〈English〉

C O R P O R A T I O N

R E P O R T

CORPOR ATE PROFILE / CSR REPORT DIGEST

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

Creating Tamura Group’s ValueTA M U R A

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

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C O N T E N T S

Business fields

Input
（

FY2019 or as ofMarch 31, 2020）

Output〉〉〉P.09〜15

Value creation through business

Financial capital
Total assets

88.6 billion yen

Electronic
Components

Shareholder’s equity ratio

52.4%

Information
Equipment“One Tamura” strategy 〉〉〉P.06

Creating Tamura Group’s Value………

By providing products, technologies, and services, Tamura shall support

TOP MESSAGE………………………………

◆ Automotive;

CORPORATE PROFILE

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

07
Product Lineup…………………………… 09
Genealogy of Product Development……

◆ Power electronics;
Next-generation energy-saving societies

Capital expenditure

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

Network societies in the near futureElectronics
Chemicals/
FA Systems(Including leased assets)

Corporate Philosophy

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

◆ IoT/next-generation communications;

Manufactured capital

4.5 billion yen

Sustainable Value Chain〜Creation of added value〜………………………

Intellectual capital

Realization of a
Sustainable Society

Longstanding accumulation oftechnologies and know-how
R&D related expenses

VISIONGUIDELINE
Tamura Group Code of Conduct

2.9 billion yen

Value Chain

Human capital

R&D

Number of employees on
a consolidated basis

Procurement

〉
〉
〉P.16

Production

Sustainable Growthof Tamura GroupSales

The 12th Mid-term Plan 〉〉〉P.06

4,753 employees

E nvironment

Trusting relationship withstakeholders●●

Energy savings and CO2 emissions reduction
Resource savings and waste reduction ● Reduction of substances of concern

S ociety

Natural capital

FY2024 (Centennial anniversary year)

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

Natural resources, such as
raw materials and energy●●

10% or more:
10% or more

Operating income ratio :

G overnance●

ROE

Compliance enhancement ● Timely and proper disclosure of corporate information

Realizing a decarbonized
society

Conserving energy andresources●

16

CSR REPORT DIGESTCSR
CSR goals and results………………………

17

Environmental Performance Report
Environmental topics………………………

19

Social Performance ReportSocial and Governance Topics……………

21

CORPORATE DATA

23
Global Network…………………………… 25
Corporate Information……………………

This report will be published as “TAMURA CORPO­RATION REPORT 2020” 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” of the Ministryof the Environment of Japan, and the “ISO26000”
Guidance Standard were referred to when “CSR” wasedited.
Period covered
April 1, 2019 to March 31, 2020
(Includes some activities in or after April 2020)
Publication date

Related social issues
●

11
13
15

Editorial Policy

Efforts to support business activities 〉〉〉P.17〜22

Social andrelationship capital

01
03

September 2020

Promoting diversity●Promoting workstylereform●Preparing for natural
disasters●

Responding to a rapidly
aging
society●

Coexisting with

communities●(Previous report: August 2019; next report: due in August 2021)

Contact information
CSR Div.
TEL: +81-3-3978-5293, FAX: +81-3-3978-2760
E-mail: csr@tamura-ss.co.jp
Web: https://www.tamuracorp.com/

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TOP MESSAGE

TOP MESSAGE

The whole group as “One Tamura” is committed tofurther growth towards the centennial anniversary.
In April 2019, the Tamura Group started its medium-term management plan as a long-term vision
for sustainable growth towards its centennial anniversary (2024) and thereafter. Faced with the taskof confronting the sudden outbreak of COVID-19, the chairperson and the president shared theirviews on the current business environment and future prospects in an interview. (Date of interview: June 2, 2020)

Could you explain the business environment
and major business performances in FY2019?

Asada: Fiscal year 2019 was filled with turbulence for our company. The year started amid the U.S.-China trade friction and the
COVID-19 pandemic hit the economy towards the end of theyear, to name but a few. First and foremost, I would like to extend
my heartfelt sympathy to those who are suffering from COVID19 and are facing difficulties under the present circumstances.
Furthermore, I would like to express my respect and appreciation
to all those who are endeavoring day after day to prevent the
spread of infection from their own positions and are contributing
to society.
In terms of profits, unfortunately, we witnessed a decrease
from the previous year because of two major factors, namely, theU.S.-China trade friction and COVID-19, and failed to reach thegoal for the initial fiscal year of the medium-term managementplan.
In particular, the entire business of automotive products stagnated as production plans of automobile manufacturers were
postponed in the midst of the COVID-19 pandemic. Nevertheless,
we predict that the demand for eco-friendly cars such as hybrid
vehicles will continue to grow, and expect an increase in demand
post-COVID-19. Meanwhile, thanks to the expansion of the 5G

market in China, future growth of investments is expected forelectronic chemicals business even with the ongoing U.S.-China
trade friction.

Please tell us the main purpose of “changeof management level personnel in charge ofeach business unit” that was implemented in
January 2020.

Asada: In the medium-term management plan “Biltrite Tamura
GROWING ANEW” that was started in FY2019, we have designated three fields as the pillars of growth, namely, “automotive,”“power electronics,” and “IoT/next-generation communication,”
whose markets are expected to expand in the future. Our One
Tamura Strategy is that all employees be “One Team” as they
combine every effort and approach clients.
This time, reassignment of the heads of business units who
are well versed in their respective fields was carried out with the
expectation that the best practices in each business unit would
also be developed in other business units and that chemical reactions would be created from combinations of different featuresof various business units. For example, automotive products canoffer business opportunities not only for electronics parts but also
for electronic chemicals and FA systems. In other words, it is

Naoki Tamura
Chairperson and Representative Director
Tamura Corporationnecessary for further business expansion to adopt an approach thatis based on not each individual business unit but the whole group.
By accelerating cross-sectoral utilization of human resources, mygoal is to improve business efficiency on a company-wide basis.
(page 06)

What is the gist of Tamura’s approach towardclients to expand business?

Asada: It is expected that we as a group try our best to serve
individual clients and have them understand the fact that “theTamura Group deals with a wide range of businesses, including
parts, materials, and equipment.” Our wide range of businesses
have resulted in stable performance and a global network. I envision a future business scene where we, working with a mission
to further spread our “Tamura” brand, make efforts to deepen
clients’ understanding by introducing firstly the total image of the
Tamura Group and secondly the contents of each business unit,
and finally engage in business negotiations.

Please tell us your ideas regarding humanresource utilization/development in the One
Tamura strategy.

Masahiro Asada
President and Representative Director
Tamura Corporation

03

TAMUR A CORPORATION REPORT 2 0 2 0

Asada: In the immediate future, the focus will be on strengthening and developing management-level personnel under the One
Tamura strategy. Whereas the Group’s bottom-up educational
program has been relatively successful, there is an urgent needto develop personnel who act as the main driving force for management. (page 22)
Furthermore, personnel-system reform in concert with thevision is also being promoted. In the case of a “monozukuri(manufacturing) company” like us, if technical specialists incharge of innovation have to assume management responsibilities as well, such valuable human resources with keen sensitivity
will not be able to spend enough time in R&D, which is notgood for the company. Furthermore, it is often said that “the best
player is not necessarily the best coach,” and a person who excels
as a technical specialist may not be necessarily good at management. Therefore, it is necessary to establish a personnel system
in which technical specialists can aim for higher-ranking positions while devoting themselves to mastering their own fields ofexpertise. Under the work style reform, although focus is given to“a comfortable work environment” alone, I would like to also put
emphasis on “job satisfaction” and establish a system that provides an environment for developers and researchers to devotetheir time solely to R&D.

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

TAMUR A CORPORATION REPORT 2 0 2 004

TOP MESSAGE
According to survey results, the recognition
rate for SDGs rose to 97% among employees.
What do you think is the main contributor to
this?

