〈English〉

TA M U R A C O R P O R AT I O N R E P O RT 2 0 2 1

TA M U R A

Corporate Slogan

Tamura,s mission is to be “ your one

and only company ”
The Tamura Group supplies an original range of products
and services, highly regarded in the global electronics market, to satisfy the evolving needs of customers, employees
and shareholders supporting the Group's growth.

VISION1

MISSION

2
3
4
5

VISIONGUIDELINEThe management of the Tamura Group is based on businesses related to the requirements of the global electronics industry.
The business of the Tamura Group is based on technologies that
support rapidly diversifying customer needs, with a special focus onhigh market value.
The Tamura Group evaluates its employees with fairness and highly
rates excellent performance and exceptional productivity.

Company ProﬁleCompany name

TAMURA CORPORATIONFoundedMay 11, 1924 (Incorporated in Nov 21, 1939)

Capital¥11,829 million

Share capital(as of Mar. 31, 2021)

Authorized
Issued and outstanding

252,000,000 shares
82,124,917 shares

Board of Directors

Board of Auditors

Chairperson・President

Integrated Audit Division■Information Schema

Directors/Corporate officers
Chairperson and
Representative Director
President andRepresentative Director

01

Naoki Tamura
Masahiro Asada

Director/Senior
Executive Officer
Director/Senior
Executive Officer

Norihiko Nanjo●Company Profile

Standing Auditor

Yuji Yokoyama

Outside Director

Takeo Minomiya

Outside Auditor

Koichi Moriya

Outside Director

Akira Kubota

Outside Auditor

Atsuji Toda

Outside Director

Haruko Shibumura■Electronic Chemicals/FA Systems …

Sustainable Value Chain

20

CSR Report Digest

21■Environmental Topics ……………… 23■Social and Governance Topics ……… 25

Corporate Information
Main Financial Data <Consolidated> …

27

Net Sales/Operating Income/Operating Income

28
Main Non-Financial Data ……………… 28
Global Network ……………………… 29
to Net Sales Ratio by Business Segment …

This brochure is aimed at reporting value creation
through the Group's business activities and main corporate social responsibility (CSR) initiatives, and shall be
used as a tool for communication with stakeholders.
For details of ﬁnancial statements and CSR activities,
please visit the Group website.
Period covered
April 1, 2020 to March 31, 2021

●CSR

(Includes some activities in or after April 2021)

CSR Division

Publication dateAugust 2021 (Previous report: September 2020; next report:

Financial Statement
etc.

●

due in August 2022)

Guidelines used as reference
Human Resources & General Administration Division

TA M U R A

Shoichi Saito

Yusaku Hashiguchi

15
17■Information Equipment …………… 19■Electronic Components ……………

●Products Information

Corporate Management Division

Director/Vice President

TAMUR A CORPORATION REPORT 2 0 2 1

Non-Financial Information

Financial Information●Financial Information(as of June. 25, 2021)

Our Business

Editorial Policy

WebsiteSecurity Trade Control Deparitment

03
Product Lineup ……………………… 05
TOP MESSAGE ………………………… 07
Creating Tamura Group's Value … 11
Identify Materiality (key issues)…… 13
Development …………………………

■CSR Goals and Results ………………

Business Transformation Task Force

1

Genealogy of Product

The Tamura Group strives to protect the global environment, conserve natural resources and promote recycling.

(Not including 646,556 shares of treasury stock)

Closing date
March 31, each year.
Number of shareholders
13,7162~Creation of added value~ ………

1. We attach great importance to partnership.
2. We attach great importance to nurturing a spirit of creativity.
3. We attach great importance to individuality.
4. We attach great importance to social responsibility.

Organization Map (as of April 1, 2021)

0

The Tamura Group is a responsible member of the global community and respects the laws and customs of the countries in which it
conducts business activities.

GUIDELINE
Tamura Group Code of Conduct

2

C O N T E N T SMISSION
Corporate Philosophy

C O R P O R AT I O N
R E P O R T

Electronic Components

C O R P O R AT I O N
R E P O R T(this publication)

Electronic Chemicals / FA systems
Information Equipment

TA M U R A C O R P O R AT I O N R E P O RT 2 0 2 1“ISO26000” Guidance Standard“International Integrated Reporting Framework”
International Integrated Reporting Council (IIRC)
Contact information
CSR Div.
TEL: +81-3-3978-5293, FAX: +81-3-3978-2760
E-mail: csr@tamura-ss.co.jp
Web: https://www.tamuracorp.com/
TAMUR A CORPORATION REPORT 2 0 2 1

02

Genealogy of Product Development

Time-honored technological capabilities that continue to excel
HISTORY

PRODUCTS

CORE TECHNOLOGYPower solutions

Switching transformers, Reactors, Coils(High-frequency products)

Cut core
Magnetic
material

Highfrequency
reactor

1970〜
Choke coils(Low-frequency products)

1985〜

Current
sensors

Power supply
system1924
1994〜

Manufacture andsale of radio andgramophone

2014〜
Ultrasonic Sensors

Piezoelectric transformer

Specialized large transformers andreactors

1987〜

Current sensors

AC adaptors, Battery chargers
Power modules
Power supply for outdoor LED lighting
Gate driver modules

LED(Human sensors/Environment visualization sensors)

Solder paste

TAMUR A CORPORATION REPORT 2 0 2 1

1968〜

Automatic
soldering system■Adaptive technology for highly reliable standards(JAXA and MIL standards, etc.)■Design technology for special speciﬁcations(water cooling, waterproof, high pressure)■Material development and process technology■Element design technology and analysis technology■Technology for controlling piezoelectric elements

LED/LD application and IoT solutions and semiconductor devices■LED packaging technology■Waterprooﬁng technology■Growth technology of single■Thermal design and analysis■High-quality epitaxial growthtechnology■Optical design and analysis
technology■High-eﬃciency reﬂection
processing technology■Sensing technology■Data processing technology

crystal substrates
technology■High eﬃciency High-power LED

manufacturing■Lighting design technology■Optical single-crystal

technology■Wireless technology

Solder pastes, Solder wires, Solder bars
Post-ﬂux
Self assembling material■Uniﬁed, collaborative product development for both material

and equipment■Resin design and synthesis technology (photosensitive resin,

thermosetting resin, thermoplastic resin)

Solder resists (for rigid PCBs and ﬂexible PCBs)(Photo imageable coverlay coat)
OSP (pre-ﬂux)
White reﬂective material,
black absorbing material■Metal powder production technology■Soldering technology■Thermosetting technology■Photosetting technology■Environmental technology (technologies compliant with Pb-free,halogen-free requirements)■Simulation technology (CAE analysis)■Analytical technology contributing to materials design

Reﬂow soldering system
Wave soldering system
Spray ﬂuxer and other peripheral devices■Reliability evaluation technology for product quality■Reﬂow heating technology■Soldering technology■Wave soldering technology■Heat control technology■(Nitrogen) Atmosphere control technology

1961〜

Audio mixing console
for broadcast use

1962〜
Wireless microphone

1976〜

Transmission
monitoring device

Information Equipment

03

1961〜
Resist ink

Electronic Chemicals/FA Systems

1957〜

Its reputation as the “Tamura of transformers” created a foundation on which
to expand its businesses, including various
electronic components related to transformers; flux and soldering materials thatwere born out of the pursuit of quality
joining materials for the manufacture oftransformers; soldering systems; and evenbroadcast audio equipment and communication systems, based on achievements inthe manufacture of transformers for broadcasting and communication.
Currently, Tamura Corporation conducts
business operations in three areas: electronic components, electronic chemical
mounting, and information equipment, todevelop and supply products that meet theneeds of new markets, such as the environment and energy markets.

■Large current transformer coil winding technology

Mounting process, PCB material and semiconductor mounting material

1956〜
Solderite flux

In-house production of
Biltrite series transformer■High-eﬃciency, low-noise power supply technology

Piezoelectric ceramics

LED-related products
Vending machine products
IoT-related products

2008〜Interlocking pushbuttons forvending machines

1930〜■Electromagnetic ﬁeld, heat, structural analysis (simulation) technology■Mass production technology for large productsPiezoelectric ceramic products

Transformers■Dust core material development and mass-production technology■Environmental technology

1956〜

since

Power transformers, Reactors, Coils

Electronic Components

The company that would eventually
become the Tamura Group came into being
in 1924, one year before the start of radio
broadcasting in Japan, as the Tamura RadioStore. Its main business was radio repair
and the manufacture of original radios. In
the process of pursuing superior sound, thefirm came to handle the manufacture of the
key component, the transformer.

1956〜

Audio mixing console for broadcast use
Sound editor and other equipment

Information equipment■Audio processing technology

Wireless intercom
Wireless microphone■Digital signal processing technology■Acoustic technology■High-frequency technology■Radio technology■High-density mounting technology

Communication network equipment
Security-related equipment
OEM products■Surround-sound technology

TAMUR A CORPORATION REPORT 2 0 2 1

04

Product Lineup
Tamura’s products have been supporting various industries and social infrastructure as“materials,” “components,” and “devices” that range from consumer products, such as
automobiles and electronic equipment, to devices at manufacturing sites and natural-energy-related and aerospace fields. From raw materials to complete systems, Tamura’s
technologies have contributed to safety and comfort as well as a decarbonized society.

Tamura’s Technologies
Supporting Society, Industry, and Daily LifeAt Train Stations

In Aerospace
Contributing to society
by providing ultimate
environmental resistance in the form of
airplanes, rockets, andsatellites

Supporting railway operation in the audio-visual
realm by conveying such information as arrival/
departure times

extended

At Telecommunication Base Stations

LED light source contributes to energy
gy savases.
ings for shop sign lighting and showcases.

