〈English〉

C O R P O R A T I O N

R E P O R T

CORPOR ATE PROFILE / CSR REPORT DIGEST

2 0 1 9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.

〉
〉
〉P.04

Information
Equipment

Electronics
Chemicals/
FA Systems●

Realizing a decarbonized society●

Conserving energy and resources●

Promoting diversity●

Promoting workstyle reform●

Preparing for natural disasters●

Responding to a rapidly
aging society●

Coexisting with communities

Genealogy of Product Development ……… 07

Our Business■ Electronic Components ……………… 09■ Electronic Chemicals/FA Systems……… 11■ Information Equipment ……………… 13

MISSION
The Tamura Group supplies an original range of products andservices, highly regarded in the global electronics market, to satisfy
the evolving needs of customers, employees and shareholders
supporting the Group’s growth.

“One Tamura” strategy …………………… 14
Product Lineup …………………………… 15

CSR REPORT DIGEST
Efforts to support value creation

GUIDELINE
Tamura Group Code of Conduct■ Basic policy on promotion of SDGs (Tamura Group Code of Conduct)

9

CORPORATE PROFILE

Corporate Philosophy

E nvironment
Related social issues

1

TOP MESSAGE ……………………………… 03

Strategic markets 〉〉〉P.14

VISION

0

Creating Tamura Group’s Value ……… 01◆ Automotive◆ Power electronics◆ IoT/next-generation communications

Electronic
Components

2

Value creation through business
By providing products, technologies, and services,
Tamura shall support● Popularization of eco-friendly cars as well as safe andcomfortable driving● Next-generation energy-saving societies● Network societies in the near future

Tamura Group’s business fields

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

C O N T E N T S

Tamura’s social value
The 12th Mid-term Plan

TA M U R A●

Energy savings and CO2 emissions reduction●

Resource savings and waste reduction●

Reduction of substances of concern

S ociety

The Tamura Group recognizes our corporate social responsibility (CSR) of balancing theachievement of a sustainable society and the sustainable growth 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 corporation in achieving SDGs, the Tamura Group will contribute to thesolution of social issues through products, services, technology, and business activities.

●

Improving customer satisfaction through quality improvement●

Promoting green procurement and CSR procurement●

Nurturing global human resources and active promotion of local staff●

Establishing safe workplaces and proper work environments

G overnanceRealization of a
Sustainable Society

Sustainable Growthof Tamura GroupCSR
CSR goals and results ……………………… 17
Environmental Performance Report
Environmental topics ……………………… 19
Social Performance ReportSocial & Governance Topics ……………… 21

CORPORATE DATA

Corporate Information …………………… 23
Global Network …………………………… 25
Editorial Policy
This report will be published as “TAMURA CORPO­RATION REPORT 2019” to serve as an introduction
to the Tamura Group. It is a compilation of
Tamura’s“CORPORATE PROFILE,” which introduces
the group’s overview and business activities, and“CSR REPORT DIGEST,” a digest of its CSR.
A detailed report of CSR is available on the “CSR”
page of the Tamura Corporation website. The“Environmental Report Guidelines (FY2018 Edition)”of the Ministry of the Environment of Japan, andthe “ISO26000” Guidance Standard were referred towhen “CSR” was edited.
Period covered
April 1, 2018 to March 31, 2019
(Includes some activities in or after April 2019)
Publication dateAugust 2019●

Shift to new management system●

Compliance enhancement●

01

TAMURA CORPORATION REPORT 2 0 1 9Timely and proper disclosure of corporate information(Previous report: August 2018 next report: due in August 2020)

Contact information
CSR Promotion Div.
TEL: +81-3-3978-5293, FAX: +81-3-3978-2760
E-mail: csr@tamura-ss.co.jp
Web: https://www.tamuracorp.com/
TAMURA CORPORATION REPORT 2 0 1 9

02

TOP MESSAGE

Afresh starting with a new management system
towards the centennial anniversary and further
sustainable growthEstablishing a business structure thatbrings steady profits in growing fields

Masahiro Asada, President and Representative Director

Inauguration as new president:

Specifically, we have identified the electrification of power trainsystems and AI & IoT-based automated driving technology in theautomobile industry that is entering a time of revolution as well
as next-generation communications technology as future growthindustries. Accordingly, we have determined three fields, i.e.,“in-vehicle products,” “power electronics,” and “IoT & next-generation communications,” as the Company’s strategic markets. We
will work to establish a business structure that can bring steadyprofits in these markets for which solid growth can be expected.
As it can be easily imagined, for example, that automateddriving technology will never be realized without next-generation communications technology such as 5G, it is predictedthat mutual connections among all business fields will eventually increase. In our Company, we will also work on sharing
best practices among different business units by removing walls
between divisions and reinforcing horizontal connections. Whileenhancing synergy effects, all members of the Tamura Group will
make joint efforts as “One Tamura.”

I received the offer from new chairperson Naoki Tamura(former president), who had assumed the responsibilities of
top management as president for many years, and took office
as president in April 2019. Although I am humbled by the vast
responsibilities that await, I am ready to assume various tasks,
underpinned by my knowledge of actual workplaces and a senseof balance that I have acquired over the years.
I believe that the primary role of the new management system isto realize the “Company’s ideal future” towards the centennial anniversary in 2024. The scenario includes efforts to establish a solidmanagement system by 2021 (the last year of the 12th Mediumterm Management Plan) so that in 2024, the centennial anniversary
year, all the endeavors made until that time will be fully rewarded.
We have set high targets, namely, to achieve an operating profit
ratio of 10% or more and an ROE of 10% or more, both in fiscal
year 2024, and will continue to strive toward this goal.

Establishment of New Medium-termManagement Plan

As a Company that Responds to Society’s
Expectations

As the first step, “Biltrite Tamura GROWING ANEW” hasbeen chosen as the slogan for the 12th Medium-term Management
Plan. For this slogan, while inheriting “Biltrite,” a coined word
meaning “to manufacture righteously,” as the Company’s tradition and “GROWING” that should result from it, we have added
the word “ANEW” to show our resolve “to have a new start” witha “new system” in the new “Reiwa” era.

In order to realize the “Company’s ideal future” in its centennial anniversary year, it is important for us to bring the Company’s
growth strategies and the society’s expectations into line. As oneof the foundations of our new Medium-term Management Plan,
the Company has been utilizing SDGs (Sustainable Development
Goals) that were adopted by the United Nations in 2015. ThroughThe 12th Medium-term Management Plan (2019–2021 & 2024)

Biltrite ＝ Build up ＋ Right
The 12th Medium-term Management Plan covering the years to FY2021 was launched in April 2019 under the new management system,
and looks ahead to sustainable growth in the centennial anniversary (2024) and thereafter as its long-term vision.

Targeted Managerial Indicators( 1 ) With an increase in profitability as the primarytarget, we aim to achieve the group operating
profit ratio of 8% or more in FY2021 and 10% ormore in the centennial anniversary year.

Naoki Tamura
Chairperson and Representative Director of
Tamura Corporation

03

TAMURA CORPORATION REPORT 2 0 1 9

Masahiro Asada
President and Representative Director of
Tamura Corporation( 2 ) As for our objective in capital efficiency, we aim toachieve ROE of 9% or more in FY2021 and 10% ormore in the centennial anniversary year. We will
work toward improving capital efficiency by promoting the stabilization of business infrastructure
through increases in shareholders’ equity.

Sales amount(100 millions of yen)

6.3%

900

868

870

856

5.3%

5.0%

46

43

2017

2018

2019

Operating profit ratio
ROE

1,000

7.2%

54

1,200

Operatingprofit ratio

Operating profit(100 millions of yen)

8.0%

65

80

2020

2021

10.0%
120

2024

FY2019(1st year)

FY2020(2nd year)

FY2021(3rd year)

FY2024(Centennial
anniversary year)

5.0%
6% or more

7.2%
8% or more

8.0%
9% or more

10.0% or more
10% or more

TAMURA CORPORATION REPORT 2 0 1 904

TOP MESSAGE

Pursuing management that integrates
business and CSR

Naoki Tamura, Chairperson and Representative Director

the promotion of employment. The Company also has plants in
Myanmar, Bangladesh, and other countries, where we are promoting the employment of local engineers and managers incooperation with universities and other educational institutions.
It has always been the Company’s management policy to focus
on local markets based on the principle of “local development& local consumption (local development & local approval).” In
this regard, with the aim of increasing diversity in global management by a further step, we are training highly skilled local
staff and gradually shifting responsibilities and authority to them,eventually increasing the number of locally employed staff asmembers of the board and operating officers.

Two-wheel Framework Towards theCentennial Anniversary

My Mission

Review of the 11th Medium-term Management
Plan

As chief operating officer, I will enforce speedy management
toward the realization of the “Company’s ideal future in the centennial anniversary year,” and aim to achieve a V-shaped recovery
in performance that stalled during the third year of the previous
Medium-term Management Plan by pursuing efforts to create newstrategic products and to continue embracing new challenges.
I believe my mission is to shape this globally operating Tamura
Group into “One Tamura” both in name and in substance without going against the intent of the Company’s objetive. For thispurpose, I will do my utmost to realize well-balanced operations
by inheriting the good traditions of the Company that has over 90
years of history and by making the best use of experiences gained
from many years of overseas assignment. In this regard, I would
appreciate your candid opinion, guidance, and support.

widely spreading environmentally friendly products, we will
strive to “resolve social issues through use of ecotechnology”
in response to people’s expectations, thus contributing to theachievement of SDGs.
In the environmental aspect, while expanding our eco-friendly
car products in the in-vehicle business as a cornerstone of our
growth strategy, we will also focus our energies on current sensors that are used in products related to “energy saving/energy
creation/energy storage” and large transformers that are used
for the generation of renewable energy, such as wind power andwater power.
In the social aspect, as has been set forth in Goal 1 “No poverty” of SDGs, poverty eradication is an urgent social issue, andthe largest contribution as a company to its resolution should be

Company’s Ideal Future in the Centennial Anniversary Year
Based on this Medium-term Management Plan and various challenges towards the achievement of SDGs (Sustainable Development Goals), theCompany aims to grow in a healthy manner while responding to the expectations of people around the world as an entity needed by all its stakeholders, including its shareholders, business partners, employees, and local communities.
Expectations of People around the World“Tamura’s Ideal Future”
Sustainable growth

Sustainable development of the world

Finance

Resolution of social issues
using ecotechnology

Customers

Products that attract andimpress people

Assessment of products and markets

Diversity

Business
operations

Global!