Tamura: The recognition rate of nearly 100% was achieved
as a result of efforts to strengthen the push-based informationdelivery system. In FY2019, using the e-mail magazine toemployees, content related to “What are the 17 Goals of SDGs?”
was delivered on a periodic and intensive basis. I believe thatthe employees became familiar with SDGs because the content
included not only explanations for the 17 goals but also example
cases of specific programs carried out worldwide and of activities
performed in the Tamura Group.
For example, Goal 14 of SDGs, “Life Below Water,” seems to
be completely irrelevant to the Group’s businesses. Nevertheless,I believe that business activities should include not only development/manufacturing/trading but also education and welfare
programs for employees. On one occasion, an acquaintance whoworks for Panasonic and I joined an industry-based CSR activity, and there he spoke about how Panasonic’s company canteen
has implemented the “sustainable seafood” activity by serving
only fish and shellfish whose sustainability has been secured.
Thinking that such an activity would contribute to “Life Below
Water” in business operations, I started consultations with thesubcontractor for the Group’s canteen operation. As a result, after
acquisition of CoC Certification*, sustainable seafood dishes are
now being served on a regular basis. I would like to continue
developing initiatives that would help employees become familiar with SDGs. (page 22)

With regard to SDGs, the goals for greenhousegases and renewable energy have beenreconfigured towards 2030.

Tamura: It was because I thought it necessary to establish specific KPIs (Key Performance Indicators) as a company that iscommitted to contributing to the achievement of SDGs. By
FY2030, we aim to reduce greenhouse gases by 21% or more relative to FY2013 levels and to at least double the use of renewableenergy relative to FY2019 level. (page 19)
With regard to renewable energy in particular, the goal has been
set as part of our sustainability strategy that looks into “decarbonization” in the future. Measures toward decarbonization have alreadystarted, including the acquisition of the “Nearly ZEB (Net Zero
Energy Building)” certification by the Sakado Factory that was
rebuilt in 2018.
Along with continued environmental investment efforts, wewill endeavor to expand sales volume and improve productivityof environmentally friendly products. Under the current circumstances created by the COVID-19 pandemic, many businesses
have gone online as a COVID-19 infection control measure. With
this as a trigger, I am also planning the active use of ICT. (page 21)

TOP MESSAGE
What prospects do you have for businessenvironments including contributions to SDGs
in FY2020 and thereafter?

Tamura: Although SDGs have been advocating the development of a sustainable society, the outbreak of COVID-19 seems
to have somewhat put a question mark on the sustainability ofsociety and economy. Knowledge of SDGs including their ideals
and goals should have been spread by now to all employees.
Our previous plan was that each business base and each division
would start taking action in FY2020. However, in considerationof the changes in circumstances, we would like to start once
again by reviewing our overall business from the perspective of
BCP (Business Continuity Plan) and by re-examining the BCP
manual.
Asada: From the management perspective including SDGs andsocial contribution as well, it will become important for us tofocus on three fields: “automotive,” “power electronics,” and“IoT/next-generation communication.”In the post-COVID-19 era, although there will be no change inbasic business stance, approaches thereof may have to be changed.
In the case of online business, business starts only when there isaccess from customers. How to overcome issues that cannot be
resolved unless people actually go out and take action is anotherchallenge. From the BCP perspective, I would like to review“which functions in what style” we should have “in which places.”

The 12th Medium-term Management Plan (2019–2021 & 2024)

Biltrite ＝ Build up ＋ Right

Company’s Ideal Future in the Centennial Anniversary Year (2024)

Based on this Medium-term Management Plan and various challenges towards the achievement of SDGs (Sustainable Development Goals), the Company
aims to grow in a healthy manner while respon ding 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.

“Tamura’s Ideal Future”

Expectations of People around the World
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

Acquisition of fair returns

Advancing

Finally, please give a message to thestakeholders.

Tamura: In FY2019, we witnessed the emergence of the newsocial problem, COVID-19. Over time, I have come to realize
again that in order to continue being a sustainable company, it isimperative that we carry out management with even more awareness about our contribution to SDGs and with a strong resolve
to coexist not only with society and nature but also with thevirus. We should continue positive developments triggered by
the COVID-19 pandemic, such as work style reform, operational
reform, and CO2 emissions reduction as a result of acceleration of
telework. I consider it a challenge for us top management to findways to maintain those positive results.
Asada: In the business environment that is rapidly evolving fromface-to-face business to online business, it will become necessary
for us to develop an exceedingly “attractive product” that canshine even on the computer monitor and can motivate customers
to contact us. In order to realize such an attractive product, we
will have to overcome various challenges, including conducting
a review of marketing at first, increasing product appeal, andcreating “cross-divisional collaboration products” by utilizing
cross-divisional cooperation under the One Tamura strategy.
The Tamura Group will continue to endeavor toward the further development of the Company as it approaches its centennial
anniversary in four years’ time. We ask all our stakeholders fortheir continued understanding and support.

Sustainable growth

Company Operation

One Tamura Strategy
Tamura has outstanding products and technologies in each of its business fields. By focusing on automotive, power electronics, and IoT/next-generation
communication markets which are expected to grow significantly in the future, we will do our best as One Tamura on a group-wide basis. The COVID-19
pandemic has accelerated the relevance of these fields more rapidly than ever.

Automotive

Power electronics

loT/next-generation communications

Support for popularization of
eco-friendly cars as well as
safe and comfortable driving

Support for next-generationenergy-saving societies

Support for network societies
in the near future

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

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

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

Needs that have been accelerated by the COVID-19 pandemic
Realization of safe andsecure traffic and distribution

Stable supply ofclean energy

Technology that connects people/
Realization of remote work

● Boosting reactors/coils● Large transformers/reactors● Price display units for vending machines● Reactors for battery chargers● Gate driver module● Human sensors (overwatch)● Current sensors● Gallium oxide power devices● Solder resist for flexible PCBs

● Solder paste for automotive applications● Residue-free paste for power devices● Laser soldering paste● Solder resist for automotive applications● Reversibly stretchable joining material

 eflow soldering systems for automotive●R● Solder paste for semiconductors

applications● Self-assembling materials● Electronic components● Networking of audio systems● FA systems compatible with smart factories● 4K/8K audio mixing console for broadcasting＊A certification system that guarantees traceability to ensure that fishery products of MSC (Marine Stewardship Council)/ASC (Aquaculture Stewardship● Electronic Chemicals● FA systems● Information Equipment

Council), which are certified as sustainable seafood, reach consumers without being mingled with non-certified fishery products

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CORPOR ATE PROFILE

Genealogy of Product Development

Time-honored technological capabilities that continue to excel
HISTORY

PRODUCTS

CORE TECHNOLOGYElectronic Components
Power solutions

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(Low-frequency products)

1994～■Environmental technology

Current sensors■Design technology for special specifications

2014～

Piezoelectric transformer

Ultrasonic Sensors(JAXA and MIL standards, etc.)■Mass production technology for large products(water cooling, waterproof, high pressure)

Piezoelectric ceramic products■Material development and process technology■Element design technology and analysis technology■Technology for controlling piezoelectric elements

LED/LD application and IoT solutions and semiconductor devices■LED packaging technology■Waterproofing technology■Thermal design and analysis■Growth technology of single■Optical design and analysis■High efficiency High-power LED

technology

1987～

2008～

Interlocking pushbuttons forvending machinesLED

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

Electronic Chemicals/FA Systems

1956～

Solderite flux

1957～
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.

