DAI-DAN REPORTDAI-DAN CO., LTD.

Contents

Dai-Dan’s 115-year History

Inspired by Light,
Air & Water

Message from Management ........................................ 03
Dai-Dan’s Businesses ...................................................... 05
Corporate Profile / Financial Highlights ....................................... 05
Operational Highlights ................................................................... 06
Our Services .................................................................................. 07
Mid-Term Management Plan ....................................................... 09
Dai-Dan’s Corporate Social Responsibility ................................. 11

Haneda Airport Terminal 2, Tokyo (2010)

As a comprehensive building services engineering and installation provider, Dai-Dan has continued
to use its advanced technology to add comfort and vibrancy to interior spaces where people gather.
For more than a century, we have been expanding the breadth of our expertise and securing the trustof our customers. At the same time, we are helping to achieve greater harmony with nature.

Feature: What We Are Doing to Ensure Continued Growth ... 12

Labs and Center Building, Okinawa
Institute of Science and Technology
Graduate University, Okinawa (2010)

March
2003

May
2016

April
2013

April
2017

May
2017

October
2017

May
2018

Nagoya City Library, Aichi (1923)

The company is registered as a
ZEB Planner.

Aichi Prefectural Government Office
Building, Aichi (1938)

December
1999

Bank of Japan Building, Hakodate
Branch, Hokkaido (1909)

March
1903

October
1933

Bank of Japan Head Office Building,Tokyo (1931)

January
1965

December
1946
September
1943

October
1975

January
1979

September
1981

February
1983

October
1984

August
1993

April
1987

Regenerative Medicine Division(Cellab Tonomachi, Kobe Office)is established.

February
2002

September
1997

The company obtains
a blanket certificationof ISO 14001 for all
offices throughthe nation.

Enefice Kyushu(new Kyushu Branch office building)is completed.
New Research Center is completed inTechnical Research Laboratory.
The company celebrates its
100th anniversary.

The company lists its stock on the firstsection of Tokyo Stock Exchange.

Enhancing Our Installation Expertise and Ability to Provide
Design Solutions ............................................................................ 27
Continuously Improving Health and Safety Initiatives with
the Goal of Eradicating Industrial Accidents ............................... 29
Application of the Meister Program and Establishment ofPartnerships with Our Subcontractors across Japan ............... 30

FY2017 CSR/ESG Performance and FY2018 Targets ... 31
Fair and Transparent Business Practices ........... 33● Editorial Policy

Since fiscal 2008, we have been publishing our CSR report as a meansof informing our stakeholders of our business operations and CSR
initiatives. In fiscal 2014, we renamed this publication the Dai-Dan
Report. Compiled as an integrated corporate report, it contains bothfinancial and non-financial data in addition to the conventional content.
With this edition of our report, we have included feature articles on
our efforts related to net-zero buildings (ZEB) and the field of regenerative
medicine. Through these initiatives, we are pursuing continued growth insupport of the UN’s Sustainable Development Goals (SDGs).

The company’s stock is designated on thefirst section of Osaka Securities Exchange.
Singapore Branch is opened.
The company lists its stock on the second
section of Osaka Securities Exchange.
The corporate name is changed to
Osaka Denki Danbo Co., Ltd.
The corporate name is changed back to Osaka
Denki Shokai/Osaka Danbo Shokai Co., Ltd.

JP Tower, Tokyo (2012)

Medical Innovation Center Building,
Kyoto University, Kyoto (2013)● Scope of This Report
Target organization

M-Wave Nagano Olympic Memorial
Arena, Nagano (1996)

This report covers the operations of DAI-DAN CO., LTD. All financial
information is reported on a consolidated basis.

Osaka Denki Shokai/
Osaka Danbo Shokai Co., Ltd. isincorporated.

PeriodThis report covers the fiscal year spanning April 1, 2017, to March 31,
2018. Some data refers to activities after April 1, 2018.

Founded.

● Report Guideline References

Nippon Budokan, Tokyo (1964)

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Dai-Dan’s Practical Competence ............................. 23
Introducing Our Installations ......................................................... 24

CREATE, Singapore (2011)

The building of head office is constructed at the current place(Edobori, Nishi-ku, Osaka City).

01

Technical Research Laboratory ................................................... 21

Third Party Opinion ............................................................ 45
Global Network ..................................................................... 46

The corporate name is changed to DAI-DAN CO., LTD.

Supreme Court Office Building,Tokyo (1974)

Longer Equipment Life........................................................... 20

Valuing Our Employees ................................................... 41
Meeting Local Expectations ........................................ 43

Singapore Branch obtains thecertification of ISO 9000S.

The corporate name is changed to
Osaka Denki Tekkan Kogyo Co., Ltd.

Dai-Dan’s Developmental Technologies ............. 17
CO2 Reduction ............................................................................... 18

Environmental Contribution ......................................... 37
Meeting Customer Expectations .............................. 39

All offices through the nation
obtain the certification of
ISO 9000S.

Technical Research Laboratory is constructed at
Miyoshimachi, Iruma-gun, Saitama Prefecture.

Refining regenerative medicine into
a commonplace medical treatment ............................................. 15

Engineering ........................................................................... 19
Groundbreaking begins
for enefice Shikoku(at the Shikoku Branch).
The company is registered as a
ZEB Leading Owner.

Sumitomo General Head Office
Building, Osaka (1907)

Our take on ZEB as a building services engineeringand installation provider ................................................................ 13

Kansai International Airport Control Tower &Passenger Terminal, Osaka (1994)

Mozo Wonder City, Aichi (2009)

Shinagawa Season Terrace,Tokyo (2014)

New K-1 Building, Nichia Corporation,
Tokushima (2015)

Japanese Standards Association “ISO26000:2010”
Ministry of the Environment Environmental Reporting Guidelines (2012)
GRI Sustainability Reporting Guidelines, 4th edition (G4)D A I - D A N R E P O R T 2 018

02

Message from Management

Using our technological expertiseto build the future
Since the founding of our company, we have always sought todevelop and construct the environments our customers require.
We have done this as part of our singular mission to contribute to
the development of society through our business, whose scope
encompasses the design and installation of building systems.
In fiscal 2016, we formulated a three-year Mid-Term
Management Plan that represents our first step towards
strengthening our technical foundation and expanding the scopeof our business in order to realize the long-term vision we havedeveloped in the lead-up to our company’s 120th anniversary.
Having implemented a variety of measures, including
institutional reforms, to strengthen our engineering capabilities,
we have succeeded in achieving favorable profitability in termsof operating income and net sales.
In addition, we have addressed various challenges in our newlines of business that go beyond the traditional scope of building
systems, and consequently have begun to announce a steadystream of positive results.
Fiscal 2018 represents the final year of this Mid-Term
Management Plan. We have formulated this new plan, titled“Dai-Dan — challenging ourselves and creating the future with
our technologies —,” as a means of transforming ourselves into a
company that creates a variety of environments by incorporating
new strategies and measures. However, in addition torepresenting a milestone in the introduction of this new system,
this plan requires that we respond rapidly to changes in thebusiness environment that accompany rapid technologicalinnovation.
The environments our customers and society as a whole aredemanding have evolved significantly over time, and thetechnologies we are expected to provide have become
significantly more sophisticated and specialized. In order tosurvive in the increasingly competitive business environmentthat is currently taking shape, we must fully implement thestrategies and measures outlined in our current Mid-Term
Management Plan.

Contributing to the emergence ofa sustainable society
As a company that has earned the trust of society, we provide
building systems that contribute to a reduced environmental
impact and the efficient use of resources. We also support theobjectives of the Sustainable Development Goals adopted by the
UN General Assembly in September 2015, while further
promoting efforts that fully marshal our strengths as a building
services engineering and installation provider to achievesustainable economic growth and resolve various social issues.
We are currently taking steps to strengthen our ability topropose solutions incorporating advanced technologies by“sending the ZEB1 message.” In order to continue demonstratingand experimenting with ZEB technology, we have constructed a
new wing at our Technical Research Laboratory, retrofitted theremaining labs with smart energy technologies, and built eneficeMessage from Management

Seeking continuous value creationin order to contribute to a better
environment and the developmentof society

Shohei Kitano

Ichiro Fujisawa

Representative Director, Chairman
DAI-DAN CO., LTD.

Representative Director, President
DAI-DAN CO., LTD.

Kyushu, a Smart Energy Lab at our Kyushu Branch; moreover,
we have begun to construct “enefice Shikoku” at our Shikoku
Branch. We are committed to further developing our expertise in
the ZEB technology we have cultivated to date. Our goal is tocreate next-generation buildings offering improved comfort andefficiency while expanding ZEB technology and formulating abusiness continuity plan.
As a ZEB Leading Owner2 and ZEB Planner3, we propose andprovide the optimum environments our customers require fromtwo perspectives: that of the building owner and that of thedesigner and builder who are implementing ZEB. We continue totake steps to promote the ZEB concept for building systems byadopting energy efficiency and renewable energy. Thus, we arecontinuing to support the transition to a low-carbon society.
Moreover, to meet the emerging challenge of regenerative
medicine, we are promoting R&D through open innovation bymaking use of existing installation, research and development
results in the medical and pharmaceutical fields.
In addition, we are promoting collaboration among various
industries by hosting facility tours and information exchange
meetings through Cellab Tonomachi, which incorporates a cellprocessing facility (CPF); promoting technological development;
and disseminating information through our associations withvarious affiliated companies.
In an effort to expand the scope of our new businesses toencompass peripheral industries around regenerative medicine
and to increase the accessibility of regenerative medicine,
Dai-Dan will continue to promote the development and clinicalapplications of this field.

Our employees are our greatest asset.
We believe that people represent our most valuable asset.
Although we are contending with a shortage of engineers andtechnicians at present, we continue to promote realistic reforms
to our company’s work style in order to establish a managementfoundation capable of responding to change.
In addition to enhancing our workplace environment to ease
work requirements while improving treatment of non-regular
employees, we remain focused on devising work environments
and evaluation systems that can respond to varied workrequirements and increasingly diverse social environments freefrom barriers of gender, age, or other factors. We are dedicated to
becoming a company that enables employees to fully
demonstrate their abilities while experiencing the joy of work.

Working with stakeholders
Throughout our company’s 115-year history, we have always
supported our stakeholders, who comprise our customers,
subcontractors, local communities, employees, and shareholders
and other investors.
In order to respond to their expectations, we remain focusedon further enhancing our corporate value through continued
growth while positively addressing issues related to theenvironment, society, and governance.
We look forward to your ongoing support as Dai-Dan
continues to pursue its corporate interests.

1 ZEB (Net-Zero Energy Building) is a state-of-the-art building technology combining photovoltaic power generation with highly energy-efficient designs aiming at a
Net-Zero energy balance throughout the year.
2 A widely publicized program for registering businesses that are proactive in promoting energy-efficient buildings as “ZEB Leading Owners.”
3 The ZEB Planner registration system is a widely publicized program for registering design, installation, and consulting companies as “ZEB Planners” who proactively
promote the ZEB concept among building owners.

03

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04Dai-Dan’s Businesses■ Fiscal 2017 Orders Received and Net Sales Ratios by Segment

Corporate Profile
Company
name

DAI-DAN CO., LTD.

Plumbing installations
32,506 million yen

22.1%■ Organization Chart
Auditors’ meeting
Board of Directors

Head office 1-9-25 Edobori, Nishi-ku, Osaka, Japan

Executive Committee
Compliance Office

ChairmanMarch 4, 1903

Technical Research Laboratory

Industrial Facilities Division

Capital fund 4,479,725,988 yen

Employees

150,000

Technical Construction Division
Advanced Technical Construction Division
Sales Division

1,540(as of March 31, 2018) consolidated

Air conditioning
installations
85,926 million yen

59.9%■ Orders Received/Net Sales

120,000

127,394

143,503

131,633

124,445

144,007138,346

121,780

147,335

Net sales

143,448

125,253

90,000General Administration Division

60,000

Hokkaido

30,000

Tohoku0

Niigata

East Japan Area

Orders received(Millions of yen)

Production Planning Department
Technical ConstructionGroup

Net sales
143,448
million yen

Technical Development Division

Regenerative Medicine Division

Incorporated October 10, 1933

18.1%

62.5%

Internal Audit Office
Technical Development Planning Office

Technical Development
Group

22.0%

Dai-Dan’s Businesses

President

Electrical installations
25,996 million yen

Air conditioning
installations
92,093 million yen

Compliance Committee

Vice-president

Founded15.4%

Ordersreceived
147,335
million yen

Shareholders’ meeting

Plumbing installations
31,525 million yen

Electrical installations
22,735 million yen

2013

2014

2015

2017

2016

(FY)

Singapore BranchTokyo Head Office

Stock listing The first section of Tokyo Stock Exchange■ Operating Income

NagoyaCentral Japan Area

Hokuriku(Millions of yen)

Osaka Head OfficeWest Japan Area

(Millions of yen)

8,000

Okayama
Chugoku

6,537 6,750

6,000

Shikoku
Kyushu

4,000

Financial Highlights

4,171■ Net Income■ Ordinary Income
8,000

7,385

6,000

4,547

6,770 6,939
4,471(Millions of yen)

7,674

6,000
5,000

4,875

4,000

2,000

0

0

2013 2014 2015 2016 201７ (FY)

2,000

4,638

1,670

1,000
0

2013 2014 2015 2016 2017 (FY)

■ Total Assets/Net Assets/Equity Capital Ratio

Total assets

20132014 2015 2016 2017 (FY)Net assets

Equity capital ratio（％）(Millions of yen)
150,000■ Accounting Year(in million yen)

FY2013

FY2014FY2015FY2016FY2017

Orders received

127,394

131,633

143,503

144,007147,335

Net sales

124,445

121,780

138,346

125,253

143,448

Selling, general and administrative expenses

9,966

10,016

10,176

11,038

11,400Operating income

4,171

4,547

6,537

6,750

7,385

Ordinary income

4,471

4,875

6,770

6,939

7,674

Net income

1,670

2,921

4,248

4,638

5,109

Return on assets (ROA) (%)

4.1

4.3

5.7

5.8

6.1

Return on equity (ROE) (%)

3.7

5.9

7.9

8.3

8.4

Cash flows from operating activities

3,117

2,427

611

5,395

3,320

Cash flows from investing activities

(172)

(401)

(493)

(1,442)(315)

Cash flows from financing activities
Cash and equivalents at end of period(892)(2,344)

(894)

(925)

(1,711)

24,59824,35823,536

26,54927,858■ Fiscal Year-End

120,000

111,3 4 7

113,440

90,00060,00030,000
0

5,109

2,921

3,000

4,000

2,000

4,248

46.9%
46,609118,454

122,312
44.5%

48.8%

58,00454,58353,462

131,326

50.0

48.9%

48.0
46.0

64,417

44.0
42.0

41.7%
2013

2014

2017

2016

2015

(FY)

40.0

Operational Highlights■ Non-Financial Data

(in million yen)

Number of employees (consolidated)

FY2013

FY2014FY2015FY2016FY2017

1,472

1,498

1,493

1,505

1,540

38

36

26

18

36

FY2013

FY2014FY2015FY2016FY2017

Number of workplace accidents

Total assets

111,347

113,440

122,312

118,454

131,326

Frequency rate of workplace accidents1

0.536

0.461

0.173

0.190

0.168

Net assets

46,60953,46254,58358,00464,417

Severity rate of workplace accidents2

0.077

0.021

0.017

0.004

0.024

41.7

46.9

44.5

48.8

48.9

CO2 emissions from offices (tonnes)3

1,428

1,745

1,618

1,732

1,749

Equity capital ratio (%)

1 Number of workplace accidents per million work hours 2 Number of workdays lost per thousand work hours
3 Beginning in fiscal 2014, the target was changed to reflect the new CO2 equivalent.

