KUBOTA REPORT 2019
<Full Version>

2
Editorial Note
3
Basic Policy for CSR Management
4
The Kubota Group Mission
6
President’s Message
8
Feature:	Challenges Through 2030
	Tackling the challenges associated with 
the megatrend of global demographic shifts	
9	
Feature 1:	Helping to satisfy the ongoing global 
increase in food demand
	 10	
Feature 2:	Addressing rapid urbanization and a labor 
shortage in rural areas in Asia
	 12	
Feature 3:	Moving towards mechanized agriculture 
in Africa
	 13	
Feature 4:	Addressing the diverse challenges 
facing Japanese agriculture
14
Kubota Group’s Global Network
16
Financial and Non-financial Highlights
20
Social Problems to be Addressed by 
the Kubota Group and Contributions to SDGs
22
Major Products of the Kubota Group
(Farm & Industrial Machinery / 
Business Overview)
26
Major Products of the Kubota Group
(Water & Environment / Business Overview)
28
Environmental Report
	 28	
Environmental Management Basic Policy
	 35	
Medium- and Long-Term Environmental Conservation 
Targets and Results
	 39	
Tackling Climate Change
	 44	
Working towards a Recycling-based Society
	 49	
Conserving Water Resources
	 52	
Controlling Chemical Substances
	 56	
Expanding Environment-friendly Products and Services
	 71	
Conserving Biodiversity
	 74	
Environmental Management
	 80	
Environmental Communication
	 85	
Environmental Data
	 97	
Third-Party Assurance of Environmental Report
98
Social Report
	 98	
Targets and Results Concerning Social Aspects
	100	 Relationships with Our Customers
	113	 Relationships with Business Partners
	116	 Relationships with Our Shareholders and Investors
	118	 Relationships with Employees
	143	 Involvement with Local Society
158 Governance Report
	158	 Corporate Governance Structure
	163	 Internal Control
	170	 Dialogue with Outside Management and External Expert		
—CSR Management at Kubota
174 Closing Feature
—Aiming for a Disaster-Resistant World / 
Corporate Data / KUBOTA Group’s 
Global Network
176 Third-Party Comments
178 GRI Standards Comparison Table
186 ISO 26000 Comparison Table
CONTENTS KUBOTA REPORT 2019 <Full Version>
KUBOTA REPORT 2019
1

Relationship between the Digest Version and the Full Version
	Digest Version (PDF download)	
We have compiled a concise and clear summary, focusing on visual presentation to make the entire picture of the Kubota Group easier to understand.
	Full Version (PDF download)	
In addition to the content of the Digest Version, we are issuing a detailed breakdown of our CSR activities in a PDF format.
Period covered by the KUBOTA REPORT 2019
From January 2018 to December 2018.
* Matters outside the above period are partially included.
Scope of the KUBOTA REPORT 2019
In principle, the entire Kubota Group is covered.
* Some statements may refer to the non-consolidated Kubota.
Guidelines consulted
• GRI Sustainability Reporting Standards, 2016, Global Reporting Initiative
• ISO 26000, guidance on social responsibility
• Environmental Reporting Guidelines 2018, Ministry of the Environment
Financial Report
Kubota Corporation and its subsidiaries (hereinafter, the “Company”) have adopted International Financial Reporting Standards (hereinafter, “IFRS”) 
instead of accounting principles generally accepted in the United States of America (hereinafter, “U.S. GAAP”) from the beginning of the fiscal year 
ended December 31, 2018. The figures for the fiscal year ended December 31, 2017 were reclassified into figures in accordance with IFRS.
Kubota Corporation and 185 affiliates (172 subsidiaries and 13 equity method affiliates)
Environmental Report
The Environmental Report contains the results of environmental activities carried out by Kubota Corporation as well as 172 consolidated subsidiaries 
and 8 affiliated companies accounted for under the equity method (partial).
Social Report / Others
The Social Report covers social activities carried out by Kubota Corporation and some of its affiliates.
The objective of this report is to provide our stakeholders with an 
overview of the business and CSR activities of the Kubota Group 
from a global viewpoint in an easy-to-understand manner.
The Kubota Group is taking on the challenge of solving global 
issues through business activities, in view of the concepts of SDGs, 
the goals for world sustainable development.
Editorial Note
For details of SDGs (Sustainable Development Goals),  
please see the United Nations Information Centre website.
www.un.org/sustainabledevelopment/
KUBOTA REPORT 2019
2
A comparison chart for the guidelines above can be found on p. 178.
A comparison chart for the guidelines above can be found on p. 186.

Basic Policy for CSR Management
The Kubota Group contributes to the world in the areas of 
food, water and the environment.
Kubota Global Loop
Food, water and the environment are indispensable for human beings.
The Kubota Group continues to support the future of the earth and  
humanity by contributing to the abundant and stable production of  
food, the supply and restoration of water, and the creation of  
a comfortable living environment through its superior products,  
technologies and services.
All Kubota Group employees share their corporate principles —the Kubota Global Identity— and will contribute to their stakeholders and 
society by conducting corporate activities in which each individual fulfills his or her role and responsibilities. By doing so, they are aiming for 
the ongoing synergistic development of the Kubota Group and society.
KUBOTA REPORT 2019
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HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

1893
Succeeded in the production of the first cast 
iron pipes for water supply in Japan
1962
Entered the water treatment business and 
tackled the emerging water pollution problem
1947
Developed the cultivator, a pioneer in the 
mechanization of agriculture
1968
Developed the first fully automatic walk- 
behind rice transplanter in the industry
1960
Developed the first Japanese tractor, to support 
farming villages suffering from labor shortages
1974
Started manufacturing mini excavators, 
supporting small-scale urban construction
First cultivator
Fully automatic walk-behind rice transplanter, the 
original model for subsequent transplanters
Corporate Principles
Kubota Global Identity
Founder, Gonshiro Kubota
(1870-1959)
Business foundation
Together with the development of society
Kubota iron pipe shipping site around 1905
Night soil treatment plant in Miyoshi, Hiroshima, 
the first project after the Division was formed
First Japanese riding upland farming tractor
Fully revolving small hydraulic shovel, the base model 
for subsequent Kubota mini excavators
•	Work for the development of society by drawing on  
all of our capabilities and know-how to offer superior 
products and technologies.
•	Build today and open the way to tomorrow, with the aim 
of bringing prosperity to the company and happiness to 
employees.
•	Challenge the unknown with creativity and courage.
Brand Statement
Spirits
The Kubota Group Mission
The founding spirit of the company has been passed down  
for close to 130 years.
Kubota, Always Tackling Social Problems
Founded in 1890
Established as a casting  
manufacturer
Started production of castings  
for weighing equipment  
and daily commodities
 Food
 Water
 Environment
“	Our products should  
be not only technically 
excellent, but also 
useful for the good  
of society.”
KUBOTA REPORT 2019
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HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

2015
Constructed water treatment facilities, etc. 
in Myanmar
2014
Established a large upland farming tractor 
manufacturing company in France
2011
Became the first company in the world to 
acquire the U.S. CARB certificate, responding 
swiftly to global emissions regulations
The Kubota Group’s business areas
SDGs related to specific businesses
A company taking on global challenges
Toward achieving SDGs, challenges for the world
An engine conforming to stage 4 emission standards
Large tractor for use in expansive farmland
Water purification plant constructed in Thilawa 
Industrial Park
Food, water and the environment are indispensable for 
human beings. The Kubota Group continues to support 
the future of the earth and humanity by contributing 
products that help the abundant and stable production of 
food, help supply and restore reliable water, and help 
create a comfortable living environment through its 
superior products, technologies and services.
Mission
2030
The Kubota Group is committed to achieving SDGs  
in the areas of food, water, and the environment.
By streamlining of agriculture,
the Kubota Group contributes to  
the abundant and stable production  
of food.
By enhancing water infrastructures,
the Kubota Group contributes to 
supply and to restore reliable water.
By enhancing social infrastructures,
the Kubota Group contributes to 
create and preserve a comfortable 
living environment.
Food
Water
Environment
Kubota Global Loop
KUBOTA REPORT 2019
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HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

Setting SDGs as a compass, we are driving 
forward at full speed toward the realization of 
the “Global Major Brand Kubota.”
The Kubota Group’s Aspirations
Since its foundation in 1890, Kubota has delivered a 
variety of products that contribute to people’s lives and 
society, including iron water pipes for the development of 
modern waterworks, and agricultural machinery to 
increase food production and save labor. Today, the world 
faces many challenges in the areas of food, water and the 
environment, which are indispensable for human beings. 
The Kubota Group believes that its mission is to compre-
hensively solve the problems of food, water and the 
environment through its superior products, technologies 
and services, thereby continuing to support the future of 
the earth and humanity.
Now, the Kubota Group aims at realizing the “Global 
Major Brand (hereinafter, ‘GMB’) Kubota.” It means not 
simply becoming a top company in terms of sales or 
profits, but becoming a “company (brand) that can make 
the greatest social contribution as a result of being trusted 
by the largest number of customers.”
In 2015, the United Nations adopted 17 sustainable 
development goals, or SDGs, including “ZERO HUNGER” 
and “CLEAN WATER AND SANITATION,” as a set of 
common goals for the international community.
We see that the direction aimed at by the SDGs is the 
same direction that the Kubota Group should aim at, as 
a company contributing to the world in the areas of food, 
water and the environment under the brand statement 
“For Earth, For Life.”
Kubota’s Challenges for 2030 
(* See P. 08 – 13 for details)
When we turn our attention to 2030, which is also the 
target year for the SDGs, we see that the world’s popu-
lation is expected to grow from the current 7.5 billion to 
8.5 billion, but this growth will coincide with a host of 
issues related to food, water and the environment, our 
business areas.
In addition to the greater demand for food throughout 
the world that will result from this explosive population 
growth, diets will also be enriched with the higher personal 
incomes that follow economic development. Likewise, 
these changes are expected to not only increase the 
demand for food for human consumption, but also the 
demand for grains used for feed in the livestock industry. 
In response to this issue, the Kubota Group is accelerating 
the market deployment of large upland farming tractors 
President’s Message
KUBOTA REPORT 2019
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HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

as a way of supporting the response to this global increase 
in food demand.
Meanwhile, in Asia, accelerating urbanization is making 
the construction of water and sewage infrastructure 
essential. The Kubota Group contributes to providing 
such infrastructure through its pipe system and water 
treatment facility-related products and services. Another 
area in which we can contribute in terms of urban devel-
opment is the engines that serve as the power source for 
mini excavator and other industrial machinery. On the 
other hand, improving the productivity of agriculture has 
become an urgent issue in rural areas of Asia and Africa, 
where we contribute to agricultural mechanization.
Turning our attention to Japan, we see that the agricul-
tural industry is faced with various issues arising from 
labor shortages and the aging society. In response, the 
Kubota Group is promoting the greater use of smart 
agriculture, which utilizes the information and communi-
cation technologies (ICT) and robotics technologies that 
have taken on a major role in solving this issue.
As discussed thus far, we are tackling the challenge of 
solving social problems around the world, thereby driving 
forward toward the realization of a true GMB Kubota 
through our business activities.
Pursuing CSR Management
In aiming to realize GMB Kubota, one aspect that will 
become increasingly important as a basis for this, is the 
further pursuit of CSR (corporate social responsibility) 
from a global perspective. As the cornerstone of the 
Kubota Global Identity—our corporate principles—we are 
faithfully undertaking CSR activities while we drive forward 
the establishment of stronger relationships of trust with 
our customers and communities around the world.
For this reason, we recognize that ensuring compliance 
is an extremely critical issue. Under the resolve that no 
sales or profits are worth pursuing at the expense of the 
Kubota Group’s corporate dignity, we strive to carry out 
our work in compliance with the law.
In particular, we have defined quality as the issue that 
we must most faithfully address as a manufacturer and 
are therefore striving to improve our reliability.
In terms of the environment, we aim to reduce environ-
mental loads, expand Eco-Products, and fulfill the other 
goals outlined in Medium-Term Environmental Conservation 
Targets 2020. Along with these efforts, we are also work-
ing to investigate a production system with an awareness 
of achieving zero-emissions.
The Kubota Group’s business activities reach every 
corner of the world. And against this backdrop of global 
competition, we are also tackling diversity and pursuing 
stress-free work as a means of realizing GMB Kubota. We 
are also aggressively working to create working environ-
ments that facilitate the participation of a diverse range of 
personnel, reviewing the human resource system, and 
enhancing the employee education and training system. 
Along with improving the efficiency of work and advancing 
workstyle reforms, we are also striving to fully implement 
safety management and to comprehensively energize our 
business activities as sources of competitiveness.
To Our Stakeholders
Besides promoting our current businesses, we will 
acquire new business opportunities through initiatives to 
achieving the SDGs, thereby improving our CSR manage-
ment. This will surely contribute to the realization of the 
GMB Kubota.
The Kubota Group will continue to make united efforts 
across countries, regions, and departments to become 
a company trusted by customers and society.
We sincerely request your continued support.
March 2019
Masatoshi Kimata
President and Representative Director,
Kubota Corporation
KUBOTA REPORT 2019
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HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

Feature
Challenges Through 2030
*	Middle-income group: Demographic with per capital daily consumption of around US$10 to US$100  
(as defined by the OECD)
Source: Kubota Corporation, based on data from the 
Ministry of Internal Affairs and Communications
Population 
increase  
in Africa
Population 
increase  
in Asia
9.0
8.0
6.0
4.0
7.0
5.0
3.0
2.0
1.0
0.0
2015
2030
7.3  
billion  
people
Tackling the Challenges Associated with the Megatrend of 
Global Demographic Shifts
Population Trends by Region
 Asia 
 North America 
 South America
 Europe 
 Africa 
 Oceania
(billion people) 8.5 billion people
1.
Increase in the Global Population
Increase in global demand for grain
Economic development contributing to  
an expansion in the middle-income group*
 Improved diets contributing to enhanced  
demand for meat
 Increased demand for grain used in food  
and livestock feed
Feature 1
2.
Population Increase in Asia
Rapid urbanization
	Pressing need to develop a variety of  
urban infrastructure
Decrease in the rural population
	The labor shortage makes it urgent to  
improve agricultural productivity
Feature 2
3.
Population Increase in Africa
There is a need to shift from a human and  
animal-based agricultural system to a more  
productive system
Feature 3
4.
Population Decline in Japan
Declining farmers due to aging and  
giving up farming
	Key issues include improving productivity  
and profitability
Feature 4
KUBOTA REPORT 2019
8
   P. 13
   P. 12
   P. 10
   P. 9
HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

58%
4.9  
billion people
1.8  
billion people
The Middle-income Group’s Share of  
the World’s Population
(billion people)
10.0
4.0
2.0
6.0
8.0
7.3  
billion people
25%
8.5  
billion people
0
2015
2030
(Year)
Upland farming tractors for a variety of uses
Helping to Satisfy the Ongoing Global Increase in Food Demand
Feature 1
Kubota’s large upland agricultural machinery
contributes to the enhanced productivity required by global food demand.
Kubota’s 
Challenge
Large upland farming tractors
Processing the hay used to  
feed livestock
Developing upland agricultural machinery 
that meets the needs of countries and 
regions around the world
Increase in the middle-income group population 
from 2015 to 2030
Source: Kubota Corporation, based on Cabinet Office and OECD materials
Middle-income 
group
<Related SDGs>
	The rise in the global population is expected to contribute 
to increased demand for grain used in food.
	Economic development is contributing to an increase in the 
middle-income group population.
	 Improved diets are leading to an increased demand for meat.
	 Demand for grain is expected to increase not only in food, 
but also for livestock feed.
	
(Demand for livestock feed grain is expected to exceed demand for grain used 
in food in 2030.)
Global challenges expected through 2030
KUBOTA REPORT 2019
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HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

Large-scale water pipeline and water treatment facility construction 
in Chittagong, Bangladesh’s second-largest city.
(Total pipe length of about 100km, with project completion expected in 
October 2019.)
40
30
20
10
0
 2015 
 2030
(one million people)
Tokyo
Cairo
Lagos
Mexico 
City
Delhi
Shanghai Mumbai
Beijing
Dhaka
Karachi
Population Trends for the World’s 10 Largest  
Metropolitan Areas (2015-2030)
Addressing Rapid Urbanization and a Labor Shortage in Rural
<Related SDGs>
Urbanization creates a growing need for 
sewer and water treatment facilities
(This photograph shows a wastewater treatment plant 
(Johkasou) used in areas without developed sewers)
Mini excavator that can be used to 
develop urban infrastructure
Industrial engines vital to economic 
development
(This photo shows local production facilities in Asia)
Many Kubota products
contribute to the development of the infrastructure required as Asia becomes more urbanized.
Kubota’s 
Challenge
Feature 2
Populations are expanding  
in Asian metropolitan areas
Seven of the top 10 metropolitan areas are in Asia,  
with each showing strong growth.
* Metropolitan area: a city with a population of at least 10 million people
Source: Kubota Corporation, based on UN data
	Asian countries are seeing explosive population 
growth and accelerated economic development.
	Metropolitan populations are expanding as 
people move from rural to urban areas in search 
of prosperity.
There is an urgent need to develop urban infra-
structure, with sewers being one such example.
Global challenges expected through 2030: Asia edition
KUBOTA REPORT 2019
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HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

City 
 Outlying/rural area
(One billion people)
Population trends in Asian cities and regions
Instructions for the operation of rice transplanters in Vietnam
0
2.0
2.5
3.0
2015
2030 (Year)
The use of rice transplanters boosts 
productivity substantially compared to 
traditional agriculture using human labor.
Multi-purpose tractors can perform  
a number of tasks,  
including heavy towing.
R&D Centers conduct research and 
development aligned with the needs of 
local Asian communities.
Kubota agricultural machinery
contributes to enhanced productivity in Asian agriculture.
Kubota’s 
Challenge
As urbanization in Asia progresses, populations in 
outlying and farming areas are declining.
Source: Kubota Corporation, based on Asia Development Bank data
Areas in Asia
<Related SDGs>
	People are moving from rural areas to urban areas in 
search of prosperity.
	This is contributing to a decline in populations in rural and 
farming areas and a shortage in agricultural workers.
However, demand for food in Asia is increasing, requiring 
enhanced efficiency in its production.
Global challenges expected through 2030: Asia edition
KUBOTA REPORT 2019
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HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

Cultivator demonstration in Madagascar, a Coalition for African Rice Development (CARD)*1 country.
Rice Production in Sub-Saharan Africa
<Related SDGs>
Moving Toward Mechanized Agriculture in Africa
Feature 3
The gradual introduction of Kubota agricultural machinery
is contributing to improved food production in Africa.
Kubota’s 
Challenge
6,000
5,000
4,000
3,000
2,000
1,000
0
2008
2018
2030
1,400
2,800
5,600*2
778
Japan (for reference)
(10,000 tons)
(Year)
Doubling
Targeting  
a further 
doubling
A dramatic 
increase in  
rice production 
in Africa
The population of Africa is increasing.
Food production is not keeping up with increased demand 
for food due to there being little progress in the mechanization 
of agriculture.
	Given plans to double rice production in Sub-Saharan 
Africa, there is a pressing need to shift to more productive 
agricultural methods.
Global challenges expected through 2030: Africa edition
Demand for rice in Africa is expanding sharply.
*1 CARD is an international NGO formed by JICA and Alliance for  
a Green Revolution in Africa (AGRA) for the promotion of rice  
cultivation in 23 Sub-Saharan countries in Africa.
*2 56 million tons is the target being promoted by CARD
Source: Kubota corporation, based on data from CARD and the Ministry of 
Agriculture, Forestry and Fisheries
The introduction of cultivators is improving productivity compared to agriculture using 
traditional agriculture based on human and animal labor.
Further mechanization appears likely throughout Africa.
Increasing agricultural production and 
lifting the self-sufficiency rate
Working to eliminate poverty by lifting  
the income of farming families
• No longer required to labor, women and 
children can attend school
• Expanded opportunities, including the 
freedom to choose one’s occupation
Past
Present
Future
KUBOTA REPORT 2019
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HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

Smart agriculture that uses robotic 
technologies, IoT, and ICT  
to massively reduce labor and produce 
high-quality products
Exporting rice and developing bread and  
pasta using brown rice
Contributing to the revitalization of Japanese agriculture 
by increasing the consumption of rice
Combine harvester using the Kubota Smart Agri System 
(KSAS) for the visualization of agricultural management
Exporting safe, fresh, and delicious Japanese rice to 
Hong Kong and Singapore
Developing bread and pasta products using nutritionally 
dense brown rice paste
240
120
0
70
60
50
2000
2015
2030 –
230
130
Cooperative operations using manned and unmanned equipment
(10,000 households)
(Age)
Trends in Commercial Farming Households and 
the Average Age of Core Agricultural Workers
Genkido, which offers 
bread and pasta produced 
from brown rice.
(Year)
61.1
67.0
<Related SDGs>
Addressing the Diverse Challenges Facing Japanese Agriculture
Feature 4
Kubota supports Japanese agriculture and rice demand
through the promotion of smart agriculture  
and expanding consumption in a diverse range of products.
Kubota’s 
Challenge
 Number of commercial farming households   
 Average age of core agricultural workers (scale on the right)
The number of commercial farming households is 
expected to decline further over the next 10 years
Source: Kubota Corporation, based on data from the Ministry of 
Agriculture, Forestry and Fisheries.
Is a further 
decline ahead?
?
	Declines as farming families age and give up on the  
agricultural life.
Farmland accumulation is accelerating, with an expansion in 
professional farms (run by agricultural business operators 
and leading farmers) of 5 ha or larger.
Improving profitability and productivity are key issues for 
agricultural business operators and leading farmers
1  As the scale of operations increases, 
key issues include lower product 
quality and yields
2  Lowering production costs
3  Offering high added-value products
4  Human resource development 
(transferring know-how)
5  Market development and expansion
Global challenges expected through 2030: Japan edition
(only in Japanese)
KUBOTA REPORT 2019
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HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

Aiming to realize the “Global Major Brand Kubota,” the Kubota 
Group is expanding its global business in accordance with 
local needs to solve food, water, and the environmental issues 
around the world.
Kubota Group’s Global Network
Europe
Consolidated Companies
44 companies
Employees
3,862
Asia
Consolidated Companies
39 companies
Employees
8,241
Japan
Consolidated Companies
60 companies
Employees
22,373
Worldwide Sales Volume of Tractors
Share of Thailand Tractor Market / Share of Asian Combine Harvester Market
Worldwide Sales Volume of Engines
Engine Line-up
European Emissions Regulations
Over 4 million units
(cumulative)
Kubota tractors are used in agri-
cultural settings throughout the 
world, where they contribute to 
food production.
No. 1
Refined on the front lines of 
Japanese rice cultivation, Kubota 
agricultural machinery has an 
excellent reputation in Asia’s 
leading rice growing countries.
30 million units
(cumulative)
Kubota engines support global 
industry with characteristic high- 
efficiency, energy- and labor- 
saving performance.
Approximately  
2,000 models
Kubota produces an abundant 
lineup of engines to meet every 
kind of customer need.
Stage V compliant
Kubota engines meet Europe’s 
rigorous emissions regulations. 
We support local industry while 
considering the environment.
KUBOTA REPORT 2019
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HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

North America
Consolidated Companies
34 companies
Employees
5,386
Other
Consolidated Companies
9 companies
Employees
340
Sales Volume of Mini Excavators
Global Supply Record of Ductile Iron Pipes
Adoption Rate of Kubota Facilities for High-purity Water Treatment Facilities in Japan
 Total Employees
40,202
 Total Consolidated Companies
186 companies
 Overseas Revenue Ratio
2018 68.8%
2010   46.1%
2000 18.7%
The overseas revenue ratio was around 
69%, indicating steady progress towards 
becoming a global corporation.
(As of December 31, 2018)
Global No. 1 for 16 consecutive years
Kubota pioneered the mini excavator, and has been quick to 
expand into overseas markets. These machines have earned high 
praise on building sites around the world.
* Since 2002, from “Off-highway research 2017.”
Over 70 countries
Kubota water pipes are world 
renowned for durability and per-
formance. They are currently 
used in the water infrastructure 
of over 70 countries.
Approximately 80%
* Based on activated charcoal-treated water volume
Products supported by Kubota’s advanced 
water treatment technologies are used in 
many water purification facilities in Japan.
KUBOTA REPORT 2019
15
HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

Financial and Non-financial Highlights
Summary of the results of operations for the year ended December 31, 2018
Kubota Corporation and its subsidiaries (hereinafter, the “Company”) have adopted International Financial Reporting Standards 
(hereinafter, “IFRS”) instead of accounting principles generally accepted in the United States of America (hereinafter, “U.S. GAAP”) 
from the beginning of the fiscal year ended December 31, 2018. The figures for the fiscal year ended December 31, 2017 used in the 
following analysis were reclassified into figures in accordance with IFRS. For the year ended December 31, 2018, revenue of the Company 
increased by ¥99.3 billion [5.7%] from the prior year to ¥1,850.3 billion. Domestic revenue increased from the prior year because of 
increased revenue in Farm & Industrial Machinery, which was mainly due to strong sales of agricultural-related products and engines. 
Overseas revenue increased from the prior year mainly due to a significant increase in sales of construction machinery, tractors, and 
engines along with gradual economic expansion. In addition, sales of industrial castings and ductile iron pipes increased as well.
Operating profit decreased by ¥10.6 billion [5.3%] from the prior year to ¥189.3 billion. This decrease was mainly due to some 
negative effects from a rise in material prices and increased costs, such as fixed costs, while there was the positive effect from 
increased sales in the domestic and overseas markets. Profit before income taxes decreased by ¥16.8 billion [7.8%] from the prior 
year to ¥197.2 billion. Income tax expenses decreased by ¥24.1 billion from the prior year to ¥49.1 billion mainly due to the federal 
corporate tax rate cut in the United States. Profit for the year increased by ¥6.8 billion [4.8%] from the prior year to ¥150.1 billion. 
Profit attributable to owners of the parent increased by ¥4.4 billion [3.3%] from the prior year to ¥138.6 billion.
Five-year Summary of Key Financial Data
* Terminologies, which differ between U.S. GAAP and IFRS, are presented together in the format, “U.S. GAAP / IFRS.”
*	Due to the change in fiscal year-end, the fiscal year ended December 31, 2015 was the nine-month period that commenced on April 1, 2015 and ended on December 31, 2015. For this reason, 
some indicators for a 12-month period (January 1 to December 31,2015) are provided in the graph for reference.
Please refer to the Annual Securities Report for detailed financial information.
www.kubota.com/company/ir/financial/yuho/
*1	ROA:
	
[U.S. GAAP] Income before income taxes and equity in net income of affiliated companies ÷ 
Total assets (average of beginning and end of fiscal year)
	
[IFRS] Profit before income taxes ÷ Total assets (average of beginning and end of fiscal year)
*2	ROE:
	
[U.S. GAAP] Net income attributable to Kubota Corporation ÷ Shareholders’ equity 
(average of beginning and end of fiscal year)
	
[IFRS] Profit attributable to owners of the parent ÷ Equity attributable to owners of  
the parent (average of beginning and end of fiscal year)
*3	Shareholder return ratio:
	
[U.S. GAAP] (Annual cash dividend + Retirement of own shares) ÷ Net income attributable 
to Kubota Corporation
	
[IFRS] (Annual cash dividend + Retirement of own shares) ÷ Profit attributable to owners of 
the parent
*4	Net debt equity ratio:
	
[U.S. GAAP] (Interest-bearing debt – Cash and cash equivalents) ÷ Shareholders’ equity
	
[IFRS] (Interest-bearing liabilities – Cash and cash equivalents) ÷ Equity attributable to 
owners of the parent
*5	12 months, reference data
U.S. GAAP
IFRS
U.S. GAAP
2015.3
2015.12
(9 months)
2016.12
2017.12
2017.12
2018.12
2015.12*5
Operating results for fiscal year (billions of yen)
Revenues / Revenue
¥ 1,584.3
¥ 1,244.8
¥ 1,596.1
¥ 1,751.5
¥ 1,751.0
¥ 1,850.3
¥ 1,688.6
Operating income / Operating profit
203.1
166.9
188.8
198.8
200.0
189.3
222.9
Income before income taxes and equity in net income  
  of affiliated companies / Profit before income taxes
210.7
169.5
197.0
212.9
214.0
197.2
224.0
Net income attributable to Kubota Corporation /  
  Profit attributable to owners of the parent
139.5
110.1
132.5
136.4
134.2
138.6
149.4
Capital expenditures
50.4
35.3
65.4
52.2
52.2
64.1
53.9
Depreciation and amortization
38.2
31.2
43.4
45.3
45.1
49.6
41.4
R&D expenses
39.5
29.6
43.0
48.1
43.4
53.8
39.4
Net cash provided by operating activities
85.9
197.0
185.0
222.3
137.2
89.1
205.9
As of fiscal year-end (billions of yen)
Total assets
¥ 2,472.2
¥ 2,532.9
¥ 2,670.6
¥ 2,853.9
¥ 2,832.4
¥ 2,895.7
¥ 2,532.9
Shareholders’ equity / Equity attributable to owners  
  of the parent
1,100.1
1,140.3
1,198.8
1,301.3
1,291.1
1,339.9
1,140.3
Interest-bearing debt / Interest-bearing liabilities 
765.1
768.7
818.0
836.6
834.1
839.3
768.7
Per share data (yen)
Earnings per share (EPS)
¥ 111.68
¥   88.47
¥ 106.58
¥ 110.30
¥ 108.45
¥ 112.44
¥ 119.93
Book-value per share (BPS)
883.10
916.28
966.19
1,054.86
1,046.55
1,087.44
916.28
Annual cash dividend
28
28
30
32
32
34
—
Financial indicators
Operating margin
(%)
12.8
13.4
11.8
11.4
11.4
10.2
13.2
ROA*1
(%)
9.2
—
7.6
7.7
7.8
6.9
9.0
ROE*2
(%)
13.7
—
11.3
10.9
10.8
10.5
13.5
Shareholders’ equity to total assets / Ratio of equity  
  attributable to owners of the parent to total assets (%)
44.5
45.0
44.9
45.6
45.6
46.3
45.0
Payout ratio
(%)
25.1
31.6
28.1
29.0
29.5
30.2
—
Shareholder return ratio*3
(%)
30.6
33.9
32.7
38.6
39.3
32.3
—
Net debt equity ratio*4
(times)
0.59
0.55
0.54
0.47
0.47
0.46
0.55
KUBOTA REPORT 2019
16
HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

1,023.1
1,108.3
1,044.7
1,187.3
1,187.2
1,273.0
1,600
1,200
800
400
0
100
75
50
25
0
1,584.3
1,688.6
1,596.1
1,751.5
1,751.0
1,850.3
2,000
1,500
1,000
500
0
15
12
9
6
3
0
203.1
222.9
188.8
198.8
200.0
250
150
200
100
50
0
25
15
20
10
5
0
189.3
39.4
43.0
48.1
43.4
53.8
39.5
60
40
50
20
30
10
0
6
5
4
2
1
3
0
43.4
65.4
38.2
50.4
41.4
53.9
45.3
52.2
45.1
52.2
64.1
49.6
70
50
40
60
30
20
10
0
U.S. GAAP
U.S. GAAP
U.S. GAAP
IFRS
IFRS
IFRS
IFRS
IFRS
IFRS
2016.12
2015.3
2016.12
2015.3
2017.12
2015.12*5
2017.12
2015.12*5
2017.12
2017.12
2018.12
2016.12
2015.3
2017.12
2015.12*5
2017.12
2018.12
2016.12
2015.3
2017.12
2015.12*5
2017.12
2018.12
2018.12
2016.12
2015.3
2017.12
2015.12*5
2017.12
2018.12
2016.12
2015.3
2017.12
2015.12*5
2017.12
2018.12
U.S. GAAP
U.S. GAAP
U.S. GAAP
Revenue
(billions of yen)
Operating Profit and Operating Margin
(billions of yen)
(%)
Capital Expenditures, Depreciation and Amortization
(billions of yen)
Overseas Revenue and Overseas Revenue Ratio
(billions of yen)
(%)
R&D Expenses and the Ratio of R&D Expenses to Revenue
(billions of yen)
(%)
 
 Operating profit 
 Operating margin
 
 Capital expenditures 
 
 Depreciation and amortization
 
 Overseas revenue 
 Overseas revenue ratio 
2.7
2.5
7.6
9.2
11.3
13.7
11.8
12.8
2.7
2.3
7.7
9.0
10.9
13.5
11.4
13.2
2.5
7.8
10.8
11.4
2.9
6.9
10.5
10.2
 ROA 
 ROE
 
 R&D expenses 
 Ratio of R&D expenses to revenue
ROA*1 and ROE*2
(%)
65.5
64.6
67.8
65.6
67.8
68.8
FY2018
¥1,850.3
billion
Overseas  
revenue ratio
68.8％
Revenue by Reportable Segment
Revenue by Region
FY2018
¥1,850.3
billion
Other
¥30.4 billion
(1.6%)
Other
¥69.1 billion
(3.7%)
Japan
¥577.3 billion
(31.2%)
Europe
¥256.3 billion
(13.9%)
North America
¥612.6 billion
(33.1%)
Farm & Industrial 
Machinery
¥1,527.6 billion
(82.6%)
Water & Environment
¥292.3 billion
(15.8%)
Asia  
outside Japan
¥334.9 billion
(18.1%)
KUBOTA REPORT 2019
17
HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

714
674
647
645
800
400
600
200
0
647
113
116
106
108
120
60
90
30
0
113
4.87
5.05
4.86
4.51
6.0
3.0
4.5
1.5
0
4.88
786
798
703
641
800
400
600
200
0
597
35,487
36,233
38,291
39,410
40,000
20,000
30,000
10,000
0
40,202
56
63
71
76
100
50
0
10
5
0
84
34
28
28
30
32
32
40
30
20
10
0
60
45
30
15
0
Waste Discharge*6
(kilotons)
VOC (Volatile Organic Compound) Emissions*6
(tons)
No. of Females in Management Positions  
(Kubota Corp.)
(persons)
(%)
CO2 Emissions*6
(kilotons CO2e)
Water Consumption*6
(million m3)
No. of Employees
(persons)
Net Cash Provided by Operating Activities
(billions of yen)
Annual Cash Dividend Per Share, Payout Ratio, and 
Shareholder Return Ratio*3
(yen)
(%)
 
 Annual cash dividend 
 Payout ratio (scale on the right)   
 Shareholder return ratio (scale on the right)
2016.12
2015.3
2017.12
2015.12*5
2017.12
2018.12
2015
2016
2014
2017
2018
2015
2016
2014
2017
2018
2015.12
2016.12
2015.3
2017.12
2018.12
2015
2016
2014
2017
2018
2015
2016
2014
2017
2018
2015.4
2016.1
2014.4
2017.1
2018.1
2016.12
2017.12
2015.12
(9 months)
2015.3
2017.12
2018.12
28.1
32.7
29.0
31.6
25.1
38.6
33.9
30.6
29.5
39.3
30.2
32.3
CO2
U.S. GAAP
IFRS
U.S. GAAP
IFRS
205.9
85.9
185.0
222.3
137.2
89.1
250
150
200
100
50
0
2.4
2.2
2.7
2.8
3.2
KUBOTA REPORT 2019
18
*6	For the reporting period for environmental data, see the Calculation Standards of Environmental Performance Indicators (p.93).
HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

131
146
143
148
160
80
120
40
0
145
250
200
100
150
50
0
6,885
7,048
7,323
8,000
4,000
6,000
2,000
0
8,211
7,820
44
53
56
58
80
201
228
238
248
240
157
175
182
190
160
No. of Participants in the Technical Skills Contest
(persons)
No. of Employees who Have Completed  
Foreign Language Training (Kubota Corp.)*7
(persons)
No. of Patents/New Utility Models Possessed  
(Kubota Corporation and Group Companies in Japan)
(No.)
Inclusion in ESG Indices
< General Indices with ESG Constituents >
< Social Theme Type >
(As of March 1, 2019)
2015.12
2016.12
2014.12
2017.12
2018.12
2015.12
2015.3
2016.12
2017.12
2018.12
2015.12
2016.12
2015.3
2017.12
2018.12
FTSE4Good Index Series
ESG investment indices created by FTSE Russell, part 
of the London Stock Exchange Group. This ESG index 
series was developed in 2001, and is unique in main-
taining independence through oversight by a committee 
of multiple stakeholders, including investors, labor 
groups and NGOs.
FTSE Blossom Japan Index
An ESG index focused on Japanese companies. This 
index is used as an investment vehicle by GPIF (Govern-
ment Pension Investment Fund), the world’s largest 
pension fund.
MSCI World ESG Leaders Index/MSCI World SRI Index
ESG indices developed by MSCI, part of the Morgan 
Stanley Group (United States). Their distinguishing feature 
is evaluation based on industry characteristics of evaluated 
companies, with a focus on high-priority ESG issues.
Dow Jones Sustainability Indices
ESG indices jointly developed by the publishing com-
pany S&P Dow Jones Indices (United States) and the 
research and rating firm Robeco SAM (Switzerland). 
Kubota is classified in the Capital Goods sector, and 
included in DJSI Asia Pacific—comprising companies in 
the Japan, Asia and Oceania region.
ISS-oekom Corporate Rating
ISS-oekom gathers ESG-related information on 5,900 
companies throughout the world, and focuses assess-
ment on about 1,600 companies in developed countries 
(primarily in Europe) and 800 companies in emerging 
countries. In ESG evaluation, companies are analyzed in 
terms of 100 items based on corporate disclosure of 
information, interviews with companies, interviews with 
outside experts, and research reports from media, 
NGOs, industry groups, research organizations and 
others. Kubota has received Prime status.
Ethibel EXCELLENCE Investment Register
Evaluation for this Register is done by Belgium-based 
Forum ETHIBEL, a group promoting SRI (Socially 
Responsible Investing). The investment universe of this 
group, known as the Ethibel EXCELLENCE Investment 
Register, is made up of companies with outstanding 
performance from a CSR perspective.
The MSCI Japan Empowering Women Index (WIN) is constructed by focusing on companies with outstanding gender diversity from among 
the GICS® sector groups in the parent index. Among companies promoting gender diversity at a high level in the workplace, stocks are 
selected from the perspective of the ability to adapt well to the risk of labor shortages due to future decline in the working population. 
Kubota has been selected from the top 500 stocks in terms of market capitalization.
*7	The totals for the period from January 1 to December 31 of each year.
 
 Japan 
 
 Overseas
KUBOTA REPORT 2019
19
HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

Social Problems to be Addressed by the Kubota Group and 
Against a backdrop of a farming population and a grain harvest area that will not be increasing, yield per unit area will have to 
be further improved. Higher productivity through promotion of agriculture mechanization and smart agriculture is expected.
Development of safe water, sewage and sanitary facilities is expected.
Efficient operation of water and sewage projects are expected.
Further development due to the social infrastructure accompanying urbanization is also expected.
Greater disaster preparation, and measures to ensure prompt recovery after a disaster are expected.
The corporate staff departments will take the helm, and promote this as a company-wide activity.
Social problems to be addressed by the Kubota Group
•	World production of major grains* in FY2027 is expected to increase by 12.2% compared to FY2017.*1
	 * Major grains: Rice, wheat, soy beans, maize, sugar cane
•	World grain harvest area in 2027 (700 million ha) will be largely the same as the average for 2014-2016.*2
•	World population in 2027 is expected to increase by 10.4% compared to 2017.*3
•	The net increase in world population in 2027 will be in urban populations, and there will be no increase in rural populations.*3
In developing countries, as of 2015:
•	2.1 billion have no access to “safely managed” water.*4
•	840 million have still not received basic water supply.*4
•	4.5 billion have no access to “safely managed” sanitary facilities.*4
In Japan, there are problems such as deterioration of water/sewage pipelines and facilities, and securing manpower and 
passing on techniques, due to the aging of workers:
•	The world’s urban population ratio is expected to rise from 55% in 2017 to 60% in 2030.*3
•	The number of cities with a population of 10 million or more (megacities) will increase from 33 in 2018 to 43 in 2030.*5
•	There are more frequent climate-related disasters (rainstorms, flooding, water shortages, etc.) due to global warming and there 
is a rising risk of natural disasters such as typhoons, earthquakes, and tsunamis.
•	Goals for solving the 17 global items indicated in SDGs
Sources:
*1	FAOSTAT, Food and Agriculture Organization of the United Nations
*2	World food supply and demand projections to 2027, Policy Research Institute, Ministry of Agriculture, Forestry and Fisheries (March 2018)
*3	World Population Prospects 2017, United Nations
*4	Progress on Drinking Water, Sanitation and Hygiene 2017, WHO/UNICEF
*5	2018 Revision of World Urbanization Prospects, United Nations
For more information on the 17 SDGs, see: 
https://www.un.org/sustainabledevelopment/sustainable-development-goals/
KUBOTA REPORT 2019
20
HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

Water
Food
Environment
Approach to creating value
(Approach to promoting SDGs)
Main related 
SDGs
The Kubota Group’s SDGs KPI
Work for the development of society by drawing on all of our capabilities and know-how to offer superior products, technologies and services
Contribute to the abundant and 
stable production of food by the 
streamlining of agriculture.
•	Contribution to food production through further spread of agri-
cultural machinery
•	Promotion of smart agriculture using IoT and robot technologies
	 (Kubota Smart Agri System (KSAS))
Contribute to the supply and res-
toration of reliable water by 
enhancing water infrastructures. 
•	Contribution to the development of sustainable water infrastructure 
by offering more products, technologies, and services relating to 
water, sewage and water treatment facilities.
•	Contribution to efficient operations in the water environment field by 
exploiting all-around abilities and IoT in water-related products, water 
treatment technology, mapping/design technology, construction and 
other areas (pipeline orders under the DB*6 system, water treatment 
orders under the DBO*7 system, the Kubota Smart Infrastructure System 
(KSIS), etc.)
Contribute to creating and pre-
serving a comfortable living envi-
ronment by enhancing social 
infrastructures. 
•	Contribution to the development of environment-friendly, sustain-
able urban infrastructure
1.	(Construction machinery) Further spread of eco-friendly construction 
machinery
2.	(Engines) Development of large engines with low fuel consumption 
(improved output per displacement)
3.	(Engines) Development of micro-hybrid engines
•	Contribution to development of sustainable, resilient urban infrastructure 
that is resistant to disasters
Common points for food, water and the environment: Expansion of eco-products (sales ratio of eco-products)
People
Cultivate human resources capable 
of meeting the challenge of the 
unknown with ingenuity and cour-
age based on respect for others, 
integrity,  customer-first values and 
a bottom-up approach.
•	(Quality Assurance) Number of recalls
•	(Environment) CO2 emissions from domestic sites
•	(Procurement) Promotion of CSR procurement
•	(Safety) Class-A incidents
•	(Personnel)	Percentage of employees with disabilities, percentage of 
employees taking childcare leave, attainment of Health 
KUBOTA 21 targets
Contributions to SDGs
*6	Design-Build system, in which a private business contracts out both design and construction to a single private business
*7	Design-Build-Operate system, in which everything from design and construction to operation and maintenance are all contracted out to a single private business
KUBOTA REPORT 2019
21
HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

Major Products of the Kubota Group
Supporting Food Globally to Provide a Future of Abundance for People and Food
Kubota is a world-leading manufacturer of agricultural machinery for both dry- and wet-field farming. With our unique “Priority 
Onsite” perspective, we listen carefully to feedback from farmers and develop agricultural machinery aligned with their practical 
requirements. In this way, we support agriculture not only in Japan, but throughout the world.
 Agricultural Machinery and Agricultural-related Products
Tractors:
used mainly in agricultural operations, including tillage, leveling and transportation.
Combine harvesters:
used for simultaneous harvesting and threshing of crops such as rice, wheat and pulses.
Utility vehicles:
useful in a variety of operations, including agricultural work, civil engineering and leisure activities.
Implements:
connected to tractors and used for a variety of tasks.
Rice transplanters:
used to transplant rice seedlings to rice paddies, contributing significantly to labor saving.
Turf equipment:
used for cutting lawns in parks, office areas and private residences.
Farm & Industrial Machinery
KUBOTA REPORT 2019
22
HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

The Kubota Group’s ICT × IoT (Agricultural Machinery)
Kubota Aims for Smart Agriculture
As the farming population is aging and the scale of farms is expanding, it is globally crucial to grow agricultural produce 
efficiently with higher yield and quality.
By promptly introducing ICT (information and communication technology) and robotic technology in agriculture, Kubota 
will realize smart agriculture that reduces labor and increases precision, contributing to the abundant and stable production 
of food.
Kubota Smart Agri System (KSAS)
A system to support farm operations by integrating advanced technologies with ICT. KSAS visualizes agricultural data, 
enabling efficient farm operations with no need to rely on experience and intuition.
Kubota Agricultural Machinery with GPS
Using GPS (global positioning system), Kubota has developed an autonomous tractor capable of performing unmanned 
automatic operations under manned monitoring, as well a combine harvester that carries a human operator while performing 
autonomous operations, and a rice transplanter able to self-steer to keep a straight line of travel.
AGRIROBO Tractor capable of performing 
unmanned automatic operations
AGRIROBO Combine harvester with  
automated driving assist function
Rice transplanter with keeping straight 
function
Work plan
Kubota Smart Agri System (KSAS)
KSAS
Cloud service
Accumulating farm work data
Farm manager
(Sharing information by computer)
Worker
Farm
operation data
Machinery/crop information
Work records
KSAS-compatible machinery
Kubota service dealer
Responding quickly and
properly to machine troubles
Operation/
position 
information
Service staff
(Sharing operation status of agricultural machinery)
Farm ﬁelds
Ofﬁce
Work plan
For more detailed product information, please see our website.
www.kubota.com/products/
KUBOTA REPORT 2019
23
HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

Major Products of the Kubota Group
Bringing Rich Everyday Living Spaces and Impressive Quality to the World
Over about 50 years as a dedicated manufacturer of mini excavators, Kubota has contributed its advanced technology and 
expertise to urban development. As a pioneer of the mini excavator, we have been quick to expand into overseas markets such as 
Europe and North America. Recently, we have been earning a strong reputation around the world for developing products in line 
with regional needs, for example by supporting rapid urbanization in Asian, South American, and African countries, and by introducing 
the compact track loader (CTL) and the skid steer loader (SSL) to meet needs in North America. Kubota will continue providing mini 
excavators essential for building urban infrastructure and working to establish rich living environments in Japan and overseas.
Skid steer loaders:
Wheel loaders:
used mainly for transporting and stacking tasks (at construction sites, farms, etc.).
Compact track loaders:
Mini excavators:
used in civil engineering and other operations; especially useful in narrow work areas, such as city streets.
 Construction Machinery
Farm & Industrial Machinery
For more detailed product information, please see our website.
www.kubota.com/products/
KUBOTA REPORT 2019
24
HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

Gasoline, LPG, natural gas
Business Overview
Engines that Support Global Industry Development with Care for the Environment
Kubota was founded in the late 1800s and started developing engines by making use of its steel pipe casting technologies. In the 
early 1900s we unveiled a small-sized agricultural engine. During the mid-1900s, we started work on a diesel engine as we led the 
industry in creating various products to meet the needs of the times. Today, market needs are diversifying globally in line with growing 
awareness of environmental and energy issues. Based on accumulated advanced technologies, Kubota is aiming to achieve the 
ideal engines for the future as a global leader in compact industrial engines.
Kubota has an extensive lineup of engines to satisfy the diverse demands 
for application, horsepower and fuel type. Our range also covers regional 
differences in exhaust gas regulations and usage environments.
 Engines
Wheel loaders
Tractors
Rollers
Forklifts
Electricity 
generators
Light towers
Excavator loaders
Power shovels
Diesel
Farm & Industrial Machinery
Results of FY2018
Revenue in this segment increased by 6.3% from the prior year to 
¥1,527.6 billion, and accounted for 82.6% of consolidated revenue. Domestic 
revenue increased by 4.9% from the prior year to ¥308.9 billion, and overseas 
revenue increased by 6.7% from the prior year to ¥1,218.7 billion.
Operating profit in this segment was ¥200.9 billion, which was almost at 
the same level as the prior year because the positive effect from increased 
sales in domestic and overseas markets compensated for some negative 
effects from a rise in steel prices and increased costs, such as fixed costs.
 Revenue by Reportable Segment  
(billions of yen)
2,000
1,500
1,000
500
0
80
60
40
20
0
1,243.1
1,340.9
1,272.1
1,527.6
1,436.6
1,436.5
221.6
198.2
200.7
200.9
250
150
200
100
50
0
50
40
30
10
20
0
192.2
185.0
2015.3
2015.3
2015.12*
2016.12
2016.12
2015.12*
2017.12
2017.12
2017.12
2017.12
2018.12
2018.12
U.S. GAAP
IFRS
U.S. GAAP
IFRS
 Revenue and Overseas Revenue Ratio
(billions of yen)
(%)
 Operating Profit and Operating Margin
(billions of yen)
(%)
Farm &  
Industrial Machinery
1,527.6 (82.6%)
Water & Environment
292.3 (15.8%)
Other
30.4 (1.6%)
FY2018
¥1,850.3 
billion
 