TAMUR A CORPORATION REPORT 2 0 2 0

Automatic
soldering systemmanufacturing■Lighting design technology■Optical single-crystal

technology■Wireless technology

Mounting process, PCB material and semiconductor mounting material

Solder resists (for rigid PCBs and flexible PCBs)■Metal powder production technology■Soldering technology■Photosetting technology■Thermosetting technology■Environmental technology (technologies compliant with Pb-free,

OSP (pre-flux)
White reflective material,
black absorbing material

1968～

technology■Unified, collaborative product development for both material(Photoimageable coverlay)

Resist ink

technology■High-efficiency reflection
processing technology■Sensing technology■Data processing technology

crystal substrates■High-quality epitaxial growth

Solder paste & post-flux
Self Assembling Material

Solder paste

07■Large current transformer coil winding technology■Adaptive technology for highly reliable standards

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

Manufacture andsale of radio andgramophone

1930～■High-efficiency, low-noise power supply technology

Piezoelectric ceramics

Power supply
system1924■Electromagnetic field, heat, structural analysis (simulation) technology

Specialized large transformers andreactors

1956～

since

■Dust core material development and mass-production technology

Reflow soldering system
Wave soldering system
Spray fluxer and other peripheral devices

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

thermosetting resin, thermoplastic resin)

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

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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 natural-energy-related
and aerospace fields. From raw materials to complete systems, Tamura’s technologies havecontributed 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,

Wireless microphone
for railways

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

Portable audio mixer

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 torealize multi-functionalization and miniaturization

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

TAMUR A CORPORATION REPORT 2 0 2 0

At Home sors monitoring people’s activities indoors.

Soldering systems

Current sensors

Solder resists for flexible
Black absorbing material
PCBs

Flux

Power modules

09

Components contributing to energy-saving in air conditioners or power conditioners, or sen-Gate driver module

Transformers/Reactors

Power modules

Reactors

Human sensors

Self assembling material

Photoimageable coverlay(film or liquid form)

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10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 for voltage control and noise removal for power
conditioners, air conditioners, and thelike. They contribute to energy saving
and clean energy.

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

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

Large transformers andreactors

Transformers and reactors
for aerospace use

Current sensors

Power modules

Gate driver module

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

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

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

AC adaptors

Piezoelectric transformers

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

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

Vending machine related
products

In large-scale wind or solar power generation systems and the like, large transformers
and reactors are the core components—theformer are used for voltage conversion andthe latter are for voltage control and noise
removal. They contribute to the spread ofrenewable 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 high cur-rent, 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 and thelike, enhancing safety.
● Our transformers, reactors, LEDs, power supplies, and piezoelectric ceramics products contribute to saving energy and resources in devices thatincorporate 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 standards oftransformers and reactors for power systems,
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 share according to our investigation, the price display
unit, and LED lighting. Buttons with abuilt-in price display have already become
the trend for vending machines.

Changes in net sales(Millions of yen)

60,00054,602

51,94955,87454,79420172018

50,00050,87140,00030,000

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.

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TAMUR A CORPORATION REPORT 2 0 2 0Power LED
Ultrabright LED that has been officiallyadopted for use in a large lighthouse.
Its original packaging technology andheat dissipation design offer improved
brightness, making it a suitable replacement for a 2.0 kW halogen lamp.

20,00010,000
0

2015

2016

2019 (FY)*Net sales for external customers (excludes internal net sales between different businesses).

TAMUR A CORPORATION REPORT 2 0 2 0

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

Selective soldering material

Solder resist

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

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

High heat resistancesolder

Self-assembling materials

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

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.

Solder resists for flexible
PCBs

Photoimageable coverlay(film or liquid form)

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

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

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, lightweight,

and miniaturized. Under these circumstances, we offer superior materials that meet reliability requirements that are becoming stricter each year.
Our materials have high reliability and show good performance, including crack resistance, heat resistance, and humidity resistance, even in aharsh 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 de-mand 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 system
Reflow soldering system heat PCB-mounted electronic components to melt solder andjoin the components and circuits on the board. Our new systems are equipped with convection control technology that efficiently circulates gas within the systems, making it
possible to suppress flux adhesion to the inner surface of the furnace as well as reduce
nitrogen consumption.

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

23,56725,37828,08425,34220,00015,00010,000

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

5,000
0

2015

2016

2017

2018

2019 (FY)*Net sales for external customers (excludes internal net sales between different businesses).

13

TAMUR A CORPORATION REPORT 2 0 2 0

TAMUR A CORPORATION REPORT 2 0 2 0

14

Our Business

Sustainable Value Chain〜Creation of added value〜

CORPOR ATE PROFILE

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

Information Equipment

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

MissionMajor challenge

R&D

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

● Reinforcing “local development and local approval” system to address needs of cus-

tomers worldwide in a detailed and speedy manner● Developing technologies and products such as eco-design products that can help

resolve social issues● Promoting materials development by introducing MI (Ma-terials Informatics)

Social value of businessas audio mixing consoles compatible with high-resolution 4K/8K TV broadcasting, thereby delivering new experiences
to the audience and contributing to comfortable living.
●W e have applied our original wireless technology to various systems that watch over for human safety life.

Products
Audio network

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

Production

ing these technologies, we provide customers, particularly broadcast stations, with wireless intercoms and more as well

Procurement●W e have accumulated sound and communication technologies in the areas of broadcasting and telecommunication. Us-● Promoting CSR Procurement and Green Procurement

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

NT110● Improving management of chemical substances contained in products● Taking measures against conflict minerals● Strengthening the “local production for local consumption” system where production

is performed at optimal locations close to customers around the world.

● Increasing production efficiency through the establishment of an integrated production system, including the

preparation of optimal production lines based on the introduction of automation, insourcing of materials, etc.

● P romoting effective use of natural resources/energies and appropriate waste management● R einforcing continuous improve-

ment activities by promoting
quality management system● Fully implementing safety andsanitation management● Responding to customers’ requests for delivery on a flexible and timely basis by utiliz-

NT880

DECT-based Intercom

NT660

Wireless devices

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

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

Sales

NT series—audio mixing
consoles for broadcasting

Wireless microphone for railways

We provide high-quality
products and reliable services in a speedy mannerby accurately understanding customers’ requests
through communication.

ing the global manufacturing and sales system● Supplying appropriate information on products and services● Improving maintenance quality regarding FA system and information equipment

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

Identify visitors’ locations on a server

Changes in net sales(Millions of yen)
6,000Foundation that supports value chain

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-divisionmultiple access (TDMA) system to avoid wireless communication interference whileallowing 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 and exit from alarge event venue, the identification of their locations at the venue, etc.

15

TAMUR A CORPORATION REPORT 2 0 2 0

4,000

4,030

4,224

4,123
3,440

3,000
2,000

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

Facilitation of human resource
development and diversity

Respect forhuman rights

Regional
contribution

Environmental
management

1,000
0

2015
2016
2017
2018
2019 (FY)※ Net sales for external customers (excludes internal net sales between different businesses).
TAMUR A CORPORATION REPORT 2 0 2 016

CSR R EPORT DIGEST

CSR
Area of
Activity

100% or higher achievement● Substances of concern:● Promotion of energy● Power consumption:● 16%【Goal achieved】● CO2 emissions:● Promotion of group-● Compliance with envi-● No violations of environmental laws and regulations● Implementation of internal environmental auditor upskilling● Compliance with environmental laws

and resource savings

60% reduction in basic
unit compared with FY2005
14% reduction comparedwith FY2005
ronmental laws andregulations

60% reduction in basic unit comparedwith FY2005
7% reduction compared with FY2013

Pages 21-22
Web:◆ Human Rights/Labor◆ Supply Chain Management● Development of global human● Workstyle reform● Improvement of working● Improvement of ICT infrastructure to enhance flexibility of work

