortage and the likely
future decline in technical skills.
Through this approach, we utilize specific presentations
and the results of the initiatives of the eight sectional
committees in various applications regarding safety, quality,
and installation efficiency and translate the results into stablesuccessor training. In the future, the 171 companies of the
Safety, Health & Technology Association of Nagoya Dai-Gen
Kai will continue to strengthen cooperation
with Dai-Dan and respond to their trust whiledevising methods of improving safety andquality and reducing cost.

Meeting Customer Expectations● We have identified environmental initiatives intended to reduce energy consumed by building facilities and regard this as one ofour most important initiatives. Toward this end, we are promoting energy-efficiency innovations and resource-conservation
efforts for our customers’ facilities.

Activities with subcontractors

Yutaka Wakuda
Chairman of Nagoya Dai-Gen Kai
Chairman of DAI-DAN Nagoya Safety,
Health & Technology Association
Chairman of Daidenkouji Co., Ltd.

Sectional committee activities undertaken by Dai-Dan andsubcontractors
Installation
activities

Procurement
activities

By developing strong partnerships with Dai-Gen Kai and the Safety, Health & Technology
Association, organizations comprising Dai-Dan subcontractors, we are safely providing
building installation services at appropriate cost while maintaining high quality. The results of
the annual activities carried out by the sectional committees in the areas of specialization of
Dai-Gen Kai are compiled in the “Sectional Committee Activity Report.” The results of theactivities of each district are released and shared nationwide.

Sectional Committee
Activity Report

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58

VOICE

Valuing Our Employees
Dai-Dan respects each of our employees and encourages them to take on
the challenge of creating greater value, and also promotes positive
work-life balance.

Respect for Human Rights and Development of Human Resources
Human rights issues
Dai-Dan’s Corporate Code of Ethics
clearly states the importance of respect forhuman rights and individuality. We value
personal dignity and make efforts toimprove work environments. During our
new employee training sessions, we raiseawareness for respecting basic humanrights.

– Respect for human rights and individuality –Excerpt from the Action Standards of the Corporate Code of Ethics● All executives and employees must respect all human rights and individuality, andcreate work environments that do not tolerate actions that may harm human dignity.
● All executives and employees must strive to improve work environments andsystems to create a workplace that allows our diverse human resources to exploit
their skills to the fullest extent.

New employee technical training
opportunities for employees to “see,” “try,” and “experience”
new things, thus enhancing their efficiency at acquiringknowledge and technical skills. It also equips new employeeswith the ability to immediately contribute to the company.
Through this five-month training, new employees not only
acquire specialized knowledge and technical skills, they also
develop a strong bond with their fellow new employees, withwhom they will grow together in friendly competition.

Now that we have completed our new employee training over thecourse of five months, I feel that this training has achieved threemajor accomplishments.
First, it has imparted knowledge of facilities, which isindispensable to one’s career as a Dai-Dan engineer.
This training is not just about acquiring random knowledge. On
the contrary, the lectures and practical skill training are presented ina balanced manner, so we were able to learn through real hands-on
experience. During the self-study section prior to entering thetraining institute, I thought that even learning about the various
types of pipe materials was difficult, but now I am able to recall thenames and uses if it is a typical product just by looking at the pipes.
Moreover, we acquired not only the data, but also learned how
to select pipe sizes as well as calculation methods and CAD
operation. I feel that I have taken the first steps toward entering theworld of building facilities, and it was an extremely gratifying
process.
The second result was the experience of actually setting foot onan actual construction site. As a result of having such varied
experiences, I was able to see one aspect of how such facilities areconstructed.
Being able to see the equipment, materials, and work is one
thing, but what was most helpful was hearing the comments of(Dai-Dan Mentor System)

VOICE My experience in receiving

The Dai-Dan Mentor System consists of two systems: theInstructor System, which supports the enhancement ofspecialist knowledge and technical skills, and the Mentor
System, which provides psychological support and assists
career development. These two types of mentors (instructors
and mentors) provide comprehensive support to new
employees.
This chain of personnel development reflects our humanresource development belief that people grow as they assist in
the development of others.

New Employee Support System

Mentor SystemCounseling
Practical training course

Mai Shiomi
Applied Technology Section
Technical Research Laboratory(joined in 2016)

New Employee Support System(Dai-Dan Mentor System)

Safety experience training

senior employees and tradespeople, which enabled me to really feelin my bones how Dai-Dan is building a relationship of trust withsociety through quality installation.
After being assigned to my new post at the Technical ResearchLaboratory that would serve as my location, I began to feel that I
had to actively visit the job sites and not just remain in the researchlab, so that I could function as a go-between between the twovenues.
The third and final result was establishing close relationships
with my peers and those senior to me that I had met in training.
From now on we will each begin
working at our assigned locations, but
I’m looking forward now to meeting up
again at the follow-up training sessions
after a year of assignment. We can see
how much we have grown andprogressed after absorbing a variety ofopportunities at each stage.

Instructor System

Coaching

Teaching

Tour of duct fabrication plant

Psychological support

Support for skills

Non-work related matters

Work-related skills

Mentors act ascounselors to provide
psychological support

Enhancing specialized
knowledge andtechnical skills

mentor support

After the five-month new employee training spent surroundedby peers with whom I was at ease, I was posted to the Design
Department at my assigned location at the Osaka Head Office.
Both officially and privately I had many worries regarding theatmosphere of the workplace, my duties as a designer, andliving on my own for the first time.
I feel that what made it possible to overcome this vague
unease at an early stage was that I was able to receive support
from my senior mentor immediately following my posting.
I was in a different department from my mentor, but there
were times when we did work on the same floor and he usuallycalled out to me and created an environment where it was easy
to approach him for a consultation. My mentor told me stories
about how he himself felt uneasy around the time he was a newhire. Knowing that even my mentor — who handles his tasks soenergetically now — felt some unease in those days left me
feeling somewhat relieved, and I was able to get used to theatmosphere of the workplace and duties without much delay.
What’s more, when I was able to consult him about private
matters, he would say, “Let’s go drinking!” and we were able tohave a fun consultation while enjoying saké.
Apart from my mentor, there are other more senior
employees around me whom I can rely on for consultation or to
ask questions and have a laugh with. This makes me realizethat I am working in fortunate circumstances.
Through these experiences, I have felt that the mentor
system has been an effective system for riding out the period ofanxietyone
experiences
immediately following a new
posting. I think that I will continue
to put in daily effort so I can also
serve as a mentor as soon as
possible.