 Revenue 
 Overseas revenue ratio
* 12 months, reference data
 
 Operating profit 
 Operating margin
15.5
76.9
14.5
16.5
77.4
77.9
13.8
14.0
79.5
79.5
13.2
79.8
KUBOTA REPORT 2019
25
HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

Major Products of the Kubota Group
Delivering Safe Water Supplies to Everyone in the World
Kubota’s water-related business started from the manufacture of cast iron pipes for water supply and the business domain 
expanded from there. We are now active in all aspects of the water environment, and have long supported Japan’s water supply 
infrastructure. From this position, we expanded from Japan onto the global stage.
Using technologies and products developed in the water-abundant country of Japan, we will strive to protect this limited global 
resource and deliver safe water to everyone in the world.
A Core Business Promoting Development of Industries that Support the Foundation of Society
Materials refers to parts and supplies formed by applying heat and pressure to raw materials. Kubota had its start in casting, and 
has developed a diverse range of materials to meet customers’ needs. Kubota’s materials products are used in various applications 
for social and industrial infrastructure, where they contribute to comfortable living environments for people.
 Pipe Systems and Water Treatment Facilities
 Materials and Steel Pipes
Cracking coil
used at petrochemical plants for ethylene purification and other operations.
Ductile iron pipes:
used in infrastructure, including water, sewage and 
agricultural water pipelines.
Pumps:
used to pump water in water and sewage lines, agriculture 
and forestry, and in the rainwater market.
Plastic pipes:
used in infrastructure, including water and sewage lines, 
and gas piping.
Valves:
used to control the flow of fluids or gases in water and sewage 
lines, agriculture and forestry, and the rainwater market.
Submerged membranes:
used to purify wastewater, including industrial and 
domestic sewage.
Wastewater treatment plants (Johkasou):
used to treat wastewater in areas where there are no 
sewage lines.
Steel pipe piles:
used in foundation construction, such as for buildings and bridges in addition to harbor 
and river projects.
Water & Environment
For more detailed product information, please see our website.
www.kubota.com/products/
KUBOTA REPORT 2019
26
HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

Water & Environment
Results of FY2018
Revenue in this segment increased by 2.3% from the prior year to 
¥292.3 billion, and accounted for 15.8% of consolidated revenue. 
Domestic revenue decreased by 1.0% from the prior year to ¥238.4 
billion, and overseas revenue increased by 19.9% from the prior year 
to ¥53.9 billion.
Operating profit decreased by 18.6% from the prior year to ¥19.9 
billion mainly due to a rise in material prices and deterioration of product 
mix sold resulting from a significant decrease in domestic sales of ductile 
iron pipes.
Kubota aims for IoT-monitored water and environment infrastructure
Kubota has developed the Kubota Smart Infrastructure System (KSIS), a new service utilizing IoT in the water and environ-
ment field. At present, R&D projects in partnership with the NTT Group, including facility diagnosis using AI, are under way, 
and planned to be released as a practical service.
KSIS offers comprehensive solutions covering everything from individual products and plant devices to systems and 
after-sales services, thereby helping customers inside and outside Japan solve their problems.
The Kubota Group’s ICT × IoT (Water & Environment)
Business Overview
Kubota Group
Customer
Rivers
River Water  
purification plant
Treatment plant
Cloud system
400
300
200
100
0
80
60
40
20
0
294.5
318.3
312.5
286.1
285.7
292.3
40
30
10
20
0
20
5
10
15
0
29.6
25.6
22.2
26.2
24.4
19.9
2015.3
2016.12
2015.12*
2015.3
2016.12
2015.12*
2017.12
2017.12
2017.12
2017.12
2018.12
2018.12
U.S. GAAP
IFRS
U.S. GAAP
IFRS
 Revenue and Overseas Revenue Ratio
(billions of yen)
(%)
 Operating Profit and Operating Margin
(billions of yen)
(%)
 Revenue by Reportable Segment  
(billions of yen)
Farm &  
Industrial Machinery
1,527.6 (82.6%)
Water &  
Environment
292.3 (15.8%)
Other
30.4 (1.6%)
FY2018
¥1,850.3 
billion
 
 Revenue 
 Overseas revenue ratio
 
 Operating profit 
 Operating margin
21.1
9.5
21.9
8.0
7.5
15.7
15.7
18.2
9.2
8.5
18.4
6.8
* 12 months, reference data
KUBOTA REPORT 2019
27
HIGHLIGHT 2019
ENVIRONMENT
SOCIETY
GOVERNANCE

Environmental Report
Environmental Charter / Action Guidelines
The Kubota Group Environmental Charter
	 The Kubota Group aspires to create a society where sustainable development is possible on a global scale.
	 The Kubota Group contributes to the conservation of global and local environments through its environmentally friendly operations, products, 
technologies, services, and corporate activities.
The Kubota Group Environmental Action Guidelines
1.	Environmental Conservation Efforts in All Business Activities
(1)	We promote environmental conservation measures in all stages of our corporate activities, including product development, production, 
sales, physical distribution, and service.
(2)	We also request that our suppliers understand the importance of environmental conservation efforts and cooperate in this regard.
2.	Global Environmental Conservation
(1)	We promote global environmental conservation measures intended for dealing with climate change, creating a recycling-based society, 
conserving water resources, and controlling chemical substances.
(2)	We promote global environmental conservation by providing products, technologies, and services that contribute to solving 
environmental problems.
(3)	We strive to ensure our corporate activities are friendly to the natural environment and biodiversity.
3.	Environmental Protection to Create a Symbiotic Relationship with Local Societies
(1)	We make efforts in the reduction of environmental risks and promote our business activities with proper consideration for the protection 
of local environments, including pollution prevention.
(2)	We actively participate in environmental beautification/education activities in local communities.
4.	Our Voluntary and Organized Efforts in Environmental Conservation
(1)	By introducing the environmental management system and establishing voluntary targets and action plans, we work on our daily business 
operations.
(2)	We endeavor to enhance environmental awareness through active environmental education/enlightenment activities.
(3)	We actively provide stakeholders with environment-related information.
(4)	We collect stakeholders’ opinions broadly through environmental communication, and reflect the findings in our environmental activities.
<SDGs related to this section>
Today we face various environmental problems. Many environmental problems, from those unique to each region to those on a global scale, 
exist around the world. As they are complexly intertwined and continuing to deteriorate, achieving a sustainable society is a global common 
challenge. Companies are expected to play an increasingly larger role in tackling this challenge.
Since the time of its foundation, the Kubota Group has pursued a mission of solving social problems in developing its businesses. Toward 
the realization of “For Earth, For Life,” the Kubota Group will contribute to the development of a sustainable society through its environmental 
management initiatives.
Environmental Management  
Basic Policy
28
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ENVIRONMENT

In response to the UN’s consensus on common global goals and international frameworks, like the 
Sustainable Development Goals (SDGs) and the Paris Agreement, many companies have been 
accelerating their efforts towards realizing a sustainable society.
The Kubota Group sees its mission as solving the problems faced by society in the fields of food, 
water, and the environment, and contributes to achieving the SDGs through its business activities.
Toward achieving our Medium and Long-Term Environmental Conservation Targets, we will further 
enhance our environmental management efforts, including reducing the environmental loads of our 
business processes and enhancing our lineup of environment-friendly products and services.
The Kubota Group has deployed throughout the company the Kubota Production System (KPS), 
which is based on “JUST-IN-TIME” and “automation,” and continuously pursues the thorough elimination 
of loss, with the aim of establishing a “Made by Kubota” production system throughout the world as 
part of our business process. Based on this concept of KPS, we are directing our environmental 
conservation activities at further reducing waste and loss in the use of energy and resources, enhancing 
and strengthening environmental risk management, and strengthening our manufacturing capability.
For environment-friendly products and services, while working to expand the sales ratio of 
Eco-Products, we will also enhance our products and services that utilize advanced technologies, such 
as IoT, AI and robots, thereby contributing to the conservation of the environment and the solution of 
customers’ problems.
The Kubota Group will continue its efforts to provide environment-friendly products, technologies, 
services, and corporate activities as a single whole and promote environmental management 
appropriate to the Global Major Brand Kubota.
Environmental Management Approach
Message from the Environmental Conservation Control Officer
Concepts of Environmental Management
Having established the “For Earth, For Life” Brand Statement as its 
concept for environmental management, the Kubota Group balances 
its business growth and contribution to environmental conservation 
through its environment-friendly products, technologies, services and 
corporate activities and aims for ongoing synergistic development with 
society in order to continue supporting the prosperous life of humans 
while protecting the environment of this beautiful earth.
The Group has set five basic items for its environmental conservation, 
namely, “Tackling Climate Change,” “Working towards a Recycling-
based Society,” “Conserving Water Resources,” “Controlling Chemical 
Substances,” and “Conserving Biodiversity.” Based on these items, 
the Group is committed to the development of society and the conser-
vation of the global environment through the delivery of products, 
technologies and services that help solve the social problems in 
the fields of food, water, and the living environment and through the 
reduction of the environmental loads and environmental risks of its 
corporate activities.
Koichi Yamamoto
Executive Officer 
General Manager of Manufacturing Headquarters  
(Environmental Conservation Control Officer)
Supporting the Prosperous 
Life of Humans
Protecting the Environment 
of this Beautiful Earth
Environment- friendly Products, 
Technologies, Services, Corporate Activities
Ongoing Synergistic 
Development of Society 
and the Kubota Group
       ・ Abundant and Stable 
       Production of Food
   ・ Supply and Restoration 
     of Reliable Water
 ・ Creation and 
  Conservation of 
 a Comfortable 
Living Environment
・ Tackling Climate Change
        ・ Working towards 
        a Recycling-based Society
              ・ Conserving Water Resources
                 ・ Controlling Chemical 
                Substances
                  ・ Conserving Biodiversity
・ Responding to Increasing Efficiency and 
Various Needs of Agriculture
・ Enhancing the Water Infrastructure
・ Enhancing the World’s Social Infrastructure
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ENVIRONMENT

Importance to the Kubota Group
Conserving Biodiversity
Controlling Chemical Substances
Environmental Communication
Environmental Management 
System
Tackling Climate Change
Working towards 
a Recycling-based Society
Conserving Water Resources
Importance to stakeholders
Materiality Matrix
Materiality Awareness
Materiality
The Kubota Group has identified material issues (priority issues) in its environmental conservation activities, taking into consideration their 
importance in business, requests and expectations from stakeholders, and social trends.
Process for Identifying Materiality
Step 1
Gathering and analyzing information
We gathered and analyzed information on international frameworks and policy trends, key external evaluation 
indicators, global trends in the Kubota Group’s business fields, etc.
Step 2
Listing material issues
Through discussions at the Environmental Management Strategy Committee and interviews with relevant internal 
departments, and dialogues with ESG (environment, society, governance) investment institutions and external 
experts, we listed issues relating to environmental conservation.
Step 3
Identifying materiality
We examined the identified issues from the perspectives of both the importance to stakeholders and the 
importance to the Kubota Group, and plotted the identified priority issues on a matrix.
Step 4
Formulating and implementing key measures
After identifying the impacts (risks and opportunities) related to issues with a high degree of importance for both 
stakeholders and the Kubota Group, we formulate key measures and promote the steady implementation thereof.
Tackling Climate 
Change
Against a backdrop of more frequently occurring natural disasters caused by abnormal weather and other factors believed to be linked 
to climate change, tackling this challenge has become an issue of global proportions. As a corporate group that conducts business 
activities throughout the globe, the Kubota Group believes in the importance of working to reduce the emissions of greenhouse gases 
in the corporate value chain and of undertaking adaptive measures designed to reduce the impact of climate change.
Conserving Water 
Resources
Access to safe drinking water is a critical part of life-supporting infrastructure. Despite this, there are many people throughout the 
world that cannot access safe drinking water. The Kubota Group has defined “Water” as one of its business areas, and believes in the 
importance of becoming more deeply committed to the supply of safe, secure water through the construction of water infrastructure. 
We also believe in the importance of conserving local water resources, which includes saving water, recycling wastewater, and applying 
water quality-related risk management at its business sites.
Working towards 
a Recycling-
based Society
Mineral resources are used widely throughout modern society, but there is a limit to the amount existing on the planet. More recently, 
increasing amounts of waste and marine plastic pollution have become global issues. Likewise, the Kubota Group believes in the 
importance of providing waste processing services and related equipment, for example, as solutions for issues related to the garbage 
generated from human lifestyles and economic activities. Moreover, we also believe in the importance of effectively utilizing resources 
and reducing waste in the business value chain.
Conserving 
Biodiversity
As part of agriculture, living things are the resource that is subject to harvest, where ecosystems denote the interrelation between the 
environments that produce living resources and other living things. Meanwhile, biodiversity is an essential factor for abundant, stable 
food production. The Kubota Group defines “Food” as one of its business areas, and in addition to addressing greater efficiency in 
agriculture and a diverse range of needs, we believe in the importance of delivering products and services that contribute to the 
conservation of biodiversity. Moreover, we believe in the importance of undertaking business activities that consider biodiversity and 
of protecting the natural environment around its business sites.
Controlling 
Chemical 
Substances
Chemical substances have become an essential part of our lifestyles. On the other hand, chemical substances hold the potential to 
significantly impact humans and ecosystems, a fact that has led to stringent laws and regulations related to their appropriate use and 
control. The Kubota Group believes in the importance of appropriately controlling the chemical substances contained in its products 
and handled at its business sites in order to minimize the impact on customers, those who live and work near its business sites, 
employees, and ecosystems.
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HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

Risks and Opportunities
The Task Force on Climate-related Financial Disclosures (TCFD) set up by the Financial Stability Board (FSB) released its final report in June 
2017 to provide companies with recommendations for assessing and disclosing the financial implications of climate change.
In light of the climate change-related risks (transitional risk, physical risk) and opportunities recommended for disclosure by the TCFD and other 
organizations, the Kubota Group endeavors to continuously assess the implications related to materiality considered to have a high degree of 
importance for stakeholders and the Kubota Group from the perspective of risks and opportunities. Moreover, we make efforts towards reducing 
risks and creating value from opportunities.
Risks
Opportunities
Tackling Climate 
Change
•	Higher costs coinciding with compliance to stricter 
energy saving-related regulations, etc.
•	Higher manufacturing costs due to soaring energy 
prices
•	Negative impacts on Kubota and supplier operations 
due to climate change-triggered natural disasters
•	Changes in agricultural style due to more pests, lower 
crop yields, and relocation of suitable farming land, etc.
•	Removal of low energy-saving performing products 
from the market as a result of greater interest in climate 
change among the market and customers
•	Contribution to greenhouse gas emissions control 
through the launch of products and services, etc., that 
enable energy savings and energy creation
•	Improve energy efficiency through energy-saving 
measures, such as upgrading to high-efficiency equip-
ment at business sites
•	Expand climate change adaptation business based on 
the delivery of agricultural solutions that correspond to 
changes in agricultural styles
Working towards a 
Recycling-based 
Society
•	Higher costs coinciding with compliance to import and 
export regulations on discarded plastic and stricter 
waste-related regulations, etc.
•	Higher manufacturing costs due to resource depletion 
and soaring resource prices
•	Higher costs coinciding with the development and 
production of resource recycling-based products 
made from recycled materials, etc.
•	Contribution to the effective use of resources through 
the launch of products that consider resource recycling, 
including the use of recycled materials, and through 
the deployment of environmental and waste-disposal 
services
•	Improve resource efficiency through resource conser-
vation measures at business sites
•	Improve product sustainability through easier mainte-
nance and the promotion of used product recycling
Conserving Water 
Resources
•	Fines and shutdowns due to non-compliance with 
wastewater standards, etc. and lower social credibility, 
higher costs coinciding with stricter water-related 
regulations, etc.
•	Negative impacts on production activities due to 
higher manufacturing costs resulting from soaring 
water prices and water-use restrictions, etc.
•	Negative impacts on Kubota and supplier operations 
due to flooding, droughts, and other disasters
•	Changes in agricultural styles due to lower crop yields 
stemming from water resource shortages and reloca-
tion of suitable farming land
•	Higher costs coinciding with the design and develop-
ment of products and services suited to the needs of 
regions with high water risk
•	Contribution to social infrastructure through the 
delivery of water environment-related products that 
ensure access to safe and secure water, wastewater 
treatment and recycling treatment facilities that 
comply with stricter regulations, and solutions that 
help solve water-environment issues, etc.
•	Improve water use efficiency through water conserva-
tion and wastewater reuse at business sites, etc.
•	Expand climate change adaptation business based on 
the supply of water infrastructure that is highly resis-
tant to flooding, droughts, and other disasters
Controlling Chemical 
Substances
•	Fines and shutdowns, etc., due to non-compliance 
with chemical substance-related environmental 
standards, etc. and lower social credibility, and higher 
costs coinciding with stricter chemical substance-
related regulations, etc.
•	Contribution to reduced environmental loads through 
the launch of products compliant with emissions gas 
regulation and toxic substance use regulation
•	Reduce exposure risk through the decreased use of 
potentially toxic substances at business sites
•	Improve painting efficiency through the reduced use of 
paints and improved yields, etc., at business sites
Conserving 
Biodiversity
•	Fines and litigation due to violation of biodiversity-
related regulations
•	Shortages and higher procurement costs of raw mate-
rials due to declining natural capital
•	Litigation raised by local communities and lower social 
credibility due to inappropriate land use, pollutant 
emissions, and excessive resource consumption, etc.
•	Contribution to the conservation of biodiversity through 
the launch of products that assist soil and water area 
conservation and products that control gas emissions, 
noise, and vibration, etc.
•	Improve brand image through activities that consider 
biodiversity and environmental communication with 
local communities, etc.
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GOVERNANCE
ENVIRONMENT

Key Measures
In order to address the issues identified as materiality, the Kubota Group promotes the following key measures from the perspective of the value chain.
Relationships Between Environmental Conservation Activities and the SDGs
The Kubota Group environmental conservation activities are deeply related to the SDGs. In order to illustrate the relationship between our 
environmental conservation activities and the SDGs, we have organized their connections with the SDG targets.
Value chain of business
(Expanding Environment-friendly Products and Services P56-70)
Design and development, 
procurement
Manufacturing  
and distribution
Use and disposal
Tackling Climate Change
(P39-43)
•	Conduct global procurement 
(Optimal regional procurement)
•	Reduce waste and loss in the use 
of energy based on the Kubota 
Production System concept
•	Recover and reuse waste energy
•	Expand use of renewable energy
•	Improve distribution efficiency
•	Promote modal shift
•	Lower fuel consumption
•	Improve efficiency and save labor 
for work and management
•	Conserve energy during construction
Working towards a 
Recycling-based Society
(P44-48)
•	Use recycled materials
•	Reduce the number of parts
•	Conserve resources
•	Promote the 3Rs for waste and 
convert waste into functional 
materials
•	Reduce plastic
•	Reduce packing material
•	Ensure proper waste management
•	Extend product life
•	Improve ease of maintenance
•	Promote product recycling
•	Ensure proper disposal
Conserving Water 
Resources
(P49-51)
•	Assess water risks
•	Promote the 3Rs for water resources
•	Ensure proper wastewater management
•	Promote BCP measures
•	Save water consumption
•	Promote purification or recycling 
of wastewater
Controlling Chemical 
Substances
(P52-70)
•	Reduce the use of substances of 
concern
•	Reduce VOC emissions
•	Substitute for organic solvents
•	Ensure proper chemical substance 
management
•	Make exhaust gas cleaner
•	Reduce environmental loads on 
soil and water areas
Conserving Biodiversity
(P71-73)
•	Assess the impact on natural capital
•	Manage and reduce the environ-
mental loads
•	Beautification and greening of busi-
ness sites and neighborhoods
•	Conserve soil and water areas
•	Reduce noise and vibration
Environmental 
Management System
(P74-79)
•	Promote global environmental management led by the members at the management class level
•	Systematically reduce environmental loads toward achieving the Medium and Long-Term Environmental 
Conservation Targets
•	Reduce environmental risks through environmental risk assessment
•	Ensure environment-friendly design through product environmental assessment
•	Promote green procurement
•	Develop products that contribute to the global environment protection and solving social problems
•	Enforce compliance in accordance with globally systemized environmental conservation rules
•	Promote environmental training and environmental awareness-raising activities
Environmental 
Communication
(P80-84)
•	Strengthen information dissemination through the environmental report and website
•	Promote environmental communication tailored to each target
•	Enhance two-way communication with stakeholders
•	Participate in regional environmental conservation activities
View the list of related SDGs and targets
www.kubota.com/company/environment/sdgs/img/SDGs_target_list.pdf
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ENVIRONMENT

Environmental Management Strategy 
Committee
The Environmental Management Strategy Committee is comprised 
of the executive vice president and is comprised of all inside Directors, 
the General Manager of Planning and Control Headquarters, the General 
Manager of Manufacturing Headquarters, the General Manager of 
Research and Development Headquarters, the General Manager of 
Procurement Headquarters, and the General Manager of CSR Planning 
and Coordination Headquarters. The Committee discusses the 
medium- and long-term direction of the Kubota Group’s environmental 
management, such as medium- and long-term targets and key mea-
sures in light of global environmental issues such as climate change 
and the business environment. It determines priority items and plans 
that should be carried out in order to reduce environmental impacts 
and risks, and to enhance the lineup of environment-friendly products. 
In 2018, the Environmental Management Strategy Committee was held 
in May and November. 
The results of the committee meetings are reported to the Board of 
Directors and the Executive Officers’ Meeting, and are distributed 
throughout the Group. It also promotes management based on the 
plan-do-check-action (PDCA) cycle by assessing and analyzing the 
progress of the entire Group’s environmental conservation activities 
and reflecting the results when formulating new plans and policies. We 
will continue to promote swift environmental management led by 
members at the management level.
Environmental Management Promotion System
Organization Structure
In 2014, the Environmental Management Strategy Committee was newly established to take a more strategic and innovative approach to envi-
ronmental management by management-led promotion. In addition, Environmental Manager Conferences are held for each region—Japan, China, 
Asia, North America and Europe—to globally advance environmental management across the Kubota Group.
*	Sites engaged in the business of operation or maintenance of environmental plants
Environmental Management Strategy Comittee
Board of Directors
Environmental Management 
Strategy Committee
Environmental Manager Conferences
Eco-products Certification Committee
Divisions
Group companies
Environmental Protection 
Department
Manufacturing 
Headquarters
Japan conference
China conference
Asia conference
North America 
conference
Europe conference
Production sites
Operation and 
maintenance sites*
Construction 
worksites
Service sites
Offices
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GOVERNANCE
ENVIRONMENT

Environmental Manager Conferences
The Kubota Group holds Environmental Manager Conferences for each region aimed at strengthening the environment management system and 
reducing environmental loads and environmental risks on a global basis.
In 2018, the conferences for North America, China and Japan were held. Environmental managers and staff members of six companies that have 
business sites in the U.S. gathered for the North America Conference, and those of seven companies with business sites in China gathered for the 
China Conference. Environmental managers from relevant mother plants in Japan also participated in the respective conferences. For the Japan 
Conference, environmental managers and staff members of 24 sites in Japan, including Group companies, gathered.
At these conferences, the Kubota Group’s policies and matters to be promoted were communicated, and the progress toward achieving the 
Medium-Term Environmental Conservation Targets was shared. Participants presented case studies on energy-saving measures and observed the 
improvement initiatives at plants. Focusing on the issues confronted by each region while identifying problems together with their causes, steps were 
taken to put forward countermeasures.
Operated under the initiative of local sites, the Kubota Group has launched a series of conferences in order to efficiently promote governance, 
strengthen collaboration, and raise the level of activities in those overseas regions in which the Group operates. A new conference of six companies 
in Thailand was launched from December 2017, and another by three companies in Jiangsu Province in China from December 2018. Under the 
direction of local sites, these conferences are helping the Group uncover areas for improvement through mutual inspections and visits, strengthen 
measures aimed at addressing statutory and regulatory requirements in each region, and sharing good practices with respect to the reduction of 
environmental loads and environmental risk management.
In Japan, two subcommittees have been established under the Environmental Manager Conference. During 2018, the Antipollution Subcommittee 
undertook discussions with the aim of further increasing the effectiveness of Kubota’s unique environmental risk assessment. In addition, the Waste 
Subcommittee deliberated on a variety of issues including the reduction of waste discharge, further efforts to convert waste into valuable resources, 
and steps to codify regulations for field surveys of purchasers of valuable resources and processing contractors. Each subcommittee put forward a 
range of measures.
Working through the Environmental Manager Conference, we will work diligently to further raise the level of environmental conservation activities 
across the Group as a whole.
*	Overseas, the conference is held as the Safety and Health / Environmental Manager Conference, and is also aimed at strengthening the safety and health aspects.
North America Conference  Kubota Industrial Equipment (United States)
Waste Subcommittee  Kubota Utsunomiya Plant
Japan Conference  Kubota Head Office
China Conference  Kubota Engine (Wuxi) Co., Ltd. (China)
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<SDGs related to this section>
The influence of climate change, such as extreme weather events, has been gradually worsening, and the global movement toward the 
reduction of greenhouse gas has become increasingly active. Global environmental issues pose a significant threat to “ensuring food security,” 
as well as “ensuring a safe and secure water supply.”
In order to promote environmental management in light of various recent social developments, such as SDGs and the Paris Agreement, as 
a sustainable company, the Kubota Group has been promoting environmental activities by formulating its medium- and long-term targets for 
environmental conservation. In 2016, the Kubota Group formulated its Long-Term Environmental Conservation Targets 2030 and Medium-Term 
Environmental Conservation Targets 2020. Toward achieving these targets, the Kubota Group is advancing systematic initiatives in both the 
production and product development stages. Moreover, the Kubota Group checks its target items against the SDG goals and targets, thereby 
identifying the areas in which the Group can contribute to solving issues.
Medium- and Long-Term Environmental  
Conservation Targets and Results
Long-Term Environmental Conservation Targets 2030
In order to achieve its Long-Term Environmental Conservation Targets 2030, the Kubota Group formulates its Medium-Term Environmental 
Conservation Targets every five years as an approach for deploying highly effective activities. The next medium-term targets are scheduled to 
be formulated for the activity period from 2021 to 2025.
Tackling Climate Change
Efforts to Develop Environment-friendly Products
*	The sales ratio of products that have fulfilled the internal requirements in our own 
Eco-Products Certification System
	 Sales ratio of Eco-Products (%) = Sales of Eco-Products / Sales of products 
	 (excluding construction work, services, software, parts and accessories) × 100
*	CO2 emissions include greenhouse gases from non-energy sources.
Medium-Term Environmental 
Conservation Targets 2020
Promoting activities for  
achieving the medium- to 
long-term targets
Medium-Term Environmental 
Conservation Targets 2025
Long-Term Environmental 
Conservation Targets 2030
Goal
Reduce CO2 emissions from the Kubota Group in Japan* by 30% compared to the base year 2014.
Result
In 2018, CO2 emissions of the Kubota Group in Japan* were reduced by 17.1% compared to the base year 2014.
Goal
Increase the sales ratio of Eco-Products-certified products* to 80% by 2030.
Aim to put all new products which are certified as Eco-Products in the market in 2030 and later.
Result
The sales ratio of Eco-Products-certified products* was 58.6% in RY2018.
Trends in CO2 Emissions of the Kubota Group in Japan
Trends in Sales Ratio of Eco-Products-certified Products
0
20
40
60
80
2015
2016
(%)
2017
2030
Target
(RY)
44.2％
45.2％
55.6％
2018
58.6％
80％
0
200
400
600
800
2014
2016
1,000
(kilotons CO2e)
-50
-40
-30
-20
-10
0
(%)
2017
2030
Target
(RY)
-11.2％
-16.3％
-17.1%
-30％
2018
CO2 emissions
Reduction rate (scale on the right)
474
447
443
534
374
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KUBOTA REPORT 2019
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For the calculation method of each item of environmental data, see the Calculation Standards of Environmental Performance Indicators (p.93).
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

Since 2016, the Kubota Group has been advancing initiatives toward achieving the Medium-Term Environmental Conservation Targets 2020. 
Each business site and division determined the measures to take, formulated an implementation plan, taking into consideration fluctuations in 
the volume and contents of business, and has been implementing the plan. The results for RY2018 are as shown in the table below. As in the 
previous year, global production sites achieved their RY2020 targets for all items earlier than planned, and have continued to promote initiatives 
towards improving the results per unit of production. For the product segment, 20 products were newly certified as Eco-Products, including 
3 Super Eco-Products, increasing their ratio to sales by 3.0 points from the previous year to 58.6%.
SDGs
Issue
Action item
Management indicator
Target for 
RY2020
Result of  
RY2018 
Achievement Status
Improving 
Product’s 
Environmental 
Performance
Expand 
Eco- Products
Sales ratio of 
Eco-Products*6
60% or more
58.6%
In RY2018, 20 items were newly 
certified as Eco-Products.
Promote 
recycling
Usage ratio of  
recycled materials*7
Maintain  
70% or more
More than  
70%
We are maintaining the usage 
ratio of recycled materials higher 
than the target.
Develop 
vehicles 
compliant with 
exhaust gas 
regulations
Development of industrial diesel engines 
that comply with the latest emissions 
regulations, and launch onto the market 
of products with such engines*8
The following products*9 equipped with the 
engines that comply with the emissions regula-
tions were launched onto the market.
Tractor WORLD Special Edition M1010W-SE
Conforming to the Japan Regulations on 
Emissions from Non-Road Special Motor 
Vehicles (75 kW and above, lower than 130 kW, 
Regulation 2014)
Combine harvester WORLD WRH1200
Conforming to the Japan Regulations on 
Emissions from Non-Road Special Motor 
Vehicles (75 kW and above, lower than 130 kW, 
Regulation 2014)
*1	CO2 emissions include greenhouse gases from non-energy sources. We use the emissions coefficient for electric power of the base year in our calculation of CO2 emissions from energy sources.
*2	VOCs (volatile organic compounds) comprise the six substances that are most prevalent in emissions from the Kubota Group: xylene, toluene, ethylbenzene, styrene, 1, 2, 4-trimethylbenzene, 
and 1, 3, 5-trimethylbenzene.
*3	The figures per unit of production represent the intensity of the environmental load per unit of money amount of production. The exchange rate of the base year is used when translating the money 
amount of production of overseas sites into Japanese yen.
*4	Recycling ratio (%) = (Sales amount of valuable resources + External recycling amount) / (Sales amount of valuable resources + External recycling amount + Landfill disposal) × 100. Heat recovery 
is included in the external recycling amount.
*5	▲ indicates a negative figure.
*6	The sales ratio of products that have fulfilled the internal requirements in our own Eco-Products Certification System 
	
Sales ratio of Eco-Products (%) = Sales of Eco-Products / Sales of products (excluding construction work, services, software, parts and accessories) × 100
*7	Usage ratio of recycled materials (%) in the cast metal products and parts (ductile iron pipes, fittings, machine cast products (engine crankcase, etc.))
*8	Targeting tractors and combine harvesters (output range: 56 kW ≤ P < 560 kW) equipped with engines compliant with the European emissions regulations (Europe Stages IV and V) level, shipped 
to Europe, North America, Japan, and Korea
*9	Major products launched onto markets in 2018
Medium-Term Environmental Conservation Targets 2020
Targets for Global Production Sites
Targets for Products
SDGs
Issue
Action item
Management 
indicator*3
Base 
RY
Target for 
RY2020*5
Result of 
RY2018*5 
Achievement Status
Tackling 
Climate 
Change
Reduce CO2*1
CO2 emissions 
per unit of 
production
2014
▲14%
▲14.3%
We are promoting the energy-
saving for production equipment, 
lighting, air conditioning; fuel con-
version; the introduction of renew-
able energies; and the measures 
for heat insulation of buildings.
Save energy
Energy 
consumption per 
unit of production
2014
▲10%
▲11.8%
Working 
towards  
a Recycling-
based 
Society
Reduce waste
Waste discharge 
per unit of 
production
2014
▲10%
▲13.4%
We are promoting thorough sorting 
of wastes and converting waste 
into valuable materials.
Recycling ratio 
(Japan)*4
—
Maintain 
99.5% or 
more
99.7%
We are maintaining the existing 
level through continuous efforts.
Recycling ratio 
(Overseas)*4
—
Maintain 
90.0% or 
more
91.9%
We are promoting the reduction 
of the amount of waste sent to 
landfills by changing contractors.
Conserving 
Water 
Resources
Conserve water 
resources
Water 
consumption per 
unit of production
2014
▲10%
▲13.4%
We are promoting recycling of 
wastewater and saving of water 
use.
Controlling 
Chemical 
Substances
Reduce VOCs*2 VOC emissions 
per unit of 
production
2014
▲10%
▲33.5%
We are promoting the elimination 
or reduction of VOC-contained 
paint and thinner.
The environmental information provided in the KUBOTA REPORT 2019 <Full Version> has received the third-party assurance by KPMG AZSA Sustainability Co., Ltd. 
The indexes subject to assurance are marked with the “ 
 ” symbol.
36
KUBOTA REPORT 2019
Environmental Report
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

-20
-15
-10
-5
0
2014
2016
(%)
2017
2018
2020
Target
(RY)
(RY)
(RY)
(RY)
(RY)
-20
-15
-10
-5
0
-9.2％
2014
2016
(%)
-10.0％
2017
2018
2020
Target
-15
-20
-10
-5
0
-16.9％
-13.4％
2014
2016
(%)
-10.0％
2017
2018
2020
Target
-25
-30
-35
-20
-15
-10
-5
0
-11.1％
2014
2016
(%)
-10.0％
2017
2018
2020
Target
-20
-15
-10
-5
0
-9.3％
2014
2016
(%)
-10.0％
2017
2018
(RY)
2020
Target
80
100
85
90
95
99.8％
99.8％
99.8％
88.9％
89.6％
91.4％
2014
2016
(%)
90.0％
99.5％
2017
2018
2020
Target
Production in Japan            Production overseas
99.7％
91.9％
-10.0％
-15.2％
-14.3％
-14.0％
-3.1％
-13.0％
-11.8％
-13.6％
-13.4％
-25.1％
-33.5％
 Products With Engines Compliant With the Latest Exhaust Gas Regulations (Major Products Launched Onto Markets In 2018)
Trends in Reduction Ratio of CO2 Emissions per Unit of Production
Trends in Reduction Ratio of Waste Discharge per Unit of Production
Trends in Reduction Ratio of Water Consumption per Unit of Production
Trends in Reduction Ratio of Energy Use per Unit of Production
Trends in Waste Recycling Ratio
Trends in Reduction Ratio of VOC Emissions per Unit of Production
Tractor WORLD Special Edition M1010W-SE
Combine harvester WORLD WRH1200
 The results for Medium-Term Environmental Conservation Targets 2020
37
KUBOTA REPORT 2019
Environmental Report
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

In May 2010, the Kubota Group was certified by the Japanese Minister of the Environment as an “Eco-First Company” due to its commitment to 
environmental conservation. According to the Medium- and Long-Term Environmental Conservation Targets, the Group has renewed its Eco-First 
Commitment regarding the five items below and was recertified as an Eco-First Company in October 2017.
 Stop climate change
 Work towards a recycling-based society
 Reduce emission into the atmosphere
 Develop environment-friendly products
 Conserve biodiversity
As an “Eco-First Company”
Eco-First Mark
The Kubota Group Eco-First Commitment
3.
We will work toward reducing emissions into the atmosphere. 
Production plants of the Kubota Group in Japan and other countries have a target, for 2020, of 
reducing the amount of VOC* emission per production money amount by 10% or more compared 
to the base year 2014. 
* VOCs comprise the six VOCs that are most prevalent in emissions from the Kubota Group, namely 
xylene; toluene; ethylbenzene; styrene; 1, 2, 4-trimethylbenzene; and 1, 3, 5-trimethylbenzene.  
 
4.
We will develop highly environmentally friendly products. 
(1)
The Kubota Group will improve environmental performances in the product development 
phase and reduce environmental impacts throughout the life cycle of products. We will 
increase the sales ratio of Eco-Products certified products* to 60% or more in 2020. In 
addition, we will increase the sales ratio of Eco-Products certified products* to 80% in 2030. 
We also aim to put all new products which are certified as Eco-Products on the market in 
2030 and later.  
We quantitatively identify the effect of saving energy consumption by supplying low-carbon 
products and services. We will actively provide the information to our clients. 
* The sales ratio of the products which have fulfilled the internal requirements in our own 
Eco-Products Certification System 
Sales ratio of Eco-Products (%) = Sales of Eco-Products / Sales of products (excluding construction 
work, services, software, parts and accessories) × 100 
(2)
The Kubota Group will maintain the usage ratio of recycled materials* among casting 
products and their parts as more than 70%.  
* Usage ratio of recycled materials (%): materials used in the cast metal products and parts (ductile 
iron pipes, fittings, machine cast products (engine crankcase, etc.)) 
(3)
The Kubota Group will develop industrial diesel engines that comply with the latest emission 
regulations of Japan, the US and Europe and put on the market of the engine-based 
products*.  
* Targeting the tractors and combine harvesters (output range: 56 kW≤P<560 kW) equipped with 
engines compliant with the European emissions regulations (Europe Stage IV) level, shipped to 
Europe, North America, Japan, and Korea. 
 
5.
We will promote activities friendly to the natural environment and biodiversity. 
(1)
Based on our activity guideline on the conservation of biodiversity, the Kubota Group will 
appropriately manage environmental impacts and risks accompanying business activities. 
Also, we will promote the protection of natural environment by greening our establishments 
and creating biotopes. 
(2)
The Kubota Group will promote the protection of natural environment through our activities to 
help restore abandoned farmland and conserve rural natural areas and forests, in the 
framework of our social contribution activity “the Kubota e-Project.” 
 
The Kubota Group will monitor the progress of the above initiatives, report the results to the Ministry 
of the Environment, and publish annually the results in our CSR Report and so on. 
 
Masatoshi Kimata 
Representative Director and President 
Kubota Corporation 
 
ECO FIRST Commitment (Updated) 
Our initiatives as a leading company in environmental conservation 
October 2, 2017 
Mr. Masaharu Nakagawa 
Minister of the Environment 
 
The Kubota Group wishes to become more valuable company that contributes to the improvement of 
social development and the global environment in the field of food, water, and the environment. We 
place the greatest importance on environmental conservation regarding our CSR management and 
continue the following efforts. 
 
1.
We will implement measures to prevent climate change as a priority issue. 
(1)
Production plants of the Kubota Group in Japan and other countries have a target, for 2020, 
of reducing CO2 emission per production money amount by 14% or more compared to the 
base year 2014.  
(2)
Production plants of the Kubota Group in Japan and other countries have a target, for 2020, 
of reducing energy consumption per production money amount by 10% or more compared to 
the base year 2014. 
(3)
The Kubota Group in Japan has a long-term target, for 2030, of reducing CO2 emission by 
30% compared to the base year 2014. 
(4)
To achieve the above targets, the Kubota Group will fully utilize available cutting edge 
technologies as follows: improve the efficiency of facilities such as production equipment, 
HVAC, and lighting devices; replace fuel for production equipment; improve the insulation 
efficiency of buildings and facilities; use photovoltaic power generation; visualize energy and 
reduce unnecessary use of energy; and recover waste heat. 
 
2.
We will work towards recycling-based society in a positive manner.  
(1)
Production plants of the Kubota Group in Japan and other countries will promote their 
“Wastes 3R (Reduce, Reuse, Recycle)” efforts to achieve the target, for 2020, of reducing the 
waste discharge per production money amount by 10% or more compared to the base year 
2014. 
(2)
The Kubota Group will promote the recycling of wastes and achieve 99.5% or more recycling 
ratio* of wastes generated by production plants in Japan and 90% or more in overseas 
production plants in 2020.  
* Recycling ratio (%) = (Sales amount of valuable resources + External recycling amount) / 
(Sales amount of valuable resources + External recycling amount + Landfill disposal) × 100. 
(3)
Production plants of the Kubota Group in Japan and other countries will promote their “Water 
3R (Reduce, Reuse, Recycle)” efforts to achieve their target, for 2020, of reducing the water 
consumption per production money amount by 10% or more compared to the base year 
2014. 
 
 
See here for details on Eco-First Company certification
www.kubota.com/company/environment/ecofirst/
38
KUBOTA REPORT 2019
Environmental Report
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

*1	CO2 emissions for RY1990 are the emissions from energy sources at Kubota production sites in Japan.
*2	CO2 emissions (647 kilotons CO2e) include portions of CO2 that were not released into the atmosphere but absorbed as carbon into products such as iron pipe (20 kilotons CO2e).
*3	CO2 emissions include greenhouse gases from non-energy sources.
*4	CO2 emissions per unit of consolidated net sales. The Kubota Group adopted International Financial Reporting Standards (IFRS) instead of accounting principles generally accepted in the United 
States of America from RY2018.
<SDGs related to this section>
Trends in CO2 Emissions and Emissions Per Unit of Sales 
CO2 Emissions by Region 
CO2 Emissions by Emission Source 
The Fifth Assessment Report by the Intergovernmental Panel on Climate Change (IPCC), states that the “warming of the climate system is 
unequivocal,” and that it is extremely likely that human influence has been the dominant cause of the observed warming since the 
mid-20th century. With the Paris Agreement, an international framework to tackle climate change, taking effect in November 2016, the world’s 
movement toward the reduction of greenhouse gases has been accelerating.
The Kubota Group sees tackling climate change as one of its materiality, and has been advancing initiatives toward the “mitigation” of 
climate change to reduce greenhouse gas emissions associated with its business activities and “adaptation” to be prepared for the impact 
of climate change.
	