● Enrichment of healthcare● Introduction of work-interval system● Implementation of labor management training and stress manage-● Improvement of working environment● Work efficiency improvement throughenvironment

ment level and selected next-generation managers)● Overseas training for new employees● Global expansion of personnel system
sites and hours

ment training● Promotion of taking paid leave (up 1.1% YoY)
● Implementation of stress check and periodic stress counseling● Promotion ofdiversification● Execution of the action

plan to promote active
female participation● Promotion of employment
of disabled/elderly persons● Implementation of career design training for all employees andfemale career design sessions● Promotion of employment of disabled/elderly persons

resources and management● Revision of personnel system

introduction of RPA (Robotic Process
Automation)● Enrichment of healthcare● Execution of the action plan to pro-

mote active female participation● Promotion of employment of disabled/elderly persons● Promotion of safety● Promotion of safety and● Workplace inspection for safety and sanitation, and implementation● Promotion of safety and sanitation● Promotion of CSR● Response to conflict miner-● Implementation of supplier survey of uses of conflict minerals● Promotion of conclusion of contracts, etc. in accordance with

● Response to conflict minerals issues

sanitation

als issuesof traffic safety training sessions

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

and regulations● Introduction of management level training (for current manage-

human resources● Continuous provision ofoverseas training“Procurement Guidelines”● Provision of high-qual-● Establishment/enhance-● Implementation of design review working training, design reviewer● Establishment/enhancement of quality● Increased green● Update of green procure-● Update of green procurement standards● Promotion of sharing of information on establishment, revision,● Update of green procurement

ity products

ment of quality education
system● Quality improvementawareness-building activities during the Quality
Month● Hosting of the Tamura
Group Quality Promotion
Conference
ment standards● Strengthening of manage-

ment of chemical
substances in products● Continuous social con-tribution activities

Social contribution● Coexistence with com-munity and volunteer
activities● Donation activities● Promotion of resources

recycling activities● Hosting of Monozukuri(manufacturing) School● Implementation of internshipand job experience programs● Coexistence with the community and volunteer activities

training, human error prevention training, and job teaching training● Message sent by officers responsible for quality on the first day of
Quality Month● Hosting of Tamura Group Quality Promotion Conference

education system● Quality improvement awareness-building activities during the Quality Month● Hosting of the Tamura Group Quality
Promotion Conference● Strengthening of management of● Donation activities● Support for the Drop-in Center Project in Bangladesh● Collection of empty cases of disposable contact lenses, donation of● Donation activities● Promotion of resources recycling● Hosting of Monozukuri (manufacturing) School● Implementation of internship and job experience programs● Promotion of environment beautification activities near and around● Hosting of Monozukuri (manufactur-

old books, promotion of used stamp collection activity, etc.

individual business sites, participation in the Akaya Project andmorechemical substances in products

activities

ing) School

experience programs● Coexistence with the community andvolunteer activities● Sponsorship of women’s football team (Chifure AS Elfen Saitama)● Promotion of sports

Compliance/Corporate ethics● Promotion of compli-● Promotion of compliance● Group training on security trade control, the Act against Delay in● Promotion of compliance education● Dissemination of CSR● Continuous dissemination● Internal dissemination of SDGs through e-mail magazines explain-● Continuous dissemination of SDGs

Risk
management● Strengthening of risk

● Periodic/occasional review● Response to COVID-19● Global implementation of BCP in individual business segments● Implementation of evacuation drills and safety confirmation drills● Response to COVID-19● Periodic/occasional review of BCP

at domestic business sites● Improvement of stockpile at each business site in Japan● Implementation of emergency drills

G overnancemanagement

educationof SDGsof business continuity plan
(BCP) documents● Implementation of emergency drills

Payment of Subcontract Proceeds, Etc. to Subcontractors, Unfair
Competition Prevention Act, information leakage prevention, etc.
● Discussion-based training in small groups using training materials● Issuance of an e-mail magazine, in which familiar news, case studies,etc. of compliance violations are explained in an easy-to-understand mannering 17 SDGs, CSR lectures, internal magazines, etc.
● Introduction of sustainable seafood at Tokyo Factory and Sakado
Factory canteens

documents

Information
management● Reinforcement of data

● Reinforcement of the infor-● Enhancement of network security against cyberattack and informa-● Reinforcement of the information pro-

● More timely and● Timely and appropriate● Timely and appropriate corporate information disclosure● Timely and appropriate corporate

protection programappropriate disclosure of corporate
information

mation protection system

corporate information disclosure on Website

tion leakage
on Website

Pages 22
Web:
◆ Social Contribution Activities● Implementation of internship and job● Promotion of sports

ance with laws andregulations

Web:◆ Quality/Service◆ Supply Chain Management

standards

and abolishment of laws and regulations for chemical substances in
products● Promotion of cultural,art, and sports activities

TAMUR A CORPORATION REPORT 2 0 2 0

ratio: 22%● Development of global

procurement

17

training● Premier eco-design products sales● Personnel system

Quality

Page number indicates the page on which activities are reported
in the TAMURA CORPORATION REPORT 2020.
Web: https://www.tamuracorp.com/csr/
All activities, with some exemptions, are reported.

● 58%【Goal not achieved】

ucts sales ratio: 21%◆ Disuse of conflict minerals ◆ Elimination of antisocial forces

S ociety■ Report page

Report page

● Substances of concern:

substances of concern

procurement

Less than 80% achievement

FY2020 Goals● Reduction in use ofand sanitation

80–100% achievement

Selfassessment● 20%【Goal not achieved】

wide integrated ISO
14001 certification

Human rights/Labor■ Self-assessment criteria

Main Result in FY2019● Premier eco-design prod-

and human resource
development* In order to show the association between the Tamura Group’s initiatives
and the Sustainable Development Goals (SDGs), each area of activity is
indicated by the corresponding SDGs icons.

FY2019 Goals● Offering eco-design

products

Environment

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

E nvironment

CSR goals and results

Key Issue

tection system

Page 22Web:◆ CSR at Tamura Group◆ Compliance

Page 21Web:◆ Risk Management◆ Human Rights/LaborWeb:◆ Risk Management◆ Corporate Governanceinformation disclosure on Website

TAMUR A CORPORATION REPORT 2 0 2 018

CSR R EPORT DIGEST

Environmental Performance Report

Environmental topics
Contributing to realization of a decarbonized society throughacquisition of worldwide integrated certification
Since FY2006, the Tamura Group has been working toward
the establishment of a globally united environmental management system, and was able to consolidate 22 business sites of
15 companies by FY2019.
This time, the Group has set new goals. The first goal is to
reduce greenhouse gases by FY2030 by 21% or more compared with FY2013 levels in accordance with the “less than
2 °C” target of the Paris Agreement. The second goal is to morethan double the amount of renewable energy introduced by
FY2030 compared with FY2019 level, aiming at promoting the
introduction of renewable energy.
For the realization of continuous growth and a sustainable
society, the Tamura Group shall continue working on resolvingsocial issues specified by SDGs, thereby contributing to a decarbonized society.

Tamura Group Environmental Targets● Greenhouse gas emissions*:

FY2030: Reduction of 21% or more (compared with FY2013 levels)● Amount of renewable energy introduced:
FY2030: More than double (compared with FY2019 level)

TLF-TNA23 solder paste series compatible with 5G (5th generation mobile communications system)

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

Halogen-containing productMigration
Analyzedarea

QFN parts
X-ray image of migration

TLF-204F-NH-TNA23

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

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

APB-200 black solder resist series for rigid circuit boards for smartphones
As smartphones are becoming more functional, lighter,and thinner, their printed circuit boards are becoming increasingly integrated and dense.
The APB-200 black photoimageable solder resist series reduces lithographic exposure to one-third or less (100 mJ/cm2)
compared with our existing products and offers high resolution in a lithographic exposure process for printed circuitboard production, thereby achieving high productivity and＊ ● Within Scope 1 (direct emissions from our own fuel use or production process)or Scope 2 (indirect emissions from the use of electricity or heat we purchased).
●

5G base stations, the number of which is increasing rapidly, are often set up in a severe environment, such as an outdoor location, a high place, or a cold area. As such, a control
system failure could affect all related wireless systems. In thisregard, the solder paste used requires extremely high reliability.
The TLF-TNA23 series causes less migration because of its
special halogen-free technology, even when the mounting
location absorbs moisture. In addition, the series includes
products combined with #287 alloy, which has sufficiently
high strength (crack control) to withstand thermal shock due
to high voltage.
It is an environmentally friendly, halogen-free, and leadfree product.

good resolution in the direct-imaging lithographic exposureE missions related to new plants are added to those of past fiscal years including
the base year to appropriately evaluate reduction efforts made after the start ofoperation.

process necessary for high-density printed circuit boards.