Solder resist and paste underpins digital telecommunication systems as essential materials for substrates used in telecommunication base stations.

life,

Information
Equipment

In Broadcast
Stations
Used in equipment foradjusting sound delivered to audiences, andwireless systems forin-house communication

Audio mixing console

DECT-based Intercom

Portable audio mixer

Advertisement LED Lighting
LED electric bulletin board

Wireless microphone
for railways

Solder resist

energy-saving,
serviceElectronic Chemicals /FA Systems

Transformers/Reactors

At Lighthouse
Achieving

In convenience stores and shops
hops

Electronic
Components

LED lighting for showcases
owcasesandSolder paste

improved maintainability forthe luminous source of the lighthouse, which requires ultra-highbrightness and high straightness

In Automatic Vending Machines on the Street

Power LED

Realizing leading-edge functions for display, item
selection, interface with a smartphone, etc.

Product selection buttons

Price display unit

Automotive reactors/Coils

Solder wires/Solder bars

Solder resist

Solder paste

Solder resists for flexible
PCBs

Low alpha solder paste

Black absorbing material

Photo imageable coverlay
coat (film or liquid form)

In EcoFriendly
Cars
Supporting
safe, secure,and ecofriendly drivingwith highly
reliable and efficient parts andmaterials

In Wind and Solar
Power Generation,by infrastructure
Offering parts and materials that
contribute to efficiency improvement in renewable energy generation and DC transmission

Large transformers and reactors

In Manufacturing
PlantsCurrent sensors

Gate driver module

Power modules

Playing active roles ascomponents of robots
and machine tools as well
as devices indispensablefor PCB assembly

At HomeCurrent sensors

Gate driver module

Components contributing to energy-savingin air conditioners or
power conditioners, orsensors monitoring people’s activities indoors.

In Smartphones
and Tablet PCs

Current sensors

Power modules

Employed as materials
that support device
evolution to realize
multi-functionalizationand miniaturization(Soldering 0201 components)

Self assembling material

05

White reﬂective material

TAMUR A CORPORATION REPORT 2 0 2 1

FluxPower modules

Transformers/Reactors

Soldering systems

Reactors

Human sensors

Environment visualizaualization sensors

Type 6 solder paste

TAMUR A CORPORATION REPORT 2 0 2 1

06

TOP MESSAGE
the target. For this reason, we position FY2021 as a period forsowing seeds with the post-COVID-19 era in view and for getting
ready to give us a head start in the next medium-term management
plan that starts in FY2022, with the aim of achieving a V-shaped
recovery.

Tell us about the measures taken as part of
the One Tamura Strategy and the effects andresults of them over the past year.

Masahiro Asada
President and Representative Director
Tamura Corporation

Naoki Tamura
Chairperson and Representative Director
Tamura Corporation

Through a tripartite initiative composed of businessstrategy, work style reform, and operational reform,
we are ready to help realize a decarbonized society.
With the intention of responding to market needs that surged in 2020, including a growing push to achievecarbon neutrality and promoting eﬀorts to solve social issues through our businesses, the Tamura Group
is stepping up initiatives to propel the One Tamura Strategy. Chairperson Tamura and President Asada
will talk about the financial results amid the COVID-19 pandemic and the progress of the medium-term
management plan, and discuss the direction of the road ahead under the Group s sustainability management.
(Date of interview: May 20, 2021)

With the impact of COVID-19, tell us about
the business environment for FY2020.
Asada: In FY2020, on the back of the global economic downturn
due to the COVID-19 pandemic, both sales and profits plunged,
particularly until the second quarter. Since October, however,sales and profits have recovered moderately, and are on a gradual
recovery track.
By business, whereas the electronic components and electronic
chemicals businesses have been rebounding, soldering equipment and LED-related products for vending machines faced an
uphill battle as customers cut capital spending. The production
system was disrupted somewhat mainly in countries where lockdown measures were taken to curb the spread of COVID-19.
Nevertheless, no major trouble was reported, and since the latter
half, nearly the same production system as that before the pandemic has been in place.
With the headwind continuing into 2021, prices of metals inparticular, such as tin, silver, copper, and iron, have been soaring since February, weighing extremely heavily on the electronic
components and electronic chemicals businesses. Furthermore,07

TAMUR A CORPORATION REPORT 2 0 2 1

due to the effects of the COVID-19 pandemic, the number offlights and ships has fallen sharply to affect logistics, and freightrates have been surging. Albeit no exit for both in sight as yet, we
expect the situation to be brought under control in the latter half.

Tell us about the financial results for FY2020
and the progress of the medium-term
management plan.
Asada: As for our financial results for FY2020, sales and operating income fell 7.2% and 14.0% from a year earlier, respectively.
By business, whereas the electronic components and electronic
chemicals/FA systems businesses saw both sales and profits
decrease, the information equipment business met the sales target
during a demand expansion period at the end of the fiscal year
to ensure increased profits albeit decreased sales. In terms of the
progress of the medium-term management plan, to our regret, we
failed to meet the target for the second consecutive year.
In FY2021, the final year of the current medium-term management plan, we anticipate that the effects of the COVID-19
pandemic would drag on, and it would be unlikely for us to fulfill

Asada: The One Tamura Strategy is a tripartite initiative that
promotes “business strategy” to take up challenges in the future,“work style reform” with the aim of becoming a company thatgives employees job satisfaction, and “operational reform” toboost work efficiency, thereby realizing “One Tamura.”
In order to move this initiative forward, we reshuffled management and strengthened cooperation among business units forstrategic projects in 2020. As the heads of business units were
reshuffled, we decided to redraw business strategy plans. Drawing
a four-quadrant matrix with "new products and technologies" and"existing products and technologies" on the vertical axis and“existing markets” and “new markets” on the horizontal axis, wehave identified ways of creating new businesses essential to sustainable growth and determined the direction of the road ahead(page 10).
Furthermore, we were able to make great strides in promoting
cooperation among business units in the past year as we conductedcross-business-unit research and development to create new products and technologies in new markets. For instance, a project tocreate a new product is underway by a joint team of developersfrom the electronic components and electronic chemicals businesses. Moreover, we set up the Business Reform Promotion
Office in April and launched a new project with a view to stepping up marketing activities as well. The management, including
Chairperson Tamura and me, has joined hands to promote business reform from bottom up vigorously.

Under the One Tamura Strategy, you have statedthat you will contribute to achieving carbon
neutrality in particular as part of needs thatsurged on the back of the COVID-19 pandemic.
Asada: Recently, one company after another has declared that
it would achieve net-zero carbon emissions in the future both athome and abroad. Tamura has traditionally dealt with “highly reliable” and “highly efficient” electronic components and parts that
constitute the backbone of energy conversion for wind power generation, automobiles, or charging, and will further enhance thisproduct portfolio. With the realization of a decarbonized society
in mind, we need to come up with new products and services,
follow the business trend toward attaining carbon neutrality, andlink that initiative to a new business strategy by setting a big goal.
As for automobiles, based on our assumptions that it will takesome more time for the mass adoption of electric vehicles (EVs)to happen, and that hybrid vehicles (HVs) will keep growing,
we are expanding the production system for boosting reactors
for automotive use. At the new factory built at Wakayanagi
Tamura Corporation, a member of the Group, mass production
was launched on a full scale in 2019. Also, a new factory wascompleted at our Sakado Factory in December 2020. Production
facilities will be deployed by the end of FY2021, and the factory

will be launched in the first half of FY2022. As for overseas operations, we are optimizing our manufacturing sites in China. We
have established a new factory for boosting reactors for automotive use in Foshan, and have realigned the factory for powersource-related products in Shenzhen into two factories in Suzhou
and Shenzhen as well.

Regarding greenhouse gases, you have set a new
reduction target before formulating the next
medium-term management plan.
Tamura: We hold the CSR Management Committee meetings,
including outside directors, on a regular basis. In one of our discussions, a member pointed out that we might need a slightly
longer-term strategy to address this. In order to help achievecarbon neutrality, comply with Japan’s Corporate Governance
Code, and respond to a wide array of requests from customers
and shareholders, we concluded that we should reformulate a newsustainability strategy typical of Tamura, and as a way to achieve
the goal, we decided to identify what materiality is for us.
As we worked on identifying materiality, given the fact that thesociety’s demand to cut greenhouse gases has grown, we set a newgoal of cutting greenhouse gases by 51% relative to the FY2013
level by 2030 ahead of time. Needless to say, carbon neutrality
means achieving net-zero CO2 emissions. Thus, with revising
ways to procure energy in the first place also in view, we will proactively source renewable energy down the road. For example, weare considering deploying new solar power generation facilities
on the roof of the new factory for boosting reactors for automotive
use in addition to the office building, which is a nearly ZEB (netzero energy building), at the Sakado Factory.

Please share with us the progress ofidentifying materiality and a schedule forannouncing new sustainability strategy.
Tamura: As for materiality, we evaluated candidate items on
the basis of two yardsticks, i.e., the degree of importance from

Basic policy on promotion of SDGs
(Sustainable Development Goals)
Tamura Group Code of Conduct
The Tamura Group recognizes our corporate social responsibility (CSR) of
balancing the achievement of a sustainable society and the sustainablegrowth of the Tamura Group. We recognize the term “SDGs” as shared global language regarding social issues. In addition to understanding the business opportunities presented by SDGs and the responsibility of corporationin achieving SDGs, the Tamura Group will contribute to the solution of social
issues through products, services, technology, and business activities.