Optimal allocation of organizations
and human resources

Workstyle reform

Human
resources

Enterprise that gains people’s admiration
and where people gather

Improvement of operational efficiency

in the centennial anniversary and further

Advancing05

Company Operation

TAMURA CORPORATION REPORT 2 0 1 9Acquisition of fair returns

On April 1, 2019, a new president was appointed. Formerly
president, I have assumed the position of chairperson and representative director and shall take charge of non-financial tasks, suchas corporate governance, CSR, SDGs, and management quality,
working toward the improvement of corporate value. New president Masahiro Asada shall be in charge of the Company’s entire
business and its implementation, taking the helm of the Company’s
future growth strategies. We would like to move forward in thistwo-wheel framework with company-united efforts towards thecentennial anniversary that is approaching in five years.

The last Medium-term Management Plan that was implemented under my leadership as president had shown a successful
start in the first and second years of the three-year plan, hitting
record-high profits. However, in FY2018, the last year of theplan, the Company was affected by the impact of the US-China
trade conflict and China’s economic slowdown, which was
greater than expected. Furthermore, because of deteriorated business climate where sales of the latest models of smartphones had
leveled off because the business cycle had reached its peak andanother negative factor of repair cost related to a quality problem,
operating profit eventually returned to the level of the year before
the three-year plan.
While we were successfully pursuing the improvement of
profitability in those three years and in the process of establish­
ing a business model to concentrate capital for high-value-added
products, we failed to actually create strategic products that wereless susceptible to the economic climate. This is a matter of regretwith regard to the previous Medium-term Management Plan.
On the other hand, because our compensation claim for patentright infringement was finally accepted and we were able topost the settlement as a profit, the final profit for FY2018 was
6.3 billion Japanese yen, the highest ever. ROE also increased
to a two-digit percentage, reaching 14.3%, and the Company
could pay a dividend of 10 Japanese yen per share, realizing its
long-cherished objective.

we were finally able to have a good prospect of high-volume
production as mentioned in the 12th Medium-term Management
Plan and have decided to make an investment to expand/reinforce
plant facilities in two domestic plants and in China.
With regard to overseas strategies in the electro-chemistrybusiness, it was unfortunate that the Company did not have its
own production plants in the ASEAN and European regions. To
address this, the Company has acquired plants from an OEM
partner company in Thailand and a local company in Germany
through M&A and built a self-manufacturing system.

Promoting Business and Social Contribution
in an Integrated Manner Based on SDGs

Even before the concept of CSR became substantially rooted
in Japan, the Company upheld “social contribution through business” as its management philosophy. We were among the earliest
in this industry to sign the United Nations Global Compact.
Further, under the new Medium-term Management Plan, theCompany has been promoting management by integrating
business and CSR, utilizing SDGs as its basic concept. To myunderstanding, all 17 goals of SDGs are related to the Company’s
activities in one way or another. Therefore, by actively reporting
information about “Tamura is carrying out such an activity” and“Such an activity can contribute to SDGs” in reference to eachgoal, we have been making efforts so that every employee would
become familiar with SDGs. For example, as part of workstylereform, the Company has also introduced a telework system.
Today, some employees are performing simulation analysis work
remotely because of family reasons. This is an example casethat can contribute to the achievement of SDGs’ Goal 8 “Decent
Work and Economic Growth.”
Our aim is to combine the realization of a sustainable society
and sustainable growth of the Company by promoting businessand social contribution in an integrated manner based on SDGs.
In FY2018, with the aim of increasing SDG awareness among
employees, SDG badges were distributed. Our challenges, however, have just begun and we shall continue to work on raisingawareness among employees.
Your continued support is very much appreciated.

Concentration of Operating Capital on
Growing Fields and Efforts to Overcome
Weakness

For the past three years, we have concentrated on the in-vehicle
business as a priority market. Under the circumstances where thetrend has been shifting toward eco-cars, the Company’s boosting
reactors for environmentally friendly vehicles have been gaining a high reputation in the market because of their performanceand quality, and the business has recorded a substantial growth.
However, due to the long development period required, the in-vehicle components were not yet strong enough to push up sales
in the previous Medium-term Management Plan. Nevertheless,
TAMURA CORPORATION REPORT 2 0 1 906

CORPOR ATE PROFILE

Genealogy of Product Development

Time-honored technological capabilities that continue to excel
HISTORY

PRODUCTS

CORE TECHNOLOGYElectronic Components
Switching transformers, Reactors, Coils
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.

(High-frequency products)

1956～

Cut core
Magnetic
material

Highfrequency
reactor1970～

Choke coils

1985～
Current
sensors

Power transformers, Reactors, Coils■Large current transformer coil winding technology

Specialized large transformers andreactors■Adaptive technology for highly reliable standards

Current sensors

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

1994～

Manufacture andsale of radio andgramophone

Piezoelectric transformer

1987～

2008～

Interlocking pushbuttons forvending machines

LED

Piezoelectric ceramic products

LED-related products
Vending machine products
IoT-related products (Human sensors/Vitals sensors)

Electronic Chemicals/FA Systems

1956～

Solderite flux

1957～

Solder paste & post-flux
Self Assembling Material

Solder paste

1930～

Transformers

1961～

In-house production of
Biltrite series transformer

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.

07

TAMURA CORPORATION REPORT 2 0 1 9■High-efficiency, low-noise power supply technology■Environmental technology(JAXA and MIL standards, etc.)■Mass production technology for large products■Design technology for special specifications(water cooling, waterproof, high pressure)

Piezoelectric ceramics

Power supply
system1924■Electromagnetic field, heat, structural analysis (simulation) technology(Low-frequency products)

1956～

since

Power solutions■Dust core material development and mass-production technology

1968～

Automatic
soldering system■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■Thermal design and analysis

technology■Optical design and analysis
technology■High-efficiency reflection
processing technology■Sensing technology■Data processing technology■Growth technology of single

crystal substrates■High-quality epitaxial growthtechnology■High efficiency High-power LED

manufacturing■Lighting design technology■Optical single-crystal

technology■Wireless technology

Mounting process, PCB material and semiconductor mounting 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)
OSP (pre-flux)
White reflective material,
black absorbing material

Resist ink■Material development and process technology

Reflow soldering system
Wave soldering system
Spray fluxer and other peripheral devices■Metal powder production technology■Soldering technology■Photosetting technology■Thermosetting technology■Environmental technology (technologies compliant with Pb-free,halogen-free requirements)■Simulation technology (CAE analysis)■Analytical technology contributing to materials design■Reliability evaluation technology for product quality■Reflow heating technology■Soldering technology■Wave soldering technology■Heat control technology■(Nitrogen) Atmosphere control technology

Information Equipment

1961～

Audio mixing console
for broadcast use

Audio mixing console for broadcast use
Sound editor and other equipment

Information equipment■Audio processing technology

1962～

Wireless microphone

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

1976～

Transmission
monitoring device■High-density mounting technology

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

TAMURA CORPORATION REPORT 2 0 1 908CORPOR ATE PROFILE

Our Business● ProductsElectronic 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.

Reactors and coils

High-frequency transformers

Automotive reactors

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

High-frequency transformers are necessary to miniaturize electronic devices
or increase efficiency. Our products
are compatible with various types ofcircuits and enable higher-frequency
power conversion, contributing toenergy 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.

Large transformers andreactors

Transformers and reactors
for aerospace use

Current sensors

Power modules

Gate driver module

In order to make effective use of natural energy, it is necessary to monitor
electrical current in equipment with ahigh degree of accuracy. Our productline, which is broad in terms of current
range and accuracy range, contributes
to creation, storage, and saving ofenergy.

High-efficiency DC converter functions are packaged. e modules allow
you to easily design high-performance
power supply (high-efficiency, lowstandby-power, quiet, and small) best
suited for your 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

Our AC adaptors supply stable power
to optical network units (ONU). Theirhigh resistance to exogenous noisedue to thunder and other causes
provide support for communication
lifelines such as the Internet andtelephones.

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

Vending machine related
products

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 power systems that deal with highcurrent, 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 the widespread use of eco-friendly cars.
● The LED-related products that we have developed include high-brightness power LEDs that are extremely power efficient and human sensors

to which sensing and communication technologies are applied. These products help monitor people’s activities in nursing-care facilities andthe 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.

As the only domestic manufacturer that has
obtained certification from Japan Aerospace
Exploration Agency (JAXA) for the standardsof transformers and reactors for powersystems, we develop, produce, and supply
transformer and coil products for onboard
use on satellites and their launching vehicles.

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

We 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.

Changes in net sales(Millions of yen)

60,00057,73854,602

51,94955,87454,79420172018 (FY)50,00040,00030,000

LED lighting for special
applications
LED lighting for special applications, suchas inside lighting type signboards andrefrigeration showcases that utilize opticalengineering design technology. This product has been adopted for use in showcases
manufactured overseas, mainly Asia.

09

TAMURA CORPORATION REPORT 2 0 1 9Power LED
A super luminosity LED with brightness equivalent to a 1 kW halogen
lamp. This product has been realized
thanks to the Company’s original electronics-packaging technology andheat radiation design. A verification
test at a lighthouse has begun.

20,00010,000
0

2014

2015

2016

*Net sales for external customers (excludes internal net sales between different businesses).

TAMURA CORPORATION REPORT 2 0 1 9

10CORPOR ATE PROFILE

Our Business● ProductsElectronic Chemicals/FA Systems

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

Flux

Solder paste

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.

Used as joining material for surface
mounting, solder paste is preparedby mixing 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 resist

Solder resists for flexible
PCBs

High heat resistancesolder

Self-assembling materials

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

Self-assembling materials join flexible
and rigid PCBs through a thermocompression bonding process at a lowtemperature and in a short time. Thesematerials reduce the joining area ofconnections on circuit boards and allow
low-temperature joining, thereby contributing to reducing CO2 emissions.

White reflective material

Black absorbing material

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-freematerials with high reflectivity and discoloration resistance.

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

Social value of businessElectronic Chemicals● As cars are becoming more fuel-efficient and highly functional, automotive components are becoming more electronically controlled, light-

weight, 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,
and miniaturized, 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

The solder resist plays an importantrole in maintaining insulation performance by protecting printed circuitboards (PCBs) from oxidation. Mindfulthat it serves as the face of PCBs,
Tamura is as attentive to the external
appearance as the reliability.

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

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.

Reflow soldering systems
Reflow soldering systems heat PCB-mounted electronic components to melt solder
and join the components and circuits on the board. Our new systems are equippedwith 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.

Selective soldering material
Solder paste for use in partial solder supply by dispensing and rapid-heating solderingwith a laser. Because it can automatize conventional manual soldering while contributing to achieving high quality, it is drawing attention in the areas of camera modules
and in-car components. The development of jet-dispensing products capable of highspeed three-dimensional soldering is also underway.

