DAI-DAN REPORTDAI-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 2015 PROJECT
1-9-25 Edobori, Nishi-ku, Osaka City 550-8520 Japan
TEL. 06-6447-8000 http://www.daidan.co.jp/
Published in December 2015

DAI-DAN Co., Ltd.

Inspired by Light,
Air & Water

Contents
Messages from the CEO and COO

03

Dai-Dan’s Businesses

05

Driving Innovation with Next-Generation Buildings
and Facilities

12

Corporate Profile / Financial Highlights
Operational Highlights
Our Services
Mid-Term Management Plan
Stakeholder Relations / Dai-Dan’s Responsibility

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.

Pallet Renewal
ZERO CUBIC

13
15

Dai-Dan’s Developmental Technologies
March
1903

October September December October
1933
1943
1946
1949

January
1965

October
1975

March
1978

January September February October
1979
1981
1983
1984

April
1987

November March
1987
1989

March
1993

August September December
1993
1997
1999

February
2002

March
2003

April
2003

April
2013

April
2014

The company celebrates its
110th anniversary on March 4.

The company lists its stock on theFirst Section of Tokyo Stock
Exchange.

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

March
2013

New Research Center iscompleted in TechnicalResearch Laboratory.

Singapore Branchobtains the certificationof ISO 9000S.

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

April
2008

Compliance
Officeestablished.

All offices throughthe nation obtainthe certification of
ISO 9000S.

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

October
2006

Corporate officer system introduced.
Compliance Committee established.
Company-wide information system introduced.
The company celebrates its 100th anniversary on March 4.
The company obtains a blanket certification of ISO 14001 for all offices
through the nation.

The corporate name is changed to Dai-Dan Co., Ltd.
Technical Research Laboratory is constructed at Miyoshi-machi,
Iruma-gun, Saitama Prefecture.
The building of head office is constructed at the current place (Edobori, Nishi-ku,
Osaka City).
The company’s stock is designated on the First Section of Osaka Securities Exchange.
Singapore Branch is opened.
The amount of completed works breaks the 50,000-million-yen mark.

05
06
07
09
11

Pharmaceutical Plants, Food-processing Plants, and Research Laboratories
Electronic and Precision Device Plants
Medical Facilities
Automobile and Machinery Manufacturers
Various Facilities
Focus on Technical Development

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

17
19
21
23
25
26
27

28
29
33
35
38

FY2014 CSR Performance and FY2015 Targets

39

Fair and Transparent Business Practices

41

Environmental Contribution

47

Meeting Customer Expectations

51

Valuing Our Employees

54

Meeting Local Expectations

60

Financial Report

63

Third Party Opinion

67

Site List

68

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

● Editorial Policy
Since fiscal 2008, we have been publishing our CSR report as a means of
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 andnon-financial data in addition to the conventional content. Moreover, this edition
contains a feature article titled “Driving Innovation with Next-Generation
Building and Facilities,” in which we focus on a list of initiatives related toinnovative buildings.

The company is registered as a contractor in accordance with Construction Industry Act.
The corporate name is changed back to Osaka Denki Shokai/Osaka Danbo Shokai Co., Ltd.
The corporate name is changed to Osaka Denki Tekkan Kogyo Co., Ltd.
Osaka Denki Shokai/Osaka Danbo Shokai Co., Ltd. incorporated.
Founded.

● Scope of This Report
Target organization
This report covers the operations of Dai-Dan Co., Ltd. All financial informationis reported on a consolidated basis.

PeriodThis report covers the fiscal year spanning April 1, 2014, to March 31, 2015.
Some data refers to activities after April 1, 2015.

Kansai International Airport
Control Tower &Passenger Terminal (1994)01

DA I - DA N R E P O R T 2 015

Renovated Takashimaya
Department Store in
Osaka & Nankai Terminal (2010)

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

CREATE (2011)

JP Tower (2012)

Medical Innovation
Center Building,
Kyoto University (2013)● Report Guideline References
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 2 015

02

Messages from the CEO and COO

contribute tosociety

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.

03

Dai-Dan’s CSR

Ensuring Customer Satisfaction“Satisfying our customers and improving the happinessof our employees.”
These words represent the valued legacy of our founder,
Motoji Sugaya.
More than a century ago, before the phrase “corporatesocial responsibility” came into common use, our foundertalked about the satisfaction and happiness of our
stakeholders, then expressed as our customers andemployees.
The origins of our CSR are found in our spirit ofentrepreneurship, an attitude that we have inherited andmaintained at the forefront to the present day. It is linked
to the commitment reflected in our current management
principles, stated as follows: “as a building services
engineering and installation provider, we continually takeon the challenge of creating value for our clients while
contributing to the development of a better environmentand stronger communities.”
Throughout our more than 100-year history, we have
expanded both the scale and scope of our business while
encompassing a broader range of stakeholders who now
include customers, employees, shareholders, investors,
and subcontractors as well as business partners andcommunity members. The “spirit of our CSR” is reflectedin the entrepreneurial approach that remains deeply
rooted in Dai-Dan and underpins the continuity of ourbusiness. As long as we can meet the expectations of our
stakeholders, we are confident that this commitment will
support our goal of sustainably creating corporate value.

Inspired by Light, Air & Water
As a building services engineering and installationcompany focused on construction related to electricity,
air conditioning, and sanitation, we have long specializedin various building installations. One of our mostimportant assets is the great variety of technology andexpertise we have developed in the area of energy
generation, conservation and storage.
As the innovator who introduced the model officeincorporating the breakthroughs of “Palette Renewal”
and “ZERO CUBIC” in our Technical ResearchLaboratory, Dai-Dan has been introducing technology
and expertise to our customers through such technicalinnovations, which have proven to be effective.
Palette Renewal is a technical approach for upgrading
existing facilities to their next-generation equivalents bycombining diverse technologies that meet a variety ofneeds. ZERO CUBIC, on the other hand, is designed toreduce resident stress, ensure zero functional failure
during emergencies, and eliminate the consumption of all
fossil-fuel-based energy in office buildings. Our technicalsuggestions contribute to resource conservation as well as
the greater comfort and safety of office buildings.
All these initiatives reflect our commitment tocustomer satisfaction.

DA I - DA N R E P O R T 2 015

Messages from the CEO and COO

Seeking continuous value creation in order toa better environment and the development of

Setsu Sugaya

Shohei Kitano

Representative Director,
Chairman and CEO
Dai-Dan Co., Ltd.

Representative Director,
President and COO
Dai-Dan Co., Ltd.

Improving the Happiness of Our
Employees
As an installation company, we also create value throughour field engineers, the only frontline employees directly
involved in meeting the needs of our customers.
In order to reward the initiative and performance offield engineers engaged in installation, Dai-Dan has
adopted a policy of career advancement, a promotion
system, and a salary system that do not adhere to rigid
standards. We introduced this policy in April 2014 as partof our new personnel system.
Through this policy, our field engineers are able topursue the same career advancements and promotions as
department managers, section managers, and othermanagerial-level positions. We have also promoted
increased feedback from both inside and outside thecompany. This policy is intended to inspire our fieldengineers with even greater motivation.
As the first step in the implementation of this policy,
we appointed our first Grand Project Master, Project
Master, and Technical Master in August 2015.
This system reflects our commitment to “improving
the happiness of our employees” by enabling them todemonstrate their abilities to the maximum while
experiencing the joy of work.

Sustainably Creating Corporate
Value and Contributing to Social
Development
In June 2015, Japan’s Corporate Governance Code tookeffect under the regulations of Tokyo Stock Exchange.
Dai-Dan recognizes that the intention of this code is tohelp improve medium- and long-term corporate value in
response to the expectations of all stakeholders, which
include employees, customers, and shareholders.
We believe that the application of this code provides
an excellent opportunity for us to enhance our corporate
value as we seek to further strengthen our corporate
governance. We recognize that meeting the expectationsof all stakeholders through constructive dialogue willcontribute to the emergence of a sustainable society.
Going forward, we intend to continue implementing
fair and transparent business dealings while earning thetrust of society and attracting new orders.
We very much look forward to your ongoing support andcooperation.

DA I - DA N R E P O R T 2 015

04Dai-Dan’s Businesses■ Fiscal 2014 Orders Received and Net Sales Ratios by Segment

Corporate Profile
Dai-Dan Co., Ltd.

Ordersreceived
131,633
million yen

Stockholders’ meeting
Auditors’ meeting
Board of Directors

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

Executive Committee

20.1%

21.4%

Net sales
121,780
million yen

Air conditioning
installations
72,122 million yen

Compliance Office

ChairmanCompliance Committee

President

Founded

23.0%

22.2%

■ Organization Chart

Electrical equipment
installations
26,076 million yen

Plumbing
24,458 million yen

Air conditioning
installations
71,245 million yen

58.5%

54.8%

Internal Audit Office

Dai-Dan’s Businesses

Company
nameElectrical equipment installations
30,235 million yen

Plumbing
29,275 million yen

General Administration Division

March 4, 1903

Sales Division■ Orders Received/Net Sales

Technical Construction Division
Technical Development Division

Incorporated October 10, 1933

(Millions of yen)Technical Research Laboratory

150,000

Industrial Facilities Department

120,000

Hokkaido

Capital fund 4,479,725,988 yen

TohokuEast Japan Area

Niigata
Tokyo Head Office

1,498
Employees (as of March 31, 2015) consolidated

Singapore Branch

NagoyaCentral Japan Area

■ Operating Income
Orders received

122,109119,233

110,751
109,224

127,394
124,445

121,919
119,980

Net sales(Millions of yen)
5,000

131,633
121,780

90,0003,000

60,0002,000

30,0001,000

Hokuriku

0Osaka Head Office

2010

2011

2012

2014

2013

4,171

4,000

0

(FY)

4,547

2,692 2,749
1,236

2010 2011 2012 2013 2014 (FY)Okayama
ChugokuWest Japan Area

Stock listing The first section of Tokyo Stock Exchange

Kyushu(Millions of yen)
5,000
4,000

Financial Highlights

2,000(in million yen)

FY2010FY2011FY2012FY2013

FY2014

Orders received

110,751

119,233

119,980

127,394

131,633

Net sales

109,224

122,109

121,919

124,445

121,780

Selling, general and administrative expenses

9,574

9,684

9,992

9,966

10,016

Operating income (loss)

1,236

2,692

2,749

4,171

4,547

Ordinary income (loss)

1,343

2,736

3,278

4,471

4,875

Net income (loss)

565

1,175

1,599

1,670

2,921

Return on assets (ROA) (%)

1.4

2.7

3.1

4.1

4.3

Return on equity (ROE) (%)

1.4

2.8

3.7

3.7

5.9

(4,758)

876

1,261

3,117

2,427

Cash flows from investing activities

(848)

(397)

(740)

(172)

(401)

Cash flows from financing activities(427)(1,619)

(955)

(892)

(2,344)23,911

22,63522,42024,59824,358R&D expenses

314

315

417

430

461

Capital expenditures

455

190

968

90

428

FY2010FY2011FY2012FY2013

FY2014

Total assets

96,306

103,345

106,155

111,347

113,440

Net assets

41,25942,19744,98846,60953,462

42.8

40.8

42.3

41.7

46.9

Cash and equivalents at end of period■ Fiscal Year-End

Equity capital ratio (%)(in million yen)

1,000
0

(Millions of yen)

4,875

(Yen)

1,193.61
1,040.67
1,005.38
1,000 921.90 943.57

2,921

3,000

1,200

2,500

3,278

2,000
1,000

1,343

500
0

2010 2011 2012 2013 2014 (FY)

800

1,599 1,670

1,500

600

1,175

400

565

200
0

2010 2011 2012 2013 2014 (FY)

■ Total Assets/Net Assets/Equity Capital Ratio

Total assets(Millions of yen)
120,000
100,000

103,345

96,30660,00040,00020,00002010 2011 2012 2013 2014 (FY)Net assets

Equity capital ratio

（％）
50.0

113,440

111,347

106,155

48.0

46.9%

80,00041,259

40.8%

2010

2011

46,60944,98842,19742.8%

53,462

46.0
44.0
42.0

42.3%

41.7%

2012

2014

2013

(FY)

40.0

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

05

2,736

3,000

■ Accounting Year

Cash flows from operating activities

4,471■ Net Assets per Share■ Net Income■ Ordinary Income

Shikoku(in million yen)

Number of workplace accidents

FY2010FY2011FY2012FY2013

FY2014

1,413

1,435

1,445

1,472

1,498

27

42

29

38

36

0.26

0.25

0.52

0.54

0.46

FY2010FY2011FY2012FY2013

FY2014Frequency rate of workplace accidents*

Net income

12.65

26.32

35.83

37.45

65.50

Severity rate of workplace accidents**

0.02

0.65

0.06

0.08

0.02

Net assets

921.90943.57

1,005.38

1,040.67

1,193.61

CO2 emissions from offices (tonnes)

1,753

1,499

1,421

1,428

1,745***

Dividends

16.00

16.00

19.00

16.00

18.00

DA I - DA N R E P O R T 2 015* 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.

DA I - DA N R E P O R T 2 015

06

Our Services
Our Services

Major Projects Completed in FY2013 and FY2014

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 making possible this supply anddrainage, plumbing components now play an important role in the reuse of wastewater. Today,
we install plumbing systems designed to help preserve the 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

Renovations to buildings and other facilities add value to customer assets by extending theirservice life while increasing energy efficiency.
Our renovation work includes installations that accommodate existing needs as well as
follow-up service. We also draw up plans to meet the needs of our customers by applying ourunique equipment diagnosis technology and utilizing the installation experience we havegained from comprehensive installations of building equipment in our role as a building services
engineering and installation provider.

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 FY 2014

SHINAGAWA SEASON TERRACE(air conditioning installation)

Pharmaceutical Building,National University of Singapore

International Center for Science and Innovation,
Shinshu University(plumbing and air conditioning installation)(electrical equipment installation)

Akita University Hospital (upgrading of air conditioning)

Kagoshima City Hospital (plumbing)● Projects completed in FY 2013

KagawaPrefectural
Central Hospital(air conditioning
installation)

Kanagawa
Cancer Center(air conditioning
installation)07

DA I - DA N R E P O R T 2 015

Tachikawa Regional
Joint Government
Building(plumbing and air conditioning
installation)

NTT Cred Motomachi
Building(RIHGA Royal Hotel
Hiroshima)(upgrading of plumbing andair conditioning)

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08Key Strategies and Measures

In April 2014, two years after the adoption of the company’s Mid-Term Management Plan, we instituted a majorrevision to the plan with the title “Dai-Dan to Challenge a New Era.” It includes new strategies and measurestargeting our ongoing corporate development.
In May 2015, we formulated and publicly announced a new profit target. Going forward, we will promote
sweeping reforms that address our entire management structure according to the terms of this Mid-Term
Management Plan.

Confidence

Quality

Strengthening
practical
competence

Customer first
attitudeGrowthSecuring revenue
for the next
generation

Mid-Term Management Plan

Mid-Term Management Plan

Responsibility
Satisfying social
requirements

Dai-Dan to Challenge a New Era
ConfidenceManagement 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 development of a better environment and stronger communities.

Management Policies❶ We maintain focus on our customers as the business environment changes so that we canmeet 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.

1. Strategies and measures fora customer first attitude

3. Strategies and measures for securing
revenue for the next generation(1) More orders from customers through strengthening of our“customer-oriented one stop service”(1) Strengthening our capabilities regarding facilities
requiring advanced equipment technology• With our strength as a building facility provider, the “customer-oriented

one stop service” is reinforced through a stronger focus on building
life-cycle.
• Orders for renovations should be increased through closer relationshipwith customers.
• With the reinforced support system for customers after completionand handover, we satisfy various customer needs and provide
services more speedily.

(2) Promoting provision of technical solutions• We leverage our development technology and related technology

to positively promote provision of technical solutions according tocustomers’ needs and market trends.

Quality
2. Strategies and measures forstrengthening practical competence(1) Greater ability to provide design solutions and installation
expertise

Basic Policies of Mid-Term Management Plan
● Maintain a customer first attitude as we conduct our corporate activities and accurately identify our customers’ needs andchanges in the market.
● Strengthen practical competence empowered by the expertise and experience of individual employees and strengthen practicalcompetence of the organisation empowered by ongoing improvement of management methods to provide the quality andservice that meet our customers’ needs.
● Strengthen the capability for the field of growth in order to secure revenue for the next generation, and promote creation ofgreater value.
● Reinforce the management and education system so that all officers and employees comply with relevant laws and regulations
and conduct corporate activities based on high ethical standards.

• We strengthen our formula, “practical competence” =“knowledge” x “experience” x “autonomy.”• The mobility of design engineers/construction engineers should
be more flexible nationwide to smoothly respond to changes in
the market trends.
• We restructure the company-wide training system to strengthen“practical competence.”• We work on training of general engineers for electricity/air conditioning
systems/sanitary installations to strengthen the one stop service.

(2) Ongoing improvement of site management methods• Through promoting information technology at the site, we aim foreffective improvement in site management methods.

• We reduce risks and prevent troubles with regard to safety,

quality and cost.

(3) Utilization of Dai-Dan Meister System and establishmentof partnership with subcontractors nationwide■ Targeted Earnings

FY2015 (87th term)

Consolidated

Non-consolidated

Orders received

131 billion yen

130 billion yen

Net sales

131 billion yen

130 billion yen

5 billion yen

5 billion yen

Operating income

09

DA I - DA N R E P O R T 2 015

Growth• We implement and utilize the Dai-Dan Meister System established

for the purpose of training and development of subcontractors.
• We value the excellent staff of subcontractors, and aim forsecured safety, improved quality and cost reduction throughcloser relationship between such staff and our engineers.
• We rebuild the nationwide network of subcontractors.

• We focus on projects that require the high level of technology forfacilities, such as battery-related plants, pharmaceutical plants,
facilities for experimental animals, regenerative medical facilities,
data centers and plant factories.
• In order to strengthen our competitiveness in the above field, we
acquire construction skills and promote the development of exclusivetechnology to achieve recognition as a top company in technology.

(2) Strengthening our capabilities in the field of medical care,an important component of social infrastructure• In

order to sustain and enhance our brand recognition as“Dai-Dan of the medical field”, we conduct marketing activities
based on our top achievements in construction of hospitals andour skills, and promote to accumulate construction technology
and develop exclusive technology.

(3) Strengthening our capabilities in energy and environmental
projects in green industries that are attracting investment• In order to become competitive in projects in green industries,

we improve our technology to achieve “energy saving”, “energy
generation” and “energy storage” for facilities.

(4) Promotion of cooperation among companies of various
fields, aiming for continued growth and creation of new value• We promote cooperation among companies of various fields byleveraging our strength in facility technology to achieve innovation
for creation of new value.

Responsibility
4. Strategies and measures for satisfyingsocial requirements(1) Strengthening of compliance system• We conduct ongoing trainings to ensure that all officers andemployees of the Company comply with relevant laws including
the Anti-Monopoly Act and the Construction Business Law, andvoluntarily act in accordance with public decency.
• We strengthen the management and education system to ensure
fair and appropriate business transaction.