	 CO2 emissions (overseas)*3
	
	 CO2 emissions (Japan)*3
	
	CO2 emissions per unit of sales*4  
(scale on the right)
(kilotons CO2e)
(tons CO2e/billion yen)
200
1,000
800
600
400
0
500
400
300
200
100
0
1990
714
451
674
408
647
405
368
349
645
647*2
2014
2015
2016
2017
2018
(RY)
180
168
173
198
204
544*1
534
506
474
447
443
Total emissions
647 kilotons CO2e
(RY2018)
Europe / Others
4%
Japan
68%
The Americas
15%
Asia & Oceania
13%
Total emissions
443 kilotons CO2e
(RY2018)
 Japan
CO2 from fossil fuel consumption
51%
Greenhouse gases from
non-energy sources
1%
CO2 from 
purchased electricity 
consumption
CO2 from 
purchased electricity 
consumption
48%
Total emissions
204 kilotons CO2e
(RY2018)
 Overseas
CO2 from fossil fuel consumption
41%
Greenhouse gases from
non-energy sources
1%
58%
Tackling Climate Change
Mitigation of Climate Change
CO2 Emissions (Scope 1 and Scope 2)
In RY2018, CO2 emissions were 647 kilotons CO2e, about the same level as the previous reporting year. Meanwhile, CO2 emissions per unit of 
sales improved by 5.1% compared to the previous reporting year. The improvement in CO2 emissions per unit of sales is mainly due to improvements 
in the CO2 emission coefficients for each electricity utility, as well as the promotion of CO2 reduction measures, such as eliminating loss in energy 
consumption and expanding the use of LED lighting.
39
KUBOTA REPORT 2019
Environmental Report
For the calculation method of each item of environmental data, see the Calculation Standards of Environmental Performance Indicators (p.93).
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

Trends in Energy Use at Business Sites 
CO2 Emissions by Business
*1	PJ = 1015J, TJ = 1012J
*2	Energy use per unit of consolidated net sales. The Kubota Group adopted International Financial Reporting Standards (IFRS) 
instead of accounting principles generally accepted in the United States of America from RY2018.
Measures to Reduce CO2 Emissions
The Kubota Group has established its Medium- and Long-Term Environmental Conser-
vation Targets (p.35-36) and is devoting efforts to reducing CO2 emissions and energy use 
associated with its business activities.
We have also established medium-term reduction measure implementation plans, 
which are reviewed every year by each production site. When the plans are reviewed, 
Internal Carbon Pricing* is introduced to calculate their effect on reducing CO2 emissions 
and energy consumption, as well as the investment cost for the amount of CO2 reduced, 
in the capital expenditure plans. The effectiveness and economical rationality of each 
project are identified from an environmental standpoint and used as resources for making 
investment decisions.
Some of the specific reduction measures that have been implemented include elimi-
nating loss in energy consumption through a switch to equipment with higher energy 
efficiency and proper operation management, and promoting the visualization of power 
consumption in each process. At the same time, all global sites have been expanding their use of LED lighting. The initiatives implemented 
during RY2018 include improving the method of temperature control in the melting process, which emits a large amount of CO2, and raising 
the efficiency of production equipment for processing lines.
The introduction of renewable energies has also been accelerating. SIAM Kubota Corporation Co., Ltd. (Thailand), Kubota Baumaschinen 
GmbH (Germany), and others also introduced new solar power generation systems, which went into full-scale operation in RY2018. The amount 
of electricity generated during this period from these systems was 630 MWh, which is  an equivalent reduction in CO2 emissions of 299 tons. 
This brings the renewable energy consumption of the entire Group to 2,486 MWh, an increase of 29% compared to RY2017.
As a result of the efforts toward achieving the Medium-Term Environmental Conservation Targets 2020 for CO2 reduction, global 
production sites achieved a reduction of 36.5 kilotons CO2e in RY2018 compared with the case where countermeasures were not 
implemented from the base year (RY2014). The economic effects of these measures reached 0.90 billion yen compared to RY2014. CO2 
emissions per unit of production in RY2018 improved by 14.3% compared to RY2014.
We will continue to implement measures to save energy on production equipment and air-conditioning/lighting, as well as promote 
measures to reduce waste and loss in the use of energy based on the concept of the Kubota Production System (KPS) and expand the 
use of renewable energy.
*	Refers to the placing of an internal monetary value on carbon by an organization
Installation of solar power generation system
Kubota Baumaschinen GmbH (Germany)
Common
1%
Farm &
Industrial
Machinery
60%
Water & Environment
39%
Total emissions
647 kilotons CO2e
(RY2018)
20
15
10
5
0
(PJ*1)
(TJ*1/billion yen)
8
6
4
2
0
Energy use (overseas)
Energy use (Japan)
Energy use per unit of sales*2
(scale on the right)
2014
2015
2016
6.62
11.6
11.5
12.0
3.5
8.0
7.58
6.94
2017
7.08
6.61
12.2
2018
(RY)
3.6
7.7
11.3
3.7
8.3
4.1
7.5
4.5
7.7
For the calculation method of each item of environmental data, see the Calculation Standards of Environmental Performance Indicators (p.93).
40
KUBOTA REPORT 2019
Environmental Report
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

The Kubota Sakai Plant
Back row from left: Shinpei Yasuoka, Kan Kato, 
Toshihiro Inaba
Front row from left: Kenji Nishio, Shiori Tomihisa, 
Shinya Onishi (supervisor)
Newly introduced gas cogeneration system
CO2 Emissions during Distribution
In RY2018, CO2 emissions during distribution were 44 kilotons CO2e,  the same level as in the previous reporting year. Meanwhile, CO2 emissions 
during distribution per unit of sales improved by 2.7% compared to the previous reporting year. 
The Kubota Group continuously promotes various initiatives, including such as improving loading efficiency and realizing a modal shift through 
the use of ships.
*	CO2 emissions during distribution per unit of consolidated net sales. The Kubota Group adopted International Financial Reporting Standards (IFRS) instead of accounting principles generally 
accepted in the United States of America from RY2018.
Trends in Freight Traffic (Japan)
Trends in CO2 Emissions during Distribution and  
Emissions per Unit of Sales (Japan) 
The Kubota Sakai Plant introduced a gas cogeneration system and 
solar power generators to help curb CO2 emissions.
The plant manufactures engines, construction machinery such as 
tractors and loaders, and others. Energy used at the plant is largely city 
gas and electricity, accounting for approximately 86% of total energy 
used in terms of CO2 emissions.  
While we have been enacting a variety of CO2 reduction measures, 
including improving facility operations and upgrading to high-efficiency 
equipment, we have also introduced a new gas cogeneration system to 
further reduce CO2 emissions. Gas cogeneration is a system that uses 
city gas to generate electricity and makes effective use of the waste heat 
generated through the process. The system introduced to the plant 
generates electricity using a 1,000 kW gas engine, with waste heat 
used to produce hot water and steam for use in pre-coating treatment 
equipment. This has resulted in a reduced need for boiler fuel and a 
reduction in CO2 emissions. It also contributes to energy cost reductions 
and reduced energy use during peak times.
We have also installed solar panels producing a total of 124 kW 
of power to date, with power generation from these trending at 
approximately 146 MWh per year.
From these efforts, we have been able to reduce CO2 emissions by 
approximately 450 tons in RY2018.
We will continue to conduct our production activities with the utmost 
consideration for the environment and we will work further to reduce our 
CO2 emissions in line with our goal of becoming a well-loved facility.
Reducing CO2 emissions through the 
introduction of a gas cogeneration system and 
solar power generation
VOICE
400
300
200
100
0
80
60
40
20
0
(kilotons CO2e)
80
60
40
20
0
(tons CO2e/billion yen)
2014
2015
2016
78.3
41
44
42
10
31
11
33
44
11
33
72.3
77.6
2017
75.5
76.2
44
11
33
2018
(RY)
11
31
CO2 emissions during distribution (Group companies)
CO2 emissions during distribution (Kubota)
CO2 emissions during distribution per unit of sales* (scale on the right) 
(Not subjected to the third-party assurance)
(millions tons-km)
2014
2015
2016
347
323
317
323
107
240
91
232
94
223
2017
2018
(RY)
99
224
Rail and water
Road
335
98
237
For the calculation method of each item of environmental data, see the Calculation Standards of Environmental Performance Indicators (p.93).
41
KUBOTA REPORT 2019
Environmental Report
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

Classification
Scope of calculation
CO2 emissions (kilotons CO2e)
2016
2017
2018
Emissions of 
the Kubota 
Group’s 
business sites
Direct emissions 
(Scope 1)
Use of fossil fuels 
306
292
309
Non-energy-derived greenhouse gas emissions 
7
7
7
Indirect emissions (Scope 2) Purchased electricity use 
334
346
331
Upstream and 
Downstream 
emissions
Other indirect 
emissions 
(Scope 3)
Category
1
Resource extraction, manufacturing and transportation 
related to purchased goods/services
2,061
2,412
2,391
2
Manufacturing and transportation of capital goods 
such as purchased equipment
219
175
215
3
Resource extraction, manufacturing and  
transportation related to purchased fuels/energy 
25
26
27
4
Transportation of purchased products, etc.
Not calculated Not calculated Not calculated
5
Disposal of wastes discharged from business sites 
16
18
20
6
Employee business travels 
9
9
10
7
Employee commuting
3
3
3
8
Operation of assets leased to the Kubota Group
Not applicable Not applicable Not applicable
9
Transportation of sold products*
42
44
180
10
Processing of intermediate products
65
59
173
11
Use of sold products
18,440
21,486
21,060
12
End-of-life treatment of sold products
38
44
42
13
Operation of assets leased to other entities
Not applicable Not applicable Not applicable
14
Operation of franchises
Not applicable Not applicable Not applicable
15
Investments
Not applicable Not applicable Not applicable
CO2 Emissions throughout the Value Chain
The Kubota Group makes concerted efforts to figure out CO2 emissions throughout the value chain in addition to its business sites. Following 
guidelines*, we calculate CO2 emissions based on Scope 3, and continue to expand the categories in the Scope of its calculation of CO2 emissions.
*	Basic Guidelines on Accounting for Greenhouse Gas Emissions Throughout the Supply Chain issued by the Japanese Ministry of the Environment and Ministry of Economy, Trade and Industry
CO2 Emissions in Each Stage of Value Chain (RY2018 results)
Example Activities of Each Scope
Scope 3
Scope 3
Scope 3
Scope 3
Scope 3
Scope 3
Scope 3
Scope 2
Scope 1
Scope 3
Extraction and procurement 
of raw materials
Indirect emissions from use of 
purchased electricity, 
heat and steam
Company’s own facilities
• Use of fossil fuels
• Emissions from 
industrial 
processes
Employee commuting
Sales operation, 
business travels
Transportation and treatment 
of waste generated at 
Company’s own facilities
Production of raw materials, etc.
Transportation of 
raw materials, etc.
Transportation of products 
and goods Processing of 
intermediate products
Use of products and goods
Disposal of products and goods
The scope of business emissions as deﬁned in the Greenhouse Gas 
(GHG) Protocol
Scope 1: Direct emissions by the Company itself
Scope 2: Indirect emissions from purchased electricity, etc.
Scope 3: Other indirect emissions
(Emissions by others or at customers’ sites related to 
the Company’s activities)
*	In addition to the data for Japan, CO2 emissions associated with the overseas shipping of certain products from Japan has been included from RY2018.
For the calculation method of each item of environmental data, see the Calculation Standards of Environmental Performance Indicators (p.93).
42
KUBOTA REPORT 2019
Environmental Report
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

Measures to Adapt to Climate Change
Ongoing climate change raises a number of concerns, including in regard to an increase in the number of heat stroke cases, changes to the areas 
in which crops are planted, and the frequency of climate-related disasters. The response to climate change needs to include measures to reduce 
greenhouse gas emissions, as well as to avoid or reduce damage brought on by climate change.
As part of its strategy to adapt to climate change, the Kubota Group is implementing a number of initiatives at its business sites and in its 
products and services.
Drainage Pump with Vehicle for Disaster Recovery
Before and after the removal of plants
Kubota Manufacturing of America Corporation (US)
 Initiatives taken at Business Sites
Efforts at our business sites include the formulation of BCPs and disaster response manuals. To be prepared for high tides and torrential rain, 
the sites have also installed sump pumps, hold emergency drills, and are equipped with water tanks for use during water shortages.
To reduce the risk of damage from falling 
trees during violent storms, plants around the 
propane gas tanks were removed. 
With all the equipment necessary for effective drainage, including a drainage hose, a 
control panel, and a generator, as well as a lightweight specialized submersible pump that 
a person can easily carry, the equipment can be dispatched immediately to sites where 
flooding is in progress due to torrential rains and rapidly drain water from the location.
Category
Major initiatives
Food
	Provision of tractors that are capable of deep plowing necessary for growing rice in abnormally high temperatures 
without lowering the quality/yield, and the provision of information useful for soil cultivation, such as the proper 
distribution of fertilizers appropriate for high-temperature conditions
	Provision of the Kubota Smart Agri System (KSAS) which uses ICT and robot technology, and high-performance 
machinery that lightens the workload in fields such as agriculture, where workers often labor in scorching heat
	Provision of information for farmers on changes in temperature, precipitation, and the amount of solar radiation, 
as well as the impact thereof on crops
Water
Flooding
	As a measure for floods or other disasters caused by abnormal climate, provision of disaster-relief pumper vehicles, 
ultra-light, emergency sump pump units, rainwater storage and filtration products, and piping systems for manhole 
toilets, and so on
	Provision of ductile iron pipes with tough tube body and excellent joint performance, which is highly effective during 
disasters such as typhoons and torrential rainfall
Drought
	To address water shortage, the provision of management systems using IoT, which contribute to the efficient 
operation of water supply and sewage treatment systems and treatment plants
	Provision of tank-submerged-type ceramic membrane filtering equipment and submerged membranes that purify 
wastewater for reuse
Management 
systems
	Provision of the Kubota Smart Infrastructure System (KSIS) that leverages IoT technology to manage a variety of 
facilities, from dams to drainage locations, using weather information in collaboration with the NTT Group
	Provision of the WATARAS farm water management system that allows accurate water management for remote 
rice paddies
Living environment
	Provision of highly efficient air-conditioning equipment that creates a clean and comfortable indoor environment, 
even amid abnormal weather conditions
 Initiatives on Products and Services
Adaptation to Climate Change
43
KUBOTA REPORT 2019
Environmental Report
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

As a result of being a mass-production, mass-consumption and mass-disposal society, we now face many problems such as the depletion of 
resources and increasing waste.
The Kubota Group sees working towards a recycling-based society as one of its materiality, and has been advancing initiatives to promote 
“reduce” (reducing the amount generated), “reuse” (internal recycling and reuse), and “recycle” (improving the recycling ratio) of waste, in addition to 
initiatives to promote the effective use of resources and resource saving.
Working towards a Recycling-based Society
Trends in Recycling Ratio 
Waste, etc. from Business Sites
In RY2018, the waste discharge amount was 113 kilotons, an increase of 5% compared to the previous reporting year. Meanwhile, the waste 
discharge per unit of sales was about the same level as in the previous reporting year. While we have continued to promote measures inside and 
outside the company aimed at recycling, as well as reducing and dehydrating waste liquid, waste discharge increased, mainly due to the increase 
of production volume at overseas cast iron production sites.
Of the waste, etc. discharge amount in RY2018, the amount of hazardous waste discharge was 5.3 kilotons (2.6 kilotons in Japan and 2.7 
kilotons overseas).
The resource recycling ratio in RY2018 was 98.6% in Japan, maintaining about the conventional level. The recycling ratio overseas was 90.0%, 
a 0.4-point improvement compared to the previous reporting year, due to ongoing promotion of the recycling of casting dust. We will make 
continuous efforts to further improve the resource recycling ratio.
*	Recycling ratio (%) = (Sales amount of valuable resources + External recycling amount) / (Sales amount of valuable resources + External recycling amount + Landfill disposal) × 100.
<SDGs related to this section>
Trends in Waste, Etc. (including valuable resources) and Waste Discharge per Unit of Sales 
*1	Landfill disposal = Direct landfill disposal + Final landfill disposal following external intermediate treatment
*2	Waste discharge per unit of consolidated net sales. The Kubota Group adopted International Financial Reporting Standards (IFRS) instead of accounting principles generally accepted in the United 
States of America from RY2018.
	
Waste discharge = Resource recycling and Volume reduction + Landfill disposal
400
300
200
100
0
(kilotons)
80
60
40
20
0
(tons/ billion yen)
Valuable resources
Resource recycling and volume reduction
Landﬁll disposal*1
Waste discharge per unit of sales*2 
(scale on the right)
2014
2015
2016
61.6
205
206
201
191
97
99
9
10
103
93
12
104
85
71.6
70.3
2017
66.4
85
95
11
61.5
213
103
100
10
2018
(RY)
Waste 
discharge
amount
113
100
95
90
85
80
(%)
Recycling ratio (Japan)*
Recycling ratio (Overseas)
Recycling ratio (Global)*
2014
2015
2016
2017
89.6
88.5
84.5
98.7
87.3
98.1
2018
(RY)
90.0
98.6
95.2
94.9
93.6
94.2
95.0
98.2
98.2
44
KUBOTA REPORT 2019
Environmental Report
For the calculation method of each item of environmental data, see the Calculation Standards of Environmental Performance Indicators (p.93).
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

Waste Recycling and Treatment Flow (RY2018 results)
Waste Discharge by Type
*	Industrial waste subject to special control as defined in the Waste Disposal and Cleaning Act in Japan, and industrial waste as defined in each country overseas.
Waste Discharge by Business
 Japan
 Overseas
Waste Discharge by Region
Waste, Etc. Discharge by Treatment Category 
In-house recycling and reuse (Japan)
In-house intermediate treatment (dehydration, etc.) (Japan)
Sales of valuable resources (metals, etc.)
Amount of waste directly recycled
Direct to landﬁll
Resource recycling after treatment (including heat recovery)
Volume reduction
Final landﬁll disposal
Valuable resources
Resource recycling
Volume reduction
Landﬁll disposal
Outside 
contractor 
intermediate 
treatment 
amount
(kilotons/year)
Treatment category
309
213
113
Total waste, etc. generated
Waste, etc. discharge
Waste discharge
(outside contractor 
consignment of treatment)
Europe
4%
The Americas
15%
Asia & Oceania
27%
Japan
54%
Total waste
discharge
113 kilotons
(RY2018)
Common
0.5%
Water & 
Environment
30%
Farm & 
Industrial 
Machinery
70%
Total waste
discharge
113 kilotons
(RY2018)
Glass, concrete, 
clay waste 2%
Debris 2%
Others 3%
Metal scraps
3%
Paper 
waste
6%
Oil waste
4%
Plastic 
waste 
5%
Wood 
scraps
10%
Sludge
11%
Slag, dust
54%
Total waste
discharge
113 kilotons
(RY2018)
Valuable 
resources
51%
Resource 
recycling
42%
Total waste, 
etc. discharge
125 kilotons
(including hazardous 
waste* 2.6 kilotons)
(RY2018)
Volume reduction
6%
Landﬁll disposal
1%
Valuable
resources
41%
Resource
recycling
45%
Volume 
reduction
4%
Landﬁll disposal
10%
Total waste,
etc. discharge
88 kilotons
(including hazardous
waste* 2.7 kilotons)
(RY2018)
45
KUBOTA REPORT 2019
Environmental Report
For the calculation method of each item of environmental data, see the Calculation Standards of Environmental Performance Indicators (p.93).
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

Measures to Reduce Waste
The Kubota Group has established its Medium-Term Environmental Conservation Targets 
2020 (p.36) and is working on the reduction of waste discharge from its business sites and 
the improvement of the recycling ratio. The Group has been promoting various measures, 
such as the thorough separation of waste according to the type and disposal method of waste, 
the introduction of returnable packing materials, and shared waste recycling between sites. 
The Group is also committed to the reduction of hazardous waste through ensuring thorough 
monitoring and management thereof.
In RY2018, at cast iron production sites, which generate a large amount of waste, the Kubota 
Group continuously promoted the internal and external reuse of casting sand, and the 
conversion of waste into valuable resources out of the sand. With regard to the dust from the 
melting process that was treated as waste previously, the Group has also reduced 240 tons of 
waste annually by converting those with high iron content into valuable materials. Machinery 
production sites have been continuously promoting the reduction of the amount of sludge 
generated in the painting booth and waste oil or oil-containing wastewater.
As a result of the efforts toward achieving the Medium-Term Environmental Conservation Targets 2020 for waste reduction, global production 
sites achieved a reduction of 3,800 tons of waste in RY2018 compared with the case where countermeasures were not implemented from the base 
year (RY2014). The economic effects of these measures reached 59 million yen compared to RY2014. Waste discharge per unit of production in 
RY2018 improved by 13.4% compared to RY2014. The recycling ratio was 99.7% at production sites in Japan and 91.9% at production sites 
overseas, both achieving the targets of the Medium-Term Environmental Conservation Targets 2020.
Moreover, production sites in Japan have raised the implementation rate of electronic manifests to 93.8%, enabling real-time assessment 
of the reduction effects. We will continue to promote the reduction of waste through promoting sharing of good reduction practices and 
visualization of waste by utilizing electronic manifests.
Reducing Waste Emissions by Extending the Lifespan of Cutting Oil
SIAM KUBOTA Corporation Co., Ltd. (Headquarters) (Thailand) 
reduced waste by increasing the lifespan of cutting oil used in the 
engine manufacturing process. 	
 The plant manufactures diesel engines and cultivators. As in the 
engine manufacturing process, cutting oil is used during component 
processing. It is necessary to be replaced periodically to maintain 
processing quality and prevent odor. In the past, the appearance of 
bacteria in the cutting oil and degradation affected cutting oil usage 
being limited to six months. Cutting oil waste accounted for approx-
imately 40% of total waste discharged at the plant.  
With the goal of reducing the substantial amount of waste gener-
ated at the plant, we conducted joint research with a Thai research 
institute into extending the cutting oil lifespan. As a result of the 
research, we were able to successfully suppress bacteria using an 
enzyme-based biological approach. This has allowed us to use our 
cutting oil for up to 10 months, resulting in a 44% reduction in cutting 
oil waste compared to the previous fiscal year. It has also contributed 
to a 14% reduction in purchasing costs.
We will continue to contribute to the preservation of our environment 
through efforts aimed at reducing discharged waste.
Reducing the amount of waste discharge through  
the internal recycling of wasted casting sand
Kubota Keiyo Plant
VOICE
SIAM KUBOTA Corporation Co., Ltd. (Headquarters)
From left: Thitima Kruesri, Junnapa Srimuen, 
Laddawan Sriprangtong, Kanokpit Aunnapun, 
Supunnisa Jitaree, Supanee Nopparat, Pong-
sakorn Nualchavee, Phakamas Tamthirat
46
KUBOTA REPORT 2019
Environmental Report
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

Marine plastic pollution, used plastic that flows down rivers and waterways to be discharged 
along coasts and oceans, has become a global issue. The Kubota Group’s business sites pro-
mote the 3Rs and efforts to convert the plastic waste generated through their business activities 
into valuable resources.
As a Group company involved in the manufacture and sale of plastic pipes and couplings, 
Kubota ChemiX Co., Ltd. manufactures and sells recycled triple layer pipes and recycled foamed 
triple layer pipes made using recycled materials (rigid PVC pipe waste, PVC made of recycled 
couplings) to promote the effective use of resources. Meanwhile, Kubota Environmental Service 
Co., Ltd., a Group company involved in business activities related to construction, maintenance, 
and operations management of water and environmental facilities, provides engineering services 
for plastic to fuel facilities that pulverize and sort plastic waste for use as fuel.
The Kubota Group works to reduce the release of plastic through initiatives including the 
effective use of resources and reducing waste throughout the business value chain.
Plastic to fuel facility
Kubota Environmental Service Co., Ltd.
Reducing Plastic
The Kubota Keiyo Plant manufactures ductile iron pipes, at which 
time the steel scrap melting process generates a by-product (water 
granulated slag). Kubota uses soil conditioners made with this water 
granulated slag as a raw material to help grow natural grass on the 
rugby field used by the Kubota Spears rugby team.
Water granulated slag contains useful components like silicic acid 
that are desired by plants in the grass family, so has previously been 
recycled as a soil conditioner ingredient used on golf course lawns. 
Since September 2018, we have used this material to grow natural 
grass on the rugby field located on the grounds of the Kubota 
Keiyo Plant.
We will continue to use this material for the rugby field and will 
endeavor to further expand its reuse.
Practice 
Report
Recycling Water Granulated Slag
Soil conditioner made from water granulated slag as 
a raw material
Rugby field on which water granulated slag is used
47
KUBOTA REPORT 2019
Environmental Report
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

The type and the amount of waste generated from construction work vary depending on the type of work being done, resulting in fluctuation in 
the amount of discharge, and the recycling and reduction ratio. However, the Kubota Group maintains a high recycling and reduction ratio for specific 
construction materials.
Transformers, capacitors and other equipment containing polychlorinated biphenyls (PCB) are properly reported, stored and handled based on 
the Japanese Act on Special Measures concerning Promotion of Proper Treatment of PCB Wastes, and the Japanese Waste Management and 
Public Cleansing Act. Waste with a high concentration of PCB is being disposed of steadily, beginning with sites where PCB-treatment facilities are 
available. Waste with a low concentration of PCB will be properly disposed of by the disposal deadline of March 2027.
PCB-containing equipment in storage is thoroughly managed by multiple means, such as the locking of storage cabinets, periodic inspection, 
and environmental audits.
Trends in Discharge, and Recycling and Reduction Ratio of Construction Waste, Etc. (Japan)
*	Recycling and reduction ratio = [Sales of valuable resources + Resource recycling (including heat recovery) + Volume of reduction] /Amount of construction waste, etc. discharged (including sales 
amount of valuable resources) x 100 (%)
Waste, etc. Generated from Construction Work
Handling and Storage of Equipment Containing PCB (in Japan)
75
60
45
30
15
0
(kilotons)
100
80
60
40
20
0
(%)
2014
2015
2016
2017
95.4
89.0
83.7
99.4
99.5
99.5
94.4
99.4
2018 (RY)
93.7
99.3
Amount of construction waste, etc. discharged
Recycling and reduction ratio* 
(Speciﬁc construction materials) (scale on the right)
Recycling and reduction ratio* 
(All construction waste, etc.) (scale on the right)
54
46
36
44
41
48
KUBOTA REPORT 2019
Environmental Report
For the calculation method of each item of environmental data, see the Calculation Standards of Environmental Performance Indicators (p.93).
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

Total water
consumption
4.88 million m3
(RY2018)
Common
2%
Water & 
Environment
63%
Farm & 
Industrial 
Machinery
35%
Europe
3%
The Americas
10%
Total water
consumption
4.88 million m3
(RY2018)
Japan
77%
Asia & 
Oceania
10%
Groundwater
3%
City water
97%
Total water
consumption
1.10 million m3
(RY2018)
Total water
consumption
3.78 million m3
(RY2018)
Groundwater
25%
City water
75%
Trends in Total Water Consumption and Consumption per Unit of Sales 
Water Consumption in the Business Sites
In RY2018, water consumption was 4.88 million m3, an increase of 8.2% compared to the previous reporting year. Additionally, water consump-
tion per unit of sales worsened by 2.3% compared to the previous reporting year. These changes were mainly due to the increased water usage as 
a result of the increased production volume at cast iron production sites in Japan.
*	Water consumption per unit of consolidated net sales. The Kubota Group adopted International Financial Reporting Standards (IFRS) instead of accounting principles generally accepted in the 
United States of America from RY2018.
 Japan
 Overseas
<SDGs related to this section>
The Environmental Outlook to 2050 (2012) produced by the Organization for Economic Co-operation and Development (OECD) reports that 
during the period between 2000 and 2050, global demand for water will increase by approximately 55%, and over 40% of the global population 
will be living in river basins under severe water stress.
The Kubota Group sees conserving water resources as one of its materiality, and has been advancing initiatives to promote the effective utiliza-
tion of water resources and to address water risks, such as the reduction of water consumption by promoting water saving and wastewater 
recycling, and the proper management of wastewater treatment and wastewater quality. Production sites promote measures not to cause adverse 
effects on local ecosystems and the lives of local residents, taking into consideration the status of water stress in the respective regions.
Conserving Water Resources
Water Consumption by Region 
Water Consumption by Type 
Water Consumption by Business
Water consumption (overseas)
Water consumption (Japan)
Water consumption per unit of sales* 
(scale on the right)
7
6
5
4
3
2
1
0
(million m3)
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0
(m3/million yen)
(RY)
2014
2015
2016
3.82
1.05
4.87
3.82
1.23
5.05
3.66
1.20
4.86
3.44
1.07
4.51
2017
2.58
3.07
3.06
3.78
1.10
2018
2.64
3.04
4.88
49
KUBOTA REPORT 2019
Environmental Report
For the calculation method of each item of environmental data, see the Calculation Standards of Environmental Performance Indicators (p.93).
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

In conjunction with the construction of a new factory that 
went into operation in November 2017, Kubota Agricultural 
Machinery (Suzhou) Co., Ltd. (KAMS) (China) reviewed its water 
treatment systems in order to promote the reuse of wastewater 
emitted from its production processes.
KAMS manufactures tractors, combine harvesters, and rice 
transplanters. During the coating process for tractors and other 
vehicles, KAMS uses large amounts of water to remove 
contaminants from the surface and to clean the vehicles, 
a required step for rustproofing. Before the improvement, the 
wastewater emitted from these production processes was 
discharged outside the factory after being treated for 
industrial waste and undergoing wastewater treatment.
In light of the need to comply with increasingly tight wastewater regulations, KAMS made a full review of its water 
treatment systems in conjunction with the construction of the No. 2 Factory, and has since introduced regenerative 
treatment systems that enable the reuse of process wastewater from the entire factory. In addition, KAMS 
introduced a system that can recover the water contained in the treated wastewater sludge through evaporation 
and reduced pressure dehydration, thereby enabling the recovery of a greater volume of reusable water. After 
regenerative treatment, the water is reused as cleaning water for the degreasing and chemical conversion 
treatments applied during the painting process. As a result, KAMS achieved “zero” process wastewater and in 
RY2018 succeeded in reducing approximately 14,300 m3 of industrial water used during its production processes.
KAMS practices pioneering activities as a way of reducing environmental loads, and was selected as one of the 
best 10 energy-saving and exhaust-reducing companies of 2017 from the Suzhou Industrial Park, with which 
KAMS is affiliated. By continuing to manufacture in ways that consider the environment, KAMS is contributing more 
deeply to conserving the global environment.
Measures to Reduce Water Consumption
The Kubota Group has established its Medium-Term Environmental Conservation Targets (p.36), and is working on the reduction of water 
consumption at its business sites. Its production sites, such as those in China, Thailand, Indonesia and the United States, have introduced 
wastewater treatment facilities or wastewater recycling systems utilizing technologies of the Kubota Group.
In 2018, we continued to implement daily activities such as raising employees’ awareness of saving water and conducting patrols to check water 
leakage. In addition, we installed water-saving valves and worked to improve methods of watering green areas. As a result of the efforts toward 
achieving the Medium-Term Environmental Conservation Targets 2020 for water consumption reduction, global production sites achieved a reduction 
of 172,000 m3 in RY2018 compared with the case where countermeasures were not implemented from the base year (RY2014). The economic 
effects of these measures reached 62 million yen compared to RY2014. Water consumption per unit of production in RY2018 improved by 13.4% 
compared to RY2014.
We will continue to promote the reduction of water consumption through initiatives to promote the 3Rs of water, such as conducting water-saving 
activities and promoting water recycling by using the Kubota Group’s technologies.
Controlling Wastewater
The Kubota Group has set its own control values that are stricter than the emission standards of relevant laws and regulations. In order not to 
allow the exceeding of standard values, the Kubota Group implements thorough daily management activities, such as monitoring the trends in water 
quality data and inspecting the wastewater treatment facilities.
Moreover, we control the amount of water discharge by reducing the amount of water consumption. In RY2018, the amount of wastewater 
discharge was 5.12 million m3 (3.62 million m3 into public water areas, 1.50 million m3 into sewage lines), an increase of 9.5% compared to the previous 
reporting year.
We will continue to reduce load on the local water environment through activities to manage water discharge and reduce water consumption.
*	The amount of wastewater discharge includes rain and spring water at some business sites.
Fully Recycling Wastewater from Production Processes and Achieving “Zero” 
Process Wastewater
Kubota Agricultural Machinery (Suzhou) Co., Ltd.
Environmental Management Department
Ye Kexiao (left), Zhu Zhiqiang (right)
VOICE
50
KUBOTA REPORT 2019
Environmental Report
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

Region, country
Water stress level / Water consumption (thousand m3) <number of sites>
High
High-Middle
Middle
Middle-Low
Low
Asia
Japan
91<3>
1,431<8>
1,613<8>
343<2>
0 
China
0
115<3>
0.3<1>
0 
0 
Indonesia
0
13<1>
0 
0 
0 
Thailand
0
0 
273<5>
0 
0 
Saudi Arabia
14<1>
0 
0 
0 
0 
Europe
Russia
0
0.5<1>
0 
0 
0 
Norway
0
0 
0 
0 
25<1>
Denmark
0
0 
0 
0 
40<1>
Netherlands
0
0 
0 
11<1>
0 
Germany
0
0 
9<1>
4<1>
0 
France
0
3<1>
0 
0 
1<1>
Italy
0
12<1>
0 
0 
0 
North America
Canada
0
0 
0 
0 
287<1>
United States
29<6>
0 
124<2>
0 
0 
Total
134<10>
1,576<15>
2,019<17>
358<4>
354<4>
Results of the Survey on Water Stress of Production Sites (RY2018)
In order to identify the risks related to the use of water resources and find effective responses to such water risks, the Kubota Group conducts 
surveys concerning water stress* for all of its production sites.
The results of a survey on water stress of a total of 50 sites in 14 countries using Aqueduct (water risk assessment tool developed by the World 
Resource Institute (WRI)) are as follows:
Survey on Regional Water Stress
*	Water stress refers to the state where the annual water availability per capita is less than 1,700 tons and people feel inconvenience in their daily life. Water stress in this survey is the water stress 
for each river basin, which is calculated based on the ratio of water intake to the amount of available water resources. (World Resources Institute (WRI))
The survey results showed that there are 10 production sites with 
“High” level of water stress which are located in the Osaka Bay area, 
Tokyo Bay area, Okinawa, Saudi Arabia, and the Midwest area of the 
United States. The amount of water consumption by these sites 
accounts for approximately 3% of the total. Subsequently, there are 15 
production sites located in Japan, China, and Indonesia, with a few in 
Europe, that fall into the “High-Middle” level category. The amount of 
water consumption by these sites accounts for approximately 36% of 
the total. The survey revealed that half of all production sites fall under 
the “High” or “High-Middle” water stress level categories and that 
these sites account for approximately 38% of water consumption.
In light of the fact that much of the water used for its production 
activities is taken in areas with relatively high levels of water stress, the 
Kubota Group implements measures to reduce water risk, including 
reducing water consumption and properly managing wastewater. The 
Group will also conduct water stress surveys in each case for the water 
areas around new sites that are scheduled for construction as part of 
the Group’s more globally oriented business growth.
Water Consumption by Water Stress Level
Total water 
consumption at 
production sites
4.44 million m3
(RY2018)
3%
8%
8%
45%
36%
High 
High-Middle 
Middle 
Middle-Low 
Low 
51
KUBOTA REPORT 2019
Environmental Report
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

Trends in VOC Emissions and Emissions per Unit of Sales 
The World Summit on Sustainable Development (WSSD) held in 2002 adopted a resolution that chemical substances would be managed 
in such a manner as to minimize the impact of the chemical substances on human health and the environment, and relevant regulations 
therefore have been formulated by each member country.
The Kubota Group sees controlling chemical substances as one of its materiality, and has been advancing initiatives toward reducing the 
burden on the environment from chemical substances, including the reduction of VOCs (volatile organic compounds) generated in coating 
processes at production sites, as well as the replacement of fluorocarbons and the prevention of leakage.
Controlling Chemical Substances
VOC Emissions
In RY2018, VOC emissions were 597 tons, a decrease of 6.9% compared to the previous reporting year. Additionally, the VOC emissions per unit 
of sales improved by 11.7% compared to the previous reporting year. These achievements were mainly due to the use of improved VOC emissions-
reduction equipment and low-solvent paints as well as the closure of an overseas production site.
*1	VOCs comprise the six substances that are most prevalent in emissions from the Kubota Group: xylene, toluene, ethylbenzene, styrene, 1,2,4-trimethylbenzene, and 1,3,5-trimethylbenzene.
*2	VOC emissions per unit of consolidated net sales. The Kubota Group adopted International Financial Reporting Standards (IFRS) instead of accounting principles generally accepted in the United 
States of America from RY2018.
VOC Emissions by Region
VOC Emissions by Business
<SDGs related to this section>
533
253
786
538
260
798
460
243
703
420
221
641
425
172
597
496
484
441
366
323
1,250
1,000
750
500
250
0
(tons)
(kg/billion yen)
VOC emissions*1 (overseas)
VOC emissions*1 (Japan)
VOC emissions per unit of sales*2 
(scale on the right)
500
400
300
200
100
0
2014
2015
2016
2017
2018
(RY)
Total VOC 
emissions
597 tons
(RY2018)
Water & Environment
40%
The 
Americas
0.01%
Europe
4%
Asia & Oceania
25%
Japan
71%
Total VOC
emissions
597 tons
(RY2018)
Farm & 
Industrial 
Machinery
60%
For the calculation method of each item of environmental data, see the Calculation Standards of Environmental Performance Indicators (p.93).
52
KUBOTA REPORT 2019
Environmental Report
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

Measures to Reduce VOCs
The Kubota Group has established its Medium-Term Environmental Conservation Targets (p.36) and is working on the reduction of VOC 
emissions from its business sites. The Group has been promoting the risk management of chemical substances handled at production sites and the 
reduction of VOC-containing materials, such as paint and thinner.
In RY2018, the Kubota Group improved the painting efficiency by setting the pressure of paint guns and adjusting nozzle diameter. Also the 
Group initiated the reduction of VOC usage by substituting to VOC-free materials and recycling used thinner. Kubota Agricultural Machinery (Suzhou) 
Co., Ltd. (China) has started using VOC-free water-soluble paints to reduce VOC usage.
As a result of the efforts toward achieving the Medium-Term Environmental Conservation Targets 2020 for VOC reduction, global production sites 
achieved a reduction of 86 tons in RY2018 compared with the case where countermeasures were not implemented from the base year (RY2014). 
The economic effects of these measures reached 81 million yen compared to RY2014. VOC emissions per unit of production in RY2018 improved 
by 33.5% compared to RY2014.
We will continue to promote the reduction of VOC emissions by introducing exhaust treatment equipment that is conscious of compliance with 
laws and the reduction of impacts on neighborhoods, in addition to the efforts to stop the use of VOC-containing paint and thinner or replace them 
with substitutes.
 Japan
 Overseas
VOC Emissions by Substance
Reduction in VOC Usage by Improving Painting Processes
VOICE
SIAM KUBOTA Corporation Co., Ltd. (Amata Nakorn) (Thailand) has 
reduced VOC consumption by improving painting processes.
The Amata Nakorn Plant manufactures tractors and combine harvesters. 
Of the four painting lines for products, the combine harvester paint line 
accounts for roughly 70% of the total paint consumed by the plant. Higher 
output of combine harvesters was leading to more paint being used 
during coating.
Amid efforts to cut painting time in response to higher production, the 
usual painting processes were causing excess paint application and painting 
defects. To solve these problems, we switched to a new paint to improve 
coating efficiency, and also adjusted the size of spray nozzles along with the 
air and spraying pressures. As a result of these improvements we were able 
to reduce excess paint application along with the reduction of paint defects, 
and also reduce the amount of VOC usage by approximately 32% as 
compared to the previous fiscal year.
The Amata Nakorn Plant will continue to reduce VOC usage, thereby 
further contributing to the conservation of the global environment.
SIAM KUBOTA Corporation Co., Ltd.
(Amata Nakorn)
From left:
Teetuch Leelapornpisit, 
Udom Samranjai, 
Pullop Chotipaporn, 
Boonyanuch Suviwattananphandee, 
Sungkom Bualerng, 
Boonmee Duangkam, 
Panya Chomthong
Toluene
23%
Total VOC
emissions
425 tons
(RY2018)
Styrene
7%
Ethylbenzene
24%
1,3,5-
trimethylbenzene
1%
1,2,4-
trimethylbenzene
3%
Xylene
42%
Ethylbenzene
4%
Others (Styrene, 
1,2,4-trimethylbenzene, 
1,3,5-trimethylbenzene)
0%
Total VOC
emissions
172 tons
(RY2018)
Xylene
86%
Toluene
10%
For the calculation method of each item of environmental data, see the Calculation Standards of Environmental Performance Indicators (p.93).
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GOVERNANCE
ENVIRONMENT

The Kubota Group has set its own control values that are stricter than the emission standards of relevant laws and regulations. In order not to 
allow the exceeding of standard values, the Group implements thorough daily management activities, such as monitoring operation of the smoke 
and soot-generating facilities and inspecting the dust-collecting equipment.
The amounts of emissions of air pollutants in RY2018 were 9.4* tons for SOx (down by 46.2% from the previous year), 54.2 tons for NOx (down 
by 21.2%), and 9.8 tons for soot and dust (down by 55.2%). We will continue to reduce emissions of air pollutants through initiatives such as controlling 
sources by fuel conversion and maintaining dust-collecting equipment.
*	If sulfur contained in the slag managed onsite at end of year (December 31, 2018) by some sites in Japan is included, SOx emissions for RY2018 amounted to 7.3 tons.
Release and Transfer of PRTR-designated Substances
Control of Ozone-depleting Substances
Emissions of Air Pollutants
In RY2018, a total of 598 tons of substances stipulated in the PRTR Law* were released and transferred, a decrease of 5.5% compared to the 
previous reporting year. Additionally, the release and transfer per unit of sales improved by 10.5% compared to the previous reporting year. Similar 
to reduction of VOC emissions, the Group is promoting the ongoing measures to reduce the PRTR-designated substances.
*	Act on Confirmation, etc. of Release Amounts of Specific Chemical Substances in the Environment and Promotion of Improvements to the Management Thereof
The Kubota Group prohibits specified CFCs, which are ozone-depleting substances, from being contained in products or added*1 in manufacturing 
processes of products. In Japan, replacement of materials containing dichloropentafluoropropane with substitute materials was completed during 
RY2016, and no ozone-depleting substances subject to notification under the PRTR Law*2 are handled and released at present.
In Japan, CFCs that are used in air-conditioners and refrigerating or freezing equipment as refrigerant, are thoroughly managed to control leakage, 
in accordance with the standards specified by the Fluorocarbons Emission Control Law.*3
*1	For HCFC, intentional adding in products as refrigerant or heat insulator is prohibited.
*2	Act on Confirmation, etc. of Release Amounts of Specific Chemical Substances in the Environment and Promotion of Improvements in the Management Thereof
*3	Act on the Rational Use and Proper Management of Fluorocarbons
Trends in Release and Transfer of PRTR-designated Substances, and Release and Transfer per Unit of Sales (Japan)
*1	Total amount of reported substances that are handled at each site (annual volume of 1 ton or more (or 0.5 tons for Specific Class I designations))
*2	Release and transfer of PRTR-designated substances per unit of consolidated net sales. The Kubota Group adopted International Financial Reporting Standards (IFRS) instead of accounting 
principles generally accepted in the United States of America from RY2018.
For the calculation method of each item of environmental data, see the Calculation Standards of Environmental Performance Indicators (p.93).
1,250
1,000
750
500
250
0
(tons)
500
400
300
200
100
0
(kg/billion yen)
2014
2015
2016
537
218
755
543
228
771
463
172
635
422
210
632
2017
476
467
398
361
428
170
598
2018
(RY)
323
Transfer*1
Release*1
Release and transfer of PRTR emissions 
per unit of sales*2 (scale on the right)
54
KUBOTA REPORT 2019
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For the calculation method of each item of environmental data, see the Calculation Standards of Environmental Performance Indicators (p.93).
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

Business site
Substance
Measured groundwater value
Environmental standard
Tsukuba Plant
Trichloroethylene
Non-detected (less than 0.0001 mg/L)
Less than 0.01 mg/L
Utsunomiya Plant
Trichloroethylene
Non-detected (less than 0.001mg/L)
Less than 0.01 mg/L
Monitoring Groundwater
Reduction of Chemical Substances Contained in Products
Results of groundwater measurements conducted on the premises of the business sites that used organic chlorine-based compounds in the 
past are as shown below.
The Kubota Group has set rules for identifying and properly managing chemical substances in products in order to comply with REACH Regulations* 
in Europe and other chemical substance regulations.
Since 2010, chemical substances in products have been classified as one of the three following categories and managed appropriately. With 
cooperation from our suppliers, we investigate chemical substances in products on a global basis.
*	The European Union (EU) Regulations for Registration, Evaluation, Authorization and Restriction of Chemicals
 Three Control Levels
1. Substances to be Prohibited: Should not be contained in products
2. Substances to be Restricted: Should not be contained in products under certain conditions and applications
3. Substances to be Controlled: Presence in products should be recognized
Groundwater monitoring (RY2018)
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GOVERNANCE
ENVIRONMENT

Analysis of Environmental Loads in the Product Life Cycle
The Kubota Group handles a diverse range of products, from agricultural and construction machinery to pipe systems and water treatment 
equipment. As part of its product environmental assessment, the Group conducts life cycle assessment (LCA) for its major products to determine 
the amount of greenhouse gas emissions over each product life cycle.
Greenhouse gases emitted in the use stage account for around 90% in the life cycle of agricultural tractors, while gases emitted in the manufac-
turing and construction stage account for around 90% in ductile iron pipes. Thus the frequency and scale of environmental loads in the life cycle vary 
depending on the product type. The Kubota Group enhances its environment-friendly products and services by reflecting the results of the analysis 
of environmental loads in the product life cycle in its environment-friendly design development.
Major Initiatives to Ensure Environment-friendliness
Results of LCA: Proportions of Greenhouse Gases
*1	LCA results for tractors were calculated based on the assumption of towing and transporting 
work for 5,000 hours by the M9540DTHQ-EC agricultural tractor in France.
*2	LCA results for ductile iron pipes were calculated based on the data reported in the “Study on 
Piping Technologies for Sustainable Water Supply Service” (Japan Water Research Center). 
The proportions of raw material procurement, manufacturing, and product transportation 
were determined according to Kubota’s CO2 emissions data.
Environmental Considerations in the Product Life Cycle
<SDGs related to this section>
The Kubota Group is contributing to protecting the global environment and solving social issues in the food, water and living environment 
fields through the provision of environment-friendly products and services. The Group conducts environmental assessment of products in the 
design and development stages, and promotes environment-friendliness over the entire product life cycle, from the procurement of raw 
materials to the disposal of products. The Group internally certifies exceptionally environment-friendly products as Eco-Products, and is 
working to expand its lineup of certified products.
Expanding Environment-friendly  
Products and Services
Design and development
Raw materials and
parts procurement
Production
Distribution
Construction
Use
Disposal
• Product environmental assessment to ensure environment-friendly design
• Internal certiﬁcation of Eco-Products
• Green procurement
• Global procurement (optimal regional procurement)
• Collecting/recycling of used products
• Proper disposal
• Reduction of waste and loss in the use of energy and other resources
• 3Rs for waste and water resources, use of recycled materials
• Reduction of VOC emissions, replacement of organic solvents with substitutes
• Improving loading efﬁciency
• Modal shift
• Reduction of packing materials
• Improving efﬁciency and saving labor for construction work
• Shortening of construction period
• Reduction of resources used for construction
• Reduction of fuel consumption
• Improving efﬁciency and saving labor for work and management
• Improving ease of maintenance, extending product life
• Reduction of exhaust gas
• Reduction of noise, vibration
0%
20%
40%
60%
80%
100%
Tractors*1
Ductile iron pipes*2
Parts manufacturing 5%
Assembly 1%
Product transportation 1%
Use 93%
Disposal 0%
Raw material procurement 9%
Product manufacturing 36%
Product transportation 1%
Construction 53% Disposal 0%
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ENVIRONMENT

Initiatives to Ensure Environment-friendliness in Combine Harvesters
Combine harvesters are farming machinery to harvest crops such as rice or wheat. Catering to customer requirements, the Kubota Group 
develops various combine harvesters suited to different crop and regional characteristics.
 Conserve Resources over Product Life Cycle with  
DC-70G Combine Harvester
With the DC-70G combine harvester aimed at Southeast Asia and other developing countries, 
the durability of major parts has been enhanced to cut replacement frequency in the usage phase. 
Other improvements help to increase the potential acreage harvested per hour by increasing 
harvesting efficiency.
Over the combine harvester product lifecycle from machine production to customer usage and 
end-of-life disposal, these improvements contribute to conservation of resources by reducing the 
amount of materials required per hectare of harvested land by approximately 15% compared 
with the previous model (DC-68G).
*	Lifecycle product weight is defined as the total weight of the combine harvester and all the major replacement parts needed during usage
Examples of Initiatives to Ensure Environment-friendliness
[1] Improvement of Durability on Major Replacement Parts
More durable major replacement parts such as crawlers and track rollers cut the replacement frequency, reducing lifecycle product weight by 
5%. This approach also reduced the parts purchase cost and replacement work time.
Major Replacement Parts with Improved Durability
Major replacement parts
Extend product life 
(compared to the previous model)
Development points
Crawler
Approx. 1.5 times
Less contact pressure with track rollers, thicker design, etc.
Track roller
Approx. 1.3 times
Less contact pressure with crawler, thicker design, introducing heat-processing, etc.
Crawler
Track roller
Resources Input per Hectare of Harvested Land Over Product Life Cycle and Comparison with Previous Model
Combine harvester DC-70G
MM
M
M
MM
MM
M
M
MM
Hectares of harvested
land over product life cycle
Resources input per hectare of 
harvested land over product life cycle
Previous model
DC-70G
Lifecycle product weight*
Resources input in
production phase
Resources input in
usage phase
Resources input in
production phase
Resources input in
usage phase
Crawlers
Track rollers, other parts
Crawlers
Track rollers, other parts
5% decrease
11% increase
15% decrease
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ENVIRONMENT

[2] Improvement of Harvesting Efficiency
Harvesting operations are more efficient, with a broadened cutting width and enlarged grain tank enabling harvesting of more hectares per hour. 
The fuel consumption is reduced to the conventional level.
Main Improvements to Increase Harvesting Efficiency
Improved point
Compared to the 
previous model
Effect on harvesting efficiency
Cutting width
3.8% wider
The 2,075-mm cutting width can harvest 3.8% more at the same machine speed
Grain tank
(storage tank for harvested grain)
70% bigger
The frequency of emptying* harvested grain is reduced, and 
 long continuous work is possible
*	Emptying a full grain tank generally means stopping harvesting operations and moving the combine harvester to a footpath to empty the tank.
Cutting width
Large-capacity grain tank
Diagram of Lower Replacement Frequency
Diagram of Lower Lifecycle Product Weight
DC-70G
Previous
model
Machine weight
Lifecycle product weight
increase 3%
decrease 5%
Fewer
resources
used!
DC-70G
Previous model
Previous
model
DC-70G
Purchase
Disposal
Replaced
Replaced
Crawler
Track roller
Track roller
Crawler
Lower
replacement
frequency
Longer continuous
usage!
Less cost/time for
parts replacement!
While the machine is heavier due to its improvement of durability and harvesting efficiency, the lifecycle product weight 
including major replacement parts is less than previous model.
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Initiatives to Ensure Environment-friendliness in Plastic Pipes
Plastic pipes play a key role in society in a variety of critical applications, for example water supply, sewage, agriculture water, and building utilities.
 Initiative to Ensure Environment-friendliness in Sewage-related Products at Each Stage of the Life Cycle
Efforts to save energy and resources at each lifecycle stage involve the development of products and engineering methods with superior workability.
[1] Ribbed Pipe
VU pipe which is made from unplasticized polyvinyl chloride (PVC-U) and has thin wall is very popular in Japanese 
sewage system, since they are low costs, durable and easy to install.
Ribbed pipes supplied by the Kubota Group differ from standard PVC-U pipes because they are thinner but are pro-
tected by circular outer ribs. They make the pipes lighter and easier to handle, while ensuring high flatlening strength,* and 
they contributes to conserving resources.
*	Ability to resist deformation under pressure
Environmental Contribution of Ribbed Pipes at Each Lifecycle Stage
Lifecycle
Product feature
Environmental contribution
Production
Thin-walled
•	Amount of plastic raw material: resin, reduced to about two-thirds (compared to the Kubota 
Group's PVC-U pipes).
Installation
Lightweight
•	Reducing need for heavy machinery to transport, 	
 
leading to low consumption.
Superior flatlening 
strength
(approx. 1.5–2.0x 
the Kubota Group's 
PVC-U pipes)
•	Shallower installation, reducing need for heavy machinery and fuel consumption.
Ribbed structure
•	Besides sand or gravel, resource recycling material such as recycled sand and gravel, and sludge 
molten slag can be used as base materials.
Usage
Ribbed structure
(with gravel base 
material)
•	Using a porous material such as gravel as the base 
material can reduce the surge of groundwater 
pressure due to ground liquefaction during an 
earthquake, preventing pipe upheaval, breakage 
or disconnection.
Disposal
Recyclability
•	A recycling system to improve the recycling rate of ribbed plastic pipes has been constructed by 
the Plastic Rib Pipe Association.
Outer ribbed structure
Carrying ribbed pipes
Ground liquefaction countermeasures by ribbed pipe
Installation of ribbed pipe
Base materials
PVC-U pipe + sand base
Ribbed pipe + aggregate base
Possible base materials for ribbed pipe
Recycled gravel
Recycled sand
Sludge molten slag Coal ash (clinker ash)
Improved soil
Rising water 
pressure pushes 
pipeline up
Water passes through 
porous layer, preventing 
pressure increase and 
suppressing pipeline floating
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ENVIRONMENT

