CSR Report 2012

Transcription

CSR Report 2012

Corporate Social Responsibility Report
2012
Con tents
Top message
Editorial Policy
………………………………………………………………………………………
2
………………………………………………………………………………………
3
The IBIDEN Group’
s CSR Management ……………………………………………………………………………… 4
Corporate Philosophy／Consolidated Medium-Term Management Plan ………
CSR Policy and Scope of Activity
………
Dialogue and Cooperation with Stakeholders
………
External Corporate Evaluation
………
Assessment by Third-Party Organizations and Our Actions
………
4
5
7
7
8
Internal Control
………………………………………………………………………………
Basic Approach to Corporate Governance
………
9
Summary of the Existing Corporate Governance Systems
………
10
Compensation of Directors and Corporate Auditors
………
11
Risk Management
………
11
Compliance
………
13
CSR Management in the Supply Chain
………
16
9
Human Resource Management ……………………………………………………………………………… 18
Philosophy for Human Resource Management and Promotional Structure ………
Respect for Human Rights
………
Employment and Development of Human Resources
………
Respecting Diverse Work Styles
………
Labor and Management Cooperation to Create a Worker-Friendly Workplace ………
Occupational Health and Safety – Basic Policy／Occupational Health and Safety Policy
………
Organization chart of Occupational Health and Safety Management
Measures for Safety／Managing Employee Health
………
18
19
19
20
21
22
23
Environmental Management ……………………………………………………………………………… 24
Environmental Management - Basic Policy／Environmental Policy／
Organization chart of Environmental Management
………
Management System Certification Status／
Environment and Occupational Health and Safety-Related Laws and Regulations ………
Guidelines for Environmental Activities／Coping with Climate Change Issues ………
Resource Circulation
………
Appropriate Chemical Control
………
Understanding the Influence on Biodiversity
………
Environmental Contribution through Products
………
Environmental Accounting
………
The IBIDEN Group’
s Material Balance (Input and Output)
………
Environmental Data for Individual Plants and Group Companies – Compliance Management ………
24
25
26
29
30
31
32
33
35
36
Social Contribution
……………………………………………………………………………… 40
Philosophy for Social Contribution and Promotional Structure
………
40
Protecting the Global Environment
………
41
Fostering the Next Generation／
Contributing to Social Welfare and Local Communities
………
43
Disaster Relief Activities／Encouraging Volunteerism
………
44
Social Responsibility for Our Products ……………………………………………………………………………… 46
Quality Management that Supports Customers-First Values
………
46
Corporate Responsibility Goal Summary ……………………………………………………………………………… 48
Corporate Information
GRI Index Table
………………………………………………………………………………
50
………………………………………………………………………………
53
Corporate Social Responsibility Report2012, IBIDEN CO., LTD.
1
T op M essa g e
Working toward becoming a company that
enjoys continuous growth and is trusted by
both the local and international communities.
IBIDEN CO., LTD. was established in 1 9 1 2 as Ibigawa Electric Power Co., Ltd. to promote the local
economy. Since its inception, we have been growing and developing hand in hand with the local community. In November 2012, we will celebrate our 100th anniversary.
s history, the operating environment has changed drastically. In
Over the 100 years of the Company’
these circumstances, we have tirelessly mastered our innovative technologies and pursued product
development by answering the needs of the time. Today, we conduct a global business focused on
electronics and ceramics, contributing to the creation of an affluent society.
We will continue to move forward consistently and grow for the next 100 years, as we strive to
strengthen our corporate structure to become a company that is trusted by both the local and international communities.
President & CEO
Consolidated medium-term management plan and implementation of CSR management
The aim of the Global IBI-TECHNO 100 Plan, our medium-term management plan, is to establish a structure that achieves“sustainable growth”and“stable profitability”during the next 100 years, starting from
the 100th anniversary.“Implementing CSR management”is clearly specified as one of the key pillars
of activities underpinning the activities of this plan. To continue to move forward consistently after
100 years, we are striving for increased trust and management transparency.
In fiscal year 2011, we made changes in the“IBIDEN Group Charter of Behavior,”which is shared
within the Group to implement CSR management, and thoroughly discussed our role in each field,
sharing our values concerning goals. In fiscal year 2012, we will make efforts in a way that enables
each department to manage activities separately to achieve goals.
Risk response promotion from a global perspective
In fiscal year 2011, we were struck by the large-scale natural disasters of the Great East Japan
Earthquake and heavy flooding in Thailand. At a global level, these events caused serious damage to
the business world, including the disruption of supply chains. Though the IBIDEN Group suffered little
direct damage from both disasters, there was significant impact on the electronics and automobile
markets in terms of the procurement of raw materials and parts. Moreover, our customers suffered
serious damage. The Company managed to minimize the impact on production by quickly
implementing procedures for authorizing substitute products. Furthermore, since we responded to
requests for emergency assistance from customers to the utmost extent, we received words of
appreciation from many customers.
Learning from the disasters we had experienced, we launched efforts to secure multiple supply
chains and establish global production bases in response to the request from our main customers for
the establishment of a BCP (business continuity plan) to handle any natural disaster in the future.
Building trust through communication
To be a trusted partner in the international community, we need to initiate and maintain dialogues
with our stakeholders and undertake actions by working closely with them beyond the confines of our
Group. The IBIDEN Group continues its proactive disclosure of information regarding its financial
condition, products and CSR and promotes transparent management practices in an attempt to help
stakeholders gain a greater understanding of how the Group is run and decisions are made.
s range of undertakings discussed in this report, and we
We hope you will get to know the Group’
welcome your feedback and opinions.
2
E ditor ial Po li cy
The IBIDEN 2011 Corporate Social Responsibility Report, covering mainly the environmental and social aspects of the
IBIDEN Group, is published to inform stakeholders about the IBIDEN Group’
s CSR activities in an easy-to-understand
format. In recognition of the fact that CSR is closely linked to our corporate management, this report focuses on the key
themes based on matters of interest to our stakeholders and our four themes―internal control, human resource management, environmental management, and social contribution—including in“Implement CSR Management”which is
one of the pillars of our medium-term management plan. This report contains detailed information for our stakeholders
on the Group’
s policies and measures with regard to each theme and task.
Period covered
This report focuses primarily on activities during fiscal year 2011 (April 1, 2011 to March 31, 2012), but also includes details of
selected ongoing initiatives and more recent activities.
Date of publication
September 2012 (previous report: November 2011, next report: September 2013)
Process of Determining Reporting Items
Based on the IBIDEN Group Charter of Behavior, working groups comprised of directors of various sections work to identify the
management tasks for the Group as well as themes that the IBIDEN Group should tackle. Furthermore, we carefully consider the
concerns of our stakeholders and determine which items the Company should include in its report. The means of communication
with our stakeholders include direct communication in the form of requests and demands from our customers, the industry, and
local communities, feedback from external evaluation organizations such as SRI (Socially Responsible Investment), and feedback
on the CSR Report.
These issues and items are divided into groups based on topics centered on four themes (internal control, human resource
management, environment management, and social contribution) of our“implementation of CSR management,”which is one of
the pillars of our consolidated medium-term management plan. This CSR report is published after undergoing the above-mentioned process to select reporting items and is based on the Company’
s disclosure rules. It has also been approved by the
Disclosure Committee.
Coverage
As a rule, the contents of this report relate to IBIDEN Co., Ltd. (“we”/“IBIDEN”/“the Company”) and domestic and overseas
companies belonging to the IBIDEN Group. Parts of this report that do not relate to the IBIDEN Group (“the Group”) are specified on an individual basis. Selected environment data are only applicable to IBIDEN’
s domestic premises. Such data are marked
as“IBIDEN domestic premises”and include IBIDEN Co., Ltd. and selected domestic Group companies. Environmental performance
date for the Group’
s operations centers on main production bases as bellow:
・Domestic premises…Ogaki Plant, Ogaki Central Plant, Aoyanagi Plant, Gama Plant, Ogaki kita plant, Godo Plant, Kinuura
Plant and including some Domestic Group which are covered by IBIDEN’
s management system.
・Domestic Group companies…IBIDEN Jushi Co., Ltd.(“Jushi”), IBIDEN Bussan Co., Ltd.(“Bussan”)
・Overseas Group companies…IBIDEN Electronics (Beijing) Co., Ltd.[“IEB”] , IBIDEN Philippines, Inc. [“IPI”], IBIDEN Hungary Kft.[“IHU”], IBIDEN DPF France S.A.S.[“IDFS”]
・Since the range of environmental performance data for the Group’
s operations has been increased, starting in the fiscal
year under review, disclosure figures have been modified retroactively for the past fiscal years.
・The benchmarks for the basic unit of the production volume are IBIDEN’
s domestic premises, IBIDEN Jushi, IBIDEN Bussan, IEB, IPI, IHU and IDFS, which are the main production bases.
・Although IBIDEN Electronics Malaysia (IEM) is being operated, it is not included in the calculation of the environmental
performance data since it is still in a start-up phase.
Guidelines used as reference
ISO26000:2010 Guidance on social responsibility
Sustainability Reporting Guidelines (Third Edition), Global Reporting Initiative (GRI)
Environmental Reporting Guidelines (fiscal year 2012 version), Ministry of the Environment
Environmental Accounting Guidelines (fiscal year 2005 version), Ministry of the Environment
Note: GRI guideline comparison table can be found at the end of the report.
Supplementary information regarding the contents
This report is intended for the stakeholders who are highly interested in CSR. The contents of the report
consist of our stakeholders’interests, the items for which they have great expectations or demands, and
the matters for which the Group recognizes its responsibility.
Disclosure of CSR Information
The IBIDEN Group’
s CSR report is published on our website. We will update social and environmental information in an appropriate manner.
Furthermore, our website serves as a venue to disclose in a timely manner a wide range of information such as financial information including the Group’
s business report and its consolidated financial
statements as well as nonfinancial information such as various policies and management indicators concerning CSR.
Website
http://www.ibiden.com/csr/
3
The IBIDEN Group’
s CSR Management
Cor p or ate Philo so p hy
IBIDEN WAY
Our Motto
Integrity
Harmony
Positivity
We respect humanity and nature
Our Virtues
Harmony
with Nature
Respect for
Humanity
Pursuit of
“IBI-TECHNO”
Customers
First
Corporate Philosophy
We respect humanity and nature
We create new values together with customers
We contribute to constant social advancement
Direct
Observation
Challenge
Teamwork
Our Principles
Employee’s Code of Conduct
The power that has enabled IBIDEN“to overcome many adversities with all our employees and to continue to
exist,”and“the wisdom and vitality that have achieved dramatic growth in recent years”—
these have persisted throughout IBIDEN’
s long history of nearly 100 years.
The systematization that carries this on, transcending borders, is the“IBIDEN WAY.”
While respecting people and the global environment, we create new value together with our customers.
Further, the hearts of our employees throughout the entire Group are united in our efforts to contribute to
sustained development of society.
Con soli d at ed M ed i um-Ter m M a n a g e me n t Pl a n
We will implement“Global IBI-TECHNO 100 Plan”
and establish a business structure that achieves sustainable growth as well as
stable profitability.
At the IBIDEN Group, we continue to propose new value to our
customers based on IBI-TECHNO philosophy of“Creating new technology by fusing and combining our own innovative core
technologies.”
In accordance with“Global IBI-TECHNO 100 Plan”as our consolidated medium-term management plan, we are making IBI-TECHNO
evolve yet further, establishing“IBIDEN innovative business model,”
and making efforts intended to further augment our competitive
strengths. In addition, by practicing management grounded in corporate social responsibility, the Group intends to achieve a continuing
existence and to contribute to the development of society.
Three Pillars of Our Activities
①Strengthen and rebuild our core business competitiveness
・ We will steer our business toward future growing markets.
・ We will strengthen global competitiveness.
②Cultivate our new third business after electronics and ceramics
③Implement CSR management
・ We will make efforts improve management reliability and transparency.
Strengthen and
rebuild our core business
competitiveness
Cultivate our
new third business
after electronics
and ceramics
Implement CSR
management
4
CS R P o l i cy and Sc o p e o f Ac t iv it y
All CSR activities at the IBIDEN Group are based on our corporate philosophy of“respecting humanity and nature,”
“creating new values together with customers,”and“contributing to constant social advancement.”We
pursue activities that enhance the reliability and transparency of management as well as strive to flourish as a
going concern and contribute to social advancement.
The direction and the ideal of our CSR activities are shared throughout the entire Group and presented as
the IBIDEN Group Charter of Behavior, which takes into account our role as a global corporation and reflects
requests and demands from our stakeholders including our major customers around the world.
IBIDEN Group Charter of Behavior (July. 2011)
Article 1: Compliance with laws, regulations, and ethics
We comply with laws, regulations and ethical requirements of the countries and regions where its business operations are based. We work against corruption in all its forms, and carry out open and fair
corporate activities with the intention of becoming a company that enjoys the confidence of the international community. We also protect and properly manage personal and customer data and other
types of information.
Article 2: Development together with stakeholders
We develop together with our stakeholders, so we enhance the transparency of management and
build a trustworthy relationship through communication. We also actively engage in community-based
activities that contribute to society as a good corporate citizen.
Article 3: Providing customer delight
We provide customer delight, so we have a good understanding of social trends, future needs and develop. We provide safe and secure products and services to maximize our customer’
s satisfaction by
growing IBI-Techno.
Article 4: Management based on global standards
We manage our group based on global standards. We respect human rights and other international
norms of behavior. Also, we respect culture and customs in each country or region concerned when
carrying out our corporate activity.
Article 5: Harmony with nature
We harmonize with nature in all areas of our corporate activities. We manage to develop technologies
to achieve good balance between the environment and business, and we provide environmentally
friendly products and services by promoting energy and resource conservation activities.
Article 6: Attractive and vibrant company
We aim to become an attractive and vibrant company on the basis of fair, equitable and result oriented
employee evaluation personnel system. We aim to have a safe and comfortable working environment.
We create a rewarding corporate culture that the employee can respect for each diversity, and fully exercise their skills and abilities.
IBIDEN Group Charter of Behavior and Corporate Governance
We recognize that the entire Company including the management must participate in the effort if we are to
fully realize the spirit of the IBIDEN Group Charter of Behavior. The management also understands that it
should lead by example to ensure that these efforts take place thoroughly throughout the Company as well as
among our Group companies, and to encourage our suppliers to participate. Furthermore, we pay continuous
attention to the voices of people both inside and outside the Company and have put in place an effective corporate structure. Should an incident occur that violates the Charter, the management will have in place a
system to solve problems, which will communicate its position, investigate the cause and implement a prevention of recurrence. Moreover, we will communicate accurately and in a timely manner the information
regarding the incident including accountability. Finally, after authority and responsibility are clarified, severe
consequences will be imposed.
Managing Activities Related to the IBIDEN Group Charter of Behavior
In July 2011, to implement CSR management based on our corporate philosophy the“IBIDEN WAY,”we revised the IBIDEN Group Charter of Behavior to reflect our role as a global corporation as well as requests and
demands of our stakeholders: ISO26000, Global Compact, EICC Code of conduct, Keidanren Charter of Corporate Behavior (as a member of Keidanren: Japanese Business Federation), etc. While taking into account
international standards, working groups have discussed and identified the ideal that the entire Group should
pursue, and then turned it into a form of written communication listing items to be implemented. This written
communication then became a part of each division’
s policy and dictated the activities to be promoted. The
process of making it part of each division’
s policy has allowed us to manage the level of progress of the activities related to the IBIDEN Group Charter of Behavior as part of the division’
s operations.
Charter of Behavior
(Goals for the Group)
Medium-term Targets
Action Plans
5
CSR Policy
The Group strives to contribute to social advancement while achieving continuing existence by implementing
CSR management. The vision of the Group’
s CSR management has been developed along four themes: internal
control, human resource management, environment management, and social contribution. We believe that
working from these four viewpoints will allow us to build on our relationship based on trust with our stakeholders by further expanding activities in a wide range of areas.
＜CSR Policy＞
We aim to enhance our corporate value
・By raising awareness of the need for IBIDEN to act responsibly and honestly in the interest of sustainable
operations
・By fulfilling our responsibilities in a well-balanced manner from an economic, environmental and social
standpoint
・By working in partnership with all of our stakeholders.
Employees
Customers
Shareholders/
Investors
Human Resource
Management
Internal Control
Environmental
Management
Social
Contribution
Global environment
Suppliers
Local
communities
<Conceptual diagram of CSR management>
Based on our four themes of internal control (such as corporate governance, compliance and risk management), human resource management, environmental management, and social contribution, we will implement
activities in a wide range of areas and build a trustworthy relationship with all stakeholders.
Framework for CSR Promotion
The Company set up CSR Promotion Division in April 2006 as the division responsible for the promotion of
CSR activities.
We also designated a management person in charge of the promotion in each division who performs duties such as promoting CSR activities and compliance, supervising the implementation of compliance, hosting
educational sessions for the members of the division, and reporting of compliance violations within the division as well as the follow-up on improvements.
We also convene a conference for management persons responsible for CSR promotion four times a year.
During the conference, the participants confirm the company-wide promotion items and their progress as well
as share anecdotal examples of promotional activities at their workplace or within the group companies.
Furthermore, we have designated September as CSR Month and encourage each and every employee to
increase his or her awareness of CSR by broadcasting messages from executives and increasing the number of
educational activities related to compliance.
6
Dia l og ue a nd C o o p era tio n wit h S t a k e h o l d e r s
Since its operations began as a hydroelectric power generation
business that provided electricity to the community, the IBIDEN
Group has won the support of all residents in the community
as well as many other people.
We continue to look for opportunities to communicate with
our stakeholders to thoroughly understand the expectations
and demands that they have concerning the Group.
In fiscal year 2011, we recorded progress particularly in our
effort to promote CSR activities across our entire supply chain
including material buyers, temporary staffing agencies, and subcontractors.
We strongly believe that, if we are to continue developing
and cultivating a relationship based on trust, it is essential that
we continue to reflect in our business activities the stakeholders’expectations and demands expressed during our
communications.
Safety & Health Promotion Meeting for Contractors
■Example of Communication
Stakeholders
Example of Communication
Labor and Management
Committee
Health and Safety Committee
Improvement of customer
Customers
satisfaction
Code of conduct audit
Purchasing policy briefings
Safety training session for
Suppliers
suppliers
Implementation of CSR survey
and audit
Risk communication
Local
Regular exchanges with commucommunities
nity associations
Social contribution activities
General shareholders’meeting
Shareholders/ Investor briefings
Investors
Response to research and
evaluation organizations
Employees
Community risk communication (Ogaki Plant)
E xter nal C o rp o r ate Ev a lua t io n
In recent years, attention has increasingly focused on socially responsible investment (SRI), referring to corporate investment from a social perspective, taking into account considerations such as the environment and
social contribution rather than concentrating exclusively on profitability and other corporate and financial targets.
Having been evaluated by an SRI evaluation organization, we have been selected for inclusion in the Dow
Jones Sustainability Indexes (DJSI World, DJSI Asia Pacific), ETHIBEL EXCELLENCE, Morningstar’
s SRI Index.
Furthermore, IBIDEN was selected for“Global 100 Most Sustainable Corporations in the World,”announced
at the World Economic Forum in the fiscal year 2011.
(as of June 2012).
7
Assessm en t b y Thir d -P a r ty O r g a n iz a t io n s a n d O u r Ac t i on s
Undergoing Sustainable Management Assessment
In order to realize and maintain CSR management, it is essential not only to conduct internal evaluations and
audits but also to assess our activities from an objective viewpoint. To this end, the Company undergoes an
external assessment every two years and strives to improve on the credibility of the CSR activities it promotes.
In March 2012, we thus underwent the“Sustainable Management Assessment”(SMA) which was conducted by a nonprofit organization (NPO), the Sustainable Management Forum of Japan (SMF), to evaluate the
level of our activities pertaining to areas such as management, environment and social development while
working jointly with the organization to verify the evidence (proof and/or rationale) of these activities. As the
SMF takes into account the requirements of ISO 26000, we believe that the assessment conducted on the
Company’
s activities provides an evaluation based on international guidelines.
We were given an average evaluation of 7 7.5% as a result of this assessment, which indicated that we
have yet to satisfy all sustainable management standards. By category, we were given“meets the sustainable
level”in the area of management such as compliance and risk-management,“approaching the sustainable level”in the area of environment and“Almost meets the sustainable level”in the area of social development
including human resource management. The evaluation also provided suggestions for improvements.
The SMF gave an excellent evaluation on environmental topics such as chemical control, use of natural energy, and waste reduction. It was pointed out, however, that to continue to decrease our environmental load
it is necessary to expand the range of control beyond the Group to gain a complete understanding of the current status. Promotion of biodiversity protection activities also will benefit from further development. In the