Valuing Our Employees

New employee technical training is the very beginning of the
training we provide. It consists of introductory technical training
and fundamental technical training, both of which together
allow new employees to learn and put into practice theirfundamental knowledge.
Over the five months of training, we incorporate a curriculumthat goes beyond the typical boundaries of job types. The
training not only incudes lectures but also provides greater

Reflecting on my new employee training

Kenta Shimoji
Design Section 1, Design Department
Osaka Head Office(joined in 2015)

Tour of pipe plant

59

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Site tour

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60

Official qualification acquisition scheme
Official qualifications can be the foundation for individuals as
they go about their work, and they also significantly influence
the credibility and authority of knowledge.
They are especially important for engineers as whether or
not an engineer have a qualification is closely related to on-site
work. Therefore, the acquisition of official qualification isindispensable.
In order to support our employees’ commitment to enhancetheir technical skills and in order to secure qualified engineers
and improve the overall technical level of the company, Dai-Dan
encourages and provides support for the acquisition of official
qualifications.
For those who acquire official qualifications recognized asnecessary by Dai-Dan, we subsidize course fees and also offer
incentives and official qualification acquisition benefits.

Work-Life Balance and the Work Environment■ Number of employees who have major qualifications
NumberQualification

NumberDoctorate

Qualification

5

Professional engineer

29First grade instrumentationengineer

303

First-class architect(qualified architect andbuilding engineer)

18
（13）

Energy manager

58

First-type electrical work
engineer

238

First-class electrical
work operation andmanagement engineer

213

Building service engineer(air conditioning)

489

First-class plumbing
work operation andmanagement engineer

774

Building service engineer(plumbing)472
16

Building services architect

134

First grade constructionindustry accountant

Notes:· Figures pertaining to the number of people who have acquired the above
qualifications are current as of the end of March 2016.
· The number of qualified individuals includes duplicated qualifications due to themultiple fields covered by each qualification.

Leave system
Dai-Dan has established various leave systems to allow ouremployees to make the most of their holidays to refreshthemselves.
Since fiscal 2011, employees have been encouraged totake summer holidays at the same time as part of our efforts to
reduce electricity consumption. Employees are also
encouraged to take paid annual leave and refreshment holidays
before or after their summer holiday to have their body andmind refreshed.
Many employees make the most of an extended break as arefreshment holiday to travel abroad or take the time to enjoy
hobbies that they did not typically have time for.
Long-service employees are not only entitled to holidays,
but are also given a travel coupon depending on the duration of
their service, making their family trips and other trips more
fulfilling.

■ Major leave systems(excluding statutory paid annual leave)■ Summer holiday
usage rate

Type of holiday

Details

Fiscal year

Rate

Summer holiday

Three consecutive daysin summer

FY2014

92.2％

Seven consecutive days
Refreshment holiday (annual)

FY201590.0％

FY201690.4％

10 years: 3 days
Long service
leave

20 years: 5 days*

* As of the end of August

30 years: 7 days
40 years: 5 days

Congratulatory or Predetermined numberof days for occasions
condolence leavesuch as weddings

CPD scheme for technical improvement
There are no limits to the specializationand improvement of technical skills. In
order to support our employees’
on-going
commitment
toskillsimprovement, we maintain a databaseon employee educational history using
the Dai-Dan CPD* scheme and utilize itfor human resource development.
The educational history of each
employee is reported to the Society ofHeating, Air-Conditioning and SanitaryEngineers of Japan (SHASE). It is thenassessed and verified for theappropriateness of our education andhuman resource development.

■ CPD status of company-wide initiatives
Category

Current
Previous
CPD points** CPD points

Major programs

Ⅰ．Technical information
learning

14,88913,383

Attending external lectures, including those related to acquiring qualifications,and participating in exhibitions, product information sessions and tours

Ⅱ．In-house training/OJT

20,714

20,315

Attending in-house training and OJT

5,829

6,775

Taking recommended correspondence courses andself-education using specialized books

Ⅳ．Work experience

12,94012,900

Successful work, winning of internal awards, Works Review Meetings, on-site
inspections, safety inspections, teaching study groups, checking of patent-pending
content, and serving as a committee member for creating internal technical documents

Ⅴ．Research andtechnology/reporting

609

930

Ⅵ．Provision of
information andtechnical instructions

876

1,132

Instructor
Ⅶ．

3,359

3,529

In-house training instructor, part-time lecturer at auniversity or technical college* Abbreviation

Winning of an award,
Ⅷ．
acquisition ofqualification, others

5,293

6,540

Winning of an external award, acquisition of a technicaland safety plumbing related official qualification,acquisition of a degree, and obtaining a patent** Quantified figures of an individual’s continuing

Total

64,50965,504professional development record in accordancewith category specific point standards. They areused as official evidence of CPD history(performance results).

Notes:• Previous points are those points acquired between April 2014 and March 2015.
• Current points are those points acquired between April 2015 and March 2016.
• Categories II, III, IV, VII and category V have annual maximum points of 20 and 40 respectively.

Publication of the DAI-DAN Technical Current News
With the objective of publicizing the technology we develop andour research initiatives, we publish the DAI-DAN Technical
Current News every September. The publication gives
comprehensive explanations of experiments, assessment
methods and analysis results using charts and images. The
110th edition was published in September 2016. Copies ofthese publications are donated to the National Diet Library.

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Publication of research papers, contributing to journals
and other publications
External provision of information and technical instructions,participation in academic conferences and research committees,
and serving as an instructor for official qualification courses

Dai-Dan has introduced a continued employment scheme as part of our initiatives tomeet the needs of Japan’s aging and declining population. Under this scheme, we
extend the employment of staff who reach retirement age but desire to keep working.
Through this we are leveraging skills and expertise acquired over many years, andenabling those skills to be passed on to the next generation of workers.
In fiscal 2013, we employed all staff who desired to continue working until the age
specified by the transitional measures following the amendment of the Act on
Stabilization of Employment of Elderly Persons.

■ Continued employment rate
for persons of retirement age
FY2013 FY2014 FY2015
Persons of26
retirement age
Persons continuing
25
employment
Continued
96.2％
employment rate

25

22

24

21

96.0％

95.5％

Initiatives to address mental health issues
Maintaining a healthy mind helps keep you highly motivated forwork and vitalizes the company.
In order to ensure the mental health of employees andestablish an employee-friendly workplace, Dai-Dan offers
mental health education.
New employee training teaches the basics of mental healthto equip staff with the knowledge to allow them to identify andcope with their own stresses.
Furthermore, as part of our efforts to fulfill our company’s
duty of considering employee safety, during new deputy
manager and managerial staff training sessions, participants
have the chance to develop a better understanding of mental
health from a legal perspective, and the means to identify
potential stressors for staff. They also learn to address theissues as an organization.
Since fiscal 2013, our company has been offering stresschecks for all employees. Once our employees have been able
to understand their particular stress situation themselves, they
can grasp their state of mental health. This gives some insight
into early detection of metal health disorders. Since fiscal 2016,
we have been implementing a stress check system based on
the amended Industrial Safety and Health Act. We are planningto have those who experience a high degree of stress toundergo a medical examination with interview instructions froma doctor.
Dai-Dan provides an environment where each employee isable to work with a healthy body and mind to ultimately build anenergetic company.