TAMUR A CORPORATION REPORT 2 0 2 1

08

TOP MESSAGE
the society's perspective and that from Tamura's perspective,
respectively, and listed those of high importance. The nine key
challenges that we picked are described in detail on page 13. As
we begin formulating the next medium-term management planthat starts in FY2022, we hope that we would be able to reflect
the identified materiality in each business unit's strategy as well.
We are in the process of drawing up a new sustainability strategy. We believe that it is indispensable to incorporate this new
strategy into the next medium-term management plan as partof long-term guidelines. We will work out the final details anddeploy this new strategy as it is integrated with the business strategy, and announce it at the same time as the next medium-term
management plan.

In recent years, SDGs have been drawing
attention in society. What efforts or initiatives
did you carry out in FY2020?

One Tamura Strategy
we are actively leveraging remote work from the standpoint ofpreventing the spread of COVID-19. This has made our work
environment more employee-friendly for those facing the challenge of raising children or nursing the elderly.

A tripartite initiative

                   

Finally, tell us about the future challenge thatyou face, the direction of the road ahead, andyour aspirations for the centennial anniversary.

     

Business Strategy to Take up Challenges toward the Future
The Tamura Group is holding internal discussions on ways to target new markets and develop new products that lie beyond existing markets and products,
formulating a strategy to meet the target, and executing it. Under the 12th medium-term management plan, the Group as a whole picked “automotive,”“power electronics,” and “IoT/next-generation telecommunications” as the markets of focus, although currently, as decarbonization policies gain speed
globally, the shift to EVs or renewable energy has been moving forward ahead of schedule. The Group will continue to step up these initiatives targeting
growth markets through concerted efforts.
   
          !       

          $ # )*+*, "# 

  

Asada: In addressing carbon neutrality, which is one of the immediate social challenges, we believe that our products are highly
effective. In areas centered on automotive application, powerelectronics, and IoT/next-generation telecommunications, which
form the nucleus of the medium-term management plan, we willdevelop and launch new highly reliable and efficient products, andgrow them as our strategic products that lead our sales as a whole.
Furthermore, in order to help promote innovation at job sites
where strategic products are created, we will promote operational
reform by leveraging information and communication technology (ICT) aggressively. We will also push ahead with work stylereform that respects the diversity of people and put in place apersonnel system that remunerates individuals according to theirmotivation at and ability to work, thereby making Tamura a company where people can truly feel job satisfaction. I am positivethat building an organizational climate that gives rise to innovation will definitely give us a head start as we work on the next
medium-term management plan.
Tamura: In such a year plagued by the COVID-19 pandemic,
whereas activities outside the company were affected significantly, there were not a few positive aspects, including the factthat we were able to accelerate efforts to enhance internal systems, such as work style and personnel system reforms, at a single
stroke. On the business front, I am convinced that we were able
to draw up a new business strategy and build a strong portfolio,
thereby laying a robust management foundation that can respondto the post-COVID-19 business environment. Tamura will continue to be a company that is needed by society and aspire to reach
new heights as it nears its centennial anniversary, which is justaround the corner. Let me close this message by asking all stakeholders for their continued understanding and support.



TAMUR A CORPORATION REPORT 2 0 2 1

The Tamura Group is working on its 12th medium-term management plan with an eye toward its centennial year in business (2024) and ensuing sustainable growth as a long-term vision. In its first fiscal year, however, the Group was hit hard by the COVID-19 pandemic and as a result, both sales and profit
expected for FY2021 are predicted to fall far short of the targets set in the medium-term management plan. Although the surrounding business environment is expected to remain harsh, the Group will accelerate efforts with the intent of achieving sound growth in the medium and long term, based on the
belief that pushing further ahead with the One Tamura Strategy is the challenge that needs to be addressed at the moment.

  

09

Biltrite ＝ Build up ＋ Right

Tamura: More than five years have passed since the Sustainable
Development Goals (SDGs) were adopted by the United Nations(UN) in September 2015. Rather than whether we contribute tothem or not, now is the time to call the substance of the initiatives
into question. I myself, as the person in charge of promoting theinitiatives, have come to feel the burden of responsibility morethan ever.
In FY2020, we revised the Tamura Group Quality Policy aspart of issues associated with SDGs. Considering that our utmost
fundamental social responsibility is to contribute to the global
community through our products and services from the very
beginning, we wanted to go back to where we started and think
about the quality that serves as the basis for our social responsibility, and reconfirm that none other than the untiring efforts for
quality improvement represent a matter-of-course corporate culture for the Tamura Group. We believe that especially because thisculture is a matter of course for us, it helps enhance not only thequality of products but that of the company as a whole as well,which ultimately results in achieving all SDGs. We will take concrete actions using this new quality policy as the compass.
In parallel, we will move further ahead with the personnel
system reform as measures related to Goal 8 “Decent Work andEconomic Growth,” so that we can give important posts to those
who are motivated regardless of age or gender. On top of these,

The 12th Medium-term Management Plan (2019–2021 & 2024)'     (      $   "# $     #%      &         

The rapid move toward carbon neutrality
Markets that the Group as a whole should focus on
Automotive
Support for popularizationof eco-friendly cars as well
as safe and comfortable
driving

Power electronics
Support for next-generationenergy-saving societies

loT/next-generation communications
Support for network
societies in the near future

Responding to the world’s growing need for
eco-friendly cars, we offer a wide range of automotive products that are essential for improving fuelconsumption, environmental performance, cruising performance, and acceleration performance.

We promote the power electronics business by offering products that can be used in wind-power generation and electricity transmission/distribution for the
expansion of renewable energy, and products that
contribute to energy efficiency improvement.

We provide products that can support a wide
range of communication technologies, including
chemical materials for multi-functionalized electronic devices such 5G (5th generation mobile
communications system) smartphones.

TAMUR A CORPORATION REPORT 2 0 2 1

10Creating Value

Creating Tamura Group's ValueThe Tamura Group aims to increase corporate value by contributing to society through our business activities
and is making continuous efforts to create new values towards solving society’s problems.

Input
（

FY2020 or as ofMarch 31, 2021）

OutputBusiness fields

Financial capital

Materiality〉〉〉P.15〜19

Total assets

91.1 billion yen(key issues)

Electronics
Chemicals/
FA Systems

Shareholder’s equity ratio

Related social
issuesInformation
Equipment

Electronic
Components

52.6%

〉
〉
〉P.13・14

Manufactured
capitalCapital expenditure●Realizing adecarbonizedsociety●

Conserving energy
and resources●

Promoting diversity

4.2 billion yen
Intellectual capital

Value Chain

Promoting workstylereform3.1 billion yen
Human capital

●

●

●

Preparing for natural
disasters
Responding to a
rapidly aging society
Coexisting with
communities

1. Sustainable businessgrowth◆ Power electronics;

R&D

Procurement

Production

3. Management of chemical
substances

Sales

4. Appropriate supply chain

Popularization of eco-friendly cars as well
as safe and comfortable driving

Next-generation energy-saving societies◆ IoT/next-generation communications;

Realization of a
Sustainable Society

Network societies in the near future

Issues Closely Linked
with ESG

R&D related expenses●◆ Automotive;

〉
〉
〉P.20

Longstanding
accumulation oftechnologies andknow-how“One Tamura” strategy 〉〉〉P.10
B providing products, technologies, andBysservices, Tamura shall support

Issues Closely Linked
with Businesses

2. Improvement of productquality(Including leased assets)

Value creation throughbusiness

Efforts to support business activities 〉〉〉P.21〜26

5. Compliance

Environment

Society

Governance

6. Job satisfaction

Environment

Human rights/Labor

Compliance/
Corporate ethics

7. Co-existence with local
community

QualityRiskmanagement

Social contribution

Information
management

8. Contribution to
global environmental
conservation
and achieving adecarbonized society

Number of employees on
a consolidated basis

4,447 employees
Social andrelationshipcapitalThe 12th Mid-term Plan

〉
〉
〉P.10

Trusting relationshipwith stakeholders

Natural capital

Sustainable
Growth of
TamuraGroup

Issues Closely
Linked with
Stakeholders
9. Disclosure of nonfinancial information

Natural resources,
such as raw materials
and energy

FY2024 (Centennial anniversary year)
Operatingincome ratio:

10% or more RO E:10% or more

Corporate Philosophy

11

TAMUR A CORPORATION REPORT 2 0 2 1

〉
〉
〉P.01

TAMUR A CORPORATION REPORT 2 0 2 1

12

Identify Materiality (key issues)
The Tamura Group identified materiality concerning sustainability in May 2021.

The Tamura Group will promote CSR and perform its social responsibility in the areas of global environment, human rights andlabor, quality, social contribution, compliance, risk management,
and information management while setting forth a sustainability
strategy aiming for 2030 and positioning SDGs as the challengethat the Group as a whole should address.

Furthermore, it is formulating a new sustainability strategy targeting 2050 in order to clearly define what it wants to evolve intofrom a long-term perspective, work on sustainability more strategically, and grow sustainably. As part of this effort, the Group reassessed how it should be toward the future, and how to address orapproach a variety of social challenges and treat these as materiality (key issues).

〉〉〉The Process of Identifying Materiality
Step

1

〉
〉
〉Materiality for the Tamura GroupWe divided materiality into three, i.e., “issues closely linked with businesses,” “issues closely linked with ESG,” and “issues closely linked
with stakeholders.”

Division

Materiality

Issues Closely
Linked with
Businesses

Extract Issues to be Evaluated
Based on international guidelines or indexes for CSR and ESG (environmental, social, and governance), such as the UN
Global Compact, ISO26000, and GRI (Global Reporting Initiative) Standards, the Group considered its business domain
and extracted approximately 30 issues to be evaluated as materiality candidates.