[2] Pipeline Renovation Methods
Around 3% of Japan’s sewage pipe network (about 470,000 km at end-March 2017*) is older than its standard 50-year operating life. This figure 
is forecasted to increase rapidly, to about 12% in 10 years and about 30% in 20 years.
The Kubota Group uses the proprietary non-open-wt method “EX” or “Danby” pipeline renovation methods to insert unplasticized polyvinyl 
chloride pipe materials into the existing pipe via manholes to renovate the pipe network. This approach helps save energy and materials.
*	Source: Ministry of Land, Infrastructure, Transport and Tourism website
Environmental Contribution of Pipeline Renovation Methods at Each Lifecycle Stage
Lifecycle
Product feature
Environmental contribution
Installation
No open-wt 
required
•	Less need for heavy excavation machine, reducing fuel consumption
•	No excavated wastes generated
•	Less local traffic disruption
[EX method]
EX pipe is inserted into existing pipe, using steam to expand a pipe and create a seamless contact.
Note: For nominal diameters of 150–600 mm (single pipe 150–400 mm, dual-layer pipe 150–600 mm)
[Danby method]
Spiral-wound unplasticized polyvinyl chloride strips are installed into the existing pipe using a 
specialized machine and pieced together with joint materials (Joiner).
Note: For large-scale pipes with nominal diameters of 800–3,000 mm
Usage
High seismic 
resistance
•	Proprietary joint material (SF joiners) with the 
midsection and flexible section help absorb and 
can flexibly cope with any bending or deformation 
caused by an earthquake.
Extend product life
•	Renovates corroded pipe sections, extending product life by further 50 years.
Operation with a pipe re-liner
SF joiner deformation in an earthquake
(Diagram)
Pipe warmer
EX pipe
Boiler/compressor
Plug
Plug
(Diagram)
Spacer
Pipe re-liner
Strip feeder
Joiner
Strip
Normal
Level 1 
tremor
Level 2 
tremor
Flexible section functions the same as PVC
Up to
1.0°
of flexion
Existing  
pipe
Existing 
pipe
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KUBOTA REPORT 2019
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GOVERNANCE
ENVIRONMENT

Initiatives to Ensure Environment-friendliness in Agricultural Water Product
We contribute to reduction of water consumption and abnormal weather impact by using pipelines for agricultural water and water 
management systems.
[1] Using Pipelines for Agricultural Water Supply
Conventional open water channels require considerable maintenance, such as keeping grass 
under control and water channels clear. Over time, aging water channels can also leak and lead 
to ineffective water outflow.* Natural pressure pipelines made with our PVC-U pipes and related 
products minimize maintenance work and reduce water consumption.
The Kubota Group’s range of PVC pipes and joints, valves, air valves and other products are 
used widely in Japan’s network of roughly 7,500 km of agricultural pipelines.
*	Occurs when water flows into fields even when water is not required.
Environmental Contribution of Pipelines
Item
Reduce water consumption
Respond to abnormal weather conditions
Details
Leaks and ineffective outflow are less likely to occur, ensuring 
reliable supply of water at the required volume and the required 
time.
During droughts, water supply controlling is used to supply 
only the shortfall in water; during heavy rain, the valves and 
overflow outlets controlling is used to manage water as 
appropriates.
[2] WATARAS* – Farm Water Management System
WATARAS is Japan’s first farm water management system that allows users to remotely and automatically control water inflow and outflow for 
rice fields and monitor water levels with a smartphone or PC.
At Japan’s National Agriculture and Food Research Organization (NARO), where the system underwent testing, WATARAS helped to cut water 
consumption and reduced time spent on water management by roughly 80%. Water management typically accounts for around 30% of all working 
hours in rice cultivation.
*	System developed by Kubota ChemiX Co., Ltd. using technology proposed and developed by national research and development agency NARO as part of a Strategic Innovation Promotion 
Program (SIP) to create next-generation agricultural technology.
Environmental Contribution of WATARAS
Item
Reduce water consumption
Respond to abnormal weather conditions
Details
Reduces water consumption by around 50% during the period 
from sprouting season to harvesting season.
During torrential downpours and other short periods of heavy 
rain that raise the risk of river flooding, farmers can remotely 
increase paddy field water level to temporarily hold water in 
fields.
Open water channels
Loss (leaks)
Loss (evaporation)
Loss (leaks)
Pipeline
Pipes being buried in an open water channels
< WATARAS Overview >
Relay 
equipment
Sensing data
Electrical 
actuator
Electrical 
actuator
Water level 
sensor
Control signal
Datacenter
Control signal
Clouds
Outflow
Inflow
A
B
Smartphone 
control
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GOVERNANCE
ENVIRONMENT

Major Initiatives to Ensure Environment-friendliness by  
Product Group
Farm & Industrial Machinery
C
R
W
Ch
B
Tackling Climate Change
Working towards a Recycling-based Society
Conserving Water Resources
Controlling Chemical Substances
Conserving Biodiversity
Product group
Major initiatives to ensure environment-friendliness
Life cycle
Procurement
production
Distribution
Construction
Use
Disposal
Tractor
Reducing the number of parts
R
Reducing environmentally hazardous substances contained in paint
Ch
Reducing fuel consumption by improving loading efficiency in product transportation
C
Reducing fuel consumption by introducing an energy-saving mode
C
Conforming to exhaust gas regulations
Ch
Reducing noise, vibration
B
Indicating parts materials, providing information on points to be noted for disposal
R
Rice transplanter
Reducing environmentally hazardous substances contained in paint
Ch
Reducing fuel consumption by improving loading efficiency in product transportation
C
Reducing fuel consumption by introducing an energy-saving mode or a multiple-function 
capacity to simultaneously perform five farming operations
C
Reducing seedling cultivation-related materials by sparse planting or dense-sown 
seedling transplantation, and a straight-line maintenance function
R
Conforming to exhaust gas regulations
Ch
Indicating parts materials, providing information on points to be noted for disposal
R
Combine harvesters
Reducing the number of parts and weight
R
Reducing environmentally hazardous substances contained in paint
Ch
Reducing fuel consumption by improving loading efficiency in product transportation
C
Reducing fuel consumption by introducing an energy-saving mode
C
Reducing fuel consumption with improved reaping accuracy by horizontal control of 
the vehicle body
C
Conforming to exhaust gas regulations
Ch
Reducing noise, vibration
B
Indicating parts materials, providing information on points to be noted for disposal
R
KSAS 
(Kubota Smart Agri System)
Reducing fuel consumption per unit yield of agricultural machinery by improving farm 
work efficiency and increasing yield
C
Proper fertilizer application to prevent excessive fertilizers from flowing downstream
W
Facilitating self-maintenance and reducing mechanical troubles by monitoring the 
operation status of agricultural machinery
R
Cultivators
Reducing environmentally hazardous substances contained in paint
Ch
Reducing fuel consumption by improving loading efficiency in product transportation
C
Reducing CO2 emissions by electrification
C
Achieving zero CO2 emissions by electrification
Ch
Conforming to exhaust gas regulations
Ch
Reducing noise, vibration
B
Indicating parts materials, providing information on points to be noted for disposal
R
Riding mowers
Reducing environmentally hazardous substances contained in paint
Ch
Reducing fuel consumption by improving loading efficiency in product transportation
C
Reducing fuel consumption by introducing a unique mowing method to alleviate 
power load
C
Conforming to exhaust gas regulations
Ch
Indicating parts materials, providing information on points to be noted for disposal
R
Utility vehicles
Reducing fuel consumption by improving loading efficiency in product transportation
C
Conforming to exhaust gas regulations
Ch
Indicating parts materials, providing information on points to be noted for disposal
R
Reducing RoHS-designated substances
Ch
Agricultural-related products
(color sorter, rice-milling machine, 
etc.)
Reducing the number of parts and weight
C
Reducing air consumption necessary for sorting of defective rice by improving the air 
injection accuracy of color sorters
C
Reducing power consumption of electronic circuits
C
Reducing power consumption of improved thermal insulation efficiency of 
low-temperature brown rice storage container
C
Reducing the noise of rice-milling machines
B
Indicating parts materials, providing information on points to be noted for disposal
R
Reducing RoHS-designated substances
Ch
Engines
Reducing fuel consumption by improving combustion efficiency and reducing losses
C
Accepting bio diesel/gasoline
C
Conforming to exhaust gas regulations
Ch
Reducing noise, vibration
B
Reducing RoHS-designated substances
Ch
Construction machinery
Reducing environmentally hazardous substances contained in paint
Ch
Reducing fuel consumption by improving loading efficiency in product transportation
C
Reducing fuel consumption by introducing an energy-saving mode
C
Conforming to exhaust gas regulations
Ch
Reducing noise, vibration
B
Indicating parts materials, providing information on points to be noted for disposal
R
Reducing RoHS-designated substances
Ch
Precision machinery
(Measuring instruments)
Reducing the number of parts and weight
R
Reducing fuel consumption by improving loading efficiency in product transportation
C
Reducing power consumption of electronic circuits
C
Reducing the amount of waste batteries by introducing energy-saving measuring 
instruments
R
Reducing RoHS-designated substances
Ch
Air-conditioning equipment
Using recycled resin
R
Reducing power consumption by installing a heat pump and a highly efficient motor
C
Easier maintenance by reducing the number of parts and adopting designs that are 
easy to disassemble
R
Providing information on points to be noted for disposal
R
Reducing RoHS-designated substances
Ch
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Water & Environment
Product group
Major initiatives to ensure environment-friendliness
Life cycle
Procurement
production
Distribution
Construction
Use
Disposal
Ductile iron pipes
Reducing weight by thinning pipes or changing the structure of couplings
R
Reducing VOC by changing the paint for the inner surface
Ch
Reducing fuel consumption by improving loading efficiency in product transportation
C
Reducing the width of the excavation groove by reducing the insertion force at the 
time of jointing couplings to decrease the number of items necessary for jointing
C
Reducing polyethylene sleeves by improving anti-corrosion performance
R
Improving maintenance performance by introducing a coupling structure with 
reduced insertion force or reducing the number of parts
R
Extending product life by improving anti-corrosion performance and introducing 
earthquake-resistant couplings
R
Plastic pipes
Reducing chemical substances specified under the technical standards based on  
the Water Supply Act
Ch
Reducing power consumption when joining pipes by a fusing process
C
Indicating parts materials, providing information on points to be noted for disposal
R
Valves
Reducing fuel consumption by improving loading efficiency in product transportation
C
Reducing the width of excavation grooves by reducing the insertion force at the time 
of jointing couplings to decrease the number of items necessary for jointing
C
Reducing polyethylene sleeves by improving anti-corrosion performance
R
Extending product life by improving anti-corrosion performance
R
Pumps
Reducing the cut amount during processing by introducing compact casings
C
Reducing the weight and volume by introducing compact and thinner casings
R
Reducing fuel consumption by improving loading efficiency in product transportation
C
Reducing power consumption by improving pump efficiency
C
Reducing RoHS-designated substances
Ch
Businesses related to water  
purification, sewage and wastewater 
treatment
(Condensation, dehydration, agitator, 
etc.)
Reducing weight and the number of parts by eliminating frames or introducing 
multi-function parts
R
Reducing the power consumption of dehydrators by downsizing hydraulic units, etc.
C
Reducing the power consumption by introducing agitating blades capable of efficient 
agitation with low power
C
Reducing the power consumption of fans by introducing a low-pressure membrane-type 
air diffuser
C
KSIS
Saving energy by the efficient operation of equipment through remote monitoring/
diagnosis using IoT
C
Extending equipment life by failure prediction using AI (under development)
R
Submerged membranes
Reducing weight and volume by reducing the weight per unit membrane area or the 
membrane filling rate
R
Reducing fuel consumption by improving loading efficiency in product transportation
C
Reducing power consumption per unit processing quantity by improving the  
membrane filtration performance and expanding the membrane-carrying area
C
Collecting/recycling of used membrane cartridges
R
Reducing RoHS-designated substances
Ch
Membrane-type methane  
fermentation units
Generating biogases by the methane fermentation of food waste and palm oil mill effluent
C
Reducing the volume of food waste
R
Wastewater treatment unit 
(Johkasou)
Using recycled resin
R
Reducing the weight and volume of purification tanks by improving the processing 
capacity per unit volume
R
Reducing fuel consumption by improving loading efficiency in product transportation
C
Reducing the amount of excavated soil at the time of burying by reducing volume
C
Reducing RoHS-designated substances
Ch
Steel pipes
Reducing fuel consumption by improving loading efficiency in product transportation
C
Reducing energy during construction by mechanical couplings
C
Reducing RoHS-designated substances
Ch
Ethylene thermal cracking pipes
Reducing the use of rare metals, using recycled rare metals
R
Reducing fuel consumption by improving loading efficiency in product transportation
C
Reducing fuel consumption necessary for decoking (maintenance) by changing the 
internal structure of pipes
C
Reducing RoHS-designated substances
Ch
Rolls
Using recycled rare metals
R
Reducing fuel consumption by improving loading efficiency in product transportation
C
Extending product life by improving the roll surface strength
R
Reducing RoHS-designated substances
Ch
C
R
W
Ch
B
Tackling Climate Change
Working towards a Recycling-based Society
Conserving Water Resources
Controlling Chemical Substances
Conserving Biodiversity
63
KUBOTA REPORT 2019
Environmental Report
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

The Pathway to Expanding Certified Eco-Products
Based on our internal certification system established for Eco-Products, the Kubota Group certified an additional 20 products in RY2018, 
including three (3) Super Eco-Products, bringing the total number of certified Eco-Products to 218. The sales ratio of Eco-Products was 58.6%. We 
will continue to carry out initiatives focusing on the development of environment-friendly products and expand our Eco-Products lineup.
Trends in No. of Eco-Product Certifications (Total)
Trends in Sales Ratio of Eco-Products  
*	The sales ratio of products that have fulfilled the internal requirements in our own Eco-Products 
Certification System
	 Sales ratio of Eco-Products (%) = Sales of Eco-Products / Sales of products (excluding 
construction work, services, software, parts and accessories) × 100
Eco-Products Certification Committee
The Eco-Products Certification Committee, chaired by the General Manager of the Manufacturing Headquarters, consists of the committee 
members elected from each Division, as well as the Research and Development Management Department and the Environmental Protection 
Department. Upon receiving an application from each Division for the certification of a product, the Committee examines the product’s adequacy as an 
Eco-Product and gives certification.
Regarding the Internal Certification System for Eco-Products
The Kubota Group’s internal certification system for Eco-Products was introduced to internally certify products with exceptional environmental 
friendliness. We evaluate products in accordance with matters related to the five basic items for environmental conservation in the Kubota Group’s 
environmental management, namely, “Tackling Climate Change,” “Working towards a Recycling-based Society,” “Conserving Water Resources,” 
“Controlling Chemical Substances,” and “Conserving Biodiversity,” and certify those products that satisfy our internal standards as Eco-Products.
We have also received third-party assurance for our “Sales Ratio of Eco-Products,” which is the ratio of sales generated by Eco-Products certified 
under our internal system.
Internal Certification System for Eco-Products
Super 
Eco-Products
Evaluation items
Five basic items for
 environmental conservation
Relationships
with SDGs
Products that have 
achieved outstanding 
environmental 
friendliness by being 
the ﬁrst of their kind, 
receiving high external 
evaluations, etc.
Eco-Products feature a label that shows 
their certiﬁcation as Eco-Products.
Products with high 
environmental 
friendliness that 
have fulﬁlled 
Kubota’s internal 
requirements
Example of an Eco-Product label
Reduced fuel consumption by xx%
(vs. Kubota XX model, RYXXXX)
• Tackling Climate Change
• Working towards 
a Recycling-based Society
• Conserving Water Resources
• Controlling Chemical
Substances
• Conserving Biodiversity
1. Energy saving (CO2 reduction)
Reducing energy consumption during production, transportation, construction and use, etc.
2. Resources saving
Reducing weight and volume, extending product life, etc.
3. Recycling
Using recycled materials and recycled rare metals, etc.
4. Reducing environmentally hazardous substances
Reducing RoHS-designated substances, reducing gas emissions, etc.
5. Information disclosure
Notes about energy-saving operations, recycling and disposal, etc.
Committee chair: General Manager of the Manufacturing Headquarters 
(Environmental Conservation Control Ofﬁcer)
Committee members: Division representatives, General Manager of the Research 
and Development Management Department, General Manager of the Environmental 
Protection Department
Secretariat: Research and Development Management Department, 
Environmental Protection Department
Eco-Products Certiﬁcation Committee
[Discussion, 
certiﬁcation]
[Application]
[Advice]
Eco-Products Working Members
(Selected from each R&D department)
Each Division, Group company
R&D department
Eco-Products
2014
2015
2016
2017
2018
(RY)
100
80
60
40
20
0
(%)
36.6
45.2
44.2
Long-Term Environmental Conservation Targets for 2030: 80% or more
Medium-Term Environmental Conservation Targets for 2020: 60% or more
55.6
55.6
55.6
58.6
2015
240
200
160
120
80
40
0
(No.)
(RY)
2016
2017
2018
2014
164
198
142
218
102
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SOCIETY
GOVERNANCE
ENVIRONMENT

Safe, comfortable air-conditioned 
environments using water
Pure Washer is a commercial air humidifier and purifier that 
uses water to keep air and public spaces clean. Our product 
incorporates air-washer technology, which ejects a fine water 
mist to remove airborne microscopic dust particles and gaseous 
substances not caught by conventional filters, and a system that 
uses slightly acidic electrolyzed water to safely and effectively 
purify the air.
A single Pure Washer system can sterilize, humidify, deodor-
ize and remove dust from areas that previously required several 
air purifier and humidifier systems. Moreover, the slightly acidic 
electrolyzed water provided by the system can be used to disin-
fect surfaces such as tables and door handles. Those multiple 
functions make Pure Washer a completely new type of product.
The system allows users to set operating times for each day, 
select seven different air flow levels and automatically adjust air 
flow based on predetermined humidity levels. That flexibility 
means users can set up Pure Washer to 
match their environments, helping to cut 
electricity usage. Key components can 
also be cleaned and reused, reducing 
the use of resources.
We plan to expand sales of Pure 
Washer to offices and factories, in 
addition to nursing care facilities, which 
are currently the main users.
Our goal is to continue providing safe 
and comfortable air-conditioned environ-
ments to a wide range of customers.
Kubota
Electronic Equipped Machinery 
Marketing and Sales Dept.
PW Technology Group
Takashi Sagi
Products Certified as Super Eco-Products in RY2018
Kubota has developed the industry's first robot tractor, which will 
help realize smart agriculture, reduce energy usage and minimize 
resource use in agriculture.
Awards received:
Nippon Brand Award
48th Machinery Industrial Design Awards
60th Top 10 New Products Award (Both Nikkan Kogyo Shimbun, Ltd.)
SL60A
AGRIROBO tractor
AGRIROBO tractor
Compliant with exhaust 
gas regulations
VOICE
A high-quality air humidifier and purifier with excellent energy 
efficiency and minimal maintenance, which uses slightly acidic 
electrolyzed water to effectively remove airborne bacteria.
Awards received:
Japan Society of Industrial Machinery Manufacturers Award
47th Machinery Industrial Design Awards  
(Nikkan Kogyo Shimbun, Ltd.)
PW24W-EW2
Commercial humidified  
air cleaner
Pure Washer
Pure Washer
Saving energy
Conserving resources
A compact desiccant air-conditioner with excellent energy efficiency. 
Used in conjunction with renewable energy, the air-conditioner 
can help realize ZEB* designs.
*	Net zero energy buildings
Awards received:
56th SHASE Award of Technology (Technical Award) (The 
Society of Heating, Air-Conditioning and Sanitary Engineers of Japan)
DHM-50C
Air handling unit
Humidity control outdoor-air processing unit
Humidity control outdoor-air processing unit
Saving energy
Conserving resources
65
KUBOTA REPORT 2019
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SOCIETY
GOVERNANCE
ENVIRONMENT

Products Certified as Eco-Products in RY2018 (excerpt)
Tractor
L3560 Limited edition
L3560LIM (North America)
Mini powertiller
“Haruna” Smile
TRS600
Heat pump air-conditioner
Air conditioner (10HP)
KBHP-ZP280-S
Sub-compact tractor
BX Series
BX261 (Europe)
Combine harvester
PRO Series
PRO988Q (China)
Polyethylene pipes for  
water distribution
Straight pipe with single EF 
socket/EF fitting
Nominal diameter 50–200
Low-temperature brown 
rice storage container
“Ajikura” Eco Premium
KAE32
Mini rice sorting 
equipment
“Senbetsu” Prince II
KG-S07X
Saving energy
Conserving resources
Reducing environmentally 
hazardous substances
Saving energy
Saving energy
Reducing environmentally 
hazardous substances
Saving energy
Click here for details on products certified as Eco-Products.
www.kubota.com/company/environment/ecopro/
Compliant with exhaust 
gas regulations
Compliant with exhaust 
gas regulations
Compliant with exhaust 
gas regulations
Compliant with exhaust 
gas regulations
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KUBOTA REPORT 2019
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SOCIETY
GOVERNANCE
ENVIRONMENT

The Evolution and History of Environment-friendly Products and Services
Evolution and History of Kubota Tractors
Since creating the walk-behind cultivator in 1947, the Kubota Group has launched various compact, lightweight, high-powered tractors designed 
for upland or rice farming in Japan. Over time, we played a key role in the shift to mechanized, efficient farming methods by developing a wide range 
of new capabilities that reduced the burden of agricultural work. Looking ahead, we aim to help reduce the impact of farming on the environment 
through smart agriculture, which brings together high-precision farming methods based on ICT and IoT, and ultra-labor-saving farming using 
automated tractors.
Kubota Tractors: Evolution and Environmental Contribution
*1	Exhaust gas emission regulations based on US Environmental Protection Agency (EPA) standards for non-road diesel engines with power rating of 56–75kW
*2	Please ask to your Kubota Group distributor about using biodiesel
Decade
Social trends
Kubota’s progress in tractor development
Environmental contribution
1940s
• End of World War II
• Started sales of diesel engine walk-behind cultivator (1947)
1950s
• Depleted food resources and famine
• Economic growth in Japan spurs shift in labor 
from rural areas to cities
• Starts work on developing domestic tractors designed for Japanese 
agriculture
1960s
• Increase in farmers with a side job, elderly 
people and women working in agriculture
• Develops Japan’s first pure domestic upland farming tractor, the T15 
(1960)
• Launches first tractor for rice cultivation, the L15 (1962)
1970s
• Shift from “walk-behind” to “riding” farming
• Boom in mechanized agriculture
• Economic growth gathers pace
• Launches ultra-compact four-wheel-drive tractor Bulltra, the B6000 
(1971)
1980s
• Growing need for reduction of the burden from 
agricultural work
• Develops automatic leveling control technology, Monroe Matic (1981)
• Develops Bi-Speed Turn mechanism (1986)
• Develops microcomputer-based automated control system for 
tractor attachments (1986)
• Switches to cleaner TVCS engines with lower exhaust gas emissions 
(1987)
1990s
• EU introduces rules for exhaust gas emissions
• Develops transmission system with no need for clutch (1992)
• Launches Power Krawler tractors (1997)
• Complies with EPA Tier 1 regulations (1999)*1
2000s
• Complies with EPA Tier 2 regulations (2004)
•  Develops new energy-efficient and energy-saving functions, e-Assist 
Turn and e-Cruise (2007)
• Launches products compatible with biodiesel fuel (2008)*2
• Complies with EPA Tier 3 regulations (2008)
2010s
• High fuel prices
• Emergence of high-precision farming using ICT
• Shift to robot technologies that enable 
driverless farming
• Complies with EPA Interim Tier 4 regulations (2012)
• Starts trial providing the Kubota Smart Agri System (KSAS) (2014)
• Launches first tractor compatible with KSAS (2014)
• Complies with EPA Final Tier 4 regulations (2015)
• Starts trial sales of tractors with autonomous driving technology 
(2017)
Develop 
compact, 
lightweight, 
high-
powered 
products
Improve 
operating 
efficiency 
with 
additional 
functions
Phase 2
Phase 1
Eliminate 
inefficiencies 
with precision 
farming
Shift to ultra 
labor-saving 
methods with 
automation
Phase 3
Phase 4
Click on the link below for more details about our shift to cleaner engines with low emissions
www.kubota.com/company/environment/ecopro/img/The_Evolution_of_Engines.pdf
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KUBOTA REPORT 2019
Environmental Report
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

(Phase 1) Developed Compact, Lightweight, High-Powered Models, Contributing to Conservation of Resources
Tractors imported from the US and Europe in the 1950s were large and expensive, making them unsuitable for agriculture in Japan from an operational 
and economic perspective. In contrast, Kubota developed compact, lightweight, high-powered tractors designed for Japanese farming methods. 
We also helped to reduce resource usage by lowering vehicle weight for each unit of horsepower.
*	Example of Fiat tractor that Kubota imported and sold in Japan
(Phase 2) Added Functions to Improve Operating Efficiency and Help Reduce Environmental Loads
Starting with the development of the Monroe Matic in 1981, the industry’s first automatic leveling system, Kubota developed a range of additional 
new functions that made farm work easier and improved accuracy and efficiency, helping to reduce environmental loads.
 Examples of Additional Functions That Reduce Environmental Loads
Monroe Matic
Monroe Matic is an automatic leveling control mechanism for tractor attachments that com-
bines electronic control and hydraulic technologies. The mechanism allows farmers to level off 
fields and rice paddies in a single operation by preventing any slant in the tractor attachment, 
eliminating the consolidation of soil.
Bi-Speed Turn
When the steering wheel is turned sharply, Kubota’s Bi-Speed Turn 
mechanism rotates the front wheels at around twice the speed of the 
rear wheels, resulting in a smoother, tighter turn that does not disturb 
the soil.
Labor saving
Soil cultivation
Energy saving
Soil cultivation
Energy saving
Reduced work
Tractor 
attachment
Example of European tractor 
models at the time
Kubota tractors
Year
Around 1960
1960
1962
1971
Product 
name
Fiat tractor 411C*
T15 tractor for upland farming
L15 tractor for rice cultivation
Bulltra B6000 utility tractor
Weight
(kg)
2,300
900
800
455
Power
(PS)
40
15
17
11
Weight-to-
power ratio
(Compared 
with T15)
57.5
60.0
47.1
(-22％)
39.1
（-35％）
Tractor with Bi-Speed Turn mechanism
Turn line
Cultivation line
Conventional tractors
Steering wheel  
can be returned to 
center earlier
Easy to move  
into adjacent  
row
Plenty of  
time to line up 
tractor
Steering wheel 
still not back at 
center
Lots of  
steering wheel 
movement
Extensive 
adjustments to move into 
adjacent row
Less time  
to line up 
tractor
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KUBOTA REPORT 2019
Environmental Report
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SOCIETY
GOVERNANCE
ENVIRONMENT

(Phase 3) Introduced Precision Farming to Eliminate Inefficiencies in Operations and Reduce Environmental  Loads
In 2014, Kubota started selling the Kubota Smart Agri System (KSAS), a farm management and service support system that uses ICT to link and 
integrate the operation of agricultural machinery. The system eliminates inefficiencies in operations and helps to reduce environmental loads through 
precision farming based on farm land, crop and other data.
 Kubota Smart Agri System (KSAS)
KSAS visualizes farm management by integrating all types of infor-
mation about farm land, crops and operations. The system can be 
accessed via smartphones and PCs. KSAS information can also be 
shared with compatible agricultural machinery.
Functions and environmental contribution of  
KSAS-compatible tractors
•	Operational history automatically sent to KSAS. Farm work man-
agement based on operational history helps to prevent mistakes.
•	Work according to the amount of fertilizer applied to each field set 
by KSAS. Prevents soil and water pollution caused by excessive 
application of fertilizer.
•	Operating hours automatically sent to KSAS. Data is used to send 
appropriate maintenance information to customers, helping to 
prolong the life of tractors.
Microcomputer control
Kubota’s microcomputer control systems enable automated control, allowing predetermined tillage depths and pulling power for tractor attachments 
and non-clutch operation of transmission systems.
e-Assist Turn
During turning, engine revs are automatically reduced by 50% when 
tractor attachments are lifted and automatically returned to normal 
levels when attachments are lowered. The system ensures safe and 
stable turning by giving operators more time, and also helps to save 
energy by controlling engine revs at appropriate levels.
e-Cruise
During light operation, engine revs are reduced while ensuring tractor speed is maintained at a predetermined level. e-Cruise can reduce fuel 
consumption by up to approximately 38%*. The reduction in engine revs also helps to lower noise in the surrounding area.
*	Based on reduction of 800 engine revs versus rated level
Energy saving
Low noise
Energy saving
Reduced work
Energy saving
Reduced work
Expected effects
Area
Work can be completed with less effort
Easy to work for 
customers
Tractors can be operated by anybody
Fuel consumption can be limited when work load declines or greater precision is needed
Environmental 
conservation
Encourages crop root growth and ensures water permeability and affinity to protect crops against 
drought, reducing the need for excessive use of chemical fertilizers and other agrochemicals.
Lower noise levels during operation
Labor saving
Soil cultivation
Energy saving
Low noise
Reduced work
Click on the link below for more details about KSAS
https://ksas.kubota.co.jp/
* Japanese only
During operation
Revs maintained at 2,600
Attachment 
lifted
Attachment 
lowered
*	Based on engine rev setting of 2,600 and acceleration setting of 1,300
During operation
Revs returned to 2,600
Headland turn
Revs cut to 
1,300
Farm  
management data
Operating hours 
and position data
Operation 
records
Operational, crop, machinery and facility data
Farm manager
< Share information via PC >
Operator
Receiver
KSAS-compatible 
crop drying machines
KSAS-compatible machinery
< Share information via smartphone >
Office
Fields
Kubota distributor
Crop drying facility
Rapidly and reliably respond to machinery issues
Service support staff
< Share farm machinery operational data >
KSAS
Cloud service
Gather farm work data
Operation 
plans
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GOVERNANCE
ENVIRONMENT

(Phase 4) Introduced Automation for Ultra-Labor Saving and Lower Environmental Loads
In 2017, Kubota started trial sales of the AGRIROBO tractor, which can operate autonomously under manned surveillance and is planning to 
launch on the market in 2020. To realize our vision for smart agriculture, we are improving integration between KSAS, autonomous tractors and other 
farm machinery to minimize the cost and environmental loads of farming.
 Kubota Tractors – Auto-Steering and Autonomous Operation Functions
Auto-steering function
This function can automatically steer the tractor in straight lines or curves. Accuracy is high, 
with a margin of less than 10 cm in a straight line of 100 m. High-precision operation can 
help to prevent wasteful fuel consumption.
• Straight-line assist (GS: Go Straight) function: Automatic steering control for straight-line 
operation
• Auto-steering function: Automatic steering control for straight-line operation and curves
Autonomous operation function
This system allows machinery to be operated remotely under manual surveillance, with the 
operator starting or halting operations at any time. Precision GPS and autonomous operation 
technology enable highly accurate tilling and puddling work. 
High-precision operation also has the potential to limit wasteful fuel consumption.
 Improving Integration with Tractor Attachments and KSAS
Tractor attachment integration
We have been developing control technologies based on information shared between the tractor and its attachment, helping to optimize operating 
speeds, engine revolutions and other performance criteria during operation. Selecting the best operating speed for each attachment can 
help to limit wasteful fuel consumption.
KSAS integration
We are using KSAS to build an operational support system for autonomous farm machinery. Our system 
will enable unmanned operation based on optimal routes, simply by transmitting predetermined plans for 
fertilizing and other farm operations to the autonomous tractor. Appropriate application of fertilizer 
based on those plans will prevent soil and water pollution, while optimal routing has the potential 
to limit wasteful fuel consumption.
Our aim is to further enhance data sharing between farm machinery and related equipment using KSAS 
in order to increase automation and establish autonomous control, helping to minimize the cost and 
environmental loads of farming.
Straight-line test runs by GS-enabled Kubota GRANOVA 
Tractor (NB21GS)
Left picture shows results achieved with manual steering, 
right picture shows results with automatic steering, both 
by inexperienced operators. System also substantially 
reduces workload for experienced operators by maintaining 
straight-line accuracy
Test operation of one manned and one unmanned 
AGRIROBO tractor working in collaboration
Manual
Automatic
AI
70
KUBOTA REPORT 2019
Environmental Report
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SOCIETY
GOVERNANCE
ENVIRONMENT

Approach to Conserving Biodiversity
Our corporate activities rely on various ecosystem services, which are provided by natural capital comprising soil, air, water, animals and 
plants, and other elements. Meanwhile, biodiversity is facing various crises in areas around the world, and the Aichi Biodiversity Targets 
adopted in the SDGs (goals 14 and 15) and the CDB-COP10 (Tenth meeting of the Conference of the Parties to the Convention on Biological 
Diversity), require business operators to protect biodiversity and make sustainable use of ecosystem services.
The Kubota Group sees conserving biodiversity as one of its materiality. In its corporate activities, provision of products and services, 
and social contribution initiatives, in view of its impact on natural capital, the Group is endeavoring to ensure that care is taken to conserve 
biodiversity and protect the natural environment.
Conserving Biodiversity
<SDGs related to this section>
Approach to Conserving Biodiversity
The Kubota Group has included Conserving Biodiversity as one of its five basic items for environmental conservation. In its corporate 
activities, provision of products and services, and social contribution initiatives, in view of its impact on natural capital, the Group will endeavor 
to ensure that care is taken to conserve biodiversity and protect the natural environment.
[Major Initiatives]
1. Corporate activities
1)	 At the design and development stage, we conduct product environmental assessments to evaluate the impact on natural capital.
2)	 At the procurement stage, we present our Green Procurement Guidelines to our suppliers and require them to give consideration 
for biodiversity.
3)	 At the production and logistics stages, we strive to reduce the environmental loads and environmental risks associated with operations 
at our sites and transport of materials.
4)	 As part of our environmental management, we conduct environmental education and awareness-raising for employees to foster their 
recognition of the value of biodiversity and the importance of conservation activities.
5)	 Our environmental communication initiatives include efforts to disseminate information about our biodiversity conservation activities.
2. Provision of products and services
1)	 By providing products and services with less environmental loads through fuel efficiency and exhaust gas purification, for example, we 
are striving to lessen our impact on biodiversity.
2)	 By providing water environment solutions such as wastewater treatment and waste treatment, we contribute to improving the ecosystems 
and nurturing environment for plants and animals.
3)	 By providing products and services that contribute to urban infrastructure development that considers smart agriculture and the 
environment, we contribute to sustainable use of ecosystem services.
3. Social contribution activities
1)	 Through our social contribution activity the Kubota e-Project supporting reclamation of abandoned farmland and conservation activities 
in rural and forest areas, we are promoting protection of the natural environment.
2)	 We are promoting the beautification and greening of business sites and neighborhoods as well as protection of plants and animals.
The Kubota Group has set Conserving Biodiversity as one of its five basic items for environmental conservation. In December 2009, we 
incorporated corporate activities that consider biodiversity into the Kubota Group Environmental Action Guidelines. Then, in our ECO FIRST 
Commitment submitted to the Japanese Minister of the Environment in 2010, we also included a commitment to promoting activities for 
conserving biodiversity.
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KUBOTA REPORT 2019
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GOVERNANCE
ENVIRONMENT

Relationship with Biodiversity
Supporting Verification Projects Using a Farming Tractor to Develop Rural Natural Areas and Forests
Wild bamboo groves are spreading, mainly in rural areas in western Japan due to an increase in abandoned farmland and reduction of use and 
utilization of the undeveloped woodlands near human habitats. Wild bamboo groves not only prevent effective use of land, they become homes to 
wild birds and animals such as wild boars, raising the risk of damage such as fields being trampled, and seeds or crops being eaten.
The Kubota Group donated a farming tractor to the Gifu Prefectural Consortium for Forest Technology Development and Promotion in 2018 to 
support the consortium’s “Using a Farming Tractor in the Forestry Sector Verification Project.” The consortium lent the donated tractor to Minokamo 
City, Gifu Prefecture, which is using it to verify the effectiveness of carrying bamboo and woods from a project site to develop rural natural areas and 
forests.
Three reviews were held during 2018 and the tractor was found to have a certain level of effectiveness in carrying bamboo out of areas where 
the land formation made use of conventional heavy machinery for forestry difficult. Meanwhile, challenges were made clear, such as drivability within 
the forest work sites and the efficiency of carrying the woods.
Expectations are that this project will promote community participation development of rural natural areas and forests using farming tractors.
Carrying trees in a confined grove
Clearing bamboo on a slope
[Case study verifying tractor use]
Biodiversity Protection Activity Case Study
Relationship between the Kubota Group and Biodiversity
Corporate activities
(Design and development, procurement, manufacturing, logistics)
· Green procurement
· Environmental impact assessment on land use
· Tackling climate change (energy conservation, etc.)
· Working toward a recycling-based society (conserve resources, 3Rs for waste, etc.)
· Conserving water resources (3Rs for water resources, etc.)
· Controlling chemical substances (reduce the use of substances of concern,
reduce VOC emissions, etc.)
· Environmental Management (prevent air, water bodies and soil pollution,
provide employees with environmental training, etc.)
· Kubota e-Project (supporting reclamation of abandoned farmland, 
Kubota Forest, nature experiences for elementary school students, etc.)
· Kubota e-Day (environmental beautification volunteers)
· Greening our establishments, inside and outside
· Protect the regional animal and plant
· Product environmental assessment
· Develop environmentally conscious products
energy saving
resource conserving
prevent air, water bodies and 
soil pollution, etc.
· Provide water environment 
solutions for waste water treatment and 
waste disposal treatment, etc.
· Provide products and services for 
smart farming and establishment of 
urban infrastructure considering 
the environment
[Impact reduction]
[Contributions]
Management and reduction of environmental loads involved with corporate activities 
Reduce environmental loads due to the Kubota Group’s corporate activities, consider the impact on biodiversity
Contributions through social contribution initiatives
Collaborate with NPOs, etc., work strive for protection of the natural environment
Impact reduction and environmental contributions through products and services
Reduce the impact of the use, construction and disposal of products and services, 
contribute to preservation of biodiversity and use of sustainable ecosystem services.
Products and services
(Use, construction, disposal)
Land use
Construction of 
business sites, etc.
Environmental loads
CO2 emissions, 
exhaust gas, 
wastewater, waste, 
noise, vibration
Impact of excessive consumption of 
resources and land modiﬁcation
Degradation or change in habitation and 
breeding environments of plants and animals, 
destruction of ecosystems due to introduction of exotic species
Impact of climate change, air, 
water bodies and soil pollution
Degradation in habitation and breeding 
environments of plants and animals, 
change in vegetation and biota
Resource inputs
INPUT
OUTPUT
INPUT
OUTPUT
Raw materials, 
sub-materials, 
energy sources, 
water resources
Land use
Agricultural land, 
treatment plants, etc.
Environmental loads
CO2 emissions, 
exhaust gas, 
wastewater, waste, 
noise, vibration
Resources needed for 
product use, 
construction and disposal
Parts, biological resources 
(seeds, etc.), chemicals 
(agrochemicals, etc.), 
energy, water resources
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GOVERNANCE
ENVIRONMENT

Kverneland Group Soest Sets Up Insect Hotel on Plant Site
Kverneland Group Manufacturing Lipetsk Conducts Cleaning and Tree-Planting in 
Green Tract Park
Kverneland Group Soest GmbH (Germany) has planted flowers and 
installed an insect hotel on the grounds of its plant.
The Soest plant conducts numerous awareness-raising events 
during Environment Month in June every year, including planting vege-
tation and urging employees to ride a bicycle to work. After learning of 
a report that the number of insects and bees had declined in recent 
years due to climate change, the plant turned its focus onto activities 
for preserving ecosystems in 2018. Employees planted wildflowers 
growing in the surrounding area on the grounds of the plant and set up 
an insect hotel where bugs or bees could live, using waste materials 
such as wood, pine cones and bamboo. With the onset of spring, 
insects will become more active, so employees are eager to see the 
bugs use the insect hotel.
The Soest plant will continue endeavoring to raise employee 
awareness of environmental preservation through activities 
undertaken during Environment Month.
Kverneland Group Manufacturing Lipetsk (Russia) cleaned up trash 
and planted trees in a green tract park located adjacent to its plant as 
one aspect of its Environment Month activities in June 2018. The green 
tract park was not being used appropriately, becoming a dumping 
ground for lifestyle waste such as plastic bottles, and there were fears 
that this may lead to an adverse impact on a pond and creatures in the 
area’s ecosystems.
A team of nine, comprising employees and their family members, 
cleaned up the entire green tract park, concentrating on its pond and 
surrounding areas. Later, they planted about 20 trees in the park. 
Employees will continue their cleaning and watch over the growth of 
the saplings that were planted.
The Lipetsk plant is also conducting other cleaning activities  
in the surrounding region, engaging in environmental preservation 
activities in close cooperation with the local community.
The insect hotel set up on the grounds of the plant
Conducting the cleanup
Initiatives Taken at Business Sites
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The Kubota Group has systematically established its environmental management systems in order to facilitate business operation throughout the 
entire value chain including business sites and operational divisions based on the Kubota Global Identity and the Environmental Charter. The Group 
also promotes environmental management that is appropriate for the type of business activities of the site/operational division. Production sites, 
in particular, are associated with large environmental loads related to energy and waste, as well as the risks of air pollution and water contamination. 
In order to properly address such risks, the Group has established environmental management systems based on ISO 14001 and EMAS, 
and is endeavoring to promote business management in accordance with the required rules and the continuous improvement of 
environmental conservation activities.
Environmental Management
<SDGs related to this section>
Compliance with Environmental Laws and Regulations
To ensure compliance with environmental laws and regulations and prevent environmental accidents, the Kubota Group conducts its business 
in accordance with the rules and regulations it has formulated in relation to environmental conservation.
For exhaust gas, wastewater, noise, vibration and other variables, the Group has set and thoroughly manages its own control values at each 
production site, which are stricter than the corresponding laws and regulations, and has also established a system to promptly report any instances 
of non-compliance or complaints relating to environmental laws and regulations to relevant government bodies and the head office.
Each year, the Kubota Group also conducts environmental audits to confirm that the environmental conservation systems and activities are 
properly implemented at each site, as well as environmental risk assessments to clarify the status of environmental risks and establish improvements, 
with the aim of preventing the violation of environmental laws/regulations and environmental accidents.
Despite these efforts, however, in RY2018 in Japan we had two cases in which wastewater control value was exceeded; one case in which 
the Air Pollution Control Act report was not properly submitted; three cases of inadequate procedures on industrial waste disposal consignment; 
and one case of the loss of PCB waste liquid. Outside Japan, there was one case of inadequate industrial waste labeling. We implemented 
measures to prevent any impact on the ambient environment and are working to prevent recurrence. A fine was assessed for the case outside 
Japan involving inadequate labeling of industrial waste.
The Kubota Group’s Environmental Management System
The diagram below shows the structure of the environmental management system of the Kubota Group.
Key measures
Environment-related
rules and regulations
Medium- and Long-Term 
Environmental
Conservation Targets
Kubota Global Identity
Corporate Philosophy
Foundation for 
environmental 
management
Implementation of 
environmental 
conservation
activities
Business management based on the environmental management system
Environmental Charter and Environmental Action Guidelines
Implementation plan of each site/
operational division
Environmental management system
of each site/operational division
Concepts and materiality of environmental management
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These rules and regulations are reviewed every year, according to the business environment and revisions of laws and regulations. The latest 
version of these rules and regulations are available on the Group portal site, allowing employees around the world to refer to them.
RY2018 Environmental Audit Implementation Status
• Number of departments:	268
• Number of audit items:	20 (for maintenance and management	
departments) up to 50 (for service sites)
	
