Column

No.

The DenkaWay Summer

Gunbai08

Denka Big Swan Stadium, a building that resembles a swan spreading its wings

located on the banks of the Toyanogata Lake in Niigata Prefecture?
Constructed as one of the 2002 FIFA World Cup venues, Niigata Stadiumcelebrates its 20th anniversary this year. It has been recognized under the nameof “Denka” since 2014, when Denka acquired the naming rights. Its distinctive
design resembles a swan spreading its wings as if to take off. With a capacityof 40,000 people, it is also used as a home stadium for Albirex Niigata, a local
soccer team in the J2 league. It has also been awarded the J league Best Pitch
Award six times for its well-maintained pitch. Using this stadium as a base,Denka has been actively spons oring sporting events such as the Denka Athletics
Challenge Cup*1, which has been held every year since 2019.
Denka decided to acquire the naming rights due to its strong connection with
Niigata Prefecture. Currently, around 2,000 employees, or one third of theplant since its establishment 1921, and are planning to build another one soon.
In 2020, Omi Plant produced pharma ingredients for the anti-influenza drug
Avigan,*2 which is also a candidate treatment for COVID-19. At the Gosen Office(Gosen City), production of the rapid testing kit Quick Navi COVID19 Ag has
begun. Niigata has been, and always will be an important place for Denka.
Conducting sporting events at the stadium will further strengthen the connection
and Denka will fly to the world, and towards the future.
*1 The Niigata event of the Japan Grand-prix Series of track & field tournaments held by the Japan
Association of Athletics Federations (JAAF). The aim of this event is to develop athletes that cancompete on an international level.
*2 Avigan is a registered trademark of FUJIFILM Toyama Chemical Co., Ltd.

Cover photo
The Bridge at Minamisanriku
Tsunami Memorial ParkThe Tsunami Memorial Park opened in2020 to pass down the memories and lessons learned during the disaster to future
generations. The bridge in the photo wasbuilt as a symbol of Minamianriku’s revival.
It is an arched bridge that uses Japanesecedar from the Minamisanriku area.

Unauthorized
reproduction prohibited

between Niigata Prefecture and Denka. From Denka Big Swan Stadium, Niigata

Vol.

08

Photo provided by Minamisanriku-cho

Published: July. 1, 2021/ Publisher: Corporate Communications Dept., Denka Co., Ltd. / Editor-in-chief: Satoshi Fukuoka /Nihonbashi Mitsui Tower, 2-1-1 Nihonbashi-muromachi, Chuo-ku, Tokyo 103-0022

Have you heard of Niigata Stadium, also known as “Denka Big Swan Stadium,”hydroelectric power plant in the area around Omi Plant (Itoigawa City), our main2021

Vol.08A Stadium Bearing
the Denka Nameentire Denka Group, work in Niigata prefecture. In addition, we have our own

Summer2021

Breathing new life into Niigata’s sports culture

The DenkaWay

10 Years After the Great East Japan Earthquake

Conveying Our Feelings andConnecting Them to the Future
Contents
2 Challengers for Denka Value-Up
To Become an Indispensable for Society

8 Think INNOVATION
Leaving Room for Intuition
by Dai Tamesue, CEO, Deportare Partners

9 Amazing the World with Innovation
10 Years After the Great East Japan Earthquake
Conveying Our Feelings and Connecting Them to the Future

17 DENKA TOPICS
18 LINK GLOBALLY, LINK FUTURE
20 Gunbai Column

Denka Value-Up Management Plan Mid-term Review
This video covers the mid-term review of the Denka Value-Up Plan launched in FY2018 and introduces
the initiatives we will focus on over the next two years together with numerical targets for FY2022.

To BecomeIndispensab le for Society
From April 2021, we launched our Denka Value-Up initiatives for the next two years.
In order for the Denka Group to become indispens able for society, we will continue promoting further growth by realizing the three Value-Up initiatives.
Laying out a clear path toward
becoming a Specialty-Fusion Company

also have to directly confront the social issues thatIn terms of Introduction of Innovative

the world is currently facing. With the SDGs as ourProcesses, we will continue working on removing

compass, the Denka Group has clearly positioned

3D (dangerous, dirty, demanding) workplaces atSince 2018, the Denka Group has been promoting

the resolution of social issues as a management

manufacturing sites and ensuring mental wellbeing

the Denka Value-Up Management Plan with the aim

challenge, and through our initiatives over the next

so that all employees can devote themselves toof becoming a Specialty-Fusion Company with a

two years, we will strive to be a company that istheir work with peace of mind.

global presence. In FY2020, despite the impact ofindispensable for society. To that purpose, we must

the COVID-19 pandemic, we were able to achieve

realize our three Value-Up initiatives, concern-goal of reducing greenhouse gas emissions byrecord profits and are seeing steady results in our

ing our business, the environment, and human

50% by FY2030 and becoming carbon neutral

specialty businesses, particularly in the environment

resources.

by FY2050 in order to fulfill our responsibility as a

& energy and healthcare businesses.
In 2021, after examining our results to dateand identifying the issues, we refined our strategy

Toshio Imai
Representative Director, President

Aiming foreven greater heights

A company that employees
and stakeholders can be proud of

In Environment Value-Up, we have set a newchemical manufacturer. From a medium- to longterm perspective, we will take on the challenge ofdeveloping and implementing CCUS (Carbon diox-

for the next two years. In 2022, the final year of

In Business Value-Up, which is the core of Denka

the Denka Value-Up Plan, we are aiming for 50

Value-Up, we will focus on the Business Portfolio

In Human Resources Value-Up, we will priori-

billion yen in operating income. Our most significant

Shift through concentration in businesses in which

tize HR strategies such as staff education, diversity,achievement during the three-year period from

we can outperform others, and further specializing

and health with the aim of becoming a company

FY2018 to FY2020 is that we have been able toour key operations. In shifting our portfolio to focus

where employees can feel growth through job

lay out a clear path toward becoming a Special-

on world-class businesses unrivaled by othersatisfaction and work. We will also continue ourty-Fusion Company. Without a doubt, this is thanks

companies, it is important to reevaluate whether

efforts in sound management, including theto the efforts of each and every member of the

we are really performing better than anyone else increation of an environment where employees can

Denka Group. I would like to once again express

our current businesses and to take action. I would

fully demonstrate their skills.

my gratitude to all of you, especially to the manu-

like all employees to think of ways to do their jobs

My goal is to make the Denka Group afacturing staff who worked hard to keep production

better than anyone else and to actively communi-

company that all of our stakeholders, including

going through the COVID-19 pandemic.

cate those ideas. I believe that increasing the value

our employees, can be proud of. To that end, we

Numerical targets
Operating income

50 billion yen
Operating income ratio

13 ％Ratio of specialty business83 ％ide Capture, Utilization and Storage) technology.

