Consolidated Financial Results
Ended March 31, 2022

DaikyoNishikawa Corporation
May 26, 2022
©DaikyoNishikawa Corporation All rights reserved.

Table of Contents

1. Financial Results

Page 2

2. Key Initiatives to Achieve
the Medium-Term Management Plan

Page 11

3. Financial Forecast for Fiscal 2023

Page 33©DaikyoNishikawa Corporation All rights reserved.

P.1

1. Financial Results©DaikyoNishikawa Corporation All rights reserved.

P.2

Consolidated Profit and Loss Statement
 Sales declined due to production cuts attributable to semiconductor shortages and procurement
obstacles of automobile parts, and the impact of changes in accounting standards.
 Operating loss due to operational preparation costs at the new plant in the United States,
production cuts, and operation losses attributable to production fluctuations.
(Millions of yen)

Financial
Results Ended
Mar.31, 2021

Financial
Results Ended
Mar.31, 2022

Net Sales

150,234

116,669-33,565-22.3%

Operating Income

4,456-2,632-7,089－Ordinary Income

5,386

-985

-6,372－Net Income
Attributable to Ownersof Parent

2,536-2,085-4,622－Net Income per
Share

35.75Yen-29.37Yen-65.12Yen－©DaikyoNishikawa Corporation All rights reserved.

P.3

Changes(Y on Y)

Changes (%)

Net sales increase or decrease factor(Millions of yen)
160,000

793

140,000-29,795-5,532120,000

60

908

100,000
80,000150,234

60,000116,669

40,00020,0000

2021年3月期
売上高

製品売上

収益認識
会計基準適用©DaikyoNishikawa Corporation All rights reserved.

要具売上

P.4

その他売上

為替影響

2022年3月期
売上高

Operating income increase or decrease factor(Millions of yen)
5,000
4,000
3,000

4,456
2,000

-4,781
・Operational preparation
costs at the new plant in
the United States

1,000

1,464

-1,060

0

-563

-155

-1,000-2,632-1,992-2,000-3,0002021年3月期
営業利益

台数・製品構成

コスト改善©DaikyoNishikawa Corporation All rights reserved.

ローンチ費用

P.5

減価償却費

為替影響

その他費用

2022年3月期
営業利益

Operating Profit by Segment
Operating Profit Trends(Millionsof yen)
（百万円）
5,000

4,456

4,000
3,000
2,176
2,000
806

1,000

397

385 2831770ConsolidatedJapan

China/Korea

ASEAN

Mexico-1,000Americas-2,000-3,000-2,632-4,0002021年3月期
FY2020©DaikyoNishikawa Corporation All rights reserved.

2022年3月期
FY2021

P.6

USA

Sales by Region
 Sales declined due to production cuts attributable to semiconductor shortages and procurement
obstacles of automobile parts, and the impact of changes in accounting standards.
(Millions of yen)Domestic

Overseas

Financial Results
Ended
Mar. 31, 2021

Financial Results
Ended
Mar. 31, 2022

(component ratio)

113,774(75.7)

China/Korea

Changes(Y on Y)

Changes(%)

87,211(74.8)-26,563（-1.0Pts）-23.3%

5,380

5,789

409

7.6%

ASEAN

8,221

9,066

844

10.3%

Americas22,857

14,602-8,255-36.1%Sub total

36,460(24.3)

29,458(25.2)-7,001（1.0Pts）-19.2%

150,234

116,669-33,565-22.3%

Japan(component ratio)

Total©DaikyoNishikawa Corporation All rights reserved.

P.7

Operating Income by Region
 Operating loss due to operational preparation costs at the new plant in the United States,
production cuts, and operation losses attributable to production fluctuations.
(Millions of yen)Domestic

Overseas

Financial Results
Ended
Mar. 31, 2021

Financial Results
Ended
Mar. 31, 2022

(component ratio)

2,176(50.1)

806(－)-1,369(－)-63.0%

China/Korea

385

283

-101

-26.4%

ASEAN

397

177

-220

-55.4%

Americas

1,382-2,871-4,253－Sub total(component ratio)

2,165(49.9)-2,409(－)-4,575
(－)

－

Total

4,341

-1,603-5,945－Japan©DaikyoNishikawa Corporation All rights reserved.

P.8

Changes(Y on Y)

Changes(%)

Capital Investment, Depreciation and R&D Expenses≪Capital Investment≫≪Depreciation≫

Decreased due to changes indevelopment time and improvementof investment efficiency

Increase due to the launch of the newplant in the United States

35≪R&D Expenses≫
Re-accelerate R & D to create productsthat exceed the expectations of society
and customers

5
16(Billionsof yen)(Billions of yen)

30

(Billions of yen)

14
25.0

25

4

12
10.7 10.5 10.8

10

20
16.4

15

17.0

16.3

9.1

9.0

9.5

3.2

3

8
2
6

10
5
0

©DaikyoNishikawa Corporation All rights reserved.

3.0

3.0

2.96
2.6

13.1

7.2

3.0

4

1

2
0

0

P.9

Dividend Based on our basic principle of paying a stable dividend over the long term,
we maintained an annual dividend of 30 yen per share for FY2021.
Dividends per share
40
35
30

34

18

17

16
FY2017

30

30

30

15

17

15

17

15

13

15

FY2018FY2019FY2020

FY2021

28

25
20

34
16

15
10
5

12

0
(Yen)

FY2016

Interim of period

End of period

Payout Ratio
FY2016FY2017FY2018FY2019FY2020

FY2021

18.9％

19.3％

23.2％

43.3％

83.9％

－

※FY2016：Excluding commemorative dividend©DaikyoNishikawa Corporation All rights reserved.

P.10

2. Key Initiatives to Achieve
the Medium-Term Management Plan

©DaikyoNishikawa Corporation All rights reserved.

P.11

Transition in management performance andtarget indicators
Operating
営業利益率
incomerate

Operating
営業利益
incomeSales
売上高(Millions of yen)

ROE
20.0%

240,000
10.0%
0.0%

190,000
Benchmark140,000

140,000

150,000

150,000-10.0%

undecided
119,000

90,000116,669-20.0%-30.0%

Production cuts due to Covid-19
and semiconductor shortages-40.0%
40,00015,683-10,000

FY2016～FY2018
2017年3月期～(average)

2019年3月期平均
（換算）

8,995
FY20192020年3月期(conversion)（換算）

undecided

4,456
FY20202021年3月期(conversion)（換算）

Before applying the accounting standards

13,500-50.0%-2,632
FY20212022年3月期(result)

FY2022

2023年3月期（実績）

FY20232024年3月期(goal)-60.0%（目標）

After applying the accounting standards※Due to apply of the "Accounting Standard for Revenue Recognition" from FY2021, sales for FY2020 and FY2021 were used the rateof difference from the conventional standard in FY2021 and convert it.
©DaikyoNishikawa Corporation All rights reserved.