Step

2

Evaluate Degree of Importance
The Group evaluated the degree of importance of the materiality candidates identified in Step 1 from the perspective of
stakeholders and the Tamura Group itself. As for the perspective of stakeholders, it performed a quantitative assessment
by taking into consideration the degree of their interest based on continued dialogue with them and data from a widearray of studies on CSR. In terms of degree of importance for the Tamura Group, it analyzed risks and opportunities ofeach issue and performed a quantitative assessment by taking the impact on business activities and management into
consideration.

Step

3

Issues Closely
Linked with ESG

Identify through Discussions at CSR Management Committee and others

1. Sustainable business growth
2. Improvement of product quality
3. Management of chemical substances
4. Appropriate supply chain
5. Compliance
6. Job satisfaction
7. Co-existence with local community
8. Contribution to global environmental
conservation and achieving
a decarbonized society
9. Disclosure of non-ﬁnancial information

High

Degree of importance for stakeholders■Assessment Results

Extremely high

The Group visualized the assessment results on a materiality matrix, and as for issues whose degree of importance
was rated high by both stakeholders and the Group, the CSR Management Committee, including members of the CSR
Promotion Committee and outside directors, discussed and assessed their coverage and validity, and identified ninemateriality items.

High

Extremely highDegree of importance for the Tamura Group13

TAMUR A CORPORATION REPORT 2 0 2 1

Issues Closely
Linked with
Stakeholders

Ideal state

Approach

1. Sustainablebusiness growth

A company that makes sustainable growthand social problem solving compatible andwhose existential value is recognized by thegeneral public

Products that contributeto sustainability, continued
expansion of sales of new
products and into newmarkets

2. Improvement of
product quality

A company that understands customer needs,
meets their requirements, and lives up to their
expectations

Act in compliance with thequality policy and hand it
down from generation to
generation

3. Managementof chemical
substances

A company that promotes the managementof chemical substances and offers safe andsecure products and services

Appropriate managementof chemical substancesacross the whole supply
chain

4. Appropriate supply
chain

A company that promotes CSR procurement(global environment, responsible mineral
resources, child labor, business continuity plan
(BCP), etc.) across the whole supply chain

Promote CSR procurement
across the whole supply
chain

5. Compliance

A company that understands social
responsibility, observes laws, regulations,rules, social norms, and corporate ethics, andis trusted by society

Promote compliance andmaintain and enhance its
risk management system

6. Job satisfaction

A company that attracts people, is admired bypeople, respects each employee's character,and allows each employee to feel proud of thecompany, gain job satisfaction, and find joy inworking

Respect
andgiveconsideration to diversity
and evaluate employees
fairly7. Co-existence withlocal community

A company that contributes to regional
development as a member of the local
community and is trusted by citizens

Contribute to local citizens’
economic activities andimproving their living
environment

8. Contribution
to global
environmental
conservation
and achieving
a decarbonizedsociety

Take up the challenge of achieving carbon
neutrality
A company that contributes to the realization ofa decarbonized society through the promotionof energy-saving and decarbonization efforts
in various aspects of products and services aswell as business activities

Realize carbon neutrality in
the Group's activities, suchas offering products that
contribute to sustainability
and introducing renewableenergy9. Disclosure of
non-financial
information

A company that is needed by every single
stakeholder and can live up to the expectationsof society

Disclose information with
ESG in mind timely andrespond to Task Force on
Climate-related Financial
Disclosures (TCFD)

Contribution to
SDGs

〉
〉
〉Future Efforts and Initiatives
The Tamura Group will continue to deepen discussions on the identified materiality at the CSR Management Committee
in a bid to identify what the Group wants to be by 2050, and will draw up a roadmap to address the challenges. Furthermore,in formulating the next medium-term management plan that kicks off in FY2022, the Group will set the target and work on
it by following the plan-do-check-act (PDCA) cycle on a group-wide basis.

TAMUR A CORPORATION REPORT 2 0 2 1

14

Our Business■Products

Electronic Components“High-reliability” and “high-eﬃciency” power technology
contributes to the future of power electronics, realizing safer
and more secure lives as well as a decarbonized society.

Contributing to realizationof a decarbonized society
with “Only One” technology

Contribution for Carbon
Neutral World!

Ryo Nakatsu

Yuji Nakayama

Senior Executive Oﬃcer and Director ofMagnetic Business Sector

Senior Executive Oﬃcer and Director of
Unit Business Sector

We will work to expand our business by targeting theelectric vehicle market, which is expected to grow as thetrend toward decarbonization accelerates around the world,
as well as the energy market for power generation, power
storage, power saving, and power transmission and distribution. In the electric vehicle market, the demand for highly
eﬃcient and highly reliable in-vehicle reactors, which havebeen undergoing development using high-performance materials for more than ten years, is surging. In the energy market, the need for high-eﬃciency large-scale reactors withimproved cooling eﬃciency is increasing as well.
We will respond to the ever-increasing demand for environmentally friendly products with "high performance, highreliability, and high eﬃciency" technology, and contributeto the realization of a decarbonized society. We will alsobuild a global production system that takes BCP into consideration, and will aim for the growth of sustainable business.

There is an increasing demand for renewable energy toward the realization of a decarbonized society. Therefore,
the Unit Business Sector is developing the following items(1), (2), and (3) with the objective of manufacturing themas series products: (1) gate driver modules for power semiconductor control required in the markets for solar and wind
power generation, electricity storage, in-vehicle equipment
for EV, and motorization; (2) ASIC current sensors for inverter current detection; and (3) next-generation high-eﬃciency power supply using next-generation semiconductor
technology such as gallium oxide.
In the future, we will reconsider materials and manufacturing processes to meet the market demand for even higher
power. We will contribute to the realization of a decarbonized society by developing and disseminating "highly reliable" and "highly eﬃcient" products.

Reactors and coils

High-frequency transformers

Automotive reactors

Reactors are core components for voltage control and noise removal for power
conditioners, air conditioners, and thelike. They contribute to energy saving
and clean energy.

High-frequency transformers are necessary to miniaturize electronic devices
or increase efficiency. Our products arecompatible with various types of circuits
and enable higher-frequency power conversion, contributing to energy saving.

The reactors are key components for
optimal voltage control in hybrid andelectric cars. Our reactors ensure not
only eco-friendly but also highly reliable
and safe driving.

Transformers and reactors
for aerospace use

Current sensors

Power modules

Gate driver module

In order to make effective use of naturalenergy, it is necessary to monitor electrical current in equipment with a highdegree of accuracy. Our product line,
which is broad in terms of current range
and accuracy range, contributes to creation, storage, and saving of energy.

High-efficiency DC converter functions
are packaged. e modules allow you toeasily design high-performance power
supply (high-efficiency, low-standbypower, quiet, and small) best suited foryour product.

The product for driving high-powerswitching semiconductors used ininverters, etc. Suitable for both IGBTand SiC-MOSFET because of its low
noise characteristics. This product cancontribute to drastic simplification ofequipment design.

AC adaptors

Piezoelectric transformers

Piezoelectric vibrators

Our AC adaptors supply stable power to
optical network units (ONU). Their highresistance to exogenous noise due tothunder and other causes provide support for communication lifelines such as
the Internet and telephones.

The use of the resonance phenomenonof piezoelectric ceramics allows efficient
generation of high voltage. Our products are used for high-voltage power
supply for laser printers, copiers, ion
generators, etc.

Ultrasonic generator used in cleaning processes in semiconductor
manufacturing, etc. It uses Tamura's
original piezoelectric ceramics and has
high strength and low heat generationeven for high output.

Vending machine related
products

LED lighting for special
applications

3D motion sensor

Environment visualization
sensorWe have developed major components
such as the item selection button, whichholds over 90% of the market shareaccording to our investigation, the pricedisplay unit, and LED lighting. Buttons
with a built-in price display have alreadybecome the trend for vending machines.

LED lighting for special applications,such as inside lighting type signboards
and refrigeration showcases that utilize
optical engineering design technology.
This product has been adopted for use
in showcases manufactured overseas,
mainly Asia.

As the only domestic manufacturer thathas obtained certification from Japan
Aerospace Exploration Agency (JAXA)
for the standards of transformers andreactors for power systems, we develop,
produce, and supply transformer andcoil products for onboard use on satellites and their launching vehicles.

Power supply for outdoor
LED lighting
LED power supply for outdoor use such as
facility illumination and road illumination.
Designed to achieve high efficiency andhigh power factor and equipped withmulti-stage optical modulation function,
the product can realize the industry’s top
level of energy saving illumination.

Large transformers andreactors
In large-scale wind or solar power generation systems and the like, large transformers
and reactors are the core components—
the former are used for voltage conversion
and the latter are for voltage control andnoise removal. They contribute to the
spread of renewable energy.

Social value of business● We are directing eﬀorts into the development of high-reliability and high-eﬃciency products required for powersystems that deal with high current, such as those for eco-friendly cars, renewable energy, and industrial equipment.
Our boosting reactors for eco-friendly cars, which necessitate high-safety designs, are highly regarded in terms of
performance and quality, so we will enhance production capacity in response to increases in demand, supporting thewidespread use of eco-friendly cars.
● The LED-related products that we have developed include high-brightness power LEDs that are extremely powereﬃcient and human sensors to which sensing and communication technologies are applied. These products help
monitor people’ activities in nursing-care facilities and the like, enhancing safety.
● Our transformers, reactors, LEDs, power supplies, and piezoelectric ceramics products contribute to saving energy

and resources in devices that incorporate these products. We provide these products globally in a broad range of areas, eﬀectively oﬀering eco-technological solutions to social problems.

15

TAMUR A CORPORATION REPORT 2 0 2 1

It performs three-dimensional spacesensing, measuring the width, depth,
and height of an object. In addition to
detecting the presence or absence ofthe object, it can detect the object's
posture and movement.