In the post-COVID era of social change andof each individual will lead to an increase in themust realize three Value-Up initiatives and become

the new normal, companies that are not genuinely

overall value of the company, and thus to the value

indispensable for society. Let us work together toneeded by society will become obsolete. We will

we contribute to the world.

carry out this transformation.

The three Value-Up initiatives

Business
Value-Up

Environment
Value-Up

Human Resources
Value-Up

Launching the Three Value-Up Initiatives!

2

The Denka Way | 2021 Summer

2021 Summer | The Denka Way

3

The Past and Future of

Denka Value-Up
Denka Value-Up Plan started as a five-year management plan from FY2018 to
FY2022. We have refined our strategy for the period up to FY2022 by reviewing our results to date and the issues that have emerged. We will strive to beindispensable for society based on the three Value-Up initiatives and lay thefoundation for our next management plan.

2018

2020

50.0 billion yen
42.0 billion yen

2021 2022
We have examined the results of the Denka Value-Up Plan
to FY2020, identified the issues, and redefined our strategy
be indispensable for society, we will continue to promoteover the period from FY2018
up until FY2022. In order tothreefold Value-Up initiatives.

73%

64%

49%
Operating income from
specialty businesses

FY2017FY2018Business Portfolio Shift through concentrationin businesses in which we can outperform others andfurther specializing our key operations

Value-Up

FY2019FY2020

FY2021(estimated)

FY2022(target)Innovative processes
Production process reforms

Business Portfolio ShiftAccelerate growth of specialty businesses

Environment & energy● Increased production capacity
for Spherical Alumina at DAPLand Omuta Plant● Extended production of Acetylene Black at Omuta Plant

The environment & energy● Expand sales to markets related to xEV, 5G, semiconductors
and renewable energy● Focus on developing new
product lineups that are aheadof the times

Healthcare● Actively confor novel
infectious● Respond tonetic detection
the clinical field

tribute to measures& re-emerging
diseasesdiagnosis using geand digitalization in

High-value-added infrastructure● Accelerate overseas development,
new product development anddrastic reforms of unprofitableproducts● Pursue a new growth track tocontinue making it a priority fieldSpecialize our key operations;redefine the positioning of thecommodity businesses● For businesses that require recon-

struction, we will aim to achieve
the portfolio shift in two years● Automate visual inspection, introduce robots,

enhance sensors, etc.
Research process reforms● Full-fledged use of R&D support systems andmaterial informatics
Operational process reforms / Work style reforms● Adopt online meetings, computerize documents,

remove 3D (dangerous, dirty, demanding) workplaces*Avigan is a registered trademark of FUJIFILM Toyama Chemical Co., Ltd.

Specialize our key operations
Increased production of MS resin at DSPL
Optimization through mergers of group companies (Akros Trading/YK Inoas, Housing
Equipment Business, Nakagawa Techno)● Entered into the Biostimulant market using technical knowledge collected by AZUMIN●●

Redefine the positioning of the commodity businesses
Withdrew from businesses (DSPL PS, EVA/Saknohol, Firelen/β silicon Nitride)● Production halted (Omuta: Calcium Carbide, Omuta: Calcium Cyanamide)●

Production process reforms
Omi Plant: Introduced real-time monitoring system for operating information● Omuta Plant: Introduced automated inspections by AI● Singapore/Chiba Plant: Introduced a system for detecting operational abnormalities●

R&D process reforms
Theme Reforms: Clarification of specialty vision through value-shift diagram● Establishment of R&D support system using cutting-edge ICT● Human Resource Reforms: Strategic development of research personnel and career advancement support●

Operational process reforms / Work style reforms
Introduced Office365, online operation management system, and launched internal portal site
● Digitalized decision approval, went paperless, switched to online meetings, and reduced meetingtime (contributed to speedy change to telework)● Renovated head office to revitalize internal collaboration and constructed new general office for
plant
●

4

The Denka Way | 2021 Summer

Environment
Value-Up

With the SDGs as our compass, we have positioned the
reduction of environmental impact as the foundation of ourmanagement and are focusing on reducing greenhousegas emissions and contributing to resource recycling.
Through a variety of initiatives including a portfolio shift
and increased use of clean energy, we aim to reducegreenhouse gas emissions by 50% by 2030 and achievecarbon neutrality by 2050.

Human Resources

Value-Up

Based on the new work style guidelines formulated for
2020, we will pursue a new way of working suitable forthe post-COVID era. By further promoting diversity andwork style reforms, we aim to become a company inwhich employees can feel growth through job satisfaction
and work.

50% reduction of greenhouse gas emissions
by FY2030 (compared to FY2013)
Achieve carbon neutrality by FY2050● Business Portfolio Shift● Greater use of clean energy and introduction of highly efficient gas turbine● Environmentally friendly products and environmental load reduction technologies● Development and practical implementation of Carbon dioxide Capture, Utilization and Storage (CCUS)● Chemical recycling technology● Reduction of greenhouse gas emissions throughout the product life cycle (life-cycle assessment or LCA)New Omigawa Power Plant

To be a company in which employees
can feel growth through job satisfaction and work
● Set KPIs for “securing specialists,” “diversity promotion” and “work style reforms”● Implement system reforms on evaluation, hiring, development, labor environment, etc.

The next management plan based on the two-year preparation period

Accelerate growth of specialty businesses
Healthcare● Strengthened healthcare business through merger
with Denka Seiken● Began sales of rapid antigen test kit for COVID-19
antigens● Resumed production of diethyl malonate, a raw material for COVID-19 treatment candidate Avigan

New
Strategy

83%

89%

Ratio of specialty businessBusiness

In order to achieve dramatic global growth, we will aim to become a Specialty-Fusion
Company and achieve sustained and sound growth. We have begun implementing thefollowing six measures, and we are already seeing results.

34.7 billion yen
34.2 billion yen
33.7 billion yen
31.6 billion yen
97%● Provide staff education for early development of future senior management candidates, pursue boldorganizational and human resources restructuring● In an aim to realize sound growth, promote sound management by putting in place anenviron-ment in which employees can fully demonstrate their skills

2021 Summer | The Denka Way

5

Special Interview
While you did make progress in yourtal field and become a driving force in thebusiness portfolio shift under the Denka

chemical industry.