T he emission factor is defined as the emission factor for electrical powerpurchased under contract (subject to change annually).

provides high visibility during automatic appearance in-Moreover, because of its less reflective appearance, it
spection, resulting in good compatibility with high-density
component mounting. It is an environmentally friendly hal-Efforts on premier eco-design products
The Tamura Group carries out product environmental assessment in the development and design phases to minimize environmental impact, and strives to contribute to achieving the SDGs through the development and provision of premier eco-design products.

Open-loop high-current sensor L40S/L51S series
The L40S and L51S series consist of open-loop high-current
sensors for renewable energy systems, such as solar and wind
power generation systems, and for energy management systems,
such as electricity storage systems.
With a temperature compensation circuit, the sensors achievea linearity error of 1% and an output temperature characteristic of
0.05%/°C over the wide temperature range of -40 to 105°C. They
are therefore suitable for accurate control of a system exposed toa severe natural environment. In addition, their shield technology
achieves noise resistance properties such as dV/dt at least threetimes as high as those of our existing products. Moreover, by devising the design of its casing structure, the L51S series can reduce
the amount of filler by 20% compared with existing products, tohelp reduce environmental load.

19

TAMUR A CORPORATION REPORT 2 0 2 0

SEM image of resolutionogen-free product.

L51S (left) and L40S (right)

SEM image of via openness

Portable DECT-based wireless intercom system
The portable DECT-based wireless intercom system, Tamura's new digital wireless intercom system, incorporates technologies accumulated for existing wireless intercom systems
while complying with the new DECT standard.
It retains the same operability for intuitive use while offering further improved user-friendliness. Three units of the existing model (YFP-1821B) are required to connect
10 personal stations; meanwhile, one unit of the
new model (MK-H96) can connect 10 personal
stations. With the RF power setup function, it can
Item

Comparison with existing
portable controller

Power consumption
Number of components
Volume
Mass

Reduced by approx. 12%
Reduced by approx. 37%
Reduced by approx. 65%
Reduced by approx. 65%

Condition: 10 personal stations connectedsave power and reduce radio waves that interfere with otherdevices when the communication distance is short.

Portable controller (MK-H96)

Personal station (MK-B96)

TAMUR A CORPORATION REPORT 2 0 2 020

CSR R EPORT DIGEST

Social Performance ReportSocial and Governance Topics
Promotion of Work Style Reform and Business Process Re-engineering (BPR)
Development of a working environment where
employees can concentrate on work in a pleasant way
Through efforts to increase job satisfaction along with appropriate labor management, we have been working on the development of a working environment where employees can concentrate on their work continuously in a pleasant way.
As part of measures to improve job satisfaction, we haveintroduced systems that enable employees to take multipurpose leaves for childcare, nursing, volunteer work, etc. as well
as hourly-paid leave. Furthermore, a system is also in place inwhich past employees who retired for a specific reason, such as
childcare, nursing, or spouse’s job relocation, are re-employedby the Company. Thus, in the environment where employees’
values and work styles are diversified, we have been providing
support to establish good work-family balance. With regard to
optimization of labor management, seminars on labor management and stress management have been held for managers andsupervisors of all business sites, promoting efforts to fully spreadcompliance-based labor management and realize a less stressful
work environment.
In FY2019, the work-interval system (employers are required
to have a certain number of hours of rest between the endingtime of work on a given day and the starting time of work on thenext day) was newly introduced, and measures for improvementof paid-leave acquisition rate were implemented. These activities were highly regarded, and we were recognized as a “2020
Certified Health and Productivity Management Outstanding Organization (for the large enterprise category)” by the Ministry of
Economy, Trade and Industry.

Improvement of ICT environment
Responding to the diversification of employment and work
style, efforts have been made to improve the ICT (informationand communication technology) environment so that employees experiencing various situations (location/time/distance) canwork in a flexible way.
With regard to the work-from-home system that had been introduced but limited to only some employees, we were planningto implement it to cover the whole company. As one measure
to prevent the spread of COVID-19, we launched the system in
FY2019 ahead of schedule. Under the system, through data sharing in cloud environment, Web meetings, etc., many employees
have become able to work in almost the same environment as
the office. Particularly for employees with children who need tobe home due to temporary school closure, this system allows
them to practice childcare while doing their job and is effective
also from the standpoint of business continuity.

Improvement of work efficiency
Aiming at man-hour reduction of routine tasks, we havebeen working on the utilization of RPA (Robotic Process Automation) for automating “routine tasks” where employees
repeat routine operations using computers. We have been taking steps to introduce RPA in auxiliary tasks and checking theoutcome so that we can eventually introduce it to the entire
company. In order to advance work style reform, it is indispensable to improve work efficiency and to shift from routine tasks
to high value-added work. We are aiming at full-scale introduction at the earliest possible time.

Development of management level

Engagement with SDGs
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.
With the aim of having all employees of the Group understand and work toward realizing the SDGs as if it were theirown, we have been promoting various in-house dissemination
measures also in FY2019.

SDG e-mail magazines
A total of 19 e-mail magazines were issued, which contained explanations of the 17 goals/169 targets of SDGs andspecific cases of challenges taken up by the Tamura Group.
In the questionnaire survey conducted after the issuance ofe-mail magazines, such comments as “I was able to deepen
my understanding of SDGs and obtain useful information for
future challenges” were received, and the recognition rate of
SDGs among employees reached 97%.

配信日
：2019 年 11 月 26 日（火）メールタイトル：17 のゴールを個別解説【SDGs を知ろう！】Goal 1：貧困をなくそう

配信日：2019 年 11 月 28 日（木）メールタイトル：17 のゴールを個別解説【SDGs を知ろう！】Goal 2：飢餓をゼロに※タムラ製作所、国内関係会社の役員及び従業員の皆様にＢＣＣで配信しております。お手すきの際に、ご一読ください。

※タムラ製作所、国内関係会社の役員及び従業員の皆様にＢＣＣで配信しております。お手すきの際に、ご一読ください。

□ 1990 年に世界の人口の 36％だった貧困率は、2018 年には 8.6％まで低下しています。

億 3,600 万人が極度の貧困の中で暮らし、そのうち 4 億 1,300 万人はサハラ以南のア□ 2015 年時点で、7
SDGs を知ろう！
《17 ゴール個別解説編》

フリカに偏在しています。
□ 災害による死者の 90％以上は、低所得国と中所得国に集中しています。
□ 世界人口の 55％は社会保障にアクセスできていません。
SDGs（持続可能な開発目標）の 17 の目標と、それらを達成するための 169 のターゲットを解説するとともに、取り組み事例をご紹介するメールマガジンです。毎週火曜・木曜に発行します。
・ バングラデシュ・ダッカにおいて、ストリートチルドレンを対象としたドロップインセンター事業への支援を実施。
https://knk.or.jp/news/world/bgd/

vol.1

・ゴール１のターゲット・

Goal 1：貧困をなくそう
極度の貧困を終わらせあらゆる場所で、 1.1 る
あらゆる形態の貧困に終止符を打つ
1.2

貧困状態にある人の割合を半減させる

Contents －－－－－－－－－－－－－
貧困層・脆弱層の人々
1.3
を保護する
世界で起きていること
ゴール１のターゲット
基礎的サービスへのア
タムラの主な取り組み
クセス、財産の所有・他社の取り組み事例
管理の権利、金融サー
1.4－－－－－－－－－－－－－－－－－－
ビスや経済的資源の平等な権利を確保する■■■■2030 年までに、現在 1 日 1.25 ドル未満で生活する人々と定義されている□ 災害寄附金内規及び従業員からの寄附による、災害被災者への義援金寄附（1.5）
極度の貧困をあらゆる場所で終わらせる。
・ 令和元年台風第 19 号災害 ・北海道胆振東部地震 ・平成 30 年７月豪雨 などの際に実施
2030 年までに、各国定義によるあらゆる次元の貧困状態にある、すべての年齢の男性、女性、子どもの割合を半減させる。