P.12

Priority efforts forward to achieve
the medium-term business plan
Strengthening CSR management

Medium-term business plan
Management goals

 Contribution to solving social issues
and securing profitability

Sales: 150 billion yen
Operating Income Margin: 9%
ROE: 10%

Aim for a resilient management structure by quickly
responding to changes in the external environment
Started on supplying to Toyota andMazda in the United State
Started on supplying tailgate for Honda
Started on supplying large battery
covers for Toyota
Started on supplying cooling pipes for
Mazda

Exploring new
fields

FY2023

FY2022

FY2021
FY2020
Expansion of
product
Started on supplying
bumpers for
Mitsubishi Motors

Recovery of profitability including full-scale
operation of new plant in the US

Expand sales ofbackdoors for
Daihatsu

Declared DaikyoNishikawa SDGs Statement
Started on carbon neutral activities

FY2019Correspondence to new normal and strengthening BCP
Investment in Headquarters / Head plant and the new plant in the US

Our movement
Contributing to a sustainable society by strengthening CSR management©DaikyoNishikawa Corporation All rights reserved.

P.13

Priority efforts forward to achieve
the medium-term business plan
Strengthening CSR management
Contribution tosolving social issues

Work style reform

Digital innovation
BCP

New normal
Diversity
Compliance, Risk

Securing profitability

Electrification
MBD
Environmental technology
innovation

Carbon neutral

Energy saving
RecyclingHighly efficientmanufacturing©DaikyoNishikawa Corporation All rights reserved.

P.14

Expansion of global
sales
OEM customer
expansion

Autonomation
Quality improvement

Priority efforts forward to achieve
the medium-term business plan
Strengthening CSR management
Contribution tosolving social issues
Managementbase strategy
Work style reform

Digital innovation
BCP

New normal
Diversity
Compliance, Risk

Securing profitability

Product Strategy
Electrification
MBD
Environmental technology
innovation

Carbon neutral

Energy saving
RecyclingHighly efficientmanufacturing©DaikyoNishikawa Corporation All rights reserved.

P.15

Customer Strategy,
Location Strategy
Expansion of global
sales
OEM customer
expansion

Manufacturing
Strategy
Autonomation
Quality improvement

Location Strategy(Millions of yen)
150,000

Global sales expansion

Consolidated net sales by Segment

Benchmark150,000

140,000

119,000

中米・北米
Americas116,669

100,000

中国・韓国
China/Korea
undecided

50,000

アセアン
ASEAN
日本
Japan

0
2017年3月期～
FY2016～FY2018

2020年
FY20192021年
FY20202022年
FY2021

2023年
FY2022

2024年
FY20232019年3月期平均(average)

3月期

3月期

3月期

3月期

Target
3月期目標

Before applying
収益認識基準の適用前
the accounting standards

After applying
収益認識基準の適用後
the accounting standards

Supplying products for
Mazda/Toyota in USA

Index for FY2016 as 100,
2 times the index for the Sales in three overseas business regions
146
140
FY2023
136
133

中米・北米
Americas

118

120
100

中国・韓国
China/Korea

undecided

アセアン
ASEAN

（Index）
FY2016
2017年

FY20172018年

2019年
FY2018FY2016～FY2018

2020年
FY2019

3月期

3月期

3月期

(average)

3月期

Started supplying bumpers to Mitsubishi Motors Corp. Indonesia

FY20202021年

3月期
Before applying
the accounting standards

2022年
FY2021

2023年
FY20223月期
After
applying 3月期
the accounting standards

2024年
FY2023
Target3月期目標※With the adoption of the "Accounting Standard for Revenue Recognition" from the FY2021, net sales for the FY2019 and 2020 were converted
using the percentage difference from the previous standard in the FY2020 results.

©DaikyoNishikawa Corporation All rights reserved.

P.16

Customer Strategy

OEMs expansion(Millions of yen)

Consolidated net sales by OEMs

200,000

BenchmarkStrategic
4OEMs
140,000

160,000

150,000

150,000
119,000

120,000

116,669

Daihatsu

undecided
80,000Mazda
40,0000
2017年3月期～
FY2016～FY20182019年3月期平均(average)

2020年
FY20193月期

2021年
FY20202022年
FY2021

3月期
Before applying
the収益認識基準の適用前
accounting standards

FY2022 : Start of supply of exterior products at US Base (Toyota)
FY2021: Supply fuel saucer for all vehicle types (Subaru)
FY2021: Start of supply of resin-based Tail Gates (Honda)
FY2021: Supply resin power supply port (Mitsubishi)
2023年
2024年
FY2023
FY2022
FY2021: Startof supply of battery covers
for EVs (Toyoda)
Target
FY2018: Supply
bumpers and other coatingproducts (Mitsubishi)
3月期
3月期予測

3月期
After applying
収益認識基準の適用後
the accounting standards

281

Index20,000
for FY2016 as 100,
2.8 times the index for
15,000the FY2023
10,000100

Net sales by Strategic 4OEMs
144

157

143
117

116

5,000

undecided0（Index）

2017年
FY20163月期

2018年
FY20173月期

2019年
FY20183月期

2020年
FY20192021年
FY2020

3月期

3月期
Before applying
the accounting standards

2022年
FY2021

2023年
FY20223月期
3月期
After applying
the accounting standards

2024年
FY20233月期目標
Target※With the adoption of the "Accounting Standard for Revenue Recognition" from the FY2021, net sales for the FY2019 and 2020 were converted
using the percentage difference from the previous standard in the FY2020 results.

©DaikyoNishikawa Corporation All rights reserved.