Value-Up Plan leading up to 2020, I believe

Masami Sawato

Senior Analyst Corporate Research Department
SBI SECURITIES Co., Ltd.

P R O F I LE
After working for the Japanese subsidiary of a major U.S. chemical company, hebecame an analyst in the chemical industry in 1990. Since then, he has conducted
research and analysis in the chemical and synthetic fiber industries for over 30 years.

Lastly, in the area of Human Resourcesthat you will need to proceed with more

Value-Up, I commend Denka for setting

drastic reforms for unprofitable businesses

specific goals (KPIs) for securing specialists,in the next two years. As for specializing key

diversity promotion, and work style reforms.

operations and redefining the positioning of

Of particular interest is the goal to double thethe commodity businesses, Denka has clearly

number of female managers in four years.

expressed its intentions to shift the portfolio

The promotion of diversity has become anin two years, and I am sure this initiative will

issue for society as a whole. I expect that

accelerate under President Imai’s leadership.

building a system that evaluates employees

I expect that this will further improve the ratio

based on their abilities, regardless of gender,of specialty business.

will lead to greater job satisfaction and moti-

I was also impressed by the unique

Keywords
01

Production process
reforms

In order to remove “3D (dangerous, dirty, demanding) workplaces and create workplaces that areeasy to work in, safe, and secure, the Denka Groupwill promote production process reforms suchas digitalization, automation, and DX to stabilize
operations and quality and improve productivity.

vation among employees.

catchphrase “concentration in businesses
in which we outperform others.” It is easy
to understand and relate to, and I am sure

Developing a Stronger Presenceon the Global Stageare very few chemical companies that have02

Development and practicalimplementation of CCUS

how the production process reforms throughI have been involved in the analysis of chem-

The Denka Group aims to become a Specialty-Fusion Company through the Denka Value-Up Plan.

DX (Digital Transformation), including theical companies for more than 30 years, andCCUS is a technology that separates CO2 fromother gases emitted by plants and captures it, thus
preventing it from being released into the atmosphere. Denka is jointly developing this technology
with the National Institute of Advanced Industrial
Science and Technology, with the goal of realizing
implementation by 2030.

We asked Masami Sawato, a senior analyst at SBI SECURITIES Co., Ltd., what he expects from our initiatives over the next two years.

automation of visual inspections and the use

there are very few chemical companies in the

Separation, captureof robots, will affect the way you work overworld that have a history of more than 100

the next two years.

years. Denka’s presence not only in JapanCO2

but also overseas is significant thanks to its

Utilization

Storage

Reusage as raw
materials for making
chemicals and fuels

Storage underground oron the ocean floor

Three years of outstanding revenue
growth through specializationa clear management strategy to actively––Finally, can you give us a message forsupport employees in improving their work

members of the Denka Group?

efficiency. I am looking forward to seeing

gy of concentrating resources on specialty

midst of a global emergency, as well as thebusinesses—such as EV related products

technical capabilities and teamwork displayed

I presume that all stakeholders have highlarge number of value-added products thatthat accurately meet the needs of a market

in resuming production in such a short period

expectations for the official announcement

boast the largest share of the global market.

––What are your thoughts on the Denka

that is becoming increasingly environmentallyof time, were favorably received by manyof achieving carbon neutrality by FY2050. In

I believe that Denka were able to achieve thisValue-Up Plan for 2018-2020?

conscious and the early development andstakeholders.

particular, Denka’s specific list of sustainability

sort of business sustainability due to a virtu-

initiatives, such as the development andous cycle of investing resources in growth

implementation of CCUS and the introduction

businesses, expanding specialty technologies,of chemical recycling technology, will be

and responding to market needs. I hopehighly evaluated on the stock market. Denka

members of Denka will take pride in the fact

sales of a COVID-19 rapid antigen test kit—

6

that employees will sympathize with it. There

To be a global company with a
global presence while being proud
to be a member of Denka

High stakeholder expectations
for the three Value-Up initiatives

Next, in terms of Environment Value-Up,

Plant, in the air

CCUS: Carbon dioxide Capture, Utilization and Storage

Although the company did not achieve thehas been very successful. You can see thoseinitial target of 42 billion yen in operating

results in the 97% specialty business ratio.

income, those three years were a period of

On the other hand, I believe that

outstanding revenue growth, with record prof-

FY2020 was a year in which the company––What are your expectations for thehas always been proactive in using cleanthat you work for a wonderful company thatits and operating income ratio targets largely

contributed not only to business but also to

three Value-Up initiatives concerning ourenergy sources such as hydroelectric poweris working toward a better future.

achieved. Many chemical companies reported

society. Resuming the production of diethyl

business, the environment, and humangeneration, and the company has a better

Based on your growth vision of becom-

lower profits in FY2020 due to lower demandmalonate, a raw material for COVID-19

resources that we will aim to achieve

chance of achieving carbon neutrality thaning a Specialty-Fusion Company, I hope thatcaused by COVID-19. In this environment,

treatment candidate Avigan®, was a project

this year?

most chemical companies.

Denka will achieve an even greater global

50

Denka was able to expand revenue byof great social significance. And yet, it would

presence through your efforts over the next

40

steadily achieving results in the environment

not necessarily have contributed to signifi-

First, Business Value-Up evaluates man-target of reducing greenhouse gas emissions

two years.

30& energy and healthcare businesses based

cant revenue growth. I believe your stanceagement strategies that promote a businessby 50% by 2030, and achieve this goalon the specialization strategy of the Denka

of aiming for sustainable growth while also

portfolio shift and innovative processes toahead of schedule. I hope that Denka will

Value-Up Plan. I would say that your strate-fulfilling your social responsibilities even in theaccelerate the growth of specialty businesses.

demonstrate its leadership in the environmen-

The Denka Way | 2021 Summer

First, I expect Denka will focus on the

CO2

03

Doubling the numberof female managers

Denka has set a goal of doubling the number offemale managers in its workforce by FY2024. We
will maintain a 30% ratio of new female graduates
hired for full-time positions and expand the population of candidates for management positions.
Ratio of new female graduates hired
for full-time positions

（%）

20
10

*Avigan is a registered trademark of FUJIFILM Toyama
Chemical Co., Ltd.