(2) Promotion of activities to save resources and energy• We promote ongoing activities to save resources and energy based on

our environment management system, and strengthen communications
with society including stakeholders.

(3) Promotion of social contribution activities as a corporate
citizen• All officers and employees raise awareness of our responsibility

to be a good corporate citizen, and continue to promote oursocial contribution activities in the neighbouring area.
• In order to contribute to the development of the building facility industry,
we provide technical information to the outside of the Company.

DA I - DA N R E P O R T 2 015

10

Always With You.
We strive to provide comfort that is friendly
to both people and the environment.

FeatureDai-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 Principles of Action of our
Corporate Code of Ethics (p. 43).

Stakeholder Relations
Customers, shareholders, employees,
subcontractors, business partners andlocal communities — collectively, ourstakeholders — are always the focus of
any action we take when conducting ourcorporate activities. We believe that it isimperative that we accurately identify the
expectations and requirements of our
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 byoffering tours of our facilities, issuing press
releases, and disseminating information
through our corporate website.

Customers

Shareholders

Employees

Driving Innovation
with Next-Generation Buildings
and Facilities
Dai-Dan introduces distinctive next-generation buildings and facilities
in response to contemporary demand for energy-efficient andresource-conserving innovations, all the while offeringhigh levels of comfort and convenience.

DAI-DAN Co., Ltd.

Pallet Renewal
Subcontractors
Business
partners

Environment

Local
community

We have introduced the innovative conceptof Palette Renewal as our approach tonext-generation renovation work.

Dai-Dan’s Responsibility
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.

11

Customers

Shareholders

Employees

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,
maintain transparent
and sound operations
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.

DA I - DA N R E P O R T 2 015

Subcontractors andBusiness partners• We conduct businessnegotiations with our
subcontractors andbusiness partners 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.

ZERO CUBIC
Building on our Palette Renewal approach,

Local community

we created a model office incorporating our

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.

next-generation Zero Cubic office concept
inside our Technical Research Laboratory.

DA I - DA N R E P O R T 2 015

12Next-generation building renovation

First application at our Technical Research Laboratory

Pallet Renewal
Dai-Dan is proposing Palette Renewal as a next-generation
approach to building renovation.
We have strengthened our efforts to protect energy
resources, combat climate change and address other importantsocial issues by using a new research center that was built two
years ago at our Technical Research Laboratory as a platform

Concept
Palette Renewal is how Dai-Dan renovates the customer’sbuilding into the next-generation vision they have of it,using a palette of technologies at our disposal.

for testing a variety of energy-saving technologies. Theseenergy-saving technologies have been added to an arsenal oftechnologies lying in the background of our extensive building
renovation record, under the name of “Palette Renewal.”This renewable energy loop pools energy generated byrenewable sources and heat sources, and distributes therequired amount of heat to the required locations in the form ofheat source water.
All of the buildings
are tied into a single
network to maximize
the use of renewableenergies.

Feature Driving Innovation with Next-Generation Buildings and Facilities

BackgroundIn 2014, we applied our Palette Renewal approach to building
renovation to the research center of our Technical ResearchLaboratory that was built 23 years earlier in Miyoshi-machi,
Iruma-gun, Saitama Prefecture.
Working with Dr. Shinichi Tanabe of Waseda University and
Dr. Tatsuo Nobe of Kogakuin University, Dai-Dan planned andbuilt a “renewable energy loop” that tangibly realized thefollowing concepts.
●Effectively incorporate and utilize renewable energies to thegreatest extent possible.
●Utilize untapped energy sources.
●Renovate existing equipment and systems to minimize
energy loss.

Renewable energy loop

Energy savings coordinatedwith nearby buildings

GeneratedenergyOutputRenewableenergyloop

Input

Waste heat recoveredfrom cooling systems

Energysavings

Heat
source
water

Input

Hot water
Supercritical
CO2 plant

Use insideof research
centerHeat source
water

Recovery &distribution

Heat source
water

Use inair conditioning

Heat sharing
between buildings

Pallet Renewal• Heat sharing with nearby buildings• Recovery and use of waste heat from nearby buildings• Energy distribution based on priority and surplus on the
consumption side

Heat source water

Renewable energy

Equipment installed on roof

Heat pump

Palette Renewal work at our Technical Research Laboratory is expected to reduce building energy consumption by 30% comparedto that before renovation.

Technologies
Water-source packaged air conditioning
Water-source packaged air conditioning is used to keep indoor environments comfortable. The system
uses heat source water from the renewable energy loop. Compared to typical air-sourced equipment,
the system is more efficient and, by nature thereof, can reduce power consumption.
Water-source packaged air conditioning

13

Use of advancedenergy-saving technologies

Use of renewable/untappedenergy sources• Planning of optimized operating patterns• Downsizing of equipment capacity/piping and ducts• Task and ambient lighting and air conditioning(p. 16)• Effective use of existing equipment• Load balancing by micro-grid*• Solar power• Solar heating• Geothermal• Trapped heat in air/water* A well-balanced power supply network of solar and

DA I - DA N R E P O R T 2 015

other small-scale power sources and storage
batteries that follows demand

Renewable energies
The renewable energy loop employs solar heat collectors, solar panels, geothermal harvesting andcooling towers. Renewable energies are prioritized as power sources in order to reduce gas andelectricity consumption.
Solar heat collectors and solar panels

Heat sharing between buildings
Large amounts of heat are needed by the supercritical CO2 plant. In the renovations we did, heatpumps were introduced and connected to the renewable energy loop to use the heat from the loop.
In summer, the heat and cold exchanged by the heat pumps are piped into the renewable energy loop
for use in cooling other facilities.

Water-source heat pump

DA I - DA N R E P O R T 2 015

14Next-generation office

To reduce office shutdowns to zero

ZERO CUBIC• Solar energy is used to generate electricity, which is then stored in storage batteries.
• Geothermal harvesting is used.

Reduce real primary energy
consumption to zero by effectively
using energy from renewable sources.

Zero Stopping
Reduce office shutdowns to zeroby using renewable energies.

Zero Stress
Reduce staff stress to zero by
improving intellectual productivity.

Solar photovoltaics

Power company

Storagebatteries

Activities

Activities• Power generation using solar
energy and use of storage
batteries as a power source• Geothermal air conditioning• Radiant air conditioning ofminimal temperature variation• LED lighting to minimize glare• Task lighting and air conditioningof staff preference

Storage battery box

Gas company
Gas Zero

Ambient air
conditioning(surrounding area)• Solar energy is used.
• Storage batteries that store electricity are intelligently charged and discharged, to reduce dependence on electricity from the powercompany.
• Geothermal harvesting and natural light are used.

Energysavings
Renewableenergies

Wind
power

Solar panels

Heat collecting tubes

Solar heat collectors

Water-source heat pumps

Electricity generated from solar power isused for lighting, etc. Heat from the sun
is used for air conditioning.

Subterranean heat that remains a constanttemperature throughout the year is harvested
for use in air conditioning.

Commercially
suppliedenergies

BeforeGeothermal
power

DA I - DA N R E P O R T 2 015* Lighting and air conditioning methods for separately serving task
space (only in the vicinity of staff) and ambient space (surroundingarea).

Ambient lighting

Ambient air conditioning (indoors)

Light-guiding panels both
diffuse light over a wide
area and eliminate glare.

Light-guiding
panel

Radiant air conditioning ispeople-friendly because there
is no uncomfortable blown air.
Ambient air conditioning(indoors): Thermal image ofradiant panels on the ceiling

Desk surface 750 lx
Brightness sensed atdesk⇒5.2 w/m2

Surface temperature ofradiant panel: 27 - 28˚C

Introducing natural light
Solar panels

Light collecting blinds
Sunlight is softened and directed indoors
to save energy.

Targeted

Solar heat collectors

15

Electricity generated from solar power is used for lighting, etc. Heatfrom the sun is used for air conditioning.

● Ambient space Creating surrounding environments with people-friendly air conditioning and glare-free lighting

Water-source
heat pump

Commercially
suppliedenergies

Solar heat collectors

Zero stressAmbient lighting: Lighting
designed according to thebrightness of the target area

Solar
power

Solar panels

Dai-Dan is focusing research and development on achieving both
energy savings and a pleasant office environment via task andambient lighting and air conditioning, and on effectively utilizing
renewable energies.

Zero Stress Plan
(only in vicinity of staff)

Generating power from the earth

Subterranean heat

Generating power from the sun• The Zero Stress concept is realized on an axis of task and ambient* lighting and air conditioning.

Task air conditioning

Generating power from the sun

Geothermal
harvesting

Storage batteries

To reduce staff stress to zero

A model of a next-generation office that realizes these three “zero” concepts is open at our Technical Research Laboratory. Come seefor yourself.

To reduce energy consumption to zero

A power storage systemthat optimally charges anddischarges storage batteries
using nighttime commercial
supply and surplus solar power
was built to function as a
power source in emergencies.

ZERO CUBIC

Activities

Electricpower

Solar powerinterruptions
to officeoperations• Power generation and air
conditioning using solar energy• Geothermal air conditioning

Zero Energy Plan

Storage batteries

Renewable energy network

Dai-Dan considers the following three concepts indispensable to proposing the next-generation office space. Testing aimed atmaterializing the supporting technologies of those concepts is underway day-in day-out at our Technical Research Laboratory.

Feature Driving Innovation with Next-Generation Buildings and Facilities

Concept: 0 to the third power

Zero Energy

Securing lifelines in an emergency

Zero Shutdown Plan

Light collectingblind● Task space Adjusting temperature and brightness to personal preferences
Task lighting

Task air conditioning

Work areas are effectively illuminated bydownlights.

Isothermal airflow is blown from theceiling by operating a remote controller.

Task lighting

Task air conditioning

DA I - DA N R E P O R T 2 015

16

Dai-Dan’s Developmental Technologies

Creating Value withDA I - DA N R E P O R T 2 015

P. 23-24

Maintaining clean spaces and preventing microbial contamination

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

Pharmaceutical Plants, Food-processing
Plants, and Research Laboratories
Main Developmental Technologies

Medical Facilities

Main Developmental Technologies● Barrier Smart Series: Chamber pressure control

technology● iRack System: Providing an optimal environment
for animal experiments● Next-generation CPF: Supporting
the field of regenerative medicine● Environmental control technology
for agricultural plants● ARAPAC: Automatic self-washing
air conditioner for food-processing
facilities● Air conditioning systems forhybrid operating rooms● BCC-P: Vertical Laminar Flow
immunocompromised patient room
● DTB-02: Sputum collection booth● INF Series: Infection control unit
for both air purification andnegative pressurization● Chepas: Clean Humidification
Element Passing Air System

Dai-Dan’s Elemental
Technologies (base technologies)● Fluid analysis● Temperature and● Water quality

control● Prevention of crosshumidity control● Air quality control
contamination● Noise and vibration
countermeasures● Environmental

measurement● Precision analysis● Energy efficiency● Supercritical CO2

processing

P. 27

Focus on Technical Development● Clean & Dry Experiment Room
● Experimental Plant Cultivation Room
● Chemical Experiment Room
● Large Experiment Room
● Sound Experiment RoomP. 21-22

P. 25

P. 26

Electronic and Precision Device Plants

Automobile andMachinery Manufacturers

Various Facilities

Contributing to an exceptionally clean environment and reducing
operating costs through energy efficiency
Main Developmental Technologies● Virtual Duct CR: Ductless clean room system● Air filter refurbishment technology

incorporating supercritical CO2● Energy-efficient dehumidification

system for rechargeable battery plants● Air conditioning system fordata centers

Improving the work environment andenergy efficiency
Main Developmental Technologies● Optismart: Optimum operating

support system for multiple
heat sources● Econo Spot: Spot air
conditioning system with finemist
● Oil mist countermeasuretechnology based on
airflow simulation

Dai-Dan’s Developmental Technologies

17

P. 19-20

To meet the increasingly diverse
needs of our customers and contributeto the emergence of a sustainable
society, we employ light, air andwater more organically and withgreater functionality.
We create value with technology thatis friendly to both people and theplanet.

Improving comfort and energy
efficiency
Main Developmental Technologies● Energy Consumption

Visualization System● Flow Smart: Flow control systemfor pumps in refrigeration units● Open Degasifier: Anti-corrosion
technology for copper
hot water supply pipes

DA I - DA N R E P O R T 2 015

18

Pharmaceutical Plants, Food-processing Plants,
and Research Laboratories
Maintaining clean spaces and preventing microbial contamination

Barrier Smart Series: Chamber pressure control technology for pharmaceutical manufacturing plants

and closing of doors, changes in the outside airpressure, and changes and switching of air intake andexhausts.

External air inlet

Fan

Airflow
regulator

Damper

Airflow
regulator

Manufacturing area

Predeterminedpressure

Barrier Smart EQ

Predeterminedpressure

Predetermined pressure
Decontamination
deviceBarrier Smart HB
Chamber pressure
control damper

Fan

Non-manufacturingarea

Outdoor atmospherepressure detecting
open end* Medical care intended to promote the regeneration of

Chamber pressure
control damper

Barrier Smart AD

DamperBarrier Smart CM

In regenerative medicine, cells derived from apatient or a provider are transplanted into apatient after preparation, culturing andprocessing in vitro.
The preparation, culturing, and processingof these cells is generally performed by what
is known as a “cell processing facility” (CPF).
The construction of these facilities generally
resembles that of a pharmaceuticalmanufacturing plant. After examining thedifferences between regenerative medicine
and pharmaceutical manufacturing, we began
implementing various initiatives to construct a
next-generation CPF whose construction andoperating costs are significantly lower thanthose of a conventional CPF.
cells, tissue and organs or to recover function lost to
accident or disease

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

■ Flow of regenerative medicine

Medical Institution

CPF (Cell Processing Facility)❸ Acceptance of❶ Cell collection❷ Transport

cells and raw
materials❹ Preparation, culturing andprocessing of cells❺ Shipping❼ Transplantation

inspection❻ Transport

Air barrier boothFeatures● As a building services engineering and installation provider, we are focused on reducing
the costs of CPFs while improving their productivity and usability.
● A key innovation in this effort is the “air barrier booth” we have developed.
● We are a participant in the Forum for Innovative Regenerative Medicine (FIRM), an
organization focused on promoting the commercialization of regenerative medicine, andare examining structural standards for CPFs.

Pharmaceutical Plants, Food-processing Plants, and Research Laboratories* Changes in chamber pressure caused by the opening■ Diagram of Barrier Smart Series● Initiatives to promote widespread adoption of regenerative medicine*

Dai-Dan’s Developmental Technologies

To keep cleanrooms free of pollutants,
chamber pressure control technology thatmaintains chamber pressure is essential.
Biological cleanrooms, which are found inpharmaceutical manufacturing plants, areparticularly sensitive to changes in pressure
and therefore cannot be subject to pressurechanges outside of the specified range evenwhen disturbances* occur. The Barrier Smart
Series employs the chamber pressuretechnology developed by Dai-Dan and is able
to counterbalance disturbances.

Introducing next-generation CPF for regenerative medical facilities

Research on plant cultivation facilities: Environmental control technology
iRack System: The optimum environment for animal experiments
Animal experiments are an inherent part of developing medical
products and healthcare technologies. Animal enclosures forlaboratory animals are predisposed to accumulation of allergens*and objectionable odors, and are at risk of microbial contamination.
Therefore, environmental control of animal enclosures has always
been an issue.
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
both laboratory animals and operators. Incorporating air
conditioning technology featuring one-way airflow control, theventilation system minimizes allergens and prevents objectionableodors and pathogens from spreading throughout the workspace.
* Substances that cause allergies■ iRack System

Features● Enclosure specific ventilation system● Creates advanced one-way airflow.
● No shielding allows ease of use.
● Greater control of temperature and humidity within theenclosure● Reduced frequency of bedding* replacement● Easy maintenance* Wooden or paper chips placed on the floor of the enclosure

Trade Show Participation
INTERPHEX JAPAN 2015

■ Diagram of animal enclosure

The 28th International
Pharmaceutical R&D and
Manufacturing Expo & Conference

In recent years, interest in methods of artificially controlling theinterior environment (including light, temperature, humidity, CO2
levels, and density of culture medium) of plant cultivation facilities
has been increasing among those who regularly supply farm
products to market. Utilizing the expertise gained by our work on
comfortable building environments, we are focused on facility
construction and research into plant cultivation technology.

Food processors involved in flour milling and the production of breadand confectionery products typically generate large quantities ofairborne dust and powder in their facilities as a result of their
manufacturing processes. The dust and powder tends to accumulate
on air conditioner filters and coils, causing problems such as decreased■ ARAPAC vs. Conventional air conditioners
ARAPAC

Conventional air conditioner

July 1–3, 2015

Venue

Production line

Tokyo Big Sight

Products on exhibit

19

DA I - DA N R E P O R T 2 015

Using the environmental control technology thatremains our specialty, we conduct innovative
research on plant cultivation technologies
involving facilities that utilize artificial light.

ARAPAC: Automatic self-washing air conditioner

Dates• Barrier Smart Series: Chamber pressure control technology• iRack System: Housing system for laboratory animals• EZ-Scan: Automated scanning device for HEPA filter leak testing■ Experimental plant cultivation room at our new Research Center

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

air conditioning capacity and equipment deterioration. In addition, they
can serve as a growing medium for molds and bacteria. Therefore, it isfrequently necessary to replace the filters and wash the coils, tasks thatare burdensome to the customer.
In response, Dai-Dan has developed the ARAPAC air conditioner
featuring an automatic internal
washing package designed toreduce the burden on thecustomer, extend the service lifeof the air conditioner, and maintaina clean and stable production
environment. Customers mainly inthe food processing sector who
have installed this product havealready seen its benefits.

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

DA I - DA N R E P O R T 2 015

20

Development of an energy-efficient dehumidification system for rechargeable battery manufacturing plants

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

Virtual Duct Clean Room (VD-CR) System: Making cleanrooms duct-freeducts and HEPA filters through innovative ventilation outlet
design and installation methods. Our virtual duct clean room
(VD-CR) system has often been installed in ISO class 6** (class1,000) to ISO class 8 (class 100,000) cleanrooms.
* High-efficiency particulate air filter** Numerical value indicating the cleanliness class of a particular space

Air❶ Introduction of a hot-air generator incorporating a CO2 heat pump
❷ Innovative dehumidification control

Combining the two innovations above hasachieved a 42% reduction in energy consumption.

Moisture adhering to
the rotor is removed
with hot air.

■ Ventilation airflow diagram
Fan

ExhaustControl point②
Innovative
dehumidification
controlRotates

The dehumidifier that dries the air incorporates a slowly
turning rotor that adsorbs water as indoor air passes
through it. As the hot air passes across the damp rotor, itdries the rotor and restores its capacity to adsorb moisture.

HeaterRegeneration temperature

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

Rotor

The rotor adsorbs ①Introduction of
hot-air
atmosphericgenerator
moisture.