Valuing Our Employees

Ⅲ．Self-education

for Continuing Professional
Development, which refers to the continued
development of skills and knowledge throughout
an individual’s professional career.

61

Continued employment scheme

Following up on employees working long hours
Dai-Dan provides employees working long hours, as defined by
the Industrial Safety and Health Act (those who have worked
more than 100 hours over the legally defined monthly workhour limit) and those who have worked more than 80 hours of
the legally defined monthly work hour limit for three consecutive

months, with consultations with medical doctors once permonth. Through this, we are managing the health of ouremployees and adopting improvements in line with advice fromdoctors.

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62

Labor union activities
The Dai-Dan Labor Union marked its 43rd anniversary inAugust 2016.
The union has all along been engaged in discussions withthe company and has pursued union activities while
recognizing the difficulty of reconciling diverse views expressedby personnel from many offices both inside and outside Japan.

Meeting Local Expectations
We undertake a variety of initiatives to make contributions to the industry
and community in our position as a responsible corporate citizen.

Comment of an employee
on child care leave

Employee review system
The outline of our employee review system is as shown below
and is utilized depending on the objectives of implementation.
Through communication between supervisors andsubordinates (interviews, etc.), and regular provision of
feedback on evaluation results, we attempt to enhance target
achievement levels, determine skills put into practice, anddevelop staff through guidance.

Employee review

Employee
behavior review

Competence
growth review(About 5 yrs after
joining the company)(During the first 5 yrs
of employment)①The level ofachievement overthe past year
compared to thegoal is reviewed.

①Competence
demonstrated toachieve theperformance isreviewed.

② Job-type specificoutcomecontribution items
are determined.

② The review iscarried out in linewith job-type
specific
standards.

①The growth ofcompetence at thestage where theindividual’s base isestablished isreviewed.
② For those whohave been
assigned todifferent job types,
the review is used
as a checklist.

Performance
review

We believe the union leadership should attend gatherings at
each workplace across the country in order to better
appreciate the opinions of each member.
Union members will make concerted efforts to achieve evenbetter working conditions and work environments.
—Chairperson for the 43rd term, Dai-Dan Labor Union

I delivered my son in December 2012 and my daughter in
October 2015. Each time I filed for both maternity leave andchild care leave. At the time that I was pregnant with my son,there wasn’t anyone in my work environment who had returned
to work following delivery, so I felt a bit uneasy. But even during
a long-term leave of absence from work that extended to morethan one year, I stayed in regular contact with my boss and theAdministration Department by phone and e-mail, so I was able
to return to work with ease.
I currently use the reduced work hour system, but I’m morestrongly aware than before of the need to make progress with mywork efficiently within the limited time available. What’s more, I am
profoundly grateful to have had the benefit of the understanding
and cooperation of those around me such as my boss, thosesenior to me, and my peers. Thanks to them, I have been able toenjoy irreplaceable time withmy children after work.
From my experience, I feelthat ours is becoming afemale-friendly
societyinwhich we can work andcontribute. Balancing workand childcare can be difficultand leave one harried, but I am
fulfilled in my daily life.

Yoriko Ishida
Chief of Design Section 4
Design Department
Tokyo Head Office

Dissemination of technical information to external parties
In order to contribute to the development of Japan’s building services industry, Dai-Dan supports the running of academic conferencesand dispatches lecturers to external organizations. In particular, Dai-Dan’s engineers are dispatched to external training centers andeducational institutions across Japan as lecturers to provide classes on building service technologies.
■ External organization memberships and positions(as of August 2016)■ Organizations to which Dai-Dan employees are dispatchedas lecturers

Organization

Position

The Society of Heating, Air-Conditioning and SanitaryEngineers of Japan

General Director

Kanto Gakuin University

Part-time lecturer

Institute of Electrical Installation Engineers of Japan

General Director

Kogakuin University

Part-time lecturer

The Society of Heating, Air-Conditioning and SanitaryEngineers of Japan

Lecturer

Kanto Plumbing Contractors Cooperative Association

Lecturer

School of Tokyo Electrical Construction Association

Lecturer

Osaka Piping Higher Training School

Lecturer

Air-conditioning & Plumbing Contractors Associations
General Directorof Japan
Advisory committee
Japan Electrical Construction Association
memberAdministration
Association of Japan Instrumentation Industry
council member
Japanese Association of Building Mechanical andGeneral Director
Electrical Engineers
Association of Building Engineering and Equipment

General Director

Japan Architecture Facilities Inspection Association

General Director

Japan Electrical Engineer Association

General Director

Osaka Electrical Construction Association

General Director

Aichi Electrical Construction Association

General Director

Tokyo Electrical Construction Association

General Director

Organization

Position

Dai-Dan Alumni Association

94 participants from the West Japan region
at the Swissotel Nankai Osaka (Nov. 20, 2015)63

DA I - DA N R E P O R T 2 016

Tokyo, Nagoya, and Osaka, respectively, with total
attendance reaching 218.
With about 40% of the membership attending, we arequite pleased regarding Dai-Dan. The meeting place wasenlivened with everyone updating each other on their lives
and reminiscing, and we were able to see their cheerfulfaces. In the future, we also expect to receive frankopinions and advice about the company’s current situation.
We are preparing for next year and eagerly await theparticipation of even more people.

42 participants from the Central Japan region
at the Chunichi Palace (Oct. 22, 2015)

82 participants from the East Japan region
at the Hotel New Otani (Apr. 8, 2016)

Signing of the Disaster Prevention Agreement(cooperation with local communities)

Assistance through the Dai-Dan Society
Activity FundIf a large-scale disaster strikes, we are, as a member of theconstruction industry, required to aid the swift recovery ofelectricity, water and social infrastructure, while at the sametime ensuring the continuation of our business and that of ourcustomers.
Dai-Dan has, through its industrial associations, signed a
Disaster Prevention Agreement with local governments
concerning post-disaster emergency activities. We have also
entered into agreements directly with some municipalities andindustry organizations, and have established a system thatallows for the swift provision of post-disaster emergency
assistance.
We aim to assist with the swift recovery of the local
community and local businesses by proactively participating inreconstruction efforts of the affected region.

In April 1993, as part of our social contribution activities for our
90th anniversary, the Dai-Dan Society Activity Fund wasestablished in the Osaka Community Foundation. From returns
on fund assets, we support social welfare enhancement
activities especially for persons with physical disabilities.