0

2015

2016

2017

2018

2019

（FY）

2021 Summer | The Denka Way

7

Think INNOVATION

Special Feature

Introducing articles that provide hints for innovation

come naturally to you. I enjoy mulling things over. I have a wide step

Conveying
Our Feelings andConnecting Themto the Future

length. Of course, that could also be taken as a weakness in that myTen years have passed since the Great East Japan Earthquake.

Know the world, and know yourself. For me, these are the two moststep frequency is low. However, I took advantage of this by switching

Denka has worked to support reconstruction efforts by providing products suchimportant things when competing on the world stage. Knowing thefrom the 100 m to the 400 m hurdles, where I could make the mostas special cement additives, fertilizers, corrugated pipes, and rain gutters.

world means learning all the best practices out there. These days, youof my abilities. In that way, I was able to achieve results on the world

In addition, over 900 Denka employees have participatedcan watch top athletes practice on the Internet. However, I believe thatstage. You probably already have an idea of where your preferences

in volunteer activities and developed bonds with people living in disaster-affected areas.

the most important things are hidden from view. During my days as

and strengths lie. I believe the important thing is being able to verbal-

In this section, we will look back on the reconstruction efforts and

No. 08

Leaving Room for Intuition
CEO, Deportare Partners

Dai Tamesue

Born in 1978 in Hiroshima, Dai is the first Japanese medalist in a world competition for a sprint event. He also participated in three Olympics and holds
the Japanese record for men's 400m hurdles (as of May 2021). Dai currently serves as CEO of Deportare Partners. He is also the Director of Shin-toyosu Brillia Running Stadium,and the author of “Winning Alone,” “The Philosophy of Running,” “The Strength to Give Up,” among other titles.

Learning from the world andreexamining our preferences and strengths

ences are things that you enjoy doing. Your strengths are skills thatan athlete, I had the opportunity

ize them and incorporate them into

to observe the Jamaican teamyour strategy.

practice. In videos, you always
the stadium, but to my surprise,
they spent a lot of time runningon uneven grass surfaces. On the

I do not think that innovation is some-track, your shoes will always grip

thing you can aim for. Let’s take thethe surface, but that is not thehigh jump for example. In 1968, ancase on soil. It’s difficult to get that

athlete named Fosbury became thesame sensation on soil, so theyfirst person in the world to jump back-had to repeatedly practice theirwards (instead of the conventionalfoot strikes. This is not something

belly roll) and win a gold medal at theyou will see in books or videos; it

Olympics. However, his backward styleis something you will only notice

did not come out of nowhere. It was

if you are there. I realized that inorder to know the world, I needed

At Brillia Running Stadium where Tamesue serves as a Director

to look behind the scenes.

with Innovation

think about how to support people in the future.

actually a derivative of the basic scissors jump. So, you could say that hefailed. In that sense, we need the ability to recognize failures as innovations.

However, if you just try to “know the world,” you will eventually run

When I talked with Fosbury later, he said, “I instinctively knew it would

into a barrier. Namely, differences in body shape, culture, and lan-work.” I think this intuition is also an important element of innovation. Someguage perceptions that cannot be overcome by simple mimicry. Thatstudies have shown that human intuition is a physical response. In otheris why you also need to “know yourself.” And part of that is accepting

words, a person with good intuition is someone who can catch subtle signs

the areas that you cannot change. You have to see your strengths andfrom their body. Intuition is an ability acquired through the accumulation

weaknesses as part of your individuality, make the most of them, andof diverse physical experiences. This is difficult to explain logically and is

strategically find a way to win. So, how do you do that? I think it isoften avoided in business, but leaving some room for intuition may lead toultimately about defining our preferences and strengths. Your prefer-

unexpected breakthroughs.

The Denka Way | 2021 Summer

AmazingtheThe more innovative
something is,
the more it looks like a failure

see them running on the track in

8

10 Years After the Great East Japan Earthquake

2021 Summer | The Denka Way

9The Path to Reconstruction

Standing Together with People in Disaster- Aff ected Areas
2011

March 11

July

July

Earthquake off the
Pacific coast of Tohoku

Letter of appreciationfrom East Japan Railway Company (JR East)

Establishment of volunteer support program andlaunch of volunteer activities

March 17
Donation of 20 million
yen in relief funds
to the Japanese Red
Cross Society

We received a letter of appreciation for quickly responding
to efforts to reconstruct the
Tohoku Shinkansen Line, which
was damaged by the Great East
Japan Earthquake.

2012
February

Establishment of Disaster
Reconstruction/MaintenanceSupport Headquarters
The Disaster Reconstruction and
Maintenance Support Headquarters wasestablished to efficiently support reconstruction efforts. Denka began providing
products necessary for reconstruction.

We established the Disaster-Affected Area Volunteer Support Program,in which Denka and its employees work together on support activities.

June

September

June

Completion of disaster relief catalog

Completion ofdiorama exhibition object

First exhibition at EE
TohokuWe combined ourpreviously separate
catalogs into a single
catalog to widely introduce
our businesses to thoseaffected by the disasterand those involved in thereconstruction projects.

Displayed dioramas
that show where
Denka’s materials
are used at various
exhibitions.

We exhibited at EE Tohoku,
an engineering technology
exhibition with the slogan of“Let’s utilize new technologies
for reconstruction, now.” Weexhibited various products,
including Denka Clearshot withthe low dust spray method.

2015

2019

2021

June

June

OctoberMay

May

Participation in
Minamisanriku Volunteer
Appreciation Event

9th Disaster
Reconstruction/
Maintenance Meeting

Launch of Denka
Farm activity

First harvest festival at Denka
Farm

Participants observed thelevee raising construction in
Rikuzentakata-shi.

The first harvest festival was held,
and we invited people from the local
community.

Start of rice cultivation for “tumugu”(FY2021)

Disaster volunteers from all over Japan were invited to this event, which
was held to celebrate a milestone in
the town’s reconstruction.

Denka rented somefarmland in Minamisanriku
Town and establishedDenka Farm as a place
to communicate with thelocal community. 600
sweet potatoes wereplanted.

Began the “tumugu” projectto support reconstruction
efforts
Started farming rice in the disaster-affected area (Hitomebore brand from
Minamisanriku-cho) that would be
used for brewing sake.

2016

2020

April

Launch of volunteer activities for
new employees

December
Launch of Denka Labor Union
volunteer activities
So far, a total of 182 employees haveparticipated in volunteer activities.