P.17

Product Strategy
Electrification and Environmental Technologies
Product for EV
Mass-produced products●Battery cover-Electromagnetic shield -High heat resistance and rigidity: Cover【 PCU・converter/inverter 】【 Charger 】

Converts DC power to AC, DC boost
Cooling system piping

Converts DC power to AC,
Cooling system piping-Hollow Molding Technology: Cooling motor-Insert Molding: High/low voltage bus bar
Thermoplastic andthermosetting materials【 Motor 】
High needs for custom
bus bar●Cooling pipe
Gas injection

Quick Charging PortBus bar＜Integrated Unit＞-Hollow Molding Technology:
Cooling pipe

Active Themes-Electromagnetic shield: Battery cover【Cooling pipe】【 Battery for EV】

Connects cooling water to a
dedicated radiator: Long parallelpipes

Connects to 96 lithium-ion batteries,
Supply 355V, Weight approx. 400~550kg
Need rigidity and reduced weight

ThemesFire resistance（EV Compatible）

Clear Fire Resistant ➡ SMC material development and cost improvement
Fire resistance standard: GB standard（Strict standards for direct battery burning）

Refrigerant-compatible pipe
development

Weight reduction

Inverter housing development（EV Compatible）

Direction
To meet battery fire resistance requirements, thermoplastic resin cannot be used.

Battery cover evolution

Thermomanagement（EV Compatible）

Normal Charging Port

Charging port products:
Business scheme on theway

Can handle everything with the development of a refrigerant-compatible pipe.

Clear gas barrier performance➡ Material Development + Small Diameter Technology
Challenge to convert existing aluminum casting to resin ➡ Less weight and cost

©DaikyoNishikawa Corporation All rights reserved.

Development of high temperature resistant materials＋Precision Molding Technology

P.18

Product Strategy

MBD(Model Base Development)

Aim for shortened development time by promoting process innovation based on MBD
Process Innovation

CAE Innovation

Define a model for each development step to reduce thenumber of evaluations and achieve highly efficientdevelopment

Example of accurate curve deformation prediction technology

Achieving this through model distribution thatconnects OEMs and suppliers・Unification of model rules
・Establishment of a model distribution system
・OEM-supplier common platform

Analyze deformations with high accuracy throughmechanism elucidation of the real field

Mechanism Elucidation
Verification
Molds

Phenomena
Analysis

CAE Technology
Development
・Material modeling・Mathematical formulation

Instrument Panel Impact Analysis
Assembly - Evaluation©DaikyoNishikawa Corporation All rights reserved.

Formularization of
accumulated experimental
data

P.19

Material
Properties

Phenomena
Analysis

Product
Development
actualmeasurements

CAE

Manufacturing Strategy Highly efficient manufacturing
Headquarters Plant Concept-Straightforward production and thorough pursuit of value

Straight Production System
Challenging the pursuit of thorough value
Headquarters Plant is designed in an arrangement thatallows the main processes of production to flowsmoothly.
In order to produce an increasing number of different
types of production just on time, it is necessary to
promote mixed-flow production and synchronizedproduction, and to establish straight production.
“Straight production” means that processes are lined up
in a straight line, straight to customer value, andstraight to customer expectations.

Just on time is achieved by eliminating waste
and pursuing value thoroughly, and bybuilding the only best production method instraight production.

Paint

High paint coefficient

Productivity:

36%MoreProductivity

Quality
Molding

Robotics

Value Environment

Less contamination, less dust

Air Conditioning
Recycling

Assembly

Connect the process in the shortest andstraightest way©DaikyoNishikawa Corporation All rights reserved.

Failure rate:

P.20

72%Less

CO2 emission:

30%Less

Manufacturing Strategy Quality Improvement
Realization of straight production-Build quality into the process. Focus on source control-Requirements for Straight Production: Mixed-flow production (multi-product, same-process production),
Synchronized production (just-on-time production)
Concentration of development, technology, and manufacturing capabilities
Improvement of process quality assurance and quality build-up
Elimination of capital investment losses

Manufacturing Site Strengths
Revealing latent loss

KaizenYield improvement(improvement)

Elimination of inventory losses

Mixed-flow
production

Straight tocustomer value
and expectations

プロセスを最短に､Connect the process in the
そしてストレートにつなげる
shortest and straightest
way possible.

Synchronizedproduction

Elimination of logistics losses

00Quality Obstacle Reduction Rate
Delivered quality hindrance
37
50

50

61％

Halve reduction
achieved in 2020⇒
66

61%Less
74

Benchmark
100

2018
BM

2019
2019年

©DaikyoNishikawa Corporation All rights reserved.

2020
2020年

2021
2021年

P.21

2022
2022年

2023
2023年

Manufacturing Strategy Automation and Energy saving
Human- and earth-friendly, energy-saving,labor-saving improvements
Automation Steps
Automation
自働化要素
elements of work

KARAKURI Steps

要素代替標準化
Element
substitution

作業有無

Safety,quality assurance
安全確保、品質保証

自
働
化
構
築

多能化
Multipotent
成長機会
Make
most
→活人
創出

Mechanismverification
原理原則に基づく機構検証
Alternatives
to manufacturing
ものづくり要素➡代替手段確立

Maintenanceof new structures
新機器、新構造の保守管理
Safety,quality assurance
安全確保、品質保証

Robots linked to injection molding machine

KARAKURI

Maintenanceof new structures
新機器、新構造の保守管理

Automation

Alternatives
to manufacturing
ものづくり要素➡代替手段確立

Need to improve uniformity
ものづくり要素のムリムラの排除
Eliminationof uniformity
and losses of work
ムリ、ムラを改善したい・・・
か
ら
く
り
構
築

Power of
創造力
Creativity
and
発想力
Imagination“KARAKURI shooter” applying the principle of self-weight and leverage
Automationequipment

自働化装置

Automation in
Headquarters factory

Screw
tightening

KARAKURI
equipment

Primerapplication

Element

Creation of workers through automation

Objective

Alternative

CoatingPrevention of debris

Primer solvent application

Conclusion

fixationScrew tightening

Weld

Adhesion

Ultrasonic welding

Fitting

Shape Fitting

Fastener parts assembly

Inspection

Detection

Fault detection

Transport

Carry products

Handling©DaikyoNishikawa Corporation All rights reserved.

2018

P.22

2019

2020

2021

2022

2023

Manufacturing Strategy Automation and Energy saving
Molding → Assembly → Packaging Integrated, fully automated line
Aim of the automation line
1.
2.
3.

100% yield
100% of good products
Fully automatic

Water pipe automation line

1. 100% yield: Zero loss by gas injection method / Cutting loss in the machining process 99.8% self-recovery rate
2. 100% of good products: IOT management of molding to assembly / Trend management practices
3. Fully automatic: Production with 0 direct workers from molding to packaging

Effects of fully automated line: Create 6workers
Production capacity: 300,000units/year©DaikyoNishikawa Corporation All rights reserved.