Meeting Local Expectations

The Dai-Dan Alumni Association, which marks its 41st
anniversary this year, was founded with the aim of
expressing appreciation for the achievements of the alumni
and to create opportunities for the alumni to socialize andrenew old friendships.
With 45 new members having enrolled this year, thecurrent membership is 578 as of June 30, 2016.
The annual luncheons with the company’s executives
and administrators were divided into three regions – East
Japan, Central Japan, and West Japan – and were held in

FY2014: Development program for at-home care provider
volunteers (former nurses)
FY2015: Music Atelier “Echo”(Local community music therapy to promotepersonal exchanges and vitalization of community
members through the power of song)
FY2016: Citizen singing exercise school for preventing theneed for nursing care
(Visits to nursing facilities for singing and exercisingand other activities to extend the healthy life
expectancy of the elderly)

DA I - DA N R E P O R T 2 016

64

Donations
Dai-Dan contributes financial support for various causes to help
create and build a better community.
Our contributions include donations to geoenvironmental
protection organizations, university scholarship funds andartistic activities, as well as sponsoring community events inareas across the country where our sites are based.
Part of sales proceeds from beverage vending machines
used by Dai-Dan employees is donated to the Central
Community Chest of Japan, National Land Afforestation
Promotion Organization, TABLE FOR TWO International (NPO)and others.
We have also been donating to the areas affected by theGreat East Japan Earthquake every year since immediately
after the disaster happened. In addition, we provided
contributions to those affected by the earthquake that struck
Kumamoto in April 2016.
As for emergency stockpiles of items under the company’sbusiness continuity plan, contributions are being made partly
through NPOs.

Sendai City Beautification Support Program(Ichibancho, Aoba Ward)

Tokyo Fureai Road Program

Street cleaning in Sakuranamiki-dori,
Sakuragi-cho, Saitama-shi

Cleanup in the area surrounding
the Chugoku BranchSocial contribution activities (initiatives at offices across Japan)
Dai-Dan promotes social contribution activities. Our major activities are clean-up of the local community, which we encourage all
employees to participate in. All the activities we run are published on the intranet notice board to raise awareness of social
contribution activities.

Volunteering at cleanup of Miyajima Tsutsumigaura Beach

Intensive cleanup at Sunport Takamatsu, Chuo-dori and other areas

Community cleanups
Sites

Hokkaido Branch

Tohoku Branch
Niigata BranchNames of the projects or details

Sites· Cleanup in the area surrounding
the Hokkaido Branch· Trash Pickup Beach Walk in Ishikarihama· Volunteer cleanup of a dry riverbed on
the Toyohira River

Osaka Head OfficeInternal Audit Office
General Administration
Division
Industrial Facilities
Department (Osaka)· Osaka City Beautification Partner
Scheme· Cleanup for Osaka Marathon

Okayama Branch· Cleanup in the area surrounding
the Okayama Branch· Major cleanup of Okayama· Sendai City Beautification Support
Program (Ichibancho, Aoba Ward)· Cleanup in the area surrounding
the Niigata Branch· Shinano River Clean Mission

Tokyo Head Office
General Administration
Division (Tokyo)
Sales Division
Industrial Facilities
Department· Tokyo Fureai Road Program· Cleanup of Iidabashi Outer Moat

Yokohama Branch· Cleanup in the area surrounding
the Yokohama Branch

Kanto Branch· Street cleaning in Sakuranamiki-dori,
Sakuragi-cho, Saitama-shi

Nagoya Branch· Cleanup in the area surrounding
the Nagoya BranchNames of the projects or details(29th major cleanup of Lake Kojima Basin)

Chugoku Branch

Shikoku Branch· Cleanup in the area surrounding
the Chugoku Branch· Volunteering at cleanup of Peace
Memorial Park· Intensive cleanup of Peace MemorialPark· Volunteering at cleanup of Miyajima
Tsutsumigaura Beach

Hokkaido Branch

Planting flowers amid shrubbery ata branch office

Chiba OfficeTown Open Garden Operation

Chugoku Branch

Volunteer tree care at Peace
Memorial Park

Technical Construction Division
Miyoshi Green Support Squad
Technical Development Division (Tree planting in woodlands and forest
Technical Research Laboratory development)· Cleanup in the area surrounding
the Toyota Branch

Kyushu Branch
Kumamoto Branch

Shizuoka Office· Cleanup in the Morishita Park in
Suruga-ku, Shizuoka· Trash retrieval on Mount Fuji

· Town cleanup sponsored by Ai-Port,
Kumamoto Civil Activity Support Center

Hokuriku Branch· Volunteer Support Program

Toyama Office· Cleanup in the area surrounding
the Toyama Office· Our Hometown Toyama Beautification
Blitz· Cleanup in the area surrounding
the Hamakurosaki Beach CampgroundIn addition to the above activities, we also participate in cleanups led byeach site and individuals.

· Fukui City Beautification Partner
Scheme· Participation in “Cleanup Fukui”· Cleanup of Shono River

Other activities
Activity
Traffic Safety
Guard Activity

Nichiban Core
Eco Project

Details
We posted traffic safety guards at the North
intersection of Toyota-shi Tsuchihashi Station.
(Toyota)

We participated in Nichiban Core Eco Project
involving “Collection of discarded tape cores toprotect the green earth.” The funds are used toplant mangrove trees.
(Tokyo, Nagoya, Kyushu)

Blood Drive

With the cooperation of the Japanese Red Cross
Society, employees and subcontractors gave
blood at our Hokkaido Branch. Also, our Nagoya
Branch participated in a blood drive held by theJapanese Red Cross Society in the Urbannet
Nagoya Building, where the branch office islocated.

At the Tokyo Head Office, employees volunteered
to cut out stamps from used envelopes. The
Volunteering atstamps collected are exchanged for cash and theStamp Collecting
proceeds are used as volunteer business capitalfor Chiyoda Ward in Tokyo.
Planting flowers
amid shrubbery ata branch office

Meeting Local Expectations

Toyota Branch

DA I - DA N R E P O R T 2 016

Names of the projects or details(Area surrounding Marugame Castle)

Trash Pickup
Beach Walk
in Ishikarihama

65

Sites

· Intensive cleanup at Sunport
Takamatsu, Chuo-dori and other areas· Pick-and-Love-the-Town Movement· Ohori Park Cleanup Team· Fukuoka Castle Cleanup Project

Fukui Office

Forest development, tree planting, and flower planting

Company-wide activities
Activity

Details

Eco-cap ProjectIn FY2015, we collected 285,000 caps.
The proceeds fund medical care, vaccines,
support for people with disabilities, andenvironmental education for children.

Charity Calendar
MarketIn January 2016, 1,275 calendars and diaries
were donated from throughout Japan.