Changes in net sales(Millions of yen)
30,00025,00024,36524,741

2014

2015

23,56725,37828,08420,00015,00010,000

Selective soldering systems
Selective soldering systems mount components to be inserted on a PCB that has gone
through a reflow soldering process, and perform soldering, in a solder bath, only onparts of the PCB where the components are inserted. Labor-saving on production lines
is achieved by transforming the entire soldering process into a fully automated integrated line.

11

TAMURA CORPORATION REPORT 2 0 1 9

5,000
0

2016

2017

2018 (FY)*Net sales for external customers (excludes internal net sales between different businesses).

TAMURA CORPORATION REPORT 2 0 1 9

12

Our Business

CORPOR ATE PROFILE“One Tamura” strategy
Information Equipment

Tamura has outstanding products and technologies in each business sector. The Tamura Group will share best practices

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

munication—markets that are expected to grow significantly in the future. With One Tamura power, we will create newin each business sector to work as one on automotive applications, power electronics, and IoT/next-generation com-social value and contribute to building a sustainable society by providing attractive and impressive products.

Automotive

Suppor t for
popularization of ecofriendly cars as well as
safe and comfor table
driving

Social value of business●W e have accumulated sound and communication technologies in the areas of broadcasting and telecommunica-

tion. Using these technologies, we provide customers, particularly broadcast stations, with wireless intercoms andmicrophones 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.

Power electronics●W e have applied our original wireless technology to various systems that watch over for human safety life.

Suppor t for
next-generationenergy-saving societies● Products
Audio network

There is an increasing global demand for
eco-friendly cars, such as electric vehicles andhybrid/plug-in hybrid vehicles and eco-friendly
cars are gradually becoming the mainstream.
Tamura provides a wide range of automotive-related products necessary to improve
not only fuel consumption and environmental performance of eco-friendly cars but also
driving and acceleration performance. While
making efforts to further improve such products, we will enhance the production structure
as well. We will help improve the performanceof eco-friendly cars and promote their widespread use by using Tamura’s outstanding technological capabilities.

[Electronic components]

Spreading renewable energy and improving
energy efficiency are becoming global issues.
Aiming to establish itself in the renewable energy market, Tamura offers on a global scalelarge transformers and reactors used in wind
power generation or power transmission anddistribution. Tamura will also promote powerelectronics by providing products that help
improve energy efficiency for factories, home
appliances, and traffic control.

[Electronic components]

The market for IoT and next-generation communication is expected to grow dramaticallyin the future. We are offering the most advanced products and technologies for IoT andnext-generation communication, including
electrochemical materials for electronic devices that have become increasingly multifunctional, such as 5G (5th generation mobile
networks) smartphones and wearable devices;audio communication technology compatible
with ultra-high-definition 4K/8K videos; newnear-field wireless communication technology
capable of high-speed and high-capacity communication; and overwatch sensing technology
to support an aging society.

[Electronic components]● Boosting reactors/coils● Reactors for battery chargers● Current sensors[Electrochemical materials]● Solder paste for automotive

applications● Solder resist for automotive

applications[FA systems]● Reflow soldering systems forautomotive applications● Large transformers/reactors● Gate drivers● Gallium oxide power devices(For details, see bottom of this page.)[Electrochemical materials]● Residue-free paste for powerdevicesNT110

IoT/next-generation communication

NT880

NT660

NT series—audio mixing
consoles for broadcasting

DECT-based Intercom

OFDM digital wireless microphone

Wireless devices

Sound adjusting equipment used in TV
and radio broadcast stations, etc. It features a digital sound signal processing systemthat efficiently adjusts multiple sounds. All models have an audio network functionthat facilitates IP networking to streamline broadcast facilities.

Our wireless devices are used in the production of TV and radio programs. Employing ahigh-compression audio codec to ensure high sound quality, the DECT intercom offers highfunctionality including two-group simultaneous listening despite its compact size and lightweight. The OFDM digital wireless microphone is a high-quality professional-use wirelessmicrophone that features good radio propagation properties that are unaffected by noise.

Identifying visitors’ locations in a stadium
Distribute mobile terminals to visitors

Identify visitors’
locations on a server

Changes in net sales(Millions of yen)
6,000

5,251

5,000
Available in such systems as 2.4 GHz
band (with BLE), 920 MHz band (with
Wi-SUN), and LoRa systems.

TS-LINK®

Send data to the server
through Wi-Fi, LTE, etc.

Acquire information through antennas at the venue.

TS-LINK is Tamura’s original wireless technology for the IoT area. It uses the time-division multiple access (TDMA) system to avoid wireless communication interference
while allowing a large number of mobile terminals to be networked densely and be
moved freely. We are promoting its use in the management of visitors’ entry to andexit from a large event venue, the identification of their locations at the venue, etc.

13

TAMURA CORPORATION REPORT 2 0 1 9

4,000

4,123

4,030

4,224

● Price display units for vending machines● Human sensors (overwatch)[Electrochemical materials]● Solder resist for flexible PCBs
● Laser soldering paste● Reversibly stretchable joining material● Solder paste for semiconductors● Self-assembling materials[FA systems]● FA systems compatible with smart factories[FA systems]● 4K/8K audio consoles● Networking of audio systems

4,123

Gallium oxide power devices

3,000

Tamura Corporation, in cooperation with Novel Crystal Technology, Inc.＊, is work-

2,000

ing on the R&D of gallium oxide, a promising candidate for semiconductor material
in next-generation power devices. Gallium oxide power devices with medium to high

1,000
0

Suppor t for
network societies in
the near futurewithstand voltage are expected to contribute to energy saving.
2014

2015

2016

2017

2018

(FY)
※ Net sales for external customers (excludes internal net sales between different businesses).

＊Novel Crystal Technology is a carve-out venture from Tamura and a technology transfer venturefrom the National Institute of Information and Communications Technology (NICT).

TAMURA CORPORATION REPORT 2 0 1 9

14CORPOR ATE PROFILE

Product Lineup

Tamura’s Technologies
Supporting Society, Industry, and Daily Life

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 naturalenergy-related and aerospace fields. From raw materials to complete systems, Tamura’s
technologies have contributed to safety and comfort as well as energy savings.

In Aerospace

At Train Stations

In convenience stores and shops

In Automatic Vending Machines on the Street

Contributing to society
by providing ultimate
environmental resistancein the form of airplanes,
rockets, and satellites

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

LED light source contributes to energy savings for shop sign lighting and showcases.

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

Transformers/Reactors

Electronic Chemicals /FA Systems
Information
Equipment

In Broadcast
Stations

At Lighthouse
Achieving

Electronic
Components

LED electric bulletin board

energy-saving,

Wirelessmicrophone systems

Advertisement LED Lighting

Price display unit

Product selection buttons

LED lighting for showcases

extended service life, andimproved maintainability forthe luminous source of theUsed in equipment foradjusting sound delivered
to audiences, and wireless systems for in-house
Audio mixing console
communication

lighthouse, which requires
ultra-high brightness andhigh straightness

Power LED

DECT-based Intercom

OFDM Digital
wireless microphone

In Eco-Friendly
Cars
Supporting safe, secure,and eco-friendly driving with highly reliable
and efficient parts andAutomotive reactors/Coils
materials

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

Solder resist

Solder paste

In Smartphones
and Tablet PCs
Employed as materials that
support device evolution
to realize multi-functionalization and miniaturization Solder resists for flexible

In Manufacturing
PlantsCurrent sensors

Self assembling material

Gate driver module

White reflective material

Power modules

Playing active roles ascomponents of robots andmachine tools as well as
devices indispensable for
Current sensors
PCB assembly

TAMURA CORPORATION REPORT 2 0 1 9

Gate driver module

Components that contribute to the energy-saving in air conditioners and power conditioners,

At Home and sensors that monitor people’s activities in combination with air conditioners

Self assembling material

FluxPower modules

15

PCBs

Transformers/Reactors

Soldering systems

Current sensors

Power modules

Reactors

Black absorbing material

Human sensors

TAMURA CORPORATION REPORT 2 0 1 9

16

CSR R EPORT DIGEST

CSR■ Self-assessment criteria

CSR goals and results

100% or higher achievement

E nvironment
Environment

S ociety
Human rights/Labor

QualitySocial contribution

Task

FY2018 Goals

FY2018 Main Activity Results【Environment】● Offering eco-design
products● Reduction in use of substances of concern● Promotion of energy andresource savings● Promotion of group-wide
integrated ISO 14001
certification● Ratio of eco-design product sales to total● Ratio of eco-design product sales to total sales Premier● Enrichment of internal● Development of global human resources● Improvement of appropriate working

employee education● Establishment of fair andimpartial personnel evaluation system● Promotion of diversification● Stimulation of internal
communications● Promotion of CSR
procurement【Quality】● Further increase in customer satisfaction● Increased green
procurement● Continuous social contribu-

tion activities● Coexistence with community and volunteer activities● Promotion of cultural, art,and sports activities

sales
Premier eco-design products: 12%● Reduction in amount of substances ofconcern: 60% reduction in basic unit
compared with FY2005● Reduction of CO2 emissions: 13% reduction compared with FY2005● Compliance with environmental laws andregulations

environment● Continuous provision of overseas
training● Enrichment of healthcare● Promotion of safety and sanitation● Execution of the action plan to promote
active female participation● Response to conflict minerals issues● Quality improvement awareness-building

activities during the Quality Month● Hosting of the Tamura Group Quality
Promotion Conference● Update of green procurement standards● Strengthening of management of chemical substances in products● Donation activities● Hosting of Monozukuri (manufacturing)

School● Promotion of sports● Implementation of internship and job

experience programs● Coexistence with the community and vol-unteer activities

eco-design products: 11% [Target not achieved]● Global expansion of personnel system● Overseas training for new employees● Implementation of appropriate labor management（formanagerial personnel）◆ Implementation of labor management training andstress management training● Execution of the action plan to promote active female
participation◆ Introduction of diversity training for managers◆ Introduction of career design training for generalemployees● Promotion of taking paid leave (up 5% YoY）
● Revision of overtime/days off regulation as an
improvement of the 36 Agreement (Article 36 of Labor
Standards Act)● Message sent by officers responsible for quality on thefirst day of Quality Month● Hosting of the 12th Tamura Group Quality Promotion
Conference● Design Review Working Seminar started
Implementation of design review working seminar,
introduction of design reviewer training, human error
prevention training, and job teaching training● Donation activities● Hosting of Monozukuri (manufacturing) School● Support for the Drop-in Center Project in Bangladesh● Support for sports activities◆ Sponsorship of women’s football team (Chifure AS

Elfen Saitama)◆ Sponsorship of 2019 Nerima Kobushi Half-Marathon● Promotion of resources recycling

activities

G overnanceCompliance/
Corporate ethics

Page number indicates the page on which activities are reported in the Tamura Corporation Report 2019.
Web: https://www.tamuracorp.com/csr/
All activities, with some exemptions, are reported.