P.23

Manufacturing Strategy Efficient Operation(Example of Mass Production Preparation for New U.S. Plant Technology)
Conventional and North American launches comparison
Previous launch

前
回
工
事

金型製作
Mold
Making国内育成 training
Domestic

OKtoShip

工程設計Design
Process

国内育成 training
Domestic

OKtoShipMP

Building/equipment
installation
建屋・塗装設備現地設置
Painttool design/domestic
塗装治具設計
国内確認verification
シュミレーション技術の進化
Evolution of Simulation
金型➡変形解析・流動解析
Technology

Molding: Deformation and flow analysis
工程➡GP4最適工程解析
Process: GP4 most suitable analysis
塗装➡ロボキャド事前ﾃｨｰﾁﾝｸﾞ
Painting: Robo CAD Pre-teaching

U.S. launch

北
米
工
事

OKtoShip

現地育成
Local
training

オフライントライセンター
Off-line trial center utilizing

the Head Office Plant（事前検証の充実）

Elimination of uniformity

Enhancement of pre-verification

金型・治具検証・工程検証

金型製作
Mold
MakingDomestic training
国内育成

OKtoShip

工程設計Design
Process

国内育成 training
Domestic

OKtoShip

海外工場建設MP
建屋・塗装設備現地設置
Building/equipment
installation
Tool
design/domestic
verification
塗装治具設計国内確認

OKtoShip

現地育成
Local
training

Overseas Plant
技術工数
Construction
Engineering manhours▲40％減実現
40%
Less

Realization of targeted
process design<Domestic Preparation Process>-Sufficient verification conducted at offline trial center-Mold cultivation: 100% CP/CPK achieved-Assembly process: Verification in actual process/Achieve 100% cost, quality, and safety-Set KPIs and 100% satisfaction and dispatched<Local Preparation Process>-Reproduction of conditions cultivated in Japan in the field-Molding: Fine-tuning from standard conditions-Painting: Implementing the first water-based paint development-Assembly: Process design realization-Layout: Realized as envisioned-Preparation completed on time for customer delivery©DaikyoNishikawa Corporation All rights reserved.

P.24

Two general-purpose lines
completed
Successful mass productionof water-based paintRealization of North American
process design
Achievement of target costManufacturing Strategy Recycling
Company-wide activities to minimize waste loss have begun since FY2020
Waste plastics intmanufacturing
process

2018

2019

Disposal weight

2020

Waste plastic generation rate

2021

2022

Ideal Figure

Benchmark<Main Initiatives>-Reduce prototyping through simulation technology-Minimization of processing loss and material replacement loss in the manufacturing process
and measures to reduce defect sources to zero
-Promotion of material recycling<Future Goals>-Establishment of recycling centers （Expansion of material recycling including supply chain）-Reclamation of materials that cannot currently be reused / recycled and achieve zero disposal©DaikyoNishikawa Corporation All rights reserved.

P.25

Manufacturing Strategy Carbon Neutral
Establish the scope and activities

1. Raw materials : Items already known

Scope
Scope

Scope2:
Energy Use

1

2

Scope3:
Raw Materials

Scope1:
Fuel Consumption

3©DaikyoNishikawa Corporation All rights reserved.

P.26

Category
カテゴリー: Items to be ascertained

Benchmark:BM:2013年 2013
CO2
2021 2022
（ton）

Heavy
③A重油 fuel oil

8,045

③LPG
LPG

2,729

Town
gas
③都市ガス

164

Other
fuel
③その他（灯油・軽油等）

95

2023 2024 2025

Zero
使用量０へ

Reducethrough
PDCAを回し削減実施。
PDCA cycle

Transportation⑥製品輸送

Investigate realcalculated 2022年から実績収集
4,453 計算値
value
figures from 2022

Purchasing③中電からの買電
electricity

44,868Purchasing③MCからの買電from MCelectricity

10,202

Purchasing steam③MCからの買蒸気
from
MC

6,870

Purchasing electricity③外注先使用買電
foroutsourcing

Unidentified

Trend research
動向調査
未把握 Trial calculation
原単位で試算？

Resin raw
①樹脂原料
materials
Foaming①発砲材料
materials
Painting①塗料
materials

61,780

Painting materials②外注樹脂原料from
outsourcing

37,558Wastematerial⑤製造工程廃棄原料

6,648

2,045
2,472

Survey of
製品別に対応byintensity
工程別原単位
product/
manufacturing
調査
process

実績データ把握

Purchased
⑦購入部品
parts

Unidentified

未把握

Understand performance data

Metal
mold
⑧金型・用具Unidentified

未把握

Understand customer trends

Commuting④通勤・出張Unidentified

未把握

2030
2030年目標
Target

客先動向等を把握しながら着手する。

50%▲50％減目標
reduction

Manufacturing Strategy Carbon Neutral(t-CO2CO
２ ton/1,000units/千個)

納入数あたりの排出量・指数推移(t-CO2/千個)
Emissions
per deliveries (CO２ ton/1,000units)
100

5.0
4.0

100

85

4.0

Index
(指数)

74

3.4

64

2.9

3.0

80
60

2.2

2.0

40

1.0

20

0.0

0
2013
2013年
7期(2013)

2019
2019年
13期(2019)

BenchmarkReal
指数
number2020
2020年
14期(2020)

Possible to be changed
to an index that can beused permanently

2021
2021年
15期(2021)

Index in comparison
2013年比with2013

Scope1,2 Activity Policy

Scope3 Activity Policy

Ⅰ: Thorough promotion of energy-saving activities

Ⅰ: Promotion of 3R activities

Promote energy conservation activities with the participation of all employees:
Establish systematization and visualization

Ⅱ: Renewal of energy-saving equipment
Electrification of molding machines Renewal of painting equipment
Introduction of dry painting process booth

Ⅲ: Energy-saving innovations
Heat source of slush / paint process will be replaced by CN fuel

Ⅳ: Installation of renewable energy equipment
Introduction of private power generation facilities using solar power and CN fuelIntroduction of co-generation power©DaikyoNishikawa Corporation All rights reserved.