Donation ofused stamps

We donated the used stamps collected by
the offices to the following groups:· Japan Overseas Christian Medical Cooperative
Service (JOCS), a public interest incorporated
association· Tanzania Pole Pole Club
· Shapla Neer (Citizens’ Committee in Japan for
Overseas Support, a specified nonprofit
corporation)

Traffic safety guards
posted as part of aroad safety initiative

Volunteers
collecting stamps

DA I - DA N R E P O R T 2 016

66

Financial Report■ Consolidated Balance Sheets

P. 67■ Consolidated Statements of Changes in Net Assets

P. 69■ Consolidated Income Statements

P. 68■ Consolidated Statements of Cash Flows

P. 70■ Consolidated Statements of Comprehensive Income

P. 68

Financial Report■ Consolidated Balance Sheets(in million yen)(in million yen)

Assets
Accounts

Liabilities and Net Assets

Previous Consolidated Current Consolidated
Accounting Year
Accounting Year（

From April 1, 2014
to March 31, 2015

） （From April 1, 2015
to March 31, 2016

24,38523,563

Notes receivable, accounts receivable fromcompleted construction contracts and other
Electronically recorded monetaryclaims—operating

49,511

56,157

3,290

8,095

Costs on uncompleted construction contracts

424

385

0

0

Deferred tax assets

1,278

Other

1,945

Raw materials and supplies

Allowance for doubtful accounts
Total current assets

Accounts）（

From April 1, 2014
to March 31, 2015

） （From April 1, 2015
to March 31, 2016

Current liabilities
Notes payable, accounts payable
for construction contracts
Short-term loans payable

Accounts

Previous Consolidated Current Consolidated
Accounting Year
Accounting Year

Liabilities

Current assets
Cash and deposits■ Consolidated Income Statements）（

From April 1, 2014
to March 31, 2015

） （From April 1, 2015
to March 31, 2016

121,632

Other comprehensive income

Gross profit on completed construction contracts

14,563

16,713

Valuation difference on
available-for-sale securities

Selling, general and administrative expenses

10,016

10,176

Foreign currency translation adjustment

0

(39)

4,547

6,537

Remeasurements of defined benefit
plans, before tax

2,151(1,762)

Total other comprehensive income

5,258(2,273)

Interest income

15

13

8,188

1,973

8,151

1,995

36

(22)

37,93742,067

4,379

4,519

Operating income
Non-operating income

138,346

2,794

1,392

85

81

Dividends income

209

250

2,117

Provision for loss on construction contracts

480

628

Real estate rent

34

34

(5)

(7)

Loss reserve related to antimonopoly law

390―

Insurance fee

105

106

80,831

91,704

Provision for environmental measures―

2

Foreign exchange gain

139―

Total current liabilities

6,550

9,717

52,312

61,434

Other
Total non-operating income

3

5

507

410

157

144

5,371

5,392

Accumulated depreciation(2,737)(2,908)Long-term loans payable

1,583

1,401

Interest expenses

Buildings and structures, net

2,633

2,484

Deferred tax liabilities

4,237

3,208

Guarantee commission

6

11

Machinery, equipment and vehicles

177

164

Net defined benefit liability

1,377

1,376

Foreign exchange loss

―

11

(132)

(132)

Provision for environmental measures

107

―

Other

14

9

44

32

Provision for overseas investment loss

6

5

179

177

Tools, furniture and fixtures

800

808

Long-term accounts payable

352

303

4,875

6,770

Accumulated depreciation

(619)

(650)

Other

0

0

Buildings and structures

Accumulated depreciation
Machinery, equipment and vehicles, net

Tools, furniture and fixtures, net
LandConstruction in progress
Total property, plant and equipment
Intangible assets

180

158

1,048

1,063

11

439

3,919

4,178

156

594

Investments and other assets

Noncurrent liabilities

Total noncurrent liabilities
Total liabilities

113,440

122,312

107

54

5

―

Impairment loss

(674)

Loss on retirement of noncurrent assets

105

1

44,807

48,203

Loss on valuation of investment securities

5

18

Loss on valuation of golf club membership

02

Treasury stock

Valuation difference on
available-for-sale securities

6,797

6,326

Foreign currency translation adjustment

39

20

Remeasurements of defined benefit plans

1,592

(169)

8,429

Total accumulated othercomprehensive income
Non-controlling interests
Total net assets
Total liabilities and net assets

Provision of loss reserve related toantimonopoly law

92

―

210

22

Income before income taxes andminority interests

4,771

6,802

6,176

Income taxes—current

1,796

2,405

Income taxes—deferred

225

203

53,46254,583

113,440

122,312

Total extraordinary loss

45

150

Total income taxes

1,842

2,556

Net income

2,929

4,246

7

(2)

2,921

4,248

Profit (loss) attributable tonon-controlling interests
Profit attributable to owners of parent

DA I - DA N R E P O R T 2 016

4,246

3,106

(470)

(Particulars)
Comprehensive income attributable toowners of parent
Comprehensive income attributable tonon-controlling interests

Financial Report

Total assets

47

39,588

Accumulated other comprehensive income

30,608

―

―

(669)

1,612

32,609105

36,186

1,595

Total noncurrent assets

4Gain on reversal of provision forenvironmental measures
Profit reversed from the allowance forthe loss relating to the antimonopoly law

Extraordinary loss

Other

(188)

2

―

Total extraordinary income

Total shareholders’ equity

25,836

1

Gain on sales of investment securities

4,809

7,866

(190)

Income on sales of noncurrent assets

4,479

9,633

28,533

6,295
67,7294,809

Net defined benefit assets

Total investments and other assets

7,665

4,479

Retained earnings

Comprehensive income

2,929

Extraordinary income

Capital surplus

1

Allowance for doubtful accounts

Ordinary income

Capital stock

1

Deferred tax assets

Total non-operating expenses

59,978

Shareholders’ equity

16,543

Net income

Non-operating expenses

Net Assets

17,494

Investment securities

April 1, 2014
From April 1, 2015
（ Fromto March 31, 2015 ） （ to March 31, 2016 ）

107,216

1,622

Property, plant and equipment）

Previous Consolidated Current Consolidated
Accounting Year
Accounting Year

121,780

990

Other

Accounts

Cost of sales of completed construction contracts

1,500

Income taxes payable■ Consolidated Statements of Comprehensive Income (in million yen)

Net sales of completed construction contracts

Advances received on uncompleted
construction contracts
Provision for warranties forcompleted construction

Noncurrent assets

67(in million yen)Previous Consolidated Current Consolidated
Accounting Year
Accounting YearDA I - DA N R E P O R T 2 016

68

■ Consolidated Statements of Changes in Net Assets■ Consolidated Statements of Cash Flows■ Previous Consolidated Accounting Year (From April 1, 2014 to March 31, 2015)

Capitalstock

Balance at the beginningof current period

4,479

Capitalsurplus

4,809

Cumulative effect ofchanges in accounting
policies
Restated balance

Retainedearnings

34,597

Treasury
stock

(666)