17● Reduction in amount of substances of concern: 56%

reduction [Target not achieved]● Reduction in power consumption: 18% reduction[Target achieved]● No violations of environmental laws and regulations● Completion of shifting to compliance with ISO
14001:2015● Implementation of ISO 14001:2015 education for internal auditors● Implementation of stress check and periodic stresscounseling● Workplace inspection for safety and sanitation, andimplementation of traffic safety training sessions● Extension of the periods of childcare leave and shorter
working hours for childcare● Introduction of the reemployment system for former
employees● Promotion of employment of disabled/elderly persons● Survey of suppliers on their use of conflict minerals● Promotion of conclusion of contracts, etc. in accordance with “Procurement Guidelines”◆ Disuse of conflict minerals◆ Elimination of antisocial forces● Update of green procurement standards● Promotion of sharing of information on establishment,

revision, and abolishment of laws and regulations forchemical substances in products

Report page
Pages 19-20
Web:◆ Environmental Management◆ Environmental Targets,
Performance, and Evaluation◆ Eco-design Products◆ Action on Environmental
Protection

Page 21Web:◆ Supply Chain Management◆ Human Rights/Labor

FY2019 Goals● Ratio of eco-design product sales to total

sales Premier eco-design products: 13%● Reduction in amount of substances of con-cern: 60% reduction in basic unit comparedwith FY2005● Reduction of CO2 emissions: 14% reduction
compared with FY2005● Compliance with environmental laws andregulations● Development of global human resources● Improvement of appropriate working

environment● Continuous provision of overseas training● Enrichment of healthcare● Promotion of safety and sanitation● Execution of the action plan to promote

active female participation● Response to conflict minerals issues

Web:◆ Quality/Service◆ Supply Chain Management● Establishment/enhancement of quality edu-

cation system● Quality improvement awareness-building

activities during the Quality Month● Hosting of the Tamura Group Quality

Promotion Conference● Update of green procurement standards● Strengthening of management of chemical

substances in products● Implementation of internship and job experience

programs● Implementation of volunteer activities● Promotion of environment beautification activities
near and around individual business sites● Participation in the Akaya Project● Collection of disposable contact lens cases started● Contribution of used books started● Promotion of Eco-cap Campaign● Promotion of used stamp collection● Promotion of supporting UNICEF by collecting foreign coins

Pages 22
Web:
◆ Social Contribution Activities● Donation activities● Hosting of Monozukuri (manufacturing)

School● Promotion of sports● Implementation of internship and job experi-ence programs● Coexistence with the community and volun-teer activities● Promotion of resources recycling activities● Establishment of SDGs Basic Policy in Tamura Group● Discussion-based training in small groups using train-

Page 21Web:◆ CSR at Tamura Group◆ Compliance● Continuous dissemination of SDGs
● Promotion of compliance education● Strengthening of risk

● Periodic/occasional review of business● Global implementation of BCP in individual business● Improvement of stockpile at each business site in JapanWeb:◆ Risk Management◆ Human Rights/Labor● Periodic/occasional review of BCP documents● Implementation of emergency drills● Reinforcement of data pro-

● Reinforcement of the information protec-● Enhancement of network security against cyberattack● Timely and appropriate corporate information disclo-Web:◆ Risk Management◆ IR Communication● Reinforcement of the information protection

with laws and regulations● Enhancement of compliancemanagement

Information
management

Selfassessment●Review of Tamura Group Code of Conduct●Dissemination of SDGs
● Promotion of compliance education● Dissemination of CSR● Promotion of complianceeducation

Risk management

Less than 80% achievement■ Report page

The Tamura Group is promoting CSR in such areas as “environment,” “human rights/labor,” “quality,” “social contribution,” “compliance/corporate ethics,” “risk management,” and “information management,” in relation to the environment, society, and governance.
Area of Activity

80–100% achievement

tection program● More timely and appropriate disclosure of corporate
information

TAMURA CORPORATION REPORT 2 0 1 9

continuity plan (BCP) documents● Implementation of emergency drills

tion system● Timely and appropriate corporate information disclosure on Website

Code of Conduct● Internal dissemination of SDGs through CSR lectures,internal magazines, etc.
● Group training regarding the Unfair Competition
Prevention Act● Notice to pay attention to Competition Law

segments● Implementation of evacuation drills and safety confirmation drills at domestic business sites

and information leakage

ing materials● Issuance of an e-mail magazine, in which familiar
news, case studies, etc. of compliance violations are
explained in an easy-to-understand manner

sure on Website

system● Timely and appropriate corporate informa-tion disclosure on Website

TAMURA CORPORATION REPORT 2 0 1 918

CSR R EPORT DIGEST

Environmental Performance Report

Environmental topics■ High-frequency reactor for resonance L circuits

and boundary-current mode, having high efficiency and high performanceContribute to achieving SDGs through global integrated certification
The Tamura Group established a globally unified environmental management system in FY2006 and integrated 24 sites at 16 companies
by FY2018, the intent of which was for the Group as a whole to improve environmental performance and strengthen environmental
governance. In addition, the Group has added the Sustainable Development Goals (SDGs) to its environmental policy to work on reducing
environmental impact through continuous improvement activities, and aims to contribute to creating a sustainable society.

Tamura Group Environmental Policy
Environmental Concept

Main Measures

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 basedon the Group Mission Statement: “The Tamura
Group supplies an original range of products andservices, highly regarded in the global electronics
market, to satisfy the evolving needs of customers, employees, and shareholders supporting theGroup’s growth.”

Fully recognizing the global targets specied in the SDGs (Sustainable Development Goals) and theParis Agreement and with the aim of achieving continuous business growth, the Tamura Groupfocuses 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 consistent improvement.

1. The supply of eco-friendly products.
2. Control and reduction oftal impact, and strives to contribute to achieving the SDGs through the development and provision of premier eco-design products.

●The number of talking groups in a studio of a broadcast station, etc.,

is generally 3 to 4, necessitating two units of the conventional system, but this has been reduced to one unit of this system (MKC96).
●The number of networked personal stations per anten-

na (MK-A96) has been increased from 4 to 10, and communication distance has been tripled; therefore, it is possible to greatly reduce the number of antennas installed.
●For short communication distance, reducing transmis-

Active Antenna（MK-A96）

Beforeimprovement

Item

After
improvement

Min

Max

Loss is gatheredin gaps

Loss is reduced throughanalytical optimization

Compared withconventional products

Flux collection improvement
N2 consumption reduction

Approx. 37%

3.4 times

Power consumption reduction
Flux dropping risk

Approx. 36%
Approx. 1/12

■ Jet-dispensing Pb-free solder pastes JDS204F-

automotive use, DSR-2200ACR-11

The Tamura Group carries out product environmental assessment in the development and design phases to minimize environmen-[Features of the system]

Coil loss comparison (analysis)■ High-reliability, crack-resistant solder resist for

Efforts on premier eco-design products

The DECT-based Intercom System offers improved usability
and allows development of larger systems than a conventional
digital intercom system (PHS standard).

series, TNV-Ver. III
TNV-Ver. III is an upgraded version of the energy-saving reflow
TNV series. This product is equipped with convection control
technology that efficiently circulates gas in the system, thereby
reducing flux adhesion to the inner surface of the furnace anddecreasing cleaning frequency and nitrogen consumption.
Expanding the cleaning cycle improves customers’ productivity,
and reductions in nitrogen consumption and cleaning frequency
allow for energy saving and resource saving, respectively.

MJ21-HF and JDS204G-MJ21-HF

environmental burden materials.
3. Promotion of energy
conservation and saving resources.

■ DECT-based Intercom System

A circuit that causes loss in a reactor, such as a resonancecircuit or a critical mode, is increasingly used in energy, air conditioning, and various other fields. This product features a low-loss
ferrite core and an edgewise coil that minimizes high-frequency
loss. In addition, the division of gaps reduces loss due to flux
leakage from the gaps. Magnetic-field analysis has been utilized
effectively for the optimization of this gap configuration. The
structure and configuration of thereactor were examined in this way,
and further loss reduction andenergy saving were achieved.

■ Upgraded version of energy-saving reflow TNV■ Ultra-thin signboard LED module Shining Soleil
Shining Soleil is an LED light source for one-sided thin signboards. It can be used for ultra-thin signboards (up to 30 mm)
thanks to Koha’s original optical design, in the same way as Shining
Axis, an LED light source for double-sided signboards. Shining Soleil
is a specialized LED light source for ultra-thin signboards. It realizes
uniform luminance thanks to the use of an optical lens made byusing a fine processing technique to reduce uneven light emission.
It weighs approximately 60% less than an existing light source forlight guide plates used for thin signboards of approximately 30
mm thickness; therefore, it realizes energy saving and environmental contribution in the process up to
delivery and installation.

The increasing popularity of eco-friendly cars (hybrid vehicles, electric vehicles, etc.) has ushered in an increase in thenumber of electronic control units (ECUs) installed in one car.
To save space and reduce weight, the installation of ECUs ina harsher, higher-temperature environment is expected.
Therefore, solder resist for PCBs used in ECUs needs to exhibit
better resistance to a high-temperature environment. This
product has higher heat resistance and lower elasticity (flexibility) than conventional products. In a thermal cycle test of-40°C ⇔ +125°C assuming a high temperature environment,
cracking in the solder resist was significantly suppressed,
achieving a life cycle number of 20 times or more in comparison with conventional products (results of evaluation test in
the company). It has high flexibility as well and can be used in
PCBs that are bent when assembled (rigid flexible PCBs). It is a
halogen-free product that contributes to space saving throughthe bending assembly.

These products use the solder composition of SAC305,
which is Pb-free, and are regarded as halogen-free under the
JPCA-ES01 standard. The use of jet dispensing as a contactless solder application process is being considered for solder
supply to flexible printed circuit (FPC) boards, which are difficult to position by existing printing processes, and to circuitboards with cavities or three-dimensional circuit boards, which
are very difficult to print by using a conventional printer.
Currently, the JDS series offers two types of solder paste products according to the application diameter, and provides
discharge stability and reduces scattering (satellite) during jet
dispensing. Because it is treated in a contactless and masklessmanner, no mask cleaning is needed, in contrast to a conventional assembly process. Therefore, it is an environmentallyconscious product in terms of both characteristics and processes, helps meet the needs of next-generation customers,
and responds to increasing environmental awareness.

Crack resistance test results (-40 °C⇔125 °C after 3,000 cycles)

Cu

Adjustquantity for
application
Base material

Resist crack

After assemblyand heatingsion power leads to power saving and decreases inter-

The solder application shape can be adjusted freely because of the maskless process.

ference.
200.0μｍ200.0μｍ

Solder resist
Conventional product

DSR-2200ACR-11

Main Controller
Personal Station（MK-B96）

19

TAMURA CORPORATION REPORT 2 0 1 9（MK-C96）

Product
image

Installation image

TAMURA CORPORATION REPORT 2 0 1 9

20

CSR R EPORT DIGEST

Social Performance ReportSocial & Governance Topics
Japanese
Confidential-Special Report-

Let’s learn about

Confidential

SDGs!