area of social development, the SMF indicated that the Company needed to continue to thoroughly inform its
employees throughout the Group of the policies and visions it is pursuing in matters such as human resources.
It was also suggested that the Company should present more effectively its intended course of action in local
communities to its employees.
Having considered the above-mentioned suggestions, we have already included them in our policies for fiscal year 2012 in the area of environment. This report also outlines more clearly various action policies in areas
such as social contribution.
Corporate Evaluation by External Organizations and Third-Party Audit
The Company conducts gap analyses between“what it should be”and the results of external corporate evaluations. Our CSR Promotion Division analyzes the data obtained from important survey questions and
discusses the course of action with departments involved to identify elements that are lacking at the Company. Furthermore, if it is possible to improve upon these elements during the next fiscal year, each department
develops strategies within its action policy.
The results of CSR-related audits conducted by third-party organizations similarly undergo the process of
gap analysis to establish the difference between the global industry-required standards and the Company’
s
current efforts, and to identify issues that need to be addressed. We take to heart the suggested issues put
forward during these audits and strive to improve upon them by analyzing the causes and implementing corrective actions as well as preventative measures. Furthermore, we are working toward creating a system that
meets the global standards by improving upon these issues. For fiscal year 2011, our focus was on developing further our human rights activities in Asia by establishing rules and guidelines that clearly state items that require
attention concerning human rights.
8
Internal Control
Our Group defines corporate governance as a critical management issue for increasing corporate value
through sustainable growth. The entire Group is actively committed to improving corporate governance.
Basic Approach to Corporate Governance
(1) Objective
By strengthening our internal control functions through proactively developing“activities for advancing compliance and risk management”with an involvement of all officers and employees and by augmenting and
strengthening the management-oversight functions of our Board of Directors and the audit functions of our au-
ditors, we are creating a transparent corporate control system that can accommodate the reliance of our
shareholders and society.
(2) Governance structure in our Group
To ensure the appropriateness and fairness of business conducted by the IBIDEN Group companies, IBIDEN
has suggested to the heads of the Group companies a structure designed to advance compliance and risk
management similar to its own. At Group information exchange meetings, it keeps abreast of their actions advocating compliance and risk management, their status of management and progress made to meet the
targets mapped out in their plans for profit generation.
(3) Overview of Corporate Governance
IBIDEN has elected to operate as a company with corporate auditors and a Board of Corporate Auditors.
The term of each director is limited to one year to clarify management accountability of each director,
strengthen management practices and enhance the agility needed to implement optimal management practic-
es in quick response to the changing business environment. An executive officer system has been introduced
to allow swift managerial decision-making and accelerated business execution.
The Company has five corporate auditors, three of whom are outside corporate auditors with no conflict of
interests with the Company. Corporate auditors participate in major meetings including those of the Board of
Directors and the Management Conference to audit the business executed by the directors. In addition, fulltime corporate auditors work in cooperation with the Audit Division, which is the internal auditing organ of
the Company, and accounting auditors to perform audits on IBIDEN and its Group companies as required by
law and other rules.
Executive officers and others submit reports at the request of the corporate auditors in compliance with
the Rules of the Board of Corporate Auditors and the Corporate Auditors’Auditing Rules set forth by the
Board of Corporate Auditors. The Company has also created an Audit Division (comprising six members),
which is responsible for executing internal audits. The Audit Division conducts internal audits of the matters
requested by the corporate auditors through discussion with them to ensure greater effectiveness of the audit
structure of the Group.
The Company will maintain the current structure by“clarifying the directors’management responsibility,”
“making decisions quickly through the executive officer system”and“enhancing the effectiveness of the auditing system.”
(4) Relationships with stakeholders and timely disclosure
Aware of its mission to increase corporate value and meet shareholder expectations, the Group understands
that it must fulfill its responsibilities with respect to employees, local residents, local communities, business
partners, investors, and other non-shareholding stakeholders. For this reason, we have instituted the Disclo-
sure Regulations to facilitate proper assessments of our Group. Our aim is to help stakeholders understand
the Group and to win their broad consent to reconciling their interests of different stakeholder groups. With
the decision of the Disclosure Committee, consisting chiefly of the president and the director responsible for
finance sections, management information is disclosed in a fair, timely, and appropriate manner.
9
Summary of the Existing Corporate Governance Systems
Summary of the Existing System and Reasons for the Use of the Existing System
With regard to the operation of the Board of Directors, we have asked two outside directors to join and provide their management advice in an effort to realize fair, highly transparent management. For the designation
and determination of remuneration, we also have in place fair, transparent procedures. IBIDEN clarifies the directors’management responsibility and strives to strengthen the management structure. The maximum
number of directors is set at 18 (now 12), and a director’
s term of office is set at one year to respond to changes in the business environment and build an optimum, flexible management structure. Furthermore, IBIDEN
has introduced an executive officer system to facilitate speedy management decision-making and further acceleration of business operations. As for the decision-making by the Board of Directors and business
operations by the President and CEO, they are audited by the Board of Auditors, and each auditor has the
ability to take strict action.
Matters Related to Outside Directors
Two outside directors are appointed to ensure their contribution to IBIDEN’
s appropriate corporate governance as well as their advisory functions for the corporate code of conduct. They work in an appropriate
manner to make necessary statements with regard to the agenda and discussion at the Board of Directors
meetings, taking actions required to fulfill the above-mentioned objectives.
Measures to Enhance Auditors’Functions
Auditors participate in major meetings, such as the Board of Directors and the Management Conference, and
audit the execution of their duties. Furthermore, in collaboration with the Audit Division, which is the internal
auditing division, as well as accounting auditors, full-time auditors conduct audits for IBIDEN and Group companies based on existing laws and provisions.
Description Regarding the Status of Ensuring Independent Officers
At IBIDEN, two outside directors (Director Toyoda and Yonezawa) and three outside corporate auditors (Auditor Kuribayashi and Kumagai and Shiota) are appointed as independent officers. This is because IBIDEN has
judged that they will contribute to the appropriate corporate governance and advice on the corporate code
of conduct, and there is no conflict of interest with general shareholders. (Please refer to“Board of Directors/
Organization”)
In addition to the corporate governance structure described above, the Company has set up a Management Conference to fortify its structure. Composed of parties responsible for management decisions and
business execution such as representative directors, directors, executive officers and managing officers, in addition to full-time corporate auditors, the Management Conference is authorized to conduct advance
deliberations on matters to be placed on the agenda of the Board of Directors and is authorized, under the
Company’
s rules on authorizations, to approve such items. It also deliberates and makes decisions on important matters including management of the progress made in yearly and monthly budgets and managerial
issues.
Diagram of Corporate Governance System
Shareholders’Meeting
Appointment/Removal
Appointment/Removal
Appointment/Removal
Report
Board of Directors Directors
Audit
Supervision
Discuss Questions/
Report
Discuss
Questions/
Report
Report
CSR Promotion Division
Representative Directors (Executive Officer)
Standing Auditors (Executive Officer)
Executive Officers
Direction
Report/Cooperation
Accounting Auditors
Approval of Appointment/
Removal and Interpretation of
Proper Audit
Direction
Audit
Order
Management Conference
Risk Management Company-Wide
Promotional Committee
Compliance Company-Wide
Promotional Committee
Executive Officer in Charge of
Risk Management
(Managing Officer in charge of CSR promotion)
Executive Officer in Charge of Compliance
(Managing Officer in charge of CSR promotion)
Departments in Charge of
Each Risk Management
President & CEO (Direct Management)
Executive Officer of Each Business
(Division of Executive Authority)
Report
Compliance Counter
Corporation
Supervision
Board of Corporate Auditors
Audit Auditors
Compliance Committee*
Reward and Disciplinary Committee*
Information Security Committee
Security and Trade Management Committee
Insider Trade Controlling Framework
Disclosure Committee
Audit
Auditor Division
Execution of Operation/
Supervision
Audit
Audit
Order
Order
Audit
Each Business and Function Department ・Each Company in the Group
*Established on an ad hoc basis when related issues arise
Corporate Social Responsibility Report2012, IBIDEN CO., LTD. 10
Compensation of Directors and Corporate Auditors (Fiscal Year 2011)
Total remuneration of directors and corporate auditors by classification, total remuneration by type, and number of directors and corporate auditors receiving remuneration.
Classification
Basic remuneration
All directors
External directors only
All auditors
External auditors only
Number of recipients Amount paid Number of recipients Amount paid Number of recipients Amount paid Number of recipients Amount paid
(Persons) (Millions of yen) (Persons) (Millions of yen) (Persons) (Millions of yen) (Persons) (Millions of yen)
12
365
Bonuses
10
121
-
-
-
-
-
-
Stock options
12
50
2
6
-
-
-
-
Total
2
536
23
29
4
71
71
2
15
15
1．The resolution setting the upper limit of remuneration for the directors at not more than 45 million yen per month was approved at the
154th general shareholders’meeting held on June 22, 2007. Of the total, the amount for outside director’
s accounts for 3 million yen or
less, with the remaining 42 million yen or less paid to the other directors. Compensation under stock option plans is set separately. Salary
for directors as company employees is also excluded from the figures.
2．In addition to the remuneration and the compensation under stock option mentioned above in 1, at the 158th general shareholders’meeting held on June 22, 2011, the resolution was approved stipulating that directors, excluding the outside directors, are to receive as bonus
equal to 0.5% of the consolidated net income for the fiscal year as well as 1.6% of the total amount of annual dividends for the applicable
fiscal year. However, the maximum limit was also set at not more than ¥500 million by the resolution with amounts less than ¥1 million being rounded down.
3．The maximum limit of remuneration for corporate auditors was approved at not more than ¥6 million per month at the 145th general shareholders’meeting held on June 24, 1998.
4．With regard to 121 million yen, the amount paid as the directors’bonus mentioned above, the payment was decided at the Board of Directors meeting held on May 18, 2012.
5．In addition to the amount paid mentioned above, 45 million yen has been paid to the two directors of the Company who concurrently serve
as the directors of the Company’
s subsidiaries as basic remuneration during the current period in relation to the two subsidiaries concerned.
Risk Management
Basic Approach
The IBIDEN Group enables business continuity by analyzing various risks surrounding management, accurately
handling losses of business resources that have a great negative impact on the ease of our business operations, ensuring the safety of our shareholders, customers and officers, and reducing and preventing losses of
business resources.
Action Plan
1．We devote efforts to maintaining the safety and health of employees and business partners and to conserving operating resources.
2．We conduct ourselves so as not to impinge upon the safety, health, or profits of our shareholders, customers, and local and international society.
3．In cases where risk is manifested, we work to achieve prompt response and recovery through responsible
action.
4．We reflect social demands related to risk in our risk management.
5．We provide required information in order to avoid or reduce possible damage caused by misunderstanding and a lack of understanding.
Structure for Advancing Risk Management
The Group has established Risk Management Regulations to create a risk management structure, emergency
countermeasure and evaluation of its performance. We also created the Risk Management Company-wide
Promotional Committee, which is tasked with improving risk management. The Risk Management Companywide Promotional Committee is responsible for considering and deciding on general risk management issues.
It also examines and reports the progress of actions to address major risks. To execute the policy endorsed
by this Committee, a risk owner is appointed to carry out activities geared to IBIDEN’
s circumstances and
business model, as well as with those of its Group firms.
Diagram of Risk Management Promotion System
Risk Management Company-wide Promotional Committee
(Directors, Executive Officers, Standing Auditors, Unit managers and manager of Audit Division)
Function
Deliberation and decision making on risk management, etc.
Secretariat
Audit Division
Business
opportunity
risks
Business sections
Systems risks
Legal affairs risks
Financial affairs
and funding
risks
Development and
intellectual property
risks
Energy supply
risks
Information system
sections
Legal affairs sections
Finance sections
Intellectual
property sections
Energy control
sections
Disaster risks
Environmental
risks
Environment &
safety and general
affairs sections
Environment &
safety sections
Overseas risks
Human resource
and labor
risks
Overseas enterprises and
general affair sections
Human resources
sections
new risks
Related sections
Business sections, functional sections, domestic and overseas group companies
*A promotion manager appointed at each section
Advancing Risk Management
Based on its basic policy and Risk Management Regulations, the Group is actively developing risk management promotion activities by, for example, setting
up a department responsible for each risk category, strengthening the accountability structure, and offering seminars and workshops geared toward
officers and employees. The managing officer of the CSR Promotion Division
who also acts as the officer responsible for risk management conducts these
risk-management promotion activities and reports to the Risk Management
Company-Wide Promotional Committee (Secretariat: CSR Promotion Division)
headed by the president and CEO.
Twice a year holding of the Risk Management
Companywide Promotion Committee meeting
Should the internal audit or other mechanisms discover business actions that may create risk of loss, the officer responsible for the Strategic Corporate Planning Operation is immediately tasked to understand the
details of the said risk as well as the scope of its potential loss. He then gives instructions on swift and systematic measures and attempts to prevent the loss from occurring. Furthermore, in case of a large-scale
accident or a disaster, he immediately sets up the headquarters to thoroughly understand the situation, implement first responses, and prevent further loss to minimize the loss.
Addressing Risks
The IBIDEN Group undertakes risk management activities so that we may continue to reliably conduct our
business operations. We regularly detect and assess risks to reduce risks in important areas: operational divisions are working on the risks related to strengthening our business competitive edge, while functional
divisions are addressing the risks bringing serious repercussions to the Company’
s business. In fiscal year
2011, focusing on the risk of legal violation as a companywide risk, we built a legal compliance system and
implemented measures for boosting legal compliance management to next level at each functional division.
As for measures to be taken when disasters such as earthquakes occur, we believe that lifesaving comes first,
followed by the early supply of products to customers.
To prepare for earthquakes, we not only check each building’
s resistance to earthquakes but also determine the items, matters and divisions for actions to be taken in regard to damage prevention, secondary
damage, and anticipation. Furthermore, to prepare for supply risks that may occur during earthquakes and
other disasters, we have verified the current situation at the Company as well as our suppliers and begun implementing measures to reduce risk in the order of risk priority.
Compliance
Basic Policy
By achieving thoroughgoing commitment to“compliance with domestic and international laws, our articles of
incorporation, internal regulations and corporate ethics (hereinafter called Compliance)”and through open
and fair corporate activities, we aim to be a company that international society relies on.
The IBIDEN Group adopted the IBIDEN Standards for Employee Behavior in December 1998 and the Compliance Promotion Regulations in August 2003, to facilitate its compliance activities. We continue to increase
awareness of compliance, adopting a management approach that seeks to earn the trust and respect of all
stakeholders.
Structure for Promoting Compliance Program
The Group vigorously pursues further development of its compliance promotion activities (streamlining of the
compliance-related rules and regulations, verifying the status of implementation of compliance activities, promotion activities, workshops and other functions geared toward the officers and employees) based on our
basic policy and Compliance Promotion Regulations, the“IBIDEN Standards for Employee Behavior,”which
sets the standards for compliance implementation. The executive officer in charge of the CSR Promotion Division as well as compliance implements promotion activities then reports to the Compliance Company-Wide
Promotional Committee (Secretariat: CSR Promotion Division) chaired by the President and CEO.
In addition to the formal channel of reporting, the Group has established a compliance consultation service
to facilitate reporting when an officer or employee discovers a violation of compliance. Through this service,
officers and employees may report violations nominally to employees in charge of the compliance consultation service or anonymously to outside experts. The latter ensures that the rights of the whistleblower are
protected by protecting his or her privacy and prohibiting prejudicial treatment. The executive officer in
charge of compliance strives to educate officers and employees through training to achieve thorough understanding of the compliance consultation system. Should an incident related to compliance occur, the
Compliance Committee chaired by an executive officer is called and discussions take place on appropriate actions to address the situation as well as preventative measures for future incidents. Serious incidents such as
those highly relevant to directors are reported to the Board of Directors.
Diagram of Compliance Promotion System
Board of Directors
Board of Corporate Auditor
President & CEO
① Company-wide promotion
② Overall control
③ Reporting and Reviewing
Compliance Committee
Function
Function
Compliance Company-wide Promotional Committee Chaired by President & CEO
Function
Compliance Promotional Committee at each plant
Chaired by Plant Manager
① Promotion at a plant level
② Edification and education at a plant
③ Addressing the improvement in non-compliance case
①
②
③
④
Implementing and planning a countermeasure
Deliberation on non-compliance case
Consultation with the Reward and Disciplinary Committee
Consultation with the Board of Director
Executive Officer in Charge of Compliance
Compliance Consultation Service (Compliance Counter)
All Employees
Compliance Company-Wide Promotional Committee
In August 2003, the Compliance Company-Wide Promotional Committee headed by the president was formed
in an effort to bolster compliance-related awareness across the Group. The committee carries out group-wide,
pro-compliance activities and reviews such undertakings. Compliance-related policies and plans decided by
the committee are communicated to each plant, which in turn rolls out individual actions in accordance with
them. All group companies both in Japan and abroad have set up their own compliance organizations mandated to formulate and conduct individual actions.
Standards for Employee Behavior
The Group has long since stepped up its commitment to compliance, following the introduction of the IBIDEN Standards for Employee Behavior Employees’Code of Conduct. As our overseas operations rapidly expand
with the construction of plants in the Philippines, China, France, and Hungary, we must now ensure compliance with international rules as well as
with laws and regulations prevailing in the countries where we do business. Recognizing this, the Group undertook a full review of its compliance
program to improve the framework and revised the IBIDEN Standards for
Employee Behavior in fiscal year 2003.
At the Group, all officers and employees are determined to respect the
Standards for Employee Behavior and create a group of companies that
are good corporate citizens in the eyes of the international community.
We have established the IBIDEN
Standards for Employee Behavior,
which serve as compliance guidelines for officers and employees.
Revision to the Standards for Employee Behavior
The IBIDEN Standards for Employee Behavior are continually evolving in light of the globalization of our expanding business operations. Taking into consideration the expectations of our stakeholders, we add and
revise provisions on worker rights with which we must comply as internal standards. We have also established
the Standards for Employee Behavior based on such international standards at our main production plants
overseas, and we are making efforts to provide thorough education on human rights and ethics according to
these standards.
Upon the revision of the IBIDEN Group Charter of Behavior, in fiscal year 2011, IBIDEN reorganize the Code
of Conduct so that employees who must comply with it can understand it more easily, and we continue our
efforts to promote their compliance.
Compliance Education
The Company runs a broad array of education programs including level-specific and workplace-specific training designed to enhance employee awareness of the importance of compliance. These programs include
group discussions on causes of violations of the Employees’Code of Conduct and actions taken in response
to the violations. They educate every single trainee in consciously deciding on the right action in a given situation.
We continually provide our own CSR portal site on the intranet and examples of compliance practices in our internal magazine and on the
intranet as another way to improve staff awareness.
In addition, we have invited outside instructors to educate management persons responsible for promotion including officers concerning
compliance, risk management, and human right including harassment to
be undertaken as an administrator. We also arranged e-learning education of the revision of the Employees’Code of Conduct and approximately
94% of all our employees took it in fiscal year 2011.
CSR Workshop program is conducted
to deepen employees’understanding
of compliance through discussion.
Compliance by Directors
When establishing a compliance system, it is crucial that all executives and managers be at the forefront of
the efforts. As September is CSR Month, executives and the management persons responsible for CSR attend
workshops by external instructors to gain a clear understanding of their role as managers.
Furthermore, executives must conduct themselves in accordance with the Standards for Employee Behavior in both their personal and professional lives, as the standards include items relevant to individual executive