Volunteer activities werestarted as part of training
for new employees.
Through these activities,
the new employees
deepened their bonds
with the local community.

February
13th Disaster Reconstruction/
Maintenance Meeting
Agriculture land regeneration activities(drain construction and fertilization training) that would later lead to the launchof activities like the “Denka Farm” and“tumugu project” was decided.

January

2018
October

Second harvest festival at Denka Farm

Establishment of Disaster Reconstruction/Maintenance Support Headquarters Committee

Denka Farm harvest festival

In February 2012, the committee was established with the aim of contributing to the early recovery of disaster-affected areas. It consisted of head office

On October 21, 2017, we held a harvest festival at Denka Farm and invited people from the Minamisanriku Town

staff members from the Cement Dept., Special Cement Additives Dept., Fertilizer Dept., and Housing & Environmental Materials Dept., and Tohoku

Local Production Association. After harvesting sweet potatoes that were planted in June of the same year jointly by

Branch members. The Logistics Dept. has also been participating since the 10th meeting. In the nine years of activities, we have held 20 meetings,

Denka employees, participants enjoyed eating boiled and baked sweet potatoes together. Some of the farmers said

society by responding to demand for reconstruction materials, we have worked with pride and conviction, transcending departmental boundaries.

The Denka Way | 2021 Summer

with Innovation

March

made five inspection tours to disaster-affected areas, and held five lectures with speakers from various public organizations. In addition to contributing to

10

2017

AmazingtheHere, we will look back on the period from March 11, 2011, when the earthquake occurred off the Pacific coast of Tohoku, to the present. Throughout
this period, Denka has worked to support the reconstruction efforts andbuild relationships with local people.

During 18th meeting at J Village, an
important site of disaster reconstruction

Completion of “tumugu”
sakeCompleted production of 1,000
bottles of junmai undiluted genshu
sake and 1,000 bottles of junmai
sake.

they would be waiting for us next year, leading to an opportunity for the employees and the local people to deepen
their relationship.

2021 Summer | The Denka Way

11

Denka and Employees’ Efforts to Support Reconstruction

Coming Together to Support Disaster Affected Areas
Over the past ten years, Denka and its employees have worked on various reconstruction support projects. Here,we will introduce some examples.

Hirokazu
Nakanishi
Agri-Products
Section
Nagoya Branch
He worked at the Tohoku Branch fromMay 2016 to September 2020.

Hidetaka
Yamagata
Purchasing Dept.
Head Office
He was engaged in restoration workat the Tohoku Branch at the time ofthe earthquake.

Kenta
Morimoto
Osaka Branch
He worked at the Tohoku Branch fromJanuary 2012 to March 2016.

Restoring Japan’s major arteries as early as possible
Infrastructure development with special cement additives
Masanobu
KawanoSpecial Cement
Additives Section
Tohoku Branch
He is engaged in overall restoration work at
the Tohoku Branch.

Gohei
HiroseSpecial Cement
Additives Dept.
He was in charge of customer service at thehead office at the time of the earthquake.

NaohitoYanagisawa
Special Cement
Additives Dept.
He was in charge of providing technical guidance for products at local construction sites.

Yoshiyasu
KatsutaSpecial Cement
Additives Dept.
He was in charge of sales of accelerators fortunnels at the Tohoku Branch.

12

The Denka Way | 2021 Summer

enka’s products have played
D a major role in the restorationof the Tohoku Shinkansen Line, which
was severely damaged by the Great
East Japan Earthquake, the largest
earthquake recorded in Japan witha magnitude of 9.0. After the earthquake, Denka made an emergency
shipment of special cement additives
to the viaduct restoration site. In
addition to shipping from the warehouse, we also delivered directly fromthe Omi Plant to the site. “The key tosuccess was shortening the lead timefrom order to delivery. We maintained
the supply by working closely withthe plants, branches, and distributors,”
Masanobu Kawano recalls.
At that time, Gohei Hirose wasworking day and night at the head
office, responding to inquiries fromrailway companies and other customers. Naohito Yanagisawa rushed
to Tohoku with an emergency vehicle
to visit work sites to provide technicalguidance for products. “We moved
the construction work forward throughdirect communication with customers.
That’s how we were taught to do things
by our senior colleagues. The situation
following the major earthquake wasunusual, but we responded as usual,”
Yanagisawa says. Hirose said that, evenin the midst of the confusion, he could
feel the underlying strengths of theSpecial Cement Additives Dept. “Wehave a wide range of products andcan offer appropriate solutions basedon the needs of individual sites. Our
staff members are also very knowledgeable about the technology andcan provide accurate advice. These are
our strengths.” The Tohoku ShinkansenLine resumed operation on all lines ina mere 49 days after the earthquake.
Afterwards, Denka received a letterof appreciation from the East Japan
Railway Company.
Denka’s strengths could also
be seen in the construction of a new

expressway to speed up reconstruction
efforts after the earthquake. At thetunnel site, the quality of shotcrete
was unstable, resulting in construction
delays. In response to this, Denka
immediately developed ClearUpα, an admixture that stabilizes theproperties of concrete, contributing to
the reconstruction work by eliminatingthese delays.
“This was the result of a
combined approach of three sites:
the research institute, the head office,and the construction site. The generalcontractors also praised us for our
response,” Yoshiyasu Katsuta says
proudly. Kawano adds, “Thanks tothe skills and technology that we’ve
cultivated over the years, we were able
to demonstrate our strengths whendisaster struck. I hope that younger
employees will inherit these strengths
and further enhance Denka’s capabilities.”