It measures and analyzes room temperature, humidity, carbon dioxide
concentration, density of allergens, etc.
It enables the subscription service inwhich an interior space is kept comfortable and safe from such dangers as heatstroke, infectious diseases, etc.

TAMUR A CORPORATION REPORT 2 0 2 1

16

Our Business■Products

Electronic Chemicals/FA Systems

Well-reﬁned soldering technology for “highly reliable”
and “highdensity mounting”, with eco-friendly materials
and equipment, contributes to the development of asustainable electronics industry.

Solder paste

Solder bars

Solder wires

High heat resistance solder

Used as joining material for surface
mounting, solder paste is prepared bymixing solder powder and a flux. Tamura’s extensive metal composition lineup
provides compatibility with various applications, such as fine mounting, in-car
use, and micro bump formation.

Solder for wave soldering equipment. It
has excellent wettability and fluidity, andis appropriate for use in a wide range ofapplications from general purpose toin-vehicle use.

It is used for soldering inserted parts
with a soldering iron and for correcting
solder defects.

In-car electronic devices should havehigh resistance to harsh temperatureenvironments due to miniaturizationand mechatronic integration. Our solder products prevent solder joints fromcracking, contributing to reliability improvement of electronic devices.

Post pringing

Post reﬂow

Challenge the global market with environmentally friendly materials
and equipment
Seiji Shibata
Senior Executive Oﬃcer and Director of Electronic Chemicals/FA Systems Business Sector

Selective soldering material

Low alpha solder pastes

Flux

Solder resist

Solder paste available for quick-heating
soldering such as laser soldering. It allows 3D mounting and partial soldering.
It is also available as a jet dispensing
product.

A halogen-free type solder paste forforming micro bumps for semiconductor packages. It produces less voids andis compatible with narrow-pitch printing.

Flux is the keystone of Tamura’s materials
development. By chemically removing
oxide film from the metal surface to besoldered, flux ensures superior wettability and spreadability for solderable
metals.

The solder resist plays an important rolein maintaining insulation performanceby protecting printed circuit boards(PCBs) from oxidation. Mindful that itserves as the face of PCBs, Tamura is asattentive to the external appearance as
the reliability.

Solder resists for flexible
PCBs

Photo imageable coverlay
coat (film or liquid form)

White reflective material

Black absorbing material

Halogen-free solder resists for flexible
PCBs are available in rich color variations.

Insulation material satisfying the requirements for functional modules—
good workability, fine-mounting capability, weight and thickness reduction,and high reliability.

White reflective materials are applied tothe back surface of a LED PCB or a solar
power panel to increase reflectivity. They
are highly functional halogen-free materials with high reflectivity and discoloration resistance.

These materials are applied to a surface
of a printed circuit board or a film toaccentuate LED light. They can meet design requirements such as covering andhiding wiring.

The Business Sector of Electronic Chemicals/FA Systems is one of the ﬁrst to comply with environmental
regulations, such as ﬂuorocarbon regulations and lead regulations. Currently, we are facing headwinds such as the COVID-19
pandemic and the price increase of molten metals. We will contribute to the electronics industry with environmentally friendly
materials and equipment while taking on various challenges by making the best use of our network of global bases.
The Electronic Chemicals subdivision aims to achieve customer satisfaction through the development, manufacture, and salesof highly reliable solder pastes, including highly heat-resistant solder, solder resists for ﬂexible substrates that realize highfunctionality, and the photo imageable coverlay coat (PICC). The FA Systems subdivision will develop technology for foreign
matter prevention and heat control in furnaces and environmentally friendly equipment that reduces energy consumption, andwill continue to support global manufacturing.

Social value of businessElectronic Chemicals● As cars are becoming more fuel-eﬃcient and highly functional, automotive components are becoming more electronically controlled, lightweight, and miniaturized. Under these circumstances, we oﬀer superior materials that meet
reliability requirements that are becoming stricter each year. Our materials have high reliability and show good
performance, including crack resistance, heat resistance, and humidity resistance, even in a harsh engine room environment. In addition, as smartphones and wearable devices are becoming more multi-functional, lightweight, andminiaturized, there is a demand for further high-density mounting and various joining methods. We provide materials
that meet such demand, supporting high-speed and high-capacity communication in 5th generation (5G) mobile network systems.
FA Systems● We provide high-performance soldering systems compatible with other assembly equipment. Such systems are needed due to an increase in demand for in-vehicle PCBs associated with advances in automotive electronics or to development in smart factories typiﬁed by Industry 4.0. Our systems show good environmental performance that helps
save power and resources. Using this advantage, our systems streamline mounting lines and support manufacturing
in evolving factories around the world.

17

TAMUR A CORPORATION REPORT 2 0 2 1

Reflow soldering system

Wave soldering system

Reflow soldering system heat PCB-mounted electronic components to melt solder andjoin the components and circuits on the board. Our new systems are equipped with convection control technology that efficiently circulates gas within the systems, making it
possible to suppress flux adhesion to the inner surface of the furnace as well as reduce
nitrogen consumption.

Wave soldering system through which a printed circuit board with electronic components
inserted is passed with its lower surface dipped in solder bath. The soldering system uses asolder bath made of titanium, which is resistant to corrosion, and has a hot air heater withhigh preheating capability.

TAMUR A CORPORATION REPORT 2 0 2 1

18

Our Business

Sustainable Value Chain 〜Creation of added value〜
Information Equipment

Improve “safety and security” of social infrastructure
through “sound” to deliver “value” and“excitement” to customers.

Mission

R&D

Promote development of new markets and new products bystrengthening cooperation between the information equipment
business and the light wave businesses

With the aim of continuously providing safe and secure high-quality products and services that satisfy customers
from all over the world, the Tamura Group has been working on resolving social issues by promoting businessactivities while taking social and environmental impacts into account in all processes ranging from R&D, procurement, and production to sales.

Major challenge

We provide products andservices that can contribute to resolving social
issues through the creation and development oforiginal technologies thatmeet customers’ expectations.

● Creating new products through cross-business-unit R&D projects● Reinforcing “local development and local approval” system to address needsof customers worldwide in a detailed and speedy manner● Developing technologies and products such as eco-design products that canhelp resolve social issues● Promoting materials development by introducing

MI (Materials Informatics)

Norihiko Nanjo

NTX series--next generation audio
mixing console

NTX800● We have accumulated sound and communication tech-

nologies in the areas of broadcasting and telecommunication. Using these technologies, we provide customers, particularly broadcast stations, with wirelessintercoms and more as well as audio mixing consoles
compatible with high-resolution 4K/8K TV broadcasting, thereby delivering new experiences to the audience and contributing to comfortable living.

NTX600● We have applied our original wireless technology tovarious systems that watch over for human safety life.

We carry out monozukuri(manufacturing) in which
we work on productivity
improvement
throughproduction at optimal
locations while making
eﬀorts to reduce environmental load and ensure
safety and quality.

Sales

Social value of business■Products

Our worldwide supply
chain works in cooperation to procure socio- andenvironmentally friendly
raw materials in a stablemanner.

Production

Most of the TV and radio audio in Japan goes through the audio adjustment console manufactured by Tamura Corporation.
In FY2021, we launched the next-generation audio adjustment console NTX series equipped with IP functions that contributeto eﬃcient program production. We will bring excitement to customers through comprehensive maintenance services uniqueto production in Japan. In addition, we will promote further integration with KOHA Co., Ltd., the group company excelling in
high-brightness LED technology, sensing technology, and communication technology. We will also promote the development
and expansion of digital health products that can contribute to monitoring, safety, and security in daily life by using 3D (millimeter wave) sensors, environment visualization sensors, etc. In this way, we will contribute to safe living in an aging society.

We provide high-quality
products and reliable services in a speedy manner by
accurately understanding
customers’ requests throughcommunication.

NT series--audio mixing console

Wireless microphone for railways

NT660

Wireless devices

19

TAMUR A CORPORATION REPORT 2 0 2 1● Taking measures against conﬂict minerals● Creating and operating an online whistleblowing and complaint form forwhistleblowing and consultation bybusiness partners● Strengthening the “local production for local consumption” system where produc-tion is performed at optimal locations close to customers around the world.
● Increasing production eﬃciency through the establishment of an integrated

production system, including the preparation of optimal production lines
based on the introduction of automation, insourcing of materials, etc.
● Promoting eﬀective use of natural resources/energies and appropriate waste management● Reinforcing continuous improvement activities by promoting quality management system● Fully implementing
safety and sanitation
management● Responding to customers’ requests for delivery on a ﬂexible and timely basis

by utilizing the global manufacturing and sales system● Supplying appropriate information on products

and services● Improving maintenance quality regarding FA

system and information equipment

With the aim of creating additional value in each process in the value chain, we endeavor to reinforce maintenance anddevelopment of diverse human resources who engage in functions and business activities useful for governance and compliance, and efforts that contribute to local society and environmental conservation at each base.

DECT-based Intercom

Sound adjusting equipment used in TV and radio broadcast stations, etc.
By integrating acoustic and network technology, we have realized IP functions
that support efficient program production.

● Improving management of chemical substances contained in products

Foundation that supports value chain

NT110
NT880

Audio mixing consoles forbroadcasting● Promoting CSR Procurement and Green Procurement

Procurement

Director/Senior Executive Oﬃcer, Director of Information Equipment Business Unit and President of KOHA Co., Ltd.

Corporate
governanceCompliance

Facilitation of human resource
development and diversity

Respect forhuman rights

Regional
contribution

Environmental
management

Wireless intercoms, such as DECT-based intercoms, are essential communication tools for producing TV and radio programs. Wireless microphones for railways are capable of not only amplifying voice across platforms but also controlling departure bells and door closing indicators using control switches.