	
* Details are as shown in the table below.
• Audit details:	Water and air quality management, noise and vibration 
management, waste discharge and chemical substance 
management, climate change prevention, response to 
abnormalities and emergencies, and environmental 
management system
Environmental audit at KUBOTA Engine (Thailand) Co., Ltd. (Thailand)
Service sites
Group companies  
in Japan
Number of sites 
audited
23
70
13
companies*1
90
45
9
Number of audit items
45
38
49
50
35
20
Overseas group  
companies
Number of sites 
audited
18
—
—
—
—
—
Number of audit items
35
*1	For agricultural machinery distributors, the audit was conducted on a company basis instead of on a site basis.
*2	Departments engaged in the business of operation or maintenance of environmental plants
Environmental Audit Implementation Status
Environment-related Rules and Regulations
The Kubota Group has formulated environment-related rules and regulations based on its internal control system, targeting Kubota Corporation, 
all of its consolidated subsidiaries and a part of its affiliated companies accounted for under the equity method that are highly significant in its 
environmental management.
The rules and regulations are classified as follows:
Environmental Auditing
Each year, the Kubota Environmental Protection Department conducts an environmental audit that incorporates a document audit targeting all produc-
tion sites, service sites, offices, and construction and maintenance management departments in Japan, as well as overseas group production sites.
Moreover, in addition to the environmental audit by the Environmental Protection Department, annual internal environmental audits are conducted 
at production sites. Through these means, and by taking the initiative to self-check the status of environmental management, every effort is being 
made to further improve management levels.
•	“Environmental Conservation Regulations,” specifying the basic matters for business management related to 
environmental conservation
– Operation procedures specifying practical operations for business management related to environmental conservation
•	“Environmental Conservation Rules,” specifying the matters that should be handled by the Kubota Environmental Protection 
Department (department in charge)
– Risk management procedures specifying practical operations for risk management related to environmental conservation
Maintenance 
management 
departments*2
Construction 
departments
Other
Agricultural 
machinery 
distributors
Offices
Production sites
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Environmental Risk Assessment
Each year, detailed environmental risk assessments are conducted to evaluate the use of hazardous substances and the functions of environment- 
related equipment with the aim of clarifying the status of environmental risk at each production site and establishing systematic improvements.
The Kubota Group is proactively working to reveal possible environmental risks and further reduce risks by conducting environmental audits and 
environmental risk assessments—two activities with differing perspectives—in parallel.
RY2018 Environmental Risk Assessment Implementation Status
• Number of subject sites and departments: 37 (25 production sites in Japan, 12 overseas production sites)
• Number of audit items: 252 items (146 water quality, 106 air quality)
• Assessment targets: Water quality-related equipment, air quality-related equipment
Environmental Patrols
At each site, environmental patrols are carried out to meticulously 
assess the entire site and confirm the absence or presence of condi-
tions that may lead to environmental accidents or violations of environ-
mental laws and regulations. The Kubota Group aims to reduce 
environmental risks by conducting environmental patrols and finding 
situations that may cause any abnormalities at an early stage.
Environmental patrol
Kubota Construction Machinery (Wuxi) Co., Ltd. (China)
On-site Investigations of Waste Treatment Contractors and Purchasers of  
Valuable Resources
In order to promote the proper treatment of waste and other materials including valuable resources at its operating sites in Japan, the Kubota 
Group is increasingly employing the services of top-rated certified operators. At the same time, the Group is conducting on-site investigations of 
industrial and other recyclable waste treatment contractors as well as purchasers of valuable resources.
As far as industrial waste where there are large numbers of treatment contractors, the Kubota Group has introduced its own on-site investigation 
appointing system that is run by its production sites, offices, sales companies, and other companies. In those cases where multiple sites including 
production sites use the same contractor for the treatment of waste, the officer responsible for the treatment of waste at the production site takes 
responsibility for the investigation. In this manner, successful steps are being taken to increase the effectiveness of investigations.
Drills for Responding to Abnormal and Emergency Situations
The Kubota Group is working to identify and minimize environmental risks associated with its business activities through risk-specific 
response procedures.
We are also conducting drills each year based on response procedures that assume the outbreak of environmental accidents or situations that 
could arise in environmental accidents, in order to mitigate the impact on the ambient environment.
Emergency response drill simulating the leakage of chemical substances
Kubota Baumaschinen GmbH (Germany)
Emergency response drill simulating the leakage of chemical substances
Kubota Manufacturing of America Corporation (U.S.)
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Green Procurement
Supplier Management
Green Procurement Guidelines
For the purpose of providing products that are friendly to global and local environments, 
the Kubota Group is seeking to procure products with reduced environmental impact from 
ecofriendly suppliers.
In order to proactively promote these activities, the Kubota Group presents its policies on 
green procurement to suppliers through the Group’s Green Procurement Guidelines, asking for 
their understanding and cooperation.
Award System for Green Procurement
The Green Supplier Award System was launched in 2015 to award suppliers recognized as 
having made notable contributions in the area of environmental conservation, such as the 
supplies (materials, components, equipment, etc.) procured by the Kubota Group. The awards are 
presented every year.
In accordance with the Kubota Group’s Green Procurement Guidelines, this award system 
quantitatively evaluates goods supplied to Kubota and environmental conservation activities 
engaged in by suppliers from the perspective of resources and energy-saving and awards notably 
excellent examples.
In 2018, of the 123 environmental conservation activities, 11 activities with particularly high 
achievements were awarded, one of which received the Excellent Prize.
This system had been in place for suppliers in Japan, but in 2018 we started expanding it 
globally. We will continue to utilize the system and carry out activities in the name of green 
procurement and promote environmental conservation initiatives hand-in-hand with our suppliers.
The Kubota Group promotes measures to protect the environment, working closely with suppliers who support our environmental management.
Awarding ceremony (January 2019)
The Kubota Group’s Green Procurement Guidelines 
and Appendix [Substances of Concern List] 
(Published in Japanese, English and Chinese)
In China, a push for stronger environmental regulations has 
triggered increased fines due to regulatory violations. At Kubota 
Agricultural Machinery (Suzhou) Co., Ltd. (KAMS) (China), in addition 
to its own thorough compliance with environmental laws, KAMS 
conducts “environmental patrols” to verify supplier compliance with 
environmental laws, with the goal of minimizing supply stoppages 
for procured components. For suppliers involved in casting, 
coating, welding and those with heat treatment processes, all of 
which carry significant risk of environmental law violations, KAMS 
completed patrols of its suppliers in these areas by 2018.
For environmental patrols, KAMS’ procurement and environmental 
divisions join forces to visit suppliers to conduct inspections based on 
their own unique checklist. Patrol results are then sent later to suppliers, 
along with a request to take recommended steps for addressing any 
points for improvement found. For new suppliers, patrols are carried 
out prior to their approval, with only those verified as legally compliant 
selected as new suppliers.
KAMS will continue its cooperation with suppliers to ensure 
thorough compliance with environmental laws, as it tightens its focus 
going forward on environmentally sound production activities.
Practice 
Report
Environmental patrol at a supplier
Kubota Agricultural Machinery (SUZHOU) Co., Ltd.
Purchasing Department, Planning Section
Dai Shaohong (left)
Production Engineering Department, 
Environmental Management Section
Bi Ya (right)
For details on the Kubota Group’s Green Procurement Guidelines, click here
www.kubota.com/company/environment/procure/
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Classification
Course title
Frequency
No. of 
participants
Course descriptions
Education by 
employee-level
Training for new employees
2
146
Global and local environmental issues and Kubota’s 
environmental conservation activities
Kubota introductory course
1
9
Global and local environmental issues and Kubota’s 
environmental conservation activities
Training for newly appointed 
supervisors
2
37
Kubota’s environmental management and efforts as 
supervisors
Training for newly appointed 
foremen
1
15
Kubota’s environmental management and efforts as foremen
The Safety, Environment and 
Quality Forum for executive 
management
1
380
A lecture on “safety, the environment and quality as the foundation 
of corporate activities and the very essence of management” by 
Noboru Furusawa, representative of the Supporting organization of 
safety and human resource development.
Professional 
education
Basics of environmental 
management
1
11
Basic knowledge of legal systems, environmental risk, and 
environmental conservation
Waste management
2
44
Waste Management and Public Cleansing Law, practical 
training in consignment contracts and manifests, etc.
Environment-related facility 
management
1
6
Pollution control technologies and pollution control laws
Education to train ISO 14001 
environmental auditors
1
32
The ISO 14001 standard, environment-related laws, audit 
techniques
General training
Environmental education for 
sites in Japan
2
80
Kubota’s environmental management initiatives
Total
14
760
Supporting 
education in 
outside 
organizations
“Environment-friendly Plant 
Tour (for elementary school and 
kindergarten children)” hosted 
by Utsunomiya City
1
55
Environmental education and tour of the Utsunomiya Plant 
facilities
Results of Environmental Education in RY2018
The Kubota Group offers environmental education programs to raise awareness among its employees. The education program for employees 
consists of rank-based training, professional training, and general training. The Group also assists external group’s environmental education programs.
Basics of environmental management training 
(Participants: personnel in charge of environmental management at business sites)
Environmental Education and Enlightenment
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Raising the Environmental Awareness of Employees and Family Members 
through the Kubota Eco Challenge
The Kubota Group designates June of each year as “Environment Month” and promotes various programs 
to raise awareness among its employees. As part of this program, the Group hosts the “Kubota Eco Challenge,” 
an environmental photo contest that encourages Group employees and their families worldwide to submit photos 
of their eco-friendly activities at work or at home.
The eco-friendly activities captured varied widely, with themes including energy and resource conservation, 
recycling, regreening, and environmental volunteerism. For the contest in 2018, a total of 547 photos were 
submitted from locations around the world and posted to the Kubota Group intranet. Sharing photos globally 
is a valuable opportunity for participants to learn about eco-friendly activities in countries and at business sites 
with which they normally have little contact. Exposure to activities at other sites can also inspire one’s own 
actions, leading to more dynamic environmental efforts all around.
The Kubota Group will continue hosting this contest both to enhance environmental awareness at work and 
at home among Group employees, and to facilitate their efforts to implement eco-friendly activities.
Environment 
Month 
Report
Carrying a personal water bottle (Thailand)
Planting trees on production site grounds (India)
“Green curtain” installation (Japan)
Environmental Achievement Awards
During the Environment Month in June every year, the Kubota Group presents the Environmental Achievement Awards to commend individuals 
and groups that have made notable contributions to environmental conservation, as well as to boost the Group’s employees’ environmental conservation 
awareness and activate their environmental activities.
In 2018, environmental conservation activities were evaluated targeting the three segments of production sites, non-production sites, and 
product development. As a result, 22 cases were awarded for their achievements in energy saving, waste reduction, VOC reduction, reducing 
environmental risks, development of environment-friendly products, and so on. One case was awarded as the Excellent Prize.
We will continue to award excellent initiatives that contribute to regional or global environmental conservation, and encourage sharing of the 
details of such initiatives within the Group, with the aim of further activating environmental conservation activities.
Environmental Achievement Award Excellent Prize in 2018
Environmental Achievement Awards in 2018
Scope
Company, department
Theme
Production sites
SIAM KUBOTA Corporation Co., Ltd.
Amata Nakorn Plant (Thailand)
Reduction in use of volatile organic compounds (VOCs) 
through improvement in the coating process
Scope
Classification, No. of winners
Scope
Classification, No. of winners
Production sites
Excellent Prize: 1, Encouragement
Award: 10, Good Effort Award: 3
Product 
development
Encouragement Award: 5
Non-production sites
Encouragement Award: 3
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Since it published its first Environmental Report in RY1999, the Kubota Group has continued to disclose its environmental information. 
Along with the globalization of its businesses, the Group has enhanced the contents of the environmental information it discloses, to allow the 
Group’s global initiatives to be understood. To expand and improve disclosures further, the Group will continue disclosing information in line 
with international standards such as the environmental reporting guidelines by the Japanese Ministry of the Environment, the GRI standards 
and the recommendations of TCFD.
Each business site also works to enhance understanding of the environmental conservation activities by the local residents and family 
members of employees by participating in local environmental conservation activities and other environmental communication activities, such 
as environmental education and protection of the natural environment, for the purpose of achieving symbiosis with local communities.
Environmental Communication
<SDGs related to this section>
To practice environmental management globally, the Kubota Group is committed to deepening mutual understanding via dialogue with various 
stakeholders. The opinions and feedback gained from dialogue are used to improve Group environmental management practices with the aim of 
meeting social expectations and addressing societal issues.
Environmental Communication Activities
Shareholders
/investors
Dialogue, answering 
questionnaires, etc.
ESG experts
/media
Answering 
questionnaires, 
website disclosures, 
etc.
Industry groups
Participation 
in industry 
councils, etc.
Governments
Policy or event 
participation/
cooperation, etc.
Students
Organizing events, 
environmental 
education, etc.
Executives
/employees
Internal dialogue, 
training, etc.
NGOs
Communications, 
replying to 
questions, etc.
Local 
communities
Factory visits, 
employee-led 
environmental 
activities, etc.
Business 
partners
Green procurement, 
Green Supplier 
Awards, etc.
Customers
Website disclosures,
introduction of 
Eco-Products, etc.
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Kubota Given “A-” Grade in CDP Climate Change 2018 and CDP Water Security 
2018 Surveys
Kubota was awarded an “A-” grade for leadership in the CDP Climate Change 2018 survey 
on corporate responses to climate change and in the CDP Water Security 2018 survey on water 
resource management. The UK-based non-profit organization CDP* evaluates what companies 
are doing to address environmental issues based on the four levels of Leadership, Management, 
Awareness, and Disclosure. “A-” is the second highest of eight possible grades.
The Kubota Group will further contribute to society through its global business activities, 
seeing the response to climate change and conservation of water resources as one of 
its materiality.
*	Established in the UK in 2000, the CDP is a non-profit organization that works with institutional investors to encourage compa-
nies and cities to disclose their strategies and data related to climate change, water, and forests by providing institutional 
investors with research-based analytical results and environmental performance ratings.
Environment-related External Evaluation
The Kubota Group believes that in promoting environmental conservation, it is important to promote environmental conservation initiatives not 
only within its Group but also in cooperation with various sectors, such as the national or local government and relevant industry groups. Through 
participating in programs and campaigns hosted by government organs and establishing partnerships with various organizations, the Group aims 
to create synergy and conduct more effective environmental conservation activities.
Participating in Systems, Verification Programs, Campaigns by the National Government
In May 2010, the Kubota Group was certified by the Japanese Minister of the Environment as an “Eco-First Company,” and has been a member 
of the Eco-First Promotion Council since then. Through the Council, the Group submits proposals to or exchanges opinions with the Ministry of the 
Environment, supports Eco-First companies promoting environmental conservation activities and enhancing cooperation between companies, and 
engages in activities to raise the environmental awareness of the public. The Group also participates in the “Fun to Share” campaign by the Ministry 
of the Environment to tackle climate change toward the realization of a low-carbon society, the “Cool Choice” national movement to encourage smart 
choices contributing to measures against global warming, and the Water Project to raise awareness concerning water circulation and conservation 
of the water environment. Moreover, the Group also participates in the Environmental Reporting Platform Development Pilot Project to promote ESG 
dialogues between investors and companies.
Dialogue and Collaboration with Local Governments
The Kubota Group proactively participates in various committees of Osaka City and other local governments and their related groups, and works 
to establish partnerships with them. The Group promotes industry-government-academia collaboration through participating in discussions and 
opinion exchange on environmental issues, and various activities.
●Major collaborating groups/partners
Gifu Prefecture “Consortium for Forest Technology Development and Promotion,” Osaka City “Environmental Management Promotion Coun-
cil,” sponsored flowerbeds in front of the Kyuhoji Green Space in Osaka Prefecture, the “Carrying Water Project” by Ono City, Fukui Prefecture, 
and so on.
Participating in Industry Groups
The Kubota Group is a member of various environment-related committees in the Kansai Economic Federation and other industry groups it is 
participating in. The committee activities help deepen understanding of the roles that companies should play in addressing environmental issues 
such as climate change, while providing opportunities to share information and exchange opinions on energy and environmental policies. In addition, 
the Group actively participates in initiatives to promote global environmental conservation.
●Major participating groups
Industry groups: Japan Business Federation, Kansai Economic Federation, Japan Society of Industrial Machinery Manufacturers, etc.
Environmental initiatives: Japan Climate Initiative
Cooperation with Environment-related Industry Groups and Governments
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Kubota Environmental Engineering Department Received the Environmental Technology 
and Project Award
In December 2018, the 55th Environmental Engineering Forum sponsored by the Environmental Engineering Committee, Japan Society of Civil 
Engineering was held. General Manager Nakagawa, Mr. Shinya Nagae and Ms. Yuko Tsuzuki from Kubota’s Environmental Engineering Department 
received the Environmental Technology and Project Award for their presentation on the practical application of an energy-efficient aeration control 
method for use with membrane bioreactor (MBR) technology. The award recognizes the best environmental technology from the Environmental 
Engineering Forum project sessions. Kubota has now received this award two years in a row.
The issue with aeration in the MBR process is the large amount of electricity required. Using MBR process data and expertise acquired over many 
years, Kubota has developed improved aeration feedback control technology and tested it in a commercial treatment setting. The tests showed an 
electricity saving of roughly 20% using the aeration control technology. The award encourages efforts by Kubota to expand the MBR business 
through further development of the technology.
Kubota Report 2018 (Full Version) Given Excellence Award in Environmental Reporting 
Category at 22nd Environmental Communication Awards
The Kubota Group’s Business and CSR Report 2018 (Full Version) received the Excellence Award in the Environmental Reporting category at the 
22nd Environmental Communication Awards co-sponsored by the Japanese Ministry of the Environment and the Global Environmental Forum.
By honoring excellence in environmental reporting, the Environmental Communication Awards aim to promote good environmental communications 
by people related to business operators and stimulate environment-related actions. Awards are given out in the two categories of Environmental 
Reporting and Environmental Management Reporting.
The receipt of the Excellence Award reflected various points such as the setting of long-term environmental conservation targets to 2030; the 
development of initiatives related to production and product development; the establishment of Kubota’s internal Eco-Products rating system for 
eco-friendly products; and the promotion of environmental management on a global scale. The award motivates Kubota to maintain its commitment 
to active and proper disclosure.
Presentation at the awards ceremony
55th Environmental Engineering Forum award ceremony
Logo for Excellence Award received 
at Environmental Communication Awards
Environmental Technology and Project Award certificate
Receiving Environmental Awards
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Excellence Award Received by Kubota Sakai Plant at 6th CASBEE Sakai Environmental 
Building Awards
The Kubota Sakai Plant received an Excellence Award at the 6th CASBEE 
Sakai Environmental Building Awards held in February 2018 by the city of 
Sakai in Osaka Prefecture, Japan.
The CASBEE Sakai* Environmental Building Awards are aimed at promoting 
environmentally friendly buildings and raising awareness to help make Sakai a 
low-carbon city as part of the “Cool City Sakai” concept. The awards recognize 
the efforts of eco-friendly building owners.
The Sakai Plant received the Excellence Award for two buildings housing 
research and welfare facilities. The research building features heat-reflective outer 
cladding; a comfortable internal environment that is bathed in natural light; and 
greenery plus solar panels installed on the rooftop. The welfare building features 
insulating panels and low-E multilayer glass on the outside to reduce heat stress, 
along with solar panels, while internally the building is fitted with an energy 
management system that can display energy consumption via the intranet. 
The award recognizes the broad range of eco-friendly technologies used in 
these buildings.
Kubota aims to gain the trust of local communities for its factories through such 
eco-friendly development initiatives.
*	Comprehensive Assessment System for Built Environment Efficiency program applied to buildings in Sakai City
Excellence Award certificate
P.T. Kubota Indonesia Received the BLUE PROPER Award for the Eighth Time
P.T. Kubota Indonesia received the BLUE PROPER award for the eighth time from the 
environment minister of the Indonesian government for its corporate activities over a 
year from 2017 to 2018. PROPER (the Environmental Performance Rating Program) is a 
rating program of the Indonesian ministry of the environment, which assesses the 
companies’ status of compliance with the environmental regulations and the status of 
implementation of environmental measures, and discloses them to the public. The aim 
of this program is to raise companies’ awareness of environmental management, and 
encourage the implementation of activities for energy saving, conservation of biodiversity, 
and community development.
The BLUE PROPER award is given to companies that comply with 100% of the 
environmental regulations and properly operate the environmental management system. 
P.T. Kubota Indonesia will make continuous efforts to enhance environmental management.
Certificate of Commendation for the BLUE PROPER Award
Kubota Environmental Engineering (Shanghai) Co., Ltd. Received the Green Award
Kubota Environmental Engineering (Shanghai) Co., Ltd. (KEES) (China) is helping to 
improve water environments in Chinese farming villages through the sale of septic tanks. 
KEES also markets submerged membranes for wastewater treatment plants.
At the 11th Chinese Environmental Industry Conference held in Beijing in April 2018, 
KEES received the Green Award for the third time in recognition of its achievements as a 
model manufacturer of membranes for use in wastewater treatment. KEES has previously 
been recognized as a leading firm in China in the wastewater treatment facility sector, as 
well as a model company for water treatment facilities and comprehensive services. Aiming 
to honor corporate innovation and excellence in the environment field, the award is judged 
by an evaluation committee composed of academic organizations, researchers, and 
specialized media.
KEES will help improve the water environment in China through business operations.
Green Award plaque
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KBS Kubota Co., Ltd. Received Environmental Contribution Award
KBS Kubota Co., Ltd. was presented with the Environmental Contribution Award at the 2018 Logistics Awards that were held in October 2018 
and sponsored by the Japan Institute of Logistics Systems.
Aimed at highlighting the social importance of logistics and boosting the motivation of people working in the sector, the Logistics Awards recognize 
corporate excellence in advanced logistics and related initiatives.
The award recognizes the work done by KBS Kubota in reducing the environmental loads of container logistics by developing ways to 
reliably reduce the CO2 emissions associated with ICD*1-linked Container Round Use and the related transport of containers by shuttle. Rather than 
transporting empty shipping containers by truck on the outbound or return trips, the Round Use*2 concept promotes use of containers by firms 
operating in different sectors, with shuttles transporting containers between cargo owners, ICDs and seaports. The approach reduces total trucking 
distances and helps to ease congestion at ports. Using this approach, KBS Kubota demonstrated a reduction of about 1,500 t-CO2 in 2017. 
Encouraged by this award, KBS Kubota plans to continue developing more efficient logistics.
*1	An Inland Container Depot (ICD) is a facility for handling and 
temporary storage of shipping containers
*2	‘Round Use’ involves re-using shipping containers used for 
imports for export cargos without returning them to a shipping 
firm’s container yard
2018 Logistics Awards ceremony
Environmental Contribution Award certificate
Participation in World Cleanup Day in Indonesia
Volunteers from P.T. Kubota Indonesia (PTKI) 
(Indonesia) took part in World Cleanup Day activities 
held in Tambak Lorok near Semarang, the capital of 
Central Java Province, on September 15, 2018.
Started in the Baltic state of Estonia in 2008, World 
Cleanup Day is held annually on the same day across the 
world. At present, a total of about 17 million people in 
over 150 countries volunteer to participate in related 
events. In Indonesia, the country with the largest number 
of participants, about 7.7 million volunteers took part in 
2018, including about 3 million people from Semarang 
and 34 other cities across Central Java Province.
Part of the rationale for PTKI to participate in World 
Cleanup Day activities in Tambak Lorok is to help educate employees about the importance of waste disposal. 
Tambak Lorok is an area where improper garbage disposal and illegal dumping of waste are key issues. The garbage 
collected on the day by cleaning up areas around schools and rivers was enough to fill six trucks.
PTKI plans to continue promoting activities to support environmental conservation as part of raising environ-
mental awareness among its employees.
Practice 
Report
Clean-up activities
Environmental Communication Report
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Overview of the Environmental Load on the Value Chain 
Overview of the Environmental Loads on the Value Chain (Results in RY2018)
*1	Packaging materials subject to the Act on the Promotion of Sorted Collection and Recycling of Containers and Packaging
*2	Data for Japan
*3	Not subject to the third-party assurance
*4	VOCs (volatile organic compounds) comprise the six substances that are most prevalent in emissions from the Kubota Group: xylene, toluene, ethylbenzene, styrene, 1,2,4-trimethylbenzene, and 
1,3,5-trimethylbenzene.
*5	Data for Japan and data associated with the overseas shipping of certain products from Japan
*6	For Greenhouse gases Scope 3, only part of the categories are presented. For more details, see the CO2 Emissions throughout the Value Chain (p.42).
*7	If sulfur contained in the slag managed onsite at end of year (December 31, 2018) by some sites in Japan is included, SOx emissions for RY2018 amounted to 7.3 tons.
This is an overall summary of the Kubota Group’s environmental loads associated with its diverse business activities in Japan and overseas in 
RY2018. The results of the measurement of the overall environmental loads on the entire value chain, from the procurement of raw materials, to 
manufacturing, distribution, sales, consumption, and the recycling of waste are used for the reduction of greenhouse gas emissions and the effective 
utilization of resources.
Environmental Data
Major raw materials
Cement
New pig iron
Band steel
4.9 kilotons
9.7 kilotons
121 kilotons
Major recycled materials
Containers and packaging
Old pig iron
Steel scrap
Container and packaging materials*1,2,3
Energy
Fossil fuels
Purchased electricity
Solar power generation
71.8 kilotons
193 kilotons
922 tons
4,687 TJ
767,255 MWh
2,486 MWh
TJ: 1012J, MWh: 103kWh
City water
Groundwater
3.89 million m3
0.99 million m3
Chemical substances
Amount of PRTR-designated 
substances handled*2,3
Amount of chemical substances 
(VOCs) handled (overseas)*4
5,309 tons
327 tons
INPUT
Water resources
Energy
Energy
Energy use during transportation*3,5
Energy use during product operation*3
2,741 TJ
307,122 TJ
Value chain of business activities
Raw materials and 
material procurement
Development, 
production, sale, etc.
Cast iron pipes
Vinyl pipes
Crawlers
8,678 tons
204 tons
426 tons
Recovery of used and sold products
Internal recycling & reuse
Amount of recycled resources*2,3
Amount of recycled water
(Rate of recycled water: 2.0%)
25 kilotons
98 thousand m3
Product operation
Distribution and 
transportation
Greenhouse gases
Scope 3 Category 1*3,6
2,391 kilotons CO2e
Greenhouse gases
Scope 3 Category 9*3,5,6
Greenhouse gases
Scope 3 Category 11*3,6
180 kilotons CO2e
21,060 kilotons CO2e
Other
Amount of construction waste, etc. discharged*2,3
41 kilotons
OUTPUT
Atmosphere
Water discharge to public water areas
Greenhouse gases Scope 1, 2
  Energy sources (included in the above)
  Other than the above
PRTR-designated substances*2,3
  VOCs*2,4 (included in the above)
VOCs (overseas)*4
SOx*7
NOx
Soot and dust
Amount of discharge
COD*2
Nitrogen*2
Phosphorous*2
PRTR-designated substances*2,3
Amount of discharge
PRTR-designated substances*2,3
647 kilotons CO2e
640 kilotons CO2e
7 kilotons CO2e
428 tons
425 tons
172 tons
9.4 tons
54.2 tons
9.8 tons
3.62 million m3
8.6 tons
6.9 tons
0.38 tons
0.9 kg
150 million m3
0 kg
Sewage lines
Waste
Amount of waste discharge
  Resource recycled by outside contractor 
  (included in the above)
  Landﬁll waste (outside) (included in the above)
113 kilotons
92 kilotons
10 kilotons
For the calculation method of each item of environmental data, see the Calculation Standards of Environmental Performance Indicators (p.93).
85
KUBOTA REPORT 2019
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HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

Energy
Environmental indicators
Unit
RY2014
RY2015
RY2016
RY2017
RY2018
Energy
Within business sites
Energy consumption*1
TJ
12,006
11,450
11,295
11,602
12,234
Fossil fuels
TJ
4,996
4,575
4,434
4,399
4,687
Natural gas included  
in the above*2
TJ
2,104
1,980
2,056
2,267
2,501
Purchased electricity
MWh
713,837
700,015
698,370
732,508
767,255
Power 
generation
Cogeneration*2
MWh
2,524
1,715
1,977
416
1,805
Solar power generation
MWh
210
1,285
1,801
1,928
2,486
Energy use during transportation*2,3
TJ
591
634
606
643
2,741
CO2 Emissions
Environmental indicators
Unit
RY2014
RY2015
RY2016
RY2017
RY2018
Greenhouse gases
Scope 1, 2
kilotons CO2e
714
674
647
645
647
Overseas included  
in the above
kilotons CO2e
180
168
173
198
204
Energy sources
kilotons CO2e
706
666
639
638
640
Other than the above
kilotons CO2e
8
8
7
7
7
Scope 3 Category 9 
(Transportation of sold products)*2,4,5
kilotons CO2e
41
44
42
44
180
Resources and Materials
Environmental indicators
Unit
RY2014
RY2015
RY2016
RY2017
RY2018
Major raw 
materials
Cement
kilotons
8.3
8.7
6.8
4.4
4.9
New pig iron
kilotons
7.8
7.5
6.7
7.2
9.7
Band steel
kilotons
108
99.6
106
132
121
Major recycled 
materials
Old pig iron
kilotons
62.5
62.9
58.6
64.0
71.8
Steel scrap
kilotons
304
271
224
182
193
Containers and 
packaging
Container and packaging materials 
(Japan)*2,6
tons
—
—
—
988
922
Waste
Environmental indicators
Unit
RY2014
RY2015
RY2016
RY2017
RY2018
Waste, others
Amount of waste discharge
kilotons
113 
116 
106 
108 
113
Overseas included  
in the above
kilotons
39 
40 
39 
43 
52
Hazardous/non-
hazardous waste
Hazardous waste*7
kilotons
—
—
—
6.0
5.3
Non-hazardous waste*8
kilotons
—
—
—
102 
108
By treatment 
category
Resource recycled  
by outside contractor
kilotons
91 
93 
85 
88 
92
External landfill waste
kilotons
10 
12 
11 
9 
10
Amount of construction waste, etc. discharged 
(Japan)*2
kilotons
36 
44 
54 
46 
41
*1 Conventionally, energy use during transportation (Japan) was included in total energy consumption. But starting from RY2017, it is not retrospectively included.
*2 Not subject to the third-party assurance
*3 In addition to the data for Japan, energy use associated with the overseas shipping of certain products from Japan has been included from RY2018.
*4 For Greenhouse gases Scope 3, only part of the categories are presented. For more details, see the CO2 Emissions throughout the Value Chain (p.42).
*5 In addition to the data for Japan, CO2 emissions associated with the overseas shipping of certain products from Japan has been included from RY2018.
*6 Packaging materials subject to the Act on the Promotion of Sorted Collection and Recycling of Containers and Packaging.
*7 Industrial waste subject to special control as defined in the Waste Disposal and Cleaning Act in Japan, and industrial waste as defined in each country overseas
*8	Non-hazardous waste = Amount of waste discharge - Amount of hazardous waste
Trends in Major Environmental Indicators
For the calculation method of each item of environmental data, see the Calculation Standards of Environmental Performance Indicators (p.93).
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KUBOTA REPORT 2019
Environmental Report
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

Water resources
Environmental indicators
Unit
RY2014
RY2015
RY2016
RY2017
RY2018
Water resources
Water consumption
million m3
4.87
5.05
4.86
4.51
4.88
Overseas included  
in the above
million m3
1.05
1.23
1.20
1.07
1.10
City water*1
million m3
3.87
4.08
3.99
3.60
3.89
Groundwater
million m3
1.00
0.97
0.87
0.91
0.99
Water system discharge
Environmental indicators
Unit
RY2014
RY2015
RY2016
RY2017
RY2018
Water discharge to 
public water areas
Wastewater discharge
million m3
3.74 
3.82 
3.71 
3.26 
3.62
COD (Japan)*2
tons
9.8 
9.9 
10.1 
7.7 
8.6
Nitrogen discharge (Japan)*2
tons
9.0 
9.6 
9.2 
9.1 
6.9
Phosphorous discharge (Japan)*2
tons
0.37 
0.35 
0.36 
0.27 
0.38
Amount of PRTR-designated substances 
released (Japan)*3
kg
0 
0 
0 
0.8 
0.9
Sewage 
lines
Wastewater discharge
million m3
1.52 
1.58 
1.54 
1.42 
1.50
Amount of PRTR-designated substances 
transferred (Japan)*3
kg
34 
23 
22 
17 
0
Chemical Substances
Environmental indicators
Unit
RY2014
RY2015
RY2016
RY2017
RY2018
Chemical 
substances
Amount of PRTR-designated substances 
handled (Japan)*3
tons
6,433
5,143
4,875
4,457
5,309
Amount of chemical substances (VOCs) 
handled (overseas)*4
tons
386
359
350
324
327
Atmospheric Discharge
Environmental indicators
Unit
RY2014
RY2015
RY2016
RY2017
RY2018
Atmosphere
Amount of PRTR-designated substances released 
(Japan)*3
tons
537 
543 
463 
423 
428
VOC emissions*4
tons
786 
798 
703 
641 
597
Overseas included in the above*4
tons
253 
260 
243 
221 
172
SOx emissions*5
tons
55.1 
24.7 
31.5 
17.5 
9.4
NOx emissions
tons
82.1 
76.2 
94.2 
68.8 
54.2
Soot and dust emissions
tons
11.1 
15.1 
26.5 
21.9 
9.8
*1 City water includes service water and water for industrial use.
*2 Data for total discharge from business sites subject to total emission control.
*3 Not subject to the third-party assurance
*4 VOCs (volatile organic compounds) comprise the six substances that are most prevalent in emissions from the Kubota Group: xylene, toluene, ethylbenzene, styrene, 1,2,4-trimethylbenzene, and 
1,3,5-trimethylbenzene.
*5 If sulfur contained in the slag managed onsite at end of year (December 31, 2018) by some sites in Japan is included, SOx emissions for RY2018 amounted to 7.3 tons.
87
KUBOTA REPORT 2019
Environmental Report
For the calculation method of each item of environmental data, see the Calculation Standards of Environmental Performance Indicators (p.93).
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

Eco-efficiency was improved in CO2, waste and VOC. These improvements in figures mean that the sales per unit of environmental loads 
have increased, which indicates higher eco-efficiency.
Waste Eco-efficiency*2
VOC Eco-efficiency*4
CO2 Eco-efficiency*1
Water Eco-efficiency*3
*1	CO2 Eco-efficiency = Consolidated net sales (million yen) / CO2 emissions (tons CO2e)
*2	Waste Eco-efficiency = Consolidated net sales (million yen) / Waste discharge (tons) /10
*3	Water Eco-efficiency = Consolidated net sales (million yen) / Water consumption (m3) × 10
*4	VOC Eco-efficiency = Consolidated net sales (million yen) / VOC emissions (kg)
*	The Kubota Group adopted International Financial Reporting Standards (IFRS) instead of accounting principles generally accepted in the United States of America from RY2018.
Eco-efficiency
3.5
3.0
2.5
2.0
1.5
1.0
2014
2015
2016
2017
2014
2015
2016
2017
2018
2018
2.72
2.22
2.45
2.47
2.86
2.5
2.0
1.5
1.0
0.5
0
1.62
1.40
1.42
1.51
1.63
(RY)
(RY)
4.0
3.5
3.0
2.5
2.0
1.5
3.29
3.88
3.25
3.27
3.5
3.0
2.5
2.0
1.5
1.0
2.27
2.73
2.02
2.07
3.79
3.10
2014
2015
2016
2017
2014
2015
2016
2017
2018
2018
(RY)
(RY)
88
KUBOTA REPORT 2019
Environmental Report
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

RY2018 Results of PRTR Reporting (Japan)
Number 
specified 
in PRTR
Chemical substance
Releases
Transfers
Atmosphere
Public 
water areas
Soil
On-site 
landfills
Sewerage
Transfers to 
off-site
1
Zinc compounds (water-soluble)
0.0
0.0
0.0
0.0
0.0
849
53
Ethylbenzene
104,660
0.0
0.0
0.0
0.0
25,628
71
Ferric chloride
0.0
0.0
0.0
0.0
0.0
0.0
80
Xylene
177,386
0.0
0.0
0.0
0.0
36,293
87
Chromium and chromium (III) compounds
0.0
0.0
0.0
0.0
0.0
3,988
132
Cobalt and its compounds
0.0
0.0
0.0
0.0
0.0
2.2
239
Organic tin compounds
0.0
0.0
0.0
0.0
0.0
10
240
Styrene
29,071
0.0
0.0
0.0
0.0
0.0
277
Triethylamine
0.0
0.0
0.0
0.0
0.0
0.0
296
1,2,4-trimethylbenzene
14,463
0.0
0.0
0.0
0.0
4,340
297
1,3,5-trimethylbenzene
2,786
0.0
0.0
0.0
0.0
478
300
Toluene
96,447
0.0
0.0
0.0
0.0
15,911
302
Naphthalene
2,536
0.0
0.0
0.0
0.0
0.0
305
Lead compounds
8.6
0.90
0.0
0.0
0.06
6,668
308
Nickel
0.8
0.0
0.0
0.0
0.0
315
349
Phenol
0.0
0.0
0.0
0.0
0.0
0.0
352
Diallyl phthalate
102
0.0
0.0
0.0
0.0
0.0
354
Di-n-butyl phthalate
1.6
0.0
0.0
0.0
0.0
139
392
N-hexane
32
0.0
0.0
0.0
0.0
0.0
400
Benzene
2.2
0.0
0.0
0.0
0.0
0.0
405
Boron compounds
0.0
0.0
0.0
0.0
0.0
1,595
412
Manganese and its compounds
0.0
0.0
0.0
0.0
0.0
73,751
419
N-butyl methacrylate
55
0.0
0.0
0.0
0.0
24
448
Methylenebis (4,1-phenylene) diisocyanate
0.0
0.0
0.0
0.0
0.0
0.0
453
Molybdenum and its compounds
0.0
0.0
0.0
0.0
0.0
0.0
Total
427,552
0.90
0.0
0.0
0.06
169,993
Scope: Total of substances with annual handling volume of one ton or more (0.5 ton or more for Specific Class 1 Designations) at each business site
Unit: kg/year
Six VOCs substances targeted for reduction in Medium-Term Environmental Conservation Targets 2020
Calculation Results of PRTR-designated Substances
For the calculation method of each item of environmental data, see the Calculation Standards of Environmental Performance Indicators (p.93).
89
KUBOTA REPORT 2019
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HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

Classifications
Major activities
RY2017
RY2018
Investment
Expenses
Investment
Expenses
Within the business area cost
1,444
2,395
1,319
2,508
Local environmental 
conservation cost
Prevention of air and water pollution, soil contamination, 
noise, vibration, etc.
130
373
200
425
Global environmental 
conservation cost
Prevention of climate change, etc.
1,276
798
1,107
938
Resource recycling cost
Minimizing waste production, reducing quantity of waste, 
and recycling
38
1,224
12
1,145
Upstream and downstream costs Collection of used products and commercialization of 
recycled products
0
24
0
31
Management activities cost
Environmental management personnel, ISO maintenance 
and implementation, environmental information dissemination
6.6
1,455
2
1,599
R&D cost
R&D for reducing of product environmental load and 
developing environment conservation equipment
509
6,993
1,254
7,810
Social activities cost
Local cleanup activities, and membership fees and 
contributions to environmental groups, etc.
0
0.7
0
1.0
Environmental remediation cost
Contributions and impositions, etc.
0
87
0
212
Total
1,960
10,955
2,575
12,161
Total capital investment (including land) for the corresponding period (consolidated data)
64,100
Total R&D costs for the corresponding period
53,800
Environmental Conservation Costs
Environmental Conservation Effects
Effects
Items
RY2017
RY2018
Environmental effects 
related to resources input 
into business activities
Energy consumption (TJ)
7,452
7,670
Water consumption (million m3)
3.44
3.78
Environmental effect 
related to waste or 
environmental impact 
originating from  
business activities
CO2 emissions (energy related CO2) (kilotons CO2e)
441
437
SOx emissions (tons)
17.2
9.3
NOx emissions (tons)
50.4
49.9
Soot and dust emissions (tons)
2.9
2.8
Releases and transfers of PRTR-designated substances 
(tons)
632
598
Waste discharge (kilotons)
65.3
61.8
Waste to landfills (kilotons)
1.5
1.6
The Kubota Group performs environmental accounting and publicizes data about the cost of investments in environmental conservation and the 
economic and environmental benefits of these investments.
<Environmental accounting principles>
1)	The period is from January 1, 2018 to December 31, 2018.
2)	The data of business sites in Japan is considered in the calculation.
3)	Data was calculated referring to the Environmental Accounting Guidelines 2005, published by Japan’s Ministry of the Environment.
4)	“Expenses” includes depreciation costs.
	
Depreciation cost was calculated based on the standards applied to Kubota’s financial accounting, and assets acquired in and after 1998 were considered in the calculation.
	
“Management activities” and “R&D costs” include personnel expenses.
	
“Resource recycling costs” does not include costs incurred during disposal of construction waste at construction sites.
	
“R&D costs” represents that which was spent on environmental purposes, calculated on a pro-rata basis.
5)	“Economic effects” is obtained only by adding up tangible results and does not include estimated effects.
Economic effects
Classifications
Details
Annual effects of  
the year ended 
December 31, 2018
Energy conservation measures Improve the operations of production facilities and switch to more efficient lighting and 
air-conditioning systems
724
Zero-emissions measures
Reduce the amount of industrial waste; promote resource recycling
629
Sales of valuable resources
1,264
Total
2,617
(Yen in millions)
(Yen in millions)
Environmental Accounting
90
KUBOTA REPORT 2019
Environmental Report
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

The Kubota Group requires all of its production sites to acquire ISO 14001 certification or other equivalent environmental certification (EMAS, etc.).
As of the end of RY2018, 41 of the Group’s 55 production sites worldwide (acquisition rate of 75%) have acquired environmental management 
system certification. In Japan, 22 of its 23 production sites (acquisition rate of 96%) have acquired ISO 14001 certification. Of its 32 overseas 
production sites, 19 sites (acquisition rate of 59%) have acquired ISO 14001 certification or other certification for environmental management 
systems. The Kubota Group will make continuous efforts to raise the acquisition rate of the certification.
 ISO 14001 Certification
No.
Name
Other organizations and  
subsidiaries included
Main business
Inspecting/
Certifying 
organization
Date of 
certification
1
Tsukuba Plant
•	Eastern Main Parts Center
•	Tractor and Agricultural Implement  
Service Dept. Tsukuba Training Center
•	Kanto Kubota Precision Machinery 
Co., Ltd.
Engines, agricultural machinery, etc.
LRQA
November 28, 
1997
2
Keiyo Plant
•	Ichikawa Plant
•	Distribution Center
Ductile iron pipes, fittings, spiral welded 
steel pipe
LRQA
July 16,  
1998
3
Hanshin Plant
•	Marushima Factory
Ductile iron pipes, fittings, rolling-mill rolls, 
TXAX
LRQA
March 5,  
1999
4
Kyuhoji Business 
Center
•	Kubota Environmental Service  
Co., Ltd.
•	KUBOTA Membrane Corp.
•	KUBOTA Keiso Corp.
Measuring instruments, measuring 
systems, rice-milling products, waste 
shredder systems, submerged membranes, 
and mold temperature controllers, etc.
DNV
March 19,  
1999
5
Hirakata Plant
Cast steel, new ceramic materials, and  
construction machinery
LRQA
September 17, 
1999
6
Okajima Business 
Center
Industrial cast iron products
JICQA
December 22, 
1999
7
Sakai Plant,  
Sakai Rinkai Plant
Engines, agricultural machinery, small-size 
construction machinery, etc.
LRQA
March 10,  
2000
8
Shiga Plant
FRP products
JUSE
May 18,  
2000
9
Environmental Plant 
Business Unit
•	Shin-yodogawa Environmental 
Plant Center
Sewage and sludge treatment, water 
purification, wastewater treatment 
facilities, submerged membrane
ICJ
July 14,  
2000
10
Pumps and Valves 
Business Unit
•	KUBOTA Kiko Ltd.
Sewage and water purification plants, 
valves, pumps and pump stations
LRQA
July 14,  
2000
11
Utsunomiya Plant
•	Tractor and Agricultural Implement 
Service Dept. Utsunomiya Training 
Center
Rice transplanters and combine harvesters
LRQA
December 8, 
2000
Kubota Corporation in Japan
No.
Name
Other organizations and  
subsidiaries included
Main business
Inspecting/
Certifying 
organization
Date of 
certification
1
Nippon Plastic 
Industry Co., Ltd.
•	Head office and plant, Mino Plant
Plastic pipes, plastic sheets, etc.
JSA
October 27,  
2000
2
Kubota Construction  
Co., Ltd.
Design and construction of civil 
engineering structures and buildings
JQA
December 22, 
2000
3
Kubota Environmental 
Service Co., Ltd.
Installation, maintenance and 
management of environmental systems for 
service water, sewage, landfill disposal, 
raw waste and waste plants, etc.
MSA
November 20, 
2002
4
Kubota ChemiX  
Co., Ltd.
•	Tochigi Plant
•	Sakai Plant
•	Odawara Plant
•	Kyushu KUBOTA Chemical Co., Ltd.
Plastic pipes and couplings
JUSE
March 27, 
2003
(integrated 
authentication  
in 2011)
5
Kubota Air Conditioner  
Co., Ltd.
•	Tochigi Plant
Central air-conditioning systems, heat-pump 
air-conditioning systems
JQA
August 27,  
2004
6
KUBOTA Precision 
Machinery Co., Ltd.
Hydraulic valves, hydraulic cylinders, 
transmissions, hydraulic pumps, hydraulic 
motors, etc.
LRQA
March 17,  
2007
7
KUBOTA KASUI 
Corporation
Design, construction and maintenance 
management of environmental 
conservation facilities
BCJ
February 1,  
2010
8
Kansouken Inc.
Package software supporting water business
JCQA
April 14,  
2014
Kubota Group: Companies in Japan
Status of Environmental Management System Certification Acquisition
91
KUBOTA REPORT 2019
Environmental Report
HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

No.
Name
Main business
Inspecting/
Certifying 
organization
Date of 
certification
1
SIAM KUBOTA Corporation Co., Ltd. [Headquarters] 
(Thailand)
Small diesel engines and agricultural machinery
MASCI
February 28, 
2003
2
P.T. Kubota Indonesia (Indonesia)
Diesel engines and agricultural machinery
LRQA
February 10, 
2006
3
Kubota Materials Canada Corporation (Canada)
Cast steel products, TXAX
SGS (U.S.)
June 15,  
2006
4
KUBOTA Precision Machinery (Thailand) Co., Ltd. 
(Thailand)
Equipment for tractors
LRQA
August 5,  
2015
5
Kubota Manufacturing of America Corporation (U.S.)
(including Kubota Industrial Equipment Corporation (U.S.))
Small-sized tractors, utility vehicles and  
tractor accessories
BSI
September 20, 
2012
(integrated  
in 2015)
6
SIAM KUBOTA Corporation Co., Ltd. [Amata Nakorn] 
(Thailand)
Tractors and combine harvesters
BV
September 27, 
2012
7
KUBOTA KASUI VIETNAM CO., LTD. [Bac Ninh] 
(Vietnam)
Chemical agents for water treatment
BSI
January 18,  
2013
8
KUBOTA SANLIAN PUMP (ANHUI) Co., Ltd. (China)
Pumps
CCSCC
May 29,  
2013
9
Kubota Agricultural Machinery (SUZHOU) Co., Ltd. 
(China)
Combine harvesters, rice transplanters and 
tractors
SGS
November 13, 
2013
10
Kubota Construction Machinery (WUXI) Co., Ltd. 
(China)
Construction machinery
CQC
December 11, 
2014
11
SIAM KUBOTA Metal Technology Co., Ltd. (Thailand)
Cast iron products for engines and tractors
BV
December 19, 
2014
12
Kubota Engine (WUXI) Co., Ltd. (China)
Diesel engines
SGS
March 22,  
2015
13
KUBOTA Engine (Thailand) Co., Ltd. (Thailand)
Diesel engines
LRQA
July 3,  
2015
14
Kubota Saudi Arabia Company, LLC (Saudi Arabia)
Cast steel products
TÜV
September 30, 
2016
15
Kubota Farm Machinery Europe S.A.S (France)
Tractors
BV (France)
February 20, 
2017
16
KUBOTA KASUI VIETNAM CO., LTD. [Binh Duong] 
(Vietnam)
Chemical agents for water treatment
BSI
May 22,  
2018
17
Kverneland Group Manufacturing Lipetsk (Russia)
Tractor accessories
Russian
Register
June 6,  
2018
No.
Name
Main business
Inspecting/
Certifying 
organization
Date of 
certification
1
Kubota Baumaschinen GmbH (Germany)
Construction machinery
IHK
January 3,  
2013
 EMAS Certification
Kubota Group: Overseas Companies
Kubota Group: Overseas Companies
IHK: Industrie- und Handelskammer fur die Pfalz (Germany)
LRQA:
Lloyd’s Register Quality Assurance Limited (U.K.)
DNV:
DNV Certification B.V. (Netherlands)
JUSE:
Union of Japanese Scientists and Engineers ISO Center
ICJ:
Intertek Certification Japan Limited
JICQA:
JIC Quality Assurance Ltd. (Japan)
JSA:
Japanese Standards Association
JQA:
Japan Quality Assurance Organization
MSA:
Management System Assessment Center (Japan)
BCJ:
The Building Center of Japan
JCQA:
Japan Chemical Quality Assurance Ltd
MASCI:
Management System Certification Institute (Thailand)
SGS (U.S.): Systems & Services Certification, a Division of SGS North America Inc. (U.S.)
TÜV:
TÜV Rheinland Cert GmbH (Germany)
SGS:
SGS United Kingdom Limited (U.K.)
BSI:
BSI Assurance UK Limited (U.K.)
BV:
Bureau Veritas Certification Holding SAS - UK Branch (U.K.)
CCSCC:
China Classification Society Certification Company (China)
CQC:
China Quality Certification Centre (China)
BV (France): Bureau Veritas Certification France (France)
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Period and Organizations Covered by Environmental Data
RY
Period
Organizations covered (No. of companies)
Data in Japan
Overseas data
Consolidated subsidiaries*3
Affiliated 
companies 
accounted for 
under the equity 
method*4
Japan
Overseas
Total
2014
April 2014 to March 2015
January 2014 to December 2014
53
103
156
12
2015
April 2015 to March 2016*1
January 2015 to December 2015*1
51
102
153
13
2016
January 2016 to December 2016
January 2016 to December 2016*2
47
125
172
12
2017
January 2017 to December 2017
January 2017 to December 2017*2
48
125
173
9
2018
January 2018 to December 2018
January 2018 to December 2018*2
48
124
172
8
*1	Although the accounting period of RY2015 is nine months (April 2015 to December 2015) due to the change of the account closing time, the period for the environmental data is set to be a year.
	
Consolidated net sales used to calculate the environmental load per unit of consolidated net sales (CO2 emissions, energy use, CO2 emissions during distribution, amount of waste discharged, 
water consumption, VOC emissions, amount of PRTR-designated substances released and transferred) for RY2015 are the total consolidated sales from April 2015 to March 2016.
*2	For RY2016, of the overseas consolidated subsidiaries, for Great Plains Manufacturing, Inc. (GP), which became a consolidated subsidiary in July 2016, the period of its environmental data is six 
months (July 2016 to December 2016), and the data except for its four major production sites (accounting for over 80% of sales of the GP Group in RY2016) and four major non-production sites 
(accounting for over 90% of the employees of non-production sites of the GP Group in RY2015) is estimated. Data of the amount of chemical substances (VOC) handled and VOC emissions is 
excluded from the calculation.
	