Amazingthewith Innovation

any farmlands in Tohoku
were damaged by salt fromthe tsunami and radioactive contamination. Denka’s fertilizers contributed
greatly to their recovery. After thedisaster, Hidetaka Yamagata worked
together with Zen-Noh and JA (Japan
Agricultural Co-operative) to visit local
farmers and explain the products. He
says, “We would approach farmers
who had suffered damage and were
emotionally distraught by the disasterand offer them products to restore theirfarmland. Explaining products is something we do all the time, but that time
we had a greater sense of mission.”
Hirogazu Nakanishi explained that
fertilizers cannot be sold just by putting
them on store shelves. Rather, it isnecessary to offer appropriate productMsolutions based on each farm’s needs.
“The steady efforts of our sales teamhave helped to spread our products in
Tohoku.” Kenta Morimoto also emphasizes that “solution-based sales” is a
Denka’s tradition. “The know-how andtrusting relationships with customers
built up by our predecessors were agreat help when supporting the reconstruction efforts.” In addition, Nakanishiemphasizes the contributions of those
who served as technical advisors to
the Tohoku Branch. “Mr. Sugita, who
passed away last year, and Mr. Yokoyama worked tirelessly to strengthen theties between our company and thefarmers.”
Up until now, many farmers
have used our products and realized
their benefits. “Some farmers happily

called me and said, ‘The seeds weren’t
sprouting before, but after using Denka’s fertilizer, I’m amazed at how wellthey’ve taken root!’ It was very moving
to hear that. The data obtained from
our activities in the disaster-affectedarea is also being utilized in our current
biostimulant business,” says Yamagata.
Morimoto also shared his hopes toapply the knowledge he has gained forthe future. “We are developing cropsthat are resistant to poor environments.
Our role is to further nurture thetechnological capabilities, solutions,and know-how we have cultivated andpass them on to the next generation.”
Denka’s know-how, which has beenprotected and nurtured over the years,
will surely breathe new life into the
future.

Protecting the agricultural industry in Tohoku
Farmland recovery using fertilizers

Distributing Denka’s fertilizer

2021 Summer | The Denka Way

13

DenkaFarm

Employees’ Continuous Volunteer Activities

Our Role is toConnect People
Since the establishment of the Disaster-Affected Area Volunteer Support Program in July 2011,a total of 917 employees have been engaged in volunteer activities.
Through the Denka Farm and many other activities, we have been able to communicate with those in the disaster-affected area.

Yuichi
Yokokawa

Juichi
Yamamoto

Medical Science
Dept.

Labor Union
Headquarters

He served as the Tohoku Branch Manager from
October 2011 to March 2013, as well as thehead of the Disaster Reconstruction Support
Headquarters for the Tohoku region.

He promoted reconstruction support efforts asvice president of the labor union at the time. Alsoin charge of dispatching labor union members to
the disaster-affected area.

When people work together,anything is possible

Members of the Zaigo Farmers’ Association and Tohoku Branch

Eika
Ishihara
Polymer Processing
Research Dept.
Isesaki Plant

AmazingtheShe participated in volunteer activities during the2019 new employee training program and in
2020, and was involved in farming work at the
Denka Farm.

with Innovation

Today

We leased some farmland from a Minamisanriku Town farmer who had been using our culvert pipes andfertilizers and opened the Denka Farm in 2016 as a place for communication with the local community.
In June 2017, employees of the Tohoku Branch planted 600 sweet potatoes, and in November, we
invited people from the local community to a harvest festival where everyone enjoyed digging up andeating sweet potatoes. Moving forward, we will continue to operate the farm in hopes of contributing to
the recovery of the disaster-affected areas in Tohoku and the restoration of farmland. We interviewed
members of the local community involved in the operation of the Denka Farm and two members of the
Tohoku Branch about their thoughts on the farm.

From local community members
It helped the community regain its vitality
The people of the Zaigo area felt down after the disaster, but I thinkit helped that they were able to build relationships with the Denka
employees through reconstruction efforts. I feel that Denka Farm is an

employees continue to participate in the support

huge help. In addition to supporting reconstruction

program. I think actually going there triggers a lot

efforts with products such as fertilizers and special

opportunity for the community to regain its vitality.

of emotions and fuels their desire to help the local

cement additives, I could feel the company’s com-

Yokokawa For about a year and a half frompeople even more.

mitment to contributing to the disaster-affected areas.

October 2011, I helped support employee volunteer

Yokokawa Since employees from various depart-

Ishihara The first time I participated was during

activities as the Tohoku Branch Manager. I remember

ments and age groups participate in the program,the new employee training in 2019. I didn’t knowhow encouraging it was to see so many employees

I’m able to meet many people with whom I wouldn’t

that volunteer activities were part of the training

from the head office and research institutes coming

usually have the chance to work. Volunteer activities

program until I joined the company, but I was glad toto Tohoku every week. We were so grateful to thoseare also a great opportunity to deepen exchanges

see the company focusing on things like that.

of its employees support those in need. I am proud to

who took time out of their weekends to come to thebetween colleagues.

Yamamoto I know what you mean. At the time ofwork for such a company.

Tohoku area, where winters are extremely cold andYamamoto That’s absolutely right. I think the world

the earthquake, we were considering dispatching vol-Ishihara I think that we must pass this DNA onto thesummers are hot. I imagine they volunteered after

today is becoming more and more individualistic.

unteers from the Denka Labor Union, but we thought

next generation. Not everyone can volunteer, but if the

Looking forward to seeing everyone again

seeing the devastation on TV.

However, volunteer activities teach us the importanceit would be difficult because of the risk of secondary

participants can communicate what they did and how

The harvest festivals in 2017 and 2018, where 50 members of Denka

Ishihara That’s right. I was a high school studentof ties with colleagues, the significance of communi-

disasters and injuries during the activities. However,they felt, it may encourage others to participate or think

Tohoku and the local community were able to deepen their bonds, leftwhen the earthquake struck in 2011. As I watchedty, and the spirit of helping others, which will be of awhen we requested to participate in the company’s

about how they can support others.

the reports on TV, I was wondering if there wasgreat help for Denka as it moves forward in society.

volunteer program, the approval process was very

Yokokawa When I participated, I remember asmooth, and as many as 182 labor union members

receptionist at the local volunteer center saying, “Nicehave participated in volunteer activities over the eight

to see you again, Denka.” I was glad that they saw me

years from 2012 to 2019. I believe that sincerity

as a member of Denka and not an individual volunteer.

anything that I could do to help the affected area.
Being able to actually visit the disaster-affected area

Continuing to pass the sash

and interact with the people there was a very big

Hiraku Chiba
Commerce and Tourism
Department
Minamisanriku Town

We appreciate your support
We are moved by the fact that you have been working with us in
Minamisanriku Town for such a long time. Denka Farm has become aHeld a roundtable discussion online

rich field for harvesting crops. It has also become a training place for
new employees. Some of my favorite memories are working hard andevent in my life.

Yokokawa The company’s official endorsement,

and integrity is the DNA that has been passed down

I think that we are passing on the sash that we have

Yamamoto After experiencing it once, many

including the volunteer leave system, was also a

for generations at Denka. The company and each

received from our older colleagues working at Denka.

communicating with the young people from Denka.

a strong impression. Denka has been supporting us both physically andmentally, and I would love to see you again once the pandemic is over.