:Currently active

Promote company-wide activities to achieve zero landfill
Establishment of recycling centers

Ⅱ: MBD Promotion ⇒ Provide optimum physical quantity
Improved accuracy of various simulations
Reduction in number of tries

Ⅲ: Production Technology Innovation Activities
Improve coating efficiency-double score target
Establishment of technology to halve the amount of injected material

Ⅳ: Introduction of new technology
Establishment of foaming technology : Expansion to exterior products
CN Material Development （Cellulose nanofiber / Plant-derived resin etc. ）P.27

Management Base Strategy BCP policy-Supply Chain Management Compliance

STEP3

What we aim for: Diversification and avoidance measures are in place for procurement risks-BCP action of DaikyoNishikawa group
STEP3

Handling low-risk
低リスク品への対応

FY2023items

1.
Strengthen cyber security①サイバーセキュリティ
countermeasures
対策強化
STEP2
2. Rule setting and②リスク発生時の報告
operation of the reporting
Risk reduction in each site
ルール設定、運用
in the event of a risk

STEP2

Risk

Handling
mid-risk
中リスク品への対応
items
STEP1

Consolidation of business
partners
Reduction of component types
Clarification of alternatives

STEP1

1.
Preventing water-related disasters and①水災の未然防止、
developing a system for early recovery
早期復旧が出来る体制整備
Global Risk Reduction

Current

Handling
high-risk
高リスク品への対応
items
BM

Identify
リスクの把握risk items

FY2022

FY2021BM

1.1. Cyberterrorism
education,
includingtest emails
Cyberterrorism
education,
includingtest emails
2. Domestic Group Company Risk Management
2. Domestic Group Company Risk Management Committee
Committee
Synchronizationof activities
withcompanies
group companies
3.3.Synchronizationof activities
with group

FY20201.
Clarify initial response to crisis by distributing Disaster Prevention Navi
①防災ナビの配布により大地震初動対応等の明確化
2.
Preparation for alternative production along with management of molding②グループでの成形設備と金型基本仕様の管理、
equipment and specifications throughout the group
共有化による代替生産準備

FY20191.
Developed rules and regulations based on experience①12期（2018年度）発生の豪雨経験を基に規程整備、with torrential rain disaster
豪雨災害訓練を実施
2.
Early information gathering and countermeasures by②新型コロナウイルス対策会議により早期情報収集、
the COVID-19
対策を実施©DaikyoNishikawa Corporation All rights reserved.

-Risk Management Committee was established and has
been active for 3 themes since FY2018-Report to the Board of Directors on the Group's risk
identification, assessment, and control methods

P.28

Management Base Strategy Digital Innovation
Level

IT infrastructure development

Enhanced Security

In-house network
development

Location-free work

-Completely paperless internal
documents-Communication through theintroduction of groupware-Satellite office
Telework environment-Strengthen communication
environment
development
Expandcloud utilization(BCP)-Expansion of web conferencing
environment-Improvement of internal ommunicationby chat tools-Reinforcement of communication lines-Endpoint Detection and Response-Strengthening internal network control
by introducing Software Defined
Network-Improvement of Wi-Fi environment-Network Diagram Creation-Perform periodic maintenance of
telecommunications equipment-Redundant and non-stop network
configuration-Remote backup (BCP)

STEP1 Stable OperationTime

STEP2 Enhanced Security

STEP3 Telework Environment～2018©DaikyoNishikawa Corporation All rights reserved.

～2021
P.29

STEP4 Work-style Reform～2023

Management Base Strategy Digital Innovation
Innovate business processes through Data and Digital
PLM/MBD
Work-style Reform-Location-independent work
-Telework-Digital approval/paperless-Zero maternity/childcare/
caregiver turnover-100% paid vacations

Risk management (BCP)-Automatic collection ofdamage/safety status-Management and operation ofalternative means of production-Business survival bystrengthening management base
※BCP：Business Continuity Planning

HR centralized management-Hiring the right people at the righttime and place-Centralized management of
HR information-Strategic Training andTransfer of Skills-Shorten development
time/Improve quality-BOM/BOP cooperation andlife-cycle management-Utilization of dev. platforms-CAD/CAE models-Loss-free interdepartmental
information sharing※PLM：Product Lifecycle Management※MBD：Model Based Development※BOM: Bills of Materials※BOP: Bills of Process

Centralized management

What DaikyoNishikawa
to achieve with DX-Real-time visualization anddecision making-Timely budget updates-Costing/Control Efficiency-Multiple Choice Simulation※HR：Human Resources

Network/Security-Cyber security-Improving efficiency throughout the
supply chain-Utilization of Cloud Environments

IoT/MESBI analytics-Simulation of management
figures/PL-Visualization and quick
management decisions(Production/ yield rate/ energy etc.)-Realization of carbon neutrality※BI：Business Intelligence-Zero defects by condition control-Zero outages by maintained prediction-Identification and allocation ofequipment/tools/workers- Performance Analysis and Quality
Improvement with AI※IoT：Internet of Things※MES：Manufacturing Execution System©DaikyoNishikawa Corporation All rights reserved.

P.30

Management Base Strategy
Work-style Reform, New Normal and Diversity-Promoting Life and Work Balance-Working to create a workplace environment in which
employees can continue to work vigorously, realizing"balance between life and work"-aim to create a virtuous cycle in which a fulfilling life
enhances work, and a successful work life

-Women Success Promotion-In April 2017, the Women's Activity Promotion
Project was launched to identify issues from theperspective of female employees and to enhance
the system

Received the "Kurumin" certification, a system to verify companies
supporting a balance between work and child-rearing
施策名
Measure

育児短時間勤務制度
Short-time work

42名
43名
49名
42 employees
49 employees
43 employees(2 Males)(4 Males)(3 Males)（内男性2名）（内男性3名）（内男性4名）FY2017FY2018FY2020FY2019FY2021

FY2022

Building a system toenable employees tocontinue to work longer

A workplace where we
respect each other

Workplace where
women are active-Leave of absence toaccompany spouse ontransfer-Elimination of accumulated
paid leave expiration date
-Job return-In-house recruitment-Revision of Communication
Sheet-Diversified work styles
Reform of leave system-Securing and promoting
educational opportunities

FY2019FY2020

FY2021

FY2022
TargetFY2023
Target

2.21%

2.24%

2.37%

2.50%

2.50％

FY2019FY2020

FY2021

FY2022
Forecast

FY2023
Forecast

198

200

230

257

279

Employment rate of
the handicapped

Number of senior
employees-Telework-Promoting flexible and balanced work and life through telecommuting
system / environment issues
1. April 2020: Introduction of telework
2. September 2021: Communication environment enhanced,
November; Flex time operation during telework-Currently, an average of 120 people per day are teleworking©DaikyoNishikawa Corporation All rights reserved.