4,809

33,979Valuation
Total
difference onshareholders’ available-forequity
sale securities

43,221

3,690

Foreigncurrencytranslation
adjustment

68

(559)

3,199

(666)

42,602

189

Total net
assets46,609
(618)

3,690

68

(559)

3,199

189

45,991

Changes of items
during the period
(713)

(713)

Dividends from surplus
Profit attributable toowners of parent
Purchase of treasury
stock
Disposal of treasury
stock

Total changes of items
during the period
Balance at the end ofcurrent period

2,921

(4)

(4)

(4)

0

0

0

0

0

0

Increase that results fromexclusion of subsidiaries
from consolidation
Net changes of items
other than shareholders’equity

(713)

2,921

2,921

0

3,106
0

―
4,479

4,809

(3)

2,207
36,186

(669)

2,204
44,807

3,106
6,797

(28)
(28)
39

2,151
2,151
1,592

5,230
5,230
8,429

36
36
225

Capitalstock

Balance at the beginningof current period

4,479

Capitalsurplus

4,809

Cumulative effect ofchanges in accounting
policies
Restated balance

Retainedearnings

36,186

Treasury
stock

(669)

―
4,479

4,809

36,18644,807

6,797

39

Total
Non-controlling
Remeasureaccumulated
ments ofinterests
otherdefinedcomprehensive
benefit plansincome

1,592

8,429

225

44,807

6,797

(89)

(82)

Increase (decrease) in provision for environmental measures

(112)

(105)

Interest and dividends income

(225)

(263)

Interest expenses

157

144

Increase (decrease) in reserve for overseas investment loss

(7)

(0)

Loss (gain) on valuation of investment securities

5

18

Loss (gain) on sales of investment securities―(4)

Loss (gain) on sales of noncurrent assets

(1)

(2)

Loss on retirement of noncurrent assets

105

1

5

―

Increase (decrease) in loss reserve related to antimonopoly law

92

(47)

Reversal of foreign currency translation adjustment entailed in exclusion of consolidation

(73)

―

Decrease (increase) in notes and accounts receivable—trade

4,387(11,450)

Decrease (increase) in costs on uncompleted construction contracts

(271)

39

Decrease (increase) in other current assets

476

(164)

Impairment loss

Decrease (increase) in other noncurrent assets

475

4

Decrease (increase) in net defined benefit asset

(381)

(749)
4,130
1,294

7,471

Increase (decrease) in other current liabilities

(450)

2,898

53,462

Subtotal

Total net
assets53,462

39

1,592

8,429

225

53,462

Increase (decrease) in other noncurrent liabilities

(847)

(847)

Profit attributable toowners of parent

4,248

4,248

4,248

(5)

Disposal of treasury
stock

―

Increase that results fromexclusion of subsidiaries
from consolidation
Net changes of items
other than shareholders’equity

―
―

(5)

(5)

―

―

―

―

―
4,479

―
4,809

3,401
39,588

(5)
(674)

3,395
48,203

(470)
6,326

(19)
(19)
20

(1,762)(1,762)(169)(2,252)(2,252)
6,176

(22)
(22)
203

(2,275)
1,120
54,583

(48)

5,041

2,696

Interest and dividends income received

225

263

Interest expenses paid

(154)

(143)

(473)

(342)

Income taxes (paid) refund(2,210)(1,862)

Net cash provided by (used in) operating activities

2,427

611

Net cash provided by (used in) investing activities
Proceeds from withdrawal of time deposits

27

27

Payments into time deposits

(27)

(27)

Purchase of property, plant and equipment

(391)

(259)

Proceeds from sales of property, plant and equipment

3

2

Purchase of investment securities

(4)

(4)

Proceeds from sales and redemption of investment securities

13

13

Payments of loans receivable

(2)

(2)

Collection of loans receivable

2

3

(166)

(269)

Revenue by sales of other noncurrent assets

144

23

Net cash provided by (used in) investing activities

(401)

(493)

Net cash provided by (used in) financing activities
Increase in short-term loans payable

34,68039,010Decrease in short-term loans payable(36,170)(38,710)Proceeds from long-term loans payable

1,950

1,800

Repayment of long-term loans payable(2,087)(2,142)

Purchase of treasury stock

(4)

(5)

Proceeds from sales of treasury stock

0

―

(713)

(847)

(2,344)(894)

Cash dividends paid
Net cash provided by (used in) financing activities

(470)

―

Effect of exchange rate change on cash and cash equivalents
Net increase (decrease) in cash and cash equivalents
Cash and cash equivalents at beginning of period
Decrease in cash and cash equivalents resulting from exclusion of subsidiaries from consolidation
Cash and cash equivalents at end of period

78

(45)

(239)

(822)

24,59824,358(0)―24,35823,536DA I - DA N R E P O R T 2 016

Financial Report(847)

DA I - DA N R E P O R T 2 016(1)

Increase (decrease) amount of net defined benefit liability

Expenditures by acquiring of other noncurrent assets

Purchase of treasury
stock

69

(475)

(1,623)

Dividends from surplus

Balance at the end ofcurrent period284

Increase (decrease) in allowance for doubtful accounts(2,070)Changes of items
during the period

Total changes of items
during the period

6,802

345

Increase (decrease) in advances received on uncompleted construction contracts

―

―
(669)

4,771

Increase (decrease) in notes and accounts payable—trade(in million yen)

Foreigncurrencytranslation
adjustment

April 1, 2015
（ Fromto March 31, 2016 ）5,266

Accumulated other comprehensive income
Valuation
Total
difference onshareholders’ available-forequity
sale securities

April 1, 2014
（ Fromto March 31, 2015 ）Depreciation and amortization

Current net income before tax adjustments, etc.

Loss related to antimonopoly act paid

■ Current Consolidated Accounting Year (From April 1, 2015 to March 31, 2016)
Shareholders’ equity

Accounts

Current Consolidated
Accounting YearNet cash provided by (used in) operating activities

Total
Non-controlling
Remeasureaccumulated
ments ofinterests
otherdefinedcomprehensive
benefit plansincome

(618)

(618)
4,479

(in million yen)

Accumulated other comprehensive income

Shareholders’ equity(in million yen)Previous Consolidated
Accounting Year70

Global Network

Third Party Opinion
This opinion statement is based on the Corporate Social Responsibility (CSR)
Guideline published by the Japan Federation of Bar Associations. It was
prepared with the cooperation of attorneys who are members of the Kinki
Branch of the Association (Hajime Yoshida, Ryota Matsui, Koichiro Murotani)and presents opinions based on interviews with department managers andreviews of relevant documents.