05

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06

Dai-Dan’s Businesses

Our Services

Air
conditioning
installations

The temperature, humidity, flow and purity of air are indispensable to maintaining a comfortableinterior environment in a building. Air conditioners help to create and maintain this environment.
Air conditioners vary from general-purpose types for office buildings to precision models usedin semiconductor fabrication plants. At Dai-Dan, we respond to the needs of our customers byapplying expertise gained through long experience and developing advanced air conditioning
technologies at our Technical Research Laboratory.
Our air conditioning systems have been installed in many advanced facilities, including
energy-efficient green data centers, hybrid operating rooms, and cell-processing facilities (CPF)
required for regenerative medicine.
We also can turn to our advanced technologies and vast experience in order to assist
customers with planning, design and installation services required for ZEB conversions.

Plumbing
installations

Water is a precious resource. Plumbing components are used to supply safe, clean water andfacilitate appropriate drainage of wastewater. In addition to providing plumbing installations, weoffer plumbing systems that harvest rainwater and reuse wastewater as an important step
toward preserving the natural environment.
We also strive to ensure safety and protect our customers’ building assets by installing
sprinkler systems as well as indoor and outdoor fire hydrant systems, all of which help to reduce
the risk of fire.

Renovations

The renovation of building systems enhances their functioning in addition to improving
performance and upgrading the interior environment. In addition, renovations enhance the value ofthe customer’s asset while extending its service life and improving the building’s energy efficiency.
We formulate a renovation plan to meet the various needs of the customer by leveraging ourown equipment diagnostic technology developed through the construction expertise we havegained from dealing with building systems through our comprehensive building services business.
We provide installations that accommodate existing needs as well as follow-up service to address
any issues that might arise.

Overseas
operations
07

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Dai-Dan has operations in Singapore and other countries where we provide services to factories
and research centers that can fully utilize our expertise.
We have completed a number of contracts overseas, primarily in our field of expertise. We
have built cleanrooms and installed energy saving systems that have been very well regarded
by our customers.
Dai-Dan provides high quality systems and strives to establish a strong presence in each of
the respective countries.

Projects completed in FY2017
Dai-Dan’s Businesses

Electricalinstallations

Electricity and the electrical equipment through which it flows are the lifeblood of a building.
They supply the power to the equipment and services that enable a building to function as intended.
Electrical installations encompass high-voltage transformers, distribution panels, and thewiring that supplies electricity to lighting, outlets, pumps and fans and the like.
Electrical equipment is crucial to a building’s energy efficiency and to its capacity togenerate and store energy. Dai-Dan provides the equipment required to convert a building to a
ZEB, or net-zero building by, for example, reducing power consumption through the installationof LED lighting, generating electricity by installing solar panels, and enabling the energy
storage required for the efficient use of electricity generated by the sun.
Dai-Dan’s electrical equipment technologies are not limited to energy-efficiency
applications; they also extend to diverse areas such as supporting the business continuity plansthat take effect during times of disaster.

Major Projects Completed in FY2016 and FY2017

Agricultural Research Building, Ito Campus, Kyushu University

GINZA SIX

(air conditioning installation)(electrical installation)

Building D, Toyama Murata Manufacturing

Kurashiki Municipal Hospital, Kojima

Wakayama Regional Joint Government Building(air conditioning and plumbing installations)(air conditioning and plumbing installations)(air conditioning and plumbing installations)Kakogawa City Hospital

Miyota Saku Factory, Citizen Watch Manufacturing

JA Niigata Kouseiren Ojiya General Hospital(air conditioning installation)(air conditioning and plumbing installations)(air conditioning and plumbing installations)

Projects completed in FY2016

CP-R3 Project, Kao Odawara Research Laboratories

Toyosu Smart Energy Center(air conditioning and plumbing installations)(electrical and air conditioning installations)

D A I - D A N R E P O R T 2 018

08

Dai-Dan — challenging ourselves andcreating the future with our technologies —Mid-Term
Management Plan
Fiscal 2018–2020

Management
Policies① We maintain focus on our customers as the business environment changes
so that we can meet all their needs② We operate the business in compliance with all legal and regulatory requirements③ We ensure that our corporate activities assure the safety and quality of
products and services and contribute to environmental preservation④ We attain our corporate targets by pursuing both our strategies and policies

Dai-Dan’s Businesses

Management
Principles

As a building services engineering andinstallation provider, we continuallytake on the challenge of creating value
for our clients while contributing to thedevelopment of a better environmentand stronger communities

For the year ending
March 31, 2021 (Term 92)
Targeted
Earnings

Consolidated

Individual

Orders received

151 billion yen

150 billion yen

Net sales

151 billion yen

150 billion yen

8 billion yen

8 billion yen

Operating profit

Management
BenchmarkOperating profit ratio: 5.3%

Vision of 3-year plan for the commemoration of our 120th anniversary

Establish the hopeful and attractive Dai-Dan with
Aggressive Strength

A
S

Aggressive Strength

Supportive Strength

Competitive
Strength

Growing
Strength

D A I - D A N R E P O R T 2 018

Strengthening practical competence

Strategy 1

Strategy 2

Approach to new businessSupportive Strength

We, as a company having bothsociety by maximum utilization

Management
Foundation

Establishment of a robust system thatis not affected by changes

Strategy 1

Strategy 2Strategy 1

Ongoing promotion of thecompliance management andstrengthened governance① Strengthened governance and ongoing training
to assure fair and appropriate transactions② Proactive disclosure of information

Strategy 3

Strengthening sales force① Reinforced skills to respond to customers② Promotion of organizational sales activities

Expansion of business areas by utilizing the characteristics of building services
engineering and installation business① Promotion of alliance among industries in the regenerative medicine business② Approach to the stock & renovation-oriented societysociality and profitability, contribute to the development of futureof management resources
Strategy 2

Improvement in employees’satisfaction

Strategy 3① Promotion of innovation for fulfilled working life
② Strengthened approach to secure human resources③ Enhancement of the corporate image throughdisseminating information① Establishment of an organization that can
respond to market changes② Reconstruction of overseas businesses③ Win-win relationship with associate companies

Establishment of a strong
management foundation
to respond to changes
in market conditions

Strengthening provision ofadvanced technology① Offering the next generation ZEB② Establishment of a technical base to respond to
customers’ needs③ Strengthened automatic control technology for
integration with IoE① Promotion of strategic business plans② Creation of a next generation environment andtechnical development

Challenge to
new business areas

Corporate
Responsibility

to create a better environment with our comprehensive strength offor future development① Establishment of the site support system② Reinforced approach to the improvement intechnology③ Approach to the improvement in productivity
with promotion of i-Construction

A company continuouslychosen by customers

A company trusted
by society

09

Strategy 1

We become a partner for customers
ALL Dai-Dan and technical strength“Aggressive Strength” and “Supportive Strength”

Strategy 2

Approach to environmental andsocial contribution activities ascorporate citizen① Promotion of environmental and social contribution
activities② Promotion of outside activities to contribute to
growth of building facilities business

Utilization of capital andfinancial bases① Building relationship with stakeholders
according to capital policies② Consideration on investment in growing
businesses

Strategy 3

Achievement of the sustainable
society① Promotion of environmental managementin view of SDGs
② Information disclosure to be evaluatedthrough ESG investment

D A I - D A N R E P O R T 2 018

10

Dai-Dan’s Corporate Social
Responsibility
We strive to provide comfort that is friendly
to both people and the environment.

FeatureWhat We Are Doing to Ensure
Continued Growth

Initiatives Supporting Sustainable Development Goals
In September 2015, the UN General Assembly adopted the Sustainable Development Goals (SDGs) for implementationby the entire international community. Additionally, in November 2017, the Japan Business Federation revised its
Charter of Corporate Behavior to encourage companies to contribute to efforts to resolve social issues while pursuingsustainable economic growth.

Dai-Dan believes that we play our part in the sustainable development of society by delivering safety, security and comfort
to people’s lives through our building services engineering and installation work. CSR at Dai-Dan is about encouraging each
employee to pursue the realization of a better environment and the development of society as they perform their tasks in
Feature What We Are Doing to Ensure Continued Growth

keeping with the five Action Principles of our Corporate Code of Ethics (p. 35).

Stakeholder Relations

Customers

Environment

Local
community

What Dai-Dan Is Doing with ZEB

Our take on ZEB as a building
services engineering andinstallation providere2

P. 15-16

ur

e
ur
at
Subcontractors

atP. 13-14

1

DAI-DAN CO., LTD.

As a company that has earned the trust of society, Dai-Dan is committed to the development of management with fullawareness of the SDGs as a means of contributing to the emergence of a sustainable society. In this feature, we
introduce two examples of our efforts in support of the SDGs.

Fe

Employees

Shareholders

Fe

Customers,
shareholders,
employees,
subcontractors and local communities—
collectively, our stakeholders—are always
the focus of any action we take when
conducting our corporate activities. We
believe that it is imperative that we accurately
identify the expectations and requirements ofour stakeholders through communication andrespond to these needs, in order for us togrow as a company.
We therefore hold semiannual briefings on
earnings for analysts in addition tocommunicating with stakeholders by offering
tours of our facilities, issuing press releases,
and disseminating information through our
corporate website.

Facing Challenges in the Regenerative Medicine Business

Refining regenerative medicine
into a commonplace medical
treatment

Dai-Dan’s Responsibility
Environment
We strive to protect our environment and prevent global warming by strengthening our initiatives
to develop low environmental impact installation processes and energy saving technology.

11

Customers

Shareholders

Employees

Subcontractors

Local community

We strive to meet ourcustomers’ needs andprovide them with highvalue-added solutions
as well as high quality,
comfortable spaces.

We recognize that it isour duty to enhance
corporate value, maintaintransparent and soundoperations and disclose
appropriate information
in a timely manner.

We place priority on
our employees’ safety
and health, and arecommitted to ensuringthat their workplace is
comfortable.

• We conduct businessnegotiations with ourbusiness partners
including subcontractors,
while striving to adhere toprinciples of the utmost
fairness and transparency.
• We are committed to
improving safety andquality by building healthy
partnerships with our
subcontractors.

We recognize that weare a member of society
and strive to exist inharmony with the local
community through oursocial contributions in
our position as a
responsible corporate
citizen.

D A I - D A N R E P O R T 2 018

Goal 7

Affordable and Clean Energy

Goal 3

Good Health and Well-being

Goal 13

Climate Action

Goal 9Industry, Innovation and Infrastructure

In order to contribute to the emergence of a low-carbon
society from the perspective of building equipment, we arepromoting the development and diffusion of our net-zerobuildings by utilizing advanced energy-efficiency technologies
and renewable energy.

Contributing to the development and clinical application ofregenerative medicine that introduces innovative medical treatmentsfor previously difficult-to-treat diseases. In order to solve this issue,
we established a base for open innovation and are promoting
technological development and information dissemination throughcollaboration with various participating businesses.

D A I - D A N R E P O R T 2 018

12

1
tu
re
Fe
a

What Dai-Dan Is Doing with ZEB

Our take on ZEB as a building services engineeringand installation provider
Buildings account for 20% of all energy consumption in Japan’s businesssector; therefore, the importance of energy-efficient buildings has returned to
the forefront.
As a result of their considerable energy efficiency, our net-zero buildings arerenowned as state-of-the-art structures designed to achieve zero net energy
consumption annually by generating energy from solar radiation.

The knowledge and expertise obtained from construction of the enefice Kyushu
ZEB structure inspired the start of construction of enefice Shikoku at the
Shikoku Branch of Dai-Dan.
Building on the concept of next-generation building with enhanced comfort and efficiency by refining the ZEB technology wehave cultivated to date
● Refinement of ZEB technology

For this project, designs and technologies wereadopted that fully expanded on the achievements
at enefice Kyushu. In consideration of the postfeed-in-tariff system, the structure independently
generates renewable energy through power
generation equipment and the like.

● Improved comfort

Dai-Dan’s focus on “smart” technologies
2013

2015

● Improved economic efficiency

2016

Costs have been reduced by at least 10%compared with the cost of constructing a
conventional ZEB facility.

Performance of enefice Kyushu
Construction of the Smart Energy
Lab at the Kyushu Branch

Verification and assessment of energy
conservation, generation and storage

Verification and assessment ofretrofitted “smart” technologies

Creation ofa next-generation building● Introduction of advanced technologies for● Implemented proposals for diverse technologies● Construction of an office building designed forconserving, generating, and storing energy● Verification of technologies for efficient use ofenergy resources and achievement of energy
independence and supply stability

tailored to the needs of buildings (Palette Renewal)● Introduced and validated technologies to enable
heat exchange between buildings.
● Constructed the next-generation Zero Cubic officenoted for comfort and energy efficiency.

harmony with the environment● Verification of building operation during actual use● Visualization of building performance (qualification/
certification by external organizations)(68% reduction from the standard)
100%

Goals for enefice Shikoku

Achieved ZEB requirements(101% reduction from the standard)

Enefice Shikoku was certified
as a ZEB design and earned a
BELS 5☆/ZEB rating.

Assessment of enefice Kyushu (Kyushu Branch)● LEED Platinum Certification● Winner of the Sustainable
Architecture2 Award

1

Enefice Kyushu was awarded thehighest rating of “platinum” in the
category of EBO+M (operation andmaintenance of existing buildings) of the
LEED certification system. This rating
system comprehensively assesses
buildings in terms of energy efficiency,
water consumption, indoor environment,
and other factors.

● BELS3 5☆
ZEB Ready

LEED rank: Platinum● CASBEE4
rank SAt the Sustainable Architecture Awards,
which present prizes intended to highlightbuildings exhibiting excellent sustainability,
enefice Kyushu was highly evaluated for its
efforts toward operation improvements andcomfort in the usage phase, as well as its
remarkable record for reducing environmental
impacts and increasing energy efficiency.

● Encouragement Award of theInstitute of Electrical Installation
Engineers of Japan5< Energy consumed >Retrofitting with state-of-the-art“smart” technologies

Set standard primary energy consumption

ZEB Ready< Energy generated >New wing at our TechnicalResearch Laboratory

Criteria for determining ZEB standards(quantitative definition)· ZEB Ready

The energy consumption rate is reduced by at least 50% fromthe set standard value, excluding energy generated; and isreduced by 50% to less than 75%, including energy generated.

Director’s Prize for
Sustainable Architecture● The Carbon Neutral Award6
Branch Encouragement Prize· Nearly ZEB

The energy consumption rate is reduced by at least 50% fromthe set standard value, excluding energy generated; and isreduced by 75% to less than 100%, including energy generated.

· ZEB

13

Leadership in Energy and Environmental Design, a green building certification system
An award sponsored by the Institute for Building Environment and Energy Conservation
Building-Housing Energy-efficiency Labeling System
Comprehensive Assessment System for Built Environment Efficiency
An award sponsored by the Institute of Electrical Installation Engineers of JapanAn award sponsored by the Japanese Association of Building Mechanical and Electrical Engineers

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78

A widely publicized program for registering businesses that are proactive inpromoting energy-efficient buildings as “ZEB Leading Owners”
A widely publicized program for registering design, installation, andconsulting companies as “ZEB Planners” who proactively promote the ZEB
concept among building owners

50%Standard

enefice
Shikoku-52%-53.5%

48%

46.5%

Energyefficiency
achieved withgeothermalenergy andexternal thermal
insulation

-16%
-25%

ZEB Ready-47.5%

Photovoltaic
panels

(68% reduction from the standard)

-50%

-75%

Achieved ZEB requirements(101% reduction from the standard)● ZEB Planner8

Dai-Dan has been registered as a ZEB
Leading Owner, an advanced building ownerthat has constructed a net-zero building. We
contribute to the adoption of ZEB bydisseminating information through tours andby encouraging customers to experience thebenefits of net-zero construction.
Construction record

Number of ZEB assets

enefice
Kyushu100%

The energy consumption rate is reduced by at least 50% fromthe set standard value, excluding energy generated; and isreduced by 100% or more, including energy generated.