・他社の取り組み事例・各国において最低限の基準を含む適切な社会保護制度及び対策を実施し、（ ）内に、関連するターゲットの番号を示しています
2030 年までに貧困層及び脆弱層に対し十分な保護を達成する。
□ 三菱電機（株）：
2030 年までに、貧困層及び脆弱層をはじめ、すべての男性及び女性が、BOP 層（低所得者層）の生活改善に向けたプロジェクト（1.2、1.3、3.8）
基礎的サービスへのアクセス、土地及びその他の形態の財産に対する所有権と管理権限、相続財産、天然資源、適切な新技術、マイクロファイナン
BOP 層（低所得者層）の生活改善のために、同社の製品・技術を活用するプロジェクトを立ち上げ、そスを含む金融サービスに加え、経済的資源についても平等な権利を持つこの中で、インドネシアを舞台に活動中です。同国では、多くの人が魚をバイクで販売し生活していますが、とができるように確保する。
炎天下で魚はすぐに傷み、売れ残り等による収入減が発生しています。その為、「バイク電源で動く小さな冷蔵庫」の開発に取組み、収入向上に繋がる効果的な使い方も含め、現地の人と一緒に考えつつ事業化
2030 年までに、貧困層や脆弱な状況にある人々の強靱性（レジリエンを目指しています。
貧困層・脆弱層の人々ス）を構築し、気候変動に関連する極端な気象現象やその他の経済、社
https://www.mitsubishielectric.co.jp/corporate/csr/management/sdgs/pdf/small_world_project.pdfの強靭性を構築する会、環境的ショックや災害に暴露や脆弱性を軽減する。
世界には今、世界銀行で定めた国際貧困ラインである
1 日 1.9
その他、各社の取り組みは以下ページから参照できます。
ドル（約 200 円）未満で生活している人が7 億人以上もいまあらゆる次元での貧困を終わらせるための計画や政策を実施するべく、後「Innovation for SDGs –Road to Society 5.0」
す。もちろん、1
日 1.9 ドルでは人が健康に生きていくのに必開発途上国の貧困対策
発開発途上国をはじめとする開発途上国に対して適切かつ予測可能な手段に、様々な資源を動員
1.a要な食べ物や水、医療は得られません。教育を受ける余裕もなを講じるため、開発協力の強化などを通じて、さまざまな供給源からの相く、貧困が次の世代にも連鎖しています。そしてそれが差別のする
出典
当量の資源の動員を確保する。
原因になり、社会の一員として認められなくなれば、生活はさ
写真：国際連合広報センター
らに苦しくなります。特に女性は弱い立場に追いやられがちで貧困撲滅への投資拡大
貧困撲滅のための行動への投資拡大を支援するため、国、地域及び国際レ
世界で起きていること：す。こうした貧困を地球上からなくすには先進国から途上国へを支援するために政策
ベルで、貧困層やジェンダーに配慮した開発戦略に基づいた適正な政策的
1.bの援助が欠かせません。先進国の国内でも、経済的・社会的に・『未来を変える目標 SDGs アイデアブック』一般社団法人 Think the Earth的枠組みを構築する
枠組みを構築する。
・「持続可能な開発目標（SDGs）報告 2019」国際連合広報センター
弱い立場の人への支援が必要です。
ターゲット：
また、地震や洪水といった災害が起きると、多くの人が生活の基盤を奪われます。それまで経済的にギリギリ
・「持続可能な開発目標（SDGｓ）活用ガイド（資料編）」環境省
各ターゲットの達成度を測定するインジケーター（指標）はこちらを参照してください。
で生活していた人は、すぐに深刻な貧困に陥ってしまうでしょう。新たな貧困層を生み出さないために、貧困・「グローバル指標（SDG Indicators）」外務省 JAPAN SDGs Action Platform サイトのリスクにさらされやすい人を守る工夫も求められています。
他社の取り組み事例：
1
・「Innovation for SDGs –Road to Society 5.0」経団連 KeidanrenSDGs サイト

・世界で起きていること・

1.5

vol.2

Goal 2：飢餓をゼロに■■タムラの主な取り組み
他社の取り組み事例
栄養不良をなくし、妊5 歳未満の子どもの発育阻害や消耗性疾患について国際的に合意されたターゲットを
2025を知ろう！《17年までに達成するなど、2030
年までにあらゆる形態のSDGs
ゴール個別解説編》vol.2
栄養不良を解消し、若年女子、妊婦・授乳婦及び高齢者の栄養ニーズへのーズに対処する対処を行う。
ご意見・ご感想をお寄せください。
発行：ＣＳＲ推進本部 E-mail：csr_a@tamura-ss.co.jp
2030 年までに、土地、その他の生産資源や、投入財、知識、金融サービ
小規模食料生産者の農ス、市場及び高付加価値化や非農業雇用の機会への確実かつ平等なアクセ
バックナンバーはこちら：http://www2.tamura-ss.co.jp/csr/CSR_jyouhousaite/index.html
業生産性と所得を倍増スの確保などを通じて、女性、先住⺠、家族農家、牧畜⺠及び漁業者をはさせる
飢餓に苦しむ人は地球上におよそ8 億人もいます。とりわけ、じめとする小規模食料生産者の農業生産性及び所得を倍増させる。
アフリカやアジアの途上国には満足に食べられずに栄養が偏2030 年までに、生産性を向上させ、生産量を増やし、生態系を維持し、った状態が続き、命を落とす子どもや健康に生きられない大持続可能な食料生産シ
気候変動や極端な気象現象、干ばつ、洪水及びその他の災害に対する適応
人がたくさんいます。
ステムを確保し、強靭
2.4
能力を向上させ、漸進的に土地と土壌の質を改善させるような、持続可能
飢餓をなくすにはアフリカやアジアに5 億軒もある小さな農
な農業を実践するな食料生産システムを確保し、強靭（レジリエント）な農業を実践する。
家の生産性を上げることが重要になります。とはいえ、ただ－－－－－－－－－－－－－－－－－－
婦や高齢者等の栄養ニ
2.2

・世界で起きていること・

2.3

生産量を増やせばいいわけではありません。生態系を守り、食料生産に関わる動植
土地がやせないように注意して農業を行なわなければ、その2020 年までに、国、地域及び国際レベルで適正に管理及び多様化された物の遺伝的多様性を維
土地はいずれ単なる荒れ野になってしまいます。持続可能な
種子・植物バンクなども通じて、種子、栽培植物、飼育・家畜化された動持し、遺伝資源等への物及びこれらの近縁野生種の遺伝的多様性を維持し、国際的合意に基づ
2.5 農業をつくり出す知恵が求められます。
アクセスと、得られる
き、遺伝資源及びこれに関連する伝統的な知識へのアクセス及びその利用利益の公正・衡平に配から生じる利益の公正かつ衡平な配分を促進する。
分する

SDGs を知ろう！《17 ゴール個別解説編》vol.1□ バングラデシュ、ミャンマーなど、開発途上国に関係会社（生産工場）を置き、現地住民の安定雇用を促進（1.2）
ご意見・ご感想をお寄せください。
発行：ＣＳＲ推進本部 E-mail：csr_a@tamura-ss.co.jp□ 社会貢献活動（1.1、1.2、2.1、4.1、4.2、4.a）Monozukuri (Manufacturing) School・ゴール２のターゲット・

2.a）内に、関連するターゲットの番号を示しています。

Since 2019, seminars
for management level
have been held for executive officers and division
directors who play coreroles in the Company’sbusiness. The objective of
the seminars is to develop
their strategy planning,business management, and leadership abilities so that they become
capable of performing management at a higher level. We also started
a cram school in 2019 for next-generation executive manager candidates by inviting Mr. Takeo Minomiya (outside director) as chief of
this private cram school. The curriculum has wide-ranging contents
that include not only management and business science but also psychology and history/culture, the aim of which is to develop humanresources who have acquired not only practical learning but also cultural knowledge.
These seminars also serve as an opportunity to establish a
network of human connections; they also aim to establish andstrengthen human network beyond business frameworks.