From RY2017, the data for all of the GP Group sites is calculated based on results.
*3	The coverage of consolidated subsidiaries is 100% for each year.
*4	Part of the affiliated companies accounted for under the equity method are covered by the data.
Energy and CO2-related
Indicator (unit)
Calculation method
Energy use (J)
•	Energy use = Amount of purchased electricity consumed at business sites × per-unit heat value + Σ 
[amount of each fuel consumed × per-unit heat value of each fuel]
•	Per-unit heat value is determined in accordance with the Enforcement Regulation for the Act on Rationalizing 
Energy Use, Japan.
CO2 emissions (tons CO2e)
•	CO2 emissions = CO2 emissions from energy sources + non-energy source greenhouse gas emissions
•	CO2 emissions from energy sources = Amount of purchased electricity consumed at business sites × CO2 
emission coefficient + Σ [amount of each fuel consumed at business sites × per-unit heat value of each fuel × 
CO2 emission coefficient of each fuel]
•	Non-energy source greenhouse gas emissions = CO2 emissions from non-energy sources + non-CO2 
greenhouse gas emissions
•	Per-unit heat value is determined in accordance with the Enforcement Regulation for the Act on Rationalizing 
Energy Use, Japan.
•	CO2 emission coefficients
[RY1990]
Based on the Report on Survey of Carbon Dioxide Emissions (Japan’s Environment Agency 1992) and the 
Guideline for Measures to Prevent Global Warming (Japan’s Environment Agency 1993)
[RY2014 to RY2015]
<Fuel>
Based on the Manual for Calculation and Report of Greenhouse Gas Emissions (Japan’s Ministry of the 
Environment and Ministry of Economy, Trade and Industry)
<Electricity>
Data for Japan is effective emission coefficients for each electricity utility, and overseas data is according 
to the GHG emissions from purchased electricity (GHG Protocol).
[RY2016 to RY2018]
<Fuel>
Based on the Manual for Calculation and Report of Greenhouse Gas Emissions (Japan’s Ministry of the 
Environment and Ministry of Economy, Trade and Industry)
<Electricity>
• Data for Japan is effective emission coefficients for each electricity utility
• Overseas data is according to effective emission coefficients for each electricity utility, CO2 Emissions 
from Fuel Combustion (IEA) and The Emissions & Generation Resource Integrated Database (eGRID) (EPA).
•	The method for calculating non-energy source greenhouse gas emissions is based on the Manual for 
Calculation and Report of Greenhouse Gas Emissions (by Japan’s Ministry of the Environment and Ministry 
of Economy, Trade and Industry)
•	The amount of CO2 emissions in RY1990 is solely the amount of CO2 emissions from energy sources at 
Kubota production sites.
Calculation Standards of Environmental Performance Indicators
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Energy and CO2-related
Indicator (unit)
Calculation method
Freight traffic (ton-km)
•	Freight traffic = Σ [Freight transportation amount (tons) × distance traveled (km)]
•	Freight traffic refers to the volume of products and Kubota’s industrial waste transported during 
domestic distribution
Energy use during 
transportation (J)
•	Energy use during transportation = Σ [Freight traffic by truck × Fuel consumption per ton-kilometer × 
per-unit heat value] + Σ [Freight traffic by rail and water × energy use (heat value) per unit ton-kilometer]
•	Calculation method is from the Manual to Support Merchants regarding Revisions to Energy Conservation 
Laws, 3rd Edition (April 2006, Japan’s Energy Conservation Center of the Agency of Natural Resources and 
Energy, Japanese Ministry of Economy, Trade and Industry)
•	In addition to the data for Japan, energy use associated with the overseas shipping of certain products 
from Japan has been included from RY2018.
CO2 emissions during 
distribution (tons CO2e)
•	CO2 emissions during distribution = Σ [Fuel consumption for freight shipment by truck × CO2 emission per 
ton-kilometer by fuel of transportation] + Σ [Fuel consumption for freight shipment by rail and water × CO2 
emission per ton-kilometer by means of transportation]
•	Calculation method is based on the ton-kilometer method stipulated in the Manual for Calculation and 
Report of Greenhouse Gas Emission (Japan’s Ministry of the Environment and Ministry of Economy, Trade 
and Industry)
Energy use during product 
operation (J)
•	Energy use during product operation = Σ [Number of product units shipped × Fuel consumption per hour × 
Annual hours of use × Years of lifespan × Per-unit heat value of each fuel]
•	Products: agricultural machinery (tractors, rice transplanters, combine harvesters), riding mowers, utility 
vehicles, construction machinery (compact excavators, etc.)
•	Calculated by assuming the fuel consumption per hour, annual hours of use, and years of service life for 
each product.
•	Per-unit heat value is according to the Manual for Calculation and Report of Greenhouse Gas Emissions 
(Japan’s Ministry of the Environment and Ministry of Economy, Trade and Industry)
Scope 3 emissions  
(tons CO2e)
•	The calculation method is based on the Basic Guidelines regarding the Calculation of Greenhouse Gas 
Emissions throughout the Supply Chain (Japan’s Ministry of the Environment and Ministry of Economy, 
Trade and Industry) and the Emissions per Unit Database for the Purpose of Calculating the Greenhouse 
Gas and Other Emissions of Organizations throughout the Supply Chain
Resource extraction, 
manufacture and 
transportation related  
to purchased  
goods/ services
•	 Σ [Production volume × CO2 emissions per unit]
•	Products: Agricultural machinery (tractors, rice transplanters, combine harvesters), construction machinery 
(compact excavators, etc.), and ductile iron pipe
•	Production volume: Number of units shipped for agricultural and construction machinery, and production 
weight for ductile iron pipes
•	CO2 emissions per unit: Estimated from the CO2 emissions per unit of production of the product
Manufacture and 
transportation of capital 
goods such as 
purchased equipment
•	Equipment investment amount × CO2 emissions per unit
Resource extraction, 
manufacture and 
transportation related to 
purchased fuels/ energy
•	Purchased electricity consumed at business sites × CO2 emissions per unit
Disposal of wastes 
discharged from 
business sites
•	 Σ [Amount of waste discharge by type × CO2 emissions per unit]
Employee business 
travels
•	 Σ [Transportation expenses paid by method of transport × CO2 emissions per unit]
•	Transportation expenses paid by method of transport are for airline tickets and railway tickets.
•	For a part of the overseas subsidiaries (67 sites), estimate by multiplying the net sales of the subsidiaries in 
each of the regions and countries mentioned by the ratio of transportation expenses for each method of 
travel included in the net sales of major subsidiaries in Europe, America, Asia and China.
Employee commuting
•	 Σ [Transportation expenses paid by method of transport × CO2 emissions per unit]
•	The amount of transportation expenses is for the amount paid for Kubota employees’ railway tickets and 
car travel.
Transportation of sold 
products
•	The calculation method is the same as that for CO2 emissions during distribution.
•	In addition to the data for Japan, CO2 emissions associated with the overseas shipping of certain products 
from Japan has been included from RY2018. Target products: Agricultural machinery (tractors, rice transplanters, 
combine harvesters), riding mowers, utility vehicles, construction machinery (compact excavators, etc.), engines
•	The scope of calculation includes CO2 emissions associated with Kubota’s transportation of waste.
Processing of 
intermediate products
•	 Σ [Sales volume of intermediate products × CO2 emissions per unit]
•	Intermediate products: engines (external sales only)
•	CO2 emissions per unit: CO2 emissions per unit at Kubota Group’s processing plants
Use of products sold
•	 Σ [Number of products sold × CO2 emissions per unit]
•	Products: agricultural machinery (tractors, rice transplanters, combine harvesters), riding mowers, utility 
vehicles, construction machinery (compact excavators, etc.)
•	CO2 emissions per unit: Fuel consumption per hour × Annual hours of use × Years of lifespan × per unit heat 
value of each fuel × CO2 emission coefficient of each fuel (calculated by assuming the fuel consumption per 
hour, annual hours of use, and years of service life for each product)
•	Per-unit heat value is according to the Manual for Calculation and Report of Greenhouse Gas Emissions 
(Japan’s Ministry of the Environment and Ministry of Economy, Trade and Industry)
End-of-life treatment of 
sold products
•	 Σ [Number of products shipped × CO2 emissions per unit]
•	Products: Agricultural machinery (tractors, rice transplanters, combine harvesters) and construction 
machinery (compact excavators, etc.)
•	CO2 emissions per unit: estimated CO2 emissions per unit of product
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Waste-related
Indicator (unit)
Calculation method
Amount of waste, etc. 
discharge (tons)
•	Amount of waste, etc. discharge = sales amount of valuable resources + amount of waste discharge
Amount of waste discharge 
(tons)
•	Amount of waste discharge = Amount of industrial waste discharge + Amount of general waste discharge 
from business activities
Amount of resource recycling 
(tons)
Amount of volume reduction 
(tons)
Amount of landfill disposal 
(tons)
•	Amount of resource recycling = Amount of waste directly recycled + Amount of resource recycling after 
external intermediate treatment
•	Amount of volume reduction = Volume of external intermediate treatment – Amount of resource recycling 
after external intermediate treatment – Final landfill following external intermediate treatment
•	Amount of landfill disposal = Direct landfill disposal + Final landfill disposal following external intermediate 
treatment
•	Amount of resource recycling after external intermediate treatment includes heat recovery
•	Amount of resource recycling after external intermediate treatment, amount of final landfill disposal, amount 
of volume reduction are calculated based on the results of surveys at the contractor.
Recycling ratio (%)
•	Recycling ratio = (Sales amount of valuable resources + external recycling amount) / (Sales amount of 
valuable resources + external recycling amount + amount of landfill disposal) × 100
•	External recycling amount includes heat recovery
Amount of construction 
waste, etc. discharged (tons)
•	Amount of construction waste, etc. discharged = Amount of construction waste discharged + sales amount 
of valuable resources generated from construction
•	Targeting construction work in Japan
•	Amount of construction waste discharged includes construction waste other than specific construction 
materials
•	Sales amount of valuable resources covers valuable material operators with whom the Kubota Group is 
directly contracted
Amount of construction 
waste, etc. discharged
Recycling ratio (%)
Recycling and reduction  
ratio (%)
•	In RY2016, a new calculation method was adopted in which the reduction volume is calculated in 
accordance with the Promotion Plan for Recycling of Construction Waste 2014 (Ministry of Land, 
Infrastructure, Transport and Tourism) and the recycling and reduction ratio is determined.
[RY2014 to 2015]
Recycling ratio = {Sales amount of valuable resources + resource recycling + volume reduction (heat 
recovery)} ÷ amount of construction waste, etc. discharged × 100
[RY2016 to RY2018]
Recycling and reduction ratio = {Sales amount of valuable resources + resource recycling (including heat 
recovery) + volume of reduction} ÷ amount of construction waste, etc. discharged × 100
Water-related
Indicator (unit)
Calculation method
Water consumption (m3)
•	Water consumption = City water consumption + groundwater consumption
•	City water includes service water and water for industrial use
Wastewater discharge (m3)
•	Wastewater discharge = Amount of wastewater discharge to public water areas + amount of discharge to 
sewage lines
•	Wastewater discharge includes rain and spring water at some business sites
Amount of recycled water 
(m3)
•	Amount of water purified in on-site effluent treatment facilities and recycled (excluding the circulating 
cooling water used)
COD (tons)
Nitrogen discharge (tons)
Phosphorus discharge (tons)
•	COD = COD per unit wastewater discharge amount × wastewater discharge to public water areas
•	Nitrogen discharge = nitrogen concentration × wastewater discharge to public water areas
•	Phosphorous discharge = Phosphorous concentration × wastewater discharge to public water areas
•	Targeting business sites subject to total emission control in Japan
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Indicator (unit)
Calculation method
Amount of PRTR-designated 
substances handled (tons)
•	Total amount of chemical substances handled at Japanese sites, which are designated as Class I under the 
Act on Confirmation, etc. of Release Amounts of Specific Chemical Substances in the Environment and 
Promotion of Improvements to the Management Thereof (the PRTR Law) whose amount handled by each 
business site is one ton or more (or 0.5 ton or more for Specific Class I Designated Chemical Substances) 
per year
Amount of PRTR-designated 
substances released and 
transferred (tons)
•	Total release and transfer amount of the chemical substances which are designated as Class I under the 
PRTR Law at Japanese sites and whose annual total amount handled by each business site is one ton or 
more (or 0.5 ton or more in case of Specific Class I Designated Chemical Substances).
•	Amount released = amount discharged to the atmosphere + amount discharged to public water areas + 
amount discharged to soil + amount disposed of by landfill in the premises of the business site
•	Amount transferred = amount discharged to sewerage + amount transferred out of the business site as waste
•	The amount of each substance released and transferred is calculated in accordance with the Manual for 
PRTR Release Estimation Methods Ver. 4.2 (March 2018) of Japan’s Ministry of the Environment and the 
Ministry of Economy, Trade and Industry, and the Manual for PRTR Release Estimation Methods in the 
Steel Industry Ver. 13 (March 2014) of the Japan Iron and Steel Federation.
Amount of chemical 
substances (VOC)  
handled (tons)
•	The total amount handled at overseas sites of the six substances of xylene; toluene; ethylbenzene; styrene; 
1,2,4-trimethylbenzene; 1,3,5-trimethylbenzene that are at each site handled in amounts of one ton or more 
per year
VOC emissions (tons)
•	The total emissions of the six substances of xylene; toluene; ethylbenzene; styrene; 1,2,4-trimethylbenzene; 
1,3,5-trimethylbenzene that are at each site handled in amounts of one ton or more per year
SOx emissions (tons)
NOx emissions (tons)
Soot and dust emissions 
(tons)
•	SOx emissions = Amount of fuel consumed (kg) × sulfur content in the fuel × (1 – desulfurization efficiency) × 
64/32
	 or SOx emissions = {(amount of coke consumed × sulfur content in coke) - (amount of molten metal × sulfur 
content in molten metal) – (volume of slag, dust, etc. × sulfur content in slag, dust, etc.)} × 64/32
	 or SOx emissions = SOx concentration × amount of gas emitted per hour × annual operation hours of the 
relevant facility
•	NOx emissions = NOx concentration × amount of gas emitted per hour × annual operation hours of the 
relevant facility
•	Soot and dust emissions = soot and dust concentration × amount of gas emitted per hour × annual 
operation hours of the relevant facility
•	Targeting the smoke and soot generating facilities at business sites in Japan as defined by the Air Pollution 
Control Act, and the facilities at overseas business sites subject to the application of measurement 
obligations stipulated in the statutory and regulatory requirements of those countries in which sites are located
Chemical Substance-related
Product-related
Indicator (unit)
Calculation method
Sales ratio of Eco- Products 
(%)
•	Sales ratio of Eco-Products = Sales of Eco-Products/sales of products (excluding construction work, services, 
software, parts, and accessories) × 100
Usage ratio of recycled 
materials (%)
•	Usage ratio of recycled materials = Amount of recycled materials input in the melting process / total input 
volume × 100
•	Target products: Materials used in the cast metal products and parts manufactured by the Kubota Group 
(such as ductile iron pipes, fittings, machine cast products (engine crankcase, etc.))
•	The amount of recycled materials input and the total input amount does not include the indirect materials 
that are not the constituent materials of casting products and parts.
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GOVERNANCE
ENVIRONMENT

Kubota Agricultural Machinery (Suzhou) Co., Ltd. (China)
J-SUS Assurance Symbol
Factory Visit
  This symbol indicates that an assurance was undertaken by an assurance body certified by 
J-SUS regarding the reliability of the environmental data presented in the KUBOTA REPORT 
2019 <Full Version>.
* Japanese version	
www.j-sus.org/
* English version	
www.j-sus.org/english.html
Third-Party Assurance of Environmental Report
Since 2004, the Kubota Group has received third-party assurance for the purpose of improving the reliability and comprehensiveness of its 
environmental data. Information that is marked with a 
 symbol indicates that that information has been assessed by a third party. Based on 
the third-party assurance obtained this reporting year, the KUBOTA REPORT 2019 <Full Version> received the J-SUS Assurance Symbol of 
the Japanese Association of Assurance Organizations for Sustainability Information (J-SUS). This symbol indicates that an assurance was 
undertaken by an assurance body certified by J-SUS regarding the reliability of the environmental data presented in the report.
97
KUBOTA REPORT 2019
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HIGHLIGHT 2019
SOCIETY
GOVERNANCE
ENVIRONMENT

Summary of Social Report for FY2018, and Priority Issues for FY2019 and Medium-Term Targets
Social Report
The Kubota Group aims to increase the satisfaction of its various stakeholders and enhance its corporate value by implementing the PDCA cycle 
in each category.
Target and Results  
Concerning Social Aspects
<SDGs related to this section>
Major  
items
Main focus  
of activity
Plan
Do
Priority issues for FY2018
Activity results in FY2018
Applicable scope  
shown to the left
Customers
Customer 
satisfaction
Quality and 
services to  
improve  
customer 
satisfaction
●	Further specify quality risks and enhance risk management 
through audits
●	Conducted quality audits both domestically and overseas as planned
Japan: 11 business divisions 
Overseas: 7 business divisions
●	Ensure that the ISO 9001 requirements are integrated with 
business processes, and continuously improve the quality 
and efficiency of work processes
●	Strengthened ISO 9001 training and improved business processes. However, in some 
divisions certification was suspended due to inappropriate actions
Kubota Corporation only
●	Operate the customer desk service using the new system
●	Began analyzing recordings of customer inquiries from the customer desk service
●	Publicize FAQ for distributors and for the general public
●	Began publicizing FAQs for distributors, and for the general public via Kubota Cyber Farm 
Machinery Square
Suppliers
CSR  
procurement 
initiatives
CSR  
procurement 
initiatives
●	Further expand the global development of manufacturing 
improvement activities and promote optimal global 
procurement
●	Promoted improvement activities based on KPS by uniting procurement managers and 
suppliers, and developed activities to improve one another’s manufacturing globally
Kubota Corporation  
(Farm & Industrial Machinery)
All overseas Group companies 
(Farm & Industrial Machinery)
●	Requested major domestic suppliers assess their own operations with a CSR procurement 
check sheet
Kubota Corporation  
(Farm & Industrial Machinery)
●	Continue to promote suppliers’ environmental load 
reduction activities and maintain the award system for 
environment-friendly production activities such as saving 
energy and recycling and aim to expand business with 
winning suppliers
●	Encouraged business partners to participate in the award system, and awarded those who 
had promoted environment-friendly production activities
●	Spread, and aim to expand, the award system to overseas Group companies
Kubota Corporation  
(Farm & Industrial Machinery)
All overseas Group companies 
(Farm and Industrial 
Machinery)
●	Continue to seek understanding of suppliers regarding our 
policy on conflict minerals and request their cooperation in 
surveys conducted by the Kubota Group
●	Sought understanding of initiative policies by suppliers and requested their cooperation 
with surveys conducted by the Kubota Group
●	Requested that suppliers formulate their policies on conflict minerals
All Group companies,  
including overseas
Shareholders, etc.
Timely and 
appropriate 
release of 
information
Timely and 
appropriate  
release of 
information
●	In view of the purpose and intention of the fair disclosure 
rules enforced in April 2018, ensure early and fair disclosure 
of information and promote active dialogue
●	Obtained further understanding of business from shareholders and investors by holding 
proactive dialogue through meetings, plant tours and business briefing sessions
●	By publishing the contents of our results briefings and summaries of question and answer 
sessions online, promoted the timely and fair disclosure of information
●	Published IR policies, which set out the basic policy for IR activities and disclosure of 
information
All Group companies,  
including overseas
●	Organize tours of facilities as opportunities to promote 
active talks with individual investors
●	Promote initiatives to increase individual shareholders
●	Organized a plant tour for shareholders
●	Held a Company explanation session for investors, participated in IR fairs, etc.
Kubota Corporation only
●	Disseminate straightforward corporate information
●	Enhance the appeal power of the Kubota brand through a 
consistent and strong presence throughout the Group both 
inside and outside Japan
●	Produced materials introducing Kubota’s initiatives towards business, the latest technologies, 
and SDGs
●	Created a website template for machinery sales companies overseas, and strengthened 
both our ability to broadcast our message around the world and our brand appeal
All Group companies,  
including overseas
Employees
Creating  
rewarding  
and lively 
workplaces
Creating a safe 
workplace for  
all employees
●	Reexamine the risk assessment of work operations
	 Work to identify all risks that have the potential to lead to 
serious accidents like entrapment and entanglement by 
machines, with no exceptions
●	Promoted risk assessment in work activities where the focus is on risks connected to 
serious accidents. As a result, in addition to advancing equipment safety measures, we 
have also advanced the creation of work standards that show that describing the details 
of a risk provides a reason for compliance with procedures as well as detailing the proce-
dures for avoiding risk so that we can prevent the incidents that result from residual risk
All domestic Group companies
●	Continue to promote safety measures based on the Safety 
Control Guidelines for assessment and promotion of inher-
ently safe equipment
●	We have started activities to draft and fulfill a 5-year implementation plan by which all 
existing equipment that has not achieved Level II will be brought up to where they should 
be at Level II, based on the Safety Control Guidelines for assessment and promotion of 
inherently safe equipment. We have commenced operations so that new equipment will 
be brought up to the higher Level III at the time of its introduction, based on the risk 
assessment for machine safety that was revised in FY2017
8 domestic Group companies
16 overseas Group companies
Creating a  
vibrant workplace
●	Continue to share information with labor-management 
committees
●	Shared information and held discussions in various labor-management committees 
(central, business sites) on current issues, etc.
	 ∙ Discussed and promoted initiatives for securing a work-life balance (promoting the use 
of annual paid leave, etc.), improving the workplace environment, etc.
	 ∙ Discussed response to revisions of labor-related laws and regulations, examined 
measures to be taken, and promoted the implementation thereof
Kubota Corporation only
●	Promote specific measures based on the “Kubota Wellness 
(Mental Health) Action Plan” across the Kubota Group
●	Expanded the scope of meetings with nurses based on the results of stress checks to all 
Group companies
All domestic Group companies
●	Continue to promote the second phase of Health Kubota 21
●	Held the Kubota No-smoking Contest, in tune with the annual promotion theme 
“No-smoking”
●	Encouraged participation in the Kubota Health Mileage project to support good health
All domestic Group companies
Respecting  
human rights
●	Prevent harassment (sexual, maternity and power harass-
ment, etc.) and improve the capacity to resolve harassment 
in Japan
●	Continued awareness-raising activities for the prevention and resolution of harassment 
(sexual, maternity or power harassment, or harassment against LGBT) within Japan, 
including distributors
All domestic Group companies
●	Assess the human rights conditions at overseas sites and 
continue to consider human rights activities with an under-
standing of international standards relating to human rights, 
while referring to the initiatives taken by other companies
●	Assessed the human rights conditions at overseas sites and implemented activities in 
accordance with the human rights standards of each country, such as announcing a state-
ment on the UK Modern Slavery Act
All Group companies,  
including overseas
Promotion of 
diversity
●	Promote development of female employees
	 ∙ Hold ongoing training for women in managerial positions
●	Carry out in-depth study of diversity management
	 ∙ Promote main action plan for general business law sup-
porting women’s activities
	 ∙ Expand the scope of diversity (LGBT)
●	Held training for female prospective managers and carried out follow-up training for 
participants of the prior fiscal year’s managerial training
●	Continued promotion of the main action plan for general business law supporting 
women’s activities
●	Held LGBT training for management (organized by the Human Rights Advancement 
Department)
Kubota Corporation only
Personnel policies 
in tune with 
globalization
●	Continue to study/implement human resource policies 
essential to promote global management
●	Continued training for next-generation managers in North America, and enhanced pro-
grams to accept trainees at Kubota sites in Japan for the purpose of developing candidates 
as managers and supervisors, and engineers of overseas Group companies
All Group companies,  
including overseas
●	Continued overseas language training programs (overseas exchanges, language training 
in North America and the Philippines, internships at overseas companies, etc.)
Kubota Corporation only
●	Enhanced overseas trainee program and continued the program to dispatch interns to 
Harvard Business School
Kubota Corporation only
●	Foster compliance-minded employees based on the Rule 
of Conduct
●	Collated the Rule of Conduct (Kubota corporation only)
●	Spread the corporate principles through the training of new employees and company 
newsletters
All Group companies,  
including overseas
Communities
Social  
contribution 
activities
Contributions to 
international 
society and local 
communities
●	Start full-fledged operation of a system to aggregate activity 
results both inside and outside Japan
●	Support activities conducted locally by overseas sites
●	Conducted an advance survey of a system to aggregate activity results both inside and 
outside Japan
●	Held opinion exchanges between supervisors at overseas sites
All Group companies,  
including overseas
Rejuvenation and 
reconstruction of 
areas affected by 
natural disasters
●	Continuously promote reconstruction support activities 
true to Kubota style, remaining aware of the themes of 
food, water, and the environment
●	Revised part of the curriculum used to support classes at industrial high schools drawing 
on next-generation education perspectives
●	Investigated and conducted support activities for disaster-stricken areas (after the 2018 
floods in western Japan, the earthquake in Hokkaido, etc.) in a way only Kubota can
All domestic Group companies
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Major  
items
Main focus  
of activity
Check
Act
Plan
Self-assessment
Priority issues for FY2019
Medium-term targets
Customers
Customer 
satisfaction
Quality and 
services to  
improve  
customer 
satisfaction
○
●	Strengthen auditing functions
●	Strengthen awareness of rules concerning quality assurance, and review 
governance
△
●	Ensure that the ISO 9001 requirements are integrated with business processes, 
and continuously improve the quality and efficiency of work processes
●	Be able to respond rapidly to issues with quality
●	Thoroughly investigate the operational status of delivered goods and rapidly 
solve issues in order to improve satisfaction levels among customers, dealers 
and suppliers
○
●	Improve satisfaction among customers by improving the accuracy and speed 
of responses
●	Improve operations to better reflect the customers’ voices relayed by the 
customer service desk
●	Increase the percentage of customers looking at online FAQs while also raising 
the ratio of issues that are resolved successfully
●	Strengthen response to customers’ needs, including inspections and 
maintenance
Suppliers
CSR  
procurement 
initiatives
CSR  
procurement 
initiatives
○
●	Further expand the global development of manufacturing improvement 
activities and promote optimal global procurement
●	Promote practices according to guidelines by suppliers of each Kubota Group 
company and spread CSR procurement through the supply chain
●	Get a firm idea of suppliers’ CSR systems, which is linked to improvement
●	Expand the suppliers eligible to receive awards for environment-friendly 
activities and environmental load reduction activities such as saving energy 
and recycling, and expand the awards both in Japan and overseas
●	Continue to seek understanding of suppliers regarding our policy on conflict 
minerals and request their cooperation in surveys conducted by the Kubota 
Group
Shareholders, etc.
Timely and 
appropriate 
release of 
information
Timely and 
appropriate  
release of 
information
○
●	Encourage extensive information disclosure and constructive dialogue able 
to meet the wishes of shareholders and investors. This can be accomplished 
by continuing to hold IR events or meetings, and by improving the website 
for investors
●	Hold ongoing dialogue with stakeholders through meetings and IR events, 
which contributes to the enhancement of corporate value on a mid- to long-
term basis
●	Promote IR activities to ensure an appropriate stock value reflecting the actual 
circumstances of the Company
●	Conduct activities to continuously create new shareholders
●	Implement measures to encourage existing shareholders to hold their shares 
for a long period of time
●	Obtain the trust of all stakeholders and strengthen the base of stable share-
holders through the timely and appropriate release of information
○
●	Disseminate straightforward corporate information so as to further under-
standing and increase brand appeal
●	Provide information in response to regional marketing
●	Strengthen mid- to long-term brand communication and information dissemi-
nation responding to local needs
Employees
Creating  
rewarding  
and lively 
workplaces
Creating a safe 
workplace for  
all employees
○
●	Put in place measures to prevent the recurrence of equipment abnormalities
●	Aim for all Kubota Group employees to position safety as the top priority in 
all tasks and achieve zero incidents that have the potential to lead to serious 
accidents such as entrapment and entanglement by machines
●	Promote safety measures based on the Safety Control Guidelines for 
assessment and promotion of inherently safe equipment
Creating a  
vibrant workplace
○
●	Continue to share information and hold discussions at labor-management 
committees
●	Provide vibrant workplaces, and make it so that all employees of the Kubota 
Group can live rich, healthy lives
●	Promote specific measures based on the “Kubota Wellness (Mental Health) 
Action Plan” across the Kubota Group
	 ∙ Enhance the contents of mental health education
●	Continue to promote the second phase of Health Kubota 21
	 ∙ Plan events focusing mainly on the annual theme of eating habits and 
nutrition
Respecting  
human rights
○
●	Prevent harassment (sexual, maternity or power harassment, or harassment 
against LGBT) and improve the capacity to resolve harassment in Japan by 
enhancing contact points for consultation
●	Spread activities to raise awareness of human rights across the entire Kubota 
Group, both inside and outside Japan
●	Promote activities with an understanding of international standards relating to 
human rights
Promotion of 
diversity
○
●	Promote development of female employees
	 ∙ Hold ongoing training for female prospective managers
●	Carry out in-depth study of diversity management
	 ∙ Promote main action plan for general business law supporting women’s 
activities
	 ∙ Expand the scope of diversity
●	Continue promoting diversity management
	 (Investigate how to foster a corporate culture/create policies that draw out 
the abilities and ambitions of all employees, regardless of gender, nationality, 
age, etc.)
Personnel policies 
in tune with 
globalization
●	Continue to study/implement human resource policies essential to promote 
global management
●	Put “the right person in the right job” globally, thereby “maximizing human 
resource utilization”
○
●	Implement e-learning and other programs based on the Rule of Conduct
●	Promote activities to instill the corporate principles, which are tied to promoting 
SDGs activities
●	Foster CSR- and compliance-minded employees based on the corporate 
principles and the Rule of Conduct
Communities
Social  
contribution 
activities
Contributions to 
international 
society and local 
communities
△
●	Build a system to aggregate activity results both inside and outside Japan, 
and release it next fiscal year in the web version Report
●	Support activities conducted locally by overseas sites
●	Expand overseas initiatives
●	Promote ties with NGOs, NPOs and other organizations
Rejuvenation and 
reconstruction of 
areas affected by 
natural disasters
○
●	Continuously promote reconstruction support activities true to Kubota style, 
remaining aware of the themes of food, water, and the environment
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SOCIETY

Newly established R&D building in Japan (Sakai)
Newly established R&D site for Water and  
Environment in North America
Newly established R&D site in Thailand
Relationships with Our Customers
Based on the “Customer First Principle,” Kubota aims to offer products, technologies, and services that exceed customers’ needs at a 
speed beyond their expectations. We seek what we have to do to maximize customer satisfaction based on the “Onsite” approach policy 
perspective, which includes going to the actual site, seeing the product, and confirming actual facts, and put into immediate action whatever 
we can.
Kubota will continue to promote initiatives in all aspects of its operations, including development, production, sales and services, aiming 
not only to improve sales and profits, but also to establish itself as a “Global Major Brand” trusted by a maximum number of customers and 
capable of making a maximum contribution to society.
<SDGs related to this section>
Strengthening Our R&D System
R&D
2016 Thailand
Kubota Research & 
Development Asia 
(KRDA) on the 
outskirts of Bangkok
2016 Japan
2016 North America
New establishment of 
research building at 
Sakai Plant
Kubota Water and 
Environment R&D 
Center USA
Establishment of 
new base (Planned)
Increase in R&D 
bases for tractors 
and general-purpose 
machines
Opening (Planned)
2022 Japan
2020 France
2016 North America
Basic Concept
Because of the globalization of business, it is becoming increasingly important to offer impressive products that satisfy the needs of customers 
throughout the world, along with the regional circumstances. For this reason, Kubota is continuing to improve its global R&D system with Japan as 
its hub by clarifying the roles of its R&D sites in Japan and overseas, thereby responding to the local needs of each area of the world.
Regional Marketing and Product Development
When Kubota began developing its business overseas, products were developed and manufactured in Japan first, and then launched in local 
markets, and local production was introduced later on. However, in order to grow into a genuine global company, it is crucial to understand the 
needs of foreign customers overseas and rapidly develop new products. For this reason, Kubota is strengthening local-oriented product 
development.
Establishment of New Sites in Response to the Local Needs of Major Countries
In Japan, with the aim of speeding the development of agricultural and construction machinery, Kubota opened two research buildings in 2016. 
In 2018, in the interest of unifying and thereby improving the efficiency of scattered bases, and of strengthening development of core and cutting-
edge technology, Kubota began construction of a new development base.
Overseas, looking to improve developmental efficiency of farm machinery and implements built to local specifications, Kubota opened a large-
scale R&D base in Thailand in 2016. In North America, along with aiming at an increase in the number of R&D bases for tractors and general-purpose 
machines, Kubota also opened an R&D base related to water environments and strengthened R&D concerning the planning and operating control 
of membrane systems. Kubota is looking to establish a new R&D base in Crépy-en-Valois in France in FY2020, promoting the development of upland 
farming tractors and general-purpose products.
Plans for New Establishment of R&D Base and Facility Expansion Conditions
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Main hall of the Kubota Group R&D Conference
Presentation by SIAM KUBOTA Corporation Co., Ltd. (SKC)
Kubota Group R&D Conference to Share Technical Information Across Divisions
As a result of its commitment to continuously pursuing social needs over the years, the Kubota Group has created technologies spanning a 
variety of fields.
To solve social issues in the food, water and environment fields on a global scale, it is important for us to conduct development beyond company 
department boundaries. Thus, every year, the Kubota Group holds “The Kubota Group R&D Conference,” where the outcome of the research and 
development of each division is presented. Over 1,000 engineers join the conference and share information.
Creating Value by Integrating Core Products and Information Communications Technologies (ICT)
With the growing popularity of information communications technologies (ICT) such as the Internet and mobile telephones, there are an increas-
ing number of services aimed at society and everyday life that utilize these forms of ICT.
In fields such as agriculture and water infrastructure, Kubota is integrating its core products with a geographic information system (GIS) that 
utilizes the ICT of Internet and mobile terminals together with map data obtained from satellite images. This technology achieves the consolidated 
management and visualization of data, thereby providing a high-value service. Further in the agriculture field, Kubota installs a global positioning 
system (GPS) on its core products, with the aim of helping to save labor and improve efficiency in farm work.
Integrating Agricultural Machinery and ICT
In Japan, the agricultural sector is characterized by an aging population of farmers and an increasing amount of idle farmland. The presence of 
agricultural business operators* and leading farmers is becoming more and more significant as a solution to utilizing the abandoned farming land. 
From the outset, there were relatively small farms scattered throughout Japan, and increasing the scale of a farm was considered to increase the 
burden involved in managing scattered crops. Therefore, it is difficult to increase earnings. Consequently, farmers are looking for a way to increase 
the quality of their crops as a means of increasing their cost competitiveness.
As a solution to this problem, Kubota began offering the Kubota Smart Agri System (KSAS), a data-based agricultural system which integrates 
agricultural machinery and ICT to achieve the visualization of various data such as information on fields, farm work and harvest performance. This 
service also helps to effectively utilize data gathered through this system on the operational status of the harvesting machinery for diagnosis or other 
services. At present, approximately 6,700 customers are using this service. To further save labor and improve the efficiency of farm operations, 
Kubota has brought out the Farm Pilot series of GPS-mounted machinery. This includes a rice transplanter with a straight-line keeping function; a 
compact tractor equipped with a straight-line assist function; a tractor with autosteering; an AGRIROBO tractor (an autonomous agricultural vehicle 
capable of performing unmanned autonomous operations such as tillage and soil puddling by remote control under manned surveillance); and an 
automatic AGRIROBO combine enabling the harvest of rice and barley while the tractor, even though manned, is driven automatically.
* Farm operators and agricultural production corporations that have formulated a management improvement plan pursuant to the Act on Promotion of Improvement of Agricultural Management 
Foundation, and obtained approval from the relevant municipalities. Often owners of large-scale farmlands hiring employees (workers), actively engaged in farm management.
Monitoring Water and Environment Infrastructure with IoT and AI
In Japan, as the result of governmental financial difficulties and reductions in staff, the efficient and economic management of important infra-
structure is becoming a major issue. To address this issue, Kubota, with many products in the water, environment, and farming fields, has introduced 
its remote monitoring system to over 5,000 infrastructure facilities, such as water supply and sewage equipment, and agricultural water facilities.
Meanwhile, local governments are facing increasing demand for products that help systematize the operation of machinery and plants. To meet 
this demand, Kubota launched the Kubota Smart Infrastructure System (KSIS) in 2017, which conducts remote monitoring and diagnosis for 
machinery and plants on a common platform using the IoT (Internet of Things)*1. Moreover, a partnership agreement with the NTT Group allows 
Kubota to diagnose and control various machinery using AI technology. Via joint research with NARO*2, Kubota is also engaged in the conservation 
of water for agriculture and in labor-saving measures. In 2018, Kubota put WATARAS, a field water management system enabling labor saving in 
paddies, on advanced sale, and in 2019 begins general sales.
*1 A mechanism in which things are interconnected via the Internet, enabling them to monitor and control each other without interaction with humans
*2 National Agriculture and Food Research Organization
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Establishment of overseas bases (from 2011)
• 2011: Kubota Engine (Thailand) Co., Ltd. (Thailand) Manufacturing of vertical-type diesel engines
• 2011: Kubota Precision Machinery (Thailand) Co., Ltd. (Thailand) Manufacturing and sales of hydraulic equipment components
• 2011: Kubota Construction Machinery (WUXI) Co., Ltd. (China) Manufacturing and sales of hydraulic shovels
• 2012: Kverneland AS [made part of the group] (Europe) Manufacturing and sales of implements
• 2012: Kubota Engine (WUXI) Co., Ltd. (China) Manufacturing of diesel engines
• 2013: Kubota Farm Machinery Europe S.A.S (Europe) Manufacturing of large upland farming tractors
• 2016: Great Plains Manufacturing, Inc. [made part of the group] (United States) Manufacturing and sales of implements
 Expansion of local production
• 2013: Kubota Industrial Equipment Corporation (United States) Manufacturing of medium-sized tractors
• 2016: Kubota Industrial Equipment Corporation (United States) Manufacturing of 4W compact construction machinery (SSL)
• 2017: Kubota Manufacturing of America Corporation (United States) Start of operation of new plants for utility vehicles
• 2017: Kubota Agricultural Machinery (Suzhou) Co., Ltd. (China) Start of operation of a new plant for tractors and wheel combines
Building a Global Production System
In order to achieve the goal of becoming a “Global Major Brand,” Kubota has established production bases around the world in locations close 
to their respective markets, with the mother plant supporting all the other plants in order to secure consistent quality. Furthermore, Kubota is promoting 
the deployment of the Kubota Production System (KPS) at each of its bases, and implementing initiatives to raise the QCD level throughout the entire 
supply chain.
Production / Quality Control
Strengthening Production Systems
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A design review
Deployment and Dissemination of the Kubota Production System
Kubota Production System
• Kubota’s basic principle for manufacturing
Kubota aims to achieve manufacturing that impresses customers by offering products and services that exceed customers’ needs at a speed that 
exceeds their expectations.
• Kubota Production System
Kubota Production System (KPS) is the fundamental concept and perspective of the Kubota Group’s manufacturing.
While adhering to the basic philosophy, KPS is based on “just-in-time” and “Jidoka,” and continuously pursues thorough elimination of waste.
Activities during 2018
• To further strengthen KPS promotional efforts, Kubota began autonomous study activities. Members of multiple bases gather at one base, where 
they confirm conditions and activities at the base and offer guidance. When necessary, they also work to implement improvements.
This enables the acceleration of improvements at the base, promotes exchanges between bases, and develops human resources. By continuing 
the program, Kubota will further strengthen KPS promotional efforts.
• A work reform trial implemented in select departments and involving the elimination of waste in indirect operations suggested that the company 
could save approximately 20,000 work hours per year, so in November Kubota inaugurated a work reform project covering activities throughout 
the company.
In the next two years, Kubota aims to strengthen back-office operations and improve work-life balance by involving approximately 850 headquar-
ters employees in the elimination of waste in indirect operations.
KPS
Kubota Production System
Safety is Our First Priority
Quality strengthens the brand
Priority Onsite 
(5 Gen Principle)
JUST IN 
TIME
JIDOKA
For Earth, For Life
Respect human nature
Speedy implementation
(improvement spirit)
Structure of KPS
Quality Assurance in Design and 
Development
Kubota endeavors to prevent quality problems, and a representative 
activity in this effort is the initiative to strengthen design reviews. 
Incorporating the DRBFM*1 approach, we discuss, test and verify even 
the smallest incidental change when developing new products, in order 
to prevent quality problems from arising therefrom.
*1	DRBFM is the abbreviation for “Design Review Based on Failure Mode,” a method of 
preventive action of potential problems from arising by focusing on incidental changes 
in design and development.
Maintaining and Improving Quality
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Safety, Environment and Quality Forum (November 20, 2018)
QC Circle activities Presentation Competition (November 2, 2018)
Quality Audits, Quality Compliance Audits, and Audits at Short Notice
The Kubota Group periodically conducts quality audits for the purpose of providing its customers with even better products and services, thereby 
ensuring the continuous improvement of its quality management system. Since FY2018, Kubota has been implementing quality compliance audits 
to verify that company products and services conform with laws and regulations, legal standards and the conditions set forth in contracts with 
Kubota’s clients. Moreover, audits at short notice are conducted whenever it is evaluated necessary under the internal control system.
Raising Awareness of Safety, 
Environment, and Quality
In November 2018, Kubota held the Safety, Environment and 
Quality Forum, attended by approximately 390 people, mainly man-
agement executives.
Mr. Noboru Furusawa, formerly of Toyota Motor Corporation and 
representing the organization Supporting Safety and Developing 
Human Resources, lectured on the theme, “Safety, environment, and 
quality are the basis of corporate activity: That’s what management is 
all about.”
Mixing specific examples drawn from his initiatives at Toyota Motor 
Corporation and his experience in providing guidance at Kubota, 
Mr. Furusawa emphasized the importance of people who continually 
work towards improvement, and of workplace formation.
QC Circle Activity
Starting in FY2017, eligibility for awards has been expanded 
to include both domestic and overseas subsidiaries and affiliates. 
For the QC Circle activities Presentation Competition held this fiscal 
year, 18 circles selected from 674 Kubota circles (domestic and 
overseas) participated.
Circles producing outstanding results participated in the QC Circle 
National Competition.
Recent recall status (as of December 18, 2018)
• Recall of M108W tractors: Total 779 units (began January 9, 2018)
• Recall of ER combine harvesters: Total 659 units (began March 20, 2018)
• Recall of M7 series tractors: Total 179 units (began October 5, 2018)
• Recall of M7 series tractors: Total 353 units (began October 5, 2018)
• Recall of SL series tractors: Total 104 units (began December 6, 2018)
We deeply apologize for the inconvenience caused to our users.
For details, click here. (Only in Japanese)
www.kubota.co.jp/important/
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ISO 9001 Certification Status
Business divisions
Offices
Certification scope (excerpt)
Date of 
certification
Certifying 
body
Farm and Industrial Machinery 
Consolidated Division and 
Procurement Headquarters,  
Quality Assurance 
Headquarters  
(Departments affiliated with 
the Farm and Industrial 
Machinery Consolidated 
Division)
Head Office
Sakai Plant
Sakai Rinkai Plant
Okajima Business Center
Tsukuba Plant
Utsunomiya Plant
Hirakata Plant
Kyuhoji Business Center
Agricultural machinery, construction machinery, 
engines and related equipment for all the above
1994.06
LRQA*1
Farm Machinery Products and 
Post-Harvest Division
(Precision Equipment  
Business Unit)
Kyuhoji Business Center
Scales, load cells
1994.08
DNV*2
*1 LRQA: Lloyd’s Register Quality Assurance Ltd.
*2 DNV: DNV GL BUSINESS ASSURANCE JAPAN K.K.
Business divisions
Main offices
Certification scope (excerpt)
Date of 
certification
Certifying 
body
Pipe Systems and 
Infrastructure Division
Hanshin Plant
Keiyo Plant
Ductile iron pipes, fittings, accessories, other ductile 
iron products and related products
1999.01
JCQA*1
Hirakata Plant
Pumps, pump stations, sewage treatment and water 
purification plants, valves and gates
1997.10
LRQA
Ichikawa Plant
Spiral welded steel pipes
1998.07
JICQA*2
Environmental Solutions 
Division
Tokyo Head Office
Hanshin Office
Sewage and sludge treatment, water purification 
and wastewater treatment
2014.07
Intertek*3
Shiga Plant
Plastic water purification tanks
2003.04
JUSE*4
*1	JCQA: Japan Chemical Quality Assurance Ltd.
*2 JICQA: JIC Quality Assurance Ltd.
*3	Intertek: Intertek Certification Ltd.
*4	JUSE: Union of Japanese Scientists and Engineers
Kubota [Farm and Industrial Machinery Consolidated Division]
Kubota [Water and Environment and Infrastructure Consolidated Division]
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Affiliates
Certification scope (excerpt)
Date of 
certification
Certifying 
body
Kubota Seiki Co., Ltd.
• Design, develop and manufacture of hydraulic valves and hydraulic 
cylinders for agricultural and construction machinery
• Manufacture of transmissions and hydraulic pumps for off-road vehicles 
and agricultural machinery, and hydraulic motors for construction machinery
2007.04
LRQA
Kubota ChemiX Co., Ltd.
Design, develop and manufacture of plastic pipes, joints and accessories
1998.04
JUSE
Nippon Plastic Industry Co., Ltd.
• Design, develop and manufacture of hard vinyl pipes and secondary 
processed products
• Design, develop and manufacture of polyethylene and other plastic pipes
• Design, develop and manufacture of polystyrene/polyethylene and other 
plastic sheets/plates
1998.12
JSA*1
Kubota Pipe Tech Co.
• Construction and construction management of various pipelines
• Investigation and diagnosis of pipelines and attached facilities
• Installation training for fittings and pipe laying
• Pipe-laying equipment rental
2002.03
JCQA
Kansouken Inc.
• Design and develop package software for supporting water-supply 
business
• Support operation of package software for supporting water-supply 
business and provide data-input service
• Provide survey and consulting services for water network
2004.04
JCQA
Kubota Environmental Service 
Co., Ltd.
Design, construction, maintenance and servicing of plant facilities for water 
supply, sewer drainage, solid waste processing, excreta disposal and garbage
2000.02
MSA*2
Kubota Kasui Corporation
Design and construction of environmental conservation plants
2000.01
BCJ-SAR*3
Kubota Air Conditioner, Ltd.
Design, develop, manufacture and ancillary services for large-scale  
air-conditioning equipment
2000.02
JQA*4
Kubota Systems Inc.
• Consigned development of software products and software packaging, 
design, develop and construct network structures, and maintenance 
services
• Information system operation, and operation and maintenance of 
networks
• Sales of purchased products
1997.05
BSI-J*5
Heiwa Kanzai Co., Ltd.
Design, develop and supply of cleaning services for buildings and facilities
2002.07
JICQA
Kubota Construction Co., Ltd. Design and construct civil engineering structures and buildings
2011.12
JQA
*1 JSA: Japanese Standards Association
*2 MSA: Management System Assessment Center Co., Ltd.
*3 BCJ-SAR: The Building Center of Japan
*4 JQA: Japan Quality Assurance Organization
*5 BSI-J: BSI Group Japan K.K.
Affiliates in Japan
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Affiliates
Certification scope (excerpt)
Date of 
certification
Certifying 
body
Kubota Manufacturing of 
America Corporation
Manufacture and distribution of farm implements, lawn tractors, sub-compact 
and RTVs.
1999.12
DEKRA
Kubota Industrial 
Equipment Corporation
Manufacture and distribution of farm implements and assembly of tractors.
2005.12
DEKRA
Kubota Materials Canada 
Corporation
Design, development and manufacture of cast steel including stainless,  
heat- and corrosion-resistant alloys, in the production of steel castings and 
fabricated assemblies, as well as the manufacture of non-metallic mineral 
products (titanic oxide compounds).
1995.02
SGS North 
America
Kubota Europe S.A.S.
Tractor reassembly: Local market application
2016.12
Apave 
Certification
Kubota Farm Machinery 
Europe S.A.S
Production and shipping of agricultural tractors, technical assistance and 
spare parts.
2017.02
BUREAU 
VERITAS
Kubota (Deutschland) 
GmbH
Sales and customization of tractors, machines for ground care, attachments, 
spare parts, engines, engine accessories, service and customer support.
2018.09
EQ ZERT
Kubota Baumaschinen 
GmbH
Development, distribution, procurement, manufacturing and service of 
construction machines.
2016.02
PÜG mbH
KUBOTA (U.K.) Ltd.
Provision of groundcare, agricultural and construction machinery through  
an international dealership network.
2016.08
(Date of renewal)
CQS*1
Kverneland AS
(Some bases have been 
certified)
Development, production and sales of farm implements for soil cultivation.
1993.11
DNV GL
KUBOTA Turkey Makine 
Ticaret Limited Sirketi
Performance of quality management system.
2017.01
ASB* 2
Kubota Agricultural 
Machinery (Suzhou) Co., Ltd.
Design and manufacture of harvesters and transplanters; manufacture  
of tractors.
2011.06
CAM
Kubota Construction 
Machinery (Wuxi) Co., Ltd.
Production of hydraulic crawler excavators 
(operating weight less than or equal to Kx183 type)
2014.12
CQC*3
Kubota Engine (Wuxi) Co., Ltd. Manufacture of water-cooled multi-cylinder diesel engines used in industrial 
machinery and agricultural machinery
2014.11
SGS United 
Kingdom
Kubota Sanlian Pump 
(Anhui) Co., Ltd.
Design and manufacture of clean water pumps, sewage pumps,  
axial flow pumps, mixed flow pumps.
2016.05
CCS*4
SIAM KUBOTA Corporation 
Co., Ltd.
Manufacture of farm tractors with the without wheels and tires, including 
transmission and front axle, agricultural machinery (combine harvester), 
implemsnts (rotary tillers, slasher).
2014.02
LRQA
SIAM KUBOTA Metal 
Technology Co., Ltd.
Manufacture of casting iron parts
2012.01
MASCI*5
KUBOTA Engine (Thailand) 
Co., Ltd.
Manufacture of diesel engines.
2013.01
LRQA
KUBOTA Precision Machinery 
(Thailand) Co., Ltd.
Manufacture of transmission assembly and linkage hitch hydraulic cylinders for 
agricultural tractors.
2015.07
LRQA
P.T. Kubota Indonesia
Manufacture of internal combustion engines.
1998.01
LRQA
Kubota Saudi Arabia 
Company, LLC
Production of cracking coils for petrochemical companies, reformer tube for 
refinery and fertilizer companies. 
Valve maintenance for industries.
2011
TÜV NORD 
CERT
*1 CQS: Certified Quality Systems
*2 ASB: ASB International Certification Surveillance, Auditing and Training Services
*3 CQC: China Quality Certification Centre
*4 CCS: China Classification Society
*5 MASCI: Management System Certification Institute (Thailand)
Overseas Group companies
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We sincerely apologize again for causing concern and inconvenience to all our customers and parties concerned regarding “Kubota Corporation’s 
Statement on its Rolling Mill Roll Inspection Process” announced on September 12, 2018.
Regarding the inappropriate action, a thorough investigation has been conducted by an external law firm, and the report of the investigation has 
been accepted. Kubota has given serious consideration to the investigation results, and published the Report Regarding Inappropriate Conduct 
Relating to Inspection Report on November 29, 2018 and is implementing in sequence the measures to prevent recurrence described in the report.
Hereafter, Kubota Group will implement the recurrence prevention measures and strive fully to recover the trust of our customers and parties 
concerned as we work to make sure this type of misconduct never occurs again.
For further information, please visit www.kubota.co.jp/new/2018/18-29j.pdf
Announcement on the Inappropriate Action Relating to a Record of Inspection Results 
(Actions to Prevent Recurrence)
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Group photo of Gold Prize winners (at Sakai site)
Mechanical assembly match
Holding the Kubota Group Technical Skills Competition
Kubota holds the Kubota Group Technical Skills Competition every year with the aim of improving manufacturing capabilities. During the 
contest for FY2018, a total of 240 contestants from 28 bases in 9 countries gathered and put their technical skills to the test in 15 categories, 
including casting, lathing, finishing and welding. The number of contestants from overseas has increased to approximately 30% of all contestants, 
and the contest has become a fixture as a global event for the Kubota Group. The contest provides an important opportunity for contestants and 
staff members of the competition, as well as the supporters gathering from each base, to acquaint themselves with the skill levels of each base, 
communicate with each other, and get motivated. Kubota will continue to hold this competition in FY2019 and beyond, with the aim of further 
improving its manufacturing capabilities.
No. of Contestants in the Technical Skills Competition
Participating in National Skills Competition
To demonstrate the Kubota Group’s position with respect to mas-
tering advanced manufacturing skills and developing human resources 
fit to play leading roles in the workplace, Kubota has participated in the 
“lathing” and “mechanical assembly” categories at the National Skills 
Competition.* At the Competition for FY2018, the Kubota representa-
tives won the Silver Prize, the Bronze Prize and the Fighting Spirit Prize 
in mechanical assembly, and the Fighting Spirit Prize in lathing.
* National Skills Competition: National competition for young technicians (23 or younger). 
Representatives for the WorldSkills Competition held every two years are selected at this 
competition. It is the “Olympics” of skills, in which young technicians from all over Japan 
compete in terms of skills.
Ensuring Skills to Maintain Customer Satisfaction
250
200
150
100
50
0
2015.3
2015.12
2016.12
2017.12
2018.12
58
44
53
56
58
80
201
228
238
248
240
157
175
182
190
160
(persons)
Japan        Overseas
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Fostering Manufacturing Personnel to Establish Kubota as a Global Major Brand
Kubota promotes the Kubota Production System (KPS) at its 
domestic and overseas bases with the aim of becoming a “Global 
Major Brand.” The “5-Gen Principle” is implemented to achieve site 
improvements necessary to advance KPS. The 5-Gen encompasses a 
philosophy based on the actual site (Genba), actual things (Genbutsu), 
actual facts (Genjitsu), principles (Genri) and basic rules (Gensoku). 
The 5-Gen Dojo training is a place for fostering employees who will 
implement improvements aimed at closing the gap that can arise 
between the actual and the ideal. Approximately 400 people attended 
this training program in FY2018.
Starting from 2014, Kubota has introduced the 5-Gen Dojo at its 
major overseas sites, with the goal of strengthening manufacturing 
capability and localizing human resource development.
In May 2016, Kubota established the 5-Gen Dojo in Thailand, 
where human resources capable of strongly promoting improvement 
are developed through lectures and on-site improvement training by 
local instructors.
Participants by country (Jan. 2018–Dec. 2018)
• Japan	
:	248
• North America	 :	 50
• Thailand	
:	 50
• China	
:	
5
• Europe	
:	
5
• Indonesia	
:	
6
5-Gen Dojo History
• Apr. 2002–Mar. 2003	:	Established 5-Gen Dojo at the Sakai Plant in Japan
• Apr. 2005–Mar. 2006	:	Began receiving overseas employees at the 5-Gen Dojo
• Apr. 2014–Mar. 2015	:	Established 5-Gen Dojo at Kubota Manufacturing of America Corporation in the U.S.
• Jan. 2016–Dec. 2016	:	Established 5-Gen Dojo at SIAM KUBOTA Corporation Co., Ltd. in Thailand
Local employees in an improvement practice at the 5-Gen Dojo in Thailand
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In Asia and other emerging markets, cheap and low-quality imitation parts prevail, which may have a serious impact on product performance. 
Allowing the use of such imitation parts may result in undermining the reliability of Kubota products.
Kubota therefore promotes activities to disseminate genuine parts of reliable quality in the market, with the aim of ensuring long product life and 
improving trust in the Kubota brand. By achieving this, Kubota aims to improve the efficiency of farming in emerging countries, thereby contributing 
to the realization of richer and more stable food production.
In July 2017, with a view to improving the parts sales and marketing abilities of East Asia distributors and the spread of genuine parts, Kubota 
held the Parts Sales Action Plan Meeting for East Asian Kubota Overseas Subsidiaries at Kubota Agricultural Machinery (Suzhou) Co., Ltd. (KAMS) 
in China, targeting the personnel in charge of parts sales of seven Kubota overseas distributors and manufacturers in China, Korea and Taiwan. 
A lecture by a representative of KAMS, which was excellent in terms of market analysis and parts sales know-how, helped improve the parts sales 
capabilities of the members of each subsidiary and foster their sense of unity as a member of the Kubota Group. At the meeting, discussions were 
held on the problems faced by each country and the countermeasures thereof, and good practices in sales promotion activities were shared. Making 
use of these results of the meeting, Kubota will make continued efforts to increase sales of genuine parts and improve customer satisfaction.
Parts sales promotion activities by each company were presented.
* Photo shows the presentation by KAMS of China.
* Attending distributors:
Kubota Agricultural Machinery (Suzhou) Co., Ltd. [KAMS]
Kubota Construction Machinery (Shanghai) Co., Ltd. [KCS]
Kubota Engine (Shanghai) Co., Ltd. [KESCO]
Kubota Construction Machinery (Wuxi) Co., Ltd. [KCW]
Kubota Engine (Wuxi) Co., Ltd. [KEW]
Kubota Korea Co., Ltd. [KKR]
Shin Taiwan Agricultural Machinery Co., Ltd. [STA]
Customer Service
Creating Value by Integrating Core Products and Information Communications Technologies (ICT)
Parts Sales Action Plan Meeting for East Asian Kubota Overseas Subsidiaries
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Click here for details.
HIGHLIGHT 2019
ENVIRONMENT
GOVERNANCE
SOCIETY