Electronic and Precision Device Plants● Enables superior temperature andpurity control at low cost.
● The system creates high-speed pureairflow along the ceiling, which extends
the distance that the airflow vented fromair conditioning equipment travels,
resulting in a duct-free cleanroom.
● Contributes to the construction andprevalence of quick-to-build andcost-efficient cleanrooms.
● Reduced amount of material used forductwork results in reduced
environmental impact.

Features■ Energy-efficient dehumidification system

Features■ Example of a VD-CR cleanroom

incorporating a CO2 heat pump and using an innovative
approach to control dehumidification.
In the rechargeable battery industry, research anddevelopment of next-generation technologies are being pursued,
and we are promoting the development of technologies that
respond to changing needs.

Dai-Dan’s Developmental Technologies

Cleanrooms at sites such as electronic device factories require
many ventilation outlets to maintain a high level of air purity andprecise temperature as well as humidity control. This results in alonger work period, a greater number of ducts and HEPA
filters*, and a subsequent increase in costs.
Dai-Dan has developed a system that reduces the number ofLithium-ion batteries and other types of rechargeable batteries
are manufactured under very dry conditions, otherwise known
as “low dew point” environments. Exposing a lithium-ion
rechargeable battery to water can result in an intense reactionthat generates explosive gas.
It is important to consider energy efficiency when developing
air conditioning technology intended to maintain an environment
with a low and stable dew point. Maintaining energy efficiency
when dehumidifying air has proved to be a major challenge.
Dai-Dan has developed technologies that conserve energy
while maintaining high quality by employing a hot-air generator

Dehumidifier

Humid air becomes dry air.
Supplyair

Returnair

Low dew point room
Dry air becomes humid air.

Moisture is
generated.

Moisture is
generated.

Using supercritical CO2 to clean and refurbish air filters
Factories and other facilities typically dispose of large quantities
of used air filters. Dai-Dan was the first company to successfully
use supercritical CO2 technology for commercial purposes toclean and refurbish air filters employed to remove organic gas*.
These refurbished filters are now being used in a variety of
applications in the electronics and food processing industries
and by the Research Institute for Quality Living Co., Ltd. (aninspection organization of the Aeon Group). With this innovation,
we are contributing to the environmental and cost-cutting goalsof our customers by offering these filters as a means of improving
organic gas processing facilities and businesses employing gas
analysis technology.
■ Air Filter Cleaning and Refurbishing Project

Customer plants & buildings■ Advantages of refurbishment
Replacement costs

30% less than new

New purchase
cost

100%

Cost ofrefurbishment

Conventional
product

Refurbishedproduct

70%

100% reductionin amount of waste
Waste
generated

100%

No waste
Conventional
product

Refurbishedproduct● Reduced filter replacement costs● Reduced waste● No initial investment required forenvironmental protection

organic compounds (VOCs)
that contribute to air pollution
and odor-causing ingredients
included in kitchen exhaust• Printing plants• Chemical plants and others

Reuse■ Surface temperature distribution(before reduction in number of air conditioners)■ Surface temperature distribution(awfter reduction in number of air conditioners)

Example of environmental
measurement

Measurement of temperature
distribution in the server room
before and after change(reduction) in number of air
conditioner units and positionof ventilation registers
℃
23

28

We conduct research through environmental measurement andairflow simulation to identify technical issues related to data
center facilities. We help to maintain interior environments at theappropriate temperature and humidity levels and conserve
energy by formulating and implementing appropriate measures.

Used productFloor ventilation register
Server rackAfterchange inplacementof outlet

33

Measurement points
Number of points: 102
Location: 1200 mm above floor

Supercritical CO2 cleaning and refurbishment apparatus

DA I - DA N R E P O R T 2 015

Dai-Dan’s Initiatives

18

Supercritical
CO2 cleaning

21

Data centers, which manage customer data, are required tomaintain their interior environments at appropriate temperatureand humidity levels in order to reduce the risk of server
malfunction. The required air conditioners and electricalequipment consume a great deal of energy, creating a costburden for customers, so energy conservation presents a major
challenge.

* Toluene and other volatile

Features• Electronic device plants

Refurbishedproduct

Research related to data centers

Confirmation of heataccumulation exceeding 30°C
in vicinity of server

Accumulated heatdissipates.

Results● Heat accumulation iseliminated throughoptimal placement of floor
registers (adding, closing,and changing position).
● Server inlet temperatures
throughout the room are
reduced to within
acceptable range.
● Uniform room
temperature results in
reduced operation of air
conditioners, contributing
to a 12% power savings.

DA I - DA N R E P O R T 2 015

22

DTB-02: Sputum collection booth

Medical Facilities■ Diagram of sputum collection booth

The booth is designed to collect sputum from patients infectedwith droplet nuclei infection (airborne infection), such as
tuberculosis, without compromising the surrounding environment.

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

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

Exhaust vent

Development and introduction of air conditioning systems for hybrid operating rooms
The improved environment of the operating field enables
surgery to take place in a constantly aseptic environment during
angiographic catheter treatment** for aortic aneurysm or
emergency surgery for ruptured aortic aneurysm and when used
as a general operating room.

Airflow plate(air supply opening)

Clean air isexpelled.

● Prevents spread of the tuberculosis bacteria by coughing
patients.
● HEPA filters completely remove the bacteria passing
through the exhaust, and purify the air that leaves the booth.
● An after-clean mechanism* has been added to reduce theinfection risk to healthcare workers from opening andclosing doors.

Exhaust fan

Dai-Dan’s Developmental Technologies

In recent years, hospital facilities have introduced hybrid operatingrooms integrating both operating room functions as well as
cardioangiography functions in order to provide a safer and more
appropriate treatment environment.
A conventional hybrid operating
room cannot be used for generalsurgery because of the configurationof the operating field and air
conditioning vents.
We have developed an air
conditioning system for hybrid
operating rooms incorporating air
vents as well as our own HEPA
filter* unit with integrated dimmable
LED lamp. It can be mounted overan operating table in the samemanner as in a conventional
operating room.

Features

Prefilter

Removes bacteria.
Intake vent

HEPA
filter* Fan operation is continued for a specific period of time after sputum
collection.

** A state in which pressure is lower than the surroundings
Negative pressure** is maintained
within the booth to ensure that nobacteria leaves the booth.

Feature* High-efficiency particulate air filter** Detailed examination of cardiac function through insertion of a slim tube-likecatheter and measurement of blood pressure and cardiac output of each
intracardiac site. Various other treatments can be performed through thiscatheter.

INF Series: Infection control unit
The unit is able to simultaneously complete both air purificationand 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: INF-101

Medical Facilities● It is possible to provide vertical laminar flow through thescreen-mesh blowing unit incorporating a dimmable LED
lamp for improved surgical environment in a hybrid operating
room (cleanliness, illuminance).

■ Infection control unit: INF-201*

Features

Hybrid operating room with HEPA
filter unit featuring built-in
dimmable LED lamp

● Does not require major renovation.
● Compact size that takes up little floor space● Quiet, producing less than 40 dB when the unit is running in
low power mode
● HEPA filters purify circulated and exhaust air.

* The installation of INF-201 requires only the opening of existing windows anddoes not require installation of an exhaust duct.

BCC-P: Immunocompromised patient room
These rooms have been designed to protect patients withweakened immune systems due to, for example, hematopoietic
stem cell transplant (bone-marrow transplant) or acuteleukaemia, from pathogens. We have successfully created sterile
environments in rooms that appear almost identical to typicalpatient rooms. The rooms have been designed with consideration
given to comfort for patients and accessibility for healthcare
practitioners.
■ Vertical Laminar Flow immunocompromised

patient room

Features● These rooms are Sterile Room Administration Fee 1* facilities according to
the government’s revised fee schedule for medical services issued in 2012.
● The rooms are equipped with a vertical laminar flow system that makes
use of a screen-mesh blowing unit incorporating a dimmable LED lamp.
This design is able to maintain positive pressure** compared to its
surrounding rooms and prevent the entrance of pathogens.

■ Diagram of Vertical Laminar Flow
Screen mesh has been used for the vent. Built-in HEPA filters anddimmable LED lamp

Entrance/exit

Air conditioner

Access door** A state in which pressure ishigher than the surroundings

Screeningroom

Intake unit

DA I - DA N R E P O R T 2 015* Under the 2012 revision of

medical treatment fees by the
Ministry of Health, Labour andWelfare, this standard has been
adopted in response to theinitiative to address nosocomial
infection measures to enhance
the assessment of preventive
measures against hospital
infections.

Clean unit

Positive pressure ismaintained within the room.

23

Chepas: Clean Humidification Element Passing Air System

Intake unit

In recent years, the vapor humidification method has become
popular for humidification in many air conditioning systems.
This approach requires less installation space and is moreenergy-efficient than the steam humidification method. On theother hand, the drawbacks of the vapor humidification method
include bacteria propagation and the generation of odors when
maintenance is lacking. Our Chepas product uses slightly
acidic electrolytic water to solve the hygiene side issues
associated with vaporizing humidifiers.
The Chepas unit sterilizes by adding slightly acidic
electrolytic water to the humidification element. This water isnontoxic and is used for hand washing in hospitals and for foodsterilization. This product contributes to hygienic environments
in both medical and food-processing facilities.

■ Front view

Features● Controls outbreaks of bacteria
and objectionable odors in themain units and drain pans ofhumidifiers.
● Clean air is supplied to rooms.

■ Diagram of Chepas operation
Electrolytic water
Water
supplyElectrolytic
water unit

Tank

Pump

Water

Fresh air/
Return air

Air conditioner

Vaporizing humidifier

DA I - DA N R E P O R T 2 015

24

Automobile and Machinery Manufacturers

Various Facilities

Improving the work environment and energy efficiency

Improving comfort and energy efficiency

Optismart: Heat source optimum operating support system■ Conventional operations based on human judgment
5:00

6:00

7:00

8:00

Features● Improved efficiency for large-scale heat source● Reduced environmental impact through energy efficient
operation● Standardization of operational pattern based on objective
conclusions● Optimized gas consumption level● Improved efficiency of operational management work

5:00

6:00

7:00

8:00

9:00 10:00 11:00 12:00■ Sample visualization screen■ Diagram of Flow Smart

Turbo-powered chiller 2
Heat pump
Thermal energy storage tank“0”

Conventional system

Ｆ

Ｐ
Secondary pump+0-

Bypass airflow

INV

Airflow gauge
Ｆ

INV■ Diagram of Econo Spot
Air supply duct

Constant
flow rate

Water supply pipe

Generates
a fine mist

Mist nozzle(cooling air)

● An efficient, environmentally friendly system● Cooling sensation provided by nozzle sprayed water mist
and air● Reduced installation and running costs● Water mist is regulated by monitoring of room humidity
and temperature● Can be easily relocated for repositioned production lines

Air conditioner

Secondary pump

Econo Spot: Spot air conditioning system used together with fine mist

Features

Flow Smart system

bypassairflow

Air conditioner

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.

Spot air conditioning

Nozzle height:
3m

Air diffuser
空調吹出口

A cooling sensation from air movement andcooling mist provides comfort!
Mist evaporative cooling for a work area
→Because the temperature setting of spot
air conditioning can be increased,
less energy is consumed.

Spot air conditioning(conventional system)

Econo Spot

Automobile and Machinery Manufacturers / Various Facilities

Unnecessary
operation

Heat pump
Thermal energy storage tankFlow Smart is a system that reduces the cost of operating afacility by introducing inverter control of pumps for refrigeration
units. Conventionally, these pumps have been operated at aconstant speed. Flow Smart regulates so that no airflow goes
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.
Through this technology, Dai-Dan provides comfortable living
and working spaces and also contributes to the conservation of
the environment.

* Displays of information, ads and the like on devices such as monitors and lamps

Gas-driven chiller
Absorption-type chiller
Turbo-powered chiller 1

Turbo-powered chiller 2

The Energy Consumption Visualization System we offer
displays the consumption of renewable energy by building
facilities. We can relay this information to building users in realtime through digital signage* and the like. In addition, building
users can confirm the amount of CO2 emissions and thebuilding’s energy efficiency from any location through the cloud(accessible via the web).

■ Operation calculated by Optismart system

9:00 10:00 11:00 12:00

Gas-driven chiller
Absorption-type chiller
Turbo-powered chiller 1

Flow Smart: Flow control system for pumps in refrigeration units
Dai-Dan’s Developmental Technologies

Optismart is a system that provides heat source system operatorswith signals indicating the ideal time to turn on or shut down asystem’s various heat sources based on computer simulations.
This enables the heat source system operator to operate the heatsource equipment in a way that provides the optimum
combination of heat sources. Our Optismart system also has asimulation function that enables calculation of estimated annual
operating costs of heat source equipment.

Energy Consumption Visualization System

Mist

Features
Refrigeration unit

● Highly scalable
Supports open systems and is designed for interoperation
with other systems.
● Accessible via the cloud
Allows for management of CO2 emissions and energy
consumption from anywhere in the world.
● Customizable screen
Unique display screens can be created via web browser.

Variable
flow rate

Cooling
tower

Constant flow rate

Refrigeration
unit

INV

Variable
flow rate INV

Cooling
tower
Flow Smartcontroller

Features● Bypass airflow control technology developed by Dai-Dan● Reduces energy consumption of water and coolant pumps inrefrigeration units● High energy saving performance, proven by strong demand

Temperature ofwork area is loweredby 3 to 4 degrees.

Open Degasifier: Prevents corrosion of copper hot water supply pipes
Oil mist countermeasure technology
In machine shops, 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.
We currently offer solutions to provide effective ventilation
using airflow simulation technology. We then verify the design
and installation with precision.

■ Results of airflow simulation for monitoring oil mist
Horizontal cross-sectional view of distribution of oil mist concentration
at 1,000 mm above floor of machine shop

BeforeAfter

5m

Oil mist concentration
←Low

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DA I - DA N R E P O R T 2 015

Factory productionlines (white areas)High→

UACJ Corporation (formerly Sumitomo Light
Metal Industries, Ltd.) and Dai-Dan jointly
developed an open degasifier to reduce thecorrosion of central copper hot water supply
pipes*.
The device, which is connected to copper
hot water supply piping, atomizes the hotwater internally in order to extract and remove
any residual chlorine, dissolved oxygen, freecarbonates, and other corrosive elementsthat might be present. Atomizing the hotwater increases the surface area of the waterthat is in contact with air, increasing theefficiency of extraction.

■ Diagram of open degasifier
Open degasifier
Exhaust pipe

Dissolved
gas

Boiler andhot water tank
Air supply pipeＰ

Hot water
supply pipeＰ

Water supply pipe

Features● Reduces residual chlorine, dissolved
oxygen and free carbonates.
● Enables ample hot water pressureand volume.
● Easy installation● Daily maintenance is not required.
■ Hot water before and after degassing

Hot water return pipe

* Hot water supply system with a hot water return pipe and a
hot water supply circulation pump is known as a central hot
water supply system. The return pipe is made of copper.

BeforeAfter

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26

Exceeding customer expectations withknowledge, experience and autonomy

Focus on Technical Development
Creating value for our customers through validation andverification of experiments supporting fieldwork

Dai-Dan’s Developmental Technologies

The Technical Research Laboratory models its R&D
on the following three policies in order to create
positive environments for people, property andthe planet.
1

Clean & Dry Experiment Room

Ensuring quality through primaryresearch

2

Developing technologies that create
greater value

3

Developing innovations that extend
beyond building services

Focus on Technical Development

This facility enables us to perform experiments on energy efficiency forclean rooms and low dew point rooms. It also allows us to carry out
commissioned experiments in environments that simulate our customers’
production environments.

Experimental Plant Cultivation Room

Dai-Dan’s
Practical Competence
The building facilities we deal with are mainly dissimilar, which requires us to employ flexibility andcreativity when challenged with accommodating a variety of building structures, usage patterns andcustomer 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 practicalcompetence in the field.

Chemical Experiment RoomIntroducing Our Installations
Installation
Project

Installation
Project

1

We conduct research on plant cultivation and promote technologies
used in the systems employed in plant cultivation facilities.

Large Experiment RoomOur research and development benefits from the chemical ingredientanalysis technology we have cultivated over the years. We can conduct
environmental analyses on gases and fluids using high-precision analytical
apparatuses.

Sound Experiment Room

2

Drug Preparation (Kanto) Factory
Sawai Pharmaceutical Co., Ltd.

New K-1 Building, Nichia Corporation

Greater Ability to Provide
Design Solutions and Installation Expertise
Ongoing Improvement ofSite Management Methods
This large space can be used to carry out multipurpose experiments. It
was designed to accommodate various heat source connections andelectrical wiring modifications, ensuring this facility is well prepared for awide variety of experimental environments.

27

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This sound experiment room is designed for noise experiments on thesound generated by air conditioners. It is equipped with a silent air
blowing apparatus used for research on ventilation noise.

Application of the Meister System andEstablishment of Partnerships
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28

Installation
Project

1

Drug Preparation (Kanto) Factory
Sawai Pharmaceutical Co., Ltd.

Commentofthe customer

Dai-Dan’s quick action is greatly appreciated.

We feel that choosing modular chillers as the cold/heat source was the right decision because that ensured us numerous
backup units that can keep production lines up and running. There was trouble in the beginning with unstable cooling watertemperatures and uncertainties over humidity control, but after several adjustments, everything started running perfectly. We
learned a lot about managing validation documents and other things in this project.
We are grateful for the way that Dai-Dan was thorough and quick.
Toshio Sugawara

Leader, Facility Control Section, Administration Department, Kanto Factory
Sawai Pharmaceutical Co., Ltd.

Dai-Dan’s Practical Competence

Air conditioning overview and energy-saving technologies

High-temperature
heat source

Factory: Compact gas-fired, once-through boiler × 8
Plate-type heat exchanger × 2

Monitoring system

Part 11* compliant paperless recorder

Introducing Our Installations

Generic drugs that have the same formulation and effect as brand name drugs are expected to spread as away to lower healthcare costs. So, to increase production capacity and ensure a stable supply of high quality
drugs ahead of potential spikes in demand, Sawai Pharmaceutical Co., Ltd. built a drug preparation factoryat their Kanto Factory and started production operations in March 2013. Dai-Dan installed the new factory’s
air conditioning system under contract from the builder, Taisei Corporation. That project is introduced here.

Cold/Heat sources

Factory air conditioning system:
Air-cooled modular chiller × 32
Factory production system: Air-cooled modular chiller × 8
Administration Bldg. air conditioning system:
Air-cooled modular chiller × 3

Pump unit for air conditioning machine room

Factory overview (As of March 31, 2015)
Location

Mobara, Chiba Prefecture

Operations

Production of solid pharmaceuticalpreparations for ingestion

Total floor space

24,551 m2

Construction

Steel frame aseismic construction
Administration & Quality
Management Bldg.: 3 stories
Factory Bldg.: 5 stories

Production capacity(Kanto Factory)

3.5 billion pills/year(Sawai Pharmaceutical)

10 billion pills/year

Factory features
1. Built to increase production capacity
The factory is currently capable of turning out 3.5 billion pills a year,
but can increase turnout to 4 billion to address any future increases
in demand.