Have you ever heard about SDGs (Sustainable Development Goals)? These are environmental, economic, and social goals
adopted by the UN in 2015 to be achieved by 2030 by the entire international community. In the Tamura Group, President
Tamura reviewed the Group’s Environmental Management System (EMS) on May 19th this year, and recommended working on
SDGs by adding them to the “needs and expectations of stakeholders” as the Group’s initiatives against risks and those foropportunities. In response to this, the Group has included SDGs in specific EMS activities and is making efforts to achieve them.
Against this backdrop, let us try to understand what SDGs are and why we need to address them. We hope that each and every
one of us will understand SDGs and consider them to be “our own issue”.

The Tamura Group, based on the understanding that theSDGs (Sustainable Development Goals) adopted by the UN
General Assembly in 2015 represent important agenda to be
tackled by the society, has been undertaking efforts to integrate the concept of SDGs into its operation.

What are SDGs?

Sustainable Development Goals (SDGs)
SDGs are the global goals for 2016 to 2030 as stipulated in the“2030 Agenda for Sustainable Development” that was adopted by
the UN Sustainable Development Summit in September 2015.
Given the strong sense of urgency that today’s world is “unsustainable”, 17 SDGs (and 169 targets) have been specified to address
societies’ problems and to realize a “sustainable” world, with theStrategy for sustainability

Why are we working on SDGs?
In SDGs, every person in the world takes the lead.

SDGs are the framework in which not only the UN and its member nations but also companies, local governments, individuals,
and all others can participate. Among them, high expectations areplaced on efforts by companies in particular. Through the planningand implementation of various measures to achieve the SDGs, eachcompany can discover new opportunities for business growth and,at the same time, reduce possible risks. Contributing to the resolution of social issues through corporate activities can also help improve corporate value.

ー事業を通じて社会課題の解決に貢献し、

ズ

タムラグループの持続可能な発展のため、ＳＤＧｓに取り組みます。
タムラ製作所

ＳＤＧｓと聞くと、ああまた何か難しいことを言い始めたな、と思う方がいるかもしれません。ですが経営理念に

タムラは国連グローバル・コンパクトの署名企業として、
１０原則を支持するとともに、製品と事業活動を通じて社
会課題の解決に貢献し、タムラグループの持続可能な発展のために、ＳＤＧｓを経-Transformer/reactor for renewable energy-Power LED-Monitor sensing

Electronic chemicals

recovery of flux/reduction innitrogen consumption

持続可能な開発目標 ＝ Sustainable Development Goals
２０１５年９月の国連サミットで採択された「 持続可能な開発のためのない」
ことを誓っています。
ＳＤＧｓの根幹にある「持続可能な開発」とは、

２０３０アジェンダ」にて記載された２０１６年から２０３０年までの国際目標「将来世代のニーズを損なわずに、現代世代のニーズを満たす開発」でです。今、世界は「持続可能でない」との強い危機感のもと、社会が抱えす。
ＳＤＧｓにはあらゆる分野における社会の課題と長期的な視点でのる問題を解決し、「持続可能な」世界を実現するための１７のゴール（１６９

ニーズが詰まっています。

Decarbonization trends where renewable energy isused in business operations have been accelerating.

Apple Inc.

-TS-LINK

Human rights and labor-Enhancement of compliance system-Strengthening of information management and network security-Enhancementof risk management-Safety & sanitation activity-Healthcare for employees-Improvement of appropriate labor environment-Recruitment of local staff-Promotion of women’s participation-CSR procurement-Efforts against conflict minerals

は２８３社、世界では１３,２２６の企業・団体が署名）。署名企業・団体には人権・労働・環境・腐敗防止の４分野に関する１０原則の指針を支持し、Ｓ

ＳＤＧｓは国連・各国政府に加え、企業・自治体・個人など誰もが参加できる枠組みですが、
特に企業の取り組みが期待されています。各企業がＳＤ

気候変動や格差など、経済・環境・社会における幅広い課題の解決を目指しています。
先進国も途上国もすべての国が普遍的に関わって解決していく世界共通の物差しです。
法的な義務をもつ取り決め（ハードロー）ではなく、自主的な取り組みを促すための目標（ソフトロー）です。

ＤＧｓを前進させるための行動をとることが求められています。
タムラも署
名企業としてグループ全体での取り組みを進めます。

Ｇｓ達成のために様々な方策を考え実行することにより、企業は新たな事
業成長の機会を見出し、リスクを下げることができます。事業活動を通じて
社会的課題の解決に貢献することで、企業価値の向上につながります。

国 連グロー バ ル・コン パクト
国連グローバル・コンパクト（ＵＮＧＣ）は、各企業・団体が責任ある創造的なリーダーシップを発揮することによって、社会の良き一員として行動し、持続可能な成長を実現

世界最大の機関投資家、
年金積立金管理運用独立行政法人（ＧＰＩ

するための世界的な枠組み作りに参加する自発的な取り
組み。

Ｆ）
は、
２０１７年よりＥＳＧ投資の推進を本格的に開始しています。
ＥＳＧ投
資とは、
キャッシュフローや利益率など定量的な財務情報だけでなく、環境・社会・ガバナンス
（Ｅｎｖ
ｉ
ｒ
ｏｎｍｅｎ
ｔ，
Ｓｏ
ｃ
ｉ
ｅ
ｔ
ｙ，
Ｇｏｖｅ
ｒｎａｎｃ
ｅ）
課題への取

SDGsの活用によって広がる可能性

り組みを投資企業選定に反映させる投資のことです。
ＧＰＩＦの投資原則

Quality andenvironment

Social contribution
activity

企業イメージの向上

め、長期的な観点から、年金財政上必要な利回りを最低限のリスクで確ＳＤＧｓへの取組をアピールすることで、多くの人に「この会社は信用できる」、「この会社で働いて金など投資額の大きい機関投資家のあいだでＥＳＧ投資に対する関心みたい」という印象を与え、より、が高まっており、投資規模も拡大しつつあります。

ながるなど、企業にとってプラス投資家が企業価値を評価する際には、ＳＤＧｓを共通言語にしていま

多様性に富んだ人材確保にもつの効果をもたらします。

社会の課題への対応
ＳＤＧｓに は 社 会 が 抱えて い る
様々な課題が網羅されていて、今の社会が必要としていることが詰まっています。これらの課題への対応は、経営リスクの回避とともに社会への貢献や地域での信頼獲得にもつながります。

す。
企業がＳＤＧｓに取り組むことよって企業価値が持続的に向上すれば、投資家とっては長期的な投資リターンの拡大につながります 。一方で、の台頭など、企業の生存競争はま

携 、新しい 取 引先や 事 業 パート

すます激しくなっています。今後ナーの獲得、新たな事業の創出なは、ＳＤＧｓへの対応がビジネスにど、今までになかったイノベーショ

おける取引条件になる可能性もあンやパートナーシップを生むこと

り、持続可能な経営を行う戦略とにつながります。

近年欧州の公的年金機関を中心に実施されています。
ＥＳＧを重視する投資家の期待に応えるためにも、ＳＤＧｓへの取り組み

October 2018

取 組をきっかけに、地 域との 連して活用できます。

出典：すべての企業が持続的に発展するためにー持続可能な開発目標（ＳＤＧｓ）活タムラは国連グローバル・コンパクトの署名企業です。
２００８年９月、国Confidential
02

新たな事業機会の創出

取引先のニーズの変化や新興国

石油など化石燃料産業から投資を引き上げるダイベストメントの動きも、は必要不可欠になってきています。

集 -认真理解联合国生存戦略になるＳＤＧｓの流れと逆行し、地球環境に悪影響を及ぼすリスクのある石炭やタムラは国連グローバル・コンパクトの署名企業- 特用ガイド一（環境省）

Confidential

SDGs!

您听说过可持续发展目标（SDGs）这个词吗？它是 2015 年联合国通过的面向 2030 年国际社会整体关于环境、经济、社会的目标。
今年 5 月 19 日田村直树董事长批示集团环境管理体系（EMS）审查时，建议在把握风险和机遇的行动中在“利害相关方的需求及期待“的内容里追加 SDGs，
籍此希望把 SDGs 精神渗透反映在集团具体的 EMS 活动实践中。
田村集团在受到劝告之后积极行动推进 SDGs。
在此，让我们再一次重新认识何为 SDGs？为什么必须积极行动起来？让我们每一个人把其当成切身行动来理解，并在日常工作中自觉娴熟地加以运用。

October 201803

通过事业活动来为解决社会课题做贡献，
田村集团为社会可持续发展积极推动参与 SDGs 行动。
株式会社田村制作所

田村直树

董事长

Naoki Tamura

一听到可持续发展目标（SDGs），也许会有人会觉得“又在讲高深莫测的事情”。实际上，我们经营理念中揭示的为追求
给“所有支持田村集团成长的人带来幸福”的事业活动，就与 SDGs 追求的目的，即努力实现可持续发展社会的方向性是根本
一致的。我们正在积极推进的事业中，例如环境贡献型产品的开发和销售等很多行动，就已经是在为实现这一 SDGs
目标做贡献。
田村制作所作为≪联合国全球契约≫（UNGC，UN Global Compact）的署名企业，
在支持 SDGs 的 10 大原则同时，通过产品和事业活动积极为解决社会课题做贡献。为了田村集团本身的可持续发展，要把 SDGs 反映渗透到集团经营战略何为 SDGs？

中。这也正是在 2024 年迎来企业成立 100 周年之际，为实现“繁荣发展道路”，

简称“SDGs”

可持续发展目标，即 Sustainable Development Goals
2015 年 9 月，联合国峰会上通过≪2030 可持续发展议程≫，其具体目标。会议誓约不让地球上“任何一个人掉队”。构成 SDGs 基础

中明确了从 2016 年到 2030 年的国际社会目标。在当前世界处于“不的所谓“可持续发展”指的是，---“在不损害后代人满足其自身需求的

可持续发展“这一强烈的危机意识下，为解决社会所面临的问题，保前提下，保障满足当代人的需求的发展”。SDGs 中指出了各个领域的障世界实现“可持续发展”，共提出了 17 个目标，其构成包含 169 项