Initiatives related to corporate
governance and legal compliance
The company’s initiatives based on the corporate governancecode are judged to be appropriate, especially regarding thefollowing: the method used by directors to evaluate theeffectiveness of the Board of Directors; the Independent
Officers Council’s voluntary compilation of a self-evaluationquestionnaire regarding the operations of the Board of
Directors; and the Board of Directors’ subsequent efforts
targeting further improvements. The approach of compiling true
opinions of the directors through an Independent Officers
Council can be highly praised as an effort that could help toinvigorate the Board of Directors.
Regarding the incident related to violation of the
Antimonopoly Act and the receipt of a Cease and Desist Orderas well as a Surcharge Payment Order on October 9, 2015,
from the Japan Fair Trade Commission, the Compliance Office
as well as the Legal Compliance Support Committee arecontinuing with their initiatives in order to prevent a recurrence.
The company is providing employees with training on the
Antimonopoly Act and corporate ethics, encouraging their
participation in study sessions, and publishing a compliancenewsletter. While it can be understood that they are conducting
ongoing activities intended to disseminate and instill
compliance awareness, I anticipate further improvements andefforts to disseminate awareness of compliance. This should
include simplifying the content of the compliance newsletter byintroducing specific examples from other companies andincreasing the number of issues published.

Initiatives related to respect for humanrights of employees and improving thework environment

DA I - DA N R E P O R T 2 016

Tsuneo Yamada

Attorney/Former Chairman of
Osaka Bar Association
Director of Japan CSR Promotion
Association
Branch Manager of Kinki Branch

Regarding paid leave, the rate of participation in paid leavein fiscal 2015 was 18% (compared with 40.3% for theconstruction industry as a whole), and 59% of employees did
not take even one day of paid leave. Even when one considers
the number of employees with specialized duties, they should
strive to improve the rate of participation in this program.
Moreover, with respect to a reduction in lengthy work hours,
the company gave notice in May of this year regarding a
reduction in overtime work and holiday work. The specificmeasures that were indicated are deserving of praise andfuture changes in this area can be anticipated.

Initiatives related to environmental
preservation
Regarding the Smart Energy Lab at Kyushu Branch of Dai-Dan,
which was completed in May 2016, advanced technology has
been introduced to help reduce environmental impacts. Thisfacility was constructed to collect data and conduct studies,and it can be highly praised as a practical initiative reflecting themanagement principle of “contributing to a better environment.”
Furthermore, they emphasize the viewpoint of contributing
to the emergence of a sustainable society and it is admirable
that they are following the PDCA cycle connected to goal
setting, achievement level, judgment, and inspection of theenvironmental management system, but the target values were
not achieved for many items in fiscal 2015, and there exists aneed to study the cause and implement specific initiatives forachieving the goals adopted for the next fiscal year.
Also, regarding the social contribution activities, they are
engaged in efforts to preserve woodlands and clean up rivers
and shorelines, but I would anticipate that they will even moreaggressively address not only the issues of a reduced
environmental impact but also environmental regeneration andenvironmental remediation in the future.

VOICE

Reflecting on the Third Party
Opinions

I sincerely thank Mr. Yamada for offering his invaluable viewpoint incooperation with Messrs. Yoshida, Matsui and Murotani.
Regarding the challenges that relate to compliance, the work
environment, and environmental preservation pointed out by Mr.
Yamada, we intend to establish specific policies to resolve issues
and effect improvements.
In order to contribute to the development of a better
environment and stronger communities as outlined in ourmanagement principles, the entire company is committed toworking on our initiatives in these areas as a unified force under the
strategies and measures stipulated in the four management
policies we adopted in April 2016 as part of our mid-term
management plan.

Takayuki Ikeda

Director, Executive Corporate Officer, Head of General Administration Division

Zip
Code

Telephone
NumberAddress

Name

Zip
Code

Telephone
NumberAddress

354-0044 390 Kita-Nagai, Miyoshimachi,
Iruma-gun, Saitama Prefecture049-258-1891

390 Kita-Nagai, Miyoshimachi,
Iruma-gun, Saitama Prefecture049-258-5725

390 Kita-Nagai, Miyoshimachi, Iruma-gun,
354-0044
049-258-1891
Saitama Prefecture

Technical
Development
Division
Technical
Research
Laboratory
Industrial
Facilities
Department

102-8175 2-15-10 Fujimi, Chiyoda-ku, Tokyo

03-5276-4710

06-6447-8065

Compliance
Office102-8175 2-15-10 Fujimi, Chiyoda-ku, Tokyo

03-3261-8231

GeneralAdministration
Division

550-8520 1-9-25 Edobori, Nishi-ku, Osaka City

06-6447-8000

Sales Division

102-8175 2-15-10 Fujimi, Chiyoda-ku, Tokyo

03-3261-8231

Technical
Construction
DivisionInternal Audit
Office550-8520 1-9-25 Edobori, Nishi-ku, Osaka City

354-0044

Branch/Office Organizations
Name

Zip
Code

Address

Telephone
Number

Name

Zip
Code

Telephone
NumberAddress

Hokkaido
Branch001-0020

5-1-43 Nishi, Kita 20, Kita-ku,
Sapporo City

011-716-9116

ObihiroOffice080-0010

4F Aobatokachi Bldg., 12-20 Odoriminami
Obihiro City, Hokkaido

0155-25-3559

Tenri Branch 632-0012

4-228 Toyoda-cho, Tenri City,
Nara Prefecture

Hakodate
Office041-0851 4-17-40 Hondori, Hakodate City, Hokkaido 0138-55-7086

Kobe Branch 651-0088

7F Nihon Seimei Sannomiya Ekimae Bldg.,
078-221-7777
7-1-1 Onoe-dori, Chuo-ku, Kobe City

Osaka Head
Office550-8520 1-9-25 Edobori, Nishi-ku, Osaka City

06-6441-8231
0743-63-1231

Tohoku Branch980-0811

1-15-17 Ichiban-cho, Aoba-ku,
Sendai City

022-225-7901

Kyoto
Branch604-8186

2F Urbanex Oike Bldg. East Wing, 361-1 Umeya-cho,
Kurumayaoike-sagaru, Nakagyo-ku, Kyoto City

075-251-6411

Aomori
Office030-08024F Tanuma Bldg., 2-4-10 Hon-cho,
Aomori City

017-773-1582

Wakayama
Office640-8203

6F Nankai Wakayama Bldg., 3-6
Higashikuramae-cho, Wakayama City

073-433-9431

Akita Office

6F Sanno Piares Bldg., 2-2-17 Sanno,
010-0951
Akita City

018-824-6491

Shiga
Office#11 Janty 21, 6-55 Yokaichi Higashihonmachi,
527-0025
Higashi-omi City, Shiga Prefecture