TAMUR A CORPORATION REPORT 2 0 2 1

20CSR Report Digest
Area of
Activity

Key Issue● Offering eco-design

products

The Tamura Group is promoting CSR in suchareas as “environment,” “human rights/labor,”“quality,” “social contribution,” “compliance/
corporate ethics,” “risk management,” and“information management,” in relation to theenvironment, society, and governance.

Environment

E nvironment

CSR Goals and Results● Reduction in use of

substances of concern● Promotion of energy

and resource savings● Promotion of group-

wide integrated ISO
14001 certification● Personnel systemand human resource
development● Work style reform

Human rights/Labor* In order to show the association between the Tamura Group’s initiatives
and the Sustainable Development Goals (SDGs), each area of activity is
indicated by the corresponding SDGs icons.

● Promotion ofdiversification■Self-assessment criteria● Promotion of safety

100% or higher achievement

and sanitation

80–100% achievement■Report page

● Premier eco-design

Main Result in FY2020● 14%【Goal not achieved】

products sales ratio: 15%● Substances of concern:● 56%【Goal not achieved】

60% reduction in basic unit
compared with FY2005● CO2 emissions: 8.6%

● 15%
【Goal achieved】

resources and management● Revision of personnel
system
● Improvement of working
environment● Work efficiency
improvement throughintroduction of RPA(Robotic Process
Automation)● Enrichment of healthcare● No violations of environmental laws and regulations● Introduction of new personnel system that responds todiversification of employees' values and work styles and aims toincrease job satisfaction● Improvement of ICT infrastructure and development of company

to promote active female
participation● Promotion of employment
of disabled/elderly persons● Promotion of safety andsanitation● Response to conflict● Promotion of conclusion of contracts, etc. in accordance with

“Procurement Guidelines”◆ Disuse of conflict minerals ◆ Elimination of antisocial forces● Provision of high-● Establishment/● Revision and dissemination of quality policies● Provision of design reviewer training, job teaching training, basic● Increased green

procurement● Continuous social

contribution activities

Social contribution● Coexistence with

community andvolunteer activities● Promotion of cultural,enhancement of quality
education system● Quality improvementawareness-building activities
during the Quality Month● Hosting of Tamura Group
Quality Promotion Conference● Update of green
procurement standards● Strengthening ofmanagement of chemical
substances in products● Donation activities● Promotion of resource
recycling activities● Hosting of Monozukuri(manufacturing) School● Implementation ofinternship and job
experience programs● Coexistence with the communityand volunteer activities● Promotion of sports● CO2 emissions:● Compliance with environmental laws

and regulations

minerals issues

quality products● Substances of concern:● Implementation of internal

rules to enhance flexibility of work sites and hours● Introduction of work-from-home arrangements● Implementation of labor management training and stress management
training● Promotion of taking paid leave● Improvement of work efficiency in departments that have introduced
RPA● Implementation of stress check and periodic stress counseling● Implementation of consultation meetings to support careerdevelopment of young employees● Introduction of work system that enables employees engaged inchildcare or nursing to select work-from-home days and working hours● Promotion of employment of disabled/elderly persons● Workplace safety and sanitation inspection, and implementation ofsafe driving habit self-check, etc. for drivers and cyclists● Execution of action plan

Report page
Pages 23-24
Web:◆ Environmental Management◆ Environmental Targets,
Performance, and Evaluation◆ Eco-design Products◆ Action on Environmental
Protection

9.8% reduction compared with FY2013

environmental laws andregulations● Development of global human

FY2021 Goals● Premier eco-design products sales

60% reduction in basic unit comparedwith FY2005

reduction compared with
FY2013● Compliance with

Selfassessment
ratio: 7%

procurement

Quality

Page number indicates the page on which activities are reported
in the TAMURA CORPORATION REPORT 2021.
Web: https://www.tamuracorp.com/csr/
All activities, with some exemptions, are reported.

S ocietyLess than 80% achievement● Promotion of CSR

FY2020 Goals

quality training, and support for getting QC certification● Message sent by officers responsible for quality on the first day of

the Quality Month● Hosting of Tamura Group Quality Promotion Conference● Update of green procurement standards● Promotion of sharing of information on establishment, revision,and abolishment of laws and regulations for chemical substancesin products● Donation activities● Support for the Drop-in Center Project in Bangladesh● Collection of empty cases of disposable contact lenses, donation ofold books, promotion of used stamp collection activity, etc.
● Provision of soon to be dismantled Sakado Factory building for
firefighters' training● Promotion of environment beautification activities near and aroundindividual business sites, participation in the Akaya Project andmore.

environmental auditor developmenttraining and upskilling training● Development of global humanresources and management

Pages 25-26
Web:◆ Human Rights/Labor◆ Supply Chain Management● Improvement of working environment● Launch of business process re-engineering (BPR) project, andimprovement of efficiency andincreased added value by reviewing
indirect business processes● Enrichment of healthcare● Execution of action plan to promote

active female participation● Promotion of employment of disabled/elderly persons● Promotion of safety and sanitation● Response to conflict minerals issues● Dissemination of quality policies● Establishment/enhancement of quality

education system● Quality improvement awareness-

Page 26
Web:◆ Quality/Service◆ Supply Chain Managementbuilding activities during the Quality
Month● Hosting of Tamura Group Quality
Promotion Conference● Update of green procurement
standards● Strengthening of management ofchemical substances in products● Donation activities● Promotion of resource recycling

activities

Page 26
Web:◆ Social Contribution Activities● Hosting of Monozukuri(manufacturing) School● Implementation of internship and job

experience programs● Coexistence with the community andvolunteer activities● Sponsorship of women’s football team (Chifure AS Elfen Saitama)● Promotion of sports● Implementation of legal practice training, including patents,● Promotion of compliance education

art, and sports
activities

Information
Risk
management management

TAMUR A CORPORATION REPORT 2 0 2 1Compliance/
Corporate ethics

G overnance21● Promotion ofcompliance with laws
and regulations● Dissemination of CSR● Promotion of complianceeducation● Continuous disseminationof SDGs● Strengthening of risk

management● Reinforcement of dataprotection program● More timely andappropriate disclosure ofcorporate information● Response to COVID-19● Periodic/occasional review

of business continuity plan
(BCP) documents● Implementation of
emergency drills● Reinforcement of theinformation protection
system● Timely and appropriate

corporate information
disclosure on Website

security trade control, contracts, and unfair competition prevention● Discussion-based training in small groups using training materials● Issuance of e-mail magazines in which familiar news, case studies, etc. ofcompliance violations are explained in an easy-to-understand manner● Company-wide dissemination of SDGs through training, internal
newsletters, etc., and implementation of SDG education overseas● Response to COVID-19 while maintaining business continuity● Global implementation of BCP in individual business segments● Implementation of evacuation drills and safety confirmation drills● Continuous dissemination of SDGs

● Continuous response to COVID-19● Re-development of BCP andat domestic business sites● Improvement of stockpile at each business site in Japanenhancement of business continuity
management (BCM)● Implementation of emergency drills● Enhancement of network security against cyberattack and● Reinforcement of the information

information leakage● Timely and appropriate corporate information disclosure on

WebsiteWeb:◆ CSR Management◆ Compliance

protection system

Page 26
Web:◆ Risk Management◆ Human Rights/LaborWeb：◆ Risk Management◆ Corporate Governance● Timely and appropriate corporate

information disclosure on Website

TAMUR A CORPORATION REPORT 2 0 2 1

22

CSR Report Digest
Eﬀorts on Premier Eco-design Products

Environmental Topics

The Tamura Group carries out product environmental assessment in the development and design phases to minimize environmental impact, and strives to contribute to achieving the SDGs through the development and provision of premier eco-design products.

Gate driver modules: 2DUD_P series and 2LG series

Contributing to Realization of a
Decarbonized Society through Acquisitionof Worldwide Integrated Certiﬁcation

Tamura Group Environmental Policy

The Tamura Group began building a globally unified environment management system in FY2006 and had integrated 23
sites of 16 companies by FY2020 in an attempt to improve its
environmental performance and enhance environmental governance.
With an eye toward carbon neutrality by 2050, the Groupboosted its greenhouse gas reduction target by FY2030 by atleast 21% compared with the FY2013 level, to 51% or higher,
and will put it into effect starting in FY2022.
In order to attain sustainable growth and realize a sustainable society, the Group will work on saving energy and leveraging renewable energy thoroughly.

Tamura Group Environmental Targets●Greenhouse gas emissions＊：
FY2030: Reduction of 51% or more (comparedwith FY2013 levels)●Amount of renewable energy introduced:
FY2030: More than double (compared with
FY2019 level)＊ Within Scope 1 (direct emissions from our own fuel use or production process)or Scope 2 (indirect emissions from the use of electricity or heat we purchased).
Emissions related to new plants are added to those of past ﬁscal years including
the base year to appropriately evaluate reduction eﬀorts made after the start ofoperation.
Emission coeﬃcients represent those of electricity purchased based onagreements in principle.
●

Environmental Concept
The Tamura Group conducts all its business activities in harmony
with the environment by promoting sustainable resource use,
climate change mitigation and adaptation, and biodiversity andecosystem protection. These activities are based on the Group
Mission Statement: “The Tamura Group supplies an original
range of products and services, highly regarded in the global
electronics market, to satisfy the evolving needs of customers,
employees, and shareholders supporting the Group’s growth.”