Holding Contests for Service Technical Skills and Solution Proposal Skills
Customer Satisfaction Survey
On December 4th and 5th, 2018, Kubota held the Service Technical Skills Contest and the Proposal Skills Contest for advanced farmers.
In the 42nd Service Technical Skills Contest, 21 representatives participated who had won the district qualifying. As the aftermarket service 
business is becoming an important source of revenue, the contestants competed on the Kubota Group’s highest-level service skill, proper inspection 
and repair skills against malfunction, as well as the communication skill to satisfy customers.
The 5th Proposal Skill Contest for the advanced farmers was held under the theme ‘Everything for the Customer.’ Each representative 
competed to get the first prize of the proposal skill which realizes the customer’s desire through the profitable presentations within a limited time.
All the participants competed with the pride of their respective companies. Kubota will continue to improve its service technologies and proposal-
making skills through these contests, with the goal of the customer’s trust and security.
Kubota conducts a survey to obtain feedback related to domestic farm machinery from the customers of its dealers, and monitors customer 
satisfaction with its products. We share the feedback and survey scores received from the respondents with the dealers and related departments, 
and utilize the information to improve our sales and service activities, as well as our products.
“Overall customer’s satisfaction with store where purchased” for July 2017 to June 2018 improved over the previous year (surveyed from July 
2016 to June 2017), rising from 63.5 to 64.5.
Service Technical Skills Contest
Proposal Skills Contest for advanced farmers
Proposal Skills Contest for advanced farmers
Service Technical Skills Contest
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Relationships with Business Partners
Procurement Policy
Promoting CSR Procurement Based on Established Guidelines
Procurement
The following explains Kubota’s basic approach to materials procurement in its business activities.
Customers are becoming increasingly aware of what goes on in the entire supply chain that creates products and services.
For this reason, Kubota has established the Kubota Group CSR Procurement Guidelines, based on the belief that it is necessary to have a 
common understanding of CSR with its major business partners in order to engage in collaborated efforts. By requesting business partners to 
submit a consent form indicating their intention to observe the terms of these guidelines, Kubota is encouraging its business partners’ initiatives that 
target safe work practices, respect for human rights, and other important factors.
Basic approach to materials procurement
1.	Providing fair opportunities
We provide opportunities for competition among all of our business partners in a fair and equitable manner.
2.	Economical rationality
When selecting a business partner, we make a full evaluation on the material quality, reliability, delivery timing, price, technology and develop-
ment capability, proposal ability, and business stability, etc. of that partner, and then select the best business partner based on a suitable set 
of criteria.
3.	Mutual trust
We establish relationships of trust with our business partners and also aim for mutual development.
4.	Social trust
We are committed to ensuring adherence to all relevant laws and regulations when making procurement deals. We will also ensure the 
confidentiality of our business partners’ confidential information that we have gained through our procurement deals.
5.	CSR procurement
We promote CSR procurement, while paying close attention to compliance with laws and regulations, occupational health and safety, human 
rights (including addressing the issue of conflict minerals), environmental conservation, symbiosis with society, and information disclosure in 
a timely and appropriate manner.
6.	Green procurement
We are committed to the procurement of products with a reduced environmental impact from business partners that engage in environmental 
activities, as part of our commitment to providing society with products that are friendly to global and local environments.
The Kubota Group CSR Procurement Guidelines
1.	Winning Customer Satisfaction
2.	Conducting Corporate Activities Based on Compliance with Legal Regulations and Ethical Principles
3.	Respecting Human Rights
4.	Building up a Safe and Vibrant Work Environment
5.	Conserving the Global and Local Environment
6.	Achieving Symbiosis with International and Local Societies
7.	Fulfilling Responsibilities for Improving Management Transparency and Accountability
<SDGs related to this section>
Click here for the Kubota Group CSR Procurement Guidelines.
www.kubota.com/company/csr/stake_h/procure/pdf/csrprocure.pdf
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Information Security Measures Kubota Requests Its Business Partners to Implement
Green Procurement
Handling of Conflict Minerals
In promoting CSR management, Kubota requests its business partners that share confidential information with Kubota Corporation and its 
subsidiaries and affiliates (hereunder, “the Group”) to implement certain information security measures. Thus the Company hereby presents the 
matters related to its information security measures.
Through proper management of confidential information, we will realize stable business continuity, thereby aiming for the ongoing synergistic 
development of the Company, business partners, and society. We would like to ask for your further understanding and cooperation.
In FY2018, Kubota requested that its business partners formulate their policy on conflict minerals.
Kubota also conducted the FY2018 survey, which achieved a 100% response rate.
Information Security Measures Standards for Business Partners
Japanese version	 www.kubota.co.jp/csr/SecurityStandardjp.pdf
English version	
www.kubota.co.jp/csr/SecurityStandarden.pdf
Information Security Measures Standards for Business Partners Check Sheet
Japanese version	 www.kubota.co.jp/csr/SecurityStandard_CheckSheetjp.xlsx
English version	
www.kubota.co.jp/csr/SecurityStandard_CheckSheeten.xlsxdf
Click here for the Green Procurement Guidelines.
www.kubota.co.jp/kubota-ep/main/files/green201801en.pdf
Democratic Republic of the Congo
Neighboring countries
Republic of South Sudan
Republic of Uganda
Republic of Rwanda
Republic of Burundi
United Republic of Tanzania
Republic of Zambia
Republic of Angola
Republic of Congo
Central African Republic
Policy on conflict minerals
Tantalum, tin, tungsten and gold, and their derivatives (“conflict minerals”) produced in the Democratic Republic of the Congo and its 
adjoining countries are the source of funds for armed insurgents, who have repeatedly committed inhumane acts in these countries. This is 
a major social issue of concern related to human rights, the environment, etc. in the supply chain.
As a part of its corporate social responsibility (CSR), Kubota promotes banning of the use of conflict minerals, which serve as a source of funds 
for the armed insurgents, and promptly takes steps to discontinue their use in the unlikely event that it becomes clear they are being so used.
Kubota seeks mutual understanding regarding this issue with its business partners, which are a part of the supply chain, and requests their 
cooperation in surveys and audits conducted by Kubota.
Democratic Republic of the Congo and Adjoining Countries
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Click here for details of the Green Procurement activities.
HIGHLIGHT 2019
ENVIRONMENT
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Promoting Optimal Regional Procurement and Supplier Quality/Productivity
Procurement at overseas production bases has risen sharply in parallel with the rapid globalization of business.
The Kubota Group promotes optimal procurement in every region through the establishment of a global supply system. Moreover, the Group 
unites with major global suppliers to promote systematic improvement activities for the purpose of strengthening competitiveness by improving 
quality and productivity.
In FY2018, as a continuation of the previous year, Kubota held the 5th Kubota Supplier Technical Skills Competition to improve the skill level of 
its suppliers. Moreover, the 4th Kubota Kaizen World Cup was also held in order to vitalize improvement activities. In this World Cup, suppliers 
selected from various regions around the world present their company’s successful improvement cases as they compete for the status of World 
Champion.
Throughout the entire supply chain, Kubota will continue its efforts to make the Kubota brand trusted and appreciated by its customers around 
the world.
Kubota Supplier Technical Skills Competition
Kubota Kaizen World Cup
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Relationships with Our Shareholders and Investors
Constructive Dialogue with Shareholders
<SDGs related to this section>
Dialogue with Individual Shareholders
In 2018, Kubota held factory tours for 38 stockholders at the Utsunomiya Plant as PR for the advanced production management system for 
rice transplanters and combine harvesters. Elsewhere, 48 stockholders were given a tour of the Hirakata Plant, where construction machinery and 
pumps are produced.
Kubota held three rounds of company information sessions, which also served as occasions for face-to-face talks between Kubota’s CEO and 
individual investors, while also gaining understanding of Kubota Group’s business activities and management strategy among over 2,000 individuals 
by participating in the 2018 Nikkei IR and Investment Fair for the first time.
Aiming to expand its number of actively supportive stockholders, Kubota also held company information sessions and engaged in discussions 
around the country on nine occasions.
Moreover, in a new undertaking, Kubota invited 500 stockholders to the Kubota New Year Session exhibition of the company’s new products, 
creating opportunities for the shareholders to see the products at first hand and to interact with Kubota employees.
Kubota promotes constructive dialogue with shareholders and investors in order to sustain corporate growth and improve corporate value in the 
mid- to long-term.
Kubota holds results briefings for domestic and foreign institutional investors, company information sessions for individual investors, and factory 
tours. Going forward, Kubota will continue to actively engage in dialogue with all stakeholders.
Information for individual Investors (only in Japanese)
www.kubota.co.jp/ir/sh_info/personal/
Plant tour for shareholders (Utsunomiya Plant)
Plant tour for shareholders (Hirakata Plant)
New Year Session 2018 (Kyoto)
Nikkei IR and Investment Fair 2018
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Dialogue with Institutional Investors and Analysts
Kubota Corporation has approximately 370 individual and group meetings per year with institutional investors and analysts. In addition, Kubota 
Corporation holds a new product exhibition and a briefing on business operations in January, a results briefing for the year-end in February, and 
a results briefing for the first half in August. Furthermore, Kubota Corporation makes timely disclosure of its financial and other information in Japanese 
and English. Moreover, in accordance with the intent of fair disclosure rules, starting in 2018, Kubota Corporation is also working to enhance 
the early and fair disclosure of information by releasing on the corporate website the details of explanations and Q&A summaries from the results 
briefings for the first half and year-end, as well as supplementary information for results for the first quarter and third quarter.
 In addition, Kubota Corporation regularly conducts tours of its domestic factories and overseas subsidiaries and briefings on business operations. 
In 2018, Kubota Corporation held briefings and factory tours of the construction machinery business at its Hirakata Plant.
Information for investors
www.kubota.com/company/ir/
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Relationships with Employees
Customer satisfaction cannot be accomplished without employee satisfaction. The Kubota Group promotes the creation of comfortable 
and motivated workplaces where its employees can not only work safely and securely but also feel pride and joy in their work.
In accordance with the Kubota Group Charter for Action & Code of Conduct, which is our global standard for conduct, we carry out audits 
and interviews at overseas bases with a clear understanding of the circumstances of each country and region, in order to raise the level of 
employee-related policies across the entire Group.
<SDGs related to this section>
Promoting a Safer Workplace
Kubota formulated its Basic Policies on Safety and Health in April 2013 for the purpose of creating a safer and more secure workplace. 
Based on these policies, Kubota is enforcing the ethic whereby all people involved in the business, including contractor employees, behave based 
on the philosophy that “Safety is Our First Priority.”
In September 2014, three specific instructions to ensure the “Safety is Our First Priority” philosophy were announced by the President.
The Kubota Group’s Mid-term Plan (FY2018 to FY2022) has put forth a variety of strategies to achieve a goal of zero Class-A incidents,* with 
initiatives promoting inherently safe equipment; promoting safe operations; enhancing personnel development to support safety; and maintaining 
and improving a safe and healthy working environment as its pillars.
*	Class-A incident refers to:
	 1) contact with a high-heat object, etc., 2) contact with a heavy load, etc., 3) entrapment and entanglement by machines, 4) fall from heights, 5) contact and the like with forklift / vehicle, 6) falling 
from or contact with agricultural/construction machinery, 7) electric shock, 8) hit by a flying / falling object, 9) acute poisoning by harmful substances, or 10) fires or explosions
Creating a Safe Workplace for All Employees
The Kubota Group Basic Policies on Safety and Health
“In the Kubota Group, no work should be carried out without serious consideration of safety and health.”
To achieve this, we established the fundamental principle that all the people involved in the business shall  
behave based on the philosophy that “Safety is Our First Priority.”
Safety is Our First Priority
1.	All the people involved in the business of the Kubota Group shall observe the determined rules and behave based on 
the philosophy “Safety is Our First Priority,” to protect themselves from accidents.
2.	Management executives shall operate the business keeping in mind the philosophy “Safety is Our First Priority,” respect 
and listen to the voices of frontline worksites, and be reminded that “the worksite is a mirror that reflects yourself.”
3.	Management-level employees shall identify any risk that may lead to a serious incident and take faithful action to 
address such risk, while endeavoring to create a corporate culture that allows straightforward talk about safety and to 
develop human resources that support safety.
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Kubota Group’s Mid-term Plan (FY2018 to FY2022) Target and Major Tasks
Kubota sets a target for the period up to FY2022 as the final year, and will mainly address the tasks below.
Target: Zero Class-A incidents
<Major tasks>
1.	Promoting inherently safe equipment
	
(1) Apply the risk assessment for machine safety to all new equipment.
	
(2) Complete measures for existing equipment to achieve the target levels determined in the Safety Control Guidelines for assessment and 
promotion of inherently safe equipment.
	
(3) Work to prevent the recurrence of equipment abnormality.
2.	Promoting safe operations
	
(1) Review the risk assessment for work operations, and based on the results of the assessment, formulate work instruction sheets in which 
a description of content of risk and the risk aversion procedures are provided.
3.	Enhancing personnel development to support safety (the Kubota Group Safety-Aware Employee Development)
	
(1) Promote activities to enable all employees to follow the “basic daily cycle” described in the Basic Guidelines for Safety-Aware Employees as 
a habit.
4.	Maintaining and improving a safe and healthy working environment
	
(1) Accumulate improvement examples at model dusty workplaces before deployment to other offices and workplaces.
Basic Guidelines for Safety-Aware Employees
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Initiatives Implemented for Priority Issues of FY2018
In FY2018, the initiatives below were implemented with regard to priority issues.
1.	Achievement of Level II for existing equipment and Level III for new equipment (8 domestic Group companies and 16 overseas 
Group companies)
We have started activities to draft and fulfill a 5-year implementation plan by which all existing equipment that has not achieved Level II will be 
brought up to Level II, based on the Safety Control Guidelines for assessment and promotion of inherently safe equipment, which categorizes 
equipment into degrees of safety from Levels I to IV. We have commenced operations so that new equipment will be Level III at the time of its 
introduction, based on the risk assessment for machine safety that was revised in FY2017.
2. Initiative to prevent recurrence of equipment abnormalities (all domestic Group companies)
We have constructed a culture where, when equipment abnormalities occur, workers are able to stop the equipment as a matter of course. 
We have also promoted the prevention of such abnormalities from recurring through their visualization, and we have begun activities intended to 
eradicate incidents that result from not stopping equipment when abnormalities occur.
3. Promotion of risk assessments of work operation activities (all domestic Group companies)
Through our promotion of risk assessment of work operation activities that place an emphasis on the risks linked to Class-A incidents, we have 
been able to advance equipment strategies. We have also advanced the creation of work standards sheets that show that describing the details of 
a risk provides a reason for compliance with procedures as well as detailing the procedures for avoiding risk so that we can prevent the incidents 
that result from residual risk. We have also held guidance seminars where employees can receive instruction from external consultants who have 
observed the actual work on our manufacturing floors so that we can improve our risk identification capabilities linked to Class-A incidents.
4. Initiatives to instill the Basic Guidelines for Safety-Aware Employees (all domestic Group companies)
We have undertaken educational activities via the serial publication of messages from the management in our company newsletters, so that it will 
become a habit for all of our employees to always abide by the Basic Guidelines for Safety-Aware Employees, and that habituation will help 
achieve our organizational culture.
5. Education on how to teach safe operations (all domestic Group companies)
As part of our rank-based education initiatives, we have established a defined way of how to teach safe operations that clearly describes specific 
approaches to work-related teaching and methods for confirming and assessing degrees of proficiency. With this, workers can receive easy-to-
understand guidance regarding the work they are in charge of, allowing them to perform their work more safely once they learn methods to avoid 
risks and the rationale behind why they need to abide by those methods.
6. Maintaining and improving a safe and healthy working environment (all domestic Group companies)
We have designated model workplaces for particulate reduction strategies, where we have conducted source testing for accumulated particu-
lates and implemented strategies for reducing those particulates. As we build up accomplishments in these model workplaces, we are expanding 
the results to other offices and workplaces.
The Kubota Group Safety and Health Target for FY2019
Kubota has clearly set the target below for FY2019, and is promoting Company-wide efforts to create safe workplaces.
Target: Zero Class-A incidents
[Priority implementation issues]
Business sites and plant departments
1.	Promoting inherently safe equipment
2.	Promoting safe operations
3.	Developing Safety-Aware Employees
4.	Promoting sanitary management
5.	Operating the Kubota Group health and safety management system
6.	Taking action for Group manufacturing companies outside Japan
Construction departments
1.	Developing Safety-Aware Employees
2.	Promoting safe operations
3.	Promoting inherently safe equipment
4.	Promoting sanitary management
5.	Promoting environmental management
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Lost Time Incident Rate (Kubota Corporation)
Severity Injury Rate (Kubota Corporation)
Raising Awareness of Safety, the Environment, and Quality
Lost Time Incident Rate/Severity Injury Rate
In October, we cosponsored with our Environmental Protection 
Department the Chinese Region Conference for Managers of Safety, 
Health and Environmental Issues geared towards our Group companies 
in the Chinese region. Safety, Health, and Environmental Supervisors 
from Japan from our mother plant (the Sakai Plant), as well as the 
Hirakata Plant and the Tsukuba Plant, took part in the conference to 
convey policies and share issues, and executive staff from the various 
regional companies gathered to discuss these topics.
In November, Kubota held a Safety, Environment, and Quality Forum. 
Noboru Furusawa delivered a lecture entitled “Safety, the environment 
and quality are the basis of corporate activity: That’s what management 
is all about” based on his starting of the Supporting Safety and 
Developing Human Resources organization after his time at Toyota 
Motor Corporation as the Supervising Director of the Safety and Health 
Promotion Division. He offered the following wisdom, including, “If you 
start with safety and continue to make improvements, difficult work will 
become more easy to perform, and quality will improve,” and, 
“The production line can also be something simple, and from an 
environmental perspective it can be linked to a reduction in energy 
consumption,” as well as “people who continually work towards 
improvement and workplace formation are important.”
Safety, Environment, and Quality Forum (November 20, 2018)
*	Due to the occurrence of accidents accompanied with multiple absences from work at 
one time
Tallied from April 1 to March 31 of the following year up until 2014.
In 2015, tallied from April 1 to December 31.
(                                                                       )
Tallied from April 1 to March 31 of the following year up until 2014.
In 2015, tallied from April 1 to December 31.
(                                                                       )
（％）
0.62
2014
2015
2016
1.2
0.9
0.6
0.3
0.0
2017
2018
0.16
0.09
0.02
0.34
0.03
0.08
0.09
0.01
0.10
0.98
0.35
0.09
0.02
0.05
0.07
0.07
（％）
3.38
2.31
2.91
2.90
2014
2015
2016
0.28
0.41
0.23
0.18
8.0
6.0
4.0
2.0
0.0
2017
2018
1.15
1.02
1.35
1.20
0.27
1.06
1.08
1.06
1.59
2.17
0.00
0.06
0.00
6.11*
Kubota (plants)
Kubota (construction)
Average for manufacturing industry
Construction industry (average for projects by occupation)
Kubota (plants)
Kubota (construction)
Average for manufacturing industry
Construction industry (average for projects by occupation)
(FY)
(FY)
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Name of education program
No. of  
times held
Total 
participants
Education for new employees
6
305
Elementary (for young employees)
6
155
Semi-intermediate  
(for mid-career employees)
2
45
Intermediate (for workplace leaders)
2
40
Training for newly appointed supervisors
4
70
Training for newly appointed foremen
1
10
Education for foremen, etc.  
(supervisors or lead persons)
2
40
Name of education program
No. of times 
held
Total 
participants
Education for new employees
2
145
Education at the time of appointment 
of safety managers
2
20
Safety and health education for  
mid-career entrants at the time of 
employment
12
120
Equipment safety education
12
200
Training for newly promoted managers
1
130
Training for newly appointed  
section managers
4
60
Training for newly appointed  
department managers
1
20
Education for officers
1
28
*	Figures for the total number of participants are rounded to the nearest five, except in the case 
of “education for officers.”
Manufacturing Departments
Tsukuba Plant
Certification acquired in Dec. 2000
Keiyo Plant
Certification acquired in Dec. 2002
Transitioned to ISO 45001 certification in Nov. 2018
Ichikawa Plant
Certification acquired in Dec. 2002
Transitioned to ISO 45001 certification in Nov. 2018
Hanshin Plant (Mukogawa)
Certification acquired in Nov. 2003
Hanshin Plant (Amagasaki)
Certification acquired in Apr. 2005
Hirakata Plant
Certification acquired in Jun. 2007
In Japan
Other than Manufacturing Departments
Kubota Materials Canada Corporation 
Certification acquired in Aug. 2012
SIAM KUBOTA Corporation Co., Ltd.
Certification acquired in Jan.-Feb. 2014
Kubota Baumaschinen GmbH
Certification acquired in Jul. 2014
SIAM KUBOTA Metal Technology Co., Ltd. 
Certification acquired in Dec. 2014
KUBOTA Engine (Thailand) Co., Ltd.
Certification acquired in Jul. 2015
Kubota Farm Machinery Europe S.A.S 
Certification acquired in Feb. 2017
Overseas
Safety and Health Education Implementation Status in FY2018
Sites with Occupational Health and Safety Management System Certification (OHSAS 18001)
Safety and health education is provided for each rank, including for new employees (education at the time of employment).
To ensure safety for employees and provide them with a workplace environment that allows them to feel safe concentrating on their duties, 
Kubota has acquired OHSAS 18001 certification for its business sites below, while establishing an occupational health and safety management 
system focusing mainly on risk assessment for other sites.
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Respecting Human Rights
Basic Policies Regarding Human Rights
Human Rights Advancement System
The Kubota Group supports the Universal Declaration of Human Rights, respects the human rights of all people, and does not discriminate or 
violate human rights on the basis of nationality, race, age, gender, sexual orientation, gender identity or disability, or for any other reason.
The Kubota Group does not permit forced labor or child labor, and also requests that its business partners comply in this regard. These policies 
are declared in the KUBOTA Group Charter for Action & Code of Conduct and put into practice.
Kubota has a Human Rights Advancement Planning & Coordination Committee headed by the director in charge of CSR Planning & Coordination 
Headquarters. Its members at each Kubota site are promoting activities based on the human rights advancement activity policies. At the beginning 
of each fiscal year, a meeting is held gathering the committee members of all sites.
Besides the committee members, a human rights advancement leader is appointed at each site, who leads the human rights advancement 
activities of the site.
Internal training
External training
Total
Kubota
13,899 people
389 people
14,288 people
Group companies in Japan
8,310 people
110 people
8,420 people
Human Rights Education
Aiming to create a harassment-free, worker-friendly workplace environment, Kubota plans and provides human rights education programs for 
all employees, including President and Directors, every year, based on the human rights advancement activity policies.
It is now possible to receive human rights education from overseas via a video conference system. The education programs include rank-based 
training, such as training for new employees, and human rights education provided at each site. Employees who are unable to receive such 
programs can receive education via a video conference system, or study by themselves using DVDs, textbooks, and FAQs.
In FY2018, all Kubota employees (in terms of the total number of participants) in Japan received human rights education through internal training 
or training offered by external organizations.
Code of Conduct (excerpts)
 We support the Universal Declaration of Human Rights, and respect the human rights of all people.
 We do not discriminate or violate human rights on the basis of nationality, race, age, gender, sexual orientation or gender identity,* disability, 
or for any other reason.
*	The concept of how one perceives one’s own gender.
 We do not permit forced labor or child labor, and also request our business partners to comply in this regard.
Human Rights Advancement 
Planning & Coordination Committee
Committee chair: Director in charge of CSR Planning & Coordination Headquarters
Secretariat: Human Rights Advancement Department
Kubota
Human rights 
advancement manager
(Each business site)
Kubota
Human Rights Advancement
Planning & Coordination
Committee members
(Each business site)
Group companies in Japan
Human rights 
advancement representative
(Head of the general 
affairs department)
[Results of Internal Training in 2018]
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Training for directors and managers
187 people (including presidents, etc. of Group companies in Japan)
Training for new employees
1,090 people (including those from Group companies in Japan)
Training for newly appointed foremen
14 people (including those from Group companies in Japan)
Training for newly appointed supervisors
36 people (including those from Group companies in Japan)
Seminar for harassment consultation office personnel
70 people (including those from Group companies in Japan)
Fieldwork training for human rights leaders
37 people (including those from Group companies in Japan, etc.)
Training for expatriates
25 people
*	The figures include temporary and re-hired employees.
*	Education programs are held at each Group company in Japan.
*	For the hearing-impaired, DVD transcripts (or a DVD with subtitles) or lecture texts are provided in advance, so that they can receive training with other participants in the same room.
Directors and Managers Human Rights Training (Aug 6, 2018)
(Theme: Human rights issues in global corporations – The supply chain and human rights)
(Lecturer: Yozo Yokota, President of the Center for Human Rights Education and Training)
Kubota Headquarters Human Rights Training (Oct 17, 2018) 
(Lecturer: Hiroyuki Ikenaga, General Manager of the 
Human Rights Advancement Department, CSR Plan-
ning & Coordination Headquarters)
Kubota Hokkaido Regional Office Human Rights Training 
(July 30, 2018)
(Lecturer: Ryo Tamura, Head of Human Rights Awareness 
Division, Human Rights Awareness Department, CSR 
Planning & Coordination Headquarters)
■	Major Education Themes
•	Prevention of harassment (Sexual harassment, maternity harassment,(*1) power harassment, or harassment against sexual minorities (LGBT,(*2) 
SOGI,(*3) etc.), etc.)
•	Responses to harassment counseling for superiors
•	Social discrimination (Dowa) (such as online discrimination towards minority groups (e.g. Buraku), etc.)
•	Issues facing the disabled (Act to Advance the Elimination of Discrimination against the Disabled, the disabled employment ratio, etc.)
•	Issues facing foreign residents in Japan (hate-based harassment, etc.)
•	UK Modern Slavery Act
•	The supply chain and human rights (SDGs)
•	Various human rights issues (such as color vision variations and universal color design)
•	Results of surveys on CSR awareness
•	Revision of the employment regulations, etc. associated with the revision of the Equal Employment Opportunities Act and the Child Care and 
Family Care Leave Act
*1	Harassment relating to pregnancy, childbirth, childcare leave, etc.
*2	Acronym of lesbian, gay, bisexual, and transgender
*3	SO (sexual orientation), GI (gender identity).
■	Major External Training
Kubota also encourages its employees to proactively participate in seminars hosted by corporate organizations addressing human rights issues 
and government organs.
Examples:	Dowa and Human Rights Issue Awareness-Raising Seminar (for management-level employees) hosted by the Corporate Federation 
for Dowa and Human Rights Issues: 10 participants
	
Dowa and Human Rights Issue Awareness-Raising Introductory Seminar hosted by the Sakai City Human Rights Education Promotion 
Council: 94 participants
	
The 38th Human Rights and Dowa Issue Corporate Awareness-Raising Seminar hosted by the Executive Committee(*4): 42 partici-
pants (including those from Group companies in Japan)
	
The 48th Buraku Liberation and Human Rights Summer Seminar hosted by the Executive Committee(*4): 13 participants (including 
those from Group companies in Japan), etc.
*4 Hosted by Osaka Prefecture, Osaka City, Buraku Liberation and Human Rights Research Institute, etc.
Major Internal Education Programs
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Consultation Office System
As remedial action for victims of human rights violation, Kubota 
established the Kubota Hotline—a whistleblowing system that includes 
the use of outside lawyers—and consultation office systems at each of 
its bases, including those overseas, thereby enabling it to respond 
swiftly to any issues that may arise.
Number of cases reported on human rights issues (including harass-
ment) in 2018: 67 (21 of which were recognized)
[Whistleblowing System (Kubota Hotline)]
We distribute pocket cards with contact details and introduce such 
offices through the Company intranet, posters, email magazines, 
human rights seminars, and so on.
[Consultation Office System in Japan]
Each year, Kubota holds a seminar for harassment consultation office personnel inviting external lecturers, with the aim of improving their 
counseling ability and preventing secondary victimization. A total of 70 employees, focusing on newly appointed supervisors and including those 
who participated via a video conference system, took part in this seminar in 2018.
The seminar focused on enabling the participants to take prompt and appropriate action against many types of harassment, such as sexual, 
power, or maternity harassment, or harassment against sexual minorities, without causing any disadvantage to the informant.
Activities to Raise Human Rights Awareness
In order to enhance awareness of human rights, Kubota invites human rights-related slogans from all Japan-based employees, including those 
from Group companies in Japan, every year, and awards excellent slogans during Human Rights Week, which is celebrated every December.
In 2018, entries were received from a total of 17,602 applicants (an application rate of 85.3%) and the best slogan from each business site was 
posted on a long strip of paper. Starting from 2016, the awarded slogans have also been posted at distributors.
Awarding the winner of the human rights slogan contest 
(Group company in Japan)
Implementation of human rights training (Tsukuba Plant)
Display of human rights slogans (Group company in Japan)
Installation of banners (headquarters)
Installation of banners (Hirakata Plant)
Installation of standing signboards (Sakai Plant)
Human Rights Week Activities at Each Base
Harassment Consultation Office Personnel Seminar (July 10, 2018)
(Lecturer: Satomi Kuwano, CEO, Business Partner Office)
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Click here for details on the whistleblowing system (Kubota Hotline).
HIGHLIGHT 2019
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SOCIETY