such as regulations regarding competition as well as conflict of interest.
Whistleblowing System
After learning of any suspected compliance violation in the Group, employees are generally required to report
it, to consult, and to take action using the chain of command between the superior and the subordinate. We
have, however, established a compliance consultation service for quickly solving any problem that cannot be
reported through the usual channels. The service is available not only to employees of IBIDEN Group companies but to all those working for the Group. We provide three access channels to facilitate consultation: one
inside the Company, another at a lawyer’
s office, and the other at an outside organization.
In fiscal year 2011, we provided consultations in 70 cases for the entire Group in Japan. Although most of
the consultations were related to the issues that could lead to issues related to potential harassment case
and labor management, none of them significantly affected our business activities. Moreover, at workplaces
where problems were observed, seminars and other events are held individually to prevent recurrence. To
discover and deal with problems as early as possible, we will continue our educational activities to enhance
our reliability by offering a consultation service that can be safely used by those who seek consultation.
In addition, we have set up a consultation service for our supplier in fiscal year 2011. We create an environment where we not only offer consultations internally but also gather valuable feedback on IBIDEN’
s
compliance from our regular supplier.
IBIDEN has no record of legal violations, such as corruption and information leakage, which have a major
impact on business activities.
Self-Check
To clarify compliance issues at plants, a self-check on morality, security, and respect for human rights is conducted once a year on a plant-by-plant basis. Any problem identified in this process will be addressed through
remedial activities specific to the plant.
Employees holding managerial posts are required to submit themselves to annual self-testing to measure
their understanding of the IBIDEN Standards for Employee Behavior and their state of compliance with the
standards, for identification of topics that are not fully understood. Starting from the fiscal year 2011, the selfcheck for not only employees holding managerial posts but also regular employees have been carried out to
recognize challenges at the individual level and little understood topics. Case studies illustrating compliancerelated issues that many test-takers failed to answer correctly are published to increase their understanding.
To earn the trust of international community while operating business globally, both the Group and the entire
supply chain must responsibly take actions that respond to social demands. We believe that a sustainable
growth of the entire supply chain as well as a higher corporate value will be realized through promotion of
CSR activities based on the basic policy of the IBIDEN Group.
Basic Purchasing Policy
1．We comply with laws, regulations and societal norms, and strive to build relationships of trust and mutual
cooperation with suppliers.
2．We provide suppliers opportunity at a fair deal.
3．We continue to fulfill our social responsibilities including human rights and environmental protection
through purchasing activities.
IBIDEN Group Supplier CSR Guidelines
IBIDEN began disclosing requests to suppliers, based on its basic purchasing policies,
in fiscal year 2008 and held a briefing session for 100 suppliers in fiscal year 2009,
confirming the status of their measures. This enabled us to confirm the gap in measures among the suppliers and recognize the necessity of management, which has led
to more specific improvements in the supply chain.
In fiscal year 2 0 1 1, IBIDEN published IBIDEN Group Supplier CSR Guidelines following the changes in the IBIDEN Group Charter of Behavior. These guidelines
provide our suppliers with items desired for the entire supply chain by our customers,
the industry and the international community as well as the Group. The items are divided into sub-categories according to themes such as labor, health and safety, environment protection, ethics
and fair business practices. These guidelines also allow us to thoroughly understand the risks from several
viewpoints such as worksite safety, respect for and dignified treatment of employees, and the consideration
given to the environment, which in turn allows us to make improvements.
We also invited our major suppliers after the publication of the guidelines to our briefing session to share with them, in addition to the Group
itself, specific challenges ahead as they play an important supporting role
in matters such as material supply, subcontracting, and procuring of temporary staff. Moreover, we conducted supplier surveys as well as site
visits in keeping with the content of the guidelines to provide support to
identify issues and make improvements. Eleven individuals are now currently participating in the auditor training program within the Company,
which will give them the ability to audit activities at our suppliers’facilities.
In fiscal year 2012, we will be expanding the range of target suppliers and host a briefing session for all
subcontractors and temporary staffing agencies. We will also continue to verify the status of the measures at
their facilities. Meanwhile, our internal auditors will further develop their skills by performing audits at the suppliers’facilities and undergoing external audits.
Furthermore, these activities are not limited to Japan, since we are developing similar guidelines for the
IBIDEN Group’
s overseas locations. For instance, in fiscal year 2011 we began the process of controlling our
supply chain for the manufacturing locations in the Philippines, Malaysia and China. Moreover, in the Philippines and Malaysia we have prepared their guidelines and performed assessments while some suppliers
underwent audits in China. We will continue to expand the scope of our efforts, and these activities will be
implemented at not only our Japanese group companies but also all of the IBIDEN Group’
s overseas locations
in fiscal year 2012.
IBIDEN Suppliers’Compliance Counter
The Company promotes compliance (rules and regulations, ethical compliance) by establishing the IBIDEN
Group Charter of Behavior and the IBIDEN Standards for Employee Behavior. As part of our continued efforts,
we also set up a compliance counter for our suppliers in fiscal year 2011 to which suppliers can report any
compliance problem while dealing with the Company. Similar to the compliance counter for our internal employees, the information will be handled with the utmost care for privacy and the supplier will never suffer
prejudicial treatment for contacting the counter.
Responding to the Issue of Conflict Minerals
Illegal mining of resources in conflict areas (the Democratic Republic of the Congo and its surrounding conflict
regions) has become a major international issue as it abets human rights violations. The IBIDEN Group is very
much concerned about the issue of conflict minerals and is addressing the situation with a sense of social responsibility toward the products it offers.
Our“Supplier CSR Guidelines”clearly state that the suppliers should refrain from illegal mining in conflict
areas as well as procuring resources that may support human rights violations. The Company tries its best to
avoid contributing to illegal operations and human rights violations by not utilizing minerals illegally mined in
conflict areas. Furthermore, we will conduct reasonable investigations into the mineral supply routes and disclose the findings in good faith.
In fiscal year 2011, we shared with our suppliers the issues involving conflict minerals as well as the Company’
s approach during a briefing session. We also conducted supplier surveys to verify their supply routes.
Furthermore, we conducted visits at some of our suppliers’facilities and other related refining companies to
explain the extent of the effort as well as the supply routes and their traceability (history of materials, parts,
and process).
Human Resource Management
In line with the values on“Respect for Humanity”included in the IBIDEN WAY, we are committed to respecting the creativity and personality of each and every employee and to value a corporate culture that allows its
diverse human resources to fully display their knowledge and capabilities.
Philosophy for Human Resource Management and Promotional Structure
○ D i a g ra m o f I P M Act i v i ti e s
Basic Approach
Employees are the driving force that enables us to run our business
and provide the public with valued service. We aim to create vibrant
workplaces in which each individual employee derives a sense of sat-
Management of Business
●Ability
to construct a business
●Ability
to generate ongoing profits
●
Ability
to become No.1 in customer
satisfaction
isfaction and achievement from gaining a thorough understanding of
Management Capability
<Underlying capability for all management>
●Capability to plan and operate the business
●Capability to manage
●Operating the management system
Management
of Business
the Company’
s management policies and business strategies, and
from having a role to play that enables each employee to contribute
Management
Capability
to both the Company and society.
Management
of
Technology
As one of the measures to achieve this goal, we have also introduced personnel systems and training programs to enable each
employee to display his or her creativity and versatile personality.
Management of Technology
Total Productive Management
●Ability
●San-Hozen
to understand market and
customer needs
●
Ability
Human Resource Management through IPM Activities
Total
Productive
Management
to achieve the development goals
●Cross-industrial
●Use
integration ability
of experts
activity
(integrating quality maintenance, autonomous
maintenance, and planned maintenance)
●Ability
to launch design QCD
competitiveness during stable
mass production
●QCD
IPM stands for IBIDEN Profit Management, and IPM activities advance and integrate the four IBI-TECHNO capabilities: Management of Business, Management of Technology, Total Productive Management, and
Management Capability. Through these activities, we will create our own unique management techniques and
grow sales and profits as well as personnel. In fiscal year 2011, we introduced an e-learning system, developing an environment in which employees are motivated to take skill development training voluntarily.
Forming an organization-wide working group through IPM activities, we made efforts to offer thorough selfdevelopment content, which consists of educational materials reflecting the needs of each operational
division. We developed approximately 130 courses over the past year. By offering self-development courses in
addition to existing level-specific or ability-based group training programs, we will focus strongly on cultivating
a corporate culture that further promotes self-learning.
Constitution of Employees[IBIDEN]
Number of Employee by business segment [IBIDEN Group]
FY 2009
FY 2010
Number of employees
Persons
3,226
3,385
Managerial positions
Persons
286
317
Officers
Persons
17
16
Average age
Years
34.9
35.4
Length of service
Years
11.8
12.3
Number of workers who
left the Company
Persons
43
60
Other
12.1%
Construction
Operation 4.1%
Other
Operation
Total number of
13.2%
employees in the Electronics
Operation
IBIDEN Group
Housing Materials
Operation 2.9%
11,374
people
44.8%
Ceramics Operation 22.9%
Note: Not included are 5,495 temporary employees.
Starting from the consolidated fiscal year under review, contract employees, who were included as part of the personnel at
some consolidated subsidiaries, are now counted as temporary
employees. Furthermore, dispatched workers are counted as temporary employees. In the consolidated fiscal year under review,
compared with the conventional method, the number of personnel decreased by 1,962, and the number of temporary employees
increased by 4,690.
Respect for Worker Rights
The IBIDEN Group clearly defines its basic policy to support and respect the protection of human rights, as
well as to avoid involvement in any violation of human rights. The IBIDEN Standards for Employee Behavior
spells out such policy, stipulating that officers and employees respect the basic principles and rights of labor
and take actions that follow the common sense and rules of society while complying with the employment-related laws of each country such as the Labor Standards Law and labor regulations.
Human Rights Education
To ensure respect for human rights, the Group offers education on fair employment and human rights, particularly to labor relations managers as well as managers and staff members in charge of recruitment interviews,
calling their attention to the prevention of human-rights violations. IBIDEN also distributes the IBIDEN Standards for Employee Behavior and example booklets, a collection of violation examples, to all employees at
the time of hiring. In our new employee training or education programs offered at the time of hiring, we educate our employees to promote the understanding of the IBIDEN Standards for Employee Behavior, including
dealing with human rights issues, as well as to ensure that the standards are reflected in their actions.
Assessment
For the Group to make advances in human rights initiatives, the cooperation of the entities comprising the entire supply chain beyond the Group is indispensable. In our letter addressed to business partners, we
specifically request that labor-related human rights be observed, including bans on child labor and forced labor.
In addition, we confirm the state of compliance by business partners by sending out periodic questionnaires.
In fiscal year 2011, we conducted a survey based on the CSR guidelines, targeting the plants and Group
companies in Japan, and provided them with guidance, aiming to enhance their understanding. Furthermore,
we held a survey among business partners regarding specific items to be tackled in terms of labor and human
rights in the CSR guidelines and their management. We audited some suppliers in Japan and provided guidance to contractors and temporary help agencies. As a result of the audit in fiscal year 2011, we found no
cases of major violations that could lead to the violation of worker rights.
Employment and Development of Human Resources
Employment of Global Human Resources
The IBIDEN Group, celebrating its 100th anniversary in 2012, is an international corporation with 34 overseas
locations in 17 countries in North America, Asia and Europe. With the next 100 years in mind and armed with
“IBIDEN’
s Unique Business Model,”which rivals any other on the international stage, we will continue to strive
to further strengthen our competitiveness. To this end, obtaining highly diverse human resource is crucial. As
more than 75% of our sales were made outside of Japan in fiscal year 2011, it is essential that we hire and
nurture employees who can see things from a global perspective and manage people at overseas locations
while absorbing different cultures. In terms of our hiring practices, we have defined the desired candidate profile and are actively pursuing foreign students who are studying in Japan. We are also hiring more staff at
overseas locations who demonstrate the skills and experience to become executive candidates in the future.
As a result, we hired a record-high 14 foreign students in April 2012.
Development of Global Human Resources
First, we have adopted the concept of creating a global human resource pool,
which will allow us to form, from a medium- to long-term perspective, a group
of employees that can succeed on the global stage. Motivated young employees who fit the global human resource profile will be selected to participate in
language training programs overseas and work with local manufacturing staff at
overseas production locations so that they can experience different cultures.
Our plan is to set up a system in which these employees can further hone their
specialist skills and management abilities after their return and eventually be asLanguage training
signed overseas again as global executives. We expect to examine and propose
this new system in fiscal year 2012 and then begin implementing it in fiscal year 2013. We provide cross-cultural programs for employees who are visiting or are assigned to overseas locations, and we make company-wide
efforts to upgrade their practical language skills. In fiscal year 2011, in addition to English, we began offering
language training in Korean and other foreign languages. We also focus on nurturing the core staff of our overseas entities by inviting them to participate in training programs in Japan.
Fair and Equitable Employee Evaluation
The Company has in place a results-oriented target management assessment system. Challenge goals closely
related to the Company’
s business results are first established, and the results as well as the process for
reaching those results are then evaluated fairly and equitably. Finally, individual results are directly reflected in
their remunerations. Furthermore, our aim is that better“communication between the superior and the subordinate”will be encouraged through the process of goal-setting, interim interviews and evaluation interviews.
The target management system also provides ample opportunities for“professional development”for the
subordinate.
Respecting Diverse Work Styles
Along with the progress in globalization and diversification of values, IBIDEN strives to realize a working environment and culture that allow a wide variety of employees to demonstrate their unique abilities and find
their life and work meaningful.
Supporting Work Life Balance
The Company considers it part of its social responsibility to create an environment in which children, our future leaders, can grow up healthy and safe. To this end, we actively encourage work-life balance (harmony
between work and private life) by, for example, helping our employees to achieve a balance between work
and child rearing.
The Company also put in place its action plan in accordance with the Act for Measures to Support the Development of the Next Generation. As a result, in fiscal year 2011 two male employees took parental leave.
Also in fiscal year 2011, we promoted company-wide measures aimed at shortening overtime hours. To create a working environment that allows employees to work positively and vigorously, we will review and
consider a discretionary labor system and other working arrangements, and further encourage employees to
take annual paid leave.
Promotion of Female Advancement
The Company began its promotion activities for female advancement in fiscal year
2010. For Phase 1, including both 2010 and 2011, we focused on raising awareness
and introducing the program. We also actively increased the number of females hired.
In fiscal year 2011, we conducted interviews with both female employees and executives to clarify issues at work and formulated and implemented specific solutions.
Actively participating in cross-industry meet-ups also helped encourage career development and increase motivation. We are also planning to offer consultation interviews
to those who are returning to work after a parental leave to alleviate any anxiety,
which will allow for a smooth transition. We will continue to support the proactive actions of female employees through“Growing corporate culture,”
“Career development
and appointments”and“Supporting work-life balance”, so that women with abilities
and motivation can be active at all stages of their lives.
IBIDEN’
s Parenting
Handbook to support
balancing work and
childbirth/child rearing
◆Three Core Activity Areas
【Growing corporate culture】
We hold various events and training sessions to raise awareness throughout the Company and communicate
these activities through our company bulletin.
【Career development and appointments】
We introduce educational programs to further enhance the ability of ambitious women and develop and introduce ideal role models for our female employees.
【Supporting work-life balance】
We implement childcare leave, short-term working hours and other programs to support a work-life balance
so that both men and women can continue to work while they raise children. We introduce these programs
by issuing a childrearing handbook.
Employment of Persons with Disabilities
There are a healthy number of active employees with disabilities at the Company. The number and percentage of employees with disabilities in fiscal year 2011 was 41 ones and 1.87%, respectively. We will continue
to respect the philosophy of normalization and maintain a working environment in which employees with disabilities can fully demonstrate their abilities.
Post-retirement Reemployment System
We instituted a post-retirement reemployment system in fiscal 2004 to enable our most experienced employ-
Number of employees with disabilities
Percentage of employees with disabilities
(Number of employees with disabilities)
（Persons）
60
50
40
1.93
35
1.89
39
1.98
1.94
40
40
（%）
2.5
2
1.87
41
1.5
30
1
20
0.5
10
0
2007
2008
2009
2010
2011
0
（FY）
(Percentage of employees with disabilities)
ees to display their capabilities as part of our valued workforce.
Trends in the number of employees
with disabilities [IBIDEN]
Maternity and child-care leave
Nursing care leave
（Persons）
25
20
20
19
17
17
16
15
10
5
2
0
0
2007
2008
0
2009
0
2010
1
2011
（FY）
Track record of the leave programs
[IBIDEN]
Labor and Management Cooperation to Create a Worker-Friendly Workplace
Through a relationship of mutual trust, both the management and workers of IBIDEN work together to create
a workplace that is friendly for all employees. The Labor and Management Gathering and the Labor and Management Committee are held every month to deliberate on ways to improve the working environment so that
employees can safely work toward the goals of their workplace. In fiscal year 2011, negotiations were held
between labor and management with a focus on cooperation-related themes, such as working-hour management, creation of a worker-friendly workplace and improvement in personnel systems.
Working Hour Management
In an effort to raise employees’awareness of working-hour management, we have them use the attendance
system to check their data, which is designed to ensure accurate working hours, and promote the reduction
of overtime work. Our goal is to cut the amount of overtime work by boosting operational efficiency, which
can be achieved by making employees aware of the accurate working hours and through better communication between superiors and subordinates, allowing them to review and rethink the work process and system.
Creating a Worker-Friendly Workplace
As a part of our 100th anniversary project, we are planning specifically to improve our physical work environment. Our activities to promote female advancement included interviews with female employees as well as
executives to raise awareness. We have also further developed support programs for those who are on parental leave in an effort to support the work-life balance.
Occupational Health and Safety - Basic Policy
We conduct the health and safety activity done with all concerned people under IBIDEN WAY, and aim to
harmonize“health and safety”and“operation”with the fundamental rule to minimize the risk that may affect
the life and health of person participating to IBIDEN’
s operations.
Occupational Health and Safety Policy
1.We will identify the sources of risks associated with each process in our corporate activities and take
steps to prevent labor accidents and illnesses. We will strive to reduce the risks and to maintain and enhance the physical and mental health of our employees.
2.We will provide a good working environment that allows all employees to work vigorously without anxiety.
3.We will comply with laws and regulations relating to occupational health and safety and with other recognized requirements.
4.We will operate an occupational health and safety management system to ensure that every employee engages in occupational health and safety activities and to make continued improvements to attain our
occupational health and safety goal.
5.We will ensure that every employee is aware of our occupational health and safety policy, using occupational health and safety cards and other means to raise their awareness of occupational health and safety
and encourage proactive behavior.
6.We make this policy public and we make it available any time when requested.
We also make this policy available on our website. http://www.ibiden.com/
Organization chart of Occupational Health and Safety Management
(Action Organization)
Company-wide Environmental
Health and Safety Committee*
President & CEO
Company-wide Zero Accident Committee
Top management
(Promotion Organization)
(Audit Organization)
Internal Audit Committee
Director in charge
Plant Health and Safety Promotion Meeting
Occupational Health and Safety Officer
Plant Health and Safety Committee
Plant Manager
General Health and Safety Manager
(Plant Manager)
Safety Manager
Health Manager
Hygiene Engineering Health Manager
(Appointed employee)
Occupational Health Physician
Occupational Health and Safety Manager
Division Manager
Group Manager
Team Manager
Operation Chief
Other statutory managers
Team Leader
Section Chief
Division Zero Accident Committee