The 2DUD_P series and the 2LG series are gate drivers compatible with high-voltage/high-current IGBT and SiC-MOSFET (1700 V/1800 A class), suitable for 2 MW classsolar power generation and wind power generation systems.
Tamura's unique “low-capacitive coupling, insulated DC-DC converter,” “low-impedance drive circuit,” and “structural design that minimizes gate wiring” enable stable gate drive even in switching operations exceeding 3,000 A. In addition, they are
equipped with a short-circuit protection function that can safely stop operation evenfor a short-circuit current of 10,000 A or higher via DESAT detection and soft turn-off.
They are also equipped with important functions, such as active clamps, UVLOs, andmirror clamps, for driving IGBTs and SiC-MOSFETs.
These functions will improve the reliability and design efficiency of the entire system developed by the customer. Furthermore, they will contribute to the stable supply of renewable energy, for which needs are accelerating toward the realization ofcarbon neutrality.

Fully recognizing the global targets specied in the SDGs
(Sustainable Development Goals) and the Paris Agreement
and with the aim of achieving continuous business growth,
the Tamura Group focuses on the following environmental
protection activities in its business operations, including design,development, production, and after-sales service of electronic
components, electrochemical materials, soldering equipment,
and information equipment, by utilizing its environmental
management system, observing pollution prevention practices
as well as laws and regulations, and working on their consistentimprovement.

1. The supply of eco-friendly products.
2. Control and reduction of environmental burdenmaterials.
3. Promotion of energy conservation and saving
resources.

Solder paste using recycled Sn
TLF-204-27F4-R
Solder pastes TLF-204-27F4-R use tin that is refined and recycled from waste solder collected from customers. The “R” in the
product name indicates Recycling.
The company has received the “Recycling Verification Statement” certified by SGS for both materials recycled after use in
the production process (Post-Industrial) and materials recycled
after use by the end consumer (Post-Consumer). These products are appropriate for resource recycling such as environmental regeneration and waste management for the realization ofa sustainable society, toward which the movement is globally
accelerating.

Waste solder
collection

Moltenmetal
reﬁning

Environmentally Friendly Sakado Factory

Greening of the parking space

Greening that gives consideration to biodiversity conservation

23

TAMUR A CORPORATION REPORT 2 0 2 1

Use of recycled Sn

Solder resist for flexible PCBs:
APB-300-32 series●

The office building of the Sakado Factory(Sakado City, Saitama Prefecture) is engagedin eco-friendly initiatives as a nearly ZEB (netzero energy building) that achieves net energy saving of 75% or higher after adding up
the building's power consumption and energy creation. In FY2020, trees were planted in
the parking space and around the buildingof the Sakado Factory in consideration of
biodiversity conservation (native vegetation, including Kousa dogwood and Japanese mountain cherry).

2LG seriess

Main Measures●

Topics2DUD_P series

As smartphones and wearable terminals become more sophisticated and lighter, flexible printed circuit boards (FPCs) arebecoming more integrated and denser.
The black photo-developing solder resist APB-300-32 series
for FPCs has realized strong adhesive bonding without the necessity of using connectors, and supports short-time pastingprocess by improving heat resistance and adhesiveness. Furthermore, in the FPC manufacturing process, high resolution
has been achieved by low exposure (100 mJ/cm2), which isless than half of that in the company's conventional method.
In the direct imaging exposure process, which is essential forhigh-density FPC processes, both high productivity and excellent resolution have been realized.
The product is halogen-free and therefore environmentallyfriendly, contributing to the development of advanced technology.

Product photo

High-resolution SEM image
Heat resistance evaluation

APB-300-32
320°C - No exfoliation

Conventional product
320°C - Slight exfoliation

TAMUR A CORPORATION REPORT 2 0 2 1

24

CSR Report Digest

Social and Governance Topics
Promotion of Work Style Reform andBusiness Process Re-engineering (BPR)
Development of a working environment
where employees can concentrate on work in apleasant way
Through efforts to increase job satisfaction along with appropriate labor management, we have been working on thedevelopment of a working environment where employees canconcentrate on their work continuously in a pleasant way.
As part of measures to improve job satisfaction, we haveintroduced systems that enable employees to take multipurpose leaves for childcare, nursing, volunteer work, etc. as well
as hourly-paid leave. Furthermore, a system is also in place inwhich past employees who retired for a specific reason, such as
childcare, nursing, or spouse’s job relocation, are re-employedby the Company. Thus, in the environment where employees’
values and work styles are diversified, we have been providing
support to establish good work-family balance. Furthermore, it
introduced work-from-home arrangements while enhancing
infrastructure by strengthening its enterprise server to handle
increased access and office regulations as well. While extending support to individual employees' self-directed work style, it
focuses on providing guidance on management methods andmental healthcare so that teamwork is not eroded even if opportunities for face-to-face communication decrease.
With regard to optimization of labor management, seminars
on labor management and stress management have been held
for managers and supervisors, promoting efforts to fully spreadcompliance-based labor management and realize a less stressful work environment.

Efforts at Boosting Work Efficiency
The Tamura Group has been working on boosting work efficiency in a business process re-engineering (BPR) project led
by President Asada as the chief executive officer in FY2021. As
results have been produced by the unit that deployed robotic
process automation (RPA) ahead of the pack, the Group is deploying RPA horizontally on a company-wide basis, automatingroutine tasks, and shifting employees to high value-added tasks.

Introduce of the New Personnel System that
Activates both Employees and Organizations
Aiming to activate employees and organizations, Tamura
manages a fair and just personnel evaluation system throughappropriately and effectively using three important factors for
personnel management: development, assignment, and treatment. Each employee is evaluated fairly and justly based on his
or her “behavioral characteristics” and “efforts for achieving theirgoals.” The Company also requires all managers and supervisors
to receive evaluator training in order to ensure the fairness andtransparency of personnel evaluations. Further, the job grading
system has been introduced for determination of treatment, inwhich the employees' grades are determined not based on age,educational background, and gender, but based on duties andresponsibilities.
The Group revamped the personnel management system in
April 2021 in response to the diversification of employees' values and work styles. It expects those at the management level
to demonstrate strong management ability and make available
an environment that allows employees who work under themto perform exceptionally with no worries. Therefore, it has pro-

moted measures with focus on enhancing teamwork, including
the introduction of the “psychological safety” concept and the360-degree feedback. The Group also rigidly defined the rolesof highly professional personnel, i.e., their mission is to demonstrate a high degree of expertise in delivering competitive products and services to the market, and they will be remunerated
according to their performance. Furthermore, the Group also
revamped the evaluation items for behavioral characteristics sothat everyone can optimize his/her abilities without reservation
regardless of gender or age. As for the job grades for the young
age bracket, in particular, the Group cut the number of years forpromotion significantly, offering young employees an opportunity to engage in higher-level jobs early on.
By implementing these new systems, the Group will enable
employees to choose diverse work styles, thereby boosting job
satisfaction.

Revision of Quality Policy
Regarding quality, one of the essential factors for the future
growth of the company, based on the Group's renewed conviction that it needs to foster a corporate culture where thequality-first philosophy is a matter of course, it revised its quality policy in January 2021. Under the new quality policy, theGroup set “Creating Correct, Quality Products” as its compass
in accordance with the “Biltrite Tamura” slogan, which was set
forth during the start-up phase and has been handed down to
the medium-term management plans. Furthermore, the Grouptranslated what this quality policy means into specific action
guidelines (Eight Articles of Manufacturing for production andTamura Group Quality Policy

Creating Correct,
Quality Products
Biltrite Tamura

Make Measures against COVID-19 and Business Continuity Compatible
Business establishments and factories in
the Group follow COVID-19 guidelines issued
by the central government of the respective
countries or local governments. Furthermore,
the Group has introduced a wide array of arrangements, including teleworking, rotating
shifts or staggered working hours, replacing
domestic and overseas business trips by Web
conferencing, and ensuring social distancing
by employees when working at the office. On top of these, any employee who is or suspected to be infected with COVID-19 will
receive prompt response following a predetermined flow, thereby making the prevention of the spread of infection and business
continuity compatible.
The Group had completed the deployment of the online conferencing system by the end of FY2019, i.e., before the COVID-19
pandemic. Thus, the Group was able to switch to “a new normal” smoothly in FY2020 and have seen improvements brought
about by cost reduction.

Correct
ectly grasping and understanding our customem rs’neeeeds
ee・Correand what the industry considers self-evident
ect decisions and actions by defining quality
・Correcondittions that suit needs

TAMUR A CORPORATION REPORT 2 0 2 1

Creation of an Online Whistleblowing andComplaint Form for Whistleblowing andConsultation by Business Partners
To encourage business partners to notify the Tamura Group
if someone who is associated with the Group commits or is suspected to have committed a compliance violation so that a legal violation can be detected and rectified early on, the Group
created an online whistleblowing and complaint form for whistleblowing and consultation by business partners on its website in October 2020, and notified main business partners of it.
The reception desk will be operated in Japan as the initial step,and be expanded tooverseas bases stepby step.
The Group has
an internal whistleblowing systemtargeting executives
and employees inplace; it will step up
business operations
based on a compliance culture further
through the creation and operationof the new form.

Building to be Demolished Oﬀered for
Fireﬁghting Training
The Tamura Group offered the soon-to-be-demolished building of the Sakado Factory as a site for a fire drill by the Sakado
Tsurugashima Firefighting Union in October 2020. On the assumption that the building collapses, a rock drill bore a hole inthe concrete floor to rescue those who were left behind on thefloor below; the drill was like real firefighting.

Quality Products
・Products that provide joy to customers
by meeting their expectations

Create・Manufacturing that emphasizes the work process andfinished productWe1learn and teach top-class knowledge, skills, andthe correct standards, aiming to become professionals:

2comply and ensure compliance with decisions, andconstantly strive for the optimal decisions and actions.
January 1,2021

25

10 Rules of Design for development) with the aim of making
Tamura's quality culture take root, transcending generations.
Chairperson Tamura delivered a message on the revisionof the quality policy at the Group's annual quality promotion
convention, and sent posters and explanatory materials inJapanese, English, and Chinese to all the bases in the Group.
Moreover, the Group ran an article on this issue in the company
newsletter to ensure that all employees are informed and thatthe revision becomes widespread.