2. Risk diffusion promoted amongst factories
Risk diffusion mechanisms are being built so that existing factories
can supplement production for one another. Moreover, the newfactory has an aseismic design, redundant power supplies and otherdisaster preparation features.

3. High quality and high productivity
The factory is designed to ensure Japan’s GMP (Good Manufacturing
Practices).

4. Environment-friendly
The factory is environment-friendly in many ways, which incudes
energy-efficient facilities and equipment, LED lighting for utilities,
green tracts on the premises, and more.

Through ducts and pipes installed in outer wall early
into construction

Commentof the field
representative

Equipment being lowered into place during
construction* Regulation of the U.S. Food & Drug Administration (FDA).
Specifies the electronic data and signature required to apply
for permission to sell medicines and foods.

Careful attention was given to working fast andadjusting room pressure.

This project regarded one of the largest and representative pharmaceutical factories in Japan. With no time to spare, we
examined various ways to reduce labor, which we then used cautiously so as not to create delays. During the day, construction
work was done and equipment was transported to the site, installed and connected, while at night,
room pressure and the pressure differences between rooms were adjusted. Given that there weremore than 200 production rooms with six different pressure levels, we were at it every night for
two-and-a-half months during the test-run and adjustment phase making sure that pressure
differences were just right.
It was a very challenging project, but the fact that we were able to complete work without any
major accidents owes greatly to the customer, the construction company staff and our
subcontractors. Another reason for our success was the internal operating system we built beyond
the barriers of divisions and branches. I am very grateful to everyone.
Takahiko Shimaoka

Manager of Engineering Division 2, Engineering Department 2, Tokyo Head Office29

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30

Installation
Project

2

New K-1 Building, Nichia Corporation
Specialinstallation
efforts
空調設備の概要
・省力化工法● Analysis by airflow simulation● Riser unit installation

Before installing clean room air systems, indoor airflow simulations
were done to pinpoint the required air conditioning and ventilation
performance levels. The temperature, airflow direction and speed,
and ventilation cycle distributions that were obtained from thatwere analyzed to determine the best location for air blow andintake ports, and other matters that would ensure the requiredindoor environment.

In consideration of work safety and the shorter installation time
it promised, it was decided to install the wide diameter risers asa preassembled unit. As such, the pipes were assembled firstat the factory and secondarily in the work yard at the site, thentransported to the installation site and erected in place. This
process greatly reduced the amount of on-site work.
Also, because riser pipes were used, a great deal ofattention went into improving quality and ensuring work safety.
Dai-Dan’s Practical Competence
Introducing Our Installations

Simulated view ofroom airflows

Riser unit in place

Nichia Corporation is a leading company that manufactures and sells LEDs. They recently built a new
semiconductor factory on the grounds of their Tokushima headquarters to increase their capacity to produce
LEDs. Dai-Dan installed the new factory’s air conditioning system under contract from the builder, Takenaka
Corporation. That project is introduced here.
Planar and cross-sectional views of room temperature distribution

Factory overview

Factory features

Location

Anan, Tokushima Prefecture● Indoor environmental management, removalof chemical contaminants, etc.

Operations

Manufacture of phosphors, LEDs andother semiconductors

Total
floor space

33,670 m2

Construction

Steel frame construction
8 stories above groundIn their technological pursuits of luminescent materials, Nichia
Corporation announced the blue LED to the surprise of theworld in 1993. From that point forward, they have greatly
expanded the field of LED application by developing a white
LED and a slew of nitride LED products from ultraviolet toyellow. They also have developed a variety of manufacturing
technologies for general-purpose LEDs of good color
rendering, high efficiency and long service-life, and a widelineup of customized LED lighting in various color gradations
and light distributions.
Dai-Dan helped to build the clean rooms where these highquality products are made, by providing indoor environmental
control technology. This included technology used to manage
clean factor by removing chemical contaminants, andtemperature and humidity management against room load
fluctuations.

Commentof theproject leader

We put every ounce of effort into providing the best system.

Because we were dealing with a semiconductor factory, the concepts we had to work with for the new K-1 Building included
a clean room-level clean factor, temperature and humidity management, stable operation of heat sources, energy efficiency byutilizing the waste heat of double-bundle condenser type chillers, and stable utility supply, but the greatest challenge was inbuilding a system that was expandable and could accommodate future production line changes, all the while fitting in the space
above the ceiling. We came up with a system that provided more-than-adequate flexibility against future changes by installing
slim clean fan coil units that projected no lower than ceiling beams and thus secured space below the beams, and adopting
flexible ducts between the fan coil units and air blow ports.
Another major component of the Nichia project was that this equipment did not evolve as aunilateral proposal by any one company but resulted from the collaborative atmosphere that was
created by Nichia, Takenaka and Dai-Dan. Within Dai-Dan, it was an all-out effort that garneredsupport from our Industrial Facilities Development Department and drew from our various fields ofexpertise. As we undertake new projects, I want to find ways for our technological expertise to help
customers grow their business.
In closing, I wish to thank everyone at Nichia, Takenaka, Dai-Dan, and our subcontractors,
manufacturers and dealerships for each the part they played in bringing this project to completion
without any trouble or accidents.
Shuichi Okawa

Manager of Engineering Division 1, Engineering Department, Shikoku Branch

Production room (Clean room)

31

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32

Greater Ability to Provide Design Solutions
and Installation Expertise
Sharing and utilizing the enhanced value generated by our on-site expertise● Case study presentations to spread expertise and integrity throughout Dai-Dan
the Osaka Head Office for its case study on “Upgrading cool andwarm water vertical pipes without stopping the fan coil unit.”
The case studies recognized at the presentation are shared ateach office and site and utilized as excellent achievements suitablefor internal training purposes. Through this initiative, we expect toenhance our employees’ skills and improve Dai-Dan’s technology
as well as our safety management and quality control.

Kohei Naka

Deputy Manager of Engineering Division 3, Renovation Department, Osaka Head Office33

DA I - DA N R E P O R T 2 015

and industrial accidents● Energy consumption visualization system withdemand 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

We launched a new personnel system in April 2014 intended tosupport appropriate evaluation and job promotion of 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 position of section manager or department manager in the
management division.
These engineers can choose the desired approach in either
the management section or in field specialization; a promotion
track (GPM or PM) is provided for field specialization.
After the Technical Master (TM) position was established in
April 2015 as a posting for field specialist engineers ranked below
section manager, we reviewed our employee appointment

Greater Ability to Provide Design Solutions and Installation Expertise

Considering all the excellent cases of improved installation efficiency, design and technology improvements, cost
reductions, and enhanced work supervision throughout Japan, I feel extremely honored to have been selected for
the Chairman’s Award at the Seventh Case Study Presentation.
My case study — which involved the unique situation of undertaking repair work in an existing building thatremained occupied — presented an approach to satisfying customer demands and demonstrating installation
efficiency and the ability to reduce costs.
The content of my case was not in itself particularly difficult, but I took past cases into account and exhibited
sufficient familiarity with the systems in the building in question. I combined both my experience and my expertiseas a Dai-Dan engineer.
I advocated a customer-first policy and, as a result, I received a high evaluation. Perhaps that’s why I was
selected for the Chairman’s Award. I intend to pursue courses through continuing education in order to flexibly
respond to a greater variety of customer demands as a Dai-Dan engineer.

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 a document of his or
her experiences, a sense of commonality is achieved and the personal
experience contributes to our company’s technical capabilities. These
examples of expertise and ingenuity are incorporated into the Technical
Reports, which are made available to all engineers.

● Causes of and countermeasures for quality incidents● New personnel system launched to review appointments of field specialist engineers

Comment of the winner of the Chairman’s Award● Technical Reports

Major topics of sessions held
throughout the previous year

Training engineers and passing on skills applicable to work in the field

Award recipientsV OICEThe Technology Information Hour takes place after workthrough our teleconference system to provide opportunities forsales, 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 wasstarted five-and-a-half years ago; as of this writing, 148sessions have been broadcast to a total of 11,718 participants.
Topic selection and session leadership are undertaken byengineering staff of the Technical Development Division, theTechnical Research Laboratory and the Industrial Facilities
Department. In addition, external lecturers present some talks
in these sessions, and study group meetings are held at each
office. Sessions are recorded and distributed to those who areunable to attend the sessions due to work-related reasons, inorder to provide greater opportunities for self-education.

Dai-Dan’s Practical Competence

In November 2014 we held the Seventh Case Study Presentation.
This event gives our employees an opportunity to present theachievements they have made through expertise and integrity inthe course of their day-to-day work. Awards are also presented.
The presentations are broadcast live via our teleconference
system to allow all employees across the country to participate.
These case studies typically address topics such as
improvement of conventional installation methods; efficiency
improvements through adoption of new installation methods andequipment; energy-efficient and environment-friendly design;learning from past shortcomings; cost reduction; and examples ofimproved safety and quality management methods. Among the
166 case studies, 42 passed the first assessment, with 25 passing
the second assessment to receive the following awards: one
Chairman’s Award, two President’s Awards, two Head ofTechnical Construction Division Awards, five Outstanding
Performance Awards, ten Good Effort Awards, and five
Encouragement Awards (resulting in 16 awards to groups and nine
awards to individuals). The recipients were presented with award
certificates.
The Chairman’s Award, the highest award, was presented to● Technology Information Hoursystem. In August 2015, we made appointments of 5 GPMs, 33
PMs and 23 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 tocultivate 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 personnel system, we are helping to ensurethat the skills of outstanding engineers in charge of installation
will be passed on.

Flexible assignment and capitalization of skilled personnel throughunderstanding of specialized installation skills● 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, organized by area ofspecialization, does not rank our engineers in any way, but
accurately determines the areas with which an individual isfamiliar or has installation experience. Its aim is to place theright engineer in the right post in order to create the ideal
installation system.
Our Committee for Living in the New Era, which reviews

personnel assignments to avoid stereotyping, prepared theEngineer Ranking Chart in December 2011 and updated it as ofJuly fiscal 2014 according to the area of specialization ofcurrent technical employees (810 in installation divisions and
192 in development 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 for systematic staff assignment, will enable us to pass
on skills to future employees.

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34

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

V OICE

While the strong showing of Dai-Dan’s female employees is
attracting attention, many are active on our front lines in thefield. We intend to further strengthen female recruitment in the
future in addition to revitalizing our organization by creating anappealing work environment for women.

Skills of our female employees in the field“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
dangers from potential hazards and harmful characteristics in all work activities and continuously improve and enhance
the health and safety of our workplace.
❷ We promote cooperation among offices, work-sites, associate companies, with good communication and participation in
health and safety activities, and defining each role independently.
❸ We observe work-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 theirhealth.
❹ We educate all people working for DAI-DAN in our policies for health and safety and also disclose them to the public.

Safety results
0.7

Target0.65

0.6

Akiko Tsuruta

Severity rate (severity of accidents)

0.3
0.2

0.23

0.26

Workdays lost

0.25

0.23

0.20

0.23

0.1
0.0

Frequency
rate

Severityrate

Ongoing Improvement of Site Management Methods
Continuously improving health and safety initiatives with the goalof eradicating industrial accidents● Workplace health and safety management system (COHSMS* compliant)

35

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through an assessment of past results. Under this plan, each officethen formulates and implements an Office Health and Safety
Management Plan that includes its respective priority goals. Eachworksite also develops Installation Management Targets (safety,
quality and environmental) outlining specific hazardous and harmful
factors with respect to each project. They are implemented withappropriate revisions to accommodate the progress of the project.
We evaluate the enforcement of these Health and Safety
Management Plans, including the health and safety audits and patrolsthat are regularly conducted by our offices and headquarters. We are
maintaining and anchoring the system as we continue to revise andimprove it.

0.02

0.02

0.02 0.02

FY2010Recognizing that ensuring health and safety is clearly one of our social
obligations 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
facility sites**, worksites, and subcontractors. We continuously
endeavor to remove or reduce potential hazards and minimize theharm of workplace accidents as we strive to maintain and enhance
health; promote the creation of more comfortable work environments;
and ultimately improve health and safety standards.
More specifically, each year our headquarters formulates a
Company-wide Health and Safety Management Plan. The plan isbased on Our Policy for Health and Safety developed by our president
and incorporates quantitative and priority goals after they are revised

Total work hours × 1,000,000

0.46

0.4

Deputy Manager of Engineering Division 1
Engineering Department 3
Nagoya Branch

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

ResultOngoing Improvement of Site Management Methods

very much appreciated by my counterparts at the other companies
and by the joint venture employees. In the end, all my colleagues
said they wanted to work together again. Even now, whenever I
encounter hardships, I remember this encouraging experience.
I never thought that I was the only woman who could haveprovided such meticulous attention to detail. But because many
women were employed as nurses at the hospital, I was able tounderstand their requests. Because of this, I have very happy
memories of the words of direct thanks that I still treasure.
When I joined the company, I had to deal with the negative
image of the construction business, particularly the “scary jobsite”
image that tends to cause women to avoid sitework. However, nowthat I have been engaged in many on-site projects as an engineer, it
can be said that both men and women in this industry can play anactive role with confidence.
If you have the courage to enter this industry, I think that you will
gain a sense of accomplishment
and experience joy that is hard toemulate elsewhere. I encourage
everyone who is interested but
hesitant to please take every
opportunity to step into thisindustry without hesitation.

Health and Safety Philosophy

Dai-Dan’s Practical Competence

I sought to join the building facilities industry in order to make use of
the university research I undertook in the area of facility energy
efficiency. When I was looking for work, I considered humanrelations to be almost as important as the nature of the work itself.
This proved to be the decisive factor when I chose to accept
Dai-Dan’s offer, largely because of the personality of the employees
and the welcoming atmosphere.
I now work as a field representative for machinery installations.
The most impressive project I have been involved in so far is theextension and alteration of the emergency and critical care center ofa municipal hospital in Gifu.
Because my first project was as a field representative for a joint
venture project, I started as an inexperienced employee doing
everything for the first time. I managed to complete the projecton-site somehow by relying heavily on those around me.
This was my first experience being in charge of hospital facilities
or participating in medical gas fitting. Importantly, during repair ofthe existing medical gas system, it was necessary to formulate an
installation plan using portable apparatuses and temporary tanks inorder to avoid affecting patients should the medical gas supply beinterrupted during the medical gas switchover. I conductedinterviews and field research many times and took all possible
measures to ensure everything went according to plan.
With the cooperation of hospital staff, I was able to complete theswitchover and restoration safely on the scheduled day. I felt
strongly that I was responsible for the lives of the patients, and I was
keenly aware that no mistakes could be permitted. I also gained
valuable experience on this project.
I was able to gradually establish a relationship of mutual trustwith our customers through repeated trial and error. My work was

Our Policies for Health and Safety

Frequency
rate

Severityrate

FY2011Frequency
rate

FY20120.08

0.06

Severityrate

Total work hours × 1,0000.23

0.02 0.02

0.02
Frequency
rate

Severityrate

FY2013Frequency
rate

Severityrate

FY2014* The abbreviation for the Construction Occupational Health and Safety Management System, which is based on the Guidelines on Occupational Health and
Safety Management Systems announced by the Minister of Health, Labour and Welfare. COHSMS outlines the health and safety management system required
to accommodate the specific characteristics of the construction industry.
** Facilities such as our head offices and branches● Initiatives for fiscal 2014
In fiscal 2014, we experienced 36 industrial accidents, for a
0.46 frequency rate and 0.02 severity rate. The main accidents
were those involving falling from height, which arose from useof prefabricated and portable scaffoldings; and accidents
involving tripping and falling resulting from impractical working
methods during water tank panel assembly. New employees
and those with around five years of work experienceaccounted for more than 40% of the accidents.
We have identified the following focal points and are striving
to achieve company-wide improvements during this fiscal
year.

(1) Instruction in basic actions to be taken when working at height
as well as basic rules and implementation of training(2) Provision of health and safety training for new or less-experienced
employees(3) Company-wide implementation of finger-pointing and calling aswell as risk identification for each worker

TargetReduction of workplace accidents

Priority items• Prevention of accidents involving falls• Prevention of accidents involving pinching and entanglement• Adoption of “finger-pointing and calling” as well as risk
identification for each worker

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● Industrial Injury Prevention Rally

Application of the Meister System and Establishment ofPartnerships 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 2,700 people participated in the 2015 rallies,
including the chairman, president, executive officers, ouremployees, and employees of our subcontractors. Certificateswere presented to worksites, individuals, and groups who
promoted outstanding health and safety initiatives.
Each of the venues delivered safety lectures, presentedcase studies on the introduction of safety initiatives at theirworksites, and renewed their commitment to safe operations.

Maintaining quality assurance through strong partnerships with our subcontractors
Fiscal 2015
Industrial Injury
Prevention Rally

We undertake safety inspections and health andsafety education through cooperation with the
Health and Safety Association of our subcontractors
in our effort to enhance health and safety standards.

Routine inspection

Using information technology to increase efficiency of fieldwork and improve installation quality● Initiatives incorporating tablets

Meister Approval Ceremony
The 4th Meister Approval Ceremony was held in October 2014.
999 foremen serving at Dai-Dan sites were designatedhigh-level foremen, 48 of whom were named excellent foremen
following thorough assessments by each office. Furthermore,
the eight best foremen were certified as Meisters. Each Meister
was presented with a certificate, Meister helmet and atestimonial shield.
So far, a total of 23 Meisters have been approved: fiveelectrical workers, nine plumbers, six duct installers, one
refrigerant piper, and two insulation workers by trade.
Tablet case study conference■ Cloud services

Cloud services* Tablets and other devices can access data

in a cloud-based data storage service
through an Internet connection. Email,software and other data typically stored ona PC can now be stored on the network.

Meister Approval Ceremony

37

DA I - DA N R E P O R T 2 015

V OI CE

Comment of a MeisterThanks to the training provided by my peers and many more senior
employees, I was recently recognized as a Meister.
In my earliest years when I was just starting out as anelectrician, I was told “You must ‘steal’ the skills you seek,” and I
spent my days merely moving tools and materials. I thought about
what I had to do to smoothly drive the operation forward, and I
immersed myself in the work while always having questions.
Eventually, I became a foreman, and I was committed toproviding safer and higher quality electrical work by seeking out
hidden malfunctions that cannot normally be uncovered except
through fieldwork. I employed my judgment, knowledge, andexperience as well as my five senses.
In the future, I will be required to manage fieldwork as an
assistant to a supervisor while training the personnel who willserve as the next generation. After having understood all aspects
of installation work, I will make an effort to push forward withfieldwork by positively communicating with other workers as well.
The younger workers, for their part, should understand the
purpose and significance of every process related to their work. I
will continue to convey theimportance of performing alltasks oneself and adopting
repeated improvements.

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

Morning meeting

We began implementing the Dai-Dan Meister System in 2011
with the objective of providing excellent foremen for our
subcontractors to support out 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 high degreeof 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 registeredessential technicians. In addition, we decided to pay cash
rewards for Meisters and excellent foremen for their fieldwork.
In July 2015, commendations and excellent foremen
rewards were presented to 92 certified foremen from 44
companies as well as 78 Meisters.

