Special Feature 1: A Conversation with Top Executives in Our Sales Departments

The overarching sales departments goals of the Daiseki Group,
which continues to create value as a part of the“venous industry”
The continued growth and development of the Daiseki Group as an environment-creating company
requires not only technological capabilities and knowledge—high level sales knowledge to respondto customers in all business areas is also essential. In this conversation, the top executives in oursales departments at Daiseki and Daiseki Eco. Solution provide explanations of our initiatives.

Daiseki Group’s resource recycling
solutions for the age of carbon neutrality― In sales have you felt there are new needs
pertaining to the SDGs and ESG investment?
Amano: Yes, I feel that demand for Daiseki’s recycling,which addresses the needs of the age of carbon
neutrality, is growing day by day, and we areexperiencing an unprecedented tailwind. Customers
choose us because of our high recycling rate andour technological capability of disposing of waste inenvironmentally friendly ways. In particular, our nonburning recycling process is a major appeal point forcustomers who are carbon neutrality oriented.

Ryuji Suzuki
Senior Managing Executive Officer & General Manager of Headquarters ofEnvironmental Business in charge of the Eastern Japan area, Daiseki Eco. Solution
Appointed as a director in 2007. Served as a director of System Kikou from2010 to 2013. From 2013 served as Deputy General Manager and then General
Manager of Daiseki Eco. Solution’s Headquarters of Environmental Business.
Took on his current role in 2022.

23Suzuki: I’ve also been feeling the same thing. AtDaiseki Eco. Solutions we have many customers in theconstruction industry, and requests for environmental
considerations, such as treatment of contaminated soil,
are on the rise from their clients in the manufacturing
and other industries. There is strong business in themanufacturing industry, and there are many excellent
companies that have preemptively taken
environmental and resource related measures. The
construction industry is following suit, for example bychoosing environmentally friendly recycled materials,
and we are beginning to see a virtuous cycle.
Amano: There are also increasing carbon-neutrality
needs among major companies in the manufacturingindustry. Daiseki has long marketed recyclingprocessing services and recycled products with low
C O2 e m i s s i o n s , a n d i s n o w c o n s i d e r i n g t h edevelopment of new products that can contributeto carbon neutrality.
Daiseki has also received a B score from the CDP（climate change）, and we are aiming to further improve
our score in the future. This is an evaluation from anorganization which provides environmental ratings andhas a high level of global influence, which I believe will
work in Daiseki’s favor in our sales activities.
― What is required for venous industry to contributeto the circular economy and sustainability?
Amano: We need to deepen cooperation between
customers in the arterial industry, which generates
waste, and the venous industry, which recycles it.  
Even waste that is not currently recyclable could be
reusable with creative sorting and processing methods
by customers in the arterial industry. A kind ofcooperative framework in which the venous industry
provides know-how to be utilized by the arterial
industry to expand the scope of recycling, is key. To
this end, it is also necessary to have clear motivationon the arterial industry side. It will be necessary todemonstrate benefits commensurate with the costs,
or legal regulations to create a country-wide system.
Suzuki: The cost of disposing of contaminated soil andindustrial wastes can be a factor that puts pressure on
a company’s business. Therefore, I believe policies
such as subsidy programs for environmental restorationcosts and tax incentives would also be effective.
Amano: An urgent matter that we must consider is thecreation o f a s y s t em t o rec y cl e w as t e-deriv edmaterials such as waste plastic and scrap inside Japan,
rather than shipping them to other countries. Japan isa country with few natural resources. There would beconsiderable economic benefits if we could recycle
such waste into raw materials in Japan.
Suzuki: Waste is being shipped outside of Japan. This isbecause the price of such waste is higher in othercountries. We would like to pursue a system by whichhigh quality scrap and other strategic resources can beprocured within Japan.

Daiseki’s DNA: Creating new value as
waste recycling professionals― What do you think the Daiseki Group’s strengths
are in terms of sales?
Amano: Number one is trustworthiness, and thisapplies to both of our companies. In the unlikely
event that a waste disposal company violates theWaste Management and Public Cleansing Act, itscustomer will be strictly held liable as the emittingbusiness. Daiseki is a trusted company, with anunwavering track record of strict compliancespanning approximately half a century.
Suzuki: Second is our ability to respond to the diverse
needs of customers in the manufacturing industry.
Third is the fact that we practice in-house
operations to provide one-stop solutions. Our DNA
is rooted in the idea of providing added value towaste through our own efforts and ingenuity.
Amano: That’s where our pride as waste recycling
professionals lies. In times of disaster or accident, we
respond to requests from the national government
and municipalities to resolve waste and pollution
related issues. Even in the event of major disasters
such as the Great East Japan Earthquake, Daiseki
immediately hastened to the affected areas andsupported the relief efforts.
Suzuki: The quality of mobility is something to beproud of. We take pride in how quickly we grasp
customer needs and make proposals, makearrangements and carry out work, and make practicaldecisions as an organization. This speediness is acore competence of competitiveness.
― What is the goal of strengthening sales collaboration
between Daiseki and Daiseki Eco. Solution?
Suzuki: U p u n t i l n o w , w e h a d a s o r t o f p a s s i v ecollaboration in which we contacted each otherwhen there was a request from a customer. Moving
forward, we will conduct screenings of customersegments having latent needs so that we canactively provide them with the knowledge that theDaiseki Group possesses. The aim is to strengthen
our presence and increase customer satisfaction.
Amano: T h e a i m i s t o s t r e n g t h e n o u r o n e - s t o p
solutions. For example, when a Daiseki customer
relocates a plant, it is necessary to remediate thesoil of the plant site. Therefore, we started an

initiative in which Daiseki sales representatives areaccompanied by a sales representative from DaisekiEco. Solution when meeting with customers who
may have soil remediation needs.
Suzuki: In order to satisfy the needs of our customers,
we are taking various measures, such as inventorying
customer information, making joint visits andproposals to relevant customers, and monitoringorganizational processes via the introduction of KPIs.

Future sales efforts for the growth of
Daiseki Group― What do you think is required of Daiseki andDaiseki Eco. Solution in terms of sales?
Amano: We must maintain the ability to think freely
without being bound by preconceived notions. The
needs of environmental businesses are changing at adizzying pace. I believe that our mission is to contributeto society with services that are one step ahead bybeing keenly perceptive of these changing needs.
Suzuki: For Daiseki Eco. Solution, it is securingresources. As a core member of the soil contamination
and related industrial waste industry, we receive alarge number of inquiries; however, we are facing theissue of not being able to respond to all of theserequests. In order to improve the quality of ourconsulting services and actual operations, we arelooking to scale up the training and development ofinternal and external employees, as well as
collaboration with strategic partners.

Koji Amano
Director & Senior Managing Executive Officer, Deputy General
Manager of Headquarters of Business Generalization, Daiseki
Appointed as a director in 2003. From 2000 to 2020 served as
the head of Daiseki’s Kyushu, Kanto, and Kansai works. Took on
his current role at Daiseki in 2020.

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