2021年
2021

4名
14名
17名
4 employees
17 employees
14 employees(0 Male)(6 Males)(2 Males)（内男性0名）（内男性2名）（内男性6名）-Promotion of Senior Employees-Work and transfer of expertise and experience after
retirement Promotes employment of older workers

2020年
2020

育児休業
Childcare
leave-Employment of Handicapped people-Creating an education and environment that allows
people with disabilities to maximize their abilities

2019年
2019

P.31

Management Base Strategy
Compliance and Risk Management-Compliance Activities
重点施策

2019年度FY20192020年度
施策概要

重点施策

FY20202021年度
施策概要

重点施策

FY20212022年度（現在）FY2022（Current)

施策概要

重点施策

FY2023
2023年度

施策概要

Priority measures Outlineof measures Priority measures ①階層別コンプライア
Outline of measures Priority measures ①階層別・役割別コン
Outline of measures Priority measures ①階層別・役割別コン
Outline of measures①コンプライアンスハ
ンドブックを通じた職Provideworkplace
1.コンプライアンス意 education
1.ハラスメント法改正
場教育を実施through
Responding toStrengthening
compliancehandbooks Revisions
識強化への対応 to the②階層別コンプライア
Compliance Awareness
Harassment Law
Ongoingcompliance
ンス教育の継続
training by level

Further penetration of
コンプライアンス研修の継続
awareness through ongoingcompliance trainingによる更なる意識の浸透

ンス研修の実施
プライアンス研修の継
プライアンス研修の継Conducting
complianceContinue complianceContinue compliance1.コンプライアンス
1.コンプライアンス
続
続
training by rank
training by level/role
training by level/role
SpreadingComplianceSpreadingCompliance②コンプライアンス意 意識の浸透②コンプライアンス推 意識の浸透②コンプライアンス推
Compliance awareness AwarenessPromotion of Compliance AwarenessRaising the Level of
識の啓発活動進月間の推進進月間のレベルアップ
raising
activities
Promotion Month
Compliance PromotionMonthコンプライアンス推進月間のContinuation of Compliance
Promotion Month to stimulate
継続による社員の主体的な活
proactive employee activities
動活性化①国内グループ会社向①質問内容のブラッCompliancemechanism
Brush
up on questions
inspection
check for2.コンプライアンスモ シュアップ
けのコンプライアンス
domestic group
ニタリングのレベル
仕組み点検チェック
Increase
the level ofcompanies
monitoring ②運用方法のレベルアップ②国内グループ会社に compliance
Strengthening
Raising the level ofCreating a system of
2.コンプライアンス仕 Understanding the
2.透明性のある仕組み
おけるコンプライアン
アップ
Compliance Mechanisms current
status ofoperational
methodstransparency
組み強化構築
スモニタリング実施形①コンプライアンスハ
compliancemonitoring
implementation
forms
at態の現状把握ンドブックQ＆A集配
3.コンプライアンス教 ComplianceHandbook
Compliance education
Group companies in
Q&A
信 Distribution
育の浸透
penetration
Japan①贈賄ガイドライン策
Formulation of policy
guidelines
定①贈賄ガイドライン策
Formulation of policy
guidelines
定Response to
Executive training on①内部通報への対応及【追加】グループコン bribery①贈収賄に関する役員
whistleblowing
and3.モニタリング実施に3.モニタリング結果にEarly
detection of
Holding training for
Sharing of issues with
び階層別意見交換会にプライアンス役員研修 研修の開催
identificationof issues
issuesthrough
Group Compliancerespect to monitoring
よる課題の早期発見
対する課題の共有化
throughhierarchical
よる課題洗い出しの開催
monitoring
Officers
results
opinion exchange
meetings

Sharing of issues with
Strengthen response to①モニタリング結果に3.コンプライアンスア ①コンプライアンスア
respect to monitoring
compliance survey results
Sharing of issues in
対する課題の共有化
ンケート結果に対する ンケート結果に対するresults
response to compliance
課題の共有化
対応強化
survey results

Strengthening the anti贈賄ガイドライン運用開始にcorruption system through the
よる不正防止体制強化
launch of the Bribery Guideline②グローバル内部通報②グローバル内部通報
Establishment of a global 2.透明性のある仕組み
Building a transparent Establishment of a global
制度の構築
窓口確立
whistleblower systemmechanism
whistleblower hotline
構築③DNC内部通報窓口③公益通報者保護法への仕組み強化
Reinforcement of the
DNC whistleblower
contact mechanism

グローバル内部通報制度運用
Reinforcement of fraudによる不正防止体制強化
prevention system throughoperation of global
法令に基づいた国内の内部通
whistleblower systemの対応
Compliance with
Whistleblower ProtectionAct

報制度（コンプライアンス相Strengthening the operation of
談窓口制度）の運用強化
the domestic whistleblower
system in accordance with laws
and regulations
コンプライアンスアンケートの継続による課題の抽出
Identification of issues throughongoing compliancequestionnaire-Risk Management Activities
2019年度FY2019
活動テーマ

2020年度FY2020
施策概要

活動テーマ

2021年度FY2021
施策概要

活動テーマ

2022年度（現在）FY2022（Current)
活動テーマ

施策概要

FY2023

2023年度

施策概要

Monitoring trends in the world

Priority measures Outline of measures Priority measures Outline of measures Priority measures Outline of measures Priority measures Outline of measures

・豪雨災害訓練を実施【3大リスクテーマ】 ・「新型コロナウイル
torrential rain 3 Major Risk Themes -The COVID19 raged
3 Major Risk Themes -Conducted
3 Major Risk Themes
し、継続的な災害訓練①「世界政治情勢」
ス」が世界中で猛威を【3大リスクテーマ】
disaster drills to lay the 1)
around the world, and 1)
1)【3大リスクテーマ】
Global Political
Global Political
Pandemicsの土台作りを実施。
groundwork for ongoing ②「地震・噴火等」
pandemic-response was 2)
Situation
Situation
Earthquakes and①「世界政治情勢」
振るい、「パンデミッ①「パンデミック」
disaster drills.
2) Earthquakes, volcanic ・「新型コロナウイル
2) Earthquakes, volcanic hastily incorporated into
volcanic eruptions②「地震・噴火等」③「サイバーテロ」
ク対応」を急遽、活動②「地震・噴火等」
-Held
daily
pandemic
the
theme
of
activities
eruptions, etc.
eruptions, etc.
3) Cyber Terrorismス」の脅威を受け、
counter-measureand
implemented.
3)③「サイバーテロ」
Cyber Terrorism
3)
Cyber
Terrorism【追加活動】
テーマに織り込み、対 ③「サイバーテロ」
日々「対応会議」を開
meetings in response to Additional Theme★「パンデミック」
応実施。
thethreatof
COVID19.
---Pandemic
催。