Safety Circle Leader
Safety Promotion Circle Meeting
Employee
…
Name of
Meeting
… Organization
…
Statutory
Organization
* Company-wide Environmental Health and Safety Committee: The Committee discusses the occupational health and safety policy and company-wide goals for occupational health and safety, and
committee members include the chairperson of the labor union.
Measures for Safety
In fiscal year 2011, with“reduction of occupational accidents and potential incidents and improvement to the
working environment,”
“legal compliance”and“reduction in mental illnesses and life-style related diseases”
as the three pillars of our activities, we implemented occupational health and safety programs for the entire
IBIDEN Group. To be specific, we shifted our activities from accident prevention to hazard prevention by improving the level of risk management. Our activities centered on the following guidelines: focused
implementation of activities to prevent major disasters/recurrent accidents, strict legal compliance through
the regular education of legally qualified people in laws and regulations as well as through the audits of operations and management of laws and regulations, and participation of all members based on the“Health100
Plan,”an initiative for improving health vigorously.
While the Group’
s and domestic group companies’occupational accident occurrence rates are below the
national manufacturer average, unfortunately one fatal accident occurred in May 2011. In response to this incident, the entire IBIDEN Group overhauled and corrected risks that could cause accidents. On site, we
confirmed the effectiveness of safety management measures to deal with what had been identified as highly
critical in a risk assessment. For areas that had been recognized as hazards at plants, we implemented corrective actions promptly and completely.
In addition, based on the results of the occupational health and safety risk assessment and the occurrence
of work-related accidents in the previous fiscal years, we specified that falling/flying objects, getting caught
between/under objects and collisions with objects were company-wide risks and managed the progress of
reduction in applicable risks. We fully implemented the planned risk reduction measures. Before implementing
risk assessment, we conducted educational training, offering risk assessment study meetings and practice
training sessions, to help participants acquire accurate risk assessment knowledge and methods for extracting
risks. Furthermore, we have revitalized workplace safety circle activities and established activities to point
out and correct risks through safety patrols led by the head of each workplace, aiming to reduce risks on a
routine basis. In fiscal year 2012, we will expand the scope of our safety activities, targeting subcontractors
working on premises, while further improving the level of our activities.
2.00
1.80
1.60
1.40
1.20
1.00
0.80
0.60
0.40
0.20
0
IBIDEN Group (Japan)
IBIDEN
Manufacturing Industry
All Industry
Number of Occupational Accidents
[IBIDEN and Domestic Group companies]
IBIDEN
2008
2009
2010
2011
Domestic Group
Companies
Fatalities
1（0）
0（0）
Accidents
requiring
leave
8（4）
5（4）
Accidents
not requiring
leave
2（8）
3（3）
Minor injuries
12（12）
7（2）
*The figures in parentheses represent the numbers of occupational
accidents in fiscal year 2010
Occupational accident frequency rate*
[IBIDEN and Domestic Group companies]
*Number of occupational injuries (be equal or more than accidents requiring leave) for every million cumulative actual
working hour
Managing Employee Health
Health 100 Plan
To create a working environment that allows employees to work positively and vigorously, it is also important to help them improve their physical
and mental health. Since fiscal year 2008, IBIDEN has been dedicated to
the improvement of employee health through the 5-year“Health100 Plan.”
In fiscal year 2011, we held a walking rally using pedometers, reflected
in the slogan“Let’
s go and see the beautiful sky of the world, and let’
s
walk around the globe (40,000 km) with all employee participants.”The
rally was held at our plants and Group companies with the aim of further
enhancing health awareness. Furthermore, we ensure that all employees
Health check activities at workplace
use the e-Health Check System, which allows each employee to check the
degree of his or her mental and physical stress, enabling occupational
health physicians to conduct organizational analysis, detect problems and make proposals. In these ways, we
are making further improvements to identify and deal with any mental health issues as rapidly as possible. In
addition to these measures, we conduct mental health training for each tier, targeting the heads and management of companies, as we strive to create a workplace where all employees work positively and vigorously.
Environmental Management
Keeping environmental preservation in business in mind, we will thoroughly eliminate the loss of resources
and energy in order to contribute to social development efficiently. We will dedicate ourselves to environmental protection by offering technologies and products designed to reduce the environmental burden.
Environmental Management - Basic Policy
We conduct the environmental load reduction activity with all concerned people under IBIDEN way, aim“Harmony with nature”by reducing the bad effect on global environment generated in our business operation, and
fulfill the role as enduring company.
Environmental Policy
1.We contribute to protecting the global environmental by minimizing the environmental burden in every
process of our company’
s activities. We especially value water and its benefits to the Earth.
2.We continuously promote positive and effective use of clean energy by developing and improving ecotechnology that saves energy and resources.
3.We comply with environmental rules and regulations of domestic and international countries. We set our
own standards and advance our environmental management capabilities.
4.We encourage all employees to share the purpose and goals of environmental protection and devote
themselves to environmental protection activities. We accomplish this by utilizing an Environmental Management System.
5.We publicize this environmental policy by distributing a Policy Carrying Card to promote awareness of environmental protection and to inspire each employee to act voluntarily.
6.We make this policy public and we make it available any time when requested.
We also make this policy available on our website. http://www.ibiden.com/
Organization chart of Environmental Management
Top management
(Consultative/Promotion Organization)
(Action Organization)
(Audit/Regulation Organization)
President & CEO
Internal Audit
Committee
Director in charge of
environmental management
Company-wide
Environmental Committee
Company-wide
Consultative Organization
Representative
Plant Manager
Plant Environment Committee
Environmental Representative
Plant Consultative Organization
Division Manager
*Operating with organization of
section meeting necessary for
each Plants
Group Manager
Team Manager
Team Leader
Employee
Member
Pollution Control Supervisor
(Plant Manager)
Pollution Control Manager
Waste Control Manager
Waste Control Facilities Engineering
Manager (Appointed employee)
Special Management Industrial
Waste Management Representative
Other statutory managers
(Appointed employees)
*Appointing manager necessary for Plants
Grounded in values that emphasize harmony with nature, we are working group-wide to promote environmental management. With the president as the head of the companywide environmental management
system, we have established the workplace-based Environment Committee led by the head of each workplace to facilitate environmental management.
Waste Control Operator
Pollution Causing Facilities Manager
Appointed in the presence of the relevant facilities
Other than the above, we held a monthly“training camp”under the theme of ecological losses, promoting activities designed to reduce overall environmental losses. Moreover, we hold meetings organized by
environmental protection promoters who are designated by each operational division while the entire Group
shares information on environmental protection in the global conference on the environment.
Management System Certification Status
Domestic group companies certified with ISO 14001 and OHSAS 18001
We are pursuing ISO14001 certification with an in-house system as the means to continuously improve the
environmental footprint caused by the Group’
s activities, products and services.
Together with IBIDEN Electronics Industries Co., Ltd., IBIDEN Graphite Co., Ltd., IBITECH Co., Ltd. and
IBIDEN Engineering Co., Ltd. (water treatment division), which are directly linked to our business activities, we
obtained ISO14001 certification in January 2000 and OHSAS18001 certification in March 2003*. In June 2009,
IBIDEN Jushi Co., Ltd. obtained ISO14001 certification, and the Godo Plant acquired ISO14001 and OHSAS18001
certifications and a certificate of compliance at the regular audit in January. Since fiscal year 2011, we have
been operating a management system that integrates both ISO 14001 and OHSAS 18001 certifications.
Each workplace has an assigned full-time head (Plant manager), and the Environmental Committee and the
Health and Safety Committee are led by the head of each workplace based on the Plan-Do-Check-Act (PDCA)
cycle of activities. A meeting consisting of heads of workplaces is held monthly where information is exchanged on inter-workplace activities, with a goal to increase the level of all IBIDEN workplaces.
*OHSAS18001: A standard for occupational health and safety management systems. OHSAS stands for Occupational Health and
Safety Assessment.
Acquisition Status of the ISO14001 and OHSAS18001 Certifications for Domestic Group Companies
Name of the
Group Company
IBIDEN*
IBIDEN Engineering
IBIDEN Greentec IBIDEN Bussan
(Head Office)
IBIDEN Industries IBIDEN Jushi
ISO14001Cert.
Jan. 2000
Oct. 2002
Sep. 2005
OHSAS18001Cert.
Mar. 2003
Mar. 2004
May. 2005
Planning
Jun. 2009
Aug. 2012
Planning
*IBIDEN Domestic Premises (Ogaki, Ogaki Central, Aoyanagi, Gama, Ogaki-kita, Kinuura, Godo) and including some Domestic
Group(IBIDEN Electronics Industries, IBIDEN Engineering(Water treatment Section), IBIDEN Graphite, IBITECH, IBIDEN KENSO).
Overseas group companies certified with ISO 14001 and OHSAS 18001
In our Group, not only Domestic group companies but also Overseas group companies are working to obtain
ISO 14001 and OHSAS 18001 certification.
In 2007, IBIDEN Electronics Beijing Co., Ltd. renewed its certification through an extended exam process
with expanded coverage to its second plant in January, followed by IBIDEN Hungary’
s certification in February.
In the future, we will continue with efforts to obtain this certification for overseas group companies and to
strengthen our environmental management. In fiscal year 2012, we will work on building a management system at IBIDEN Electronics Malaysia with the aim of obtaining both ISO 14001 and OHSAS 18001 certifications.
Acquisition Status of the ISO14001 and OHSAS18001 Certifications for Overseas Group Companies
Name of the Group
Company
IBIDEN Philip- IBIDEN Electronics IBIDEN Electronics
IBIDEN Electronics
IBIDEN Hungary IBIDEN DPF France
pines
(Beijing)
(Shanghai)
(Malaysia)
ISO14001Cert.
Jun. 2003
Jul. 2003
OHSAS18001Cert.
Planning
Mar. 2007
Feb. 2005
Feb. 2007
Planning
Planning
Environment and Occupational Health and Safety-Related Laws and Regulations
IBIDEN focuses on compliance with laws and regulations related to the environment and occupational health
and safety.
We aimed at achieving zero violations in fiscal year 2011, but received an administrative correction once
and guidance four times, in terms of occupational health and safety, from the concerned government ministries in Japan. We have promptly improved the compliance issues pointed out by the ministries through the
Workplace Health and Safety Committee.
IBIDEN has no record of penalties or sanctions related to violations of environmental and occupational
health and safety laws and regulations.
Guidelines for Environmental Activities
In fiscal year 2011, we implemented environmental protection measures with“combat against global warming,”
“effective use of resources,”
“reduction of environmental risks”and“stable supply of electricity/steam/
cold water”as the pillars of the activities. In fiscal year 2012, we will make“energy loss reduction,”
“effective
use of resources,”
“reduction of environmental risks”and“stable supply of electricity/steam/cold water”the
pillars of the activities, making company-wide efforts toward environmental protection as the IBIDEN Group. In
particular, we will promote the following activities.
1.We will introduce innovative technology to conserve energy when constructing a new plant or introducing
a new line while reducing energy loss by adopting the technology to the existing lines.
2.We will establish a technology/system that allows energy consumption to fluctuate according to fluctuations in production volume while lowering the energy unit load by promoting BIC activities.
3.We will promote activities to improve yield rates of materials, increase productivity through loss reduction
and conserve energy/resources by means of the 3R activity.
4.We will enhance chemical control, pollution prevention management and disaster prevention management
in order to reduce environmental risks.
5.We will efficiently supply electricity/steam/cold water by taking the status of their use into account.
Aiming to thoroughly eliminate the loss of resources and energy in business, we place emphasis on energy
loss as one of the themes for company-wide loss reduction efforts. We extract, analyze and classify energy
loss caused by demand sides and supply sides, sharing information and confirming progress in the“training
camp”addressing the topic of ecological losses.
*1 BIC activities: Best in Class—Activities conforming to the latest cases
*2 3R: Abbreviation for“Reduce, Reuse and Recycle”
Coping with Climate Change Issues
Through private power generation activities to supply clean energy as well as energy conservation efforts in
manufacturing activities, we are working to reduce direct greenhouse gas emissions. To upgrade our private
power generation systems, we are boosting our hydroelectric power generation capacity, improving thermal
power generation efficiency, and promoting fuel conversion. With regard to energy conservation efforts in
manufacturing activities, we are accelerating the improvement of energy conservation practices throughout
the Company by strengthening companywide CO2 reduction activities, while all manufacturing divisions manage the basic unit of energy consumption and set specific targets for each division.
Measures to Supply Clean Energy
The IBIDEN Group can trace its history back to a scheme aimed at building a hydroelectric power plant upstream on the Ibigawa River to supply power and attract industry and thereby help revitalize the nearby city
of Ogaki. The Group was established under the name Ibigawa Electric Company in 1912, but over time began
to utilize electricity to evolve into an electrochemical company. We have continued to expand our business
since then, including areas such as carbides, carbon, building materials, ceramic products and electronic products, as we have grown and developed hand in hand with local communities.
Hirose Power Plant
Power output: 8,000kW
Kawakami Power Plant
Higashi-Yokoyama Power Plant
IBIDEN owns three hydroelectric power plants in the upstream section of Ibigawa River in Gifu Prefecture. Hydraulic
power generation uses the potential energy of water to create clean energy without greenhouse gas emissions.
We introduced a co-generation system in 1992 to use clean
energy instead of purchased electric power, increasing our
clean energy supply. While generating power from turbines
that operate by fuel combustion, this system also uses
waste heat to produce steam, which is then used in factories. As a consequence, the system excels in energy efficiency.
In addition, we recently introduced large-scale solar power systems on the rooftop of our head office building in November 2005 and in the Ogaki Central Plant in March 2008.
As for the fuels we use, we are moving away from petroleum-based fuels, in favor of gas-based fuels, and made a
shift from boiler fuel to gas-based fuel at the Kinuura Plant in
fiscal year 2011.
Private generated electricity with
hydroelectric generation system
co-generation system
Purchased electricity
solar power generation system
（1,000Mwh）
600
500
Major repair works for
Higashi-Yokoyama Power Plant
0.06
260
Repair works for Kawakami Power
Plant and its water supply tunnel
0.81
400
146
200
100
0
94
152
0.80
0.69
186
217
0.76
97
300
122
Repair works for Hirose
Power Plant
108
163
119
172
121
146
109
2007
2008
2009
2010
2011
（IBIDEN domestic premises）
Trend in electric power use
We are consistently trying to increase our use of natural energy such as hydroelectric power and solar power
and improve the efficiency of a co-generation system with a high level of environmental performance. As a
consequence, power we generated in-house supplied nearly 55% of the power we consumed in fiscal year
2010. We have successfully reduced CO2 emissions by approx. 91,000 t- CO2 (for fiscal year 2011) from the
quantity emitted to generate purchased electric power.
Hydroelectric power
Three hydraulic power plants are
working in the upstream section of
the Ibigawa River.
A co-generation system
Five co-generation systems operate
at our plants.
Solar power generation
Solar cell panels with a total rated generating capacity of 647 kWh have been
introduced on rooftop of our Head Office
building and at the Ogaki Central Plant.
＜Repair works on hydroelectric facilities＞
We completed more than five years’repair works on our three hydroelectric power plants in Higashi-Yokoyama, Hirose and Kawakami in
2012, which marked the 100th anniversary of our foundation. Power
output was improved by approximately 1 0% due to repair works on
the water supply tunnel and the latest update of the generators. We
will continue to take advantage of hydroelectric power as a clean energy.
Inside power plant after repair work
Energy Conservation
Direct CO₂ emissions (Scope1)
Indirect CO₂ emissions（Scope2）
CO₂ emission unit load rate* performance
CO₂ emission unit load rate* plan
（kt-CO2e）
vation practices designed to lower the basic unit of ener-
1,000
gy consumption in all divisions within the entire Compa-
900
ny, striving to strengthen the company-wide CO 2
800
(CO₂ emissions)
reduction activities as well as our product-making system.
Each month, we hold a“training camp”where members
from all divisions of the Company take part in energy
conservation activities to combat global warming. The
100
100
97
93
700
600
500
400
300
manufacturing division and the related functional divi-
（Rate）
458
452
215
216
243
236
2008
2009
200
sions meet to hold repeated discussions, create an activi-
100
ty plan, report on their progress, and disclose relevant
0
cases to share information on improvements. With our
Management’
s advice, we follow the PDCA cycle to im-
94
91
88
83
569
576
231
237
100
80
60
(Unit load)
We are accelerating the improvement of energy conser-
40
338
339
20
2010
2011
（FY）
0
CO2 emission and CO2 emission unit load rate
(per production volume) [IBIDEN Group]
prove energy conservation. Starting from fiscal year 2012,
we have changed the name of Preventing Global Warming
*1: The above rate is calculated at the rate of 100 percent
of the result of fiscal year 2008.
*2: CO 2 emissions show figures covering productionrelated locations in Japan and overseas. With regard
to the CO2 emission factor at the time of calculation,
we used the factor provided by the“List of Calculation
Methods/Emission Factors in the Calculation, Report
and Publication System”of the Ministry of the Environment and the Ministry of Economy, Trade and Industry
in Japan as well as by gas distribution companies.
“training camps”to“Environmental Loss Prevention Training Camp.”Our goal is to reduce not only greenhouse
gas emissions but also overall environmental losses. In
fiscal year 2 0 1 1, we promoted targeted development
projects with a focus on energy-saving design, horizontal
deployment of energy conservation improvement and
maintenance management as the three pillars. In fiscal
year 2 0 1 2, we will promote five activities including the
energy-saving design of new plants and new lines.
In our energy conservation activity, we convert energy consumption to CO2 emission and evaluate energy
consumption as well as CO2 emission as our result. Globally, we aim to improve energy conservation by 3%
annually based on the CO2 emissions unit load per production volume for fiscal year 2008. Total CO2 emissions in fiscal year 2011 were nearly flat, with a slight increase, as the production volume increased. Nonetheless, we successfully reduced the CO2 emissions unit load by 17% per production volume from that in fiscal
year 2008.
(Please refer to the Graph“CO2 emission and CO2 emission unit load rate”.)
We have established energy conservation management standards that are applicable to utility facilities operated and managed by IBIDEN. In energy control based on cost improvement through optimum management, the standards aim to“develop a foundation for energy control”and“increase the energy control level”
through the implementation of actions related to energy usage streamlining. In fiscal year 2011, we aimed at
building a system to prevent energy conservation efforts from regressing by increasing the rate of conformity
to energy conservation standards and implementing energy conservation patrol/audits.
Details of Energy Conservation Improvements in Fiscal 2011
Three-pillar initiatives
1. Targeted development/energy-saving design
Details
Energy-saving design of new lines at three overseas plants
2.Horizontal deployment of energy conservation Development of items for company-wide horizontal deployment and items
improvements
unique to each plant, theme improvement of energy conservation assessment
3. Maintenance management
Creation of energy maintenance management standards, review/adjustment of the standards
CO2 reduction through energy conservation activities 23,000t-CO2*
Note: The above is an estimated amount obtained by converting the contents of improvement activities to CO2 reductions.
Resource Circulation
Resource Circulating Activities
Amount of solid waste
Solid waste unit load rate* plan
Solid waste unit load rate* performance
40,000
（Rate）
100
100
100
99
98
97
92
93
30,000
30,500
37,200
40,400
40
28,900
0
80
60
20,000
10,000
100
(Unit load)
（t）
50,000
(Amount of solid waste)
IBIDEN believes that it is an important responsibility of
businesses to make effective use of the world’
s scarce resources and to take part in a global effort to conserve resources. We promote the so-called 3R activity, which
consists of initiatives to Reduce, Reuse and Recycle the
resources we consume. In doing so, we aim to improve
the resources efficiency. Since 2004, IBIDEN has been maintaining a zero-emission* status in terms of solid waste.
The IBIDEN Group sets an index to control solid waste
per production volume and has been taking action to implement such control. Based on the production volume
unit load for fiscal year 2008, we aim to improve it by 1%
annually. While the production volume for fiscal year
2011 increased from the previous year and the basic unit
also increased from the previous year, we continued to
improve the material usage efficiency. We successfully reduced solid waste per production volume by 7% compared from that in fiscal year 2008. (Please refer to the
Graph“Amount of solid waste and Solid waste unit load
rate”
.)
2008
2009
2010
2011
20
0
（FY）
Amount of solid waste and Solid waste unit load rate
[IBIDEN Group]
*The above rate is calculated at the rate of 100 percent of
the result of fiscal year 2008
*IBIDEN defines zero emission as a state in which no solid waste
emitted from the production process is dumped in landfills.
Effective Utilization and Reduction of Water Resources (Water Conservation Efforts)
Water withdrawal
Water withdrawal unit load rate* plan
Water withdrawal unit load rate* performance
20,000
（Rate）
100
100
97
91
15,000
94
74
91
69
100
80
60
10,000
(Unit load)
（1000m³）
(Water withdrawal)
40
12,300
12,300
0
11,500
5,000
11,800
A large amount of water resources is used in the manufacturing process of electronic products, particularly for
cleansing. Ogaki City in Gifu Prefecture, where our domestic production bases are concentrated, is rich in underground water thanks to the Ibigawa River system.
However, water shortages are a serious problem in the
world today. Based on the principle of so-called 3R activity—initiatives to reduce, reuse, and recycle resources—
the Group carries out business activities by integrating
environmental technologies into manufacturing technologies, which has reduced the amount of industrial water
use. To ensure the optimum control of wastewater and
effluent and the facilitation of 3R activity for water resources, since fiscal year 2008 all concerned divisions
have been meeting every month for a full day of discussion to confirm and report on the progress.
The IBIDEN Group sets a benchmark for managing the
water withdrawal per production volume. Our target is a
3% improvement per year, with the basic unit of the production volume (water withdrawal rate) in 2008 as the