Chairperson and Representative Director

Naoki Tamura

TAMUR A CORPORATION REPORT 2 0 2 1

26

Corporate Information
Main Financial Data <Consolidated>

Net Sales/Operating Income/Operating Income to Net Sales Ratio by Business Segment●Net sales●Operating income/Operating income to net sales ratio●Electronic Components(Millions of yen)

(Millions of yen)(%)

(Millions of yen)

7

60,000100,000

80,00079,60785,55887,008Operating income

7,000

79,6556,000

73,9066.4

6.3

Operating income to
net sales ratio

5.3

6

5,000
60,000

5

4,000
3,000

40,000

2.9
5,117

5,407

2,000

0

2016

2017

2018

2019

0

2020 (FY)●Ordinary income/Ordinary income to net sales ratio

2016

2017

2018

2.7

Operating income

7,000
6,000

6.4

6.4

Operating income to
net sales ratio

5.6

3.2

3,000

5,091

5,480

2,000

2016

2017

3.2

(Millions of yen)

7

8,000

1,969
2020 (FY)

2018

2,384

2019

2020 (FY)

Shareholders’ equity (Term-end)

50,00040,00010.0

30,00020,00038,388ROE

1
042,610

2,000
1,000

0

0

2.2
2016

2017

0

2016

2018

2019

2020 (FY)

2017

961
2018

0.5
275
2019

0.3
165
2020 (FY)20(Millions of yen)

8

30,000

5
4

6,397
3,727

3

1.3

3,630

1,024
2016

2017

●Electronic Chemicals / FA systems

25,000Net sales

Operating income

28,16425,442

23,70420182019

20,000

12.8

32.0

32.3

31.5

30.6

2016

2017

2018

2019

29.6

10.0

0.0

2020 (FY)

12.5

1

542

0

2020 (FY)

3,244

2,970

5,000
0

2016

2017

7,000

5,000

Net sales

4,054

4,993

321

1,658
2016

2017

2018

4,232

2,553
2019

2019

0

2020 (FY)

2016

2017

310

12
150

2,148
2020 (FY)40Operating income to net sales ratio

100

68

50
0

2016

(%)

(Millions of yen)

20

40

2017

2018

2019

2020 (FY)(%)

Social contribution activity expenses
vs. ordinary income ratio

2.0

4,202
3,499

3,474

11.5

16

481
2018

1.4

30

2.2

20

76
2019

4

1.5

1.2

12

8.0

490

320

250

30

0.6

8

1,000

0

300

4,180

3

0

20

200

9.4

2,000

4,522

350

16

7.9

6,119

(MWh)

24

●Social contribution activity expenses

Operating income

11.6

3,000

4,000

3,571
2018

15

4,000

(%)

8

2

0.7

22,743

10,000(Millions of yen)

1,000

25,44010.0

15,000●Information Equipment

3,000●Use of renewable energy
Operating income to net sales ratio

12.7(Millions of yen)

47,886

1.2

2,197●Capital expenditure

6

10,000

40.0

20.0

(%)

9

46,409

10

4

6

2,000

0

2,444

5,000

46,764

3.9
1.8

(%)

12

9.0

50.0

6

4.7

10,000

6,000

14.3

12

30.0
30,000

7

4.2

3,000

1

●ROE (Return on Equity)(Millions of yen)

5,000

4.7

7,000

7.4

4,000

2

2,510

6,000

Net income attributable toshareholders of parent
Ratio of net income to net
sales attributable toshareholders of parent

4
3

4,848

1,000
0

(%)

5

4,000

47,751(thousand ton-CO2)●Net income attributable to shareholders of parent /

6

5,000

50,871(%)

8

20,0002019

Operating income to net sales ratio

40,0003

Ratio of net income to net sales attributable to shareholders of parent(Millions of yen)

54,794

2

2,289

1,000

55,874

51,955●Greenhouse gas emissions (Scope 1, 2)

Operating income

4

4,600

20,00050,000Net sales

Main Non-Financial Data

31

0.6

33

0.7

1.0

36
29

10

0.5

279
2020 (FY)

0

0

2016

2017

2018

2019

2020 (FY)0*Calculated by converting payroll costs of those who are involved in offering money, goods,
or facilities, and activities into monetary amounts●Net assets per share●Dividend per share/Payout ratio

(yen)

(yen)

600

14

500

12
10

400

Dividend per share
Interim
Term-end

200

468.04519.59570.00565.34583.09

4

100
0

27

6

2

2016

2017

2018

TAMUR A CORPORATION REPORT 2 0 2 1

20192020 (FY)0

Payout ratio

121.1

140

*Due to the elimination of intracompany transactions (mainly company-wide future
development expenses), the total operating income of all companies does notcoincide with the total operating income of the business segments.

120

9

9

5

5

19.8

20.3

4

4

2016

2017

8
300

(%)

10
5

10
80.1

100

8

5
5

5

80
60
40

12.8

5

2018

2019

3
2020 (FY)200

TAMUR A CORPORATION REPORT 2 0 2 1

28

Corporate Information
XXXXX

Global Network

EUROPE■ Tamura Chemical Korea Co.,Ltd.
■■ Tamura Corporation of Korea■ Tamura Elsold GmbH■ ■ Tamura Europe Limited

AMERICAS■■■ Tamura Corporation of China Limited■ Shanghai Xiangle Tamura Electro Chemical Industry Co.,Ltd.
■ Tamura FA System (Suzhou) Co., Ltd.
■ Tamura Electronics (Suzhou) Co., Ltd.
■ Tamura Seiko Electronics (Changshu) Co.,Ltd.

■ ■ Tamura Kaken Corp.,U.S.A■ Tamura Electronic Material (Tianjin) Co.,Ltd.
■ Tamura Magnetic Engineering S.R.L.

■ Tamura Corporat
Corporation of America■ Tamura Power Te
Technologies de Mexico, S.A de C.V.

■ Hefei Ecriee-Tamura Electric Co.,Ltd.
■ Op-Seed Co., (BD) Ltd.

■ Earth Tamura Electronic (Myanmar) Co.,Ltd.
■■ Taiwan Tamura Technology
chnology Co., Ltd.
■ Tamura Elcomponics Technologies Pvt.Ltd.
■■■ Tamura Corporation off Hong Kong Limited■ Tamura Kaken (Dongguan)onggguag n)) Ltd.
■ Tamura Electronics
cs (S.Z.) Co.,Ltd.
■ Tamura Electronics ((Huizhou) Co.,Ltd.
■ Tamura Automotivee Electr
Electronics
ctronics
nics(Foshan) Co., Ltd.

■■■ Tamura Corporation (Thailand) Co.,Ltd.
■ Tamura Electronics (M) Sdn.Bhd.
■ Tamura Kaken (M) Sdn.Bhd.

ASIA

JAPAN
■ Telepart-Tamura Industria e Comercio Ltda.
■ Indusul Industria de Transformadores Ltda.

■■ Tamura Corporationn Vietnam
VieCo.,Ltd.
n Singapore
Singa
Pte.Ltd.
■■■ Tamura Corporation■ Wakayanagi Tamura Corporation■■
Aizu Tamura Corporation■■■ Nagoya Sales Oﬃce

■ Industria Sul Brazil de Transformadores Ltda.

Tamura Corporation■Tamura Electronics (Suzhou) Co., Ltd.

Tamura Electronics (Suzhou) Co., Ltd. was established in July 2019 as part of the company’seffort to restructure the Electronic Components
Business production bases in China. The production of chargers was transferred from Tamura
Electronics (S.Z.) Co., Ltd. to the company. Following its full-scale launch in October 2020, Tamura
Electronics (Suzhou) is rolling out a slew of powersource-related products centered on chargers.

■Tamura Automotive Electronics(Foshan) Co., Ltd.
Tamura Automotive Electronics (Foshan) Co.,
Ltd. was set up as Tamura Group's first factory specializing in boosting reactors for automotive use
in China. The building was completed in January
2021, and preparations are being made to startfull-scale mass production in 2022.

■New Sakado Automotive Product

Factory, Tamura Corporation■■■■ Osaka Sales Oﬃce

Tamura built a new factory within the Sakado
Factory to expand the production of boosting
reactors for automotive use. The building wascompleted in December 2020, and preparations
are under way to launch full-scale mass production in 2022.

■■ Head Oﬃce/Tokyo Factory■ Sakado Factory■ Iruma Factory■■ Sayama Factory■ Kodama Factory■ Koha Co.,Ltd.

● Composition of net sales by region〈consolidated〉(FY2020)

Europe and the Americas

12,368 (17%)

29

TAMUR A CORPORATION REPORT 2 0 2 1Japan

345 (8%)
Total

73,906

Japan

31,634
(43%)

China

19,161 (26%)● Number of employees by region〈consolidated〉(as of March 31, 2021)

Europe and the Americas

10,741 (14%)

Other Asian Countries■Head Oﬃce/Regional Headquarters/Others■Electronic Components■Electronic Chemicals■FA Systems■Information Equipment

Other Asian Countries

1,128 (25%)

1,217
(27%)
Total

4,447

China
(Millions of yen)

1,757 (40%)
TAMUR A CORPORATION REPORT 2 0 2 1

30

Tamura’s mascot “Quenu”

1-19-43, Higashi-Oizumi, Nerima-ku, Tokyo JAPAN 178-8511
2021.08