● ZEB Leading Owner7

1
2
3
4
5
6

Feature 1 Our take on ZEB as a building services
engineering and installation provider

In addition to achieving high performance inenvironmental terms, this building aims tocontribute to reforms in work style and wellness(specifically in terms of improved intellectual
productivity and better health), improved comfort,
and greater occupant satisfaction.

1 unitHaving been registered as a ZEB Planner,
we offer potential customers consulting
services such as proposal and planningfor ZEB conversions as well as design,
installation, and operation services.
Planning record

ZEB
Others1 unit13 units
D A I - D A N R E P O R T 2 018

14

2
tu
re
Fe
a

● Facility tours

For users and individuals from academia
and participating businesses, we haveconducted about 100 tours of ourfacilities (inside and outside thecompany) in which we exchange avariety of information and opinions. We
also organize tours for our own
employees with a focus on employee
training.

● Verification (of systems, operation and maintenance control,
and performance of the CPF)
We acquire environmental data during actual use and when the CPF
is rented to users performing cell culturing and processing. We verify
the performance of the entire CPF as well as each system in addition
to conducting operation and maintenance control.

Facility tour

● Information exchange meetings

We hold interviews and informationexchange meetings with users inorder to examine issues related tooperation and maintenance control
of a CPF.

Facing Challenges in the Regenerative Medicine BusinessInformation exchange meeting

Accommodating Open Innovation“Requirements for the clinical application and popularization of regenerative medicine,”
presented at the Co-hosted Academic Seminar 21 of the 17th Congress of the Japanese Society for Regenerative Medicine

providing and maintaining a cell processing facility (CPF),
which renders regenerative medicine fairly costly.
We have introduced a CPF incorporating revolutionary
concepts that meet the needs of safety, economy, andease of use; in fact, we developed and validated thetechnologies that have made this innovation possible. In
April 2017, we established our Regenerative Medicine
Division, and we have undertaken a variety of initiatives tospark further innovation, with a special focus on Cellab
Tonomachi, our open innovation lab, which we opened at
the same time.

In Japan, government, research institutes, and private
enterprises have been collaborating on the research andclinical application of regenerative medicine. Dai-Dan has
undertaken much research and development in the medical
and pharmaceutical fields, posting a proven track record in
the process. Building upon these technologies, we haveentered the field of regenerative medicine, an area requiringknowledge of both medicine and pharmaceuticals.
Making regenerative medicine more familiar andcommonplace requires technological innovations andclinical applications from peripheral industries. The industry
is facing a current issue regarding the high cost of

Verification

Open Innovation
We collaborate with participating businesses in order toprovide products and services that meet user needs. As
our first step, we proposed an innovative CPF with a Smart
CP Unit combining programmable culturing equipment andour Air Barrier Booth.

■ Collaboration with participating businesses
Manufacturers ofprogrammableculturing equipment

Physical andchemical science
trading companies

Dai-DanFeature 2 Refining regenerative medicine into
a commonplace medical treatment

Refining regenerative medicine into
a commonplace medical treatment

Air flow analysis● What is a Smart CP Unit?

We have combined our proprietary Air Barrier Booth, which supports
clean rooms by providing a high degree of cleanliness, with
programmable culturing equipment by Kaneka Corporation andTerumo BCT, Inc. This has resulted in a low-cost, space-saving cell
culturing and processing environment with a short construction
period.

● First Smart CP Unit is shipped
Matsumoto
DentalUniversity
Hospital adopted a CPF for its
Cell/Regenerative Medicine Center.

Configuration example of Smart CP Unit

Sharing of Information
We aim to promote the adoption of regenerative medicine by sharing knowledge gained
from examination and verification of CPF hardware and software; engaging in
exchanges of information and opinions with users; and showcasing CPFs and related
equipment at conferences and trade shows.

Initiatives of Cellab Tonomachi
We are able to offer facility tours and information exchange meetings that take advantage of our CPF-equipped open
innovation lab. We also ask our users to collaborate in conducting various verification tests.

● Conference presentations

We made the following presentations at the 17th Congress of the Japanese Society for Regenerative Medicine.
• Eriko Matsuo et al:●Information-sharing

amongst 3 operating bases●Development of new technologies●Devising of new services

Kawasaki City,
Kanagawa PrefectureOpen
innovation

Cellab Tonomachi
Verification
at CPF

4F Life Innovation Center (LIC)

Cellab
A name derived from “cell processing facility & open lab”
Life Innovation Center
This facility was established by Kanagawa Prefecture as abase for deriving clinical applications and pursuingcommercialization.

Research on clothing specifications and entry methods for a cellprocessing facility• Mitsuteru Tada et al: Development of a semi-open air barrier booth to reducecross-contamination and lower CPF construction costs● Academic seminars

We co-hosted the following seminars at the 59th Annual Meeting of
the Japanese Association for Oral Biology.

Kobe Office
6F Kobe International
Business Center (KIBC)

Technical ResearchLaboratory Element

experiment

Collectionof information
on needs…Offices

Information
dissemination

15

Miyoshi Town,
Saitama Prefecture

D A I - D A N R E P O R T 2 018

Technologicaldevelopment

Address: R407 Life
Innovation Center, 3-25-22
Tonomachi, Kawasaki-ku,
Kawasaki City, Kanagawa
210-0821 JAPAN
Phone: 044-276-5010
Fax: 044-280-0036

We co-hosted the following seminars at the 17th Congress of theJapanese Society for Regenerative Medicine.

• Construction and operation of a cell preparation• Co-hosted Academic Seminar 21, Requirements for

Lecture 1
Cell culturing and its processes using a programmable closed
circuit cell culture system at a university hospital
Hideaki Kagami, Department of Oral and Maxillofacial Surgery,
School of Dentistry, Matsumoto Dental University

Lecture 1
Retinal regenerative medicine, from theory to practice
Masayo Takahashi, Riken Center for Biosystems Dynamics
Research (formerly the Center for Developmental Biology)

Lecture 2
Introduction of air barrier clean booth at a university hospital andits effects
Yu Kogawa, Regenerative Medicine Division, Dai-Dan Co., Ltd.

Lecture 2
Developing innovative cell processing facilities for advanced
manufacturing
Yoji Sasaki, Regenerative Medicine Division, Dai-Dan Co., Ltd.

system for use in alveolar bone regeneration medicine

Kobe City,
Hyogo Prefecture

Presentationcommercialization and popularization of regenerative
medicine

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16

CO2 Reduction
Creating the Environments that Meet Customer Requirements with

Dai-Dan’sDevelopmental Technologies
To meet the increasingly diverse needs of our customers and contribute to the emergence ofa sustainable society, we employ light, air and water more organically and with greater functionality.
With our technological capabilities, we create the environments our customers require.

Outdoor air cooling systems

Data centers■ Illustrated view of an outdoor air cooling system

Air conditioning systems that utilize outdoor
air as a cooling medium are an innovative
way to reduce the energy load of new data
centers. The idea here is to cool ICT*
equipment by directly drawing outside air
into computer rooms during winter andbordering seasons.
We are conducting research anddevelopment into air-conditioning thatutilizes outdoor-air with the goal of offeringa server room environment of even greater
stability and energy efficiency.

① Technology for mixing return airand fresh air③ Outdoor air/exhaust faninterlock control technology

Server room

Fresh
air

ExhaustAir AHU
conditioning
machineroom

Airconditioning
machineroom② Humidification control technology* Information and Communication Technology

CO2 Reduction
P. 18●Outdoor air cooling systems●Dehumidification systems●Flow Smart

P. 19●Ceiling Free
●Barrier Smart Series●Immunocompromised patient room●ion-Drop

Manufacturing the lithium-ion batteries
used to power electric vehicles and othermoisture-sensitive parts requires a roomwith very dry air (low dew point). The
dehumidifiers used to dry the air consume
a great deal of energy, so minimizing
energy consumption has proven to be amajor challenge in this field.
We are making progress toward thedevelopment of an energy-efficientdehumidification system.

Electronic and precision device plants, etc.

■ Illustrated view of an energy-efficient dehumidification system

Introduction of
hot airflow generator

The rotor adsorbs
atmospheric moisture.

Moisture adhering to therotor is removed with hot air.

Air
Fan

Exhaust

Rotor

Fan

Rotates

HeaterDehumidifier

Humid air becomes dry air.

Low-dew-point room
Dry air becomes humid air.

Supply air

CO2 Reduction

Returnair

Dai-Dan’sDevelopmental Technologies

Engineering

Dehumidification systems

Moisture is
generated.

Moisture is
generated.

Longer Equipment Life
P. 20

P. 21
|
P. 22

●Open Degasifier●Air filter regeneration technology
utilizing supercritical CO2●ARAPACTechnical Research Laboratory●Smart buildings based on IoT●Efforts to improve installation efficiency●Engineering by thermal flow dynamics

Flow Smart
Flow Smart (a pump flow control system foruse with refrigeration units) is used by many
types of facilities as an energy-efficiency
technology to reduce the energy consumed
by the pumps in the air conditioning units.
This system reduces the running cost ofequipment by providing inverter control ofthe pumps for refrigeration units, whichconventionally have been operated at aconstant speed. It enables a 60% reductionin the energy required to run the pump in
refrigeration units.

Factories, hospitals, shopping malls, etc.

■ Illustrated view of the Flow Smart system
Conventional systemAir
conditioner“０”
bypassairflow

Secondary pump

INV

INV

Bypass airflow

Constant
flow rate

Refrigeration unit

Flow Smart system
Air conditioner

Ｐ

Secondary pump

±0

Ｆ
Ｆ

Airflow gauge±0Ｆ

Variable
flow rate

Cooling
tower

Constant flow rate

Refrigeration
unit

Variable
flow rate

INV
INV

Cooling
tower
Flow Smartcontroller● Bypass airflow control technology developed by Dai-Dan● Reduces energy consumption of water and coolant pumps in refrigeration units● Highly energy-efficient as demonstrated by strong demand17

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18

Engineering

Longer Equipment Life

Ceiling Free

Office buildings, etc.

Ceiling Free is an integrated systems package for office buildings that neatly bundles
lighting, air conditioning and fire prevention features into an easy-to-install ceiling unit.
The lighting design and air conditioning system balances comfort and energy
efficiency by taking into account the perceived brightness1 and by providing an active
chilled beam 2.

■ Illustrated view of Ceiling Free installation

1 The level of brightness perceived by the occupant from the amount of light entering the eye not only
from the desk surface, but also from the entire room
2 The air conditioner that incorporates cool and warm water coils

Barrier Smart Series

Pharmaceutical plants, research labs, etc.

Prevents cross-contamination
when opening and closing doors

Fan

DamperOutdoor atmospherepressure detecting open end

Barrier Smart CM

The number of “+” indicates thelevel of pressure in the chamber.

Stabilizes standard pressure

Hospitals

These rooms have been designed to protect patients withweakened immune systems due to, for example, hematopoietic
stem cell transplant (bone-marrow transplant) or acute leukaemia,
from pathogens. We have successfully created sterile environments
in rooms that appear almost identical to typical patient rooms. The
rooms have been designed with consideration given to comfort forpatients and accessibility for healthcare practitioners.
■ Private hospital room for immunocompromised patients

ion-Drop* Through ionization, a high voltage is applied to the air to create positive andnegative ions, which can eliminate static electricity.

■ The principle of ion-Drop
Duct

FilterFan

Ion generator

Ions

19

D A I - D A N R E P O R T 2 018

Open degasifier
Exhaust pipe

Dissolved
gas

BeforeAfter

Boiler andhot water tank
Air supply
pipe

supply circulating pumpＰ

Hot water
supply pipeＰ

Hot water return pipe

Water supply pipe

Air filter regeneration technology utilizing supercritical CO2
Manufacturing plants use air filters to adsorb
VOC and other airborne substances, but
end up discarding the used filters in droves.
Dai-Dan has developed and successfully
implemented a regeneration technology
intended to reduce this environmental load.
We have developed a recycling businessthat uses supercritical CO2* to wash andregenerate these air filters before returningthem to customers.

* CO2 at a temperature (31.1°C) and pressure(7.4 MPa) above the critical points that behaves asa fluid exhibiting both the diffusibility of gas andsolubility of a liquid.

Pharmaceutical plants, research labs, etc.

Dust and other particulate matter that clings to surfaces becauseof static electricity can degrade manufacturing environments,
which can in turn impact product quality and cause any number ofother problems. Focusing on the electrical force of ions, wedeveloped technology that prevents particles from adhering by
removing the electrostatic charge from surfaces. By blowing
ionized air* into target areas, our ion-Drop technology is helping toenhance both the clean factor of manufacturing rooms and thequality of products made there.

■ Hot water before and after
degassing■ Air Filter Cleaning and Regenerating Project
Customer plants & buildings• Electronic device plants• Printing plants• Chemical plants andothersReuse

Regenerated
product

Used product

Supercritical
CO2 cleaning

ARAPACThe manufacturing processes at breadfactories, flour mills, and other foodprocessing plants result in large amounts ofpowders
becoming
scatteredanddispersed in the air, which then end up
adhering to the inside of air conditioning
equipment. Powder adhering to heatexchange coils can cause such problems
as reduced air conditioning function, earlyequipment wear, and mold. Accordingly, it
is necessary to clean these coils frequently,
requiring extra time and work from
customers.
We developed ARAPAC, a package air
conditioner able to clean its own coils
automatically, extending equipment life andreducing customer burden.

Electronic and precision
device plants, etc.

Engineering / Longer Equipment Life

Immunocompromised patient room

■ Illustrated view of an open degasifier

Dai-Dan’sDevelopmental Technologies

pressure are the opening and closing ofdoors, fluctuations in the outside airpressure, and changes and modeswitching of air intake and exhausts.

An open degasifier serves to reduce
corrosion in the copper piping of centralized
hot water systems*. It separates and removes
residual chlorine, dissolved oxygen and freecarbon dioxide by spraying hot water inside adegasifying tank that connects to the hotwater supply pipe. The hot water spraymagnifies the surface area that is in contact
with the air, which enhances the efficiency ofseparation.

Hospitals, care facilities, etc.

* Hot water systems equipped with a return pipe andBiological clean rooms such as ■ Illustrated view of Barrier Smart Series
those found in pharmaceutical
Barrier Smart EQ
Barrier Smart AD
manufacturing facilities require
Suppresses air pressure changes
Maintains air pressure whencaused by sudden windschanging modes
room air pressure (and air pressurein each individual room) to beExternal air inlet
closely controlled in order toprevent dust from getting mixed in
Airflow
Airflow
regulator
regulator
Fan
Damperwith the pharmaceuticals, as wellas to prevent hazardous materials
Manufacturing area
Non-manufacturing areafrom leaking out of the room.
Set pressure
Set pressure
Set pressure
Barrier Smart MT
The Barrier Smart Series is ourSuppresses air pressurechanges caused by local
Decontamination
proprietarypressurecontrol
ventilation
devicetechnology that makes it possible
to inhibit the effect of various
Chamber
Chamber
external disturbances* which couldpressurepressurecontrol
control
Barrier Smart HB
disrupt room air pressure.
damperdamper* The main causes of changes in chamberOpen Degasifier

Food processing plants■ ARAPAC vs. Conventional air conditioners

Conventional air conditioner

ARAPAC

Production line

Decreased air
conditioning capacity• Flour adheres to coils.
• Filter quickly becomes clogged.