世界のさまざまな努力によって地球上の飢餓人口は減ってきているものの、この先は気候変動によって耕作可能な土地が減るかもしれません。人口増加や紛争によって飢餓がますますひどくなる可能性もあります。単にSDGs を知ろう！
《17 ゴール個別解説編》
食糧を増やすだけでなく、飢餓を広げない努力も欠かせません。

□ 飢餓の中で暮らす人々は数百万人増加しています。
～ 2017 年の時点で栄養不良に陥っていた人々は 8 億 2,100 万人と、2015 年の 7 億 8,400 万人から増加
SDGs（持続可能な開発目標）の 17 のゴールと、それらを達成するための169 のターゲットを解説するとと 分の 2
□ 全世界の極度に貧しい被雇用者に農業労働者が占める割合：3
もに、取り組み事例をご紹介するメールマガジンです。毎週火曜・木曜に発行します。
□ 全世界で栄養不良に陥っている人々に下記の 2 地域が占める割合：3 分の 2
～ サハラ以南のアフリカ：2 億 3,700 万人 南アジア 2 億 7,700 万人□ 22% （1 億 4,900 万人）：発育不良の５歳未満児の割合
出典□ 7.3%（4,900 万人）：消耗性疾患を抱えた 5 歳未満児の割合
写真：国際連合広報センター□ 5.9%（4,000 万人）：肥満症の 5 歳未満児の割合
世界で起きていること：
飢餓に終止符を打ち、食料の安定確保と栄養状態の改善を達成するとと・『未来を変える目標 SDGs アイデアブック』一般社団法人 Think the Earth
もに、持続可能な農業を推進する
・「持続可能な開発目標（SDGs）報告 2019」国際連合広報センター
ターゲット：
・「持続可能な開発目標（SDGｓ）活用ガイド（資料編）」環境省
Contents －－－－－－－－－－－－－
・「グローバル指標（SDG Indicators）」外務省 JAPAN SDGs Action Platform サイト
飢餓を撲滅し、安全で2030 年までに、飢餓を撲滅し、すべての人々、特に貧困層及び幼児を含
他社の取り組み事例：
栄養のある食料を得らむ脆弱な立場にある人々が一年中安全かつ栄養のある食料を十分得られる■ 世界で起きていること
2.1
・「Innovation for SDGs –Road to Society 5.0」経団連 KeidanrenSDGs サイト
ようにする。
■ ゴール２のターゲット れるようにする

・タムラの主な取り組み・（(Current management level and selected next-generation managers)

2.b

1
開発途上国の農業生産能力向上のための投資を拡大する

開発途上国、特に後発開発途上国における農業生産能力向上のために、国際協力の強化などを通じて、農村インフラ、農業研究・普及サービス、技術開発及び植物・家畜のジーン・バンクへの投資の拡大を図る。

世界の農産物市場における貿易制限や歪みをドーハ開発ラウンドの決議に従い、すべての形態の農産物輸出補助金及び同等の効果を持つすべての輸出措置の並行的撤廃などを通じて、世界の農2

バックナンバーはこちら：http://www2.tamura-ss.co.jp/csr/CSR_jyouhousaite/index.html

3

2

4

Since 2008, the Monozukuri (manufacturing) School has been held
every year to convey the joy of monozukuri to the next generation, whowill be the builders of the future. At the School, such skills as how tomake an AM radio are taught to children by the Company’s employees. In FY2018, the School was also held in Tamura Corporation Sakado
Factory, Wakayanagi Tamura Corporation, and Aizu Tamura Corporation,
which received a favorable response.

Introduction of sustainable seafood toCompany canteens
Measures against COVID-19 (as of May 2020)
The Tamura Group has always put priority on the health and safety of people in local communities, its business partners, andits employees. In this respect, the Group has been taking various measures to prevent the spread of infection in compliancewith the policies of national and local governments, including thorough sanitation, introduction of the work-from-home system and rotating shifts, use of telephone/Web meetings, etc.
Furthermore, at the beginning of February, the Global Risk Management Office was set up at the head office, the task ofwhich is to control global business continuity in collaboration with all business sites around the world so that products andservices are supplied to customers all over the world without interruption.
● The Global Risk Management Office was set up at the beginning of February, the task of which is to control global business conti-

Japan

nuity in collaboration with all business sites around the world.

● After the declaration of the state of emergency, various efforts were taken, including work-from-home/rotating shift/staggered office hours/change in office layout, etc. to reduce human contact by 70% or more (target: 80%), while holding transactions with customers as usual.

China
Europeand U.S.

● After operation shutdown due to the extended Chinese New Year Holiday, operation resumed on February 10 and has been back to normal from March.
● The design office for electronic components in Italy has adopted the work-from-home system, whereas the factory in Czech Re-

public has continued normal operation.
● The factory for electronic chemicals business in Germany has continued operation while paying attention to safety. Alcohol disinfectant that was produced in the factory was supplied outside the factory.
● In Malaysia, factory operation was suspended for the period between mid-March and April in accordance with the government’s

Others21

notification. As the factory focuses on local production/local consumption items and the customers’ factories also were not operating, there were no serious problems.
● The Bangladesh Factory adopted a shift work system. Business sites in China and Japan offered support through substitute production.

TAMUR A CORPORATION REPORT 2 0 2 0

Since January 2020, menus using sustainable seafood havebeen served on a regular basis at the canteens of Tokyo Factoryand Sakado Factory. We choose sustainable seafood with the“MSC”/“ASC” global certification, which is given to sustainablefishery products that have been caught or cultivated in consideration of marine environment and fishery resources, thus
contributing to “Life Below Water,” one of the SDGs, and supporting producers who observe the catch limit.
Around eight companies (as of March 2020) have introduced
sustainable seafood to their employees’ canteens in Japan.
Introduction to our canteens was realized thanks to Panasonic
Corporation, the forerunner company; World Wildlife FundJapan (WWF Japan), a public interest incorporated association that works on its diffusion in Japan; and Hanakago Co.,
Ltd., a foodservice company that has
endeavoredto acquire thecertification.

❶❷① Iruma Factory, Tamura
Corporation② Wakayanagi Tamura Corporation③ Aizu Tamura Corporation❸

VOICEvoice
Instructor’s

Sumire Tanaka

Assembly Materials R&D Division
Electronic Chemicals & FA System Business SectorFor the first time, I participated as an instructor in themonozukuri (manufacturing) class of Iruma Factory. In
the beginning, all the participants seemed to hesitate using
a hot soldering iron, but they eventually became excited andenjoyed doing real soldering work. When the work was completed, all of us were able to gain a sense of fulfillment.