Eifuku Saijo
Chairman
Zaigo Farmers’
Association

Masanori Umezawa
Zaigo Farmers’
Association

From Denka employees
Working with pride
Looking back on the past ten years, I am happy to say that I am proud
to be a member of Denka. However, ten years is only a milestone, notthe end. The reconstruction efforts in Tohoku are not yet finished. I willcontinue working with pride to help disaster-affected areas.

Koya Takahashi
Manager
Tohoku BranchContinuing community-based activities
Through this activity, I learned that it is possible to restore farmlands
that were devastated by the tsunami, and the importance of building
connections with the local community. I believe that continuing to engage
in a wide range of community-based activities and passing on The Denka

Kazumi Mitsuzuka
Tohoku Branch

Value will lead to further growth in the long run.
14

The Denka Way | 2021 Summer

2021 Summer | The Denka Way

15

Manabu
Yamamoto
Chairman and
Representative Director

tumugu sake madeto support reconstruction
efforts(Not for sale)This sake is made from the
Hitomebore brand of rice
harvested from rice paddies
in Minamisanriku Town,
Miyagi Prefecture, which wasdamaged by the tsunami.
Fertilizers from Denka AzuminCo., Ltd. and Hinode Kagaku
Kogyo Kaisha. Ltd. were used
to prepare the fields. We
chose the name from ideas
submitted by new employees
who joined the company in
FY2019 and volunteered
to support reconstruction
activities. The word “tumugu,”
which means “to spin thread,”
represents the connection
between people in the disaster-affected area and Denka.

16

The Denka Way | 2021 Summer

DENKA TOPICS
To continuously contribute to the wellbeing of society

Mr. Yamamoto,
Chairman of Denka
looks back on
the past 10 Years

Challenges that companies must
address in the face of the disasterout of a genuine desire to help people. This kind of
proactive attitude toward social contribution is one ofIntroducing Denka Group news topics from April to June 2021

Denka’s greatest assets. I am convinced that their unTen years ago on March 11, I was staying in a hotel

relenting efforts, motivated by a strong desire to help

on a business trip, and I remember being struck

people, have strengthened our ties with the disas-

speechless and feeling the tears silently roll down my

ter-affected areas, and also helped to foster company

face at the sight of the devastation on the Tohoku

pride through the fulfillment of our social mission.

coastline on TV.
The disaster took the lives of nearly 20,000

In addition to this, we established the Disaster
Reconstruction/Maintenance Support Headquarters

people, and even 10 years later, the bereaved

immediately after the earthquake and have beenfamilies are still suffering from their losses. Many offocusing on supporting reconstruction efforts throughthe victims of the disaster, including those affected

our businesses. We have made significant contribu-

by the nuclear accident in Fukushima, have losttions to accelerating the reconstruction process by

their livelihoods and are still unable to return to their

supplying a wide range of products and services,

hometowns.

including fertilizers and corrugated pipes for agri-

After the earthquake, our business, which was

additives as construction materials, and rain guttersand other factors, managed to overcome the crisis

for temporary housing.

thanks to the efforts of our employees and is now

Through our activities over the past ten years,

back on a growth track. However, the memory of

we have gained confidence and learned that Denka

the earthquake is still deeply etched into the minds

has many valuable and unique products and tech-of those who experienced it. Natural disasters arenologies that can contribute to society. Above all, we

no longer a vague possibility but rather a huge risk

have outstanding human resources.

dramatically changed our worldview.

By refining our specialties, we will contribute toboth the wellbeing of society and the growth of the

Recovering from the disaster is a heavy task notcompany. Even setting aside the SDGs for a moment,

only for the victims, but also for the entire nation that

this is a prerequisite for growth and the basic spirit ofexperienced it. Unless we can restore the security

our ongoing management strategy, Denka Value-Up.

and happiness of the people, we will be unable toI believe that our achievements over the past

move forward in our corporate activities. To make10 years have proven that we can realize this ideal.

sure that ESG and SDGs do not become mere plati-

Moving forward, I hope that Denka will

tudes, we, as a company, need to do what we can tocontinue to address not only natural disasters but also

realize a true recovery and protect lives in the event

global issues such as decarbonization and develop

of such a major disaster occurring again. Over thebusinesses that can make a significant contribution

past 10 years, I have come to strongly feel this way.

to people’s wellbeing. In this way, we can become a

Proactive employees are oneof Denka’s greatest assets
For the past ten years, Denka has been addressing
this challenge head-on.
Currently, we are continuously dispatching
volunteers to disaster-affected areas, but this activity
originally started with employees who volunteered

Formulated Health Management Declaration

We have formulated the Health Management Declaration to further develop our efforts to maintain andpromote the health of our employees and their families. We consider the maintenance and promotion ofgood health to be an important management issue,and last year formulated a company-wide policy on
new work styles with consideration for after the COVID-19 crisis is resolved. Inorder to become a company that is truly indispensable to society, we will continue
our efforts to create health and happiness for our employees and their families.

Apr.

Denka to supply COVID-19 antigen rapid test kits to U.S.

Denka will supply its QuickNavi™-COVID19 Ag COVID-19 antigen test kits relabeled as SPERATM
COVID-19 Ag Test as a manufacturer for
the U.S.-based Xtrava Health per Xtrava
Health’s U.S. market specifications.
With needs continuing to grow in the U.S., Xtrava Health is currently running
clinical trials to obtain FDA EUA for point-of-care use, with launch targeted forlater this year.

cultural reconstruction, cement and special cement

also damaged by the disruption of supply chainsthat can happen at any time, and this realization has

Apr.

company that is truly needed by society and one that
all of our stakeholders, not to mention our employees,

May

Denka Spherical Magnesia takes Excellence Award
at Semiconductor of the Year Awards

Denka’s functional ceramic “Denka Spherical Magnesia” won
the Excellence Award in the Electronic Materials for Semiconductors category of the 27th Semiconductor of the Year Awards
sponsored by Electronic Device Industry News. The product's
high heat dissipation contributes to reducing environmental
impact, and it has a wide range of applications, including forwind power generation and communication base stations.

June

Cement accelerator Denka ACF
adopted at first construction site

The cement accelerator Denka ACF, which was
jointly developed with Shimizu Corporation by
applying the inorganic material design technology we have cultivated through our cement andspecial cement additives, was adopted for the
first time at a construction site in Nakadomarimachi, Aomori Prefecture. During the cold season, concrete takes longer to set,
but adding this product to the concrete truck ensures that it sets in the usual time.
Moving forward, we will expand it to other construction sites.