Dai-Dan’s Practical Competence

Revision of the system● Safety inspections and health and safety education

In April 2014, tablets were introduced company-wide
and many technical staff are now using the tablets
regularly.
By using the cloud* to store information,
everyone can share technical data such as safety
data, installation plans, and installation procedures
and specifications. This enables workers to continue
enjoying work mobility while using the tablet as animportant tool to perform work on schedule because
it promotes fast and accurate communication.
Drawings and meeting documents that wereconventionally printed on paper are now digitized foreasy access and editing on tablets. This approach
can also be considered an environmental initiative.
We are now working to firmly establish andfurther effectively utilize tablets for field applications.
We are also employing them for horizontal businessnetworks by introducing usage examples throughvideoconferencing and are working to increase thenumber of ways tablets can be used effectively. Thisis an urgent challenge and is accompanied by aneffort to continuously examine the effectiveness oftablet use. We intend to address ways to increase
work efficiency and improve installation quality by
utilizing tablets in more innovative ways.

● Dai-Dan Meister System

Kazumasa Yoshida
Fukuokadenko Co., Ltd.

● Dai-Dan’s network of subcontractors
In the business environment surrounding the building installation
service industry, large regional differences exist in the availabilityof personnel, and the situation can be considered unstable.
Under these circumstances, we have taken steps to establish anationwide network of subcontractors that extends beyond thescope of individual offices. It is capable of dispatching workers
from around the country to offices where a lack of workers is
expected. In future, we will effectively utilize this network tosecure an installation system at each site; at the same time, wewill increase opportunities to improve the skills of our
subcontractors. We will continue to provide our customers withsafe and high-quality building installation services.

DA I - DA N R E P O R T 2 015

38

FY2014 CSR Performance and FY2015 Targets
In order to enable continued improvement of our CSR activities, we set targets for each fiscal year and complete the PDCA cycle accordingly.
In this report, the FY2014 performance and the FY2015 targets are summarized according to the seven core subjects of ISO 26000*.

Self evaluation

Target achieved

Target not achieved

Fair andTransparent
Business
Practices

Community
involvement anddevelopment

ConsumerissuesFair operating
practices

FY2015 targets

The
environment

Self
evaluation

Labor
practices

FY2014 performance

Human rights

Subject

Organizational
governanceCore subjects of ISO 26000
Items

Target/Task

Page

Corporate governance

Build and maintain a system to ensureethical execution of operations

Corporate law internal control system functioned appropriately

Strengthen corporate governance to meet changes in social trends

Compliance(Legal compliance andcorporate ethics)

41

Strengthen the compliance system (conformity with theAnti-Monopoly Act and other relevant laws andregulations) and promote sound corporate management• Group training sessions, briefings, and seminars were held to familiarize
attendees with the importance of compliance with laws and regulations• Issue No. 14 of Compliance News was published to raise awareness

Perform ongoing awareness-raising activities targeting compliance andenforce compliance with the Anti-Monopoly Act and other relevant laws
and regulations in our business activities

43• Emergency drills were conducted
Risk management
was strengthened to enhance safety confirmation(Improving the business Instill and entrench the business continuity • Training
services (by email, with a 100% response rate)
plan (BCP) within the company
environment)• IT-BCP (Business Continuity Plan Encompassing Information• Conduct emergency drills• Consider extending the safety confirmation system to include
subcontractors in the office45

Disclosure (Proactive andDisclose information appropriately andtimely disclosure of information) in a timely manner

Proactively disclose information

46• Protective equipment was distributed to employees

Technology) was formulated

Complied with laws and regulations and swiftly disclosed
information
Number of solutions that leverage Dai-Dan
Propose technology adopted
Plan
Design CO2 emission reduction through design solutions
CO2 emission reduction through adopted solutions

Environmental
Contribution

Environmental
management system

Achieve environmental management
system plan targets* Refer to page 48 for FY2014 environmental
targets and results.

Installation

Promoted sustainable procurement
Promoted sorting and recycling of industrial waste
Adopted laminate ducts
Removed thermal insulation of drainpipes

Achieve environmental management system plan targets* Refer to page 48 for FY2015 environmental targets.

47

Energy consumption
Officeinitiatives Copy paper usage
Introduced hybrid vehicles

Meeting
Customer
Expectations

Quality management
systemAchieve quality management system
plan targets

Achieve quality management system plan targets

51

Initiatives with
subcontractors• Maintained quality assurance in the field• Increased technical expertise of engineers and passed onthese skills• Reduced quality issues

Continue the activities of the sectional
committee

Implemented the activities of the sectional committee

Continue the activities of the previous fiscal year

53

Respect for human rights

Continue initiatives to raise awarenessof human rights

Raised awareness through new employee training session

Continue initiatives to raise awareness of human rights

Check and review the effectiveness of
the Dai-Dan Mentor System

Under the Dai-Dan Mentor System, expanded the training periodwith mentors to three years

Confirm and review the effectiveness of the Dai-Dan Mentor System

Strengthen technical expertise• Published the DAI-DAN Technical Current News• Continued skill development through the CPD system

Continue to strengthen technical expertise

Decreased the percentage of employees working long hours
engaging in face-to-face consultations with a doctor to 68.8%

Achieve a 100% doctor consultation rate for employees working long hours

Human resource
development

Valuing Our
Employees
Working environment
for employees

Meeting Local
Expectations

Dai-Dan’s
Practical
Competence

Follow up on employees working long
hours

54

57

Percentage of employees working long hours (0.3%)

Decrease the percentage of employees working long hours to below 0.3%

Initiatives to address mental healthissues• Conducted mental health seminars• Introduced the seminar into the curriculum for new employee
training and position-specific training• Conducted stress checks for all employees

Continue the activities of the previous fiscal year

Contribution to the constructionindustry• Delivered three lectures at the nationwide meeting of
the Institute of Electrical Installation Engineers of Japan• Delivered nine lectures at meetings of the Society of Heating,
Air-Conditioning and Sanitary Engineers of Japan

Continue the activities of the previous fiscal year

60

Social contribution initiatives Targeted number of activities: more than 440 Dai-Dan’s offices across Japan voluntarily conducted 440 activities

Continue the activities of the previous fiscal year

61

Dissemination oftechnical information toexternal parties

33
34

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

Achieve workplace health and safety
Workplace health andsafety management system management system plan targets• 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

36

Partnerships with
subcontractors

Held the 4th annual Dai-Dan Meister Approval Ceremony

Improve and entrench the Dai-Dan Meister System

38

Sharing of technicalinformation

Share information obtained atworkshops

Firmly establish the Dai-Dan Meister
System* A guide on how businesses can operate in a socially responsible way

39

DA I - DA N R E P O R T 2 015

DA I - DA N R E P O R T 2 015

40

Fair and Transparent
Business Practices

Our corporate governance system

In order to ensure the sustainable creation of corporate value, we seek to improve and strengthen our
corporate governance system in a sustainable manner. In addition, our executive officers and other
employees uphold the highest ethical standards when conducting the corporation’s business.

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 environmentand stronger communities. In justifying the trust placed in us bystakeholders, we intend to maintain our effective management

practices.
Our policy regarding corporate governance is to ensure
important management issues are addressed with sound andtransparent operations and decision-making in addition toensuring thorough compliance.

Board of Directors

Shareholder Meeting
Appoint/dismiss

Appoint/dismiss

Appoint/dismiss

Audit report

ReportAppoint/
dismiss/
supervise

Approve policies/plans

Compliance OfficeCompliance
Committee
Whistle blowing
and consultation

President
ReportAppoint/dismiss/superviseInternal control system

Plan/
draft

Approve policies/plans

Chairman

Corporate
officers
Instruct/supervise

Notify/answerReportAdvise/direct/support

Report on items
concerning management

Affiliate companies

41

DA I - DA N R E P O R T 2 015

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. We continue to revise and improve
this system in the interests of efficiency and fairness.

The Board of Auditors consists of four auditors (two of whom areexternal auditors), and they meet, in principle, prior to Board of
Directors’ meetings. They thoroughly examine subjects discussed
in the Board of Directors’ meetings, attend the meetings in person,and contribute their views as necessary.
Corporate Officers’ 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
General Managers’ Committee meetings are, in principle, held
once a month to ensure that tasks are being executed in an
integrated manner. Management policies and measures are
explained, and the state of business operation of each office andtheir respective issues are discussed, and prompt solutions
sought.

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 2014 assessment concluded that, as at the end of
fiscal 2014, our internal control system for financial reporting iseffective. An independent auditor also provided a similar
opinion.

ReportRaise awareness/confirm

Headquarters/Offices
Internal audit

Legal
Compliance
SupportCommittee

Board of Auditors

Audit report

Instruct/superviseInternal
audit

Executive Committee(Discussion of important matters)

Audit
reportReportAudit

Internal Audit
OfficeConsultation on
important matters

11 directors(including 2 external directors)

Consultation/
report4 auditors(including 2 external auditors)

Accounting
auditors

Appoint

Board ofDirectors

Accounting audit

Audit

ReportBoard ofAuditors

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 groupsubsidiaries, 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.

Fair and Transparent Business Practices

The Board of Directors comprises 11 directors, two of which
are external directors. It convenes monthly and holds special
meetings as necessary. In addition to overseeing business
operations, the board deliberates on important matters related
to corporate management, including subjects discussed in
Executive Committee meetings. The articles of incorporation of
Dai-Dan provide that the Board of Directors should consist of
12 people or less.

■ Corporate governance system

Executive Committee

CSR Activities in Fiscal 2014

Our approach to corporate governance

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 experience and wide-ranging viewpoints in order to
add a broader perspective to the discussions of the Board of
Directors while also strengthening our management’s
monitoring functions.
Our auditors help to ensure sufficient monitoring byimplementing audits by both internal and external auditors andby contributing their own objective questions and views fromtheir neutral positions on the Board of Directors.
We believe that our current system comprising a Board of
Directors and Board of Auditors provides us with capable
corporate governance. Moreover, the application of the
Corporate Governance Code formulated by the Tokyo Stock
Exchange is further strengthening our corporate governanceand creates an opportunity for us to strengthen our corporate
constitution in order to enhance our enterprise value.

Accounting audit

Upholding the Corporate Governance Code
While giving due consideration to the purpose and spirit of the Corporate Governance Code formulated by the Tokyo Stock
Exchange and enforced on June 1, 2015, we are undertaking effective corporate governance to meet our responsibilities toour various stakeholders, including our fiduciary responsibility to our shareholders.
Moreover, we will continue to disclose information and report on our corporate governance initiatives in our “Report on
Corporate Governance.”

DA I - DA N R E P O R T 2 015

42

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

Principles of Action
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.

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

Prevention of insider trading

Dai-Dan established the Compliance Office in April 2014 to help
ensure that our business activities comply with theAnti-Monopoly Act and other relevant laws and regulations. The
Compliance Office is under the direct control of the Chairman
and is independent from the headquarters and offices. In
cooperation with the Compliance Committee, this office plans,
drafts and implements enhancements to the compliancesystem and recurrence prevention measures. In addition, theCompliance Office confirms that the measures implemented
are functioning effectively.
The plans and drafts prepared by the Compliance Office are
implemented with the approval of the Board of Directors
following discussion of their content by the Executive
Committee.

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

Legal Compliance Support Committee
Promoting awareness and practice of compliance

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), by providing a means independent from theregular chain of command, to report such issues. Reports canbe made internally through these systems, but they can also bemade 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 takes the following measures in promoting awarenessand practice of compliance.
Compliance education is provided during new employee
training, position-specific training session, and the training
programs of each office allowing many executives and other
employees to receive compliance training.

■ Internal whistle-blowing and consultation flowchart
Whistle blower

ReportReportExternal pointof contact(Corporate solicitors)

Internal point of contact
ReportNotificationof results

ReportCompliance Committee Secretariat

Compliance Committee

Investigation
Violation of laws and internal regulations
The Compliance Committee Secretariat acts as an internal point of contact.

Compliance Committee
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
2014 the committee met on six occasions.

43

DA I - DA N R E P O R T 2 015● We publish a Compliance News semiannually.
● All executives and other employees carry a Compliance
Card.
● Posters highlighting the importance of compliance areposted in all offices, including field offices: “Fair and open
competition is the foundation of society.”● In April 2012, the Compliance Statutes were developed
for our Japanese consolidated subsidiaries to improvetheir compliance systems.
● Furthermore, contracts signed by subcontractors include
items concerning compliance in order to develop astrong compliance system throughout the supply chain
encompassing installation subcontractors, material
suppliers, and facility equipment suppliers.
● Every April, designated as “Compliance Month” in our
Corporate Code of Ethics, we implement the following
initiatives.
• Distribute a message from management.
• Hold study sessions on
details of our Corporate
Code of Ethics andcompliance with theAnti-Monopoly Act andother relevant laws andregulations; submit
written oaths testifying
to our compliance.
• Present workshops bylawyers in compliancewith the Anti-Monopoly
Act and other relevantlaws and regulations.

In April 2014, we established the Legal Compliance Support
Committee, a professional facility supporting the Compliance
Office. It holds seminars on legal compliance and conducts
awareness-raising activities.

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
Regarding violations of the Anti-Monopoly Act
Under a judgment of the Tokyo District Court, Dai-Dan was
confirmed as violating the Anti-Monopoly Act regarding our
submission of a bid for installation of facilities for the
Hokuriku Shinkansen railway line. Accordingly, on January
14, 2015, we were subject to a 60-day suspension ofbusiness (January 29, 2015, to March 29, 2015) under theterms of the Construction Industry Act concerned withpublic-sector or private-sector construction benefiting from
grants such as subsidies from the Ministry of Land,
Infrastructure, Transport and Tourism for operations
associated with our plumbing business in Japan.
On October 9, 2015, the Japan Fair Trade Commission
issued Dai-Dan a Cease and Desist Order and a Surcharge
Payment Order.
We deeply regret causing distress to our shareholders,customers, and other concerned parties.
Because we view such matters with the utmost
seriousness and address them with sincerity, we took
various steps to strengthen our compliance system andprevent any repeat of such incidents as we disclosed on
April 9, 2014, in the “Notification on formulation ofrecurrence countermeasures regarding alleged violationsof the Anti-Monopoly Act.”In the future, we will strive to prevent a recurrence andwill continue to engage in awareness-raising activities for
executives and employees in an effort to conduct ourbusiness in strict compliance with the Anti-Monopoly Act
and other relevant laws and regulations.

Fair and Transparent Business Practices

The whistle blowing system and consultation system

Registration with J-IRISSCSR Activities in Fiscal 2014

5. Recognize our place in society and strive to contribute.

Standards of Action

Compliance Office

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 2014,
we were granted a total of 11 patents related to clean rooms.
Furthermore, we have been undertaking risk management
initiatives to ensure that we do not infringe on the intellectual
property of other companies.

Initiatives to counter antisocial forces
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
reinforces the need to uphold it. 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.

Compliance poster

DA I - DA N R E P O R T 2 015

44

Risk Management (Improving the Business Environment)
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 the problem(s) and share information.

Initiatives to protect personal information
We recognize that the leakage of personal information is a riskthat has potential to cause a loss of trustworthiness. As such,
we have strengthened our internal systems in order to protect
personal information, and have posted the Personal
Information Protection Policy on our corporate website.
Furthermore, we have 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, Japan will introduce the “My Number
System.” We will therefore comply with the “Act on the Use of
Numbers to Identify a Specific Individual in the Administrative
Procedure” and other relevant laws by taking the necessary
and appropriate safety management measures to prevent
leakage, loss, and unauthorized use of an individual’s number
and personally identifying information. We remain committed toensuring appropriate handling of each individual’s number andother personal data.

Initiatives to strengthen information security
The Information System Usage Guidelines are
made available for viewing by executives andother employees on the corporate intranet.
Additionally, education on the handling ofelectronic information is provided during new
employee and position 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)

In July 2014, we established our BusinessContinuity Plan Encompassing Information
Technology. It lists the specific measuresand procedures required to prevent
malfunctions of our information systems,
early restoration of these systems following
a disaster or other emergency, andcontinuous reliable operation of all our
information systems.

Basic Policy
In addition to conducting drills and reviews, we shall improve the system of directives to be issued
during a disaster or extraordinary malfunction. We shall continue to implement our business
continuity initiatives for our information systems following disasters or other emergencies. We
have established the following items as our basic policy.
❶ We shall implement preventive measures to address any scenario involving a shutdown of
our information systems.
❷ We shall seek to minimize the damage to our managers, employees, and customers.
❸ We shall promptly determine the scope of the systems affected or damaged and apply emergency
measures and restoration protocols to support continuation of our business operations.
❹ We shall seek to gain the capability to respond quickly to disasters and other emergencies
and shall regularly review and improve our Business Continuity Plan Encompassing
Information Technology.

The 86th annual shareholder meeting was held at the Osaka
Head Office on June 26, 2015. We recognize the shareholder
meeting as a valuable venue for communicating with ourshareholders. Business reports are displayed on a large screen
and accompanied by a narrative to give our shareholders aclearer understanding. Additionally, we send out our shareholder
meeting notifications early in order to provide sufficient time forshareholders to consider the reports and matters related toresolutions. Prior to the meeting, we screened a video entitled“Dai-Dan’s Technology” that focused on technologicaldevelopments at our Technical Research Laboratory.

Dai-Dan holds briefing sessions on its financial results twice ayear. Our previous consolidated full-year briefing session washeld on December 10, 2014, and our second-quarter financial
results were presented on June 11, 2015. The sessions
present an overview of financial results, the businessenvironment, and performance prospects as well as the stateof progress of our Mid-Term Management Plan. Furthermore,
we respond appropriately to individual interviews from analysts
and institutional investors.
On July 22, 2015, we held an analyst tour at our TechnicalResearch Laboratory. At that time, we introduced the smart
energy refurbishment of our Technical Research Laboratory
and a model of a next-generation office.

Fair and Transparent Business Practices

Formulation of a Business Continuity Plan Encompassing Information Technology (IT-BCP)

Briefing session on financial results and analyst tour

CSR Activities in Fiscal 2014

Security Handbook

Shareholder meeting

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 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 prepare an English edition of our CSR Reportthat is available on our global website.

Emergency drills to support our business continuity plan (BCP)

Osaka Head Office45

DA I - DA N R E P O R T 2 015

Tokyo Head Office

In September 2015, to coincide with a disaster drill
conducted by Osaka Prefecture, Dai-Dan completed
an emergency drill according to our business
continuity plan at all our workplaces throughout
Japan. By following the action manual (specifying
initial response) for each office, which outlines thedelegation of roles, we completed an earthquake drillthat included first aid, evacuation, safety confirmation,
posting of emergency stockpiles, and verification of
our satellite-phone-based communications system
while incorporating the lessons learned in previous
years’ drills.
We will continue to conduct drills, promote
executive and employee awareness and improve theeffectiveness of our BCP.

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 2 015

46

Environmental
Contribution

FY2014 environmental targets and results/FY2015 environmental targets○: Target achieved

Activities and responsible departments
Proposal,planning,
designing

To help improve the environment,
Dai-Dan implements effective environmental conservation
activities through our Environmental Management System.