TAMUR A CORPORATION REPORT 2 0 2 0

22

Corporate Information

CORPORATE DATA

Company Profile
Company name

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

Capital¥11,829 million

Share capital● Net sales● Operating income/Operating income to net sales ratio(Millions of yen)

Electronic
Components

100,000

Chairperson · President

Integrated Audit Division
60,000Naoki Tamura

President andRepresentative
Director

Masahiro Asada

Director/
Vice President

Yusaku Hashiguchi

CSR Division

Takeo Minomiya

Outside Director

Akira Kubota

Outside Director

Haruko Shibumura

Director/Senior
Executive Officer

Norihiko Nanjo

Director/Senior
Executive Officer

Shoichi Saito

Standing Auditor

Hajime Kubo＊

Outside Auditor

Koichi Moriya
Atsuji Toda

＊ Auditor and Supervisory Board Member for rights andobligations under provisions of Article 346 (1) of Companies
Act

24,74179,607
4,030
23,56785,55887,008

4,224

4,123

25,37828,084(Millions of yen)

Information
Equipment

7,000

79,655

6,000

3,440

Corporate
Management Division
Human Resources & General
Administration Division

54,602

051,94955,87454,7942015(Millions of yen)
7,000

2016

2017

2,000

50,8712018

02019 (FY)

Ordinary income to
net sales ratio

Ordinary
income

6.4

6.4

5.6

4.6
3.2

Information Equipment

1,000
0

5,091

5,480

3,928

5

2.9
4,266

5,117

5,407

2015

2017

(Millions of yen)
8,000

6

7,000

4

2019 (FY)50,00040,000ROE

10,00036,25338,388

7.4

3,000

6
5

4.2

4

0

6,397

2.1

2,000
1,000

3,727

2015

(Millions of yen)

15

7,000

3,630

1,024
2016

2017

2018

42,61046,764

46,409
6

6,119

3,000

4,993

2017

2018

2019 (FY)

0

1,000
0

4,522

(yen)
14

500

12

8

468.04519.59570.00565.34

TAMUR A CORPORATION REPORT 2 0 2 0

6
4

100

23

2015

1,658
2016

2017

2018

Dividend per share
Interim
Term-end

2

2015

2016

2019 (FY)

9

9

(%)

Payout ratio

10

10

400

0

2,389

● Dividend per share/Payout ratio

600

442.05

0

4,000

(yen)

200

1

5,000

9.0

● Net assets per share300

2019 (FY)

2

12

3

2016

3

1.3

1,783

(%)

2.2
2015

8
7

2,000

0

0

(%)

4.7

5,000

0

9

4.8

2019 (FY)

6,000

14.3

30,00020,0002018

1● Capital expenditure

Shareholders’ equity(Term-end)

10.0

2017

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

6,000

1

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

2016

4,000

4,848

2018

2

● Net income attributable to shareholders of parent /

7

2

2016

2015

4
3

4,600
2,289

(%)

3

2,510

6

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

5

4,000

2,000

5.3

4,000

● Ordinary income/Ordinary income to net sales ratio

3,000

6.3

7

5,000

25,342※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 Chemicals/
FA systems

6.4

(%)

Operating income to
net sales ratio

Operatingincome

1,000

6,000

Electronlc Components

5.0

3,000

20,0005,000

Outside Director

5,251Electronic Chemicals /FA systems

40,000Marketing and Development
Management Division(as of June. 25, 2020)

Outside Auditor

Board of Auditors

80,000(as of Mar. 31, 2020)

Chairperson and
Representative
Director

Board of Directors

84,642

Authorized
252,000,000 shares
Issued and outstanding 82,090,751 shares(Not including 680,722 shares of treasury stock)
Closing date
March 31, each year.
Number of shareholders 11,451

Directors/
Corporate officers

Major financial information〈consolidated〉

Organization Map (as of April 1, 2020)

2017

2018

2019 (FY)

0

7
4

5
5

5

2015

10

30

80.1

25

5

20
15

32.2
3

35

19.8

20.3

4

4

2016

2017

5

12.8
2018

10

5
5

2019 (FY)0

TAMUR A CORPORATION REPORT 2 0 2 0

24

Global Network

CORPORATE DATA

■ Tamura Chemical Korea Co.,Ltd.
■■ Tamura Corporation of Korea■ Tamura Professional Solution Korea Co.,Ltd.

EUROPE■ Tamura Elsold GmbH
■ Tamura Europe Limited

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

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

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

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

■ Earth Tamura Electronic (Myanmar) Co.,Ltd.

■■ Taiwan Tamura Technology Co., Ltd.

■ Tamura Elcomponics Technologies Pvt.Ltd.

■■■ Tamura Corporation of Hong Kong Limited■ Tamura Kaken (Dongguan) Ltd.
■ Tamura Electronics (S.Z.) Co.,Ltd.
■ Tamura Electronics (Huizhou) Co.,Ltd.

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

JAPAN■■ Tamura Corporation Vietnam Co.,Ltd.

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

■■■ Tamura Corporation Singapore Pte.Ltd.
■ Wakayanagi Tamura Corporation■■
Aizu Tamura Corporation■■■ Nagoya Sales Office■ Wakayanagi Tamura Corporation:
Automotive product factory
Wakayanagi Tamura Corporation was founded in 1966. The company used to be one of theimportant production bases in Japan for smalltransformers for AV equipment. The company
suffered such disasters as the shrinkage of customers’ domestic production and the Great East
Japan Earthquake in 2011. After its transformation into a mass-production factory for “in-vehicle
booster reactors” with promising future expansion, the company completed a new building inAugust 2018. Since then, capital investment anddevelopment of prototype products have been
pursued, and the company launched full-scale
production in the second half of 2019.

■ ESE Industries (Thailand) Co., Ltd.

■ Tamura Elsold GmbHIn November 2017, Tamura acquired capital in ESE Industries (Thai) Co., Ltd. Over many
years, Tamura had outsourced to ESE the final
process of solder paste supplied to ASEAN
countries. As a consolidated subsidiary of
Tamura, ESE is currently aiming at local production for local consumption based on integrated production from raw materials (solder
power) and profit increase through cost reduction. The second factory was completed in
October 2018, and mass production and salesof bare metal, solder power, etc. was started in
April 2019.

In October 2017, Tamura acquired 100% equity in Elsold
GmbH and Co. KG, a soldering manufacturer in Germany,and established Tamura Elsold GmbH. Elsold has been
dealing with representative automotive manufacturers
in Europe as its customers. Such products as “bar solder”
and “thread solder” for the automobile market account for
approximately 60% of the company’s sales.
Under the guidance of Tamura, the company has introduced new production facilities for “solder paste related
products” and is now developing an integrated system fordevelopment, production, and sales in Europe. Continued
efforts are being made in sales development of soldering
materials with high-added value, focusing on non-Japanese customers for automotive products.

Tamura Corporation■■■■ Osaka Sales Office■ Fukuoka Service Office■■ Head Office/Tokyo Factory■ Sakado Factory■ Iruma Factory■■ Sayama Factory■ Kodama Factory■ Koha Co.,Ltd.

● Composition of net sales by region〈consolidated〉(FY2019)● Number of employees by region〈consolidated〉(as of March 31, 2020)

The Americas
114（2%）

Europe8,851（11%）

Europe232（5%）

Total

79,655

Japan

34,941（44%）

Asia

TAMUR A CORPORATION REPORT 2 0 2 0■ Head Office/Regional Headquarters/Others■ Electronic Components■ Electronic Chemicals■ FA Systems■ Information Equipment

The Americas
3,387（4%）

32,474（41%）

25■ Industria Sul Brazil de Transformadores Ltda.

Japan

1,229

（26%）
Total

4,753

Asia
(Millions of yen)

3,178（67%）
TAMUR A CORPORATION REPORT 2 0 2 026

Tamura’s mascot “Quenu”

1-19-43, Higashi-Oizumi, Nerima-ku, Tokyo JAPAN 178-8511
2020.09