Risk
リスク分類(大)Activities to address risks beyond the control of normal operations
from a company-wide perspective*Under the policy of “We will strengthen our management of business risks that have a negative
impact in a rational and optimal manner from a company-wide perspective in order to ensurebusiness continuity and increase corporate value”, We selected three major themes as risks thatare difficult to deal with in normal operations, and implemented activities from a company-wide
perspective.

©DaikyoNishikawa Corporation All rights reserved.

・2022年度の1年間の世の中
in FY2022, together with the【3大リスクテーマ】-The domestic group
3 Major Risk Themes -Implement systems to
・国内グループ会社で・豪雨災害や浸水被害
companies also selected①「サイバーテロ」
prevent and quickly
1) Cyber Terrorism
も3大リスクテーマのat least one theme from ②「地震・噴火等」
recover from water2) Earthquakes, volcanic 等の水災への未然防
the 3 major risk themes
related disasters such
eruptions, etc.
中から1テーマ以上を止・早期復旧できる体
and conducted activities ③「風水災」
as torrential rains and3) Wind and flood
選定し、活動を行うこin order to achieve the 【追加活動】
flooding damage.
disasters
制の整備を実施する。
とで同体質化を図る。
same nature of risk.
Additional Theme★「世界政治情勢」---Global Political
Situation

P.32

Subclass
リスク分類(小)category
経済
Economy2018年期末

conducted every December,

実施しているリスク算定の結select risks that could have asignificant impact on our
果と合わせて、当社の事業継
business continuity, andconduct activities accordingly

続に大きな影響を及ぼす可能性のあるリスクを選定し、活動を行う。

2019年期末

2020年期末

2021年期末

2022年期末

FY2022FY2019FY2020対策率(%)
FY2021 目標対策率(%)
対策率(%)FY2018
対策率(%)
対策率(%)
Target世界政治情勢72.0
World political situation

72.0

地震・噴火等
93.5
Earthquakes & Eruptions

93.5

風水災
96.1
Storm and flood damage

96.1

テロ
Terrorism

サイバーテロCyberterrorism

80.4

80.4

病気
Disease

パンデミック
Pandemic

91.8

天災
Disasterresults of risk calculationsの動向を注視し、毎年12月に

80.0

88.4

80.0
96.4

85.0
85.0

90.0

91.1
91.1

96.0
96.0

88.2

93.8
93.8

97.0
97.0

90.4

92.1
92.1

94.0
94.0

89.1

98.4
98.4

99.0
99.0

88.2

91.6
95.8

90.4

95.8
73.4

82.8
82.8

90.0

96.4
91.6

91.8

88.4

73.4

89.1

3. Financial Forecast for Fiscal 2022

©DaikyoNishikawa Corporation All rights reserved.

P.33

Financial Forecast for Fiscal 2022

【 Financial Forecast 】■Due to Lockdown overseas attributable to COVID-19 and shortagesof automobile parts such as semiconductors, we also shutdown inaccordance with automobile manufacturers, and the outlook for the
future is uncertain.
■Financial forecast for FY2022 is undecided because theproduction volume of major customers cannot be predicted.
■Will be announced ASAP the business plan is set.
■The annual dividend forecast will be announced when it becomes
possible to disclose financial forecast.

©DaikyoNishikawa Corporation All rights reserved.

P.34

Important Information
This presentation material contains certain statements describing the future plans, strategies,
and performance of DaikyoNishikawa Corporation and its consolidated subsidiaries. Thesestatements are not based on historical or present fact, but rather assumptions and estimates
based on information currently available. These future plans, strategies, and performances are
subject to known and unknown risks, uncertainties, and other factors. DaikyoNishikawa
Corporation’s actual performance, business activities, and financial position may differ materiallyfrom the assumptions and estimates provided on account of the risks, uncertainties, and otherfactors. The information contained on this presentation should not be considered as an offer, or
solicitation, to deal in any of the investments or funds.

Contact
DaikyoNishikawa Corporation
PR & Branding Promotion Department
Phone: +81-82-493-5610©DaikyoNishikawa Corporation All rights reserved.

＜Reference Data＞
Key Performance and Financial Indicators (Consolidated)
FY2016FY2017FY2018FY2019FY2020

FY2021

Net sales

155,643

171,967

184,314

182,219

150,234

116,669

Cost od sales

133,404

145,691

160,738

163,780

136,690108,934

Gross profit

22,23826,27623,575

18,43813,544

7,861

8,224

8,954

9,443

14,376

18,052

14,621

9.2%

10.5%

Non-operating income

594

Non-operating expenses

1,105

Ordinary income

13,865

Selling, general and administrative expenses
Operating income
Operating profit ratio

Current assets(Millions of yen)
FY2016FY2017FY2018FY2019FY2020

FY2021

71,74084,49585,554

77,13780,257

69,316

Cash and deposits

34,777

42,68437,571

32,52939,84228,4557,735

Trade notes and accounts receivable

31,26733,25835,99533,056

31,76029,138

9,087

10,368Inventories

4,977

7,102

10,119

9,564

7,399

7,592

8,995

4,456

-2,632

Other

718

1,450

1,867

1,987

1,255

4,130

7.9%

4.9%

3.0%

-2.3%

48,64054,74060,801

73,34779,037

86,845

1,075

764

1,121

1,273

2,191

Property, plant and equipment

42,981

48,90355,18968,346

73,16780,432

385

550

616

342

544

Intangible assets

1,033

1,163

976

767

741

799

18,742

14,836

9,500

5,386

-985

Investments and other assets

4,624

4,673

4,634

4,233

5,128

5,613

Non-current assets:

Extraordinary income

3

14

332

318

2,264

1,277

Total assets:

120,381

139,235

146,356

150,484

159,295

156,162

Extraordinary losses

96

238

279

2,140

4,097

1,201

Current liabilities:

52,266

60,62147,05747,00745,55739,067

13,772

18,51814,889

7,678

3,553

-909

Trade notes and accounts pauable

30,68335,621

26,44825,57924,82322,904

3,687

5,346

3,838

2,455

1,595

1,274

Shrt-term loans payable

3,930

2,911

2,509

1,757

1,694

1,442

Net income/(loss) attributable to Non-controlling interests

-11

706

648

315

-578

-98

Long-term loans payable due within one year

3,029

2,803

2,941

2,912

2,272

4,882

Net-income/(loss) attributable to ow ners of the parent

10,096

12,464

10,402

4,907

2,536

-2,085

Lease obligations

3,908

3,693

3,298

3,344

2,807

2,755

Capital investment

7,222

13,14916,48925,012

17,011

16,313

Other

10,715

15,591

11,85913,412

13,958

7,083

Depreciation & amortization

9,170

9,078

9,561

10,716

10,51010,798

11,584

8,894

22,09723,08933,84840,176

Income before income taxes
Income taxes

Non-current liabilities:

R&D cost

3,212

3,052

3,003

2,968

2,603

3,049

Bonds

4,943

2,069

15,54917,65829,241

34,128

Sales growth rate

-3.2%

10.5%

7.2%

-1.1%

-17.6%-22.3%

Lease obligations

2,887

2,905

2,790

2,089

1,431

2,899

Return on equity(ROE)

18.7%

20.4%

14.7%

6.5%

3.3%

-2.8%

Other

3,753

3,919

3,757

3,341

3,175

3,147

Return on assets(ROA)

11.4%

14.4%

10.4%

6.4%

3.5%

-0.6%

Total Liabilities:

63,851

69,515

69,15570,096

79,40579,243

Earnings per share(EPS)(yen)137.50175.94146.82

69.27

35.75

-29.37

Total net asssets:

56,53069,71977,20080,38779,88976,918Dividend per share(yen)

28.00

34.00

34.00

30.00

30.00

30.00

Interest-bearing debt

18,69914,38327,08927,76237,447

46,108Dividend payout ratio(%)

20.4%

19.3%

23.2%

43.3%

83.9%

-

Net interest-bearing debt

-16,078-28,300-10,482-4,766-2,394

17,652

Dividend on equity ratio(DOE) (%)

3.8%

3.9%

3.4%

2.8%

2.8%

2.8%

Capital adequacy ratio

45.8%

48.4%

50.8%

51.3%

48.5%

47.5%

Dividend yield(%)

1.9%

1.9%

3.3%

6.1%

3.9%

-

Operating cash flow

17,62824,742

3,219

19,584

16,7883,705

Price book-value ratio(PBR)

1.88

1.83

0.97

0.45

0.72

0.52

Investment cash flow

-9,267-13,547-19,539-24,370-17,567-20,107

Price earnings ratio(PER)

10.61

9.91

6.92

7.13

21.65

-

Financial cash flow

-11,196-6,443

10,286-2,012

8,565

3,579

8,361

11,195-16,320-4,786-779-16,402

FCF
Number of Employees

5,001

5,072

5,265

5,432

©DaikyoNishikawa Corporation All rights reserved.

5,414

5,482

*Effective from the consolidated fiscal year ending March 31, 2018, the "Partial Amendments to Accounting Standard for Tax
Effect Accounting" (ASBJ Statement No. 28, February 18, 2018) has been early adopted, and the figures for the fiscal year
ended March 31, 2017 are retroactively applied.

Product Information – Automotive Parts
Major ProductInstrument Panel

Sales by ProductBumperTotal: 116.6 billion yen (FY2021)
Other
Other
Interior Parts

Instrument
Panel

Power train Parts

For Mazda, Daihatsu,
and Mitsubishi (Indonesia)

For Mazda, Daihatsu,
and Honda

Priority Products
Back Door, Tailgate

Strategic Products
Oil Strainer

Other
BumperExterior
Parts Back
Door

Strategic Products
Fuel Saucer

Resin Share

No.1

For Daihatsu, Honda

For Mazda, Daihatsu, Toyota, Honda,
Nissan, Subaru,, Suzuki, and Mitsubishi (Thailand)

For Subaru,
Mazda, and Daihatsu

We manufacture instrument panels, bumpers, and other interior and exterior plastic parts. We also make engine parts, such as
oil strainers that require high heat resistance. Our main focus now is plastic automotive body shells and fuel saucer.
©DaikyoNishikawa Corporation All rights reserved.

Outline of Resin Back Door Growth for Daihatsu(Thousand Unit)

Approx.690

700

Approx.620 Approx.620

600
500
400

Started Mass
Production for
Daihatsu Asegment car

Approx.526

Approx.520

Approx.360

Expand in new
B-segment cars

Approx.310

300
200
100
FY2013

FY2014

Production cuts
attributable to
COVID-19

Expand to B-segmentcars in addition to Asegment cars

Approx.110

0Approx.600

FY2015FY2016FY2017FY2018FY2019FY2020We are also focusing on expanding sales to other than Daihatsu,
and aim to expand recruitment further.
©DaikyoNishikawa Corporation All rights reserved.

FY2021

Outline of Management index
Operating Profit

ROE

24.5%
25.0%

18.7%

17.9%

20.4%
14.7%

14.5%
15.0%

7.3%

9.2%

10.7%

9.2%

10.5%

7.9%

6.5%
3.3%

5.0%

4.9%

3.0%
-2.8%

-5.0%

Consolidated Sales

200.0 of yen)(Billions

184.3

182.2

171.9

180.0

160.7
160.0

155.6

150.2

134.3

140.0

120.0

-2.3%

116.6

108.5

100.0
80.0

FY2013

FY2014FY2015FY2016FY2017FY2018FY2019FY2020

FY2021※Application of accounting standards for revenue recognition from FY2021©DaikyoNishikawa Corporation All rights reserved.

Sales ratio by customer
Changes in composition ratio spurred by customer diversification(Billion of yen)

2000

Mazda Series

Daihatsu Series

the others

1800
1600

13%
14%

1400

13%

1200

13%

14%

14%

15%

1000
800

76%

600
400

12%

10%
74%

75%

77%

78%

77%

77%

75%

74%

200
0
FY2013

FY2014FY2015©DaikyoNishikawa Corporation All rights reserved.

FY2016FY2017FY2018FY2019FY2020

FY2021