benchmark. In fiscal year 2011, we increased the use of
recycled water (over 90%) within the industrial park at
the Beijing Plant where the use of water resources was
limited. The water withdrawal rate for fiscal year 2011
achieved a 31% decrease compared to fiscal year 2008.
We will continue our commitment to reducing the water
withdrawal rate at all plants by means of water conservation and recycling activities.
(Please refer to the Graph“Water withdrawal and Water withdrawal unit load rate”.)
2008
2009
2010
2011
20
0
（FY）
Water withdrawal and Water withdrawal unit load rate
[IBIDEN Group]
*The above rate is calculated at the rate of 100 percent of
the result of fiscal year 2008
Responding to the Regulations regarding Chemical Substances in Products and Manufacturing Processes
IBIDEN uses various chemical substances in the plating process. Since chemical substances may cause pollution and human health hazards, we practice rigorous control to prevent chemicals from causing harm. We are
reducing the use of or even eliminating certain chemicals. We operate the Chemical Control Committee as an
internal organization, establishing a system to swiftly identify and respond to community demands related to
chemical substances as shown in the REACH system in Europe. We have also operated the systems for chemical control at overseas manufacturing bases.
CSR in the Supply Chain
Cooperation throughout the entire supply chain is essential to address environmental issues including chemical control as well as to push forward with CSR.
We issue green procurement guidelines to our major suppliers in an effort to
check the status of our business partners’measures for environmental management and chemical control and conduct surveys on the status of chemical substances that may cause a significant environmental burden.
Our chemical substance content information is managed by IT systems that
enable us to promptly respond to inquiries from our clients. Having selected
IBIDEN Group
priority suppliers, we conduct on-site audits systematically.
Green Procurement Guidelines
Released and Transferred Amounts of PRTR*1 -Listed Chemical Substances
With respect to domestic laws, to respond to the PRTR Law and the Law Concerning the Examination and
Regulation of Manufacture, etc. of Chemical Substances, we are enhancing in-house chemical control systems
to build a management structure that prevents any omissions and errors.
●Released and Transferred Amounts of PRTR-listed Chemical Substances in FY 2011
■ 16 chemical substances subject to mandatory reporting to Gifu and Aichi Prefecture
■ Specified Class I Designated Chemical Substance: 2　■ Class I Designated Chemical Substance: 14
■ Total amounts released or transferred: approx. 439 t/ year
ID
No.
Regulated Substance
Amount discharged
Total
Amount transferred
Quantity of (to air, public waterway, soil, or in-house landfill)
amount
regulated
discharged
Buried in
Transferred
substance Discharged to Discharged to Discharged to
Transferred
and
offside as
public water- soil on facility landfill off-site
use*2
air
to sewerage
facility grounds
waste material transferred
way or river
grounds
（kg/year）
(kg/year)
(kg/year)
(kg/year)
(kg/year)
(kg/year)
(kg/year)
(kg/year)
20
2-Aminoethanol
252,123
2,521
0
0
0
259
208,736
31
Antimony and its compounds
1,193
0
0
0
0
0
4
211,516
4
59
Ethylenediamine
1,158
0.4
0
0
0
0
0
0.4
51
76
ε-Caprolactam
10,290
0
0
0
0
0
51
232
N,N-dimethylformaldehyde
1,290
0
0
0
0
0
6
6
237
Hydrargentum
4,567
0
0
0
0
0
4,567
4,567
997,893
0
405
0
0
187
7,634
8,227
1,360
0
0
0
0
0
0
0
19,817
0
0
0
0
0
8,297
8,297
609,850
26
0
0
0
0
0
26
20,543
0
0
0
0
0
21
21
775,676
0
0
0
0
0
167,706
167,706
3,393
272
Copper salts (water-soluble, except complex salts)
308
Nickel
309
Nickel compounds
349
Phenol
368
tert-Butylphenol
395 Potassium persulfate water-soluble salt
405
Boron and its compounds
3,393
0
0
0
0
0
3,393
408
2-(2-[4-(1,1,3,3-Tetram ethylbutyl)phenoxy]ethoxy)ethanol
3,293
0
0
0
0
0
0
0
411
Formaldehyde
549,878
1,931
0
0
0
0
14,841
16,773
412
Manganese and its compounds
18,811
0
0
0
0
0
18,811
18,811
【Surveyed】IBIDEN and IBIDEN Group companies covered by IBIDEN’s environmental-management system
【Survey period】April 2011 through March 2012
*1 PRTR：Pollutant Release and Transfer Register
*2 The data includes contained amounts in products, biodegraded treatment amount, and such.
Understanding the Influence on Biodiversity
Initiated from the power of water, the Group’
s business activities are blessed with the benefit of biodiversity
such as maintaining a stable water supply. And our activities also have some impact in the area of biodiversity. Just as we need to cope with the issues of global warming due to climate change, biodiversity conservation is one of the most important tasks to tackle.
Aiming to contribute to constant social advancement, in line with the values stressing“Harmony with Nature,”IBIDEN will act responsibly as a global enterprise by working together with society.
Activities to Create a Society in Harmony with Nature for Biodiversity Protection and Sustainable Resource Use
Focusing on the upstream areas along the Ibigawa River, which are the roots of the IBIDEN Group, we will
contribute to protecting biodiversity and sustainable use of resources in the local community. We will achieve
this by carrying out forest preservation activities to support the water sources and promoting social contribution activities in collaboration with the local community.
Forest Preservation Activity Areas
In August 2008, IBIDEN signed an Agreement on Lively Forest Creation with the Gifu Prefectural Government,
the Ibigawa Town Government and the Ibi Shizen Kankyo Rangers (a nonprofit organization). According to this
agreement, we will plant trees, thin the forests and conduct improvement cutting in IBIDEN’
s Forest Higashi
Yokoyama Forest in the Higashi Yokoyama district and IBIDEN’
s Forest Fujihashi Forest in the Tsurumi district
over the next 10 years, in an effort to support sustainable reforestation activities in the future.
→ For details on forest preservation activities, please refer to“Social Contribution”on page 41.
＜Target Areas of Forest Preservation Activities＞
▶
▶
▶
Toyama
Ishikawa
Fukui
▶
▶
▶
Gifu
Shiga
▶
▶
Nagano
Ibi Prefectural
Natural Park
Tokuyama
Dam
417
Aichi
Mie
Site preparation for
silvicultural project
IBIDEN’
s Forest Fujihashi
Land area：37ha
Kawakami
Power Plant
Hirose
Power Plant
Ibigawa River
303
Higashi Yokoyama
Power Plant
The hydroelectric power is supplied
to each of IBIDEN’
s Plants
In collaboration with the local community,
we held the nature study class in autumn
303
Site preparation for
planting project
IBIDEN’
s Forest HigashiYokoyama
Land area：4.31ha
Environmental Contribution through Products
Product life cycle assessment
IBIDEN is promoting a design that takes into consideration safety/environmental rules and regulations, energy
conservation and resource conservation from the initial stage of product development. In design reviews to
examine product development/design, we have added product and process safety, environmental regulations/safety of materials used and energy conservation consciousness reflected in the production process as
examination items. Currently we are building a system to confirm whether products developed and produced
by IBIDEN are environmentally friendly. We plan to issue guidelines for environmentally friendly guidelines at
the end of fiscal 2012 and start using them from fiscal year 2013.
Diesel Particulate Filter (DPF)
As environmental regulations are tightened, the market
for automotive exhaust system components is likely to
expand in the future. IBIDEN is working to reduce the en-
Forecast for the European Vehicles Market
50
(DPFs), installed into fuel-efficient, clean diesel vehicles.
40
30
Ratio of vehicles with DPF
Ratio of diesel vehicles
vironmental burden by launching next-generation, highperformance products such as diesel particulate filters
Gasoline vehicles
Diesel vehicles
(Million Units)
100％
100％
75％
58％
49％
49％
46％
47％
2009
2010
2011
2012
20
10
0
（Year）
Note: Forecasts by IBIDEN.
SiC-DPF（Diesel Particulate Filter
In 2000, IBIDEN succeeded in achieving the practical application of DPFs made of silicon carbide (SiC), which
boasts high thermal conductivity, high heat resistance, thermal shock resistance, and high mechanical strength
as its baseline performance. Following that, with a view to further reducing the environmental burden, we developed new technology such as the Oct-Square, which helped achieve long life and the downsizing of the filters.
Conventional cell structure
Oct-Square (OS) cell structure
The inlet cell of the DPF is expanded in an octagonal form to increase the ash retention capacity. This technology downsizes　the DPF volume to reduce material and energy consumption.
Environmental Performance Data
1．Environmental Accounting in Support of Environmental Management
In promoting environmental management, IBIDEN performs calculations and analyses to develop a quantitative understanding of investment and costs, seeking to understand the management resources spent on reducing the environmental burden and the results. We use environmental accounting to reflect the effects of
investment and cost in the decision-making process at the management level.
2．Basis for Calculation
Accounting period
Fiscal year (April 1 of the year to March 31 of the following year)
Accounting scope
(Note 1)
IBIDEN Co., Ltd. and major domestic manufacturing group companies
(IBIDEN Engineering Co., Ltd., IBIDEN Graphite Co., Ltd., IBIDEN KENSO Co., Ltd., IBIDEN
Jushi Co., Ltd., IBIDEN Electronics Industries Co., Ltd., IBIDEN Bussan Co., Ltd.)
Calculation method
Calculations conform to the Environmental Accounting Guidelines (2005 edition) published by the Ministry of the Environment.
Note 1:Calculations have been based on the consolidated financial results of major domestic manufacturing
group companies since fiscal year 2009.
3．Main Environmental Protection Costs
In fiscal year 2011, investment increased 21% compared to fiscal year 2010. The increase in investment was
primarily due to the investment made for“(6) Research & development costs”(environment-related products
such as automotive exhaust system components) and“(2) Global environmental protection costs”(hydroelectric power plant updating, etc.).
In fiscal year 2011, costs increased 4% compared to fiscal year 2010. This is primarily because“(2) Global
environmental protection costs”increased due to the maintenance work of water channels, penstocks and
tunnels associated with the repair work of the Hirose Power Plant facilities (electricity supply started in 1925),
which we started in September 2011 in order to improve performance and repair deterioration.
Note:With regard to the investment associated with the repair work mentioned above, approximately 3 billion yen will be recorded in investment in fiscal year 2012.
(Unit: Million yen/year)
Category
(1) Pollution prevention costs
Business
area cost
(2) Global environmental conservation costs
(3) Resources circulation costs
Investments (Note 2)
Costs (Note 2)
FY 2010 FY 2011 Year to Year FY 2010 FY 2011 Year to Year
786
4
388
－51%
3,212
3,055
－5%
322 +7847%
1,395
2,224
+59%
961
953
－1%
8
15
+80%
292
16
(4) Upstream and downstream costs
0
0
(5) Administration costs
8
5
－40%
227
245
+8%
201
830
+313%
3,724
3,372
－9%
(7) Social activity costs
0
0
―
29
32
12%
(8) Environmental remediation costs
0
0
―
0
0
1,291
1,560
9,555
9,896
(6) Research & Development costs
Total
－95%
―
+21%
―
+4%
Note 2:In cases when the total amount of investments and costs cannot be deemed to constitute environmental protection costs, we have calculated the difference or the proportional share.
4．Distribution Ratio of Total Cost of Environmental Protection
Resource
recycling
10%
Global
environmental
protection
22%
・Research and development costs include the cost of researching and developing next-generation DPFs and other
environmentally responsible products, aimed at controlling the environmental burden.
・Global environmental protection costs include maintenance and administration costs of hydroelectric power
generation and cogeneration facilities.
・The environment is the main objective of costs associated
with hydroelectric power generation and research and development of environmentally responsible products. The
total cost is aggregated, as there is no appropriate pro
rata basis.
In fiscal year 2011,“global environmental protection costs”
increased to 22% from the previous fiscal year of 15% as a
composition ratio due to repair works for the Hirose Power
Plant.
Other
3%
Research and
development
34%
FY 2011
Total 9,896
million yen
Pollution
prevention
31%
5．Economic Results and Real Effects of Environmental Protection Measures
(Note 3)
The economic effects of energy conservation for fiscal year 2011 decreased 59% compared to fiscal year 2010.
The main causes of the decrease were the decline in power generation and increase in costs due to the repair work of the Hirose Power Plant. The economic effects of improved power generation efficiency achieved
by the repair work will be recorded in fiscal year 2012 and thereafter.
The economic effects of resource recycling for fiscal year 2011 increased by 15% compared to fiscal year
2010. The main causes of the increase were the reduced waste treatment costs achieved by reducing losses
at the water treatment plant specializing in liquid waste and drainage treatments, in addition to the economic
results brought by effectively using resources through raw material loss improvement efforts.
(Unit: Million yen/year)
Amount
Description of effects
Real effects
FY 2010
FY 2011
Year to Year
1.Energy conservation effect and electric power marginal profit effect
Results of effective hydroelectric power generation, improved power
generation efficiency, reduced idle operation loss, improved productivity, improved air conditioning, improved steam energy, and thorough
maintenance and control
1,879
777
－59%
2.Economic effects of resource recycling
(1) Reduced waste
・Effects of reduced liquid waste treatment costs, improved yield rates,
and reduced waste as a result of loss improvement
(2) Recycling of waste
・Effects of effective use of waste
・Effects of disposal by sale of substrates containing precious metals,
liquid waste containing precious metals, sludge containing copper
and waste plastics
1,745
2,011
15%
3,624
2,788
－23%
Total
Note 3: These figures are not including estimated measure (assumed effect).
6．Fluctuations in Environmental Protection Costs and Economic Results
(Million yen)
12,000
■Environmental protection cost
■Economic result of environmental protection measures
10,000
8,000
(Note 4)
8,676
9,555
9,363
9,896
6,854
6,000
4,000
2,519
2,824
3,115
3,624
2,788
2,000
0
2007
2008
2009
2010
2011
Note 4:The figures are presented on a non-consolidated basis prior to fiscal year 2008 (on consolidated basis
of IBIDEN CO,. LTD. from fiscal year 2009)
The IBIDEN Group’
s Material Balance (Input and Output)
The IBIDEN Group procures a variety of raw materials and is engaged in manufacturing activities by utilizing a
considerable amount of natural resources on the earth such as water and energy. To provide earth-friendly
products to our customers, we seek to grasp the environmental burden caused by our business activities on a
global basis. We will continue to provide high-value-added products while setting medium- and long-term
targets and reducing our environmental burden.
Energy use
Category
electricity Purcahsed electricity
（Mwh）
Renewable energy
*3
Natural gas（1000m ）
3
Raw Materials
IBIDEN　*1
Group　*2
Category
IBIDEN
217,126
618,464
Metals（t）
1,617
4,157
145,521
145,521
Plastics and resins（t）
5,770
11,679
52,598
70,019
5
205
Glass（t）
Group
LPG（ｔ）
1,410
1,430
Ceramic material,etc.（t）
17,719
32,819
Kerosene（1000ℓ）
1,475
1,475
Wood（t）
643
656
Diesel Oil（1000ℓ）
83
25,661
Paper（t）
3,833
4,335
Heavy oil（1000ℓ）
0
3,711
Agricultural product（t）
Chemicals（t）
Water resources
Category
IBIDEN
Group　*4
Groundwater（1000m ）
7,101
8,660
Water works（1000m ）
25
3,612
3
3
0
3,699
63,846
139,134
*1　IBIDEN: IBIDEN Domestic Premises
*2　G roup: IBIDEN Domestic Premises and, five Japanese Group
companies (Jushi, Bussan and IBIDEN Engineering (H.O.), IBIDEN
Greentec, IBIDEN Industries) and seven overseas Group
companies (IPI, IEB, IHU, IDFS, and Micro Mech, IBIDEN Malaysia,
IBIDEN Electronics (Shanghai) )
*3　E lectric power: Privately generated electricity by the Group's
thermal power other than above (229,541 Mwh)
3
*4　Connected water works include 605,000 m of recycled water at
industrial parks.
INPUT
IBIDEN Group
OUTPUT
Atmosphere
Category
Waste
IBIDEN　*1
Group　*2
Scope 1 *3
119
237
Scope 2 *4
74
339
Logistics　*5
1.4
1.4
Reuse（t）
SOx emissions（1000ｔ）
0
0.02
Nox emissions（1000ｔ）
0.1
0.5
CO2
（1000ｔ）
Discharge to public sewer（1000m ）
3
Water Discharge to river（1000m ）
system
COD contamination（t）
3
IBIDEN
Group
Material recycling（t）
14,699
31,655
Thermal recycling（t）
1,184
2,303
706
2,512
Amount of landfill waste after intermediate treatment（t）*6
1,666
3,063
Landfilled industrial waste（t）
0
828
18,256
40,360
Total generated waste（t）
Water system
Category
Category
IBIDEN
Group
585
3,354
3,880
5,372
13
14
Nitrogen contamination（t）
8
9
Phosphorous contamination（t）
0.4
0.5
Industrial wastewater（1000ｔ）
18
29
*1 IBIDEN: IBIDEN Domestic Premises
*2 Group: IBIDEN Domestic Premises and, five Japanese Group
companies (Jushi, Bussan and IBIDEN Engineering (H.O.), IBIDEN
Greentec, IBIDEN Industries) and seven overseas Group companies
(IPI, IEB, IHU, IDFS, and Micro Mech, IBIDEN Malaysia, IBIDEN
Electronics (Shanghai) )
*3 Scope 1: Direct CO2 emissions (emissions from fuel used in business
establishments), include Greenhouce Gas other than CO2
*4 Scope 2: Indirect CO 2 emissions (emissions from purchased
electricity generation)
*5 Logistics: Transport by the IBIDEN Group companies in Japan
*6 This does not mean amount of final landfill disposal. Amount of
waste which is finally disposed in a landfill (amount before volume
reduction treatment by incineration and such.)
Environmental Data for Individual Plants and Group Companies – Compliance Management
Ogaki Plant
Aoyanagi Plant
<No.1 Wastewater Measurement>
Item
PＨ
BOD
SS
n-H mineral oils
Cyanide
Item
PH
BOD
COD
SS
Copper
Lead
Total chromium
Hexavalent chromium
Fluorine
Cyanide
1･1･1 Trichloroethane
Ni
Phenol
Unit
mg/L
mg/L
mg/L
mg/L
National standard City standard Voluntary standard Average Maximum
5.8 ～ 8.6 5.8 ～ 8.6 6.0 ～ 8.3
7.3
7.6
160
15
5
0.6
5.5
200
200
200
1.1
2.0
5
5
5
1.0
2.0
1
0.1
0.03
<0.01 <0.01
Item
PH
BOD
COD
SS
Copper
Lead
Total chromium
Hexavalent chromium
Fluorine
Cyanide
Unit
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
National standard City standard Voluntary standard Average
5.8 ～ 8.6 5.8 ～ 8.6 6.0 ～ 8.3
7.4
160
15
5
3.1
Regulation of
Regulation of
160
3.5
total emission
total emission
200
30
30
4.2
3
2
1
0.3
0.1
0.1
0.03
<0.01
2
1
1
<0.02
0.5
0.25
0.25
<0.02
8
8
5
0.10
1
0.1
0.1
<0.01
Maximum
8.3
8.8
7.1
14
1.6
<0.01
<0.02
<0.02
0.12
<0.01
n-H mineral oils
mg/L
5
5
5
<1
<1
Nitrogen
Phosphorus
Boron and boron compounds
Ammonia and ammonium compounds,nitrite
and nitrate compounds
mg/L
mg/L
mg/L
120
16
10
60
8
10
60
8
10
1.7
0.1
0.2
4.1
0.2
0.3
mg/L
100
100
100
1.5
3.2
<Air Measurement>
Item
Soot
NOx
Equipment
Boiler No.7
Boiler No.8
Boiler No.9
Boiler No.10
Boiler No.11
Boiler No.12
Boiler No.13
Boiler No.14
Boiler No.15
Boiler No.16
Boiler No.17
Boiler No.18
Boiler No.19
Boiler No.20
Boiler No.21
Boiler No.22
Boiler No.23
Boiler No.24
Boiler No.25
Boiler No.26
Gas Turbine No.1
Gas Turbine No.2
Boiler No.7
Boiler No.8
Boiler No.9
Boiler No.10
Boiler No.11
Boiler No.12
Boiler No.13
Boiler No.14
Boiler No.15
Boiler No.16
Boiler No.17
Boiler No.18
Boiler No.19
Boiler No.20
Boiler No.21
Boiler No.22
Boiler No.23
Boiler No.24
Boiler No.25
Boiler No.26
Unit
National standard City standard Voluntary standard
3
g/m N
0.3
0.27
0.27
3
g/m N
0.3
0.27
0.27
3
g/m N
0.3
0.27
0.27
3
g/m N
0.3
0.27
0.27
3
g/m N
0.3
0.27
0.27
3
g/m N
0.3
0.27
0.27
3
g/m N
0.3
0.27
0.27
3
g/m N
0.3
0.27
0.27
3
g/m N
0.3
0.27
0.27
3
g/m N
0.3
0.27
0.27
3
g/m N
0.3
0.27
0.27
3
g/m N
0.3
0.27
0.27
3
g/m N
0.3
0.27
0.27
3
g/m N
0.3
0.27
0.27
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.05
0.05
0.05
3
g/m N
0.05
0.05
0.05
ppm
260
260
260
ppm
260
260
260
ppm
260
260
260
ppm
260
260
260
ppm
260
260
260
ppm
260
260
260
ppm
260
260
260
ppm
260
260
260
ppm
260
260
260
ppm
260
260
260
ppm
260
260
260
ppm
260
260
260
ppm
260
260
260
ppm
260
260
260
ppm
150
150
150
ppm
150
150
150
ppm
150
150
150
ppm
150
150
150
ppm
150
150
150
ppm
150
150
150
Average
0.002
0.002
0.003
0.002
0.003
0.002
0.004
0.0025
0.007
0.003
0.002
0.002
0.002
0.002
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
79
82
85
79
85
88
91
79
93
89
87
83
88
83
46
51
42
46
47
44
Maximum
0.002
0.002
0.003
0.002
0.003
0.002
0.004
0.003
0.008
0.004
0.002
0.002
0.002
0.003
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
83
83
86
79
91
88
91
84
100
89
87
86
88
87
47
53
45
48
47
44
Unit
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
5.8 ～ 8.6 5.8 ～ 8.6 6.0 ～ 8.3
7.1
7.6
160
15
5
4.5
11
Regulation of
Regulation of
160
2.8
6.5
total emission
total emission
200
30
30
6.7
11
3
2
1
0.37
1.3
0.1
0.1
0.03
<0.01 <0.01
2
1
1
<0.02 <0.02
0.5
0.25
0.25
<0.02 <0.02
8
8
5
<0.1
<0.1
1
0.1
0.1
<0.01 <0.01
3
3
3
<0.0005 <0.0005
－
－
－
0.01
0.01
5
0.4
0.4
<0.1
<0.1
n-H mineral oils
mg/L
5
5
5
<1
<1
Dichloromethane
Nitrogen
Phosphorus
mg/L
mg/L
mg/L
mg/L
0.2
120
16
10
0.2
60
8
10
0.2
60
8
10
0.003
2.4
0.1
0.4
0.009
3.4
0.4
1.2
mg/L
100
100
100
1.8
2.5
PH
BOD
COD
SS
Cyanide
Phenol
Item
Unit
mg/L
mg/L
mg/L
mg/L
mg/L
5.8 ～ 8.6 5.8 ～ 8.6 6.0 ～ 8.3
7.8
7.9
160
15
10
0.6
2.3
Regulation of
Regulation of
160
0.7
2
total emission
total emission
200
30
30
<1
<1
1
0.1
0.1
<0.01 <0.01
5
0.4
0.4
<0.1
<0.1
n-H mineral oils
mg/L
5
5
5
<1
<1
Nitrogen
Phosphorus
mg/L
mg/L
120
16
60
8
60
8
1.3
<0.05
1.6
<0.05
Average
<0.001
<0.001
<0.001
100
20
17
Maximum
<0.001
<0.001
<0.001
100
25
19
<Air Measurement>
Item
Soot
NOx
Equipment
Boiler No.2
Gas Turbine No.1
Gas Turbine No.2
Boiler No.2
Gas Turbine No.1
Gas Turbine No.2
Unit
3
g/m N
0.1
0.09
0.09
3
g/m N
0.05
0.05
0.05
3
g/m N
0.05
0.05
0.05
ppm
150
150
150
ppm
70
70
70
ppm
70
70
70
<Noise Measurement>
Place
East (morning･evening)
West (morning･evening)
South (morning･evening)
North (morning･evening)
East (night)
West (night)
South (night)
North (night)
Unit
dB
dB
dB
dB
dB
dB
dB
dB
65
65
65
51
54
65
65
65
47
53
65
65
65
53
54
65
65
65
53
57
60
60
60
50
54
60
60
60
47
53
60
60
60
52
55
60
60
60
52
57
<Noise Measurement>
Place
North (night)
East (night)
South (night)
West (night)
Unit
dB
dB
dB
dB
dB
dB
dB
dB
65
65
65
54
56
65
65
65
46
50
65
65
65
48
51
65
65
65
55
59
60
60
60
53
56
60
60
60
45
50
60
60
60
46
49
60
60
60
55
60
Gama Plant
Ogaki Central Plant
<Wastewater Measurement>
Item
PH
BOD
COD
SS
Copper
Lead
Fluorine
Cyanide
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
n-H mineral oils
mg/L
5
5
1.7
Dichloromethane
Nitrogen
Phosphorus
mg/L
mg/L
mg/L
mg/L
0.2
120
16
10
0.2
60
8
10
0.06
20
2.7
10
mg/L
100
100
100
Item
PH
BOD
COD
SS
Copper
Lead
Total chromium
Hexavalent chromium
Fluorine
Cyanide
n-H mineral oils
Nitrogen
Phosphorus
Unit
5.8 ～ 8.6 5.8 ～ 8.6 6.0 ～ 8.3
7.3
7.8
160
15
5
1.8
4.1
Regulation of
160
10
0.6
2.4
total emission
200
30
10
1.4
4
3
2
1
0.15
0.42
0.1
0.1
0.03
0.01
0.01
8
8
5
0.12
0.24
1
0.1
0.03
<0.01 <0.01
3
3
1
<0.0005 <0.0005
<1
1
<0.002 <0.002
3
4
0.06
0.12
<0.1
<0.1
2.5
3
PH
BOD
COD
SS
Unit
mg/L
mg/L
mg/L
5.8 ～ 8.6 5.8 ～ 8.6 6.0 ～ 8.3
7.9
8.2
160
15
10
0.7
3.4
Regulation of
160
10
1.6
6.8
total emission
200
30
10
1.2
2
n-H mineral oils
mg/L
5
5
1.7
<1
<1
Nitrogen
Phosphorus
Copper
Cyanide
Lead
Dichloromethane
Fluorine
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
120
16
3
1
0.1
0.2
3
8
10
60
8
2
0.1
0.1
0.2
3
8
10
20
2.7
1
0.03
0.03
0.06
1
5
10
1.1
<0.05
0.013
<0.01
<0.01
<0.002
<0.0005
<0.1
<0.1
1.4
<0.05
0.02
<0.01
<0.01
<0.002
<0.0005
<0.1
<0.1
mg/L
100
100
100
1.1
1.2
Average
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
0.005
42
42
42
40
25
30
34
33
38
Maximum
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
0.01
48
48
51
47
28
35
39
37
47
<Air Measurement>
Item
Equipment
Boiler No.9 Gas
Boiler No.10 Gas
Boiler No.11 Gas
Soot
Boiler No.12 Gas
（Oxygen Boiler No.13 Gas
equivalent） Boiler No.14 Gas
Boiler No.15 Gas
Boiler No.16 Gas
Gas Turbine
Boiler No.9 Gas
Boiler No.10 Gas
Boiler No.11 Gas
NOx
Boiler No.12 Gas
（Oxygen Boiler No.13 Gas
equivalent） Boiler No.14 Gas
Boiler No.15 Gas
Boiler No.16 Gas
Gas Turbine
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
National standard City standard Voluntary standard Average
5.8 ～ 8.6 5.8 ～ 8.6 6.0 ～ 8.3
6.6
160
15
5
3.3
Regulation of
Regulation of
160
2.5
total emission
total emission
200
30
30
3.4
3
2
1
0.3
0.1
0.1
0.03
<0.01
2
1
1
<0.02
0.5
0.25
0.25
<0.02
8
8
5
<0.1
1
0.1
0.1
<0.01
5
5
5
<1
120
60
60
2.3
16
8
8
<0.05
10
10
10
0.14
100
100
100
Maximum
7.5
5.6
11
9
0.78
<0.01
<0.02
<0.02
<0.1
<0.01
<1
4.1
<0.05
0.6
1.7
2.9
Average
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
32
31
33
30
35
34
36
32
30
32
Maximum
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
<0.001
33
34
34
30
37
36
36
34
31
32
<Air Measurement>
Item
Unit
Unit
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.05
0.05
0.05
ppm
150
150
150
ppm
150
150
150
ppm
150
150
150
ppm
150
150
150
ppm
150
150
150
ppm
150
150
150
ppm
150
150
150
ppm
150
150
150
ppm
70
70
70
Item
Soot
NOx