70○

More than 70

More than 50,000 tonnes

39,990 tonnes△

More than 50,000 tonnes

CO2 emission reduction through adopted solutions

More than 15,000 tonnes

19,853 tonnes○

More than 20,000 tonnes

More than 60－

1,296 tonnes－－

More than 40%

38.9%

△

More than 40％－

2.7/workplace－

More than 3.5/workplace*

Promotion of recycling Proceeds of sale of recycled materials

More than 80 million yen 82.184 million yen

Energy consumption converted to CO2 emissions
Promotion of sustainable procurement
Installation

Installation
department
Procurement
department

Promotion of sorting of industrial waste Quantity sorted in the field

Environmental Initiatives
Officeactivities

Environmental Management System (ISO 14001)

ISO 14001 registration certificate
For further details on registration, see
the registration list on the website of
the accrediting organization(http://www.jtccm.or.jp/).

Quality and Environmental Management System
President

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 byour company.
2. We strive to enhance the skills of our employees and establish
partnerships with our cooperative companies, to meet with customers’
quality requirements and ensure their satisfaction.

47

DA I - DA N R E P O R T 2 015

More than 30,000 m

25,919 m△

More than 30,000 m2

Removal of thermal insulation of drainpipes

More than 35,000 ｍ

74,173 ｍ○More than 75,000 ｍ

Energy consumption converted to CO2 emissions

Less than 1,800 tonnes

1,745 tonnes○

Less than 1,710 tonnes

Water consumption－

16,754 m3－－

Copy paper usage

Less than 58 tonnes

63.7 tonnes△

Less than 58 tonnes

Introduction of hybrid vehicles

35%

42%

○

45%

Improvement of sorting rate of general waste

－

66.3%

－

－

* Adopted as the target beginning in FY2015.

Quality and environmental auditing and the development of quality and environmental auditors
Quality and environmental auditing

Development of quality and environmental auditors
Our quality and environmental auditors include the following:“central quality and environmental auditors,” who create audit
plans and are responsible for conducting audits; and our “local
office quality and environmental auditors,” who conduct audits
for their respective departments and publish audit reports. To
enhance our quality and environmental auditing, we provide thetraining programs listed on the right.

Audit of Quality andEnvironmental Management

Headquarters/
Business Offices

Quality and Environmental
Management Committee■ Targets and results of CO2 emission reduction through design solutions(tonnes)
100,000
90,000TargetDesignactivities

Development
activities

Installation
activities

Procurement
activities

70,00060,00050,00040,000Result86,25670,000Sales
activities● Overview of ISO 9001 and ISO 14001 requirements● Outline of the quality and environmental management policy, its
attached documents and demonstration audits and creation ofmock audit reports● Investigation of the causes of audit findings and prevention ofrecurrence● Demonstration and evaluation of quality and environmental audit
Training for central quality and environmental auditor (candidates are
selected from staff with more than five years of service):
One training session held in fiscal 2014 (22 participants)
Training for local office quality and environmental auditor (candidates are
selected from staff with more than three years of service):
One teleconference training session held in fiscal 2014 (65 participants)

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 2014, we offered solutions that would have reduced CO2 emissions by 39,990 tonnes, with customers adoptingenergy-efficiency options that saw a total reduction of 19,853 tonnes of CO2.

80,000

Officeactivities

Auditor training

Initiatives to provide energy saving solutions

Head Administrator of Quality
and Environmental Management

Administrator of Quality andEnvironmental Management

3. We are dedicated to developing and providing energy-saving,environmentally friendly technologies. We assess the environmental
impact of building facilities and offer proposals for impact reduction andenergy efficiency.

5. We set objectives and targets for improvement of work quality andenvironmental measures, and we educate our employees thoroughly
about them. We appropriately maintain system operations andcontinuously improve “Our Quality and Environmental Management
Systems” based on results.

Adoption of laminate ducts

In order to check that the quality and environmental
management system, which is the combination of the former
quality and environmental management systems, is properly
operated and maintained, periodic quality and environmental
audits of offices and fields are conducted at least once per year.

Our management principles are as follows: As a comprehensive facility works
company, we always strive to create new value. We always seek to contributetoward the realization of a better global environment and sustainable social
development. As a responsible member of society, we are committed to quality
assurance and environmental impact reduction in our corporate activities. We also
aim to be a vibrant company by gaining customers’ satisfaction and trust.

4. We, as a good corporate citizen, carry out social contribution activities andpositive information disclosure, to enhance communications with society.

More than 83 million yen

2

Environmental ContributionEnvironmental Contribution

Our Policies for Quality Assuranceand Environmental Protection

internal audit is now known as our Quality and Environmental
Audit, which audits both systems concurrently. Furthermore, interms of organizational structure, the supervising bodies for
quality management andenvironmental management
have been consolidated
and operational efficiency is
being facilitated.

○

2

CSR Activities in Fiscal 2014

Dai-Dan has built and implemented the Dai-Dan Environmental
Management System, which is compliant with the ISO 14001
Environmental Management System. In February 2002, alldepartments became ISO 14001 certified and have since
undertaken ongoing resource and energy saving activities.
Our activities include:● Reducing CO2 emissions through development oftechnologies and design solutions● Reducing resource and energy consumption during
installation● Sorting and recycling of waste● Company-wide social contribution activities such as
clean-up days
Furthermore, in 2006 Dai-Dan integrated the administrationof our environmental management system and quality
management system (p. 53). Our quality assurance andenvironmental protection policies have been unified as ourquality and environmental policies. Consequently, our regularAllemployees△: In progress

FY2015 target

CO2 emission reduction through design solutions

Number of solutions that leverage Dai-Dan technology adopted

Sales
department
Designdepartment

FY2014 result Assessment

FY2014 target

Main target or item to be monitored

45,00047,663(tonnes)
25,000Target60,00040,35560,00044,76850,00039,99020,000

16,25415,00010,000Result
19,85320,00030,0009,000 8,198

10,00015,00011,117

15,00015,00012,6575,000

10,0000■ Targets and results of CO2 emission reduction through adopted solutions

FY2010FY2011FY2012FY2013

FY20140

FY2010FY2011FY2012FY2013

FY2014DA I - DA N R E P O R T 2 015

48

Initiatives to reduce energy consumption

Response to environment-related accidents

We are committed to reducing energy consumption, such as
electricity and gas, and reducing use of copy paper atinstallation sites and offices. In fiscal 2014, our energy

consumption converted to CO2 emissions totaled 1,296 tonnes
and 1,745 tonnes at installation sites and offices, respectively.

■ CO2 emissions at installation sites■ CO2 emissions at offices(tonnes)
1,600
1,400
1,200

1,483
1,176

1,376
1,083

1,000

1,600

Target
1,625

1,753

1,600

ResultRefrigerant leakage(accident arising frominstallation)

1,800 1,745
1,499

1,450 1,421 1,400 1,428

Details

Result of response

Three months after completion of
an office renovation, failure of flared
joint in refrigerant piping led toleakage of refrigerant.

After the leak was repaired andsubjected to a pressure test, thepiping was charged with refrigerant.

800

600
400

400

200
FY2010FY2011FY2012FY2013

FY20140

FY2010FY2011FY2012FY2013

Refrigerant leakage(accident caused by amanufacturer’s product)

FY2014

Note: The CO2 conversion value was revised in FY2014.

Initiatives to promote sustainable procurement
Sustainableprocurement(millions of yen)
50,00040,00030,00047,96042,73939,14433,79831.5%

010,659FY2010

38.9%

38.2%

15,617FY2011

40
30

29.2%

11,42718,317

15,81920
10FY2012FY2013

FY20140

Reduction of waste using supercritical CO2
Factories and department stores dispose of large volumes ofused deodorizing air filters.
Dai-Dan was the first company to successfully use
supercritical CO2 technology for commercial purposes to clean
and refurbish deodorizing air filters.
The use of this refurbishment technology, co-developed by
the Tohoku University and the National Institute of Advanced
Industrial Science and Technology, provides benefits such as
reduced waste and reduced CO2 emissions, and therefore has
been highly praised by our customers and related academia.

Initiatives to sort industrial waste
Dai-Dan implements activities to encourage sorting at all of its
installation sites. Throughout fiscal 2014, Dai-Dan produced
approximately 7,589 tonnes of industrial waste, of which 83%
was sorted.
Furthermore, we promote awareness of reducing industrial
waste at our offices and encourage sorting. In fiscal 2014, ouroffices produced approximately 110 tonnes of general waste,
of which 66% was sorted.

Total waste(tonnes)
18,00016,00085%

14,00012,00010,000
8,000

9,423

89%

Sorted waste
91%

14,91189%

13,593

11,908
10,640Sorting rate

83%

11,141
9,873

6,000

0

(%)
100

Conserving resources through duct size optimizationand the use of laminate ducts

80

We reconfirm the quantity of air moving in the ducts following
their installation. We then proceed to save resources by
optimizing the size of ducts determined to be wasteful.

60
7,598

8,044

6,301

40
20

2,000
FY2010FY2011FY2012FY2013

FY20140

DA I - DA N R E P O R T 2 015

We also promote resource conservation by introducing
laminate ducts made with specially reinforced steel sheet that is
10% to 30% thinner than conventional duct materials.
Before laminate ducts are installed, they are subjected toleakage tests* and tests to ensure durability and resistance tovibration at the Technical Research Laboratory.

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

Introduction of hybrid vehicles

49

Japan’s largest supercritical CO2 cleaning andrefurbishment equipment■ Industrial waste sorting rate

4,000

For some time, we have been proactively introducing
fuel-efficient models for our company-owned and leased
company cars. By the end of fiscal 2011, 97% of all company
cars were fuel-efficient models.
In fiscal 2012, we introduced hybrid vehicles, and we aim tosessions to inform its employees of accidents
and complaints.

Environmental Contribution

10,000

Sustainableprocurement rate(%)
50
40,64836.5%

20,000● Each worksite also holds meetings and training

Contribution made by research on reducing environmental impact■ Sustainable procurement rate
Materials andequipment purchased

The leak in the outdoor air conditioning
unit was repaired and the unit wasrecharged with refrigerant.

each month to share information about, andprevent recurrence of accidents caused by,poor quality workmanship. The report outlines
the details of the accidents and preventative
measures, and is used to ensure that thoseincidents are well known at each worksite.

CSR Activities in Fiscal 2014

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 environmentallyfriendly material; introduction of highly durable equipment;
introduction of low emission devices; and introduction of watersaving equipment. Sustainable procurement rate during fiscal
2014 was 38.9%.

Seven years and one month after
completion of a plant, the quantity ofrefrigerant in the air conditioning unit
installed outdoors fell to zero. An
investigation revealed a refrigerantleak from the outdoor air conditioning
unit.

Responding to and preventing
recurrence of accidents causedby poor quality workmanship● The accident and complaint report is created

1,200

800

0

Type of accident(tonnes)
2,000

1,296

During fiscal 2014, a total of two instances of environmental accidents occurred at properties at which we had completed installations.
We have responded to each of the cases appropriately, and in line with all legal requirements.

achieve further savings of resources and energy. As of the endof fiscal 2014, 42% of company vehicles were hybrid models,
and we expect to increase this rate to 45% in fiscal 2015.

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50

Meeting
Customer Expectations

Customer Consultation Office
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.

In order to maintain and improve the quality of building
services, Dai-Dan implements quality management
systems, strengthens support systems and advances
cooperation with our subcontractors.

Brochure advertising theestablishment of a Customer
Consultation Office

Quality Management System
Quality Management System (ISO 9001)
Our activities include:● Ensuring quality of work carried out on-site● Enhancing the skills of engineers and passing on
expertise● Reducing quality-related problems
To ensure the effectiveness of the above activities, we are
implementing the following.

■ Operational procedures of the installation department• Hold project meetings prior tocommencement• Formulate installation plans

Management
while work is inprogress• Promote standardization across all
installations to ensure high quality• Conduct inspection by a team of
specialists with technical expertise

Inspection andcompletion■ Customer satisfaction survey results• Inspection in line with legal requirements• Dai-Dan’s own final inspection offunctionality

ISO 9001 registration certificate
For further details on registration, see
the registration list on the website of theaccrediting organization(http://www.jtccm.or.jp/).

51(Perfect score = 4)Item

FY2012FY2013

FY2014

Installer capacity

3.41

3.42

3.50

Installation
management
Creativity andsolution proposals

3.37

3.39

3.46

3.34

3.38

3.44

Backup capacity

3.34

3.33

3.42

Overall evaluation

3.41

3.44

3.51

DAI-DAN Co., Ltd.
Further development oftechnologies andimprovement of
installation skills,
which facilitate
broader adoption of
the technologies

Customers

Contractee
Customer
User

Design and installations that fulfill safety,
quality and environmental requirements
High value-added solutions
Creating comfortable and safe environments

Number of surveys completed: FY2012; 678/FY2013; 583/FY2014; 577

Project meetings

Building Chart System

Development technology information desk

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 holdproject meetings for each project with the attendance of thesales 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.

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.

Our development technology information desk, which assists
each office in quickly and accurately handling customer inquiries
and requests, was launched in fiscal 2012. The service works incooperation with internal specialist engineering teams toprovide support for each office in resolving issues submitted bycustomers. It encompasses the latest technological trends andcan utilize Dai-Dan’s technologies involving, for example, theapplication of government subsidies, advanced environmental

DA I - DA N R E P O R T 2 015

Customer evaluations

Meeting Customer Expectations

Discuss details of
installation work
prior tocommencement

Dai-Dan conducts 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
completion 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 longterm. We are also able to ensure follow-up service by passing
on the information available in our information systems.

CSR Activities in Fiscal 2014

Dai-Dan has built and implemented the Dai-Dan Quality
Management System, which is compliant with the ISO 9001
Quality Management System. Before December 1999, each
office was independently certified; in 2006, however, allworkplaces collectively acquired ISO 9001 certification. We
have been working to maintain and improve the quality of ourwork at installation sites.

Customer evaluations

factory control, leading-edge medical facilities and devices, andprojects requiring analysis and measurement.

DA I - DA N R E P O R T 2 015

52

Valuing
Our Employees

Initiatives with Subcontractors
Activities with subcontractors
Our construction projects entail many different trades andenormous amounts of manpower. Because we provide single
build-to-order projects, many issues arise during theconstruction process. We solve each of these by applying theknowledge and experience of our engineers, by employing
advanced technologies, and by utilizing the skills that individual
craftspeople have acquired from their predecessors. Throughthis approach, we construct safe and highly reliable lifeline
structures for those who live and work in them. We aim toprovide facilities with the capacity to ensure effective energy
management, a theme of modern society.
Our production system, which responds to the needs of theconstruction market and customer requirements, is organized
by Dai-Dan and our subcontractors who belong to a Dai-Gen
Kai and Health and Safety Association. We remain committed
to improving mutual trust and work efficiency. One area ofcooperation encompasses the activities of Dai-Gen Kai
sectional committees that are engaged in applying proposals in
the field that incorporate the skills of craftspeople, knowledge
and experience, and the advanced technologies possessed byeach company. This contributes to a realization of the need tostrengthen practical competence and improve productivity
through interaction between Dai-Dan and each subcontractor.

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

Respect for Human Rights and Development of Human Resources
Initiatives to address human rights issues

FY2013 and FY2014 initiatives of the sectional
committees of the Tokyo Dai-Gen Kai
Sectional committee
Electrical

Main focus
Reducing costs of site management• Creation and application of a Material
Management Table to reduce or prevent
waste of materials

Promotion of effective ways to eliminate
work-related injuries• Spreading knowledge and implementing thepractice of “finger-pointing and calling”• Publication of a manual on “finger-pointing
and calling”

Installation
Efficiency I

Effective compilation, adoption and implementationof practical installation management guidelines• Compilation and adoption of effective
demonstration examples• Verification of work efficiency andeffectiveness of scaffolding materials• Investigation of compaction of surplus
material after installation of thermal insulation• Verification of labor efficiency of indoor
installation of protective surfaces

Installation
Efficiency II

Promotion of work efficiency through datautilization• Research on ways to benefit from utilizing
various types of data

The Tokyo Dai-Gen Kai collaborates with Dai-Dan to take on
the challenges of a new era.
Dai-Dan’s management principle is to seek to create value.
Toward this end, we as subcontractors are working together
with Dai-Dan to ensure the safety of the installation site, tomaintain or even improve quality, and to research new
installation methods.
Among our specific activities over the past two years are
the establishment of five sectional committees and the devisingof the agenda for various themes such as accident prevention
and installation efficiency. We compiled the results in “The
Fourth Sectional Committee Activity Report,” a publication of
more than 130 pages issued in September 2015.
In the lead-up to the Tokyo Olympics, we expect toencounter major challenges due to an anticipated labor
shortage, but I am convinced that we can apply the results ofthe sectional committee activities to enable subcontractors of
the Tokyo Dai-Gen Kai to more effectively collaborate with
Dai-Dan.
Subcontractors of the Tokyo
Dai-Gen Kai will continue to play
the role of specialists and will
justify the trust placed in us as agood partner of Dai-Dan.

– Respect for human rights and individuality –Excerpt from the Standards of the Corporate Code of Ethics● All executives and employees must respect all human rights and individuality,

and create 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
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.
In fiscal 2012, the training duration was extended by one
month to five months. It is taught using a curriculum that goesbeyond the boundary of job types. The training not only offers
lectures, but also provides greater opportunities for new

employees to see and experience new things to enhance
efficiency and deepen learning of new knowledge of technicalskills. It also equips new employees with 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.

Valuing Our Employees

Accident
Prevention (Safety)

Comment of a subcontractor

Dai-Dan’s Corporate Code of Ethics clearlystates the importance of respect for humanrights and individuality. We value personaldignity and make efforts to improve work
environments. During our new employee
training sessions, we raise awareness forrespecting basic human rights.

CSR Activities in Fiscal 2014

Accident
Proposal of measures to prevent quality issues
Prevention (Quality) caused by human error• Identification of quality issues caused byhuman error• Creation of accident prevention publication
incorporating analysis of causes of quality
issuesVO I C E

Isamu Kajino

Chairman of the Board
SHINFUJI KUUCHOU CO., LTD. (HVAC)
Chairperson of Tokyo Dai-Gen Kai

Training in developing installation plans

Checking air conditioning piping

Tour of a panel fabrication facility

Sectional committee activities undertaken by Dai-Dan and subcontractors
By developing strong partnerships with Dai-Gen Kai and the Health and Safety
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.”
It harmonizes the results of the activities of each district across the country andpublicizes them.

53

DA I - DA N R E P O R T 2 015

Sectional Committee
Activity Report

Safety experience training

Installation workshop

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54

Official qualification acquisition scheme

V OICE

Reflecting on my new employee training
The new employee technology training I undertook
from April until the end of August was very informativeand substantial. After completing this lengthy training, I
was impressed by the company’s policy ofemphasizing the instruction of new employees in thisway. The worries I had before joining the company
evaporated. I’m glad I decided to enter Dai-Dan again.
Now that I’ve finished my training, I have the strong
sense that I must do my best to help the company inthe future with gratitude for having given me the time totrain.
When I first entered the company, I sometimes felt
unease about my studies. Thanks to a curriculum thatallowed me to learn a topic repeatedly and in depth, I
began to think I might actually acquire sufficientknowledge to participate actively in this business.
When I remember the days we spent working withmy colleagues and competing, or the days we helped
each other and underwent testing, I realize that I will
one day treasure these fine memories.
In conclusion, I’d like to thank the more senior
employees who instructed me as lecturers despite theirbusy schedules, as well as the training center staff who
prepared meals every day at the training center andkept the dormitory clean.