0748-25-5400

Morioka
Office020-0032

019-654-3023

Okayama
Branch

700-0984 6-10 Kuwada-cho, Kita-ku, Okayama City

086-223-3106

Fukushima
Office4F Fukushima Sakaemachi Bldg., 10-21
960-8031
Sakaemachi, Fukushima City024-521-4213

Chugoku
Branch

730-0812 2-22 Kakomachi, Naka-ku, Hiroshima City 082-241-4171

Yamagata
Office990-0043

Hiramatsu Bldg., 2-16 Yugaose-cho,Morioka City

1F Honcho Bldg., 2-4-3 Hon-cho,
Yamagata City

023-634-2620

Yamaguchi
Office754-0011

4F Sanyo Bldg. Ogori, 4-6
Ogorimiyukimachi, Yamaguchi City

083-976-0121

San-inOffice690-0015#103 Heights Shalom, 2-29-13 Agenogi,
Matsue City

0852-27-5890

Niigata Branch

950-0088 2-4-3 Bandai, Chuo-ku, Niigata City

025-247-0201

Tokyo
Head Office102-8175 2-15-10 Fujimi, Chiyoda-ku, Tokyo

03-3261-8231

Shikoku Branch 760-0018 11-20 Tenjinmae, Takamatsu City

087-861-6030

048-644-8468

Matsuyama
Office790-0065 2-208-1 Miyanishi, Matsuyama City089-922-7161

027-226-7720

Kochi
Office780-0088 10-16 Kitakubo, Kochi City

088-884-8231

028-637-3380

Tokushima
Office770-0872 4-1-10 Kitaokinosu, Tokushima City088-664-8121

Kyushu Branch 810-0023 3-1-24 Kego, Chuo-ku, Fukuoka City

092-771-4361

Kanto
Branch330-0854

Gunma
Office7F Daidoseimei Maebashi Bldg., 3-9-5
371-0805
Minami-cho, Maebashi City, Gunma Prefecture

Tochigi
Office321-0953

Ibaraki
Office7F Regal Tsuchiura Bldg., 1-16-12
300-0037
Sakuramachi, Tsuchiura City, Ibaraki Prefecture

Chiba
Office261-0023

25F NTT Makuhari Bldg., 1-6 Nakase,
Mihama-ku, Chiba City

043-211-8881

Kumamoto
Branch

862-0941 1-7-6 Izumi, Chuo-ku, Kumamoto City

Yokohama
Branch231-0062

24F Nisseki Yokohama Bldg., 1-1-8
Sakuragi-cho, Naka-ku, Yokohama City

045-683-1050

MiyataOffice823-0016

680-1 Shiromaru, Miyawaka City,
Fukuoka Prefecture0949-33-2602

Nagoya Branch 461-0005

16F Urbannet Nagoya Bldg., 1-1-10
Higashisakura, Higashi-ku, Nagoya City

052-973-4750

Saga Office841-0031#101 Sungarden Yarita, 436-1
Yaritamachi Tosu City, Saga Prefecture0942-84-2350

1-20 Akebono-cho, Toyota City, Aichi
Prefecture0565-28-1841

Nagasaki
Office850-0027#202 Grand Mansion, 31-3 Okeya-machi,
Nagasaki City

095-828-0772

0566-27-0324

Oita Office#402 Matsumoto Bldg., 1-3-22
870-0033
Chiyomachi, Oita City

026-228-3820

Miyazaki
Office880-0933#201 Inoue Bldg., 2189-2 Kusabazaki,
Otsubo-cho, Miyazaki City

0985-54-6382

0263-33-7016

Kagoshima
Office1F San Laqua Bldg., 2-25-12 Nishida,890-0046
Kagoshima City

099-256-3662

Okinawa
Office900-0015

4F Arute Bldg. Naha, 3-15-9 Kumoji,
Naha City

098-868-1700

ー315 Outram Road #15-09, Tan Boon
Liat Building, Singapore 169074

3F GINZA YAMATO 3 Bldg., 1-10-2
Sakuragi-cho, Omiya-ku, Saitama City

6F Yamaguchi Bldg., 4-1-20
Higashishukugo, Utsunomiya City

029-825-6656

ToyotaBranch

471-0835

MikawaOffice5-6-4 Tsuiji-cho, Kariya City, Aichi
448-0011
Prefecture

NaganoOffice380-0824

Matsumoto
Office2F Orii Bldg., 1-1-2 Chuo, Matsumoto390-0811
City, Nagano Prefecture

Shizuoka
Office422-8067

17F-1704 South Pot Shizuoka Bldg., 18-1
Minami-cho, Suruga-ku, Shizuoka City054-281-3501

Mie Office514-0004

2F-B Kasama Bldg., 3-261 Sakaemachi,
Tsu City059-225-3840

Gifu Office500-8175

2F Daini-nagazumi Bldg., 1-9
Nagazumi-cho, Gifu City058-265-8224

Hokuriku
Branch5F Choeidaiichi Bldg., 1282-11
Minamiishido-cho, Nagano City

096-364-7134

097-532-4350

Singapore
Branch

920-0902 1-6-15 Owari-cho, Kanazawa City

076-261-6147

ToyamaOffice930-0019 1-10-20 Yayoi-cho, Toyama City

076-441-3371

Hong Kong
Branchー

21F Edinburgh Tower, The Landmark,15 Queen’s Road Central, Hong Kong

Fukui Office910-0005

4F Fukui Hosokaikan, 3-4-1 Ote,
Fukui City

0776-23-2166

Malaysia
BranchーNo.75-3 Jalan SS 23/15, Taman SEA,
47400 Petaling Jaya, Selangor, Malaysia

010-6562218488
010-85222898888
010-60-378055443

Site List

71

Name

Third Party
Opinion

The action plan that put forth the three objectives supporting abalance between work and family life based on the Law for
Measures to Support the Development of the Next Generation
deserves high praise, even from the perspective of promoting
the success of female employees. The company is contributing
to a better workplace environment for women, instillingmeasures to remove barriers to continued employment, andincreasing the number of female employees. Future initiatives
that promote career advancement for women can be
anticipated.
On the other hand, with regard to the employment of
persons with disabilities, the legally obligated employment rate
has not yet been achieved. In light of the fact that the revised
Act on Promotion of Employment of Persons with Disabilities
came into force in April 2016, we can expect that the company
will make further efforts.

Headquarters Organizations* The blue shading indicates regional headquarters.

DA I - DA N R E P O R T 2 016

72

DAI-DAN REPORTDAI-DAN Co., Ltd.

DAI-DAN Co., Ltd.

For any feedback or inquiries relating to this report,
please contact

DAI-DAN Co., Ltd. DAI-DAN REPORT 2016 PROJECT
1-9-25 Edobori, Nishi-ku, Osaka City 550-8520 Japan
TEL. 06-6447-8000 http://www.daidan.co.jp/
Published in October 2016