Equipment
B-1-1 Boiler
B-1-2 Boiler
B-1-3 Boiler
B-1-4 Boiler
B-1-5 Boiler
B-1-6 Boiler
B-1-7 Boiler
B-1-8 Boiler
B-1-9 Boiler
B-1-10 Boiler
B-1-1 Boiler
B-1-2 Boiler
B-1-3 Boiler
B-1-4 Boiler
B-1-5 Boiler
B-1-6 Boiler
B-1-7 Boiler
B-1-8 Boiler
B-1-9 Boiler
B-1-10 Boiler
Unit
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
3
g/m N
0.1
0.09
0.09
ppm
150
150
150
ppm
150
150
150
ppm
150
150
150
ppm
150
150
150
ppm
150
150
150
ppm
150
150
150
ppm
150
150
150
ppm
150
150
150
ppm
150
150
150
ppm
150
150
150
<Noise Measurement>
Place
EastNo.1 (morning･evening)
EastNo.2 (morning･evening)
West (night)
North (night)
East No.1 (night)
East No.2 (night)
South (night)
Unit
dB
dB
dB
dB
dB
dB
dB
dB
dB
dB
50
50
50
39
43
50
50
50
44
46
50
50
50
45
47
60
60
60
46
52
60
60
60
41
45
45
45
45
37
42
45
45
45
43
45
1
45
45
45
44
46*
50
50
50
45
50
50
50
50
38
42
*1　Influence of the sound of flumes
<Noise Measurement>
Place
East (night)
South (night)
West (night)
Unit
dB
dB
dB
dB
dB
dB
65
65
65
47
55
65
65
65
51
54
65
65
65
54
59
60
60
60
46
55
60
60
60
50
54
60
60
60
53
58
Ogaki-Kita Plant
Kinuura Plant
<Total Wastewater Measurement>
Item
PH
BOD
COD
SS
Copper
Total chromium
Hexavalent chromium
Fluorine
Cyanide
Trichloroethylene
Phenol
n-H mineral oils
Nitrogen
Phosphorus
Unit
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
5.8 ～ 8.6 5.8 ～ 8.6 6.0 ～ 8.3
7.7
8
160
30
20
5.2
20
Regulation of
Regulation of
160
6.9
33
total emission
total emission
200
30
25
1.8
8
3
2
1
0.01
0.04
2
0.5
0.5
<0.02 <0.02
0.5
0.2
0.2
<0.02 <0.02
8
8
8
<0.1
<0.1
1
0.1
0.08
<0.01 <0.01
3
0.3
0.1
<0.0005 <0.0005
0.03
0.03
0.01 <0.002 <0.002
5
0.4
0.4
<0.1
<0.1
5
5
4
<1
<1
1
120
60
50
16
52*
1
16
8
7
1.7
6.9*
10
10
10
0.11
0.22
100
100
100
7.3
18
<Air Measurement>
Item
Equipment
Hydrogen sulfide Vacuum incinerator
<Air Measurement>
Unit
ppm
0.02
0.02
0.02 <0.0005 <0.0005
<Noise Measurement>
Place
Western angle of Building D (morning･evening)
Graveyard (morning･evening)
North (night)
East (night)
South (night)
Western angle of Building D (morning･evening)
West (night)
Graveyard (night)
Item
Unit
PH
5.8 ～ 8.6
6.0 ～ 8.4
6.4
7.2
BOD
mg/L
160
20
7
18
COD
mg/L
160
30
12
19
SS
mg/L
200
50
13
23
Copper
mg/L
3
0.2
0.01
0.01
Total chromium
mg/L
2
1
0.02
0.02
Fluorine
mg/L
8
3.0
0.16
0.16
Phenol
mg/L
1
0.2
0.1
0.1
n-H mineral oils
mg/L
2
1
1
1
Nitrogen
mg/L
120
30
23
23
Phosphorus
mg/L
16
3
1.1
1.1
Soluble manganese
mg/L
10
3
1.2
1.2
Zinc
mg/L
2
1
0.03
0.03
Solubility iron
mg/L
10
3
0.9
0.9
3
Coliform bacilli
piece/cm
3000
1000
4
4
Boron and boron compounds mg/L
10
3
0.1
0.1
mg/L
100
50
16
16
Unit
dB
dB
dB
dB
dB
dB
dB
dB
dB
dB
dB
dB
60
60
60
44
59
60
60
60
46
53
60
60
60
45
54
60
60
60
44
58
60
60
60
49
59
60
60
60
45
53
2
50
50
50
44
57*
2
50
50
50
46
53*
2
50
50
50
44
52*
2
50
50
50
43
58*
2
50
50
50
49
53*
2
50
50
50
44
55*
*1　Since we upgraded the device of the combined treatment tank in February
2012, figures have increased due to the instability of the biological treatment.
*2　The data excess by the sound of insects and frogs.
Item
Soot
NOx
SOx
Equipment
Once-through boiler No.1
1
Once-through boiler No.2*
2
Once-through boiler No.4 Gas*
2
1
2
2
1
Unit
3
g/m N
0.3
0.3
0.005
0.009
3
g/m N
0.3
0.3
0.003
0.003
3
g/m N
0.3
0.3
0.0015 0.002
3
g/m N
0.1
0.1
0.001
0.001
3
g/m N
0.1
0.1
0.001
0.001
ppm
260
100
77
80
ppm
260
100
69
69
ppm
260
100
79
80
ppm
150
100
32
32
ppm
150
100
32
32
3
m N/h
0.13
0.13
0.02
0.02
3
m N/h
0.13
0.13
0.01
0.01
3
m N/h
0.13
0.13
0.02
0.02
<Noise Measurement>
Place
Unit
dB
65
65
59
60
*1　Boiler No. 2 was discontinued due to fuel conversion.
*2　Boiler No. 4, No. 5_Gas was installed due to fuel conversion.
Godo Plant
<Wastewater Measurement - West>
Item
PH
BOD
COD
SS
n-H mineral oils
Nitrogen
Phosphorus
Unit
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
5.8 ～ 8.6 5.8 ～ 8.6 5.8 ～ 8.6
7.6
8.0
160
15
15
0.4
1.0
Regulation of
Regulation of
160
1.9
5
total emission
total emission
200
30
30
1.7
7.0
5
5
5
1.1
2.0
Regulation of
120
60
1.2
1.7
total emission
Regulation of
16
8
<0.05 <0.05
total emission
<Wastewater Measurement - East>
Item
PH
BOD
COD
SS
n-H mineral oils
Nitrogen
Phosphorus
Unit
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
5.8 ～ 8.6 5.8 ～ 8.6 5.8 ～ 8.6
7.2
7.7
160
15
15
5.2
10.0
Regulation of
Regulation of
160
5.7
8.6
total emission
total emission
200
30
30
4.2
15.0
5
5
5
<1
<1
Regulation of
120
60
10.0
21
total emission
Regulation of
16
8
1.3
2.9
total emission
<Air Measurement>
Item
Soot
Nox
Equipment
Exhaust
Exhaust
Unit
3
g/m N
0.2
0.2
0.2
0.001
0.002
ppm
60
60
60
4.4
5.2
<Noise Measurement>
Place
East (night)
South (night)
West (night)
North (night)
Unit
dB
dB
dB
dB
dB
dB
dB
dB
60
60
60
47
55
1
60
60
60
46
66*
60
60
60
44
48
60
60
60
43
47
1
50
50
50
47
54*
1
50
50
50
45
58*
50
50
50
43
49
50
50
50
41
46
*1　The data excess by the sound of insects and frogs.
IBIDEN Engineering Co., Ltd
IBIDEN Jushi Co., Ltd
PH
Item
BOD
Unit
mg/L
<Air Measurement>
5.8 ～ 8.6 5.8 ～ 8.6 5.8 ～ 8.6
7.1
7.4
600
600
600
2.9
7.5
COD
mg/L
－
－
－
3.4
4.9
SS
mg/L
600
600
600
5
10
Copper
Lead
Chromium
Hexavalent chromium
Fluorine
Cyanide
1.3 Dichloropropanes
1･2　Dichloroethane
1･1　Dichloroethylene
Cis- 1･2　Dichloroethylene
Trichloroethylene
Tetrachloroethylene
Dichloromethane
Carbon tetrachloride
Cadmium
Phenol
n-H mineral oils
Arsenic
Alkyl mercury
Organic phosphorus
Polyhalogenated biphenyl
Zinc
Manganese
Benzene
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
3
0.1
2
0.5
8
1
3
0.06
0.02
0.04
1
0.4
0.3
0.1
0.2
0.02
0.1
5
5
0.1
ND
1
0.003
2
10
0.1
10
3
0.1
2
0.5
8
1
3
0.06
0.02
0.04
1
0.4
0.3
0.1
0.2
0.02
0.1
5
5
0.1
ND
1
0.003
2
10
0.1
10
3
0.1
2
0.5
8
1
3
0.06
0.02
0.04
1
0.4
0.3
0.1
0.2
0.02
0.1
5
5
0.1
ND
1
0.003
2
10
0.1
10
0.03
<0.01
<0.02
<0.02
0.30
<0.01
<0.0005
<0.0006
<0.0002
<0.0004
<0.002
<0.004
<0.002
<0.0005
<0.002
<0.0002
<0.01
<0.1
<1
<0.01
ND
<0.01
<0.0005
0.02
0.01
<0.001
<0.1
0.09
<0.01
<0.02
<0.02
1.4
<0.01
<0.0005
<0.0006
<0.0002
<0.0004
<0.002
<0.004
0.008
<0.0005
0.002
<0.0002
<0.01
<0.1
<1
<0.01
ND
<0.01
<0.0005
0.08
0.04
<0.001
0.11
IBIDEN Electronics (Beijing) Co., Ltd.
Item
PH
BOD
COD
SS
Copper
Cyanide
Ni
n-H mineral oils
animal oil and vegetable oil
Unit
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
City standard Voluntary standard Average Maximum
6 ～ 9 6.2 ～ 8.5
7.5
7.8
300
270
51
70
500
450
147
199
400
360
30
46
1
0.5
0.25
0.47
1
0.5
0.01
0.02
0.5
0.45
0.06
0.09
10
9
0.4
0.5
100
50
1.4
2.5
Unit
3
mg/m
3
mg/m
3
mg/m
3
mg/m
3
mg/m
3
mg/m
3
mg/m
3
mg/m
3
mg/m
3
mg/m
3
mg/m
5
4.5
1.05
3.29
30
25
0.34
0.63
1.9
0.9
0.006
0.012
25
20
<0.0015 <0.0015
20
15
0.098
0.21
80
70
0.21
0.35
30
25
0.03
0.05
5
4.5
0.002
0.005
30
25
3.2
4.9
25
20
<0.0015 <0.0015
80
70
0.63
0.71
<Air Measurement>
Item
H2SO4
Scrubber
HCl
Emissions
HCN
Toluene
Carbon surface
Phenol
discharge port
NMHC
Ammonia Deodorization
tower
Hydrogen sulfide
Soot
Air Exhaust
Toluene
NMHC
Unit
dB（A）
dB（A）
NOx
SOx
Equipment
Boiler No.1
Boiler No.3
Gas Turbine
Boiler No.1
Boiler No.3
Boiler No.1
Boiler No.3
Unit
g/m N
3
ppm
m N/h
3
0.3
0.3
0.24
0.009
0.009
0.3
0.3
0.24
0.009
0.012
70
70
60
53
57
180
180
144
51
51
180
180
144
77
80
7.07
7.07
5.65
0.29
0.48
3.68
3.68
2.95
0.16
0.29
IBIDEN Bussan Co., Ltd
Item
PH
BOD
COD
SS
n-H mineral oils
Nitrogen
Phosphorus
Unit
mg/l
mg/l
mg/l
mg/l
mg/l
mg/l
5.8 ～ 8.6 5.8 ～ 8.6 6.1 ～ 8.3
7.4
7.6
160
100
80
2.5
5.3
160
160
128
4.7
8.1
200
90
72
3.3
6
10
10
8
<1
<1
120
120
96
2.6
11
16
16
12.8
0.07
0.1
<Air Measurement>
Item
Soot
NOx
Equipment
Unit
Boiler No.1
0.3
0.3
0.24
0.007
0.009
Boiler No.2
0.3
0.3
0.24
0.007
0.007
3
Boiler No.3 g/m N
0.3
0.3
0.24
0.009
0.010
Boiler No.4
0.3
0.3
0.24
0.011
0.016
Boiler No.5
0.3
0.3
0.24
0.013
0.019
Boiler No.1
180
180
114
74
74
Boiler No.2
180
180
114
57
57
Boiler No.3 ppm
180
180
114
49
49
Boiler No.4
180
180
114
71
71
Boiler No.5
180
180
114
52
52
IBIDEN Philippines,Inc.
Item
PH
BOD
COD
Total Suspended Solids, TSS
SS
Copper
Lead
Chromium (Hexavalent)
Cyanide
Nickel
Color
Oil & Grease
Iron (Dissolved)
Manganese (Dissolved)
Formaldehyde
Unit
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
PCU
mg/L
mg/L
mg/L
mg/L
Industrial park standard Voluntary standard Average Maximum
6.5-9.0 6.7-8.8
7.38
8.00
500
400
75
296
800
700
33
100
350
280
7
31
0.5
0.4
0.18
0.40
1
0.8
0.29
0.80
0.3
0.24
ND
ND
0.1
0.08
ND
ND
0.2
0.16
0.003
0.08
0.5
0.4
ND
ND
150
120
41
88
5
4
0.1
1.2
10
8
ND
ND
1
0.8
0.01
0.05
1
0.8
0.01
0.14
<Air Measurement>
Item
NOx
SOx
Particulate Matter (PM)
Carbon Monoxide (CO)
Copper (Cu)
Unit
National standard Voluntary standard Average Maximum
3
mg/m
2,000
1,600
577
1210
3
mg/m
1,500
1,200
14
18
3
mg/m
150
120
14
19
3
mg/m
500
400
86
364
3
mg/m
100
80
0.3
4.2
<Noise Measurement>
<Noise Measurement>
Time
Daytime
Nightime
Item
Soot
65
64.5
54
57
55
54.5
50
53.7
Time
Morning (5am - 9am)
Daytime (9am - 6 pm)
Evening (6 pm - 10 pm)
Nightime (10 pm - 5 am)
Unit
db
db
db
db
National standard Voluntary standard Average Maximum
65
56
54
54
70
57
56
56
65
55
53
54
60
56
52
54
Social Contribution
We are pressing ahead with a global field of view to implement activities to contribute to the regions where
we are deploying centers of business operations
Philosophy for social contribution and promotional structure
Basic Policy
We aim to contribute to local communities by taking advantage of our unique corporate characteristics, including our capacity to improve living environments and to offer opportunities for personal development. We
take part in and support groups involved in activities of this nature. We also undertake our own community
projects across the globe, tailoring them to local cultures and customs, and earning the trust of the international community.
Focusing on our priority areas, which are“Protecting the global environment,”
“Fostering the next generation,”
“Contributing to social welfare and local communities,”and“Disaster relief activities,”we promote the
social contribution activities of the IBIDEN Group, and at the same time, we encourage our employees to voluntarily participate in non-profit social contribution activities.
Promotional Structure of Social Contribution Activities
We set up a social contribution team in the General Affairs Division as a specialized organization in fiscal year
2008 and have been drafting policies and plans and organizing and operating activities. In fiscal year 2011,
we established“social contribution rules.”They stipulate which activities are of priority and are to be conducted by the domestic IBIDEN Group, the formation of the Social Contribution Committee to facilitate
smooth social contribution efforts, and the establishment of the Social Contribution Fund to support the Company’
s social contribution activities and social contribution activity groups in which our employees participate.
The Social Contribution Committee, which consists of representatives of group companies in Japan, approves annual activities for social contribution and operates and manages the Social Contribution Fund. The
Committee also examines the details related to the recognition and rewarding of collaborative activities with
other groups promoting social contribution, such as NPOs and NGOs, and employees’volunteer activities.
Society (Stakeholders)
Social contribution team
in the General Affairs Division
Plants and
the Group companies
Employees
Organization appointed to
promote social contribution
and volunteer activities
Responsible for the
activities of each Plant
and the Companies
Volunteer activities of
employees
The IBIDEN Group Social Contribution Committee
Deliberations of the activity and determination of the budget
Support
Social contribution activities conducted
by employees
Social contribution activities conducted
by the Group Companies
Diagram of Social Contribution Promotion System
Record of Social Contribution Activities
The IBIDEN Group’
s social contribution activities are based on the four priority pillars.
Activities
for fostering
the next
generation
Activities
contributing
to social
welfare and
local
communities
Disaster
relief
activities
Forest preservation
activities
Community cleanup
activities
Forest preservation activities implemented through
the“IBIDEN’
s Forest”
Cleanup activities regularly
conducted in communities
around workplaces
Product-making
experience
Plant tour
Hydroelectric power plant visit
and product-making experience through the IBIDEN Tour
promoting learning from water
Inviting local students to a
plant tour at IBIDEN Hungary
In-house blood
donation
Sports event
Cooperation through accepting blood donation
buses at plants
Holding the IBIDEN Cup
Soccer Tournament
Support for disaster
victims
Fund-raising campaigns for
those affected by the Great
East Japan Earthquake
Fund-raising events at IBIDEN
Electronics Malaysia
Social Contribution Fund volunteer recognition program
Global
environmental
protection
activities
Social contribution
system
Original program
Social Contribution Fund operation system
Principal
activities
Protecting the Global Environment
Grounded in the values of harmony with nature, we are conducting activities that lead to environmental protection globally.
Forest Building Activities:“IBIDEN’
s Forest”
In fiscal year 2008, we embarked on a forest building
initiative as part of our global environmental protection activities. This activity takes place chiefly in
Higashi-Yokoyama, the place where IBIDEN was
founded, and where the Company operates its initial
hydroelectric power generation business. Over the
next 10 years, we will be planting trees, thinning the
forests and conducting improvement cutting in the
district, with an approximate total area of 4 0 hectares in the town of Ibigawa. Together with the local
public, employees and their family members, we will
continue to carry out sustainability activities aimed at
maintaining harmony with nature.
In collaboration with the local authorities, its residents, and nonprofit organizations (NPOs), we
undertake projects ranging from nature walks to community exchange using the forests and local cultures.
We held activities 14 times over a four-year period until fiscal year 2011, with the participation of a
total of 1,000 people (excluding staff members), and
planted approximately 8 0 0 trees. We will continue
to make efforts to build forests loved by communities
while widening the circle of participants.
IBIDEN not only engages in reforestation projects to stop global warming but also provides a place where employees, their
families and local residents can experience forest building.
In collaboration with local residents, we hold hands-on classes
using thinned wood as part of tree-planting and autumn forest
activities.
[Planting activities worldwide]
<IBIDEN Electronics (Beijing), launch of tree-planting initiative in commemoration of its 10th anniversary>
IBIDEN Electronics (Beijing), which celebrated its 10th anniversary in 2010, embarked on tree-planting activities in a Beijing suburb. On April 16, 2011, we held
the second tree-planting activity. Approximately 400 people participated, including employees and their family members, and planted 220 trees.
<IBIDEN Philippines,“Tree Planting”>
We carry out tree-planting activities on the premises of and around the First Philippine Industrial Park (FPIP) where the IBIDEN Philippines plant is located. On
September 17, 2011, 43 employees participated voluntarily in the planting of 103
mahogany trees. We also planted 100 trees on January 14, 2012. In all, so far
we have planted 400 trees around the FPIP.
[Actions for a cleaner community]
<IBIDEN domestic Groups: voluntary cleanup activity in a community>
The IBIDEN Group regularly conducts community
cleanup and beautification activities in the areas
where it operates. In 2011, more than 6,000 of our
employees took part in the Group’
s self-initiated
actions. In addition, a number of employees serve
as volunteer crew for cleanup activities organized
by the Group’
s alumni, municipal governments
(such as the city of Ogaki) and local NPOs.
Ibiden Bussan’
s Clean-River
Action
Group alumni’
s environmental beautification action
＜IBIDEN Philippines, Community Cleanup Activity＞
Working in partnership with local residents, IBIDEN Philippines carries out community cleanup activities. Moreover, since 2010, we have been continuing activities to convert the plant’
s unused oil drums made of resin
into garbage cans and donate them for the purpose
of community cleanup.
<Participation in the CO2 Reduction / Light-Down Campaign>
We take part in the CO2 Reduction / Light-Down (i.e. lights-off) Campaign being run by the Ministry of the Environment as a means to stop global warming. During the campaign period, the lights for the rooftop
signboard at our Aoyanagi Plant were switched off at certain times.
Fostering the Next Generation
We are promoting activities for the development of young people to foster the next generation for the future.
IBIDEN Tour – Learning from“Water”
Since 2010, we have been conducting two-day and one-night tours to support education about the power of nature and electricity through a visit to the HigashiYokoyama Power Plant, which has been operating since our establishment, and
product-making experience.
While learning about the history of the region’
s development, both parents and
children study the structure and functions of a water wheel, which generates electricity using the power of water, by actually making one. We offered the tour to local elementary school students
and their parents in fiscal year 2011, and 91% of the 13 participating families consisting of 29 people evaluated
the tour as“satisfactory.”
[IBIDEN Engineering’
s Lecture for children]
Ogaki City’
s“Kagayaki Life Town Spring Gathering”was held at the Ogaki City
Suitopia Center. At this event, we held a lecture for children on science, during
which 50 children studied about and created compasses.
[Support for the HIRO Gakuen Academy, a School for Brazilian Expatriates]
In 2007, the Group began to assist the HIRO Gakuen Academy, a school attended by Brazilian children in Ogaki,
Gifu Prefecture. The Group partially subsidizes the cost of textbook purchases and supports school operation
and youth development programs.
[IBIDEN Hungary and others: Plant visits]
IBIDEN Hungary gives plant tours to local junior high school students. A tour includes a plant visit, briefing on DPF and exchanges of opinion. Student visitors
enjoy rare opportunities to view production lines in operation and develop a better understanding of work performed by a variety of people through information
exchanges.
Contributing to Social Welfare and Local Communities
We are contributing to social welfare and local communities to cooperate with local communities as well as
to facilitate local development.
[Participation in the Mikoshi Parade in the Jumangoku Festival in Ogaki]
The IBIDEN Group is a regular participant in the Kigyo Mikoshi (portable shire) Parade section of the Jumangoku Festival hosted by the city of Ogaki every October.
IBIDEN’
s scope of involvement expanded in fiscal 2 0 0 9,
when its employees initiated post-festival cleaning activities around the thoroughfare leading to the main train
station. IBIDEN strongly advocates local revitalization efforts, which it tries to help by amplifying the festival spirit
together with local residents.
Disaster Relief Activities
We implement disaster relief activities to contribute to the recovery and reconstruction of people’
s lives and
social infrastructure in the communities.
[The Great East Japan Earthquake Support]
A significant amount of donations were also made by the domestic and overseas Group companies through
fund-raising activities by the employees, charity auctions and others for the areas affected by the Great East
Japan Earthquake. These donations were given to the Japan Red Cross as well as to organizations dedicated
to disaster recovery.
＜In-house fund-raising activities　＞
＜Fund-raising event at the cafeteria of IBIDEN Electronics Malaysia＞
Encouraging Volunteerism
We are promoting social contribution and volunteer activities to encourage our employees’voluntary, self-motivated participation in volunteer activities.
[Volunteer Encouragement Program]
IBIDEN and its domestic group companies provide special leave for volunteers (a special paid leave of up to 7
days a year) as a volunteering encouragement program. In addition, the Social Contribution Committee grants
awards to employees according to our internal rules.
“Chovola
[
activities”Simple action to start volunteering]
As volunteer activities in which anyone can casually participate, we are facilitating“Chovola activities”within
the Group, in which spoiled postcards, used stamps and plastic bottle caps are collected and donated. Using
a simple activity as an opportunity for our employees to start volunteering, we deliver information on local
volunteer programs internally and invite the employees to participate in a wide range of volunteer activities.
[Synchronized actions between oversea bases and Japan]
The IBIDEN Group has made donations to support environmental group in
time with environmental education activities at oversea base. The donations are raised by the Group’
s employees and alumni in Japan who
organize drives to collect unused books and CDs exchange them for cash
during the New Year Holidays. IBIDEN Philippines participates and cooperates in activities implemented by environmental protection organizations
there.
[IBIDEN Philippines, support activities for the local youth]
We donate stationery to support elementary school students and young children
in the region. The stationery was purchased using funds donated by the employees, who also volunteered to help pack the stationery.
[IBIDEN Cup youth soccer tournament]
We annually hold a youth soccer tournament in autumn for the development
of young people and local revitalization through sports. In 2011, 40 teams of
boys and girls from not only Gifu Prefecture but also Aichi, Mie, and Shiga prefectures participated in the tournament, where they played exciting games.
[Support for the Ibigawa Marathon]
We provide support for the Ibigawa Marathon, a sporting event that takes
place in the town of Ibigawa-cho every November. As a official sponsor, The
Group supports operations of the event by making available its parking lots
adjacent to its plants in Ibigawa-cho. Group employees also serve as traffic
controllers and staff at water stations along the marathon route.
[In-House Blood Donation Drives]
The Group has registered itself as a Japan Red Cross Blood Donation Supporter,
running blood donation drives. Blood can neither be created artificially nor stored
for a long period of time. For this reason, we are working to secure a stable supply of blood by focusing mainly on efforts in winter, when the number of blood
donors decreases.
In fiscal year 2011, 430 participants cooperated in blood donation drives including IBIDEN and Group companies. Furthermore, IBIDEN Philippines has been participating in blood
donation drives for the past five years. In recognition of its ongoing blood donation activities, IBIDEN Philippines received a letter of appreciation from the Philippine Red Cross, Batangas Branch. Starting in fiscal year
2012, IBIDEN Electronics Malaysia also plans to implement in-house blood donation drives.
Stakeholders’Voices: Toshiya Saeki, Section Manager, Operational Division Promotion Section, Gifu Red Cross Blood Center
Periodic and long-term cooperative activities held at the IBIDEN head office, plants and
Group companies have contributed significantly to accomplishing the mission of the
Blood Center, which is“to provide a stable supply of safe blood to medical institutions.”
While the blood donation drives must place a burden on employees, they play a very
significant lifesaving role, saving the lives of patients. I hope to continue to receive cooperation from many employees, including those who have never donated blood before.
[IBIDEN Hungary　Donation of Personal Computers to the Local Police]
In May 2011, IBIDEN Hungary invited the chief of the local police to the company and donated personal computers and monitors in response to their request for help with their computerization.
Social Responsibility for our products
In line with the customers-first values included in the IBIDEN WAY, the Group meets the needs of customers
through unique technologies and designs that consider the global environment. We understand that our
greatest mission is to consistently supply safe and reliable products.
Quality Management that Supports Customers-First Values
Basic approach
By consistently developing cutting-edge technologies, IBIDEN contributes to the creation of a comfortable IT
society as well as a society where cars and nature coexist through the proposal and supply of high-valueadded products. Considering its“customer first”policy as one of its virtues, the Group meets the needs of
customers through unique technologies and designs that take into account the global environment. We
understand that our greatest mission is to consistently supply safe and reliable products. We seek to achieve
a high level of customer satisfaction by putting customer needs at the forefront of our product development
process, accepting only the highest quality at the design stage, incorporating mechanisms that ensure quality
into the product-making stage, and creating a management system that provides the necessary support.
The Group’
s basic policy for the quality of electronics operation: Based on the concept of quality first, we will
achieve customer satisfaction by clearly grasping customer needs and producing and providing reliable