June

Denka Athletics Challenge Cup 2021 held

On June 5 and 6, the Denka
Athletics Challenge Cup 2021,
a Japanese track and field competition sponsored by Denka,
was held at Denka Big Swan
Stadium (Niigata City, Niigata
Prefecture).

June

G47Δ virus Delytact® approved for cancer treatment

Daiichi Sankyo received a conditional and limited-time approval for Delytact® (teserpaturev), G47Δ
virus for cancer treatment for which Denka has
been developing commercial production technology
with Prof. Tomoki Todo of the University of Tokyo’s
Institute of Medical Science. This product will be theworld’s first viral agent approved for the treatmentof malignant glioma. Denka will be responsible for the production of this product onbehalf of Daiichi Sankyo. *Delytact is a registered trademark of Daiichi Sankyo

can be proud of.
Finally, I would like to express my sincere

June

Analysis kit for detecting COVID-19 variants launchedgratitude to those carrying out volunteer activities
and those involved in supporting the reconstruction
efforts.

On June 16, PlexBio’s IntelliPlexTM SARS-CoV-2
Variant Analysis Kit was released for sale toinspection organizations. It was co-developed by
Denka and PlexBio (Taipei, Taiwan), a business
partner in which Denka owns a 33.4% equity
stake, and verified in collaboration with the Toho
University School of Medicine. In conjunction with specialized equipment, this kit
can simultaneously detect a total of 10 COVID-19 variants

June

Received approval to manufacture and sell antigen
rapid test kit

On June 16, we received approval to
manufacture and sell a rapid antigen test kit
that can simultaneously detect COVID-19
and influenza virus antigens with a single
device in Japan. It is now possible to test for
both antigens in 10 minutes. This productwill be marketed under the name QuickNavi™ COVID-19 Ag by our sales partner
Otsuka Pharmaceutical.

2021 Summer | The Denka Way

17

Clear view

Spending time in nature refreshes me

Working out at the gym!

Taking a walk at least once a day
Joined the company in September 2015. He is leading the development of new healthcare businesses and products not only in the US
but also overseas. Currently, he is working on the acquisition of the
FDA emergency use authorization and the development of the US
market for the COVID-19 rapid testing kit Quick Navi-COVID19 Ag.

Joined the company in December 2013. He is responsible for salesof resin and metal rain gutters in the Tohoku region of Japan. He is
also involved in follow-up services for continuing customers and new
design activities.

As I am a well-organized person, I get distracted wheneverwith my wife, I always try to finish all the housework before
work starts. When everything is settled, I take a little break,Japan
Tetsuya Kawanorounded by the aroma of the coffee. On my days off, if theweather’s good, I go outside with my two-year-old daughterand enjoy the fresh air.

How are thingsin the USA,
Sam?

USA
Sam Ali
Development
Life Innovation and New Business
Denka Corporation

Sales Section
East Japan Branch
Sales Division
Denka Astec Co., Ltd.

pandemic have not significantly affected productivity

I take a walk during my lunch break andand throughput. Using modern work tools such as Zoom

in the evening every day to refresh mymeeting, desktop, and mobile communication has enabled

mind and also to stay healthy. Although I

our critical work tasks to continue and the projects tosee the same scenery every day, I enjoy

progress rapidly. There are some even advantages sinceseeing the gradual changes that comethere is less time wasted in commuting and more time towith the passing of the seasons. Therefocus on work.

are many plants in my neighborhood,

How are things
in Japan,
Haruka?

How are things
in Japan,
Kawano?

Joined the company in April 2021. She is
responsible for transforming work processes andsupporting alliances with overseas companies.

The unfortunate circumstances caused by the COVID-19

I see dirty laundry or unwashed dishes. So, in cooperation

prepare my favorite cup of coffee, and start working sur-I love visiting art museums!

LINK GL OBALLY,
LINK F UTURE

Group members around the world, working toward the future of Denka

Japan

Theme

How are thingsin Germany,Frank?

I love to go hiking with my family!

How do you separate work and private life during remote work?

Joined the company in 2008. As a development manager,
he is responsible for making arrangements for clinical trials,
as well as supervising early clinical trials conducted by aglobal team.

Production Management Division
Denka Electronic
Materials Dalian Co., Ltd. (DEMD)

The pandemic has the tendency to turn structured
daily routine into a mishmash of work, school

I love anime, comics, and my dog!

for the kids, and free time. Working from home

I love reading and spending time with my cat.
Joined the company in January 2015. As the manager of the
Production Management Division, she is responsible for ensuring astable supply of raw materials, production lead time management,
and delivery date compliance.

I refresh my mind and body by going shopping once aweek and reading and walking in my spare time. This
helps me focus on my work when I go into the office.
Recently, I’ve been managing material supplies, production
schedules, and product delivery by maintaining close
contact with my boss, Denka HQ, and plant members by
online conferencing system and phone.

18

The Denka Way | 2021 Summer

sometimes makes it hard to tell when work ends

Joined the company in April 2017. He is in charge of order management anddelivery management inside and outside Japan.

How arethings in
China, Liu?

jasmine.

Business Planning Dept.
Denka Co., Ltd.

Liu Tingting

Chinafully bloomed roses, jasmine, and cape

Haruka Shiratani

The Denka Group has 6,000 employees around the world.
We posed the following question to members from different countries.
Life is a long and bumpy road. However,
if you continue to walk forward, you willreach the goal someday.

and this spring, I enjoyed the scent of

How are thingsin Singapore,Yee?

I created a separate workspace at home, and I always ensure that mywork desk is empty, to prevent me from getting distracted. During mylunch break, I take my dog out for a short walk to refresh my mind.
Most importantly, I will always play classicalor jazz music while working from home – ithelps me focus. Lastly, I will get out of myworkspace after working hours to mentallyshut down “work” mode and return to mypersonal space at home.

Singapore

GermanyFrank Thieme
Development Dept.
Icon Genetics GmbHand family life begins. Fortunately though, teleconferences, cloud-based shared work environments,
and a lot of patience and understanding allows us
to make smooth progress with our work projects
and family lives.

Yee Shu HuiSpecial Cement Additives
Denka Infrastructure
Technologies Pte Ltd

2021 Summer | The Denka Way

19