社会课题，以及从长期视点来解决问题的需求。

我们必须不懈努力坚持 SDGs。因此在这里首先让我们深入理解 SDGs，大家共同
来思考田村能做出什么样的贡献，以及应该怎么做。

为何要积极行动参与 SDGs？

团体已达 13,226 家）。全球契约要求署名企业、团体支持在人权、劳工、环境和反腐败相关四个领域的 10 项原则指导方针，并要求积

SDGs 原则是世界上每一个人都是主角极采取行动推动 SDGs。为此，田村制作所作为署名企业将以集团整

SDGs 除了联合国各加盟国政府之外，企业、自治机构、个人等

体努力来积极付诸行动。

无论谁都可以参加这一框架组织，它尤其期待企业积极行动。各企业

■ SDGs 是 193 个加盟国于 2015 年 9 月在纽约联合国总部全体一致通过的国际目标。

■ 目标努力争取解决包括气候变化、消除不平等在内的经济、环境和社会广泛的课题。
■ 包括发达国家和发展中国家所有国家在内，它是解决普遍面临问题的世界共通尺度指标。
，而是促进自主努力行动的目标（软法，soft law）。
■ 它不是具有法律义务的规定（硬法，hard law）

-CO2 emissions reduction-Waste reduction-Introduction of clean energy-Green procurement-Management of contained chemical substances-Quality improvement activity

である「年金事業の運営の安定に資するよう、専ら被保険者の利益のた保することを目標とする」に沿った投資手法として取り入れました。公的年≪联合国全球契约≫为达到 SDGs 要求制定各种各样方案并加以实施，企业可以从中发掘≪联合国全球契约≫（UN Global Compact，简

重新提升事业的机会，同时还可降低经营风险。通过自身事业活动为

称 UNGC）要求各加盟企业、团体主动自觉地担解决社会课题做贡献，从而也有助于提高企业本身的价值。

负责任发挥创造性领导作用，作为社会良好的一员来以实际行动，积极参与到打造可持续发展的投资家们积极关注参与 SDGs 的企业

全球性框架的事业中。

世界最大的机构投资者---日本政府退休金投资基金（日文名：年
金積立金管理運用独立行政法人。Government Pension Investment

充分利用 SDGs，不断扩展可能性

Fund，简称“GPIF”）自2017年开始正式推动“ESG投资”方针。所谓“ESG
投资”，指的是在选定投资对象企业时，不仅只是关注该企业的现金提升企业形象流量、利润率等定量型财务信息，同时衡量企业在致力于在环境、社通过积极宣传企业参与SDGs行动，努力打造让人们认知“这家企业值会、企业治理，即“ESG”（Environment、Society、Governance）课题

得信任”、“希望成为这家企业一员”等良好社会印象，从而使得企业能

方面的行动举措等，并把其反映到投资决定中。GPIF坚持“为实现退Ricoh Co., Ltd.

Ricoh announced its intention to achieve zero greenhousegas emissions by 2050 and to fully procure its power fromrenewable energy sources. The company is promoting
those initiatives.

内では６９番目に署名しました（２０１８年８月１６日現在、日本の署名企業

なぜＳＤＧｓに取り組むの？
ＳＤＧｓは世界中の一人ひとりが主役

２０１５年９月、ニューヨーク国連本部において、
１９３の加盟国すべてが合意した国際目標です。

■■

ＳＤＧｓに取り組む企業に投資家も注目

Reflecting our belief that the sources of
future business & growth of Tamura lie
in our contribution to SDGs for the realization of a sustainable society

Future development-Gallium oxide power device

Compliance and corporate ethics/
information management/risk management

どのような貢献ができるのか、するべきなのか、考えてみましょう。

のターゲットを含む）から構成され、地球上の「誰一人として置き去りにしPursuing possibilities of new
businesses from the perspectiveof contributing to SDGs

Information equipment-Automotive material

As one of the first to utilize renewable energy sources, Apple announced in April 2018 that its offices, stores, anddata centers around the world have become fully poweredby renewable energy. The company has requested its suppliers to adopt the same efforts. Ibiden Co., Ltd., in a move
to manufacture all its products for Apple by using renewable energy alone, has invested in more than 20 renewableenergy power stations.

営戦略に反映させていきます。
２０２４年の創業１００周年に「正しく豊かな成長」を遂げるためにも必要不可欠な取り組みです。
まずはＳＤＧｓへの理解を深め、タムラがThe United Nations Global Compact

Entire efforts of corporate activities and SDGs

代表取締役社長

田村 直樹 ＮａｏｋｉＴａｍｕｒａ

掲げる「タムラグループの成長を支える全ての人々の幸せを育む」
ことを目指す事業活動と、ＳＤＧｓの目的である
持続可能な社会の実現の方向性は一致しています。現在取り組んでいる事業にも、環境貢献製品の開発・販売をはじめ、すでにＳＤＧｓの目標達成に寄与しているものも多くあります。

The United Nations Global Compact is a voluntary
initiative in which each company/organization acts
as a good member of the society by playing a responsible and creative leadership role, and participates in the development of a global framework torealize sustainable growth.

Operation fully powered by renewable energy

3ジ

略称：ＳＤＧｓ エスディージーズ

the 69th company in Japan to do so (As of August 16, 2018, there
are 283 signatory companies/organizations in Japan and 13,226
companies/organizations all over the world). The signatory companies and organizations are requested to support the Ten Principles regarding “human rights, labor, environment, and anti-corruption”, and to take action in promoting SDGs. Tamura as a signatory company has also been promoting group-wide efforts.

Case examples: Efforts of companies leading
SDG implementation

In Japan, Sony, Fujitsu, Sekisui
House, AEON, ASKUL, etc. have also
been promoting these efforts.

ーＳＤＧｓとは？

SDG initiatives are closely intertwined with our everyday lives. Let us take action by regarding them as “ourown issue”.

■ Water & electricity savingsィOn hearing the term SDGs, some may think, “Oh, a tortuous thing again!” However, the direction of our corporate activity that aims to “cultivate happiness of all people who support growth of the Tamura Group” as stated in
the corporate philosophy is the same as the direction of SDGs that aim to realize a sustainable society. Among ourcurrent corporate activities, the development & sales of environmentally-friendly products and many otheractivities have contributed to the achievement of SDG targets.
As one of the UN Global Compact signatory companies, Tamura shall abide by theTen Principles of the UN Global Compact, contribute to resolving social
issues through its products and corporate activities, and reflect SDGs in
its corporate strategies for the sustainable development of the Tamura
Group. These efforts are essential for us to achieve “clean and abundant
growth” by 2024, the 100th anniversary of Tamura. First, let us deepen our
understanding of SDGs and think of how we can/should contribute to them.

SDG initiatives closely intertwined with our
everyday lives■ Participation in volunteer activities, donation to relatedorganizations, etc.

デ

President, Tamura Corporation

The Government Pension Investment Fund (GPIF), one of the
Possibilities that spread through the attainment of SDGs
world’s top institutional investors, started to substantially promote ESG (Environment, Society, Governance) Investment in 2017.
Improvement of corporate image
ESG investment is an investment method where a company is seBy demonstrating their efforts in attaining SDGs, companies can prolected for investment on the basis of not only the company’s quanject a positive image that they are “a reliable company” and “a greattitative financial information, such as cash flow and profitability,
place to work” to the general public, thereby leading to favorable effects, including the recruitment of diverse human resources.
but also its efforts in tasks concerning the environment, society,and governance. ESG investment conforms to the GPIF investment
Responding Confidential
to social issues
principle, that is, “to achieve investment returns required by theConfidential
SDGs cover various problems that need to be addressed by the global
public pension system with minimal risks, solely for the benefit ofcommunity. Responding to these problems in a proactive manner canpension recipients from a long-term perspective, thereby contriblead to reduction of management risks, contribution to society, anduting to the stability of the system.” Among institutional investors
Tamura and SDGs
Future challenges
building of trust in the community.
with large investment amounts, such as a public pension plan, inin the
Tamuracreasing interest has been directed toward ESG investment, and ValueAscreation
The Tamura Group aims to increase corporate value by contribTamura has started to formulate its 12th mid-term management
the company’ssurvival
strategyGroupthe investment amount has also been expanding.
Due to changes in client needs, the surge of emerging countries, etc.,
uting to society through activities underpinned by the corporate
plan by setting its goal in 2024, the 100 th anniversary of Tamura
the struggle for survival has become more intensified for any company.
For the purpose of assessing corporate value, investors use SDGs
Corporation. First of all, to understand how the products/services
philosophy stated in its mission statement. The figure on page 5
Going forward, as a company’s efforts towards attaining SDGs may beas the common blueprint. Increasing corporate value in a sustainof each business project relate to SDGs at present and formulate
summarizes how the products/technologies/services of each diviincluded in the terms and conditions of business transactions, the iniway through the company’s efforts in SDGsRealization
is expected toof
business strategies, it is necessary to discuss strategicableprodsion of Tamura are related to SDG initiatives from the perspective
Sustainable
development
tiatives of SDGs may be utilized as the company’s
strategy for sustainbringsoabout long-term increase in investment returns to investors.
ucts/services having new value from the perspective of solvingof the entire efforts of corporate activities. This figure indicatessociety able management.
of the Tamura GroupOn the other hand, the divestment movement ain sustainable
which investment
cial problems, and reflect the exact image of Tamura’s contributionthat realization of the ideal situation of Tamura in 2024, the year
to the SDG initiatives in the mid-term management plan. is withdrawn from the fossil fuel industry, such as coal and petroin which the Company celebrates its 100th anniversary, will set theCreation of new business opportunitiesthleum, both of which have had an adverse impact on global environThe 100andanniversary
in 2024course for the achievement of SDGs in 2030. The products/techBy working on the initiatives of SDGs, new innovations
partnerment, has emerged in recent years especially among public pennologies/services specified herein are examples of each division’s
ships, including cooperation with communities, acquisitionof new cli-of theRealization
Three goals emphasized by Tamurasion funds in Europe.
ents and business partners, and creation of new businesses, can be reprojects that are currently contributing to SDGs. The activities be“ideal situation”
alized.
Companies’
effortsinattaining
SDGs
have
thus
becomeindising carried out by the Company as a whole are indispensable toEnsure access to affordable, reliable, pensable partly in response to investors’ expectations.
avoid management risks, and they represent the Company’s CSR----------------------------------------------------------------------------------------sustainable and modern energy
activities.
Source: For the sustainable development of all companies -- Guide on
While widely contributing to the achievement of SDGs, thehow to use Sustainable Development Goals (SDGs) -- (Ministry of the
Tamura is a UN Global Compact signatory company.
Target (Excerpt)
Environment, Japan)
Tamura Group will focus on three goals in fields to which it should
Tamura
is
proud
to
be
a
UN
GlobalCompact
signatorycompany.
7.2 By 2030, increase substantially the share of renewable
work to contribute. These goals also correspond to the ideal situaenergy in the global energy mix
In September 2008, Tamura signed on to the Global Compact astion mentioned in the corporate philosophy, and represent the
7.3 By 2030, double the global rate of improvement in energy efficiency
fields where the Company can exhibit its businessand technologi12
Corporate activities of the Tamura Groupcal strength and where, as an electronic parts manufacturer, theEnsure sustainable consumption andCompany has an impact on and pose risks to the society significantly. The related targets (excerpt) are introduced for Goal 7. The
production patterns
Products/technologies/services and SDGs *Case examples of activities
17 goals are further supported by 169 targets that indicate thespecific achievement criteria for each goal.
th mid-term management plan
2019-2024
2016-2018
The
11
Each division, from the perspective of its own business and SDGs,
Take urgent action to combat climate
The 12th mid-term manageneeds to understand business opportunities related to prodchange and its impact
ucts/technologies/services as well as major risks resulting fromment plan
corporate-wide activities, based on which strategies to create new(To be announced)
Electronic componentFAsocial value and competitive strength are formulated.
-Automotive reactor-Technologies for efficient…Use of eco-friendly vehicles, renewable energy,
etc.