We’ve developed an air
conditioner with an automaticcoil washing system.

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20

Technical Research Laboratory
At Dai-Dan, research and development activities are organized and managed on
the following three pillar concepts in order that the “controlled environments we offer are
friendly to people, things and the planet.”

1 Basic research to ensure quality
In our basic research operations, we obviously develop technologies for making buildings comfortableand energy efficient, but we also research measures against noise, vibrations and pipe corrosion, conduct
preinstallation studies using thermal fluid dynamics, and perform duct and piping tests using mockups.

2

Smart buildings based on IoTComfortable and healthy work environments are looked at today as aneffective pathway to improving productivity, but because the way people
perceive comfort differs from person to person, we are working on newautomatic systems so that each person can control comfort to their liking.
In one such case, we successfully developed the industry’s firstcloud-based system for directly controlling building systems and are
currently conducting verification tests for an eventual roll-out in cohort with
IT solution innovator Information Services International-Dentsu, Ltd. We arealso working on AI with a goal of creating wellness offices and enhancing
convenience in the future.

Cloud
Automatic control

Internet
Wireless
communication

Equipment

Technological development that offers customers new value
Building

Our development work is promoted to offer growth areas such as the pharmaceutical and medical carefield, electronic devices industry and green products and services market technologies for reducing
environmental load, efficiently controlling indoor spaces and more in a timely manner.

3 Innovation that reaches beyond the building systems industry
We collaborate with universities and businesses from other industries to develop and apply newtechnologies. A good example of a cooperative project that has been loudly applauded both in Japan andabroad is the air filter cleaning business that we created through joint research with academia andgovernment into regeneration technology using supercritical CO2.

SensorEnvironment
set to personal
liking from asmartphone

Efforts to improve installation efficiency* Building Information Modeling. A computer system for managing projects that includes partsand materials selection, work planning and pricing in addition to building design and structural
calculations. By centrally managing all of the information regarding a building project, thearchitect, builder and owner can communicate more effectively and work can proceed more
efficiently.

Site
Images recorded by wearable camera
This technology we developed allows
us to automatically verify work
progress and quality.

Remotelocation

Job site progress verified using VR

Dai-Dan’sDevelopmental Technologies

To improve installation productivity without sacrificing quality, we arepromoting research and development into using ICT to increase work
efficiency. As a part of that, we developed technology for automaticallyverifying work progress and quality by recording the situation at a projectsite via a lightweight wearable camera and analyzing the images with AI.
Moreover, we are utilizing BIM* and VR (Virtual Reality) to quickly gain
approval of concerned persons and improve the productivity and quality of
our work. These efforts to improve installation efficiency are helping us toinnovate how work is done and make job sites more interesting.

Technical Research Laboratory

Aerial view of our Technical Research Laboratory in Miyoshimachi, Iruma-gun, Saitama Prefecture

Engineering by thermal flow dynamics

21

D A I - D A N R E P O R T 2 018

Outside view of the new wing

Entrance to the new wing

Research into biophilic design

Supercritical CO2 plant

One of the most importantcomponents of any air conditioning
job is to ensure the adequacy ofdesigns and installation quality.
Whether a typical office building,industrial plant or some otherenvironment that requires high-techengineering, we use thermal flow
dynamics for verifications in orderto provide the customer with thebest possible climate-controlled
space.

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22

Exceeding customer expectations
with knowledge, experience and action

Dai-Dan’s
Practical Competence
Every building system we deal with is unique and different, which requires us
to employ flexibility and creativity when challenged to accommodate
a variety of building structures, usage patterns and customer needs.
As a building services engineering and installation provider, we are committed to exceeding
the expectations of our customers by applying the knowledge and experience we have gained
throughout our history. Moreover, since our establishment, we have exhibited the ability
to provide design solutions and installation expertise with inherent skill.
This is Dai-Dan’s practical competence in the field.

Hotel Dream Gate
Maihama Annex

Installation
example1

BIM used in design and site management

Owned by the East Japan Railway Company andNippon Hotel Co., Ltd., the Hotel Dream Gate Maihama
Annex is an urban resort for families and groups, directly
connected to Maihama Station (actually locatedunderneath the tracks) — the gateway to Tokyo Disney
Resort, hence the name. The hotel was built by
Takenaka Corporation. We installed the air conditioning
and plumbing systems. Because the building itself isunderneath the railway tracks, there were obviously
height restrictions, so we anticipated installation
constraints. Therefore, we used BIM from the design
stage to know in exact detail how much space we were
working with.

Introducing Our Installations
Installation
exampleInstallation
example1

2

The University of Tokyo
General Library Annex

3

Kobe Eye Center

Type of projectAir conditioning and plumbing installations

Location

Urayasu City, Chiba Prefecture

Gross floor area

Approx. 3,660 m2 (2 stories aboveground)

Building use

Hotel (80 rooms)

Completed

October 31, 2017

■ Use of BIM in the installation stage· Drafting work was shortened because designs did not haveto be converted into installation drawings.
· Dangerous lifting work had to be done at night because
equipment had to cross the bridge. The work deck andtransport route were studied in 3D to find the safest and mosteconomically advantageous approach.

Bridge■ Use of BIM in the design stage· Building and equipment details were verified in the design
stage, which reduced the number of verifications that had tobe done at the site.
· Over 90% of the steel sleeves were included in drawings forsteel orders.

Continuously Improving Health and Safety
Initiatives with the Goal of Eradicating
Industrial Accidents

Section ①
Transported under thebridge by manuallyoperated lifters, etc.
Roof structure
Equipment
transport
plan/instructions

VOICE

Introducing Our Installations

Enhancing Our Installation Expertise andAbility to Provide Design Solutions■ Building outline

Dai-Dan’s
Practical Competence

Hotel Dream Gate
Maihama Annex

Installation
exampleStraight from the frontline

We went to great lengths repeatedly reworking the details,
but we learned how to use BIM. Seeing how it reduces
labor, I hope we will introduce new
BIM methods in the future so that
we can apply those benefits acrossentire projects from design tocalculations and installation.

Application of the Meister Program andEstablishment of Partnerships
with Our Subcontractors across Japan

Shun Harada
Chief of Design Section 2, Design Department,
Tokyo Head Office
Duct routing verification by BIM

23

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24

The University of Tokyo
General Library Annex

Installation
example2

Installation
example3

Mildew prevention for automated stack-rooms

The University of Tokyo is moving ahead with a newlearning center that includes a new annex underneaththe plaza in front of the main library and completelyrenovated interiors behind the library’s traditional
facade. The project itself entails building automatedstack-rooms and a plaza underground with
underground connections to the existing library. The
books in the new stack-rooms must endure theunderground environment for long periods of time,
which makes mildew a concern because of the moisture
contained in concrete. Under commission from Shimizu
Corporation, we installed the air conditioning andplumbing, and took measures against mildew.

■ Building outline

FountainGL
West exterior wall

Library Plaza

Approx. 46.3 m

South exterior wall

(3) Library Plaza
We adopted for the project the Clean Humidification Element Passing
Air System (Chepas) we developed. By continuously supplying
slightly acidic electrolyzed water to the air conditioner, the system kills
bacteria in the evaporative humidifier and drain pan below it.

Bunkyo-ku, Tokyo Prefecture

Gross floor area

Approx. 5,700 m

Building use

Automated stack-rooms for university library
Level B1: Library Plaza
Levels B2 – B4: Automated stack-rooms

CompletedMay 31, 2017

(1) Automated stack-rooms (Capacity: 3 million books)
The number of air vents was determined by design simulation.
Each floor Air blow outlets 25 (Upper part of book shelves)
Air intakes
45 (15 rows at 3 heights along walls)(2) Pit (Buffer zone around automated stacks)
Humidifier capacity and air blow outlet locations were verified from
mildew proliferation simulations (blue area in the illustration) during
installation.

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Gross floor area

Approx. 8,787.66 m2 (7 stories aboveground)

Building use

Hospital, research institute, cell culture facility

Completed

March 31, 2018

Clean Humidification
Element Passing Air
System (Chepas)2■ Mildew prevention

Kobe City, Hyogo Prefecture

VOICE

VOICE

User’s story

The Kobe Eye Center provides the kind of treatment you
would expect from a central hospital, but also because welink research with treatment and treatment with welfare
services, we provide patients with a variety of solutions that
improve their quality of life.

Masayo Takahashi
Project Leader, RIKEN Center for Biosystems Dynamics Research
Research Center Director, Kobe City Eye Hospital

Straight from the frontline

VOICE

This project was special in that the automated stack-rooms
were built underground, so temperature and humidity
control were the main features of the air conditioning
system. With the help of the Technical Research Lab, weverified and proposed mildew
prevention measures that were
important for the stack-rooms, whichwere adopted for the project andinstalled without a hitch.

Rooftop air-conditioning heat source

Introducing Our Installations

Location

Location(2) Sanitation system
Water supply:
Separate pumping systems for tap water and recycled water(for miscellaneous use)
Hot water supply:Central hot water system (water heater) + Standalone hot water system
Drainage: Wastewater, non-fecal drainage, rainwater
Fire-fighting:Sprinkler fire extinguishing system, foam fire extinguishingsystem, connected water supply system, point-specificautomatic fire extinguishers for hoods, etc.
Medical gas:
Oxygen, treatment air, suction, nitrogen, service air for otheruses than treatment
Specialty gases: Carbonic acid (piping only)

Dai-Dan’s
Practical Competence

Air conditioning and plumbing installations

Air conditioning and plumbing installations(1) Heat source and air conditioning equipment
Heat source:Standalone heat pump chiller
Cooling capacity: 2,450 kW
AC:
Packaged building air-conditioner■ Building outline
Type of projectType of project■ Equipment

Illustrated view of plan
(Source: Website of The University of Tokyo Foundation)

25

Air conditioning and plumbing installations
for new construction

The Kobe Eye Center was built to provide total
ophthalmological support from basic research toclinical application, treatment, rehabilitation and job
support including the world’s first clinical trials in retinal
treatment using iPS cells. It is a state-of-the-art facility
that operates as a tightly coordinated research institute,
cell processing center, hospital and low-vision carecenter. It was built by Maywa Komuten, Ltd. We
installed the air conditioning and plumbing.

Existing library

Automatedstack-rooms

Kobe Eye Center

Straight from the frontline

Because this was to be a state-of-the-art facility in the fieldof regenerative medicine, the project drew attention within
and outside the company. As a building where you findmedical treatment, research andwelfare services, you can expect not
only a comfortable environment but
also the best environment.

Satoshi Inoue

Koki Kaiden

Project Master of Engineering Section 1,
Engineering Department 4, Tokyo Head Office

Project Master of Engineering Section 1,
Engineering Department 3, Osaka Head Office

Equipment room

D A I - D A N R E P O R T 2 018

26

Enhancing Our Installation Expertise andAbility to Provide Design Solutions
Sharing and utilizing the enhanced value generated by our on-site expertise■ Case study presentations for sharing expertise and integrity throughout Dai-Dan
We held our “10th Case Study Presentations” in November
2017. This event gives our employees an opportunity topresent the achievements they have made through expertiseand integrity in the course of their day-to-day work. Awards arealso presented. A video conferencing system is used so that
employees across the country can participate. We also use a
web conferencing system to broadcast the presentation live toemployees.
Some 161 entries were submitted this year from across thecountry and covered a wide variety of content including one casewhere operational efficiency improvements led to lower costs
and a report on the experiences gained from a very challenging
project to establish advanced equipment technologies. Fromthese entries, one was selected for the Chairman’s Award, twofor the President’s Award, two for the Head of TechnicalConstruction Division Award, five for the Outstanding
Performance Award, 10 for the Good Effort Award and seven for
the Encouragement Award, totaling 27 awards in all (20 group
awards and seven individual). The winners were recognized with
their awards and presented their case studies. The Chairman’s
Award — the highest honor — went to the Tokyo Head Officefor their “Mildew Prevention Measures for a University Library.”
By taking lessons and ideas presented through the casestudies at the presentations and bringing these remarkableachievements into our offices and work sites to share andutilize them in in-house education, we are contributing to thefurther enhancement of Dai-Dan’s technical capabilities, safety,
and quality.

■ Publication of the DAI-DAN Technical Current News
With the objective of publicizing the technology we develop and our research initiatives, we publish
the DAI-DAN Technical Current News every September. The publication gives comprehensive
explanations of experiments, assessment methods and analysis results using charts and images.
The 112th edition was published in September 2018. Copies of these publications are donated to
the National Diet Library.

Feature articles• Introduction to research into regenerative medicine
at Dai-Dan• Performance results of regenerated VOC adsorbent• Research into highly controllable humidification bydrip osmotic evaporation• enefice Kyushu evaluation report 3• Corrosion mechanisms and countermeasures in heatexchanger copper tubing for multiple-tank hot water heaters
using well water• Introduction to recording and reporting tools that improve
installation efficiency• Working verification of building systems operated by IoT andcloud control• Verification of condensation prevention of double-layered duct

■ Technical Reports
Our engineering prowess has been underscored by the various efforts, hardships, failures andsuccesses in our design rooms and job sites. So that these personal experiences translate into
corporate assets and technologies, we report them within the company as essays in our “Technical
Reports.” The most recent edition includes detailed reports of the top 3 winning presentations from
our Case Study Presentations and 17 completed projects that were selected from our offices
across the country. Besides reports about industrial and medical facilities that speak to our efforts
to establish advanced equipment technologies, the journal introduces BIM, 3D scanners,
renewable energy, unit construction methods and other examples of the advances coming out of
Dai-Dan.

■ New Information Hour

VOICE

Comment from the winner of the Chairman’s Award

Satoshi Inoue
Project Master of Engineering Section 1, Engineering Department 4, Tokyo Head Office27

D A I - D A N R E P O R T 2 018

Hospitals

Device plants• Hospital equipment
guidelines for test lab
departments• Hospital equipment
guidelines for radiology
departments• Basic knowledge of air
conditioning and utility
systems for device plants

Pharmaceutical plants• Basic knowledge ofpharmaceutical plants• Basic knowledge ofpharmaceutical plants,
validations and equipment
installation

ZEB and energy-savings• Basics of cogeneration
systems• Basics of inverter control

ZEB and electricity• Basics of grid connections• Basics of solar power
generating systems

Training engineers and passing on skills applicable to work in the field■ An innovative human resource system for appropriate appraisal of field specialist engineers
Since 2014, we have been using a personnel system thatallows us to correctly evaluate and promote job site
engineers. The positions open to job site engineers are
Grand Project Master (GPM), Project Master (PM) andTechnical Master (TM). Our thoughts here are that, by

Enhancing Our Installation Expertise andAbility to Provide Design Solutions

It is truly an honor to have been chosen for the Chairman’s Award from amongst the numerous
examples of design and installation achievements, proposals and improvements submitted fromacross the country.
The project we presented began with a national university wanting to store books from theirlibrary underground for long periods of time in automated stacks. We were asked to build an air
conditioning system that would keep mildew from growing over the mid- to long-term, so weran simulations of the air flows, temperatures and humidities, and proposed preventative
measures. Our proposal, which was adopted, included using the Clean Humidification Element
Passing Air System “Chepas” we developed to condition the outside air. To meet thecustomer’s request, our Technical Development Group teamed up with other business units ofours to come up with a workable solution, which the customer rated highly and eventuallycontributed to our winning the Chairman’s Award.
As Dai-Dan engineers, this honor has encouraged us to carefully listen to future customer
requests, better understand the technical issues at hand and provide the best engineeringsolution possible.