products through our unique technological capabilities.
The Group’
s basic policy for the quality of ceramics operation: through IBI-TECHNO, we will incorporate
customers’real and potential needs and add values to such needs while striving to provide moving
experiences to customers through our product-making, which continually gives top priority to quality.
Quality Assurance System
The IBIDEN Group has a quality assurance organization at each
Operation, with the Executive Vice President as a main officer in
charge of company-wide quality assurance.
To benefit our customers and the community with quality
products, we conduct design reviews and hold quality assurance
meetings to study the design and specifications at each stage of the
manufacturing process, from the development of cutting-edge
technologies, through product planning and design, to mass
production. Furthermore, to improve quality, we offer guidance and
audits, including assessment by the top management, at workplaces
in Japan and overseas, and also provide business partners with
guidance for quality improvement. Moreover, from fiscal year 2012,
we will kick off and promote ongoing improvement activities (3 Nai
plus activities) under the initiative of the Quality Assurance Division
for the purpose of increasing customer satisfaction (CS) with an
emphasis on quality.
CS: Customer Satisfaction
Performance evaluation of SiC-DPFs with
engine bench test
We are updating the engine and evaluation
system to meet the latest exhaust emission
regulations.
Quality Management System
In our electronics-related operation, since the acquisition of ISO 9001 certification in March 1995, we have
been actively upgrading our quality management systems on an ongoing basis. We are striving to offer
products that exceed the expectations and needs of our customers. In our ceramics-related operation, we
obtained ISO/TS 16949 certification, an international standard for quality management in the automobile
industry, in Japan in October 2003. This certification was also obtained at global manufacturing locations in
fiscal year 2006. We are building a system to offer high-quality products at a global level, upgrading the level
of quality.
Measures for Enhancement of Customer Satisfaction
The Sales Division in charge of customer relations gathers various types of information on technologies and
complaints and informs each division about them. Each Operation reviews the level of customer satisfaction,
which they check on a regular basis in training camps. Measures to enhance customer satisfaction are taken
under the leadership of the management. For the customer support that we provide primarily through the
Sales Division and our state-of-the-art products, we have gained a high reputation from our customers
including manufacturers of electrical equipment, semiconductors and automobiles.
Development of human resources that sustain quality
So that we can benefit from the experience of our workers and develop human resources capable of creating
new value, we offer systematic education to all employees.
Going forward, the focus will be on four IBI-TECHNO capabilities in Management of Business, Management
of Technology, Total Productive Management, Management Capabillity, in accordance with the TPM approach
for developing human resources that practice the customers-first principle. Determining the degree of progress
at each step, we aim to boost skills and motivation. Accurately reviewing the ever-evolving value of our
business activities from the customers’perspective based on the level of customer satisfaction, we aspire to
be an enterprise that continues to grow.
TPM Activities
Since 1989, IBIDEN has been implementing TPM activities as initiatives to improve the Company’
s system.
Currently, with market trends as well as business operations at overseas production bases in mind, we are
undertaking activities aimed at“total productive management enhanced globally as well as at each
production base.”A characteristic of IBIDEN’
s activities is that they are based on the TPM activities which
contribute to business. To be specific, we promote the following three activities as the pillars.
(1) Loss prevention activity in which all divisions participate, aimed at the acquisition of cost-competitiveness
(2) Base activity that facilitates improvement activities in which all participate through direct observation
(3) Human resources development activity that enables participants to acquire skills and the appropriate
frame of mind for engaging in the above-mentioned activities correctly, uniformly and effectively
Another characteristic is that we promote TPM activities according to the same procedures both in Japan
and overseas so that excellent cases in Japan and abroad can be instantly reflected in company-wide
activities. To assist in TPM activities, a TPM global conference is held annually to showcase best practices in
the Group. Since fiscal year 2002, personnel from overseas group companies have attended this conference.
In fiscal year 2012, we will kick off the TPM activity at IBIDEN Electronics Malaysia, aiming to increase the level
of facilities and human resources based on the 5S in a similar manner used for autonomous maintenance.
Customer Satisfaction and Quality Improvement Initiatives Chart
Customer satisfaction
Offering safe, reassuring and eco-friendly products
P
D
Customersfirst activities
S
Quality
Design and
Developing
C
Product-making
A
Diligent
Quality Care
from the
Beginning
D
C
A
P=Plan
S=Standard
D=Do
C=Check
A=Action
TPM Activity
(Total Productive Management)
QMS
EMS
(Quality
Management
System)
(Environmental
Management
System)
Core system
Systems
supporting
Customersfirst practices
ISMS
(Information
Security
Management
System)
IC
(Internal Control)
OHSAS
(Occupational
Health and Safety
Assessment
Series)
Corporate Responsibility Goal Summary
Upon the revision of the IBIDEN Group Charter of Behavior, from fiscal year 2011, we have deployed the revised
CSR activities.
The list of targets and results for this fiscal year has changed from the previous fiscal year as we restarted
our discussions regarding medium-term target, issues to be addressed, and item for implementation plan and
targets based on the revised Charter of Behavior.
Article 3: Providing
customer delight
Article 2: Development together with stakeholders
Article 1: Compliance with laws, regulations,
and ethics
IBIDEN Group
Charter of Behavior
We comply with laws,
regulations and ethical
requirements of the
countries and regions
where its business
operations are based.
We work against
corruption in all its
forms, and carry out
open and fair corporate
activities with the
intention of becoming a
company that enjoys
the confidence of the
international community.
We also protect and
properly manage
personal and customer
data and other types of
information.
We develop together
with our stakeholders,
so we enhance the
transparency of
management and build
a trustworthy
relationship through
communication. We also
actively engage in
community-based
activities that contribute
to society as a good
corporate citizen.
Medium-term targets
Item implemented in fiscal
year 2011 and management
indices for outcomes
Item for implementation
plan and targets in fiscal
year 2012
Understanding laws and regulations
of each country or region and
monitoring the compliance.
Grasped the latest law revision
information and checked the status
of the response of each division.
Implemented in-advance application
for meeting with competitors and
took the minutes.
Establishing a system of
compliance.
Monitoring compliance with
laws and regulations.
Making a clarifying statement about
corporate rules and ethics to
educate employees, and monitoring
the compliance.
Carried out procedure for important
laws and regulations.
Revised the standards for employee
behavior and implemented the
training for all employees
(participation rate: 94%).
Continuously implemented guidance
and support for the domestic and
overseas Group companies to
operate rules and guidelines.
Ensuring standardized manuals
to be the latest version, and
improving the issues.
Monitoring compliance with the
standards for employee
behavior.
Promoting educational activities
to improve understanding.
Eliminating anti-social forces (such
Collected information to eliminate
as organized crime and corporate
anti-social forces.
democrat) from the Group’
s business
fields, and operating a system to
prevent faults.
Continuously Collecting
information to eliminate
anti-social forces.
Verifying internal control over
financial reporting.
Making a clarifying statement and
sharing how to protect and manage
information of the Group, and
monitoring the compliance.
Monitored and prevented
unauthorized computer abuse.
Installed antivirus software on all of
the PCs, and restricted network
connectivity.
Preventing information leakage
from mobile devices.
Establishing rules for handling
rule customer documents and
confidential information.
Disclosing corporate information
comprehensibly and fairly with the accurate
control. In addition, building up a system to
provide clear explanation rapidly to the
society in case of problem occurrence.
Improved content of Business Report
and Notice of the Annual Meeting of
Shareholders.
Disclosed information required in
accordance with the GRI guidelines.
Promoting standardization and
control of disclosure.
Regularly arranging meetings to
exchange opinions with employees
and local communities, and sharing
the proposition and taking the
measures.
Held a joint community meeting on risk
communication at the Ogaki Plant.
Maintained regular dialogues between
labor and management, and
implementing the measures.
Maintaining communication
between labor and management.
Clarifying policy of communication
with local communities.
Conveying our policy to suppliers
and building up a system to
implement CSR management with
them.
Established the CSR guidelines and held
the briefing meeting.
Surveyed the status of compliance with
the CSR guidelines, and conducted the
confirmation with a visit.
Upgrading the level of supply
chain CSR management.
Monitoring compliance with the
CSR guidelines.
Establishing philosophy, system and
domain of social contribution
activities, and encouraging
cooperation with local communities
and voluntary social participation of
employees.
Revised social contribution rules,
and conducting social contribution
activities based on the revision.
Built a social contribution program
in cooperation and collaboration
with stakeholders.
Provided information to improve
awareness of employees volunteer.
Developing social contribution
programs in cooperation with
local communities.
Establishing youth development
program based on employees
participation.
From the perspective of risk
management, preparing a system to
report the management layer
promptly and to minimize damages
including to take preventive
measures in case of an emergency
occurrence.
Operated the Risk Management
Subcommittee, and promoted the activities
to reduce significant risk items.
Improved the level of system to develop
and maintain emergency contact network
groupwide as well as to promptly report the
occurred problem to the management layer.
Clarifying (initial)
implementation items and
corporate structure in case of
disaster.
Conducting risk management
related to environment & health
and safety.
Conducted reviews of customer
satisfaction through customerrelated processes.
Implemented analysis of the external
evaluation and extraction of issues
to carry out improvement activities.
Developing the next mediumterm management plan.
Monitoring customer
satisfaction, and extracting the
issues.
Properly monitoring customer
satisfaction and operating a system
We provide customer
to implement the PDCA cycle.
delight, so we have a
good understanding of
social trends, future
needs and develop. We
provide safe and secure * Additionally we are addressing with
products and services to
fields, and reform and improvement
maximize our customer’
s
satisfaction by growing
IBI-Techno.
the following targets: monitor of market demands, challenges to new
of existing fields.
Article 5: Harmony with nature
Article 4: Management based on
global standards
IBIDEN Group
Charter of Behavior
Medium-term targets
Item implemented in fiscal
year 2011 and management
indices for outcomes
Reflecting the Group Charter of Behavior Revised the IBIDEN Group Charter
and the guidelines to the implementation of Behavior, and promoted it
items of the Group companies, and
groupwide.
localizing it to reflect the characteristics
of local management with deepening
mutual understanding of norms, culture
and customs of each country or region.
We manage our group
based on global
standards. We respect
human rights and other
international norms of
behavior. Also, we
respect culture and
customs in each country
or region concerned
when carrying out our
corporate activity.
Shared information regarding
Building a platform for
compliance and labor issues in
personnel system.
terms of consolidated management,
and implemented the
improvements.
Familiarizing employees with top
management’
s basic posture on corporate
philosophy, the charter of behavior and the
standards for employee behavior.
Revised the standards for employee behavior,
Instilling management
and notified it to all employees.
philosophy and the IBIDEN
Posted the revised charter of behavior and
WAY.
standards for employee behavior on the website.
Establishing internal and external information
gathering counter that is secured anonymity,
protection and non prejudice of
whistleblowers, and formalizing it.
Set up a compliance counter for suppliers. Operating a compliance
Improved and revised operation rules of
counter, and reporting the
compliance counter in the main
consensus of issues.
production subsidiaries.
Conducting and documenting the following
process: audit of the status of effects, extraction
of issues, indication of measures, and
implementation of improvement activities.
Improved systems, rules and
Establishing an internal audit system
guidelines to conduct internal audit. according to company size.
Following up correction of matters
pointed out in audits.
Operating a eco-friendly system in
product lifecycle (procurement,
design, production, use and
disposal).
Revised green procurement guidelines and
established an eco-friendly system of chemical
substances management.
Considered an eco-friendly design system
responding to global warming and resource risk.
Improving eco-friendly design
as a system.
Managing information of
material and energy at all
stages of production cycle.
Developed design criteria for energy-saving, and
Visualizing issues of efficiency in
laterally deployed the energy saving improvement. the use/supply of energy.
Developed energy management criteria of facilities.
Carried out repair works for the Hirose Power Plant.
Reduced CO2 emissions per production unit
(reduction of 17% compared to fiscal year 2008).
Established a resource recycling system. Reducing waste allocated to
Reduced the amount of water
external treatment.
withdrawal rate (reduction of 23%
compared to fiscal year 2008)
Operated and revised the system to research
and evaluate the banned and controlled
substances (green procurement guidelines).
Expanded the system of chemical
management to i corporation by domestic
affiliated companies and overseas production
companies.
Implemented environment-related audits for
important suppliers.
Determining the specific activities of Conducted reforestation activities,
biodiversity, and contributing
“IBIDEN’
s Forest.”
actively to nature conservation.
Article 6: Attractive and vibrant company
Aggregating basic information
and visualizing challenges.
Respecting basic labor rights as international
norms, and improving the working condition
and environment properly according to the
circumstances such as rules and regulations
of each country and region.
Continuously reducing environmental
burdens and costs by striving to
develop innovative technologies and
products for a low-carbon society as
We harmonize with
nature in all areas of our wall as to make energy-saving
corporate activities. We improvements in production activities.
manage to develop
Continuously implementing cyclical use of
technologies to achieve
resources and cost reduction by
good balance between
promoting development and improvement
the environment and
of 3R (Reduce, Reuse, Recycle) technology.
business, and we
provide environmentally Establishing management systems
friendly products and
such as chemical management,
services by promoting
pollution prevention management
energy and resource
and disaster prevention
conservation activities.
management, and enforcing risk
mitigation activities continuously.
We aim to become an
attractive and vibrant
company on the basis of
fair, equitable and result
oriented employee
evaluation personnel
system. We aim to have
a safe and comfortable
working environment.
We create a rewarding
corporate culture that
the employee can
respect for each
diversity, and fully
exercise their skills and
abilities.
Item for implementation
plan and targets in fiscal
year 2012
Implementing visual control of
chemicals used.
Visualizing the status of
pipe-end management.
Creating the next activities program
for“IBIDEN’
s Forest.”
Promoting environmental protection
from the point of view of biodiversity.
Preparing work environment to improve
productivity and diversification of employment
formats, and improving work environment and
institution for employees to work on with ease.
Promoted measures to reduce overtime work. Improving a work-at-home
Conducted interviews in both female
system and shorter working
employees and managers to promote more
hours for childcare.
female employees.
Clarifying what type of human
resources and skills should be
needed by occupation or grade, and
enhancing the career development
activities.
Introduced an e-learning system as an
environment able to provide skill development
training that employees are motivated to take
voluntarily.
Enhanced personal development contents that
meet each division’
s needs through IPM activities.
Creating succession plans.
Establishing and maintaining an
Operated an evaluation system based on Reviewing a management-byevaluation and compensation system management by objectives, and promoted objectives system.
for fair appraisal and fair treatment.
communication between superiors and
subordinates by holding regular meetings.
Operating an occupational safety and
health system to prevent workrelated accidents in all stages from
planning to maintenance of facility.
Implemented continuous improvement
based on workplace risk assessment to
prevent industrial accidents.
Activated progress and understanding of
workplace health and safety activities.
Visualizing health and safety risk.
Promoting committees, safety
patrols and activities to foresee
potential accidents and hazards
(Hiyari‒hatto activity).
Working to improve health of mind
and body of employees.
Conducted health promotion programs (including
motivational program of developing exercise
habits) according to the 100 Health Plan.
Input all employees’data into the e‒Health Check
System, and analyzed the data for organization.
Promoting mental health and
the 100 Health Plan.
Promoting maintenance and
improvement of the working
environment (based on IBIDEN’
s
safety standards).
Corporate Information (As of march 31, 2012)
Company Outline
Trade name:
Established:
Capital:
Representative:
Number of employees:
Office and Plants
Head office:
Branches:
Plants:
IBIDEN CO., LTD.
November 25, 1912
¥64,152 million
Hiroki Takenaka, President & CEO
Consolidated 11,374 Non-consolidated 3,385
2-1, Kanda-cho, Ogaki City, Gifu 503-8604, Japan Tel: 0584-81-3111
Tokyo, Osaka
Gifu Prefecture (Ogaki, Ogaki Central, Aoyanagi, Gama, Ogaki-Kita, Godo);
Aichi Prefecture (Kinuura); Tokyo Research Laboratory
Number of Subsidiaries: Consolidated subsidiaries: 43 (17 in Japan, 26 overseas)(As of September 30, 2012)
Main Business Lines
Business Segments
Main Products/Business Areas
Electronics Operation Printed wiring boards, package substrates, and pattern design for printed wiring boards
Environment-related ceramics products, graphite specialty products, fine ceramics
Ceramics Operation
products, ceramics fiber
Housing Materials Housing equipment, melamine decorative laminates and decorative laminates related
Operation
products
C o n s t r u c t i o n Design and construction of civil engineering works including slop protection construction
Operation
and landscape gardening, as well as of environmental facilities
Synthetic resin processing, agriculture, livestock, and fishery processing, oil products sales,
Other Operations
provision of information and other services
Change in Business Results
Net sales
500
400
80
309.3
274.2
304.9
300.8
60
100
80
67.2
60
40
200
2007 2008 2009 2010 2011（FY）
0
10.5
21.2
67.5
40
33.8
20
100
0
（billion yen）
100
413.5
300
Ordinary income
Operating income
（billion yen）
（billion yen）
15.5
2007 2008 2009 2010 2011（FY）
20
0
33.5
19.4
16.2
3.4
2007 2008 2009 2010 2011（FY）
Net sales composition by business segments
Net income
（billion yen）
60
50
40
30
20
10
0
Other 7.0%
Electronics 56.9%
Construction 4.1%
46.0
Housing
Materials 6.9%
11.8
19.7
10.6
△8.7
2007 2008 2009 2010 2011（FY）
Ceramics 25.1%
Disclosure of Financial Information
IBIDEN takes steps to disclose information at appropriate times to shareholders and investors in a fair, accurate, and easy-to-understand manner.
Pursuant to the Timely Disclosure Rule of the Tokyo Stock Exchange, our
information disclosure standards require the disclosure of information relevant to our operations, scope of business, and assets that could significantly affect investment judgments, as well as any changes or suspension
of important corporate information that has already been published. Our
policy is to disclose such information proactively and fairly. We will also
disclose corporate information that could significantly influence investment judgments even if the Timely Disclosure Rule does not apply, as accurately, promptly and appropriately as possible.
Website for shareholders and investors
http://www.ibiden.com/ir/index.html
Top page of IR website
Main Subsidiaries and Affiliates
Company- Japan
Location
Main Business
IBIDEN Electronics Industries Co., Ltd.
Ogaki, Gifu
Manufacture of electronic substrates
IBIDEN Greentec Co., Ltd.
Ogaki, Gifu
Design and construction of special works
IBIDEN Chemicals Co., Ltd.
Ogaki, Gifu
Manufacture and sales of chemical products
IBIKEN Co., Ltd.
Ogaki, Gifu
Sale of housing materials
IBIDEN Graphite Co., Ltd.
Ogaki, Gifu
Manufacture of graphite products
IBIDEN Industries Co., Ltd.
Ogaki, Gifu
Sale of products and equipments
TAK Co., Ltd.
Ogaki, Gifu
Information services
IBIDEN Jushi Co., Ltd.
Ikeda-cho, Ibi-gun, Gifu
Manufacture of foamed-resin products
IBIDEN Bussan Co., Ltd.
Ogaki, Gifu
Processing of agricultural and
marine products
IBIDEN Engineering Co., Ltd.
Ogaki, Gifu
Design and construction of
mechanical facilities
IBITECH Co., Ltd.
Ogaki, Gifu
Design of printed circuit boards
IBIDEN CAREER TECHNO Corp.
Ogaki, Gifu
Temporary staffing services
IBIDEN KENSO Co., Ltd.
Ogaki, Gifu
Sale of housing materials
Company- Overseas
Location
Main Business
Investment and finance in U.S.A., Research
and product planning, Sales of products
IBIDEN U.S.A. Corp.
California, U.S.A.
Micro Mech, Inc.
Massachusetts, U.S.A.
IBIDEN Canada Inc.
Ontario, Canada
Sales of products
IBIDEN European Holdings B.V.
Hoofddorp,
The Netherlands
Investment and finance in Europe
IBIDEN Europe B.V.
Hoofddorp,
The Netherlands
Sales of products
IBIDEN Hungary Kft.
Neumann János, Hungary
Manufacture of ceramic products
IBIDEN DPF France S.A.S.
Courtenay, France
IBIDEN Porzellanfabrik Frauenthal GmbH
Steiermark, Austria
IBIDEN France S.A.S.
Paris, France
Sales of ceramic products
IBIDEN Deutschland GmbH
Stuttgart, Germany
IBIDEN UK Ltd.
London, UK
IBIDEN Philippines, Inc.
Batangas, Philippines
Manufacture of electronics substrates
IBIDEN Electronics (Beijing) Co., Ltd.
Beijing, P.R.C.
IBIDEN Electronics (Shanghai) Co., Ltd.
Shanghai, P.R.C.
Sales of products
IBIDEN Electronics Technology (Shanghai) Co., Ltd. Shanghai, P.R.C.
Design of electronics substrates
IBIDEN Asia Holdings Pte., Ltd.
Singapore
Investment and finance in Asia
IBIDEN Singapore Pte. Ltd.
Singapore
Sales of electronics substrates
IBIDEN Electronics Malaysia Sdn. Bhd.
Penang, Malaysia
IBIDEN (Malaysia) Sdn. Bhd.
Penang, Malaysia
IBIDEN Graphite Korea Co., Ltd.
Pohang-si, Korea
IBIDEN Korea Co., Ltd.
Seoul, Korea
Sales of products
IBIDEN Taiwan Co., Ltd.
Kaohsiung, Taiwan
Sales of products
The Company had 43 consolidated subsidiaries including the above companies as of September 30, 2012.
Board of Directors/Organization
BOARD OF DIRECTORS
Board of Directors
Audit Division
Board of Corporate Auditors
Representative Director
Yoshifumi Iwata
Hiroki Takenaka
Mafumi Kunishima
Hironobu Kodaka
Director
Katsumi Mabuchi
Director
Shigeyasu Kurita
Quality Management Division
Director
Toshiaki Matsuo
Global Purchasing Division
Director
Keiichi Sakashita
Director
Yoichi Kuwayama
Director
Sotaro Ito
Director (Outsider)
Yoshitoshi Toyoda
Director (Outsider)
Toshio Yonezawa
Strategic Corporate
Planning Operation
Office of the President
Finance Division
Legal Division
Enterprises Administrative Division
Human Resource Division
General Affairs Division
Manufacturing
Promotion Operation
IPM Planning Division
TPM Promotion Division
Purchasing Division
