Company history

In February 1950 the former Daido Steel was reorganized and split under Japan’s Corporate Reconstruction and Reorganization Law, and Shin-Daido Steel began again with $1.2M (¥420m) of capital. Two postwar clean-ups were being settled at once — the dissolution of the zaibatsu and the unwinding of wartime industrial mobilization — and the new company came out of them as a specialist in one thing. Its line traced back to Denki Seikosho, founded in Nagoya in 1916 and renamed Daido Electric Steel Works in 1922. Electric-arc steelmaking runs on economics quite unlike the integrated blast-furnace mills that dominate ordinary steel: each grade needs its own material design, lots are small, and the product range is wide. Daido’s position was to supply exactly the steel that carmakers, machinery builders, toolmakers and electrical manufacturers specified.

Capital came next. The company listed on the Nagoya Stock Exchange in September 1950, eighteen months after its founding, and added listings in Tokyo and Osaka in June 1951 — a specialty steelmaker cannot fund its furnaces out of its founding shareholders alone. In March 1953 it took back the old name Daido Steel, closing the provisional look of a postwar spin-off and declaring itself the continuation of a prewar business. Then it began buying: an equity stake in Fuji Valve in July 1953 brought engine-valve manufacturing in-house, and a stake in the trading house Daido Kogyo in August 1954 brought sales and distribution in-house — a deliberate refusal to leave specification and delivery, the two things that decide a specialty steel order, to an outside trader. Shin-Riken Kogyo followed in 1955, Tokyo Seikosho in 1957, Kanto Seiko in 1964.

The other half of the strategy was plant. In May 1963 a new works opened at Chita, Aichi — on the eve of Japanese carmaking entering true mass production — and it grew into the core of the steel business, later carrying the continuous casters and the 150-tonne arc furnace. A 1968 survey of Japanese industry described Daido as the leading specialty steelmaker whose most striking feature was the breadth of its business: it led the market in industrial furnaces, hollow steel, manganese rail (95% of national output), steel columns and mine props, and built the world’s largest 250-tonne arc furnace in a division that could have stood as a company in its own right. Merger upon merger had also left it with eight plants. The last piece came in September 1976, when Daido absorbed Nippon Special Steel and Tokushu Seiko, gathered the postwar industry’s three main players into one company, and took the name it still uses: Daido Steel Co., Ltd.

The merged company held a compound structure — steel from Chita, automotive parts descended from Fuji Valve, distribution through Daido Kogyo — and spent the next three decades sorting it into businesses that could each carry their own profit. Casting, which runs on pattern-making, sand moulds and melt handling rather than steelmaking technology, was separated out in April 1980 as Daido Special Castings. Overseas followed the customers: the New York office was incorporated as Daido Steel (America) in 1983, and Ohio Star Forge was set up in 1988 to supply hot-precision forgings on the ground as Japanese carmakers localized production in North America — in this trade, buyers choose on certainty of quality and delivery rather than on the cost of a materials transaction.

A second axis was built out of non-ferrous materials. Daido Electronics was founded wholly owned in January 1990 to make magnetic materials for electronics, Daido Precision Parts in September 1990 for precision castings, and Daido Electronics (Thailand) in June 1994 with Itochu and others to supply magnets across Asia. Magnets were brought in to offset the sharp cyclicality of the steel business — and became, decades later, the origin of the company’s growth story in vehicle electrification.

Meanwhile production was concentrated where it paid. The second continuous caster at Chita entered commercial operation in April 1992; the Hoshizaki works’ steelmaking was consolidated into Chita in April 1995; the casting subsidiaries were folded into Daido Castings by 2002; Nippon Seisen absorbed Daido Stainless in 2007; the tool-steel business was reorganized into Daido DM Solution in 2012. The culmination came in November 2013, when a 150-tonne arc furnace started up at Chita, doubling the melting unit and lifting the share of high-value grades. Through the same years the group ran listed subsidiaries such as Fuji Oozx, floated in 1994 — independent accountability and a market valuation for each business, alongside the steady reinforcement of one plant and a set of overseas footholds.

Results through this period tracked the car industry closely. Revenue settled into a ¥450–550 billion range, with net profit above ¥20 billion in the years to March 2018 and 2019 as restructuring and firm automotive demand held; then the pandemic year to March 2021 cut revenue by roughly ¥100 billion to ¥412.7 billion and net profit to ¥4.5 billion, with the specialty steel segment in the red. Recovery came from the other side of the house: the year to March 2022 brought ¥529.6 billion of revenue and ¥36.9 billion of operating profit, led by functional and magnetic materials, and the following year set records at ¥578.5 billion and ¥50.0 billion. From the year to March 2024 the company reports under IFRS.

The expansion of the magnet business was done in the company’s customary way — all at once. In April 2019 Daido consolidated the Shimomura Kogyo group and related firms, taking in more than twenty-two companies including Daido Magnetic Materials (Shenzhen), Shimomura Special Steel (Suzhou), Fuji Hollow Valve and Daido Kogyo (Thailand), and enlarging its Asian magnet and specialty steel base within six months — the largest acquisition in its history by number of entities and geographic reach. More followed in Thailand in 2020. In parallel it pruned: a Suzhou casting operation was deconsolidated in 2020, life-service and valve subsidiaries were merged in 2021, and a Shanghai steel distributor was bought outright in 2021 and renamed. Expanding the Chinese sales network while consolidating local operations, in alternation, is how the group has kept regional earnings bases movable through US–China friction and the electrification of the car industry.

Shimizu Tetsuya, a career insider from research and development, became president in June 2022 and made the shift explicit. The medium-term plan “DSP3.0” opened in the year to March 2024 with ¥42.2 billion of operating profit and ¥49.7 billion of profit attributable to owners of the parent, records across steel, functional materials and automotive parts alike. The long-term vision DAIDO VISION 2030 targets ¥50 billion of operating profit and an ROE of 10% or more, and redefines magnetic materials and tool steel as the growth fields. The harder change was internal: a company that had earned its living by making electric-arc steel in volume now selects businesses by return on invested capital rather than by the size of the profit they produce. Cross-shareholdings are being reduced — the stake held by Nippon Steel, its largest shareholder, fell from 7.25% in the year to March 2024 to 5.26% the following year — and the decarbonization roadmap for electric-arc steelmaking sits alongside ROIC as the governing constraint. Rebuilt by statute in 1950, given its name by merger in 1976, and taught to make magnets in the 1990s, Daido is moving its centre of gravity from tonnage to materials.