Content covered this past year

Dai-Dan’s
Practical CompetenceAward recipients

The New Information Hour is held as a part of theworkshops primarily for engineering employees withthe aim of giving them fundamental knowledge in thefields of hospitals, pharmaceutical plants, device
plants, ZEB and energy-savings as well as ZEB andelectricity where our advanced technologies play asignificant role.
Eight years have passed since the Hour was firststarted, with 188 sessions being held and a total of
14,638 people participating. Theme selection andinstruction is provided by the Technical Development
Group and Technical Construction Group.
Moreover, for those who cannot attend the session,
we are increasing the opportunities for self-study bycreating videos for cloud services.

properly evaluating engineers for their skills and attitude,
we can increase their motivation, which will allow us toraise our technical prowess as a company and attract
more engineers.

D A I - D A N R E P O R T 2 018

28

Continuously Improving Health and Safety Initiatives
with the Goal of Eradicating Industrial Accidents

Application of the Meister Program and Establishment ofPartnerships with Our Subcontractors across Japan

Our Policies for Health and Safety

Maintaining quality assurance through strong partnerships with our subcontractors

Health and Safety Philosophy“Ensuring Health and Safety” is our obligation to all the employees of our companies, their families and the society.
Dai-Dan views the “health” and “safety” of all persons working for the company as a top priority. All employees from top
management down are expected to cooperate towards improving productivity, building a motivating workplace environment,
and earning and maintaining the trust of society.

Action Statements❶ We shall utilize “Health and Safety Management Systems” to eradicate all industrial accidents. We shall endeavor to eliminate risk andhazards in all work activities, and continuously improve and enhance the health and safety of our workplace.
❷ In compliance with workplace safety and health-related laws including our company’s internal health and safety management systems
regulations, we shall enhance health and safety standard of our employees and executives, preserve and improve their health, and create
comfortable rewarding workplaces.
❸ We shall regularly communicate with subcontractors and encourage them to launch and promote self-directed health and safety activities
with clear role assignments.
❹ We shall educate all people working for Dai-Dan in our policies for health and safety and also disclose them to the public.

■ Dai-Dan Meister Program
We have been offering our Dai-Dan Meister Program since2011 in order to improve job safety, efficiency and quality,
by providing a system for fairly evaluating and rewarding
foremen from our subcontractors so that they can secureskilled human resources.
Within the program, financial aid for high-level
certifications is given to test candidates to offset theassociated costs and financial incentives are paid to
Meisters and Excellent Foremen for the work they do at job
sites of ours, as a way of developing more Excellent
Foremen and High-Level Foremen, in addition to Meisters.
In July 2018, awards were presented to 92 certified
foremen from 54 companies and cash rewards were
presented to 138 Meisters and Excellent Foremen.

Safety performance
0.600

0.536

Target

0.500

0.461

0.400
0.300
0.200

0.230

0.230
0.077

0.020

0.300

0.300
0.190

0.173
0.021
0.020

0.020

0.017

FY2014FY2015

Total work hours

× 1,000,000

0.168
0.020

0.004

Frequency rate Severity rate Frequency rate Severity rate Frequency rate Severity rate Frequency rate Severity rate

FY2013Frequency rate
(frequency of workplace accidents)
The number of accident-related deaths
and injuries (four or more days off work)

0.350

0.100
0.000

Result

FY20160.020

Severity rate (severity of accidents)
0.024

Workdays lost

Frequency rate Severity rate

Total work hours

× 1,000

FY2017

Meister Award Ceremony
The 7th Meister Award Ceremony was held in December
2017. 842 foremen serving at Dai-Dan sites were
designated High-level Foremen, 27 of whom were namedExcellent Foremen. Furthermore, the four best foremen
were certified as Meisters.
A total of 32 Meisters have been certified to date, with
11 electrical workers, 11 plumbers, five duct installers, two
refrigerant pipers, and three insulation workers by trade.

VOICE

Comment from a Meister

It is a great honor to have been certified as a Dai-Dan
Meister last December, but the title also brings a lot of
responsibility with it.
A few of the things I do everyday at the job site are to
grasp the abilities of every one working, make sure that, asa team, everyone goes about work safely and that job site
rules are observed, and to carefully manage quality.
Communication is a vital part of that. That includes
creating an atmosphere where it is easy to open up by
taking with everyone, young and old, as well as interactingwith people doing other work in order to understandproblems and work progress in real time, adjust installation
methods, offer advice and so forth.
Before, I coordinated job site schedules between
project leaders and foremen, checked the installation
drawings against customer demands and procured
materials as a Registered Essential Technician. But, now,
as a Dai-Dan Meister, I go to the job site more determinedand defiant to get the job done right, so I place a lot ofimportance on teaching the younger
workers who will shoulder the next
generation and making sure that newmaterials and tools are used safely
and efficiently.

Tomonari Mihara
Daidenkouji Co., Ltd.

Target values

Elimination of accidents
involving falls
Reduction of long working
hours

Frequency rate:
No more than 0.300
Severity rate:
No more than 0.020

Priority items･ Compliance with rules and code of conduct when working at height･ Keeping track of working hours and encouraging employees to take holidays･ Implementation of tool box meetings, the practice of “finger-pointing
and calling” for each worker and “awareness activities”

In fiscal 2017, there were 36 work related accidents at Dai-Dan,
which is much higher than the 18 accidents reported the previous
year. This put the frequency rate at 0.168 and the severity rate at
0.024, so we missed our numerical targets. There were also
multiple fall-related accidents, which had been raised as animportant target in management plans, so serious accidents did
not decline as hoped.
Looking at accident trends on a monthly basis, the bulk ofthem concentrated in the first half of the fiscal year when the work
environment is traditionally bad, but an increase was seen in thelatter half of the fiscal year. Construction work being busy is
29

D A I - D A N R E P O R T 2 018

believed to be thecause, but work is
expected to only
get busier this fiscal
year, so the risk ofan accident will only
get greater. We will,
therefore, continue
to impart safety
guidance and call2018 Industrial Injury Prevention Rally, Tokyo
for attention.
As for those involved in accidents, there was an increase insupervisors including some Dai-Dan employees. Accidents
involving inexperienced personnel stand out in particular,
therefore we want to add more safety education to our training
curriculum, especially for new recruits, and make sure thattraining is implemented.
In fiscal 2018, we are raising the below initiatives across thecompany to improve our safety performance.
① Compliance with rules and code of conduct when working② Keeping track of working hours and encouraging
employees to take holidays■ Dai-Dan’s network of subcontractors

Meister Award Ceremony

In the building installation services industry, the availabilityof human resources varies greatly from region to region, tothe degree that labor pools can be considered unstable.
Moreover, many of the available workers are getting older
and retiring, which is making the labor shortage evenworse.
In order to maintain flexibility in our installation schedules
under these circumstances, we built a nationwide networkof subcontractors that extends beyond the purview ofindividual offices. Through this network, we can send
workers from around the country to offices where labor
shortages are anticipated. We are effectively using thisnetwork to ensure every job site has the workers it needs
and, by promoting interaction between subcontractors, weare creating in the process more opportunities for
subcontractors to improve their skills. Moreover, thenetwork helps us to safely provide customers with highquality building systems.
D A I - D A N R E P O R T 2 018

Continuous Improvement to Workplace Health and Safety Activities in Order to Eliminate Industrial Accidents
Application of the Meister Program and Establishment of Partnerships with Our Subcontractors across Japan

Targets

Dai-Dan’s
Practical Competence■ Initiatives for fiscal 201730

FY2017 CSR/ESG Performance and FY2018 Targets
In order to enable continuous improvement of our CSR activities, we set targets for each fiscal year and complete the PDCA cycle
accordingly.
In this report, the FY2017 performance and the FY2018 targets are summarized according to the seven core themes of ISO 26000*.
The information is also organized into ESG (Environmental, Social and Governance) categories.

Self evaluation

Target achieved

Target not achieved

Environmental (E)Governance (G)Fair andTransparent
Business
Practices

Environmental
Contribution

Community
involvement anddevelopment

ConsumerissuesFair operating
practices

FY2018 targets

Page

Management conducted reasonably and efficiently basedon Dai-Dan’s Corporate Governance Guidelines
Corporate law internal control system functioned appropriately• Proactively disclosed information at the appropriate time

Strengthen corporate governance to meet changes in social
trends33

Group training sessions, briefings, and seminars were held
to familiarize attendees with the importance of compliancewith laws and regulations• Published issue No. 19 of Compliance News to raiseawareness

Perform ongoing awareness-raising activities regarding
compliance and ensure our business activities comply with
the Antimonopoly Act and other relevant laws and regulations

35

Conduct emergency drills
Consider extending the safety check system to include
subcontractors in the office36

Achieve environmental management system plan targets

37•

Corporate governance

Build and maintain a system
to ensure ethical execution ofoperations•

Compliance

Strengthen the compliance system(compliance with the Antimonopoly
Act and other relevant laws andregulations) and promote soundcorporate management

Risk management

Periodically review and revise thebusiness continuity plan (BCP)•

Environmental
conservation
initiatives

Self
evaluationThe
environment

FY2017 performance••

Emergency drills were conducted
Safety check system extended to include subcontractors
at four of 11 offices in Japan

Solution
proposal
Planning
Designing••

Number of solutions that leverage Dai-Dan
technology adopted
CO2 emission reduction through design solutions
CO2 emission reduction through adopted solutions

Achieve environmental management
system plan targets

Promoted sustainable procurement
Installation Promoted sorting and recycling of industrial waste
Removed thermal insulation of drainpipes* Refer to page 37 for FY2017 environmental
targets and results.

* Refer to page 37 for FY2018 environmental targets.

Reduced the energy consumption
OfficeReduced the use of photocopy paper
initiatives Introduced hybrid vehicles

Meeting
Customer
Expectations

Valuing Our
Employees

Continue the activities of the sectional
Implemented the activities of the sectional committee
committee

Continue the activities of the previous fiscal year

40

Check and review the effectiveness of Monitored individual circumstances through additional
the Dai-Dan Mentor Systeminterviews with each mentor.

Continue the activities of the previous fiscal year―

Initiatives with
subcontractors

Strengthen technical expertise

Respect for humanContinue initiatives to raiserights and individuality awareness of human rights••

Improved technical expertise through major reviews oftraining session plans

Continue to strengthen technical expertise

Raised awareness through new employee training session

Continue initiatives to raise awareness of human rights

Conducted mental health seminars
Reviewed childcare leave and reduced work hour systems
Conducted stress checks for all employees

Continue the activities of the previous fiscal year

Percentage of persons working long hours who saw
a physician (93.8%)• Percentage of persons working long hours (0.31%)

Correct issues that cause long working hours•••

Work style reformation initiatives

Improved customer satisfaction
Reduced quality issues

41•

Dissemination oftechnical information
to external parties

Contribution to the constructionindustry

Delivered three lectures at the nationwide meeting of
the Institute of Electrical Installation Engineers of Japan• Delivered 14 lectures at meetings of the Society of Heating,
Air-Conditioning and Sanitary Engineers of Japan

Continue the activities of the previous fiscal year

43

Social contribution
activities

Targeted number of activities:
more than 440

Dai-Dan’s offices across Japan voluntarily conducted
447 activities

Continue the activities of the previous fiscal year

44

Sharing of technicalinformation

Share information obtained atworkshops

Held the Case Study Presentations

Continue the activities of the previous fiscal year

Presented activity outcomes via teleconferenceContinue the activities of the previous fiscal year

27

Workplace health andsafety management
systemAchieve workplace health and safety
management system plan targets

Work-related accidents increased relative to the previous
fiscal year
Safety results (frequency and severity rates)

Achieve workplace health and safety management system plantargets

29

Partnerships with
subcontractors

Ensure the Dai-Dan Meister System is Held the 7th annual Dai-Dan Meister Award Ceremony
implemented

Improve and entrench the Dai-Dan Meister System

30

•

•
•

Our CSR Activities

Dai-Dan’s
Practical
Competence

39

Achieve quality management system
plan targets

Work-life balance andthe work environment

Meeting Local
Expectations

Achieve quality management system plan targets

Quality improvement
initiatives“People” are ourgreatest asset

Social (S)Target/Task

Labor
practices

Items

Human rights

Theme

Organizational
governanceCore subjects of ISO 26000* A guide on how businesses can operate in a socially responsible way
31

D A I - D A N R E P O R T 2 018

D A I - D A N R E P O R T 2 018

32In order to ensure the sustainable creation of corporate value, we seek toimprove and strengthen our corporate governance system in a sustainable
manner. In addition, our executive officers and other employees upholdthe highest ethical standards when conducting business.

Corporate GovernanceOur approach to corporate governance
As a building services engineering and installation provider, weare committed to the management principles of always taking
on the challenge of creating value for our customers while
contributing to the development of a better environment andstronger communities. In justifying the trust placed in us by all
stakeholders including shareholders, customers, business
partners, employees, and local communities, we remain
focused on continuously enhancing our corporate governancein order to maintain effective management practices.

Our basic policy on corporate governance is as follows.

• Ensure the rights and equality of shareholders• To ensure transparency, fairness, speed, and decisivedecision making, the Board of Directors will carry out its
functions appropriately and efficiently• Endeavor to disclose information appropriately and holdconstructive dialogues with shareholders• Work appropriately with stakeholders other thanshareholders

Executive Committee

General Managers’ Meeting

Executive Committee meetings are held when necessary. The
committee comprises regular members who are appointed by
the Board of Directors and temporary members selectedaccording to the subject of the agenda. The committee develops
management policies and other policies for Dai-Dan and its
group subsidiaries, and extensively examine the progress of goal
achievement. In addition, the committee members discuss
important matters concerning management strategy andmanagement of the company itself. The committee then makes
recommendations to the Board of Directors as needed.

General Managers’ Meetings are, in principle, held once amonth to ensure that tasks are being executed in an integrated
manner. Management policies and measures are explained,
and the state of business operation of each office and theirrespective issues are discussed, and prompt solutions sought.

Corporate Officers’ Committee
The Corporate Officers’ Committee, in principle, meets once amonth. The committee members meet to discuss management
policies, important operational policies and decisions made by
the Board of Directors. The committee members also report onwork carried out by corporate officers.
■ Corporate governance system

Shareholders’ Meeting
Appoint/dismiss

Appoint/dismiss
Audit report

Board of Auditors

4 auditors(including 2 external auditors)

Audit

Appoint/dismiss

10 directors(including 2 external directors) Consultation on
important matters
ReportAppoint/ Reportdismiss/
supervise

Dai-Dan’s Corporate Governance Guidelines
Audit

ReportCompliance Committee
PresidentInternal Audit
OfficeReportAppoint/dismiss/superviseInternal audit

Legal
Compliance
SupportCommittee

Whistleblowing/
consultation
Audit report

ReportCorporate officers
ReportNotify/answer

Instruct/supervise

Raise
awareness/confirm

Accounting
audit

Headquarters/Branches/Offices

Board of Auditors

The Board of Directors comprises 10 directors, two of which
are external directors. It convenes monthly and holds special
meetings as necessary. In addition to overseeing business
operations, the board deliberates on important matters related
to corporate management, including subjects discussed in
Executive Committee meetings. The articles of incorporation of
Dai-Dan provide that the Board of Directors should consist of
12 people or less.