ス

改めて、
ＳＤＧｓとは何か？なぜ取り組みが必要なのか、一人ひとりが「自分ごと」として理解し、使いこなしていきましょう。

Investors also pay attention to companies that are working
on SDGs.

…Not choosing merchandise that can contribute tomass consumption and mass waste, promoting reuse, reduce, and recycle, etc.

エ国際社会全体の２０３０年に向けた環境・経済・社会についてのゴールです。
タムラグループでは、今年の５月１９日の田村社長によるマネジメントレビュー（ＥＭＳ）にてＳＤＧｓをリスク及び機会の取り組みの中で「利害関係者のニーズ及び期待」に追加し、具体的なＥＭＳ活動に組み込んで頂きたいとの勧告を受け、取り組みを推進しています。

Naoki Tamura■■ SDGs are global goals agreed upon by all of the 193 UN member states at the UN Headquarters in New York in September
2015.
■ SDGs aim to address a wide range of economic, environmental, and social issues, such as climate change and social disparity.
■ SDGs provide global common indicators for both developed and developing countries.
■ SDGs are objectives aimed at promoting voluntary efforts (soft law) and are not legally binding (hard law).

■ Use of energy with less CO2 emissions

SDGs を知ろう！

ＳＤＧｓ（持続可能な開発目標）という言葉を聞いたことはありますか？ ２０１５年に国連が採択した、Through our corporate activities, we aim to contribute to the resolution of social issues
and to work on SDGs towards the sustainable development of the Tamura Group.

■

pledge that “no one will be left behind”. “Sustainable development”
that underpins SDGs means development that “meets the needs ofthe present without compromising the ability of future generations to meet their own needs”. SDGs deal with social issues in allareas of today’s world and needs from a long-term perspective.

■ Ethical consumption = Consumption behavior in consideration of people, society, and environment■ Establishment of basic policy
The “Tamura Group Code of Conduct” was revised to identify
the SDGs as the agenda to be worked on by the whole Group,
and a basic policy was established (See page 01). We havedeveloped a strategy for sustainability and have been promoting it by incorporating the SDGs into the 12th Medium-termManagement Plan that started in April 2019.

集

English特Engagement with SDGs

够确保更加富有多样性的人材，给企业发展带来正面效果。

休金事业的稳定运营，将从专心追求被保险人的利益，以及从长期投

Tamura’s corporate philosophy
Mission statement
MissionThe 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.

积极解决社会课题资的观点出发，以最小的风险来确保退休金财政获取必要的盈利为目

SDGs中涵盖了当今社会所面临的各种各样的课题，以及指出了目前社

标”，并把这一原则作为其严格遵循的投资手法。在掌控公共退休金

Mission

会所急需努力的众多重要内容。解决这些课题可以规避企业经营风等资金雄厚可进行巨额投资的机构投资者之间，它们对ESG投资的关险，同时还可以为社会做贡献，获得所在地社会的信赖。

注度在不断高涨，投资规模也在不断扩大。

Vision投资家在评价企业价值之际，SDGs已成为它们共通的语言。企业

企业生存战略通过积极参与SDGs持续保持企业价值提升，对投资家来说意味着可

Guideline

随着交易客户需求的变化、以及新兴工业国势力不断增强，企业面临的生存竞争已经变得越来越激烈。今后，企业参与SDGs也有望成为商

以获得不断增长的长期性投资回报。另一方面，实际上近年来以欧洲

Tamura Group Code of Conduct

业交易要求的条件，因此它可以作为企业可持续经营的发展战略加以

公共退休金投资机构为中心，越来越多的投资机构开始从逆SDGs方活用。

向潮流，对地球环境产生恶劣影响，具有危害的煤炭、石油等化石燃料产业已在逐步撤出投资。

4

创造新的事业机遇

为了呼应重视ESG的投资机构的期待，因此企业非常有必要致力

以参与SDGs行动为契机，加强与企业所在地的密切合作、开拓新的交于SDGs行动。

易客户或事业合作伙伴、创造新事业等等，SDGs行动将为企业带来机
遇去实现前所未有的创新、打造新的伙伴关系。

田村制作所是≪联合国全球契约≫署名企业

Chinese-------------------------------------------------------------------------------------------

请不要忘记本公司是≪联合国全球契约≫（UNGC）的署名企业。

出典：≪为了所有企业的可持续发展≫--- 可持续发展目标（SDGs）

2008 年 9 月田村制作所签署全球契约，是日本国内第 69 家单位（截1

至 2018 年 8 月 16 日，日本的署名企业达 283 家，全球署名企业、

活用指南--- （日本环境省）2◆SDG badges and business cards
With the aim of communicating to outside stakeholders
our commitment to business with awareness of the SDGs, ourapproval of the SDGs, and our proactive efforts, SDG badges
are distributed to employees and the SDG logo appears on
their business cards.

●Business growth by solving social problems

We are making efforts to improve the core competenceof each business and to develop and supply products andsolutions that can contribute to solving social problems.
We are making efforts to promote energy saving and to
reduce CO2 emissions in our business activities.
We are making efforts to improve corporate value by appropriately responding to information needs of stakeholders.

■Company-wide dissemination
With the aim of having all employees of the Group understand andwork toward realizing the SDGs as if it were their own, we have beenpromoting various in-house dissemination measures since FY2018.
◆SDG lecture meeting
An SDG lecture meeting was held with renowned visiting lecturers who are experts in the theory and practice of corporate
value improvement in attendance. The invited lecturers were Mr.
Hidemitsu Sasatani (the then adviser of ITO EN, LTD.), who talked
about “Integration of SDGs into business management” and Mr.
Masao Seki (senior adviser of CSR at Sompo Japan Nipponkoa Insurance Inc.), who talked about “Practicing SDGs in actual business.” In
the audience were a large number of officers and managers
of Tamura Corporation and its
affiliates, and they were able todeepen their understanding of
the SDGs.
◆Internal magazine
In an effort to raise awareness of the SDGs, a column dedicated to the SDGs has been serialized since the October 2018
issue. The translated versions of the magazine have been delivered to overseas bases as well.

21

TAMURA CORPORATION REPORT 2 0 1 9

Sakado Factory Rebuilding ProjectAs a corporate member of (public utility foundation) the Nature
Conservation Society of Japan, Tamura Corporation has been supporting the“Akaya Project”for biodiversity restoration by offering useof the Company’s resort house and training facilities located at thefoot of the Akaya Forest where the project’s activities are carried out.
In November 2018, aiming to restore the area from an artificial forest
to a natural one,the employees of
Tamura Corporationand group companies participated in
improvement cutting on a voluntarybasis.

As part of efforts to restructure business related to electronic
components, the Sakado Factory (located in Saitama Prefecture) as
the core base was rebuilt and operation was started in September
2018. This is a highly sustainable office building that aims to reduce
environmental load by realizing substantial energy saving, and toestablish a comfortable and pleasant work environment based on
the concept of “environmental and human friendliness.” Equippedwith high earthquake resistance and the capability of continuingbusiness operations with less energy in the event of a disaster, thebuilding also contributes to the BCP (Business Continuity Plan).

＊Akaya Project: A project to promote biodiversity restoration and realize a sustainableregional community through joint cooperation of three coreorganizations, namely, the “Akaya Project Regional Council” that consistsof the region’s residents, the Forestry Agency Kanto Regional Forest Office,and the Nature Conservation Society of Japan. This project is taking placein the Akaya Forest, a national forest that measures approx. 10 thousand
hectares (10 km x 10 km), extending from the northern area of Minakami
Town, Gunma Prefecture to the prefectural border with Niigata Prefecture.

Monozukuri (Manufacturing) School●Contribution to the realization of a decarbonized society●Disclosure of non-financial information

Participation in Akaya Project＊

Efforts in workstyle reform
By balancing efforts to improve job satisfaction with appropriate labor management and by building an organization thatvalues communication, we have been working on establishinga company culture where employees can pleasantly engage
in work without much stress. Further, we aim to create a work
environment that has a system for responding to diversity andvarious lifestyles so that everyone, regardless of gender andnationality, can continue to work safely for many years. We
have been focusing our efforts on taking more positive action
for the “promotion of active social participation by women.”
In FY2018, two new seminars were started, as follows:●Seminar for managers to learn the way of thinking, behavior,and management for the promotion of diversity in general,
including guidelines for active social participation by women●Seminar for general staff to learn ways of designing their

future careers, making and implementing action plans, andbuilding their foundation so that they may be able to continue working actively in the face of various life events.
In addition to the above, seminars on labor management
and stress management were also held, targeting managers inall the business units on a regular basis.
Tamura Corporation will continue its efforts to carry out
compliance-based labor management and to fully realize awork environment with minimal stress.

Since 2008, the Monozukuri (manufacturing) School has been
held every year to convey the joy of monozukuri to the next generation, who will be the builders of the future. At the School, suchskills as how to make an AM radio are taught to children by theCompany’s employees. In FY2018, the School was also held in
Tamura Corporation Sakado
Factory, Wakayanagi Tamura
Corporation, and Aizu Tamura
Corporation, which received afavorable response.
❶❷❸① Sakado Factory, Tamura Corporation② Wakayanagi Tamura Corporation③ Aizu Tamura Corporation

Winner of the Self-Defense
Firefighting Competition
Aiming to minimize damage in the event of a fire, the Tamura Group has established a self-defense fire-fighting unit ateach office/factory to which the Fire Defense Law is applicable. At the head office and Tokyo Factory, employees trained in
how to handle fire hydrants
participate every year in thelocal self-defense firefighting competition. In 2018,
they won the first place inthe category of “operationof Type 1 Fire Hydrants.”■Environmentally-friendly Building Certified as Nearly ZEB
In the FY2017 Net Zero Energy Building (ZEB) Verification
Project, the building received Nearly ZEB certification for achieving over 75% energy saving through both reduction of building
energy consumption and energy supply by energy generation.
Details of efforts to attain ZEB●Use of high-performance heat-insulating material and sashes●Introduction of high-efficiency, business-use, and multi-type

air-conditioners, total heat exchangers, and auto-dimming LEDs
●Energy generation with solar panels, whose operation adopts

BEMS for energy saving■Designated as “Sainokuni Factory” by Saitama Prefecture
Thanks to our acquisition of
the Nearly ZEB certification for
the new building, the implementation of plant tours, and the
Monozukuri School, our social
contribution activities to the local
community were highly regarded and the Sakado Factory was recognized as a technologically and environmentally excellent factoryand designated as FY2018“Sainokuni Factory”by Saitama Prefecture.