Young Employee Support System(Dai-Dan Mentor System)(Dai-Dan Mentor System)

Mentor SystemCounseling

Instructor System

Coaching

Psychological support

Teaching

Support for skills

Non-work related matters

Work-related skills

Mentors act ascounselors to provide
psychological support

Enhancing specialized
knowledge andtechnical skills

VO I C E

My experience in receiving
mentor support
During the period leading up to my posting to the TechnicalResearch Laboratory in September, I felt great unease about
whether I could become accustomed and adapt to a newworkplace environment, new duties and a new living
environment.
It was explained to me during my training that an instructor
and a mentor providing support would be assigned to new
employees. Because I received regular support from mymentor soon after I was posted, my unease dissipated earlyon.
My mentor told me that he too experienced various worries
when he was assigned a post. He also asked if there were any
areas where I felt at a loss, which enabled me to smoothly
become accustomed to my workplace environment. Because
he created an atmosphere where I felt free to talk, I was able toovercome the difficult period, just after my posting, when I was
the most uneasy.
My mentor talked with me on a regular basis even outside
my monthly interview. At other times as well, he would talk tome and create an environment in which I could comfortably
consult about private matters, even though I tended to hesitate
raising certain subjects.
In addition, he invited me to meals with other senior
employees with whom I would normally have had little
interaction. This gave me a chance to establish a good rapport
with senior employees other than mentors.
My mentor and I were posted in different departments, but
I was able to consult with him regarding my duties and wasable to learn about work processes and gain advice on
qualifications as well. It felt reassuring to have a mentor in theworkplace with whom I could talk about everything fromwork-related topics to career building.
Through this experience, it became clear that the Dai-Dan
Mentor System was an effective
support that fills in the gaps between
training and being posted to an
assignment. I recommend that all new
employees make the most of thissystem and use it to dispel any
misgivings about their duties.

NumberQualification

NumberDoctorate

Qualification

5

Professional engineer

30First grade instrumentationengineer

299

First-class architect(qualified architect andbuilding engineer)

20
（13）

Energy manager

54

First-type electrical work
engineer

240

First-class electrical
work operation andmanagement engineer

218

Building service engineer(air conditioning)

498

First-class plumbing
work operation andmanagement engineer

768

Building service engineer(plumbing)478
16

Building services architect

142

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 2015.
• The number of qualified individuals includes duplicated qualifications due tothe multiple fields covered by each qualification.

CPD scheme designed to improve technical skills
There are no limits to the specialization andimprovement of technical skills. In order tosupport our employees’ on-going commitment
to skills improvement, we maintain a databaseon employee educational history using the
Dai-Dan CPD* scheme and utilize it for humanresource development.
The educational history of each employee
is reported to the Society of Heating,
Air-Conditioning and Sanitary Engineers ofJapan (SHASE). It is then assessed andverified for the appropriateness of oureducation and human resource development.

■ CPD status of company-wide initiatives* Abbreviation for Continuing Professional Development,

which refers to the continued development of skills andknowledge throughout an individual’s professional
career.
** Quantified figures of an individual’s continuing
professional development record in accordance withcategory specific point standards. They are used as
official evidence of CPD history (performance results).

Category

Current
Previous
CPD points** CPD points

Major programs

I. Technical information
learning

16,662

14,889Attending external lectures, including those related to acquiring qualifications,and participating in exhibitions, product information sessions and tours

II. In-house training/OJT

19,25820,714

Attending in-house training and OJTIII. Self-education

3,997

5,829

Taking recommended correspondence courses andself-education using specialized books

IV. Work experience

9,180

12,940

Successful work, winning of internal awards, installation review session, 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

950

609

VI. Provision of
information andtechnical instructions

1,353

876

VII. Instructor

2,786

3,359

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

VIII. Winning of an award,
acquisition ofqualification, others

5,580

5,293

Winning of an external award, acquisition of a technicaland safety plumbing related official qualification,acquisition of a degree, and obtaining a patent

Total

59,76664,509Publication 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

Valuing Our Employees

Young Employee Support System(joined in 2015)
Engineering Division 1
Engineering Department
Kumamoto Branch■ Number of employees who have major qualifications

CSR Activities in Fiscal 2014

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. With 2015 marking the sixth anniversary of thesystem, nine employees who had achieved growth with thesupport of mentors became mentors themselves capable ofsupporting the new employees.
This chain of personnel development reflects our humanresource development belief that people grow as they assist in
the development of others.

Shogo Okabe

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.

Notes:• Previous points are those points acquired between April 2013 and March 2014.
• Current points are those points acquired between April 2014 and March 2015.
• 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
109th edition was published in September 2015. Copies ofthese publications are donated to the National Diet Library.

Takuma Shinohara(joined in 2014)
Environmental System Development Division
Technical Research Laboratory

55

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56

Supporting the balance between work and home

Work-Life Balance and the Work Environment
Holidays
Dai-Dan has established various holiday 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 holidays(excluding statutory paid annual leave)■ Summer holiday

usage rate

Type of holiday

Details

Fiscal year

Rate

Summer holiday

Three consecutive daysin summer

FY2013

91.2％

Seven consecutive days
Refreshment holiday (annual)

FY201492.2％

FY201590.0％

10 years: 3 days
Long service
leave

Action Plan

(April 1, 2015–March 31, 2020)
To improve the workplace environment to ensure that

Target 1 childcare leave is easy to take and the staff easy toreturnTarget 2 childcare leave while the action plan is in operation

30 years: 7 days

To introduce a system of reduced working hours that40 years: 5 days

Target 3 exceeds the provisions of the Child Care and Family

Congratulatory or Predetermined numberof days for occasions
condolence leavesuch as weddings

Care Leave Act■ Parental leave take-up rate

■ Continued employment rate for persons of retirement age

Persons ofretirement age
Persons continuing
employment
Continued
employment rate

FY2012FY2013

FY2014

29

26

25

26

25

24

89.7％

96.2％

96.0％

Number of female employees who
gave birth
Number of female employees who
took childcare leave
Number of female employees on
reduced schedules for childcare
Percentage of female emvoyees who
took childcare leave
Percentage of female employees on
reduced schedules for childcare
Number of male employees who
took childcare leave

FY2012FY2013

FY2014

3

4

4

3

4

4

2

2

TBD*

100％

100％

100％

67％

50％

TBD*

0

0

0

* For 4 people on childcare leave in FY2014, the application of the childcare
reduced working hours system has not been determined.

Comment of an employee onchildcare leave
I took maternity leave and childcare leave from February 2013 toMarch 2014.
I was able to devote myself to childcare during my leave, but I
began to feel a bit uneasy when the time to return to my job
approached. I was concerned about whether I would be able tocontinue my job in a main career track position. My greatest anxieties
concerned my husband, who has to work much overtime and on
holidays, and both our parents, who live far away. Therefore, I could
not work overtime without having someone who could take care of mychild. Also, I might have to take time off suddenly should my childbecame sick. However, my boss and my superiors were very kind,listened to my concerns, and gave me much advice. I was able tothink about my concerns positively and try hard to make sure thatwork and childcare could be compatible despite the time pressures.
I was able to return to my previous job and follow a reduced work
schedule to allow for childcare. I am very grateful to my co-workers
and more senior employees for their understanding and cooperation.
Now I work as a member of a team so that even when I’m absent,
customers are not inconvenienced. My co-workers and more senior
employees will assist me with my work when I don’t have time.
The number of co-workers who take childcare leave or parental
leave with reduced work hours under the childcare system isincreasing. The various systems that
support working women are in full force.
One can obtain understanding andcooperation from both inside and outside
the company, so I feel that the workplaceenvironment is changing for women,allowing them to work with confidence
while achieving a balance among work,
home life, and childcare.

CSR Activities in Fiscal 2014

Dai-Dan has introduced a continued employment scheme aspart of our initiatives to meet the needs of Japan’s aging anddeclining population. Under this scheme, we extend theemployment of staff who reach retirement age but desire tokeep working. Through this we are leveraging skills andexpertise acquired over many years, and enabling 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.

Hiroko Kanou

Deputy Manager of Design Division 4
Design Department
Tokyo Head Office

Initiatives to address mental health issues

In addition, we switch employees from minor career track
positions to main career track positions using the Main Career
Track Position Switching System as needed, and our primarily
female main career track positions remain active in sales
departments and official and administrative departments.

Dai-Dan has continued to employ female workers for main
career track positions when hiring recent graduates, and we
provide technical training for new employees without
discrimination by gender. Engineers who have acquired thenecessary basic knowledge through this training are now
playing an active role in design departments and at fieldinstallation sites.
■ Employee breakdown
As of March 31, 2013

As of March 31, 2014

As of March 31, 2015

Male

FemaleMale

FemaleMale

FemaleNumber of
employees
Average yearsof service

1,236

128

1,259

130

1,273

136

18.8

11.7

18.8

12.3

19.1

12.5

Average age

42.8

33.9

43.0

34.5

44.0

35.0

Female main career
track positions

―

28

―

30

―

33

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

Valuing Our Employees

A workplace that proactively employs females

DA I - DA N R E P O R T 2 015

Dai-Dan has developed an action plan in line with the Act on
Advancement of Measures to Support Raising Next-Generation
Children, in order to enable employees to achieve the bestbalance between work and home, to create a pleasant work
environment for all employees, and to ultimately allow staff to
use their skills to their fullest extent.

To have at least one or more male employees take20 years: 5 days

Continued employment scheme57

V OI CEpotential stressors for staff. They also learn to address theissues as an organization.
In December 2015, checking the stress levels of workers
became obligatory following revisions of the Occupational
Safety and Health Act. In fiscal 2013, all Dai-Dan employees
began to undergo stress level checks, enabling them to identify
their own level of stress and understand their mental condition.
This has contributed to early diagnoses of any mental healthissues.
Dai-Dan provides an environment where each employee isable to work with a healthy body and mind to ultimately build anenergetic company.

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 condition of
our employees and make improvements in line with advice fromdoctors.

DA I - DA N R E P O R T 2 015

58

Employee review system

VO I C E

The outline of our employee review system is as shown below andis 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 achievementlevels, determine skills put into practice, and develop staff throughguidance.

Employee review

Performance
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.

①The growth ofcompetence at thestage where theindividual’s base isestablished isreviewed.

② Job-type specificoutcomecontribution items
are determined.

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

② For those whohave been
assigned todifferent job types,
the review is used
as a checklist.

Comment of the Labor Union
Established in 1973, the Dai-Dan Labor Union began its 42nd
year in August 2015.
This year, union members will make concerted efforts toachieve even better working conditions and environments.
We believe the union leadership should turn out atgatherings in each workplace across the country in order tobetter appreciate the opinions of each member.
The union has all along been engaged in discussions withthe company and has undertaken 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.

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
conferences and dispatches lecturers to external organizations. In particular, Dai-Dan’s engineers are dispatched to external training
centers and educational institutions across Japan as lecturers to provide classes on building service technologies.
■ External organization memberships and positions�(as of September 2015)

Organization

Takuma Kishimoto Kazuhiko Matsuura
Vice-Chairperson

Chairperson

Hiroshi Sasaki
General Secretary

Auditor-secretary

Institute of Electrical Installation Engineers of Japan

General Director

Air-conditioning & Plumbing Contractors Associationsof Japan

General Director

93 participants from the East Japan region at the Hotel New Otani(Apr. 10, 2015)59

DA I - DA N R E P O R T 2 015

Kanto Gakuin University

Part-time lecturer

Society of Heating, Air-Conditioning and SanitaryEngineers of Japan
Preparatory Course for Examination Committee,
Building Mechanical and Electrical Engineers

Lecturer
Lecturer

Osaka Piping Higher Training School

Lecturer

General Director

Institute for Aerial Studies Foundation

Lecturer

Association of Building Engineering and Equipment

General Director

Japan Organization for Employment of the Elderly,
Persons with Disabilities and Job Seekers

Lecturer

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

Japanese Association of Building Mechanical andElectrical Engineers

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 is an organization for Dai-Dan
employees who have retired after working together for many years.
They typically get together once a year. These gatherings enable
them to renew their old friendships and talk about the company’s
current situation with current directors and executive officers.
These gatherings took place 40 times this year.
Parties were held at venues in Tokyo (East Japan region),
Nagoya (Central Japan region), and Osaka (West Japan region). A
total of 226 participants attended these events, where participants
were able to hear updates from one another and engage inrecollections in good cheer while enjoying delicious dishes.
During the year ahead, we look forward to welcoming thecheerful alumni members, including those members who wereunable to participate this past year, to hear their yearly updates.

Position

CSR Activities in Fiscal 201439 participants from the Central Japan region at the Chunichi Palace(Oct. 16, 2014)

Organization

Lecturer

Association of Japan Instrumentation Industry

94 participants from the West Japan region at the Swissotel Nankai Osaka(Nov. 14, 2014)

Advisory committee
memberAdministration
council member

as lecturers

School of Tokyo Electrical Construction Association

Japan Electrical Construction Association

Dai-Dan Alumni Association

Position

Society of Heating, Air-Conditioning and SanitaryEngineers of Japan■ Organizations to which Dai-Dan employees are dispatched

FY2013: Support for investigative interview session to prevent
deaths in solitude among single elderly people
FY2014: Development program for at-home care provider
volunteers (former nurses)
FY2015: Music Atelier “Echo”(Local community music therapy to promote personal
exchanges and vitalization of community members
through the power of song)

DA I - DA N R E P O R T 2 015

60

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.
As for emergency stockpiles of items under the company’sbusiness continuity plan, contributions are being made partly
through NPOs.

Port City Yokohama Beautification Cleanup Project

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

Cleanup in the area surrounding the Nagoya BranchSocial contribution activities (initiatives by each site)
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.
Community cleanups
Sites

Hokkaido
BranchNames of the projects or details• Love Earth Cleanup in Hokkaido 2014 Trash
Pickup Beach Walk (Ishikarihama cleanup)• Volunteer cleanup of a dry riverbed on the
Toyohira River• Sendai City Beautification Support Program(Ichibancho, Aoba Ward)

Niigata Branch• Cleanup in the area surrounding the Niigata
Branch• Shinano River Clean Mission

Tokyo Head Office
GeneralAdministration
Division (Tokyo)• Tokyo Fureai Road Program
Sales Division
Industrial Facilities
Department
Compliance Office61

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

Nagoya Branch• Cleanup in the area surrounding the Nagoya
BranchShizuoka
Office• Cleanup of Morishita Park in Suruga-ku,
Shizuoka• Trash retrieval on Mount Fuji

Hokuriku
Branch• Volunteer Support Program• Picking up Trash and Love the City Campaign(Area surrounding Kohrinbo of Kanazawa Cityand Tsuruga City of Fukui)• Clean Beach Ishikawa

DA I - DA N R E P O R T 2 015

Fukui Office• Big cleanup project• Our Hometown Toyama Beautification Blitz• “Zero Waste Day” in Toyama to promote
beautification• Fukui City Beautification Partner Scheme• Participation in “Cleanup Fukui”

Osaka Head OfficeInternal Audit Office
GeneralAdministration• Osaka City Beautification Partner Scheme
Division(Footpaths in Yotsubashi area)
Sales Division(Osaka)• Participation in Minoh Mountain Patrol
Clean hiking
Technical
Development
Division (Osaka)
Industrial Facilities
Department (Osaka)
Okayama
Branch• Cleanup in the area surrounding the Okayama
Branch• Cleanup in the area surrounding the Korakuen
GardenChugoku
Branch• Cleanup in the area surrounding the Chugoku
Branch• Peace Memorial Park Cleanup Volunteers• Hiroshima Municipal Girls High School,
Volunteer cleanup of the memorial to victimsof the atomic bomb

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

Kyushu Branch• Ohori Park Cleanup Team• Fukuoka Castle Cleanup Project

Kumamoto
Branch• Pick-and-Love-the-Town Movement• Ozu-machi, Kumamoto Cleanup Activity

In addition to the above activities, we also participate in cleanups led by eachsite and individuals.

Forestry care and tree planting

Osaka City Beautification Partner Scheme (footpaths
in Yotsubashi area)

Recycling of office uniforms

Sites

Names of the projects or details

Tohoku Branch

Osaki Hachimangu Shrine forest revegetation
project

Chugoku Branch Peace Memorial Park Active Volunteers
Technical
Construction Division • Miyoshi Green Support Squad
Technical(Tree planting in woodlands and forests care)
Development Division• Young Pine Tree Growing Campaign
Technical ResearchLaboratory

In November 2014, in response to the “Cool Biz” summer air
conditioning campaign, we adopted a new design for thefemale office uniform we had been using for 30 years. As aresult, we collected all available old surplus office uniforms andsent them to an NPO for donation to people in developing
countries.
In addition to providing these surplus office uniforms
overseas, we contributed to delivering polio vaccine to local
children as well.

Osaki Hachimangu Shrine forest
revegetation projectMeeting Local Expectations

Yokohama
Branch• Cleanup in the area surrounding the Yokohama
Branch• Port City Yokohama Beautification Cleanup
Project• Clean road-building activities (Kanagawa
prefecture)

Toyama Office

Intensive cleanup at Sunport Takamatsu, Chuo-doriand other areas

Names of the projects or details

CSR Activities in Fiscal 2014

Tohoku Branch

Sites

Miyoshi Green Support Squad

Donating to areas affected by the Great East Japan Earthquake

Company-wide activities
Name

Recycling of office uniforms

Details

Eco-cap ProjectIn FY2014, 307,000 caps were collected(equivalent to vaccines for 358 people).

Charity Calendar
MarketIn January 2015, 1,379 calendars and diaries
were donated from throughout Japan.

It is clear that recovery from the Great East Japan Earthquakeof March 11, 2011, will exceed the four-and-a-half years thathave since passed. We believe that ongoing support forrecovery will be needed. Every year since the earthquake
disaster, we donate to orphans from the stricken areas in orderto provide some support. We remain dedicated to providing
ongoing support toward the earliest possible recovery of thestricken areas.