The Board of Auditors comprises four auditors (two of whomare external auditors). In principle, they meet prior to Board of
Directors meetings. They thoroughly examine the issues
discussed at Board of Directors meetings, attend the meetingsin person, and contribute their views as necessary.
According to the audit policy and audit plan established by
the Board of Auditors, the auditors monitor the directors’
fulfillment of their duties by conducting audits of offices incooperation with accounting auditors. Their responsibilities
include attendance at Board of Directors meetings and otherimportant gatherings as well as reading of important
documents requiring approval.

Advise/direct/support

Report on items
concerning management

Accounting audit

Affiliate companies

Internal control system
We have developed an internal control system that focuses on
the improvement of internal rules. This is intended to ensurecompliance across our entire company and subsidiaries andincludes the execution of tasks by directors in compliance withlaws and the articles of incorporation as well as appropriate
performance of all tasks. In addition, we confirm the operational
status of the company’s internal control system each fiscal year
and report our findings to our Board of Directors while
continuing to revise and improve this system in order toimprove efficiency and legal compliance.

Internal control system for financial reportingIn April 2008, we implemented an internal control system forfinancial reporting under the Financial Instruments andExchange Act. The Internal Audit Office under the president
examines and assesses the effectiveness of the system.
The fiscal 2017 assessment concluded that, as of the endof fiscal 2017, our internal control system for financial reportingis effective. An independent auditor also provided a similar
opinion.

D A I - D A N R E P O R T 2 018

Fair and Transparent Business Practices

Board of Directors

Internal audit

Our CSR Activities

The objective of Dai-Dan’s corporate governance system is to ensure appropriate and efficient management by maintaining discretedecision-making, oversight, and administrative functions, thereby enabling swift and appropriate deliberation and implementation ofdecisions. We adopted a corporate auditor system and effectively utilizes the following managerial structure.

D A I - D A N R E P O R T 2 018

Compliance Office

Chairman

Instruct/supervise

33

Plan/draft

Approve policies/plans

Our corporate governance system

Executive Committee(Discussion ofimportant matters)

Audit
reportApprove policies/plans

We have established the Dai-Dan Corporate Governance Guidelines, a policy that systematically expresses our views concerning
such matters as the protection of shareholders’ rights, running the Board of Directors, dialogue with shareholders, and issues relating
to social and environmental problems and other sustainability issues. We will continue taking measures to strengthen and improve
corporate governance to make it more effective.

Accounting
auditors

Appoint

Board of Directors

Consultation/
reportFair and Transparent
Business Practices

34

Compliance (Legal Compliance and Corporate Ethics)

Risk Management
Risk Management Regulations

Corporate Code of Ethics
We have developed five Action Principles and 14 Action Standards to guide our executives’ and other employees’ compliance withlaws and regulations and support their demonstration of good social conscience. The Action Principles summarize the concepts tobe kept top of mind during the performance of day-to-day tasks.
■ Excerpt from our Corporate Code of Ethics Our Action Standards serve as practical guidelines to the Action Principles on which they are based.

Action Principles

Action Standards

1. Observe laws and social norms and conduct businessactivities in a sensible manner.
2. Participate in the building of a society that can sustain its
development.
3. Respect the fundamental human rights of all.
4. Maintain a fair and transparent relationship withstakeholders.
5. Recognize our place in society and strive to contribute to
the emergence of a better society.

1. Maintain positive relationships withcustomers and users
2. Ensure safety and quality
3. Ensure fair and open competition
4. Engage in ethical business transactions
5. Fairly disclose corporate information
6. Ethically manage critical information
7. Protect and respect intellectual property
rightsDai-Dan carries out risk management to prepare for potential risks such as natural disasters, the leaking of confidential information, orother incidents that could damage the company. We take measures to prevent damage from occurring associated with such risk, andin the event that an identified risk becomes reality, risk management regulations are in place to keep damages to a minimum and totry to prevent a reoccurrence through prompt response.

Initiatives to strengthen information security

8. Improve working conditions and work
environments
9. Respect human rights and individuality
10. Address environmental issues
11. Practice proper accounting and tax payment
12. Maintain sound relationships with politicians andthe government
13. Eliminate any dealings with antisocial forces
14. Avoid engaging in self-serving actions

The Information System User’s Guidelines are available to employees andexecutives on the corporate intranet, providing cautions regarding the use ofelectronic equipment in everyday work.
Information security training is conducted via e-learning, and drills are
conducted on how to handle targeted e-mail attacks to increase information
security awareness and prevent the occurrence of accidents such as information
leaks.
To enhance information security in the field, we issue our Security Handbook
not only to our employees but also to our subcontractors’ staff.

ImplementationDatee-learning

January 2018

Drill on how to handle targetede-mail attacks

August 2018

The whistleblowing system and consultation system
Dai-Dan has established a whistleblowing system and consultation
system with the purpose of swiftly identifying issues in the workplace,which are otherwise difficult to identify (behavior or actions that
contravene laws, internal regulations or social ethics). We have
implemented this by establishing a reporting route independent from theoperational chain of command. Reports can be made internally throughthese systems, but they can also be made externally via our corporate
solicitors.
Any individuals that file a report are guaranteed by the Corporate Codeof Ethics that they will not be subjected to any unfair treatment. Reports
can also be submitted anonymously to ensure the privacy of thewhistleblower.

■ Internal whistleblowing and consultation flowchart
ReportExternal pointof contact(Corporate solicitors)
ReportWhistleblower
ReportInternal point of contact

Notificationof results

ReportCompliance Committee Secretariat

Business Continuity Planning (BCP)The Dai-Dan Co., Ltd. Business Continuity Plan was set up with several objectives—in the event of a major disaster it aims topreclude confusion, facilitate securing the safety of employees and executives and their families, mitigate damages, and expedite
prompt support for customers to maintain the trust of society. The content of the plan is continuously reviewed and improved.
We also carry out ongoing business continuity activities during normal times in preparation for disasters, such as preparing a chainof command for a disaster situation, and conducting drills and training.

Compliance Committee

Investigation
Violation of laws and internal regulations
The Compliance Committee Secretariat acts as an internal point ofcontact.

Compliance Committee
The Compliance Committee was established to ensure compliance with laws and internal regulations, and to strengthen fair andethical company operations with strong compliance. The committee is chaired by the president, and is responsible for boosting
executives’ and other employees’ compliance awareness, receiving and investigating reports of violations, and developing preventive
measures. During fiscal 2017, the committee met on two occasions.

In September 2018, Dai-Dan completed an emergency drill in keeping with our business continuity plan (BCP) at all our
workplaces throughout Japan. By following the action manual (specifying initial response) for each office, which outlines
the delegation of roles, we completed an earthquake drill that included first aid, evacuation, safety check, posting of
emergency stockpiles, and verification of our satellite-phone-based communications system. At the same time, we
incorporated the lessons learned in previous years’ drills.
We will continue to conduct drills and improve the chain of command required in a disaster during normal times. This
is intended to support two priorities: ensuring the safety of executives, employees, and their families; and providing
customer support in an earthquake or other large-scale disaster. We continue to promote employee awareness byproviding training and drills and improve the effectiveness of our BCP.

Our CSR Activities

A system to ensure thorough, fair and appropriate business operations

Emergency drills under our business continuity plan

Dai-Dan has strengthened its compliance promotion system with the recognition that “managing the company in conformity with thespirit of compliance” is part of our management foundation. We continue to improve awareness of compliance while ensuring
thorough business operations in accordance with relevant laws and regulations.

Legal Compliance Support Committee

The Compliance Office is under the direct control of thechairman while ensuring it remains independent from theheadquarters and offices. This office collaborates with theCompliance Committee in planning, drafting, andimplementation to help ensure that our business activities
comply with the Antimonopoly Act and other relevant laws
and regulations.
In cooperation with the Internal Audit Office, this officecontinues to monitor the compliance activities in our offices.

The Legal Compliance Support Committee is a professionalorganization supporting the Compliance Office. The
Committee is composed of external experts and provides
expert advice applicable to the initiatives carried out by theCompliance Office. It also holds seminars on legal
compliance and conducts awareness-raising activities for all
our offices.

D A I - D A N R E P O R T 2 018

First aid lesson

Fair and Transparent Business Practices

35

Compliance OfficeFire extinguishing drill

D A I - D A N R E P O R T 2 018

36

Environmental
Contribution

Initiatives to promote sustainable procurement
Dai-Dan promotes sustainable procurement
to our customers, and has designated items
that are applicable to sustainableprocurement in the following five areas:
introduction of energy saving, high efficiency
equipment; use of environmentally friendly
material; introduction of highly durable
equipment; introduction of low emission
devices; and introduction of water saving
equipment. Sustainable procurement rateduring fiscal 2017 was 44.8%.

We believe it is our mission to contribute to the emergence of a society
committed to global environmental sustainability.

Environmental Conservation Initiatives■ Sustainable procurement rate

Materials andequipment purchased

Sustainableprocurement

Sustainableprocurement rate（%）

(millions of yen)
50,00047,96040,64840,00044.8%

30,00030

18,31720,00019,107

16,012

15,913

15,81920

10,0000

Our environmental stance
We can best contribute to the emergence of a society committed to global environmental sustainability by providing building systems
and services with low environmental impact; therefore, we promote the adoption of these systems by recommending them to ourcustomers. Moreover, it is paramount that we continue to reduce the environmental impact associated with our business operations
and that we raise the environmental awareness of our employees as well as others with whom we work.
Equally important is the need to conduct conclusive leak-prevention and suitable waste management beginning with fluorocarbons,
which can contribute to global warming, as well as toxic substances. This applies to both systems under installation and our own
facilities. Consequently, we remain committed to stringent observance of all environmental laws and regulations.
We believe that our activities will help to achieve the Sustainable Development Goals and preserve biodiversity.

■ Our Environmental Management System: FY2017 environmental targets and results/FY2018 environmental targets○: Target achieved △: In progress

Activities andresponsible departments

Proposal,planning,
designing

Sales
department
Designdepartment

Installation
department
Installation
Procurement
department

Main target oritem to be monitored

Assessment

FY2018 target

Number of solutions that leverage
Dai-Dan technology adopted

More than 70

86○

More than 90

CO2 emission reduction throughdesign solutions

More than
40,000 tonnes

28,003 tonnes△

More than
35,000 tonnes

CO2 emission reduction throughadopted solutions

More than
20,000 tonnes

13,785 tonnes△

More than
15,000 tonnes

Energy consumption converted toCO2 emissions―

1,301 tonnes――

Promotion of sustainable procurement

More than 45%

44.8%

△

More than 45%

Promotion of sorting of industrial waste
Quantity sorted in the field

More than
3.5/workplace

3.7/workplace○

More than
3.8/workplace

Promotion of recycling
Recycling sales proceeds

More than
60 million yen

61.313 million yen○

More than
60 million yen

Reduction of thermal insulation used
for drainpipes

More than 95,000 m

87,250 m△

More than 90,000 m

Energy consumption converted toCO2 emissions

Less than
1,600 tonnes

1,749 tonnes△

Less than
1,600 tonnes―

13,940 m³――

Less than 58 tonnes

59.3 tonnes△

Less than 58 tonnes

Increasing adoption of hybrid vehicles
and other next-generation vehicles

70%

76%

○

80%

Improvement of sorting rate of general
waste

―

61.2%

―

―

Water consumption
Officeactivities

37

All
employees

D A I - D A N R E P O R T 2 018

Copy paper usage

FY2013

FY2014FY2015FY20160

FY2017

Initiatives to sort industrial waste
At Dai-Dan, we promote the sorting ofwaste at all our installation sites. Throughout
fiscal 2017, we produced 10,916 tonnes ofindustrial waste, of which 89% was sorted.
Furthermore, we promote awareness of
reducing industrial waste at our offices andencourage sorting. In fiscal 2017, our offices
produced 109 tonnes of general waste, of
which 61% was sorted.

■ Industrial waste sorting rate

Total waste

Sorted waste

Sorting rate（%）

(tonnes)
20,000

89%

84%

83%

83%

100

89%

16,00012,00080

11,141

10,916

9,873
7,598

8,000

8,465
6,301

7,131

6,631

60
9,734
40

5,471

4,000

0

20

FY2013

FY2014FY2015FY20160

FY2017

Quality and Environmental Management System
Our environmental management system was integrated with our quality management system for more effective implementation.

Our Policies Regarding Quality andEnvironmental Protection■ Quality and Environmental Management System
President“As a building services engineering and installation provider, we
continually take on the challenge of creating value for our clients
while contributing to the development of a better environment andstronger communities”; in keeping with these management
principles, we ensure our business practices contribute to quality
and environmental preservation. Moreover, with the goal of
improving customer satisfaction, we are contributing to theemergence of a society committed to a sustainable environment.
1. We strive to contribute to social development and environmental preservationby complying with laws and norms of society regarding quality andenvironmental standards as well as regulations established by our company.
2. While working to strengthen our field capabilities and improve productivity,
we strive to improve the skills of our employees and strengthen ourpartnerships with subcontractors to provide assured quality.
3. We are dedicated to developing, proposing, and applying technologies
that help to reduce environmental impact and promote the effective useof resources and energy.
4. We, as a good corporate citizen, carry out environmental and social
contribution activities as well as positive information disclosure, toenhance communications with society.
5. We publicize our quality and environmental targets internally and continue
to strengthen them in order to improve the results of our initiatives.

Head Administrator of
Quality and Environmental
Management

Audit of Quality andEnvironmental
Management

Headquarters/
Business Offices

Quality andEnvironmental
Management Committee

Environmental Contribution

FY2017 result10

Our CSR Activities

FY2017 target

50

40

36,881

39.2%

38.9%

38.2%

43.4%

40,55042,682Administrator of Quality
and Environmental
Management

Officeactivities

Sales
activities

Designactivities

Development
activities

Installation
activities

Procurement
activities

D A I - D A N R E P O R T 2 018

38

Meeting Customer
Expectations

Initiatives with Subcontractors

We continue to work towards ever-higher levels of quality
in order to further improve customer satisfaction.

Activities with subcontractors
So that we can provide safe, high-quality, on-time installation ofbuilding systems we work with many skilled professionals who
perform installations. We need to combine their skills with ourtechnical capability to plan and manage those installations.
We have long-standing relationships with the subcontractor
organizations Dai-Gen Kai and the Safety & Health Association
whom we trust to hold Sectional Committee meetings andactivities for different professions at our office locations. These
initiatives address a variety of topics, notably increasing

Quality Improvement Initiatives

installation efficiency and adopting labor-saving methods tocope with the aging of skilled workers and fewer young workers
entering the workforce, factors that are causing a shortage oflabor, which has become an important issue also in terms ofcost.
We will continue to make improvements in safety, quality,
and cost through our technical capacities. We remaincommitted to meeting requests and exceeding expectations intandem with our subcontractors, focusing on craftsmanship.

Our vision of quality
We aim to provide reliable quality that assures safe use. Toward that end we are working to improve our preliminary examination of
installations, which includes risk assessments, and working to build the competency of employees and subcontractors. We also aim
to further improve after-sales service through our Customer Consultation Office and in-house information system.

Sectional Committee activities (details of initiatives)■ FY2017 Tokyo Dai-Gen Kai Sectional Committee Activities

Customer evaluations
We conduct written customer satisfaction surveys after
completing installations to obtain detailed evaluations andfeedback from customers, which we use internally to improve
future installations and proposals. A completed project
evaluation meeting is held to analyze the survey responses,

organize the feedback, confirm technical problems, anddetermine how to make improvements. Additionally, we takethe data from the time of installation and enter it into a “Building
Chart System” for managing records of our proposals and to
facilitate follow-up service.