VO I C E
Voice of the staff incharge of the project

General Affairs Group, Human Resources & General
Administration Div., Sakado Factory

Shunichi ShimizuWe were pleased to have been
awarded the Nearly ZEB certification as our efforts in ZEB had been unprecedented in thewhole Tamura Group. We have not yet reached our goal andwill continue working on energy saving. Our efforts in “environmental & human friendliness” have just started.

TAMURA CORPORATION REPORT 2 0 1 9

22

Corporate Information

CORPORATE DATA

Company Profile
Company name

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

Capital¥11,829 million

Share capital(as of Mar. 31, 2019)

Organization Map(as of April 1, 2019)

Board of Directors

Board of Auditors● Net sales● Operating income/Operating income to net sales ratio(Millions of yen)

Chairperson・
President

Integrated Audit Division
CSR Promotion Division

Authorized
252,000,000 shares
Issued and outstanding 82,042,757 shares(Not including 728,716 shares of treasury stock)
Closing date
March 31, each year.
Number of shareholders 11,774

Major financial information〈consolidated〉

Electronic
Components

100,000

86,24880,0004,123
24,36560,00084,642
5,251
24,741

Electronic Chemicals /FA systems

79,607
4,030
23,56785,558(Millions of yen)

Information
Equipment

87,008

4,224

4,123

6,000

25,37828,0845,000

57,73854,602

51,94955,87454,7942,000

0Information Equipment

Chairperson and
Representative
Director

Naoki Tamura

President andRepresentative
Director

Masahiro Asada

Director/
Vice President

Yusaku Hashiguchi

Outside Director

2014

2015

2016

2017

0

2018 (FY)※ Net Sales for external Customers by business segment (excludes internal net sales between
different businesses).
※ The amount of net sales for each fiscal year includes other operations (transportation,
warehousing and others).

Electronic Components
Electronic Components Business Sector

Takeo Minomiya

Haruko Shibumura
Norihiko Nanjo
Shoichi Saito

Standing Auditor

Hajime Kubo

Outside Auditor

Koichi Moriya
Atsuji Toda

(Millions of yen)
7,000

Ordinary
income6,000

Automotive Business Unit
HPM Business Unit
Unit Business Unit
Components Business Unit
West Japan Supervising Division
Production Division
Quality Assurance Division

Electronic Chemicals / FA systems
Electronic Chemicals & FA System Business Sector
Electronic Chemicals Quality Assurance Department
Advanced Technology Development Department

5,000

Assembly Material Business Unit

6.4

8,000

6.4

6

7,000

5.6

5,091

5,480

3,928

5

3

4,848
2

2,000
1,000

0

0

0

2016

2017

2018 (FY)● ROE（Return on Equity）(Millions of yen)
50,0002

20172018 (FY)

0

7.4

7

Ratio of net income to net sales attributable
to shareholders of parent

4.7
3.6

8

6
5

4.2

4

6,397

2.1
3,727

3,106

2

3,630

1

1,783
2014

2015

3

2016

2017

2018 (FY)0● Capital expenditure

Shareholders’ equity(Term-end)

ROE

14.3

(%)

(Millions of yen)

15

7,000
6,000

40,00030,00020,00010.0

8.9

37,966

12
5,000

9.0
9

4.8

38,38842,61046,764
6

4,000

2014

2015

3

2016

2017

2018 (FY)

0

4,993

0

2014

2,389

2015

(yen)
14

500

12

8
300

442.05468.04519.59570.00

6
4

100

2

2014

2015

2016

Dividend per share
Interim
Term-end

20172018 (FY)

2016

2017

2018 (FY)0(%)

Payout ratio

32.2

10

400

463.03

1,658● Dividend per share/Payout ratio

600

0

3,004

1,000

(yen)

200

6,119

3,000
2,000

36,253

10,000● Net assets per share

TAMURA CORPORATION REPORT 2 0 1 9

3

4,600

(%)

3,000

1

2015

2016

Net income attributable
to shareholders of parent

5,000

1,000

2014

2015

6,000

4,000

0

23

5,407

● Net income attributable to shareholders of parent /(Millions of yen)

4

4,098

2014

7

PWB Functional Materials Business Unit
Factory Automation Business Unit

5,117

1

(%)

4.6

3,000
2,000

4,266

4,029

Ordinary income to
net sales ratio

4,000

Business Management Department
Material Department

4.8

5

Ratio of net income to net sales attributable to shareholders of parent● Ordinary income/Ordinary income to net sales ratio

Akira Kubota

Director/Senior
Executive Officer

Broadcom Business Unit

5.3

1,000

Human Resources & General Administration Division(as of June. 26, 2019)

6

6.3

4

3,000

40,00020,000

Directors/
Corporate officers

4.7

6.4

7

4,000

Marketing and Development Management DivisionCorporate Management Division

5.0

(%)

Operating income to
net sales ratio

Operatingincome

7,000

18.5

7

1 (commemorative)
3

7
4

3

3

2014

2015

35
30

9

9

19.8

20.3

5

5

10
5

4

2016

2017

20
15

12.8
4

25

5

2018 (FY)1050

TAMURA CORPORATION REPORT 2 0 1 9

24

Global Network

CORPORATE DATA

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

EUROPE
U.K./Czech ■ Tamura Europe Limited
Germany ■ Tamura Elsold GmbH
Italy ■ Tamura Magnetic Engineering S.R.L.

The
AMERICAS
U.S.A ■ Tamura Corporation of America		■ Tamura Kaken Corp.,U.S.A
Mexico ■ Tamura Power Technologies de Mexico, S.A de C.V.
Brazil ■ Telepart-Tamura Industria e Comercio Ltda.
		■ Indusul Industria de Transformadores Ltda.
		■ Industria Sul Brazil de Transformadores Ltda.

JAPAN
ASIA
Korea ■
Tamura Chemical Korea Co.,Ltd.
		■■ Tamura Corporation of Korea
		
Tamura Professional Solution Korea Co.,Ltd.
■
China ■■■ Tamura Corporation of China Limited
Shanghai Xiangle Tamura Electro Chemical Industry Co.,Ltd.
		■		
Tamura FA System (Suzhou) Co., Ltd.
■		
Tamura Seiko Electronics (Changshu) Co.,Ltd.
■
		
Tamura Electronic Material (Tianjin) Co.,Ltd.
■		
Hefei Ecriee-Tamura Electric Co.,Ltd.
■
		
Tamura Kaken (Dongguan) Ltd.
■		
Tamura Electronics (S.Z.) Co.,Ltd.
■
		
Tamura Electronics (Huizhou) Co.,Ltd.
■■ Rebuilding of the Sakado Factory

■■■
■■
■■■
■
■
■
■■■
■■
■
■
■

Tamura Corporation of Hong Kong Limited
Taiwan Tamura Technology Co., Ltd.
Tamura Corporation (Thailand) Co.,Ltd.
ESE lndustries (Thai) Co., Ltd.
Tamura Electronics (M) Sdn.Bhd.
Tamura Kaken (M) Sdn.Bhd.
Tamura Corporation Singapore Pte.Ltd.
Tamura Corporation Vietnam Co.,Ltd.
Op-Seed Co., (BD) Ltd.
Earth Tamura Electronic (Myanmar) Co.,Ltd.
Tamura Elcomponics Technologies Pvt.Ltd.

The Sakado Factory (Sakado City, Saitama Prefecture) was rebuilt and operation of the new

The new factory of Wakayanagi Tamura Corporation (Kurihara City, Miyagi Prefecture) was completed in October 2018 in response to the increasing demand for

lated and aviation/space-related products was moved to Wakayanagi Tamura Corporation.

“boosting reactors for eco-friendly cars” used in hybrid vehicles, plug-in hybrid vehi-

Optimum allocation of the electronic component-related business is in progress.

cles, electric cars, etc. High-volume production started in the second half of FY2019 andadditional investment for further expansion of production capacity is scheduled as well.

sales of the electronic components, but the production function was later moved to domes-

Wakayanagi Tamura Corporation opened in 1966 as a manufacturing factory fortic and overseas Group companies. On the other hand, its role as the core base for productsmall transformers. Having changed its production items from time to time, it now

development and marketing has

plays an important role as the core

been increased. A layout that best

factory for the electronic compo-

suits the expected future role of thenents business. Despite the severe

Sakado Factory has been realized

damage caused by the Great Eastin this new and compact building,Japan Earthquake in March 2011,

which has been awarded the Nearly

the employees have strived hard to

ZEB certification and has alreadyachieve recovery and have been able

started operation.

to resume business operation.

(See page 22 for details.)
TAMURA CORPORATION REPORT 2 0 1 9

Offices and ■■Head Office/Tokyo Factory
Factories ■Sakado Factory		
Iruma Factory■		
Sayama Factory■		
Kodama Factory■		■■■■ Osaka Sales Office		■■■ Nagoya Sales Office		Fukuoka Service Office■
Affiliated ■Koha Co.,Ltd.
Companies ■■Aizu Tamura Corporation
Wakayanagi Tamura Corporation		■		
Tamura Distribution Center Inc.
■

■ New Factory Building of Wakayanagi Tamura Corporationbuilding was started in October 2018. At the same time, the manufacture of in-vehicle-re-

The Sakado Factory opened in 1980 as a core base for production, development, and25

Hong Kong
TaiwanThailand		
Malaysia
		Singapore
VietnamBangladesh
MyanmarIndia● Composition of net sales by region〈consolidated〉(FY2018)● Number of employees by region〈consolidated〉(as of March 31, 2019)

The Americas
3,975（5%）

The Americas
151（3%）

Europe8,716（10%）

Europe253（5%）

Total

87,008Japan

37,026（42%）

Asia

37,290（43%）

Japan

1,200

Total

（24%）

5,021

Asia
(Millions of yen)

3,417（68%）
TAMURA CORPORATION REPORT 2 0 1 9

26

Tamura’s mascot “Quenu”

1-19-43, Higashi-Oizumi, Nerima-ku, Tokyo JAPAN 178-8511
2019.08