Manufacturing Planning Division
Energy & Environment
Operation
Environment & Safety Division
Environment Technology Division
Energy Control Division
Ogaki Plant
Ogaki Central Plant
Aoyanagi Plant
Gama Plant
Ogaki-Kita Plant
Godo Plant
Kinuura Plant
R&D Operation
AUDITORS
Intellectual Property Division
Electronic Development Division
Standing Auditor
Yoshio Hirabayashi
Standing Auditor Yutaka Kawase
Auditor (Outsider)
Tadao Kuribayashi
Auditor (Outsider)
Yasuhiro Kumagai
Auditor (Outsider)
Shigenori Shiota
PWB Development Division
Ceramic Development Division
New Product Development Division
Production Engineering
Operation
Facility Design Division
Production Engineering Division
Facility Development Division
Package Operation
Planning Division
PKG Unit
Business Administration Division
CSP Unit
Business Administration Division
Production Management Division
Ogaki Manufacturing Division
Quality Assurance Division
EXECUTIVE OFFICERS
Ogaki Central Manufacturing Division
Chairman of the Board Yoshifumi Iwata
President & CEO Gama Manufacturing Division
IPI Manufacturing Division
Hiroki Takenaka
Manufacturing Engineering Division
Facility Maintenance Division
Executive Vice President Mafumi Kunishima
IPM/Environment & Safety Promotion Division
Engineering Unit
Executive Vice President Hironobu Kodaka
Executive Managing Officer Katsumi Mabuchi
Executive Managing Officer Shigeyasu Kurita
Engineering Division 2
PWB Operation
Business Management Division
Engineering Division
Senior Managing Officer Toshiaki Matsuo
Aoyanagi Manufacturing Division
IEB Manufacturing Division
Senior Managing Officer Yoichi Kuwayama
Managing Officer Koji Kawashima
Managing Officer Katsumi Sagisaka
Managing Officer
Yoshiyuki Iwata
Managing Officer
Takeshi Aoki
Managing Officer
Masahiko Ikuta
Managing Officer
Tsuyoshi Nishida
Managing Officer
Kazushige Ohno
Managing Officer
Kozo Kodama
Managing Officer
Koji Shimato
（As of September 30, 2012）
Product Development Group
Process Design Group
Senior Managing Officer Keiichi Sakashita
Sotaro Ito
Planning Division
Executive Managing Officer Takayuki Takagi
Managing Officer
IEM Manufacturing Division
IPM Promotion Division
ECP Operation
Planning Division
Heavy Duty & DPF Sales & Marketing Division
Sales & Marketing Division
Design Division
Process Development Division
NCH Project
European Enterprise Division
Cost Restructuring Promotion Division
IMP Promotion Division
Manufacturing Division
IHU
IDFS
AFP Operation
IPF
FGM Operation
Business Planning Division
Tokyo Branch
Osaka Branch
GRI Index Table
In formulating the IBIDEN CSR Report 2012, we referred to the GRI* Sustainability Reporting Guidelines 2006
(3rd edition: G3). This provides an objective measure of the extent to which the guidelines and other GRI
Reporting Framework elements have been applied. We evaluated this year’
s report as achieving Application
Level B by self-assessment.
* GRI (Global Reporting Initiative): An independent institution whose mission is to develop and disseminate
globally applicable Sustainability Reporting Guidelines.
Report fully on a minimum
of any 10 Performance
Indicators,including at
least one from each of:
social, economic, and
environment.
G3 Performance
Indicators & Sector
Supplement
Performance Indicators
B+
Report on all criteria
listed for Level C plus:
1.2
3.9, 3.13
4.5-4.13, 4.16-4.17
A
A+
Same as requirement for
Level B
Management Approach
Disclosures for each
Indicator Category
Report fully on a minimum of
any 20 Performance Indicators,
at least one from each of:
economic, environment,
human rights, labor, society,
product responsibility.
Management Approach
disclosed for each
Indicator Category
Respond on each core and
Sector Supplement*
indicator with due regard to
the materiality Principle by
either: a) reporting on the
indicator or b) explaining
the reason for its omission.
Report Externally Assured
Not Required
B
OUT PUT
G3 Disclosures
on Management
Approach
C+
G3 Profile
Disclosure
Report on
1.1
2.1-2.10
3.1-3.8, 3.10-3.12
4.1-4.4, 4.14-4.15
OUT PUT
C
OUT PUT
Standard Disclosure
Report Application Level
*Sector supplement in final version
Corporate Social Responsibility Report 2012
GRI Indicator
Pages
Corresponding topics
P2
Top message
Consolidated Medium-Term Management Plan
IBIDEN Group Charter of Behavior
1. Strategy and Analysis
Statement from the most senior decisionmaker of the organization
1.1 (e.g., CEO, chair, or equivalent senior position) about the relevance of
sustainability to the organization and its strategy.
P4-5
P5-6
P11-12
P48-49
1.2 Description of key impacts, risks, and opportunities.
Risk Management
2. Organizational Profile
2.1 Name of the organization.
P50
2.2 Primary brands, products, and/or services.
P50
P50-52
2.4 Location of organization’
s headquarters.
P50
Number of countries where the organization operates, and names of
2.5 countries with either major operations or that are specifically relevant to the
sustainability issues covered in the report.
P51
2.3
Operational structure of the organization, including main divisions,
operating companies, subsidiaries, and joint ventures.
P9
2.6 Nature of ownership and legal form.
P50
Basic Approach to Corporate
Governance
Markets served (including geographic breakdown, sectors served, and
2.7
types of customers/beneficiaries).
P50-51
Scale of the reporting organization, including:
• Number of employees;
2.8 • Net sales (for private sector organizations) or net revenues (for public sector organizations);
• Total capitalization broken down in terms of debt and equity (for private sector organizations); and
• Quantity of products or services provided.
P50
2.9
Significant changes during the reporting period regarding size, structure, or ownership including:
• The location of, or changes in operations, including facility openings, closings, and expansions; and
• Changes in the share capital structure and other capital formation,
maintenance, and alteration operations (for private sector organizations).
2.10 Awards received in the reporting period.
P3
Editorial Policy
P7
External Corporate Evaluation
GRI Indicator
Pages
3. Report Parameters
Report Profile
3.1 Reporting period (e.g., fiscal/calendar year) for information provided.
P3
Editorial Policy
3.2 Date of most recent previous report (if any).
P3
Editorial Policy
3.3 Reporting cycle (annual, biennial, etc.)
P3
Editorial Policy
Cover page
Contact point
3.4 Contact point for questions regarding the report or its contents.
Report Scope and Boundary
3.5
Process for defining report content, including:
• Determining materiality;
• Prioritizing topics within the report; and
• Identifying stakeholders the organization expects to use the report.
P3
P5
Editorial Policy
3.6
Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities,
joint ventures, suppliers).
P3
Editorial Policy
P3
Editorial Policy
3.7 State any specific limitations on the scope or boundary of the report.
Basis for reporting on joint ventures, subsidiaries, leased facilities,
3.8 outsourced operations, and other entities that can significantly affect
comparability from period to period and/or between organizations.
NA
Data measurement techniques and the bases of calculations, including
3.9 assumptions and techniques underlying estimations applied to the
compilation of the Indicators and other information in the report.
P3
Editorial Policy
Each calculation method is
described in the margin of graph.
＜P28：CO2 emission＞
Explanation of the effect of any re-statements of information provided
in earlier reports, and the reasons for such re-statement (e.g., mergers/
3.10
acquisitions, change of base years/periods, nature of business,
measurement methods).
P3
Editorial Policy
Major indicators are described
retroactively to enable the comparison.
Set of goals compared to base year of
fiscal year 2008 especially concerning
environmental indicators (P28 and others).
Significant changes from previous reporting periods in the scope,
boundary, or measurement methods applied in the report.
P3
Editorial Policy
P54-62
GRI Index Table
3.11
GRI Content Index
3.12 Table identifying the location of the Standard Disclosures in the report.
Assurance
3.13
Policy and current practice with regard to seeking external assurance for the report.
If not included in the assurance report accompanying the sustainability report,
explain the scope and basis of any external assurance provided. Also explain the
relationship between the reporting organization and the assurance provider(s).
4. Governance, Commitments, and Engagement
Governance
Governance structure of the organization, including committees under the
4.1 highest governance body responsible for specific tasks, such as setting
strategy or organizational oversight.
P10
P12
P13
Structure for Advancing Risk Management
Structure for Promoting Compliance program
4.2
Indicate whether the Chair of the highest governance body is also an executive officer (and, if
so, their function within the organization’
s management and the reasons for this arrangement).
P52
Board of Directors/
Organization
4.3
For organizations that have a unitary board structure, state the number of members
of the highest governance body that are independent and/or non-executive members.
P10
Summary of the Existing
Corporate Governance Systems
4.4
Mechanisms for shareholders and employees to provide recommendations
or direction to the highest governance body.
Linkage between compensation for members of the highest governance body,
4.5 senior managers, and executives (including departure arrangements), and the
organization’
s performance (including social and environmental performance).
4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided.
Process for determining the qualifications and expertise of the members of the highest governance
4.7
body for guiding the organization’
s strategy on economic, environmental, and social topics.
Internally developed statements of mission or values, codes of conduct,
and principles relevant to economic, environmental, and social
performance and the status of their implementation.
4.8
Explain the degree to which these:
• Are applied across the organization in different regions and department/units; and
• Relate to internationally agreed standards.
P9
P21
P11
P10
P15
P10
P4
P5
Labor and Management Cooperation to
Create a Worker-Friendly Workplace
Compensation of Directors
and Corporate Auditors
Compliance by Directors
Corporate Philosophy
IBIDEN Group Charter of
Behavior
GRI Indicator
Pages
Procedures of the highest governance body for overseeing the organization’
s
identification and management of economic, environmental, and social performance,
4.9
including relevant risks and opportunities, and adherence or compliance with
internationally agreed standards, codes of conduct, and principles.
Processes for evaluating the highest governance body’
s own performance,
4.10 particularly with respect to economic, environmental, and social
performance.
P5-6
P8
P10
Assessment by Third-Party
Organizations and Our Actions
Commitments to External Initiatives
4.11
Explanation of whether and how the precautionary approach or principle
is addressed by the organization.
4.12
Externally developed economic, environmental, and social charters, principles,
or other initiatives to which the organization subscribes or endorses.
Memberships in associations (such as industry associations) and/or national/
international advocacy organizations in which the organization:
• Has positions in governance bodies;
4.13
• Participates in projects or committees;
• Provides substantive funding beyond routine membership dues; or
• Views membership as strategic.
P11-12
Risk Management
P8
P5-6
P5-6
Dialogue and Cooperation with
Stakeholders
P5
Stakeholder Engagement
4.14 List of stakeholder groups engaged by the organization.
4.15 Basis for identification and selection of stakeholders with whom to engage.
4.16
Approaches to stakeholder engagement, including frequency of
engagement by type and by stakeholder group.
Key topics and concerns that have been raised through stakeholder
4.17 engagement, and how the organization has responded to those key topics
and concerns, including through its reporting.
P7
P7
P8
P7
P8
P48-49
Dialogue and Cooperation with Stakeholders
Dialogue and Cooperation with
Stakeholders
5. Management Approach and Performance Indicators
Economic Performance Indicators
Disclosure on Management Approach
• Goals and Performance
• Policy
• Additional Contextual Information
P4
P50-52
Consolidated Medium-Term
Management Plan
Aspect: Economic Performance
Direct economic value generated and distributed, including revenues, operating costs,
EC1 employee compensation, donations and other community investments, retained
earnings, and payments to capital providers and governments.
EC2
P50
Financial implications and other risks and opportunities for the
organization’
s activities due to climate change.
[Annual Securities Report P81-82]
EC3 Coverage of the organization’
s defined benefit plan obligations.
EC4 Significant financial assistance received from government.
Aspect: Market Presence
EC5
Range of ratios of standard entry level wage compared to local minimum
wage at significant locations of operation.
EC6
Policy, practices, and proportion of spending on locally-based suppliers at
significant locations of operation.
EC7
Procedures for local hiring and proportion of senior management hired
from the local community at locations of significant operation.
P16-17
P18
Number of Employee by business segment
Employment and Development of Human
Resources
P19-20
Aspect: Indirect Economic Impacts
Development and impact of infrastructure investments and services provided
primarily for public benefit through commercial, inkind, or pro bono engagement.
P40-45
Social Contribution
EC9 Understanding and describing significant indirect economic impacts, including the extent of impacts.
P33-34
P24-35
P48-49
EC8
Environmental Performance Indicators
• Goals and Performance/ • Policy/ • Organizational responsibility
• Training and awareness/ • Monitoring and Follow-Up/ • Additional Contextual Information
GRI Indicator
Pages
Aspect: Materials
EN1 Materials used by weight or volume.
P35
P29
EN2 Percentage of materials used that are recycled input materials.
P35
The IBIDEN Group’
s Material
Balance (Input and Output)
Resource circulation
The IBIDEN Group’
s Material
Aspect: Energy
EN3 Direct energy consumption by primary energy source.
P35
The IBIDEN Group’
s Material
EN4 Indirect energy consumption by primary source.
P35
The IBIDEN Group’
s Material
EN5 Energy saved due to conservation and efficiency improvements.
EN6
Initiatives to provide energy-efficient or renewable energy based products and
services, and reductions in energy requirements as a result of these initiatives.
EN7 Initiatives to reduce indirect energy consumption and reductions achieved.
P26-28
P26-28
Environmental Contribution
through Products
P32
P26-28
Aspect: Water
EN8 Total water withdrawal by source.
P29
EN9 Water sources significantly affected by withdrawal of water.
P29
EN10 Percentage and total volume of water recycled and reused.
P29
P31
Understanding the Influence
on Biodiversity
P31
on Biodiversity
P31
on Biodiversity
EN16 Total direct and indirect greenhouse gas emissions by weight.
P35
The IBIDEN Group’
s Material
EN17 Other relevant indirect greenhouse gas emissions by weight
P35
The IBIDEN Group’
s Material
Aspect: Biodiversity
EN11
Location and size of land owned, leased, managed in, or adjacent to, protected
areas and areas of high biodiversity value outside protected areas.
EN12
Description of significant impacts of activities, products, and services on biodiversity
in protected areas and areas of high biodiversity value outside protected areas.
EN13 Habitats protected or restored.
EN14
Strategies, current actions, and future plans for managing impacts on
biodiversity.
EN15
Number of IUCN Red List species and national conservation list species
with habitats in areas affected by operations, by level of extinction risk.
Aspect: Emissions, Effluents, and Waste
EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved.
P26-28
P35
EN19 Emissions of ozone-depleting substances by weight.
The IBIDEN Group’
s Material
NA
EN20 NO, SO, and other significant air emissions by type and weight.
P35
The IBIDEN Group’
s Material
EN21 Total water discharge by quality and destination.
P35
The IBIDEN Group’
s Material
EN22 Total weight of waste by type and disposal method.
P35
The IBIDEN Group’
s Material
EN23 Total number and volume of significant spills.
Weight of transported, imported, exported, or treated waste deemed
EN24 hazardous under the terms of the Basel Convention Annex I, II, III, and VIII,
and percentage of transported waste shipped internationally.
P36-39
Environmental Data for Individual
Plants and Group Companies –
Compliance management
* There have been no significant
spills. The impact on the
environment is minimal.
P30
Identity, size, protected status, and biodiversity value of water bodies
EN25 and related habitats significantly affected by the reporting organization’
s
discharges of water and runoff.
GRI Indicator
Pages
Aspect: Products and Services
EN26
Initiatives to mitigate environmental impacts of products and services, and
extent of impact mitigation.
EN27
Percentage of products sold and their packaging materials that are
reclaimed by category.
P32
Environmental Contribution
through Products
P25
Environment and Occupational
Health and Safety-Related
Laws and Regulations
P35
The IBIDEN Group’
s Material
Aspect : Compliance
EN28
Monetary value of significant fines and total number of non-monetary
sanctions for noncompliance with environmental laws and regulations.
Aspect : Transport
EN29
Significant environmental impacts of transporting products and other goods and materials
used for the organization’
s operations, and transporting members of the workforce.
Aspect : Overall
EN30 Total environmental protection expenditures and investments by type.
P33-34
P18-23
P48-49
Human Resource Management
LA1 Total workforce by employment type, employment contract, and region.
P18
Philosophy for Human Resource
Management and Promotional Structure
LA2 Total number and rate of employee turnover by age group, gender, and region.
P18
Social Performance Indicators
Labor Practices and Decent Work
Aspect: Employment
LA3
Benefits provided to full-time employees that are not provided to
temporary or part-time employees, by major operations.
Aspect: Labor/Management Relations
LA4 Percentage of employees covered by collective bargaining agreements.
LA5
Minimum notice period(s) regarding operational changes, including
whether it is specified in collective agreements.
Aspect: Occupational Health and Safety
LA6
Percentage of total workforce represented in formal joint management–worker health and
safety committees that help monitor and advise on occupational health and safety programs.
P22
Organization chart of Occupational
Health and Safety Management
LA7
Rates of injury, occupational diseases, lost days, and absenteeism, and
number of workrelated fatalities by region.
P23
Measures for Safety
P23
Measures for Safety
Managing Employee Health
Education, training, counseling, prevention, and risk-control programs in
LA8 place to assist workforce members, their families, or community members
regarding serious diseases.
LA9 Health and safety topics covered in formal agreements with trade unions.
P22
P23
Occupational Health and Safety Policy/
Organization chart of Occupational
Health and Safety Management
Measures for Safety
Aspect: Training and Education
LA10 Average hours of training per year per employee by employee category.
LA11
Programs for skills management and lifelong learning that support the continued
employability of employees and assist them in managing career endings.
LA12 Percentage of employees receiving regular performance and career development reviews.
P18
P19-20
Employment and Development
of Human Resources
P20-21
Respecting Diverse Work
Styles
Aspect: Diversity and Equal Opportunity
LA13
Composition of governance bodies and breakdown of employees per category according
to gender, age group, minority group membership, and other indicators of diversity.
LA14 Ratio of basic salary of men to women by employee category.
Human Rights
P13-15
P16-17
P19
P48-49
Compliance
Corporate Responsibility Goal
Summary
GRI Indicator
Pages
Aspect: Investment and Procurement Practices
HR1
Percentage and total number of significant investment agreements that include
human rights clauses or that have undergone human rights screening.
HR2
Percentage of significant suppliers and contractors that have undergone
screening on human rights and actions taken.
P16-17
Total hours of employee training on policies and procedures concerning
HR3 aspects of human rights that are relevant to operations, including the
percentage of employees trained.
P13-15
Compliance
P13-15
Compliance
P13-15
P16-17
P19
Compliance
P13-15
P16-17
P19
Compliance
P13-15
P16-17
P19
Compliance
P13-15
P16-17
Compliance
Aspect: Non-discrimination
HR4 Total number of incidents of discrimination and actions taken.
Aspect: Freedom of Association and Collective Bargaining
Operations identified in which the right to exercise freedom of association
HR5 and collective bargaining may be at significant risk, and actions taken to
support these rights.
Aspect: Child Labor
HR6
Operations identified as having significant risk for incidents of child labor,
and measures taken to contribute to the elimination of child labor.
Aspect: Forced and Compulsory Labor
Operations identified as having significant risk for incidents of forced or
HR7 compulsory labor, and measures to contribute to the elimination of forced
or compulsory labor.
Aspect: Security Practices
HR8
Percentage of security personnel trained in the organization’
s policies or
procedures concerning aspects of human rights that are relevant to operations.
Aspect: Indigenous Rights
HR9
Total number of incidents of violations involving rights of indigenous
people and actions taken.
NA
Society
P11-12
P13-15
P40-45
P48-49
Risk Management
Compliance
Social Contribution
P40-45
Social Contribution
Aspect: Community
Nature, scope, and effectiveness of any programs and practices that
SO1 assess and manage the impacts of operations on communities, including
entering, operating, and exiting.
Aspect: Corruption
SO2
Percentage and total number of business units analyzed for risks related
to corruption.
P11-12
Risk Management
SO3
Percentage of employees trained in organization’
s anti-corruption policies
and procedures.
P13-15
Compliance
P13-15
Compliance
P13-15
Compliance
P13-15
Compliance
SO4 Actions taken in response to incidents of corruption.
Aspect : Public Policy
SO5
Public policy positions and participation in public policy development and
lobbying.
SO6
Total value of financial and in-kind contributions to political parties, politicians,
and related institutions by country.
Aspect: Anti-Competitive Behavior
SO7
Total number of legal actions for anticompetitive behavior, anti-trust, and
monopoly practices and their outcomes.
Aspect: Compliance
SO8
Monetary value of significant fines and total number of non-monetary sanctions for
noncompliance with laws and regulations.
GRI Indicator
Pages
Product Responsibility
P46-47
P48-49
Quality management that
supports customers-first values
Aspect: Customer Health and Safety
Life cycle stages in which health and safety impacts of products and
PR1 services are assessed for improvement, and percentage of significant
products and services categories subject to such procedures.
Total number of incidents of non-compliance with regulations and
PR2 voluntary codes concerning health and safety impacts of products and
services during their life cycle, by type of outcomes.
P32
P46-47
P13-15
P25
Social Responsibility for products
Compliance
Environment and Occupational Health
and Safety-Related Laws and Regulations
Aspect : Product and Service Labeling
Type of product and service information required by procedures,
PR3 and percentage of significant products and services subject to such
information requirements.
PR4 voluntary codes concerning product and service information and labeling,
by type of outcomes.
PR5
Practices related to customer satisfaction, including results of surveys
measuring customer satisfaction.
P46-47
P13-15
Compliance
P13-15
Compliance
Aspect : Marketing Communications
Programs for adherence to laws, standards, and voluntary codes related
PR6 to marketing communications, including advertising, promotion, and
sponsorship.
PR7 voluntary codes concerning marketing communications, including
advertising, promotion, and sponsorship by type of outcomes.
Aspect : Customer Privacy
PR8
Total number of substantiated complaints regarding breaches of customer
privacy and losses of customer data.
Aspect: Compliance
PR9
Monetary value of significant fines for noncompliance with laws and
regulations concerning the provision and use of products and services.
www.ibiden.com
Contact point
2-1, Kanda-cho, Ogaki City,
Gifu 503-8604, Japan
Tel. +81 584 81-3147
Fax. +81 584 81-2395
Please use the survey from always available on our web site to tell us what you think.

CSR Report 2012

Transcription

Similar documents

AVS24 2.4 GHZ Wireless Audio/Video Sender

energy for the future - Mansfeld Energietechnik

Jessamine County Fiscal Court

HEMINEVRIN - Alcohol and Alcoholism

training

Receive a Crown Boiler Visa® Prepaid Card* with Every Mega

G M X ON LINE FLUID CONDEIONING

No trophy could ever fully express our

Chaise Lounge

Bonus Plus