Principal activities
Creation of proposal materials for reducing costs,
accelerating processes and reducing person-hours• Study how to improve total installation efficiency,
utilizing improved installation methods frommultiple industries• Implement and verify installation efficiency
improvement plan on site

Quality Accident
Prevention Sectional
Committee

Active prevention of quality accidents through the
adoption of new technologies• Have workers in different positions and companies
suggest new installation methods, newtechnologies, and new materials to help prevent
quality accidents, and discuss their effectiveness• Make selections and use the selected items at amodel site for field verification; when effective inpreventing quality accidents, recommend andpromote their wider use, and carry out activities toactively prevent quality accidents

Installation Site
Environment
Improvement
Sectional
Committee

Create materials that can be proposed for
improving the installation site environment• Of the 13 items in the Japanese government’s
Action Plan for the Realization of Work Style
Reform, make proposals under the sections“Create an environment facilitating humanresource development and other empowerment
for women and young people” and “Promote theemployment of senior citizens”

Deliverables
Utilization Promotion
Sectional
Committee

Promote further utilization of excellent
deliverables from past activities of the Dai-Gen
Kai Sectional Committee• Identify excellent deliverables from the activities of
the Dai-Gen Kai Sectional Committee over the
past 10 years and study and develop ways tomake effective use of them at installation sites

The Customer■ Customer satisfaction survey results
4-point scale (4: Satisfied 3: Generally satisfied 2: Somewhat dissatisfied 1: Dissatisfied)

FY2015FY2016FY2017Installer capacity

3.47

3.50

3.54

Installation management

3.44

3.49

3.51

Creativity and solution proposals

3.42

3.46

3.48

Backup capacity

3.42

3.43

3.47

Overall evaluation

3.48

3.53

3.56

Item

Number of surveys completed: FY2015; 622/FY2016; 736/FY2017; 613

Works Review Meetings

Points made, details shared

Design & installation to satisfy needs
High added value proposals
Achieving pleasant and safe spaces

DAI-DAN CO., LTD.

Project evaluation meetings, sharing of points to improve on,
improving technical levels, technological development

Building Chart System
We have been using a Building Chart System, an internal
information system, in order to make the most of our installation
experiences. The Building Chart System is used to record thedetails of the installation and recommendations, as well as
customer requirements for each building. We enhancecustomer satisfaction by recommending detailed renovation
options that contribute to comfortable use of a building.

Comment from a Subcontractor

The Tokyo Dai-Gen Kai recently celebrated its 20th
anniversary and began taking new steps forward.
Our Sectional Committee is composed of specialized
vendors in various fields. We set topics and engage inpractical studies and research aimed at enabling flexible
responses to rapidly changing social conditions and social
trends. We present the results of our research and actively
introduce them to the workplace as “deliverables.” Thecommittee is constantly working to develop practicaltechnologies, installation methods, and techniques that canbe implemented. When the committee efforts are introduced
and verified in the field, new discoveries are made and new
topics arise that need to be addressed.
In the near future, there will be many upcoming issues,
such as a shortage of labor as the Tokyo Olympic Gamesapproach, along with rising material costs, compliance withwork style reforms, and more. The Tokyo Dai-Gen Kai willcontinue to be a solid partner of Dai-Dan
Co., Ltd. and we will respond in kind tothe confidence placed in us.

Isamu Kajino
Chairman of the Board
SHINFUJI KUUCHOU CO., LTD. (HVAC)
Chairperson of Tokyo Dai-Gen Kai

Sectional Committee Activity Report

Meeting Customer Expectations

Throughout our long history we have provided building systems
and services to customers in various industries with diverse
building applications. In order to capitalize on our long trackrecord of installations and our knowledge of customer systems,
we hold Works Review Meetings for each project with theattendance of the sales, engineering and other specialized
departments concerned. We strive to provide high-quality
systems that best serve our customers from the perspectivesof functionality, quality, cost and energy efficiency.

Customer evaluations

VOICE

Our CSR Activities

Sectional committee
Installation
Efficiency Promotion
Sectional
Committee

This report contains a summary of the results of the past year’s Dai-Dan and the Dai-Gen Kai
Sectional Committee activities by trade specialization. It contains the results of local activities
in various districts and shares them nationwide.

Sectional Committee
Activity Report

39

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D A I - D A N R E P O R T 2 018

40

Valuing
Our Employees“Eruboshi” company certification

Dai-Dan respects each of our employees and encourages themto take on the challenge of creating greater value, and also
promotes positive work-life balance.

People are Our Greatest Asset
At Dai-Dan, we consider people to be our greatest asset, and it follows naturally that personnel training takes top priority. We thus
offer plenty of education and training opportunities. Today, “work style reform” is a commonly heard phrase in Japan. Our own efforts
are focused on restructuring our training system and taking measures to improve the workplace environment. The end goal is to bringout the full capabilities of each and every employee and make working at Dai-Dan a positive daily experience.

Employee training
Our training system begins with new employee training(technical, sales and administrative) and introduces various
types of training to accompany the transition to higher positions
to support the development of our employees.
New employee training is divided into introductory technicaltraining (technical plus sales/clerical work) and fundamental
technical training (technical). The introductory training takes
place over one month and includes not only explanations toprovide basic knowledge on the equipment and systems
essential to our business, but facility tours and other hands-on
experience. The fundamental training lasts for five months. We
offer both lectures and opportunities to “observe, touch, anddo,” which facilitate the acquisition of knowledge and technicalskills. We help new employees to improve their drawing
skills—the basis of engineering work—and equip them withthe ability to immediately contribute to the company. After thegroup training, new employees complete their technical training
with six months’ training in understanding the series of on-siteactions (processes, safety and work content). While thistraining is going on, new employees develop a strong bondwith the others in their “class,” which will become an invaluableasset in the future.
Our engineer training program provides additional training instages for employees to improve their technical capabilities.
After the many types of training for novice engineers, “Dai-Dan
Standard” follow-up training is provided, followed by technicaltraining in advanced building systems for middle-ranking
engineers. For sales and clerical positions, we provide
administrative training and practical on-the-job training basedon understanding the basics of the technical aspects topromote greater work range and flexibility as well as a broader
perspective.

On June 1, 2018, Dai-Dan received
a Class 2 “Eruboshi” certificationfrom the Minister of Health, Labourand Welfare in recognition of its
efforts to promote the active
involvement of female employees
based on standards set in the Acton
Promotionof
Women’sParticipation and Advancement in
the Workplace.
“Eruboshi” certification is designed for companies that haveformulated and submitted an action plan based on the act
mentioned above. Those that are making excellent progress intheir efforts are able to receive the certification from the MHLW.
Certification is given to companies with superior initiatives in
the five areas of: hiring, continued employment, working hours,
ratio of female managers, and diverse career paths. There arethree ranks of certification based on the number of areas inwhich the evaluation standards are met. Dai-Dan fulfilled thecriteria in three areas—working hours, ratio of female
managers, and diverse career paths—earning the second
rank of certification. In a social environment growing
increasingly diverse, we want to enable our employees to takefull advantage of their talents and abilities, regardless of sex,age, or other factors.

Hands-on training about ducts

Career Design Training

By creating an environment in which all employees can workwith ease and employees can balance work with childcare, we
are working towards our next goal by devising an action plan inline with the “Act on Advancement of Measures to Support
Raising Next-Generation Children” so that all employees can
exercise their abilities to the full.

Action Plan
(April 1, 2015–March 31, 2020)

41

D A I - D A N R E P O R T 2 018

Type of holiday

Details

Fiscal year

Rate

Summer holiday

Three consecutive daysin summer

FY2015

32.7％

Refresh leave

Within seven consecutive
days (annual)

FY201686.6％

10 years: 3 days

FY201789.9％

20 years: 5 days
30 years: 7 days

To have at least one or more male employees

Target 2 take childcare leave while the action plan is inoperation

To introduce a system of reduced working hours

Target 3 that exceeds the provisions of the Child Care andInitiatives to address mental health issues
Maintaining a healthy body and mind helps people to stayhighly motivated for work and vitalizes the company.
To ensure the mental health of employees and establish an
employee-friendly workplace, Dai-Dan offers mental healtheducation.
New employee training teaches the basics of mental healthto equip staff with the knowledge to allow them to identify andcope with their own stress. Furthermore, as part of our efforts
to fulfill the company’s duty of ensuring employee safety,
during new deputy manager and managerial staff training
sessions, participants have the chance to develop a better
understanding of mental health from a legal perspective, andacquire the means to identify potential stressors for staff andaddress the issues.
We offer an annual stress check based on the amended
Industrial Safety and Health Act, and encourage those who
experience a high degree of stress to undergo a medical
interview with a physician. We also have physicians conduct
follow-up interviews some time after the stress check to help
improve the workplace environment.
Dai-Dan provides an environment where each employee isable to work with a healthy body and mind to ultimately build anenergetic company.

Valuing Our Employees

easy to return

their annual paid leave to the consecutive days off they takeduring Golden Week in late April/early May, summer holidays,
and the year-end/New Year holidays. Also, in August 2018 a
Web-based time card system was introduced to objectively
record the times when employees punch in and out, and to
manage working hours properly.

■ “Refresh leave”
take-up rate

Congratulatory or Predetermined numberof days for occasions
condolence leavesuch as weddings

To improve the workplace environment to ensure

As part of an initiative aimed at work style reform, weestablished a committee in September 2017 that works onactive measures based on the government’s Action Plan for the
Realization of Work Style Reform. These include improving thetreatment of non-regular workers and redressing excessive
working hours. As a remedy for excessive working hours, thecommittee recommends that employees add one extra day of(excluding statutory paid annual leave)

40 years: 5 days

Target 1 that childcare leave is easy to take and the staff

Initiatives to reform work styles■ Major leave systems

Our CSR Activities

Work-Life Balance and the Work Environment

Dai-Dan has established various leave systems to allow ouremployees to make the most of holidays and refreshthemselves.
Since fiscal 2011, partly as a way to save energy, we haveasked all employees to take the same days off for summer
vacation. We also encourage them to combine their summer
vacation with additional days off from their paid annual leave or
to take “refresh leave” to allow the body and mind to become
fully refreshed.
In fiscal 2016 we adjusted the system, asking employees to
set their scheduled “refresh leave” dates at the beginning of the
fiscal term to improve the chances they would be able to get
requested dates approved for them to take the leave.
In addition to encouraging employees who have given many
years of service to take paid vacation days, we give them travel
coupons based on the number of years of their service.

Long service
leave

Supporting the balance between work and home

Installation site tour

Leave system

Family Care Leave Act

D A I - D A N R E P O R T 2 018

42

Meeting Local
Expectations

Social contribution activities (initiatives at offices across Japan)
Dai-Dan promotes social contribution activities. Our major activities are clean-up of the local community, which we encourage all
employees to participate in. All the activities we run are published on the intranet notice board to raise awareness of social
contribution activities.

We undertake a variety of initiatives to make contributions to
the industry and community in our position as a responsible
corporate citizen.

Forestmaintenance,tree planting, and flower planting
森林整備、植樹、花を植える活動
事 業 所Sites

Planting flowers amid shrubbery along
Hokkaido
Branch 支店前の歩道植込みに花の植栽活動
北海道支店
the sidewalk in front of the branch office

Dissemination of technical information to external parties
In order to contribute to thedevelopment of Japan’sbuilding services industry,Dai-Dansupports
therunningofacademic
conferences and dispatches
lecturers
toexternalorganizations. In particular,
Dai-Dan’s engineers aredispatchedtoexternal
training
centers
andeducational
institutions
across Japan as lecturers toprovide classes on building
service technologies.

■ External organization memberships andpositions (as of August 2018)
Organization

Position

The Society of Heating, Air-Conditioning
General Director
and Sanitary Engineers of Japan
Institute of Electrical Installation
General Director
Engineers of Japan
Air-conditioning & Plumbing
General Director
Contractors Associations of Japan
Japan Electrical Construction
Advisory committee
Association
member
Association of Japan
Administration
Instrumentation Industry
council member
Japanese Association of Building
Mechanical and Electrical Engineers General Director
Association of Building Engineeringand Equipment
Japan Architecture Facilities
Inspection Association
Japan Electrical Engineer
Association
Osaka Electrical Construction
Association
Aichi Electrical Construction
Association
Tokyo Electrical Construction
Association

Chiba
Office千葉支店■ Organizations to which Dai-Dan employees
are dispatched as lecturers
Organization

Position

Kanto Gakuin University

Part-time lecturer

Kogakuin University

Part-time lecturer

sawtooth oak forest

Japan Construction Training Center

Lecturer

Kanto Plumbing Contractors
Cooperative Association

Lecturer

Activity
Traffic Safety
Guard Activity
Placement ofCommunity
Chest charity
vending
machines
Donation offunds fromcharity vending
machines

The Society of Heating, Air-Conditioning
Lecturerand Sanitary Engineers of Japan

Nichiban Core
Eco Project

Osaka Piping Higher Training School Lecturer

General Director
General Director

Blood Drive

General Director
General Director

Details
We posted traffic safety guards at the North
intersection of Toyota-shi Tsuchihashi Station.
(Toyota Branch)

With this project, a portion of each drink purchaseis donated, going to approximately one thousand
private welfare facilities in Osaka Prefecture, as
well as to welfare organizations, and the social
welfare councils of local governments. (General
Administration Division, Osaka Head Office)Drinks are sold at the regular price to consumers,
with three to ten yen per drink donated to charity.
The donations go to street children and theirfamilies for education and living costs. (Okayama

Branch)We participated in Nichiban Core Eco Project
involving “Collection of discarded tape cores toprotect the green earth.” The funds are used toplant mangrove trees. (Technical Construction

Division, Technical Development Division, TechnicalResearch Laboratory)

A blood drive bus from the Japanese Red Cross
Society is parked in front of the branch office andwe call upon employees and subcontractors togive blood. (Hokkaido Branch)
Many employees throughout Japan have given
blood through these drives.

General Director
General Director

Assistance through the Dai-Dan
Society Activity FundIf a large-scale disaster strikes, we are, as a member of theconstruction industry, required to aid the swift recovery of electricity,water and social infrastructure, while at the same time ensuring thecontinuation of our business and that of our customers.
Dai-Dan has, through its industrial associations, signed a
Disaster Prevention Agreement with local governments concerning
post-disaster emergency activities. We have also entered into
agreements directly with some municipalities and industry
organizations, and have established a system that allows for theswift provision of post-disaster emergency assistance.
We aim to assist with the swift recovery of the local communityand local businesses by proactively participating in reconstruction
efforts of the affected region.

In April 1993, as part of our social contribution activities for our
90th anniversary, the Dai-Dan Society Activity Fund wasestablished in the Osaka Community Foundation. From returns
on fund assets, we support social welfare enhancement
activities especially for persons with physical disabilities,
including human rights education.

Miyoshi Green Support Squad

Company-wide activities
Details

Eco-cap Project

In fiscal 2017 we collected 237,000 caps, used
as a source for reprocessed plastic that isconverted to money and donated to causes thatprovide medical support, vaccines, assistance forpeople with disabilities, and children’s
environmental education.

Dai-Dan contributes financial support for various causes to help create and build a better community.
Our contributions include donations to organizations that protect the global environment, donations touniversity scholarship funds and art-related activities, and the sponsoring of community events in areas
across the country where our sites are based. We continued to donate to the areas affected by the 2011
Great East Japan Earthquake—Miyagi, Iwate, and Fukushima Prefectures—to support children orphanedby the disaster. We also gave donations to Hiroshima, Okayama, and Ehime Prefectures, which experienced
flooding due to torrential rains in July 2018.
In addition, we give donations to NEXT VISION, a public service corporation that runs the “isee!
movement” which supports participation in society for people with visual impairments.