DA I - DA N R E P O R T 2 015

62

Financial Report
Page
Consolidated Balance Sheets

P63

Consolidated Income Statements

P64

Consolidated Statements of Comprehensive Income

P64

Consolidated Statements of Changes in Net Assets

P65

Consolidated Statements of Cash Flows

P66■ Consolidated Balance Sheets(in million yen)(in million yen)

Assets
Accounts

Liabilities and Net Assets

Previous Consolidated Current Consolidated
Accounting Year
Accounting Year(As of March 31, 2014)

Accounts(As of March 31, 2015)

Previous Consolidated Current Consolidated
Accounting Year
Accounting Year(As of March 31, 2014)

Cash and deposits

24,62624,385

Notes receivable, accounts receivable fromcompleted construction contracts and other

57,18952,802

Costs on uncompleted construction contracts

152

424

0

0

Current liabilities
Notes payable, accounts payable forconstruction contracts

40,00737,937

Short-term loans payable

5,686

4,379

Income taxes payable

1,381

990

3,124

1,500

Deferred tax assets

1,273

1,278

Advances received on uncompleted
construction contracts

Other

2,488

1,945

Provision for warranties for completed construction

92

(6)

(5)

Provision for loss on construction contracts

85,72480,831

Loss reserve related to antimonopoly law

Allowance for doubtful accounts
Total current assets(As of March 31, 2015)

Liabilities

Current assets

Raw materials and supplies■ Consolidated Income Statements

Other

Noncurrent assets

Total current liabilities

Property, plant and equipment

Accounts
Net sales of completed construction contracts

124,445

121,780

Income before minority interests

Cost of sales of completed construction contracts

110,307107,216

Other comprehensive income

Gross profit on completed construction contracts

14,137

14,563

Selling, general and administrative expenses

9,966

10,016

Operating income

4,171

4,547

Non-operating income

34

Comprehensive income attributable to owners of the parent

2,976

8,151

91

105

Comprehensive income attributable to minority interests

57

36

155

139

771

390

7,346

6,550

58,53952,312Foreign exchange gain
Other

3

3

482

507

150

157

Deferred tax liabilities

2,304

4,237

Interest expenses

Net defined benefit liability

1,398

1,377

Guarantee commission

18

6

(123)

(132)

Provision for environment measures

220

107

Other

13

14

31

44

Provision for overseas investment loss

18

6

Tools, furniture and fixtures

780

800

352

352

Accumulated depreciation

(624)

(619)

Tools, furniture and fixtures, net

155

180

1,054

1,048

－

11

3,788

3,919

260

156

Total non-operating income

0
7,665

64,73759,9782

1

Gain on reversal of provision forenvironment measures

－

105

2

107

4,479

4,479

Impairment loss－

5

Loss on retirement of noncurrent assets

0105

Loss on sales of noncurrent assets

4

－

4,809

4,809

34,59736,186

(666)

(669)

Loss on valuation of investment securities

0543,22144,807

Loss on valuation of golf club membership

1

0

Provision of loss reserve related to antimonopoly law

771

92

Provision of loss reserve on overseas investment

17

－

797

210

Income before income taxes and minority interests

3,676

4,771

8,429

Income taxes—current

1,781

1,796

225

Income taxes—deferred

184

45

Total income taxes

1,965

1,842

Income before minority interests

1,710

2,929

1

Net defined benefit assets

6,921

9,633

Total shareholders’ equity

Other

2,086

1,595

Accumulated other comprehensive income

Allowance for doubtful accounts

(665)

(190)

Valuation difference on available-for-sale securities

3,690

6,797

21,57428,533Foreign currency translation adjustment

68

39

25,62332,609Remeasurements of defined benefit plans

(559)

1,592

113,440

Total accumulated other comprehensive
income3,199
189
46,60953,462

111,347

113,440

111,347

Income on sales of noncurrent assets

Extraordinary income

Capital surplus

1

Total noncurrent assets

179
4,875

Ordinary income

Capital stock

17,494

Total assets

182
4,471

Total non-operating expenses

Extraordinary loss

13,229Total investments and other assets

Minority interests
Total net assets
Total liabilities and net assets

Total extraordinary loss

Minority interests in income
Net income

DA I - DA N R E P O R T 2 015(Particulars)

Non-operating expenses

Total extraordinary income

Shareholders’ equity

Comprehensive income

Financial Report

0
6,197

Net Assets

Treasury stock

8,188

33

177

Deferred tax assets

5,258

3,034

Insurance fee

2,633

Retained earnings

1,323

Real estate rent

154

Investment securities

2,151

480

2,546

Investments and other assets－

130

Buildings and structures, net

Intangible assets

0Remeasurements of defined benefit plans,
before tax

209

Machinery, equipment and vehicles

Total property, plant and equipment

3,106

45

181

1,583

Construction in progress

1,278

Foreign currency translation adjustment

Dividends income

1,903

Total liabilities

Valuation difference on available-for-sale securities

85

Long-term loans payable

Land

2,929

15

(2,737)

Other(From April 1, 2014 toMarch 31, 2015)16(2,862)

Total noncurrent liabilities(From April 1, 2013 toMarch 31, 2014)

Interest income

Noncurrent liabilities

Long-term accounts payable

Previous Consolidated Current Consolidated
Accounting Year
Accounting Year
1,710

Total other comprehensive income

Accumulated depreciation

Machinery, equipment and vehicles, net

Accounts(From April 1, 2014 toMarch 31, 2015)

5,371

Accumulated depreciation■ Consolidated Statements of Comprehensive Income (in million yen)

(From April 1, 2013 toMarch 31, 2014)

5,409

Buildings and structures

63(in million yen)Previous Consolidated Current Consolidated
Accounting Year
Accounting Year

39

7

1,670

2,921

DA I - DA N R E P O R T 2 015

64

■ Consolidated Statements of Changes in Net Assets■ Consolidated Statements of Cash Flows■ Previous Consolidated Accounting Year (From April 1, 2013 to March 31, 2014)
Accumulated other comprehensive income

Shareholders’ equity
Capitalstock

Balance at the beginningof current period

4,479

Capitalsurplus

4,809

Cumulative effect of changes
in accounting policies
Restated balance

Retainedearnings

33,774

Valuation
Total
difference on
Treasuryshareholders’ available-forstock
equitysale securities

(660)

4,809

42,403

2,412

Total
Minority
RemeasureForeign
accumulated interests
ments ofcurrency
otherdefinedtranslation
comprehensive
adjustment benefit plansincome

40

－

2,453

131

－

－
4,479

(in million yen)

33,774(660)

Total net
assets44,988

2,412

40

－

2,453

131

(847)

(847)

Dividends from surplus

1,670

Net income
Purchase of treasury
stock

(5)

Disposal of treasury
stock

－

－

Increase that results fromexclusion of subsidiaries
from consolidation

(847)

1,670

1,670

(5)

(5)

－

－

－

－

－

Net changes of items otherthan shareholders’ equity

1,278

Total changes of items
during the period－

Balance at the end ofcurrent period

4,479

－

(5)

823

4,809

34,597(666)

817
43,221

1,278
3,690

27
27
68

(559)
(559)
(559)

746
746
3,199

57
57
189

■ Current Consolidated Accounting Year (From April 1, 2014 to March 31, 2015)
Shareholders’ equity
CapitalsurplusRetainedearnings

4,479

4,809

34,597

Cumulative effect of changes
in accounting policies
Restated balance

4,809

33,97946,609(in million yen)

Accumulated other comprehensive income

Valuation
Total
difference on
Treasuryshareholders’ available-forstock
equitysale securities(666)

43,221

3,690

Total
Minority
RemeasureForeign
accumulated interests
ments ofcurrency
otherdefinedtranslation
comprehensive
adjustment benefit plansincome

68

(559)

3,199

189

(618)

(618)
4,479

1,621

(666)

42,602

Total net
assets46,609
(618)

3,690

68

(559)

3,199

189

45,991

Changes of items
during the period
(713)

(713)

(713)

Net income

2,921

2,921

2,921

Purchase of treasury
stock

(4)

Disposal of treasury
stock

0

Increase that results fromexclusion of subsidiaries
from consolidation

0
0

(4)
0

Balance at the end ofcurrent period

65

DA I - DA N R E P O R T 2 015

00Net changes of items otherthan shareholders’ equity
Total changes of items
during the period

(4)

0
3,106

－
4,479

0
4,809

2,207
36,186

(3)
(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

5,266
7,471
53,462

4,771
345

Increase (decrease) in allowance for doubtful accounts

33

(475)

Increase (decrease) in provision for retirement benefits(1,328)－

Increase (decrease) amount of net defined benefit liability

1,268

(89)

－

(112)

Interest and dividends income

(198)

(225)

Interest expenses

150

157

16

(7)

Loss (gain) on valuation of investment securities

05

Loss (gain) on sales of noncurrent assets

2(1)

Loss on retirement of noncurrent assets

0105

Impairment loss

－

5

771

92

Increase (decrease) in loss reserve related to antimonopoly law
Loss on valuation of golf club memberships

1－

Reversal of foreign currency translation adjustment entailed in exclusion of consolidation

－

(73)

Decrease (increase) in notes and accounts receivable—trade

(884)

4,387

Decrease (increase) in costs on uncompleted construction contracts

162

(271)

Decrease (increase) in other current assets

(141)

476

Decrease (increase) in other noncurrent assets

6,586

475

Increase (decrease) in net defined benefit asset(7,666)(381)

27(2,070)

Increase (decrease) in advances received on uncompleted construction contracts

689(1,623)

Increase (decrease) in other current liabilities

695

(450)

Increase (decrease) in other noncurrent liabilities

(24)

－

4,265

5,041

Increase (decrease) in notes and accounts payable—trade

SubtotalInterest and dividends income received

198

225

Interest expenses paid

(150)

(154)

－

(473)

Income taxes (paid) refund(1,195)(2,210)Net cash provided by (used in) operating activities

3,117

2,427

Loss related to antimonopoly act paid

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

27

27

Payments into time deposits

(27)

(27)

Proceeds from sales and redemption of securities
Purchase of property, plant and equipment

49

－

(125)

(391)

3

3

(255)

(4)

Proceeds from sales and redemption of investment securities

30

13

Payments of loans receivable

(4)

(2)

Collection of loans receivable

4

2

(68)

(166)

Proceeds from sales of property, plant and equipment
Purchase of investment securities

Expenditures by acquiring of other noncurrent assets

Dividends from surplus

3,676

Revenue by sales of other noncurrent assets

192

144

Net cash provided by (used in) investing activities

(172)

(401)

Financial Report

Capitalstock

803(From April 1, 2014 toMarch 31, 2015)

425

Increase (decrease) in reserve for overseas investment loss

Changes of items
during the period

Balance at the beginningof current period

Current net income before tax adjustments, etc.

Increase (decrease) in provision for environmental measures

44,988(From April 1, 2013 toMarch 31, 2014)

Current Consolidated
Accounting YearNet cash provided by (used in) operating activities
Depreciation and amortization－

42,403

Accounts(in million yen)Previous Consolidated
Accounting YearNet cash provided by (used in) financing activities
Increase in short-term loans payable

34,57034,680Decrease in short-term loans payable(35,070)(36,170)

Proceeds from long-term loans payable

2,600

1,950

Repayment of long-term loans payable(2,139)(2,087)Purchase of treasury stock

(5)

(4)

Proceeds from sales of treasury stock－0

Cash dividends paid

(847)

(713)

Net cash provided by (used in) financing activities(892)(2,344)

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

126

78

2,178

(239)

22,42024,598－(0)

24,59824,358DA I - DA N R E P O R T 2 015

66

Third Party Opinion

Site List

This opinion statement expresses views on this report. The statement has been completed by going
through 28 questions in cooperation with attorneys (Daisuke Inayoshi, Ryota Matsui and Yasuko Fujii)
belonging to the Kinki Branch of the Japan Federation of Bar Associations based on the associations’“Corporate Social Responsibilities (CSR) Guideline 2009.” The process for completing the statement
also included reviews of internal regulations and other related documents, as well as interviews withdepartment managers.
Dai-Dan’s continuous efforts made this year in its PDCA cycle-based initiatives and feedback of its
employees’ opinions, including responses of those who read the report, deserve recognition as a
noteworthy challenge to firmly establishing their CSR activities. Additionally, last year Dai-Dan began toincorporate financial information into the report. I expect the company to further exercise its ingenuity
in enhancing non-financial information and the like.

● Initiatives to respect human rights andimprove the workplace environment for
employees

Dai-Dan provides position-specific training sessions on
harassment, which I highly endorse. I trust that the company’s
goal is to maintain a cheerful workplace free from harassment.
Regarding promotion of female employees, initiatives areplanned to create an enhanced environment in which female
employees can work and care for their children. Additionally,
initiatives are being advocated to achieve the 5-year target of
1% of managerial posts being held by women. I anticipate thatthe company will consider initiatives to realize this goal.
Although an improvement trend is apparent regarding
employment of persons with disabilities, the legally obligatedemployment rate has not been achieved and there is room for
improvement.
Regarding paid leave, the take-up rate was 19.5% in fiscal
2014. (According to Ministry of Health, Labour and Welfare
statistics, the rate is 40.3% for the entire construction industry.)
Improvement is needed regarding paid leave, as 59% of
employees did not take even a single day of paid leave.
As for employees working long hours, simply encouraging
employees who have already worked long hours to consultant
with medical doctors after the fact as a followup response is not
sufficient. Some challenges in this area may be specific to theconstruction industry, however.
I hope they will take concrete steps to improve the paid
leave take-up rate and reduce long working hours in harmony
with social trends.

● Initiatives to conserve the environment
Dai-Dan’s ongoing and unique CSR initiatives regarding
environmental conservation are worthy of praise as they are
performed continuously according to the PDCA cycle.
Regarding the table accompanying this report, in someplaces the reduction in environmental impact for each initiative
is difficult to discern. In consideration of all stakeholders, I hope
they will apply greater ingenuity when selecting which fields tocover and describing the state of achievement.

Headquarters Organizations
Name

Tsuneo Yamada

Attorney/Former Chairman of
Osaka Bar Association
Director of Japan CSR Promotion
Association
Branch Manager of Kinki Branch● Initiatives to ensure compliance
The anti-monopoly case involving bid-rigging by Dai-Dan andother industry-leading companies that occurred two years ago
is extremely regrettable. On January 14, 2015, the Ministry ofLand, Infrastructure, Transport and Tourism imposed penalties.
Nevertheless, it should be recognized that, in the interests of
information disclosure, the company detailed the nature of thepenalty in their report.
Moreover, the company continued to make efforts by
establishing a Compliance Office and a Legal Compliance
Support Committee in response to their violation of theAnti-Monopoly Act two years ago.
They have undertaken an employee training initiative
regarding the Anti-Monopoly Act and the Corporate Code of
Ethics. They also hold study sessions, publish the ComplianceNews, conduct questionnaires, and are committed toestablishing and instilling a high level of compliance awarenessin the company. They are also fostering a corporate
constitution and culture. These efforts should be commended.
I trust the company will continue its efforts toward
comprehensive business operations in observance of theAnti-Monopoly Act and other relevant laws and regulations.
As for the Corporate Governance Code published this year,
I hope they will prepare a governance report and that thecompany’s governance — as well as its dialogue withstakeholders — will be further enhanced.

VO I C E

Reflecting on the Third
Party Opinions

I would like to express my sincere appreciation for the opinions
and suggestions regarding our DAI-DAN REPORT 2015 provided
again this year by attorney at law Mr. Tsuneo Yamada in the formof a Third Party Opinion.
In response to the issues that have been pointed out, we havedecided to take specific measures toward solutions and will
implement improvements. We will disclose this information to
stakeholders.
We remain committed to further enhancing and strengthening
our corporate governance and our compliance system while
addressing corporate initiatives to contribute to a better global
environment and stronger communities as set forth in our
Corporate Principles.

Takayuki Ikeda

Director, Corporate Officer
Head of General Administration Division

Zip
Code

Telephone
NumberAddress

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,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
Division

354-0044

Internal Audit
Office

Zip
Code

Name

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

354-0044

Branch/Office Organizations
Name
Hokkaido
BranchZip
Code001-0020

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

Telephone
Number

011-716-9116

ObihiroOffice4F Aobatokachi Bldg., 12-20 Odoriminami
080-0010
Obihiro City, Hokkaido

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

0155-25-3559

Name
Osaka Head
OfficeZip
CodeTelephone
NumberAddress

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

4-228 Toyoda-cho, Tenri City,
Tenri Branch 632-0012
Nara Prefecture

06-6441-8231
0743-63-1231

Kobe Branch 651-0088

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

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

Hiramatsu Bldg., 2-16 Yugaose-cho,Morioka City019-654-3023

Okayama
Branch

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

086-223-3106

Fukushima
Office960-8031

4F Fukushima Sakaemachi Bldg., 10-21
Sakaemachi, Fukushima City024-521-4213

Chugoku
Branch

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

Yamagata
Office990-0043

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

6F Yamaguchi Bldg., 4-1-20
Higashishukugo, Utsunomiya City028-637-3380

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

7F Regal Tsuchiura Bldg., 1-16-12
Sakuramachi, Tsuchiura City, Ibaraki Prefecture029-825-6656

Kanto
Branch330-0854

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

Tochigi
Office321-0953

Ibaraki
Office300-0037

Chiba
Office25F NTT Makuhari Bldg., 1-6 Nakase,261-0023
Mihama-ku, Chiba City

Yokohama
Branch231-0062

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

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

16F Urbannet Nagoya Bldg., 1-1-10
Nagoya Branch 461-0005
Higashisakura, Higashi-ku, Nagoya City

092-771-4361

043-211-8881

Kumamoto
Branch

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

096-364-7134

045-683-1050

MiyataOffice823-0016

052-973-4750

Saga Office#101 Sungarden Yarita, 436-1
841-0031
Yaritamachi Tosu City, Saga Prefecture0942-84-2350

0565-28-1841

Nagasaki
Office850-0027

8F Dejima Asahiseimei Aoki Bldg., 1-14
Dejimamachi, Nagasaki City

095-828-0772

0566-27-0324

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

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

ToyotaBranch

471-0835

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

NaganoOffice380-0824

5F Choeidaiichi Bldg., 1282-11
Minamiishido-cho, Nagano City

026-228-3820

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

0985-54-6382

Matsumoto
Office390-0811

2F Orii Bldg., 1-1-2 Chuo, Matsumoto
City, Nagano Prefecture0263-33-7016

Kagoshima
Office890-0046

1F San Laqua Bldg., 2-25-12 Nishida,
Kagoshima City

099-256-3662

Shizuoka
Office422-8067

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

Okinawa
Office900-0015

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

098-868-1700

Mie Office514-0004

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

Gifu Office

2F Daini-nagazumi Bldg., 1-9
500-8175
Nagazumi-cho, Gifu City058-265-8224

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

076-261-6147

ー

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

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.75-2 Jalan SS 23/15, Taman SEA,
47400 Petaling Jaya, Selangor, Malaysia

Hokuriku
Branch1-20 Akebono-cho, Toyota City, Aichi
Prefecture

7F ND Bldg., 1-4-1 Daimyo, Chuo-ku,
Fukuoka City

Kyushu Branch 810-0041

Singapore
Branch097-532-4350

010-6562218488
010-85222898888
010-60-378055443* The blue shading indicates regional headquarters.

67

DA I - DA N R E P O R T 2 015

DA I - DA N R E P O R T 2 015

68

DAI-DAN REPORTDAI-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 2015 PROJECT
1-9-25 Edobori, Nishi-ku, Osaka City 550-8520 Japan
TEL. 06-6447-8000 http://www.daidan.co.jp/
Published in December 2015

DAI-DAN Co., Ltd.