Charity Calendar
MarketIn January 2018, 1,895 calendars and diaries
were donated from throughout Japan.

Donation ofused stamps

We donated the used stamps collected by
the offices to the following groups:· Japan Overseas Christian Medical Cooperative
Service
Assists in improving the state of medical carecovered by health insurance in Asia and Africa.
· Tanzania Pole Pole Club
Assists in afforestation activities at Mount
Kilimanjaro in Tanzania, East Africa.

Meeting Local Expectations

Activity

Our CSR Activities

Signing of the Disaster Prevention Agreement(cooperation with local communities)

D A I - D A N R E P O R T 2 018

Town Open Garden Operation
街なかオープンガーデン作戦· Miyoshi Green Support Squad
・みよしグリーンサポート隊
施工技術本部Technical
Construction Division· Mixed-tree forest rejuvenation
・雑木林の若返り大作戦
開発技術本部Technical
Development
Divisionproject
技術研究所
くぬぎ山を元気に育てる大作戦
Technical
Research・Laboratory· Project to promote a healthy

Donations

43

Names
the動
projects
名 称
又 はof 活内 容 or details

Other activities

Traffic safety patrol activities

D A I - D A N R E P O R T 2 018

44

Third Party Opinion

Global Network

This opinion statement is based on the Corporate Social Responsibility (CSR) Guideline published by theJapan Federation of Bar Associations. It was prepared with the cooperation of attorneys who aremembers of the Kinki Branch of the Association (Hideshi Okura, Koichiro Murotani, Koji Busujima) andpresents opinions based on interviews with department managers who were sent 41 questions inadvance and on reviews of relevant materials.
This fiscal year, acknowledging that different stakeholders require different types of information, thenumber of pages was reduced, and the scope limited to the main points, making the integrated
corporate report easier to read. URLs are listed to direct those interested to more detailed information on
the company website. This new style is commendable. I would like the company to hear fromstakeholders regarding what you think of this new way to present the report so that useful changes canbe made in subsequent years.

Initiatives related to corporate
governance and legal compliance
Efforts the company has actively pursued with regard tocompliance include a dedicated office to handle compliancematters and compliance education through compliancetraining sessions and e-learning programs. In particular, withregard to the company’s whistleblowing and consultation
systems, the point of contact that had been set up functioned
well in the last fiscal year, showing that compliance has spreadwithin the company more than before, which deservescommendation. Regarding the publication of compliance
news, an initiative was taken to make the news easier for more
employees to read in content and style, a simplification thatsucceeded. It appears that these steady efforts are having theintended effect, getting the internal reporting system to be
used more widely and fully.
With regard to corporate governance, we have observed
the flexible sharing of information amongst outside officers andthe effective functioning of the Executive Committee and Boardof Directors through free and open-minded discussion. We
hope to see further efforts and improvements made in terms of
institutional provisions to ensure that an atmosphere ofunrestrained discourse continues even if the officers change,elevating the current situation to the realm of corporate culture.

Initiatives related toenvironmental preservation
We highly commend the company’s fresh perspective andconscious effort to reduce energy consumption by upgrading its
Kyushu and Shikoku branches to meet net-zero building
standards, and proposing that other buildings be similarly
upgraded. We look forward to seeing further steps taken toachieve the SDGs through net-zero building conversions.
We also highly commend the company’s ongoing efforts inadhering to the Plan-Do-Check-Act cycle in its environmental
management system, along with its commitment to such efforts
as new employee training with a focus on quality and theenvironment.
The company as a whole engages in a variety of activities that
contribute to society, not only from the viewpoint of reducing
environmental burden, but also by working in collaboration withlocal communities to actively rehabilitate and restore theenvironment. We hope to see the expansion of such undertakings.

Initiatives related to respect for humanrights of employees, work-life balance andimproving the work environment
With regard to work style reform efforts, under a committee set
up to promote the government’s Action Plan for the Realization
45

D A I - D A N R E P O R T 2 018

Headquarters Organizations
Name

GeneralAdministration
Division

Hiroshi Tanaka

Attorney
Former Deputy Chairman,
Osaka Bar Association
Deputy Branch Manager,
Kinki Branch of the Japan CSR
Promotion Associationof Work Style Reform, the company set up a special committee
to work on improving the treatment of non-regular workers andredressing excessive working hours. This stance toward
creating a roadmap for specific measures to resolve issues canbe commended. But the point has not been reached yet where
specific measures are being implemented for any of the issues.
Although a slight reduction can be seen in the proportion of
employees working long hours, almost no change has been
observed in the total number of hours worked on average forall employees. From the perspective of reducing the total
amount of work (improving operational efficiency, improving
systems, etc.), increasing the number of personnel, andimproving productivity, we would like to see the company
continue to consider and implement effective efforts that areconsistent with the actual situation to redress excessive
working hours.
With regard to leave, although employee use of annual paidvacation days is still at low levels, an improvement over theprevious fiscal year, along with the use of “refresh leave,” is tobe commended. While it is true that technical employees may
find it difficult to take planned leave due to the nature of theirduties, further efforts need to be made to encourage moreworkers to take their paid leave. This involves a change inthinking—a managerial capability among bosses to get theirsubordinates to take appropriate leave.
On the issue of promoting women’s participation andadvancement in the workplace, the company has taken
measures that have earned it Class 2 “Eruboshi” certification,
whereas only 41 companies in Osaka Prefecture haveobtained Class 2 certification or higher (as of June 30, 2018).
This is highly commendable.
And finally, in the area of mental health initiatives, thecompany conducts training for new recruits and newly
appointed managers, and has physicians conduct interviews
and follow-ups based on the results of regular stress checks.
So a number of actions are being taken from various angles,
which is to be commended.

VOICE

Reflecting on the Third
Party Opinions

I sincerely thank Mr. Hiroshi Tanaka for offering his invaluable
third-party viewpoint on the 2018 Dai-Dan Report in cooperation
with Messrs. Okura, Murotani and Busujima.
Regarding the various issues pointed out by Mr. Tanaka, weintend to establish specific policies to resolve those issues andeffect improvements.
In order to help create a better environment and stronger
communities as outlined in our management principles, we will
work together as a company on initiatives based on thestrategies and policies outlined in our mid-term management
plan set up in April of this year.

Yasuo Kamei

Sales Division

Technical
Construction
Division

Zip Code

550-8520
102-8175354-0044

Telephone
NumberAddress

06-6447-8000

1-9-25 Edobori, Nishi-ku, Osaka City

390 Kita-Nagai, Miyoshimachi, Iruma-gun,
Saitama Prefecture

Zip Code

Address

Telephone
Number354-0044

390 Kita-Nagai, Miyoshimachi, Iruma-gun,
Saitama Prefecture049-258-1891
044-276-5010

210-0821

R407 Life Innovation Center,
3-25-22 Tonomachi, Kawasaki-ku,
Kawasaki City, Kanagawa Prefecture049-258-1891

Regenerative
Medicine Division(Kobe Office)650-0047

Rm 654 Kobe International Business Center,
5-5-2 Minatojima-Minamimachi, Chuo-ku,
Kobe City078-302-9060

354-0044

390 Kita-Nagai, Miyoshimachi, Iruma-gun,
Saitama Prefecture049-258-5725

2-15-10 Fujimi, Chiyoda-ku, Tokyo

03-5276-4710

03-3261-8231

2-15-10 Fujimi, Chiyoda-ku, Tokyo

Name

Technical
Development
Division
Regenerative
Medicine Division(Cellab Tonomachi)

Advanced Technical354-0044
Construction Division

390 Kita-Nagai, Miyoshimachi, Iruma-gun,
Saitama Prefecture049-258-1891

Technical ResearchLaboratory

Internal Audit
Office550-8520

1-9-25 Edobori, Nishi-ku, Osaka City

06-6447-8065

Industrial Facilities
102-8175
Department

Compliance Office102-8175

2-15-10 Fujimi, Chiyoda-ku, Tokyo

03-3261-8231

Branch/Office Organizations
Name

Zip Code

Address

Hokkaido Branch001-0020

5-1-43 Nishi, Kita 20, Kita-ku,
Sapporo City

Obihiro Office080-0010

4F Aobatokachi Bldg., 12-20 Odoriminami
Obihiro City, Hokkaido

Telephone
Number

011-716-9116
0155-25-3559

Telephone
NumberName

Zip Code

Osaka Head
Office550-8520

1-9-25 Edobori, Nishi-ku, Osaka City

06-6441-8231

632-0012

4-228 Toyoda-cho, Tenri City,
Nara Prefecture

0743-63-1231
078-221-7777

Tenri Branch

Address

041-0851

4-17-40 Hondori, Hakodate City, Hokkaido

0138-55-7086

Kobe Branch651-0088

7F Nihon Seimei Sannomiya Ekimae Bldg.,
7-1-1 Onoe-dori, Chuo-ku, Kobe City

980-0811

1-15-17 Ichiban-cho, Aoba-ku,
Sendai City

022-225-7901

Kyoto Branch604-8186

2F Urbanex Oike Bldg. East Wing, 361-1 Umeya-cho,
Kurumayaoike-sagaru, Nakagyo-ku, Kyoto City

075-251-6411

030-08024F Tanuma Bldg., 2-4-10 Hon-cho,
Aomori City

017-773-1582

Wakayama
Office640-8203

4F-408 Nankai Wakayamashi Station Bldg.,
3-17 Higashikuramae-cho, Wakayama City

073-433-9431

Akita Office010-0951

6F Sanno Piares Bldg., 2-2-17 Sanno,
Akita City

018-824-6491

Shiga Office527-0025#11 Janty 21, 6-55 Yokaichi Higashihonmachi,
Higashi-omi City, Shiga Prefecture

0748-25-5400

Morioka Office020-0032

Hiramatsu Bldg., 2-16 Yugaose-cho,Morioka City019-654-3023

Okayama Branch

700-0984

6-10 Kuwada-cho, Kita-ku, Okayama City

086-223-3106

Fukushima
Office960-8031

4F Fukushima Sakaemachi Bldg., 10-21
Sakaemachi, Fukushima City024-521-4213

Chugoku Branch730-08122-22 Kakomachi, Naka-ku, Hiroshima City082-241-4171

Yamagata
Office990-0043

1F Honcho Bldg., 2-4-3 Hon-cho,
Yamagata City

023-634-2620

Yamaguchi
Office754-0011

4F Sanyo Bldg. Ogori, 4-6 Ogorimiyukimachi,
Yamaguchi City

083-976-0121

690-0015#103 Heights Shalom, 2-29-13 Agenogi,
Matsue City

0852-27-5890
087-811-2301

Hakodate Office
Tohoku Branch
Aomori OfficeNiigata Branch

950-0088

2-4-3 Bandai, Chuo-ku, Niigata City

025-247-0201

San-in Office102-8175

2-15-10 Fujimi, Chiyoda-ku, Tokyo

03-3261-8231

Shikoku Branch760-0028

2F Kagawa Sanyu Bldg., 3 Kajiyamachi,
Takamatsu City

330-0854

3F GINZA YAMATO 3 Bldg., 1-10-2
Sakuragi-cho, Omiya-ku, Saitama City

048-644-8468

Matsuyama
Office790-0065

2-208-1 Miyanishi, Matsuyama City089-922-7161

Gunma Office371-0805

7F Daidoseimei Maebashi Bldg., 3-9-5
Minami-cho, Maebashi City

027-226-7720

Kochi Office780-0088

10-16 Kitakubo, Kochi City

088-884-8231

Tochigi Office321-0953

6F Yamaguchi Bldg., 4-1-20 Higashishukugo,
Utsunomiya City028-637-3380

Tokushima
Office770-0872

4-1-10 Kitaokinosu, Tokushima City088-664-8121

Ibaraki Office300-0037

7F Regal Tsuchiura Bldg., 1-16-12 Sakuramachi,
Tsuchiura City, Ibaraki Prefecture029-825-6656

Kyushu Branch810-0023

3-1-24 Kego, Chuo-ku, Fukuoka City

092-771-4361

Chiba Branch261-0023

25F m BAY POINT Makuhari, 1-6 Nakase,
Mihama-ku, Chiba City

043-211-8881

Kumamoto
Branch

862-0941

1-7-6 Izumi, Chuo-ku, Kumamoto City

096-364-7134

231-0062

24F Nisseki Yokohama Bldg., 1-1-8
Sakuragi-cho, Naka-ku, Yokohama City

823-0016

680-1 Shiromaru, Miyawaka City,
Fukuoka Prefecture0949-33-2602

461-0005

16F Urbannet Nagoya Bldg., 1-1-10
Higashisakura, Higashi-ku, Nagoya City

052-973-4750

Saga Office841-0031#101 Sungarden Yarita, 436-1 Yaritamachi,
Tosu City, Saga Prefecture0942-84-2350

471-0835

1-20 Akebono-cho, Toyota City,
Aichi Prefecture0565-28-1841

Nagasaki
Office850-0027#202 Grand Mansion, 31-3 Okeya-machi,
Nagasaki City

095-828-0772

870-0033#402 Matsumoto Bldg., 1-3-22 Chiyomachi,
Oita City

097-532-4350

Tokyo
Head Office
Kanto Branch

Yokohama
BranchNagoya Branch
Toyota Branch045-683-1050

Miyata Office

Mikawa Office448-0011

5-6-4 Tsuiji-cho, Kariya City, Aichi Prefecture

0566-27-0324

Oita Office

Nagano Office380-0824

5F Choeidaiichi Bldg., 1282-11
Minamiishido-cho, Nagano City

026-228-3820

Miyazaki Office 880-0933#201 Inoue Bldg., 2189-2 Kusabazaki,
Otsubo-cho, Miyazaki City

0985-54-6382

Matsumoto
Office390-0811

2F Orii Bldg., 1-1-2 Chuo, Matsumoto City,
Nagano Prefecture0263-33-7016

Kagoshima
Office890-0046

1F San Laqua Bldg., 2-25-12 Nishida,
Kagoshima City

099-256-3662

Shizuoka Office422-8067

17F-1704 South Pot Shizuoka, 18-1
Minami-cho, Suruga-ku, Shizuoka City054-281-3501

Okinawa Office 900-0015

4F Arute Bldg. Naha, 3-15-9 Kumoji,
Naha City

098-868-1700

Mie Office514-0004

2F-B Kasama Bldg., 3-261 Sakaemachi,
Tsu City059-225-3840

Gifu Office500-8175

2F Daini-nagazumi Bldg., 1-9 Nagazumi-cho,
Gifu City058-265-8224

Hokuriku Branch920-0902

1-6-15 Owari-cho, Kanazawa City

076-261-6147

Singapore Branchー

315 Outram Road #15-09, Tan Boon
Liat Building, Singapore, 169074

010-6562218488

Toyama Office930-0019

1-10-20 Yayoi-cho, Toyama City

076-441-3371

Hong Kong
Branchー

21F Edinburgh Tower, The Landmark,15 Queen’s Road Central, Hong Kong

010-85222898888

Fukui Office910-0005

4F Fukui Hosokaikan, 3-4-1 Ote,
Fukui City

0776-23-2166

The blue shading indicates regional headquarters.

Director, Corporate Officer, Head of General Administration Division

D A I - D A N R E P O R T 2 018

46

DAI-DAN CO., LTD.
https://www.daidan.co.jp/

For any feedback or inquiries relating to this report,
please contact

DAI-DAN CO., LTD. DAI-DAN REPORT 2018 PROJECT
1-9-25 Edobori, Nishi-ku, Osaka City 550-8520 Japan
TEL. 06-6447-8000
E-mail: reportinfo@daidan.co.jp

Published in October 2018