Protection of Privacy
From the perspective of respecting human rights and protecting privacy, Kubota conducts several inspections each year for each base to ensure 
there are no insufficiencies in investigation tasks such as credit surveys, and there are no problematic contents or descriptions from the perspective 
of human rights violation included in the investigation reports.
Developing Human Rights Leaders
Kubota appoints human rights leaders and holds a human rights leaders’ meeting every year, at which leaders explain their human rights 
advancement policies, give presentations on human rights advancement activities, and discuss the contents of human rights education.
Fieldwork training is also conducted twice a year (once in the eastern Japan area and once in the western Japan area). The participants learn 
about the local situation of the area by listening to lectures by external lecturers or persons actually involved in the lecture topic, and by walking 
around the local area.
In 2018, participants in the fieldwork for the eastern Japan area studied in Shinjuku, Tokyo, while the participants in the western Japan area 
in Kobe, Hyogo Prefecture, learned about the issue of discrimination against foreigners residing in Japan.
Respecting Human Rights throughout the Supply Chain
Kubota declares in the Kubota Group Charter for Action, “we do not permit forced labor or child labor, and also request our business partners to 
comply in this regard.”
Also, in its CSR Procurement Guidelines, Kubota declares that it does not permit forced labor or child labor, and also requests that its suppliers 
comply in this regard. The Guidelines also clearly prohibit the use of conflict minerals,(*) which are a source of funds for armed insurgents.
In May 2017, the Kubota Group released its Group statement with regard to the UK Modern Slavery Act, and has updated its statement each 
year, which can be seen on our website.
For employees in Japan, explanation was provided during their human rights education programs. At overseas Group companies, the business 
site heads of each company provided explanation to the employees.
Eastern Japan area: Fieldwork training in Shinjuku, Tokyo (March 7, 2018)
Details: A lecture about “The History of Exchange Between Japan and Korea” and sightseeing at locations such as the Korea Museum, Japan Evangelical Lutheran Church, Islam Yokocho, and the 
Okubo Library (Participants: 14 people)
Western Japan region: Fieldwork training within Kobe, Hyogo Prefecture (March 13, 2018)
Details: A lecture about “Building a Town for Multicultural Coexistence,” and sightseeing at locations such as the area around Shin-Nagata Station, the Kobe Foreigners Friendship Center, the Kobe 
Korean Educational Culture Center, the Honmachi-suji shopping street, the Marugo Market, the Taisho-suji shopping street, Daikoku Park, Tetsujin-hiroba Plaza, and Takatori Catholic Church 
(Participants: 23 people)
*	Tantalum, tin, tungsten and gold and their derivatives, produced in the Democratic Republic of the Congo and its neighboring countries, which constitute a source of funds for armed insurgents, 
who have repeatedly committed inhumane acts in these countries.
Click here for details.
www.kubota.com/company/csr/stake_h/procure/pdf/csrprocure.pdf
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Awareness Survey on Harassment
An awareness survey on harassment is conducted collaboratively by the labor union and the Human Rights Advancement Department, targeting 
Kubota employees. The results of the survey are released through the Company intranet and on the newsletter distributed to union members. Details 
are explained in human rights education programs, etc.
External Related Organizations
Kubota participates in the external organizations below and is working to create a discrimination-free society.
• The Corporate Federation for Dowa and Human Rights Issues, Osaka (also participating in Shiga, Wakayama, Hyogo, Chiba and Hiroshima)
• Osaka City Corporate Human Rights Promotion Council (with related organizations in each municipality)
• The Center for Fair Recruitment and Human Rights Advancement
• Multi-Ethnic Human Rights Education Center for Pro-existence
• Osaka Career Support & Talent Enhancement Plaza
• Buraku Liberation and Human Rights Research Institute, etc.
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Trend in the Number of Women in Management Roles* (Kubota Corp.)
*	As of April each year (from 2016, as of January)
Offering Various Training Programs to  
Support Women
To date, Kubota has established Group-wide activities aimed at 
women’s participation in outside forums and networking for the purpose 
of supporting career advancement and fostering a corporate culture 
that empowers women in the workplace.
To promote the empowerment of female employees, Kubota holds 
leader development training for female employees expected to under-
take leadership roles.
The aim of the training is to help the participants develop their 
careers and play more active roles by acquiring the mindset and skills 
necessary for a leader.
Participating Forums
1.	14th Women’s Networking Forum in Tokyo
2.	15th Women’s Networking Forum in Osaka
Signed Women’s Empowerment 
Principles (WEPs)
The Women’s Empowerment Principles (WEPs) is a set of principles 
jointly prepared by the UN Global Compact*1 and UN Women*2 in 
March 2010 to create work and social environments where women’s 
strengths can be leveraged in corporate activities.
The Kubota Group supports these principles and endorsed the 
doctrine in July 2012, thus positioning gender equality and the empow-
erment of women as a focal point of its management and pledging to 
autonomously carry out initiatives.
*1	Global initiative to achieve sustainable growth in international society announced by the UN 
Secretary-General at the 1999 World Economic Forum
*2	United Nations entity working for gender equality and the empowerment of women
Leader development training for female employees in staff positions (joint session with 
supervisors and female managers)
Certification for Women’s Empowerment Principles
Promoting Diversity
Empowering Women in the Workplace
As a focal point of diversity management, Kubota supports women in the workplace through initiatives such as changing the human resources 
system and offering various training programs. Kubota steadily advances the promotion of women through expanding the occupational scope of 
women by implementing the consolidation of occupational roles and other means. The number of women who are promoted to managerial positions 
has been increasing year by year. The gap in the number of years of working experience between men and women has also been shrinking every year.
56
63
71
76
84
2.4
2.2
2.7
2.8
3.2
100
50
0
10
5
0
2014.4
2015.4
2016.1
2017.1
2018.1
(%)
(Employees)
Number of women in management roles
Ratio of women in management roles
(FY)
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2.50
2.00
1.50
2016
2015
2014
2017
2018
2.00
2.00
2.00
2.11
2.00
2.11
1.97
1.92
1.88
1.82
2.11
2.03
2.20
2.21
2.05
(%)
(FY)
Kubota
Mandatory employment percentage
National average
Trend in Percentage of Employees with Disabilities (Applicable Kubota Group Companies in Japan)
The Kubota Group is active in its initiatives towards the employment 
of disabled people that are aimed at supporting self-reliance, especially 
through its special subsidiary companies* (Kubota Works Co., Ltd. and 
Kubota Sun-Vege Farm Co., Ltd.).
Kubota Works Co., Ltd. conducts cleaning work at various offices 
and work mainly involving business card and document printing. Kubota 
Sun-Vege Farm Co., Ltd., on the other hand, is involved in initiatives to 
use hydroponic culture to grow vegetables safely and securely with the 
goals of living in harmony with the community and the practical use of 
unused agricultural land. The vegetables grown there are used in our 
company cafeteria and are available for sale to our employees, and 
some are being sold at supermarkets in Osaka Prefecture.
In addition, Kubota Staff Corporation (one of our Group companies) 
is actively involved in the employment of disabled people by outsourcing 
computer data entry and office work, and is promoting job creation.
*	One of our subsidiary companies where organizers give special consideration to the 
employment of disabled people in order to promote employment of the disabled and to plan 
for their stability.
Kubota Sun-Vege Farm Co., Ltd.
Kubota Staff Corporation
Support for Job Creation and Establishing a Work Environment for Disabled People
*	As of June each year
Voices of Participating  
Employees
Awarded the Osaka Governor’s Prize (1st Place) at Our Debut at the Abilympics 
(Ability Olympics—a Skills Competition for People with Disabilities) Osaka 2018
This was my first time participating, 
so at the advance practice meetings 
I didn’t know the ropes and was totally 
hopeless. But I did a lot of practice with 
the instructors at work, and I was able 
to show the results of that practice on 
the day of the event. Even I was sur-
prised to win first place. It was also fun 
to be at the national event in Okinawa.
I’m going to do everything I can 
to shoot for a prize in the 2019 
national event.
The Abilympics Osaka 2018, sponsored by the Osaka Office of the Japan Organization for Employment of the Elderly, 
Persons with Disabilities and Job Seekers, was held in Settsu, Osaka Prefecture, and three people from Kubota Works Co., Ltd. 
took part for the first time.
One of the three participants was awarded the 1st place Osaka Governor's Prize in the Office Assistant Division, and also 
participated as an Osaka Prefecture representative in the National Abilympics held in the autumn in Okinawa Prefecture.
VOICE
FOCUS
During the competition
With supporters at the National Abilympics
Kazuma Shirakami
Business Printing Department 
Kubota Works Co., Ltd.
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Received Work with Pride Gold 2018
As part of how Kubota promotes diversity, we are promoting initiatives for sexual minorities.
We strive to be a workplace where a diverse workforce can be active regardless of sexual 
orientation or gender identity, and we are making contributions towards establishing a diverse 
society where a broad range of values are accepted.
Initiatives for Sexual Minorities Such as LGBT Groups
Aiming to Win a Medal in the Tokyo 2020 Paralympics Swimming Competition
Daiki Kubo’s Winnings
Prior to joining KBS Kubota, I had been trying 
to participate alone as a representative of Japan, 
so when I first put on this swimsuit with the KBS 
Kubota company name to take part in the 
Games, it really raised my spirits. I was deeply 
happy to receive so much support from those 
around me.
I plan to train even more so that I can win a 
medal in the Tokyo Paralympics.
The athlete Daiki Kubo, an employee of KBS Kubota Corporation, took part in the Asian Para Games from October 
7th to 12th of 2018. There, he showed a strong performance by setting 3 new Japanese records, winning 2 gold 
medals, 3 silver medals, and 3 bronze medals.
VOICE
FOCUS
Daiki Kubo
Business Department 
KBS Kubota Corporation
Event
Result
100m butterfly (S9):
3rd place
Event
Result
200m individual medley:
3rd place
100m freestyle:
2nd place
400m relay:
Champion
100m breaststroke:
3rd place
100m backstroke:
5th place
400m medley relay:
2nd place
50m freestyle:
3rd place
100m butterfly:
Champion
■ Japan Para Championships: September 22–24
■ Asian Para Games: October 7–12
New Japanese Record
New Japanese Record
New Japanese Record
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Item
Nutrition and diet
Physical activity and exercise
Quitting smoking
Contents
Increase the percentage 
of people who maintain 
a suitable weight (BMI 
18.5–24.9)
Decrease the number of 
people who skip 
breakfast three times or 
more a week
Increase the 
participation rate in the 
Walking Campaign
Increase the number  
of people who exercise 
at least 30 minutes  
a day
Decrease the 
smoking rate
2012 results
67.40%
19.60%
35.30%
37.90%
36.70%
2022 targets
75%
18%
80%
45%
18%
Creating a Vibrant Workplace
Maintenance and Enhancement of the Health of Employees
Kubota, including all Group companies in Japan, has set priority targets in the medium to long run in its wellness project Health Kubota 21, 
and promotes the maintenance and enhancement of the health of its employees by setting specific themes for each fiscal year. In FY2015, the 
Health Mileage system was incorporated in the project, with the aim of encouraging employees to take spontaneous action to improve their 
health with interest.
Health Kubota 21
Slogan: For Tomorrow, For Smile
Objective: To raise the health literacy (self-management ability regarding health) of the insured, thereby increasing those who are able to take 
voluntary action to develop their health
Health Kubota 21 (2nd Phase) (2013–2022) (Group Companies in Japan)
Priority Targets: 1) Nutrition and Diet 2) Physical Exercise 3) Quitting Smoking
Based on the Safety and Health Guidelines of the Kubota Group, 
the Kubota Mental Health Improvement Targets were formulated. 
These targets specify activity objectives and goals, and the tangible 
actions that need to be undertaken in order to realize them. Based on 
these targets, our aim is to prevent mental health issues from arising, 
and detecting those that do at the earliest possible stage, doing so 
from the perspectives of self-care and line-care.
In regard to self-care, stress check, training programs, consultation 
services with medical staff are available, giving individual employees 
opportunities to recognize their own stress levels and learn how to deal 
with stress. For line-care, Kubota offers training for managers and 
supervisors as an opportunity to learn how to care for the mental health 
of their subordinates. Personal training programs are also available 
for personnel in charge of promoting mental health to improve their 
individual skill levels.
A stress check system was introduced in FY2016, which offers 
fine-tuned support for employees suffering from high stress, such as 
through meetings with medical doctors for those who want them, and 
support meetings with nurses for those who do not want to consult 
doctors. In addition, Kubota will conduct group analysis of the results 
of the stress checks for each workplace and, based thereon, start 
working on improving the working environment, with the aim of creat-
ing vibrant workplaces.
Maintenance and Enhancement of Mental Health
Mental health training session
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Osaka City certifies companies that actively promote initiatives to 
create organizations in which motivated women can continue to play 
active roles, support the securement of a good work-life balance, and 
support participation by men in child-raising, housework, and com-
munity activities, as Leading Companies in Women’s Empowerment. 
Every fiscal year, companies that undertake excellent initiatives are 
selected from among certified leading companies and awarded. 
This year, prize winners were selected from among 95 organizations 
that had acquired the certification from January to December 2016.
Kubota Corporation acquired the certificate on March 31, 2016. 
Kubota’s efforts of “steadily advancing the promotion of women by 
consolidating job systems to expand women’s job scopes and other 
means,” and “establishing effective systems to support childbirth 
and childcare, while encouraging male employees to take childcare 
leave through enhancing training programs, launching campaigns, 
publishing awareness-raising leaflets, etc. with the aim of eliminating 
the perception of fixed gender roles” were highly appreciated.
Training for Employees Returning from Childcare Leave
To dispel concerns regarding returning to the workplace after childcare leave, Kubota provides training for employees who have taken childcare 
leave, which their supervisors and spouses can attend.
(Kubota emphasizes that taking leave to raise one’s children does not mark the end of one’s career. Accordingly, we refrain from using the term 
“holiday leave” and refer to this instead as “childcare leave.”)
“Kurumin Mark” for companies with 
next-generation childcare systems
Training for employees returning from childcare leave
No. of women who resign              Return-to-workplace percentage
5
4
3
2
1
0
2014
2015
2016
2017
0
0
3
100
80
60
40
20
0
2018
100
100
91.4
100
0
100
0
(FY)
(%)
(Employees)
Trend in the Percentage of Women Who Return to 
Work After Taking Childcare Leave (Kubota Corp.)
*	Tallied from April 1 to March 31 of the following year for each year
Kubota Received the Excellence Prize in the Osaka City Mayor’s Awards for 
Leading Companies in Women’s Empowerment
Certification of the Excellence Prize
FOCUS
In promoting the action plan for general business operators set out in the Act of Promotion of 
Women’s Participation and Advancement in the Workplace, Kubota is eliminating consciousness 
of gender-based roles in responsibility allocation.
• The gap in the number of years of working experience between men and women is shrinking.
• 70% of women are returning to work within one year of taking childcare leave.
In light of the above two points, Kubota proactively encourages its male employees to take 
childcare leave based on the belief that they should contribute to housework and child-raising so 
that women may continue to pursue their careers.
For both male and female employees, Kubota promotes the creation of a working environ-
ment in which a good work-life balance is ensured.
Securing a Work-life Balance
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Re-entry
This program is targeted at employees who have left Kubota for childbirth, parenting, or nursing care, or due to the transfer of their spouse, giving 
them the opportunity to re-enter the workplace.
Encouraging Male Employees to Take Childcare Leave
Kubota sets phased targets for the number of male employees taking childcare leave, and actively encourages participation.
Participants in Re-entry Program (Kubota Corp.)
No./Percentage using Childcare Leave (Male) (Kubota Corp.)
Commenced re-entry in Sep. 2012
*	Nine months between April and December of FY2015 (settlement moved to December)
*	From January through December, as of FY2016
*	Tallied from April 1 to March 31 of the following year for each year
5
4
3
2
1
0
2014
2015
2016
2017
3
0
2
1
2018
0
(FY)
(Employees)
250
200
150
100
50
0
2014
2015
2016
2017
62
80
145
100
80
60
40
20
0
2018
158
18.7
20.8
39.1
40.9
171
39.7
Acquisition
No. Acquisition rate
(%)
(FY)
(Employees)
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Trend in the Retention Rate of New Employees (Kubota Corp.)
Promotion Policy
1. Recommend that employees take paid leave during labor management negotiations.
2. Create an environment where it is easy to use paid leave.
3. Foster opportunities to rethink the way one works.
Specific Measures of Encouragement
1. Set achievable targets company-wide.
2. Continue and strengthen initiatives unique to each business site, and spread awareness and 
disseminate information about using annual paid leave.
3. Discuss and implement efficient ways to work, visualize work, and create work manuals to 
promote communication at each workplace about using paid leave.
Kubota encourages employees to use their paid leave days from the standpoint of maintaining their mental and physical health, preventing 
excessively long working hours, and securing a good work-life balance.
With the promotion policy and specific measures of encouragement shared by labor and management, Kubota encourages the use of paid leave 
in cooperation with the labor union.
Every year, many new graduates (from universities and high schools) and mid-career entrants join Kubota.
Kubota endeavors to create an environment that allows new employees to retain and play active roles in early stages, by offering training 
programs before assignment and follow-up support after assignment.
Promoting the Use of Annual Paid Leave
Initiatives to Improve the Retention Rate of New Employees
100
90
80
0
97
97
97
97
95
96.69
93.25
93.07
(%)
Retention rate of new employees (university graduates)
Retention rate of new employees (high school graduates
Entry in 2012
Entry in 2013
Entry in 2014
Entry in 2015
Trend in the Percentage of Employees Taking Annual Paid Leave (Kubota Corp.)
*	Tallied from March 16 to March 15 of the following year for each year up to 2015
*	Tallied from December 16 to December 15 of the following year for each year from 2016
2013
2012
2014
2015
2016
100
80
60
40
20
0
2017
2018
89.4
90.8
94.5
52.7
53.2
81.9
67.2
(FY)
(%)
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Instructor and trainee
Personnel Measures in Tune with Globalization
Expanding the Overseas Trainee System
From the World to Japan
As overseas businesses are expanding rapidly, it is urgently necessary to develop human resources who are capable of playing a core role in 
promoting the autonomy of overseas sites.
Under these circumstances, Kubota started an overseas trainee system in 2015 with a view to developing candidates for managers and supervi-
sors, and engineers at overseas sites.
At present, trainees from KAMS in China and KET in Thailand are learning Kubota-style manufacturing concepts and know-how, technologies, 
and knowledge at their mother plants in Japan for a period from six months to a year.
Kubota has accepted a total of 25 trainees so far. While continuing to receive trainees from China and Thailand, the Company will also invite 
trainees from other areas, thereby promoting human resources development to help foster the autonomy of overseas sites.
From Japan to the World
Since 1997, Kubota has dispatched a number of employees to its 
overseas subsidiaries and affiliated companies each year for training 
purposes. In September 2016, Kubota began to dispatch trainees to 
agricultural universities in Europe to learn the latest precision farming 
for two years. Kubota will continue to dispatch employees overseas as 
one of its most effective initiatives to foster global human resources.
I Worked at the Tsukuba Plant as a Trainee from KET 
for About a Year.
I worked at the Tsukuba Plant, the mother plant of KET in Thailand, 
as a trainee for about a year. At KET, it takes more time than at the 
Tsukuba Plant to solve the same problem in terms of quality, cost, or 
productivity. During this training, I learned various problem-solving 
approaches, such as 4M analysis and the 3-Gen Principle. After 
returning, I will form a promotion committee concerning quality, cost, 
and productivity and make KET a strong plant with SEQCD equivalent 
to the Tsukuba Plant.
VOICE
Wanthida Taraket
KUBOTA Engine  
(Thailand) Co., Ltd.
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Kubota held the third-year session of the North America manage-
ment training program to develop local management executives, which 
was launched in April 2016 jointly by five companies in the North 
America area of the Kubota Group Machinery business, and Kubota’s 
Machinery Overseas Administrative Division and Human Resources 
Department. The aim of the North America management training is to 
develop local management executives who are capable of contributing 
to the global management of Kubota, as well as to raise the motivation 
of local staff and foster a sense of unity among the training participants 
from each company. The six selected trainees received programs 
necessary for prospective leaders at the business school of Emory 
University in the United States.
Kubota will endeavor to activate exchanges between overseas and 
domestic operation sites, and also among overseas sites, thereby 
strengthening its global management system.
In an effort to foster global human resources with the necessary 
language skills and the ability to adapt to different cultures, since 
FY2008, Kubota has been offering new employees (administrative and 
general class) the opportunity to participate in a foreign language 
education program abroad.
Employees are classified into different courses depending on their 
language ability at the time of employment and the needs of the 
department to which they are assigned, and sent to a language school 
in North America or the Philippines for about one month.
Employees who have acquired high language skills are provided 
with more practical learning opportunities, such as an internship pro-
gram at an overseas company.
The Second Next-generation Management Training in North America Held
Ongoing Foreign Language Training Abroad for New Employees
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Personnel Policies and HR System (Kubota)
Basic Personnel Policies
Foster a corporate culture full of vigor with emphasis on taking on challenges and creativity.
Find the right person for the right job based on their abilities and ambitions.
Basic idea of personnel system operations
1. Equal opportunity   Each employee can strive to attain any role or position.
2. Right person for the right job   Aim to place the right person in the right job based on their abilities and ambitions
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Career
Expert positions
(management class)
Staff positions
(administrative and general class)
Technical positions
(technical class)
Definition of 
personnel
(main roles)
People who drive the business, solve 
problems that arise in operations, and 
exhibit a high level of performance 
based on their willingness to take on 
challenges, advanced expertise, abun-
dant knowledge and extensive experi-
ence and know-how
People who contribute to the busi-
ness, take on challenges for their own 
growth, and take on broad responsi-
bilities, especially work that requires 
expertise, creativity and experience, 
while aiming to establish a field of 
expertise
■ People who are in charge of work 
responsibilities, supervise and nur-
ture subordinates, and achieve 
work objectives
■ People who improve work pro-
cesses based on advanced skills, 
knowledge and experience, and 
can perform complicated work
Training and 
education
■ Department and section head class: 
management training
■ Upcoming management assistants: 
selective training
Specialized training for specific objec-
tives that employees can choose on 
their own from a curriculum of about 
140 courses of varying difficulty and 
subject matter
Rank-based training to improve tech-
nical skills and quickly foster supervi-
sors with a particular focus on training 
in the “5-Gen” principles
Evaluations
■ Employees set targets with their bosses at the start of the year. Meetings are 
held during the year to evaluate progress towards these targets, followed by 
a self-evaluation and a review meeting on the achievement status at the end 
of the year.
■ Bosses evaluate their subordinates, including their performance of processes 
and work behavior.
■ Executives set targets with their 
bosses at the start of the year. 
Meetings are held during the year 
to evaluate progress towards 
these targets, followed by a self-
evaluation and a review meeting on 
the achievement status at the end 
of the year.
■ Non-executives endeavor to achieve 
the targets set with their bosses.
■ Both executives and nonexecutives 
are evaluated comprehensively based 
not only on the achievements and 
results, but also on their attitudes, 
behavior and roles.
Rotation
The work responsibilities of each employee are reviewed periodically, taking 
into consideration workplace needs and the employee’s preferences, to avoid 
having employees perform the same work for long periods.
Ranking  
(Basis upon which 
compensation is 
determined)
■ Five rankings
■ Moves up in the rankings based on 
contribution to performance
■ Seven rankings
■ Moves up in the rankings based on 
contribution to performance (Some 
require testing)
■ 11 rankings
■ Moves up in the rankings based on 
contribution to performance (Some 
require 
testing 
and 
technical 
qualifications)
Salaries
Each ranking has upper and lower limits to its monthly salary.
Bonuses
Bonuses are designed to reflect con-
solidated performance, affiliated busi-
ness performance, and individual 
performance.
Bonuses are designed to reflect individual performance and bonus amounts 
set as standards in annual labor-management negotiations.
Retirement 
benefits
Retirement benefits are based on a point system that reflects rank, years of service, and evaluation.
Overview of Personnel Training, Performance-based Promotion and Compensation
There are three career paths comprising expert positions, staff positions and technical positions for different roles and responsibilities. 
The personnel system offers personnel training, and performance-based promotion and compensation for each of these career paths.
Employees can change career paths based on their abilities and ambitions.
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Fostering a CSR-based Mindset
Activities for Instilling the Corporate Principles
Instilling a Mindset Capable of Resolving Social Issues
As globalization of the economy and advancement of diversity have 
enabled the employment of a wide variety of personnel, there is a 
growing need for all Kubota Group employees around the world to 
understand and share, across national borders, generations and job 
ranks, the basic philosophy and concepts that serve as the basis of the 
Kubota Group’s global management. All employees of the Kubota 
Group are expected to understand and recognize the Group’s founding 
spirit and common values, thereby further enhancing loyalty and 
advancing the Group-wide promotion of business activities. To this 
end, the Kubota Global Identity, global common corporate principles of 
the Kubota Group, were established on October 1, 2012. In order to 
instill these corporate principles throughout the entire Group, including 
at overseas bases, Kubota has systematically promoted activities since 
the year ended March 31, 2014.
These activities have been repeatedly conducted worldwide in a 5-year plan between 2013 and 2017. Since 2018, we have shifted to activities 
focused on those entering the company, and we are working towards a kind of ongoing instillation of the corporate principles that will allow each 
person to look back on it regularly, via activities such as holding conversations with employees about the corporate principles and introducing 
employee thoughts about them via company newsletters.
Attendees at the corporate principles symposium held on April 6, 2018 
(from our company newsletter)
Fiscal year implemented
Activity step (5-year plan)
Number of participants
Degree of satisfaction*
FY2013
(1) Acknowledgement
28,969
71%
FY2014
(2) Understanding
35,470
73%
FY2015
(3) Practice and application
35,089
78%
FY2016
(4) Concrete practice
40,855
83%
FY2017
(5) Concrete practice (continued)
41,400
79%
Participation Statistics for Our Corporate Principle Activities (Including Temporary Employees)
Attendee Impressions (from Those Entering the Company)
*	Numbers in parentheses are the percentage of people responding at least “somewhat satisfied” for degree of satisfaction in lectures attended domestically
	 I was impressed with the never-give-up attitude of the founder. I chose Kubota as a new place to work because I felt an appeal by the company’s 
social contributions in the fields of “Food, Water, and the Environment.” I hope I can rise to the challenge as an employee soon. [An employee 
entering the company as a mid-career hire]
	 I feel pride in being able to work at a company that is creating the things indispensable for people to live their lives, such as water pipes and 
agricultural machinery. I hope that I will be able to demonstrate the fire and drive to meet any challenge, like the founder and my seniors at the 
company, and I’m going to work tenaciously to see things through to the end. [An employee entering the company as a new college graduate]
Click here for the Kubota Global Identity.
www.kubota.com/company/c-data/identify/
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Initiatives to Achieve SDGs
In FY2018, the Kubota Group undertook the following initiatives towards achieving SDGs.
■	Activities to Instill and Improve Awareness of Our Corporate Principles in Kubota 
Group Employees
•	Declaration of our Initiatives to Achieve the SDGs as a way of teaching the important points 
of the Kubota management policy for the current business period (January)
•	Publication of special feature articles about SDGs in our company newsletters (also in our 
overseas editions) (March)
•	Holding a CSR forum for executive management (Lecturer: Professor Taikan Oki, University 
of Tokyo) (May)
•	Explanation via rank-based training sessions (throughout the year)
•	Education via CSR-awareness surveys and checking levels of awareness (August to October)
■	Activities to Create New Values via SDGs
•	Establishment of Kubota Group-wide KPIs
■	Introduction of Our Corporate Initiatives to Our Stakeholders
•	Setting up a page on our website about Kubota and SDGs
•	Engagement with institutional investors
In FY2019 we will continue to reinforce Kubota Group employees all over the world with our corporate philosophy 
and to engage in dialogues with people who are knowledgeable about CSR. We will promote initiatives to achieve 
SDGs via our primary business, and take steps to contribute towards building a sustainable society.
FOCUS
Rank-based Education Related to CSR
Since the scope of CSR covers a lot of ground, when employees enter the company or are promoted, our CSR Planning Department conducts 
rank-based education to explain and educate regarding general issues on CSR and compliance, in addition to its explanation and education on 
the details regarding issues such as quality, environment, safety, and human rights. The CSR Planning Division employs tools such as PowerPoint 
presentations and various pamphlets, weaving in case studies, to provide education regarding our ways of thinking about CSR management as 
well as overviews of plans and initiatives for undertaking philanthropic activities and promoting compliance.
FY2018 Statistics (Lecturers from the CSR Planning Department)
Intended participants
When performed
Length  
(per session)
Number of 
lecture 
attendees
Comments
Kubota
Newly appointed section 
managers
February to October 2018
50 minutes
67
Split up into 4 sessions  
for participants
Employees promoted to  
expert positions
March 2018
50 minutes
132
New staff hires
April to May 2018
60 minutes
292
Two content-based sessions
Employees entering the company 
as mid-career hires
January to December 2018
70 minutes
122
Held in the month the 
employee was hired (monthly)
Newly appointed foremen
March 2018
60 minutes
13
Newly appointed supervisors
March and September 2018
90 minutes
32
Split up into 2 sessions  
for participants
Affiliated 
companies
Affiliated companies  
(newly appointed section managers)
July and September 2018
65 minutes
54
Split up into 2 sessions  
for participants
Affiliated companies  
(new employees)
April 2018
60 minutes
56
Affiliated companies  
(new employees, etc.)
June 2018
110 minutes
10
Affiliated companies  
(requests from each company)
November to December 2018 135 minutes/ 
120 minutes
31
Split up into 2 sessions  
for participants
Agricultural 
machinery 
distributors
Candidates for branch directors of 
agricultural machinery distributors
November 2018
60 minutes
39
Split up into 2 sessions  
for participants
Overseas
Overseas supervisors  
(when leaving for their post)
(France, Myanmar, Indonesia, Canada, Dubai)
April to August 2018
20 minutes
5
Held in the month when 
leaving for their post
Unions
Each enterprise-based union 
executive committee class, etc.
May 2018
60 minutes
38
TOTAL
891
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CSR Forum for Management-level Employees
In May of 2018, we held a CSR Forum, in which 192 management-level employees participated. The forum was also relayed via video conference 
to 10 offices.
During the forum, Professor Taikan Oki, the Special Advisor to the President of the University of Tokyo and a specialist in SDGs* from the 
Integrated Research System for Sustainability Science (its name at the time), gave a lecture entitled “Water, food, the environment, and SDGs.”
Professor Oki discussed his experiences in an easy-to-understand manner, emphasizing the following: “SDGs raise a high-minded ideal that no 
one should be left behind. In addition, corporate initiatives are not philanthropic work, they are instead an investment in the main business in order 
to resolve social issues. I expect that from here on out, corporations that promote SDGs will gain a great deal of trust from consumers.”
For Kubota, which is engaged in the business fields of “food, water, and the environment,” obtaining new business opportunities via initiatives to 
achieve SDGs has been linked to enhanced CSR management. This forum provided us with a valuable opportunity to once again see in a new light 
the significance of taking on the challenges of SDGs.
*	SDGs: Common goals for international society established by United Nations resolution in 2015. “SDGs” is an abbreviation of “Sustainable Development Goals.”
CSR Forums Held (for the Last Six Years)
Time
Lecturer
Lecture theme
Participants  
(including participants 
via the video  
conference system)
Dec. 2013
Other advanced 
company
Promoting the Kubota Global Identity and CSR management
141 people
Dec. 2014
Lawyer
Adapting to environmental changes and compliance
147 people
Sep. 2015
Lawyer
Global compliance management
163 people
Sep. 2016
University professor
Thinking about the Kubota Group’s sustainable management
195 people
Sep. 2017
Lawyer
The roles of management executives in preventing/responding to 
corporate scandals
268 people
May 2018
University professor
Water, food, the environment, and SDGs
233 people
CSR forum for management-level employees [May 22, 2018]
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Do you understand the Kubota Hotline System well?
Does your superior listen to you and support you when you are troubled with something?
Employee CSR Awareness Survey
In August through October 2018, Kubota Group employees in Japan were surveyed regarding their awareness of CSR. A total of 12,840 participants 
(1,181 more than in the previous year and including a portion of companies who are unable to respond online), including employees of some distributors, 
who were newly added to the survey target, responded. The survey ascertained that employees are sufficiently aware of and understand Kubota’s 
corporate principles, Code of Conduct, CSR management, and compliance, as well as the workplace environment. In the section to voice one’s 
opinion freely, the respondents provided many frank points of view on how to improve Kubota Group. The Company’s responses to these points of 
view and other feedback from this are communicated to employees through the Company intranet.
The CSR survey is a valuable form of communication between employees and the Company, and we plan to continue conducting it every year 
as a means of increasing employee awareness and identifying areas for continual improvement as a company.
Answers to Key Questions in the Employee CSR Awareness Survey
Are you aware of the Kubota Group’s mission of helping to solve issues surrounding food, water and the environment, elements essential to 
human survival, and our brand statement, “For Earth, For Life?” And, do you think about what you can do in your position?
Since FY2013, when activities to instill the corporate 
principles started, employees’ awareness has been 
rising gradually.
(The figure decreased in FY2017 because the survey 
target was substantially broadened.)
We have made efforts to enhance the Hotline 
System (our internal whistleblowing system) and 
conducted repeated public relations activities. While 
it appears that employees’ degree of awareness 
about the existence of the system itself is improving, 
we are learning that there is still some uneasiness 
about using the system, and the degree of under-
standing about the significance of the system and 
its details remain an issue.
Communication is very important for good work 
performance. But some workplaces are too busy to 
allow sufficient communication. We will advance 
workstyle reform and promote initiatives to create 
worker-friendly workplaces.
Respondents
Fiscal year 
implemented
Number of  
respondents
Percentage of  
free opinions*
FY2013
6,366
10%
FY2014
7,316
8%
FY2015
7,696
9%
FY2016
8,427
10%
FY2017
11,659
9%
FY2018
12,840
12%
*	Numbers are percentages of free opinions
*	Decimals rounded to the nearest  
whole number
*	Decimals rounded to the nearest  
whole number
2013
2014
2015
2016
2017
2018
21%
51%
25%
2%
21%
53%
24%
2%
22%
55%
22% 1%
23%
55%
22% 1%
20%
52%
25%
2%
2013
2014
2015
2016
2017
2018
11%
49%
36%
4%
13%
52%
31%
4%
12%
54%
29%
5%
14%
53%
29%
4%
13%
55%
27%
5%
12%
52%
32%
5%
2013
2014
2015
2016
2017
2018
29%
55%
13% 3%
28%
56%
13% 2%
27%
57%
13% 3%
29%
56%
13% 2%
25%
55%
16% 4%
27%
56%
14% 3%
21%
55%
23% 2%
I am aware of them and put 
them into practice.
I am aware of them, but do 
not put them into practice.
I am not really aware of them
I am not aware of them at all
I fully understand it.
I mostly understand it.
I don’t understand it well.
I don’t understand it at all, 
don’t know, etc.
Yes, I think so very much.
Yes, I think so to some extent.
No, I do not really think so.
No, I do not think so at all.
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Involvement with Local Society
The Kubota Group respects the cultures and customs of each country and region in which it conducts business, and endeavors to 
establish relationships of trust with local communities. Moreover, Kubota proactively engages in social contribution activities in order to fulfill 
its responsibilities as a corporate citizen.
Social Contribution Activities in the Areas of Food, Water and the Environment
The Kubota e-Project
In an effort to contribute to society in the areas of food, water and the environment, Kubota commenced the Kubota e-Project in FY2008.
Kubota promises to continue to support the prosperous life of humans while protecting the environment of this beautiful earth. Through this 
promise to everyone, Kubota seeks the understanding and cooperation of its stakeholders as it contributes to the creation of a sustainable society.
the Kubota e-Project (only in Japanese)
www.kubota.co.jp/epro/
<SDGs related to this section>
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The total area of abandoned cultivated land in Japan is approximately 400,000 hectares.*
* From the confirmed 2015 Census of Agriculture and Forestry, Vol. 2, Agriculture and Forestry Management Entities Survey 
Report, Summary
Support for Regeneration of Abandoned Cultivated Land
Efforts to regenerate abandoned cultivated land, which is widespread in Japan, are supported 
through assistance in work using agricultural machinery.
Employment of People with Disabilities and Hydroponic Cultivation with the Goal of 
Utilizing Idle Farmland: Kubota Sun-Vege Farm Co., Ltd.
This company was established in February 2010 as a special subsidiary of the Kubota Group.
Today, in addition to supplying safe and secure foods of good quality, agriculture also plays the important, in fact critical, role for society of 
protecting the natural environment of rural communities. In this context, the company is utilizing unused farmland in the Minamikawachi District of Osaka 
Prefecture to produce and sell hydroponic vegetables. Through this business, the company has created employment for people with disabilities, and is 
striving to create a work environment in which employees with disabilities can work cheerfully. 
The company currently employs 16 people with disabilities there.
Resolution of Social Problems
At the Ishibatake Rice Terraces (selected for inclusion in Japan’s 100 Selected Terraced Rice Fields, certified by 
the Ministry of Agriculture, Forestry and Fisheries) located in Motegi, Tochigi Prefecture, local terraced rice field 
preservation councils are recruiting rice field owners to experience terraced rice paddy agriculture, in order to preserve 
the beautiful rural landscapes. Kubota’s Utsunomiya Plant, as a facility that manufactures agricultural machinery such as 
rice transplanters and combines, has participated in this activity since FY2015 with the aim of furthering the 
understanding of agriculture so as to enable manufacturing from the perspective of the customer.
Together with about 100 people from the local community and from Tokyo, employees from the plant visited the field each 
month from the planting in May through to the harvest in September to actually toil in the fields and learn about rice-growing.
This was the first time I participated in the 
entire range of agricultural activities. It really 
was a lot of work, but it helped me to gain a 
direct understanding of the troubles that are 
routinely faced by famers, and at the same time 
I gained a renewed sense of the need for the 
machinery that I am helping to manufacture.
Deepening Employees’ Understanding of Agriculture
—	Participation of Utsunomiya Plant Employees in Activities to Preserve the 
Ishibatake Rice Terraces
Voice of a Participating Employee
Voice of an Employee
VOICE
VOICE
FOCUS
Kubota Sun-Vege Farm (only in Japanese)
www.kubota-works.co.jp/
Now in my seventh year with the 
company, I am engaged in harvesting 
and planting seedlings for hydroponically 
cultivated vegetables. We will continue to 
prioritize safety and health, working with 
care and accuracy to produce delicious 
vegetables to be enjoyed by everyone.
Introductory movie (only in Japanese)
www.kubota-works.co.jp/
Manato Fukuda
Second Manufacturing Division
Kubota Utsunomiya Plant
Ryota Shibano
Growing Team
Kubota Sun-Vege Farm Co., Ltd.
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Kubota TERRA-KOYA Summer Camp
Kubota sponsors the “TERRA-KOYA” summer camp, which enables 
children to experience the abundance of nature as well as learn about 
the importance of the global environment. Since this program began in 
2007, a total of 247 children have participated.
Kubota Active Lab
Kubota Active Lab offers participating high school students the 
opportunity to learn on their own about topics concerning food, water 
and the environment. Kubota has sponsored this program since 1985, 
accepting 50 to 60 participants each year.
Activities to Promote Sports
Kubota is engaged in a project in cooperation with Osaka Evessa,* 
a professional basketball team, to invite students of elementary and 
junior high schools in the Naniwa ward, where its Head Office is 
located, to basketball games. The aim of this project is to help children 
develop a healthy mind and body by directly communicating the 
excitement and pleasure of sports to them.
* Osaka Evessa is the only team in Osaka that belongs to the B. LEAGUE, the professional 
basketball league.
Visiting Lectures
This program provides opportunities for young people from elementary 
school through to junior high school and high school, who will be 
responsible for future generations, to learn how to engage in issues 
related to food, water and the environment by teaching them about 
farm machinery, mechanisms for purifying water, etc.
Kubota Genki Agriculture Experience 
Workshop
This program aims to deepen understanding of agriculture and 
promote emotional education opportunities through rice growing 
experiences such as rice transplanting and harvesting as well as tasting 
the harvested rice.
Programs to Support Science Career 
Choices
Through events providing experiences in operating agricultural 
machinery, lectures and panel discussions with employees who are 
engineers, and similar activities, opportunities are provided to junior 
high school and high school students to support career paths in the 
sciences (through Kansai Kagakujuku and other programs).
Educating the Next Generation
Past contributions
2017  360 tickets
2018  400 tickets
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Mainichi Earth Future Prize
In the field of food, water and the environment, Kubota admires individuals and groups working on solutions for social issues at the grass-roots 
level in Japan and overseas, and sponsors activities that honor them publicly. Kubota has sponsored the Mainichi Earth Future Prize, which began 
as the Mainichi International Exchange Prize in 1989. Since it was renamed in 2011, a total of 609 individuals and groups have applied for the prize.
Support for Citizen Activities
A green recycling social eco-project team that received an Honorable Mention in the seventh Mainichi Earth Future 
Prize (held by The Mainichi Newspapers, with the cooperation of Kubota) is engaged in activities to produce fertilizer, 
Mottai-nai No. 2, created from grass cut in dry riverbeds.
At Kubota head office, this Mottai-nai No. 2 is being used to fertilize gardens on the company grounds, and 
vegetables grown there are harvested as part of activities to provide nursery school children in the area with harvesting 
experiences, and are served in the company cafeteria.
Encouragement of High School Student Activities by the Entire Kubota Group!
—Offering Vegetables Grown Using Compost Prepared by High School Students 
to Employees
FOCUS
Local nursery school children experience harvesting
Harvested vegetables
Fertilizing gardens on company grounds
Vegetables served in the company cafeteria
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Managing the Rugby League Team Kubota Spears, Contributing to the Development of 
Young People and the Vitalization of Local Communities through Rugby
Kubota is part of the Japan Rugby Top League, the top rugby league in Japan, and manages the Kubota Spears, a rugby team based in 
Funabashi, Chiba.
Having concluded a home town agreement with Funabashi City in 2017, the team aims to foster the adoration of the community through teaching 
rugby and proactively participating in traffic-safety activities and local events.
Social Contribution Activities through Corporate Sporting Events
Working together with the Board of Education, a visiting lecture was conducted at a neigh-
boring elementary school (coaching tag rugby)
An under-15 development project taught rugby to junior high school students
The Kubota Spears Rugby Festival in Funabashi, co-sponsored with Funabashi City
Crime prevention activities with athletes as one-day police chiefs
Disseminating and coaching rugby in regional areas by participating in a rice-field rugby 
tournament
Patrol Running together with the local community members
Kubota Spears Official Website (only in Japanese)
www.kubota-spears.com/
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ENVIRONMENT
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SOCIETY

Kubota Forest
Kubota participated in the sponsorship of forest preservation 
activities by the Tokyo Metropolitan Government, and named a 2.89 ha 
lot of a water source forest managed by the Tokyo Waterworks Bureau 
as “Kubota Forest.” From 2017, new employees have been engaged in 
ground-setting work, grass cutting, and planting trees.
Japan Cup Cycle Road Race
In the Japan Cup Cycle Road Race, held each year in Utsunomiya, 
the employees of three Kubota Group companies in Tochigi Prefecture 
(Kubota Utsunomiya Plant, Kubota ChemiX Co. Tochigi Plant, and 
Kubota Air Conditioner Tochigi Plant) assist with sentry duties during 
the race and clean-up activities afterward.
Kubota e-Day
Kubota employees volunteer in community beautification and 
cleanup activities throughout the region. Since 2008, when company-
wide involvement started, approximately 8,000 people have participated 
in this program each year.
Environmental Conservation
Regional Exchanges (Region Volunteers)
Regional Exchanges (Cleaning and Beautification Activities)
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Support for Well Construction
In order to reduce the number of people without access to safe 
water as much as possible, the Kubota Group is working to provide 
local support through NGOs that have been active in Asian countries for 
many years. Through these efforts, six wells had been completed by 2018.
Donating Books for Children
Kubota Agricultural Machinery (Suzhou) Co., Ltd. (China) donates 
books for children to provide the children in its neighborhoods with 
opportunities to read books.
Mangrove Tree Planting Activities
PT. KUBOTA INDONESIA (Indonesia) is taking part in activities to 
plant mangroves for environmental protection.
Supporting the Young Farming Generation
SIAM KUBOTA Corporation Co., Ltd. (Thailand) is supporting 
younger-generation farmers to become more knowledgeable of farming, 
fostering motivation to take up farming by instilling a positive attitude, 
teaching them various skills, and more.
Environmental Education for Elementary 
School Students
PT. KUBOTA INDONESIA (Indonesia) conducts environmental educa-
tion through environmental activities such as donating LED lamps for local 
elementary schools and the families of elementary school students.
Support for Vocational Training Colleges
Kubota Manufacturing of America Corp. (U.S.) and Kubota Industrial 
Equipment Corp. (U.S.) have contributed to the founding of a new 
campus for Lanier Technical College (a two-year college certified by the 
State of Georgia which emphasizes technical training for equipment 
maintenance engineers, welders, and the like).
Overseas Activities to Contribute to Society
Residents drawing water from a completed well (India)
Children reading donated books
Training on how to use organic fertilizers
[Number of books donated]
2016  300 books
2017  144 books
2018  220 books
[Number of lamps donated]
2016  500 lamps
2017  420 lamps
2018  225 lamps
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Cooperation in Rural Community 
Development Programs
Kubota Agricultural Machinery India Pvt. Ltd. has a cooperative 
arrangement with a local Rotary Club to regenerate wells for irrigation 
and for household water use, and to install facilities for water treatment 
to produce potable water.
Releasing Fish into a Reservoir
Siam Kubota Metal Technology Co., Ltd. (Thailand) has promoted 
environmental education for the children of a local school, and has 
released young fish into a reservoir.
Drawing Contests for Elementary School 
Students
Kubota Farm Machinery Europe S.A.S. (France) has hosted a 
drawing contest in which drawings of tractors were submitted by 55 
students from a nearby elementary school.
The submitted works were displayed within the plant, and employees 
voted for the best drawings; winners were presented with awards and 
miniature tractors at a school festival.
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In 2018, on the 40th anniversary of its founding, SIAM KUBOTA Corporation Co., Ltd. (Thailand) has carried out 
40 kinds of CSR activities.
The types of activities varied widely, from playground improvements to mangrove-tree planting, maintenance of 
agricultural reservoirs, and school repairs and painting. A total of 2,843 employees participated (including employees 
from SIAM KUBOTA Leasing Co., Ltd.).
Celebrating 40 Years Since Its Founding, a Kubota Group Company in Thailand 
Launches 40 Different CSR Activities!
FOCUS
Creating a garden on school grounds
Releasing sea turtles
Agricultural reservoir maintenance
Playground equipment improvements and painting
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SOCIETY

The Great East Japan Earthquake
Support for Rejuvenation and Reconstruction of Areas Affected by Natural Disasters
Providing Soup and Bread to People in Disaster Areas
Students from Miyagi Prefecture Agricultural High, to which the Kubota Group has been providing technical support and the like since the 
earthquake, provided original-recipe soup at a memorial service held at the Yuriage Elementary and Junior High School in Natori, Miyagi Prefecture. 
The soup used whitebait caught near Natori, which is the northernmost limit for catching the fish.
On the day of the event, Kubota dispatched employees as volunteers to help run the event. At the same time, as part of the initiative to establish ties 
between disaster-afflicted areas, Kubota distributed brown rice bread made by Nakakyushu Kubota using rice produced in Kumamoto Prefecture.
Supporting the Youth, Bearers of the Future, through Farming
—Cooperating with Rice Farming at Agricultural High Schools in Miyagi and Fukushima
As part of efforts towards reconstruction after the Great East Japan Earthquake, Kubota supports the youth who will play a role in Tohoku’s 
agricultural industry in the future. At Miyagi Agricultural High School and Fukushima Iwaki Agricultural High School, Kubota helps with practical rice 
farming using the approach of directly sowing iron-coated seeds.* Kubota hopes to contribute to the reconstruction of the disaster-affected areas 
and the development of strong human resources by imparting the latest cultivation technologies.
* Directly sowing iron-coated seeds: As opposed to the conventional method of growing rice from seedlings, this cultivation technology involves directly planting rice seeds coated with iron powder 
in the field.
Students provide original-recipe soup
Distributing brown rice bread
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Supporting the Youth, Bearers of the Future, through Farming
—	Implementing Agricultural Machinery Maintenance Training and Special Lectures with 
Trial Rides
Agricultural machinery maintenance training and special lectures with trial rides are being conducted for advanced technical schools in disaster-
stricken areas. This is a new version of the special manufacturing classes that had been held up until 2017; 39 students participated in this first 
course, held in FY2018.
By having students actually see and touch the latest agricultural machinery, they are provided with opportunities to learn about agriculture and 
agricultural machinery.
For more information (only in Japanese)
https://www.kubota.co.jp/kubotainfo/index129.html
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Kumamoto Earthquake
Introducing Food Products of Kumamoto at Business Sites
At various events (summer festival, etc.) held at its business sites, the Kubota Group sold the food products of Kumamoto to support the 
revitalization of the disaster-affected areas, and offered for tasting the brown rice bread made and sold by Genkido, a company run by the Nakakyushu 
Kubota Group (www.genkido-genmai.com/) (only in Japanese). The bread uses rice produced in Kumamoto Prefecture.
Part of the sales of these products was donated to the areas, and they sold well as souvenirs of the events.
Support for Temporary Housing Residents
At a memorial service held in Kumamoto on the occasion of the second anniversary of the earthquake there, brown rice pasta, made from 
Kumamoto-grown rice and produced and sold by Genkido, a company managed by the Nakakyushu Kubota Group (www.genkido-genmai.com/) 
(only in Japanese), was provided.
A wide variety of Kumamoto products displayed
From Nakakyushu Kubota to a support group
Brown rice bread by Genkido, offered for tasting
Steps to recovery being screened at a meeting facility
For more information (only in Japanese)
https://www.kubota.co.jp/kubotainfo/index130.html
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SOCIETY

Support for Disaster-stricken Areas throughout Japan
Okayama, Hiroshima, and Hokkaido Prefectures
In Mabi, an area of Kurashiki in Okayama Prefecture, a total of 14 people, mainly new employees, undertook volunteer activities. Splitting up into 
groups of five, they set off for disaster-affected homes and applied themselves to tasks such as mud removal. The participating new employees 
reported that, “Through my volunteer work, I came to appreciate just how long the road to recovery is” and, “The extent of the disaster was well 
beyond what I had imagined.”
Thinking that the residents of the affected area might be cheered through rugby, the Kubota Spears rugby team held a rugby clinic for high school 
students who play rugby in areas struggling in the aftermath of the 2018 floods in western Japan. In addition, participants in the rugby clinic were 
invited to matches held in Okayama and Hiroshima.
As prizes at events (such as summer festivals) sponsored by business sites in the Kubota Group, delicacies such as grapes from Okayama 
Prefecture and horsehair crabs from Hokkaido were served in stricken areas.
For more information (only in Japanese)
https://www.kubota.co.jp/kubotainfo/index131.html
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SOCIETY

Kubota Group’s Products Playing a Part in Reconstruction Support
Various Kubota Group products are being used in the restoration, recovery and community development of disaster-stricken areas. Examples 
include the restoration of water supply and sewage lines, the construction of pipelines and the treatment of effluent for temporary housing, and the 
restoration of agricultural water.
Ductile iron pipe (used in the restoration and maintenance of 
lifelines, such as water supplies, sewage lines, and gas lines)
Valves (used in the restoration and maintenance of lifelines, 
such as water supplies, sewage lines, and gas lines, by 
controlling liquids and gases)
Spiral welded steel pipes (used as foundation piles in a 
variety of structures, such as bridge foundations, ports, 
rivers, and building foundations)
Manhole pumps (for pneumatic transportation of sewage)
Plastic pipes (used in the restoration and maintenance of 
lifelines, such as water supplies, sewage lines, and gas lines)
Water treatment plant (used to purify wastewater, including 
residential and industrial sewage)
Construction machinery (used for removing debris and 
various civil engineering work)
Pumps (used for emergency drainage as a countermeasure 
for flooding caused by heavy rainfall and high tides)
Wastewater treatment tanks (used to process wastewater 
from temporary housing in regions with insufficient sewage 
lines)
Truck scales (used to weigh truck cargo, such as debris)
Response to disasters (only in Japanese)
www.kubota.co.jp/message/
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SOCIETY

Kubota takes very seriously the fact that some residents living in proximity of the former Kanzaki Plant and employees working at the plant have 
developed asbestos-related diseases. From the perspective of fulfilling our social responsibility as a company that previously handled asbestos, we 
will continue to address this issue with the utmost sincerity.
For details please see: www.kubota.co.jp/kanren/ (Only in Japanese)
Regarding the residents living nearby, without particular regard for individual cause-and-effect relationships, Kubota established the Regulations 
for Payment of Relief Funds to Sufferers of Asbestos-related Diseases and their Families Living in Proximity of the Former Kanzaki Plant. This is in 
addition to the Act on Asbestos Health Damage Relief, which was enacted by the Japanese government and provides relief funds in order to alleviate, 
even marginally, the hardship and mental burden of the people receiving treatment and their families.
Response to Asbestos Issues
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SOCIETY

Reporting
Reporting
Reporting
Reporting
Guidance/
Assistance
Guidance/
Assistance
Guidance/
Assistance
Guidance/
Assistance
Reporting
Reporting/Proposal
Election/Dismissal
Cooperation
Cooperation
Election/Dismissal
Election/Dismissal & Supervision
Guidance/
Management
Audit
Audit
Reporting
Reporting
Internal
 Audit
Guidance/
Assistance
Guidance/
Assistance
General Meeting of Shareholders
Audit & Supervisory Board
Audit & Supervisory Board Members: 5
(including 3 Outside Audit & 
Supervisory Board Members)
Board of Directors
Directors: 9
(including 3 Outside Directors)
Management Committee
Nomination Advisory Committee
Compensation Advisory Committee
Investment Council
Research & Development 
Strategy Committee
Kubota Production System 
Strategy Committee
Environmental Management 
Strategy Committee
IT Management Strategy Committee
Ofﬁce of Audit & Supervisory 
Board Members
Independent Auditors
Company-wide Risk Management Committee
President
Business Domain
Corporate staffs
Subsidiaries & 
Afﬁliated Companies
Executive Ofﬁcers: 33
Internal Audit Execution Departments
(Corporate Auditing Department, 
Departments in charge of each risk, etc.)
• Audit of reliability over ﬁnancial reporting
• Audit of each risk management
(Compliance with the Antimonopoly Act, 
environmental conservation, health & safety, 
quality assurance, etc.)
Other Committees
(Financial Information 
Disclosure Committee, etc.)
Executive Ofﬁcers’ Meeting
Governance Report
In order to speed up its response to management conditions and achieve enhanced transparency in its management, Kubota has been 
committed to enhancing its corporate governance structure. Moreover, by building an internal control system and implementing steady improvements 
continuously during its business activities, Kubota not only enforces the observance of laws and regulations, but also reduces risks.
Corporate Governance
Ensuring Quick Response to Management Conditions and Improving Management Transparency
In order to speed up its response to management conditions and achieve enhanced transparency in its management, Kubota has adopted the 
following corporate governance structure.
Board of Directors
The Board of Directors makes strategic decisions and oversees the execution of duties by the Executive Officers. It consists of nine Directors 
(three of whom are Outside Directors). In addition to its regular monthly board meetings, it also meets as and when required to discuss and make 
decisions relating to management planning, financial planning, investment, business restructuring, and other important management issues.
Moreover, the Board of Directors holds a meeting once a year to report the results of risk management activities. This is done in order to 
verify that there are no inadequacies in the internal control system that could have a serious impact on corporate management with regards to the 
organization and operation of the management system for key risks identified by the Company.
Audit & Supervisory Board
Kubota is a company with an Audit & Supervisory Board, which oversees and audits the execution of duties by the Directors. It consists of five 
Audit & Supervisory Board Members (three of whom are Outside Audit & Supervisory Board Members).
In addition to its regular monthly Audit & Supervisory Board Meetings, it is held as needed to discuss and determine auditing policy, audit reports, 
and other matters.
Executive Officers’ Meeting
Kubota has adopted the Executive Officer System in order to strengthen business execution by each department and make prompt and appro-
priate business decisions. The Executive Officers’ Meeting consists of the President and Representative Director (the “President”) and 33 Executive 
Officers. In addition to its regular monthly meetings, it also meets as and when required. The President instructs the Executive Officers on policies 
and decisions made by the Board of Directors. The Executive Officers report to the President regarding the status of their execution of duties.
Corporate Governance Structure
<SDGs related to this section>
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Management Committee and Investment Council
Kubota has a Management Committee and Investment Council in place in order to discuss and make decisions in regard to specific and 
important issues. The Management Committee meets to deliberate on important management matters, such as investments, loans, and mid-term 
management plans, before they are discussed by the Board of Directors. The Investment Council gives the President advice on matters to be 
decided by the President, except those deliberated by the Management Committee, as well as special matters.
Nomination Advisory Committee and Compensation Advisory Committee
Kubota has a Nomination Advisory Committee and Compensation Advisory Committee in place, in which more than half of the members are 
Outside Directors, to give advice to the Board of Directors. The Nomination Advisory Committee and Compensation Advisory Committee meet 
to deliberate on nominations of candidates for Directors, and the compensation system and compensation level of the Directors with appropriate 
involvement and advice from the Outside Directors.
The Nomination Advisory Committee met once during the fiscal year for the purpose of discussing the nomination of new candidates for 
Directors, the reappointment of existing Directors, and the nomination of specially appointed advisers. Meanwhile, the Compensation Advisory 
Committee met twice during the fiscal year for the purpose of discussing both the consistency of levels of compensation paid to the Directors, 
Executive Officers, and specially appointed advisers, and the adequacy of the stock compensation plan. (Including one resolution in writing.)
Policy for Appointing Outside Directors and Outside Audit & Supervisory Board Members
In selecting candidates for the positions of the Outside Directors and the Outside Audit & Supervisory Board Members, Kubota considers 
experience outside Kubota, professional insight, and other qualifications, and makes recommendations on them to the General Meeting of 
Shareholders after approval by the Board of Directors. 
Kubota established policies related to criteria for independence when electing the Outside Directors by reference to the rules for Independent 
Executives defined by the TSE. Kubota elects those who have no conflict of interest with ordinary shareholders accordingly.
Reasons for Appointing Outside Directors (Independent Executives)
Kubota elected Yuzuru Matsuda as an Outside Director since Kubota wishes to receive his advice about general management based on his 
adequate experience and considerable insight in management which he acquired through his duties as the long-time president of a listed company. 
Kubota has no business relationship with Kyowa Hakko Kirin Co., Ltd., for which Mr. Matsuda used to serve as a director, and Kato Memorial 
Bioscience Foundation, BANDAI NAMCO Holdings, Inc., and JSR Corporation, for which Mr. Matsuda currently serves as a director. Kubota places 
him as an Independent Executive since there is no particular vested interest between Kubota and him, and there appears to be no conflict of interest 
with ordinary shareholders.
Kubota elected Koichi Ina as an Outside Director since Kubota wishes to receive his advice about general management based on his adequate 
experience and considerable insight into management which he acquired through his duties as a president, chairman, and plant and manufacturing 
manager in the motor vehicle industry. Kubota has no business relationship with Toyota Motor Corporation, for which Mr. Ina used to serve as a 
director and adviser. Kubota has a business relationship with Daihatsu Motor Co., Ltd., for which Mr. Ina currently serves as adviser, but the amount 
arising from the above transactions for the year ended December 31, 2018 was less than 1% of total consolidated revenues of the Company. Kubota 
places him as an Independent Executive since there is no particular vested interest between Kubota and him, and there appears to be no conflict of 
interest with ordinary shareholders.
Kubota elected Yutaro Shintaku as an Outside Director since Kubota wishes to receive his advice about general management based on his 
accomplishments in actively promoting strategy and experience which he acquired through his duties as a member of top management of a 
medical device manufacturer. Kubota has no business relationship with Terumo Corporation, Santen Pharmaceutical Co., Ltd., J-Oil Mills, Inc., and 
Tonen International Scholarship Foundation, for which Mr. Shintaku currently serves as an advisor, director, and executive trustee. Kubota places him 
as an Independent Executive since there is no particular vested interest between Kubota and him, and there appears to be no conflict of interest 
with ordinary shareholders.
Reasons for Appointing Outside Audit & Supervisory Board Members (Independent Executives)
Kubota elected Masaki Fujiwara as an Outside Audit & Supervisory Board Member since Kubota expects him to further enhance its 
auditing procedures during this period of further global advancement of the Company. Having served in key administrative and executive roles at 
Panasonic Corporation and its subsidiaries and affiliated companies, he has both considerable knowledge relating to administration and 
corporate accounting, and a good feel for global business through his long-standing experience stationed overseas. Kubota has a business 
relationship with Panasonic Corporation, at which Mr. Fujiwara initially started his career, but the amount arising from the above transactions 
for the year ended December 31, 2018 was less than 1% of total consolidated revenues of the Company. Kubota has no business relationship 
with Sansha Electric Manufacturing Co., Ltd., for which Mr. Fujiwara currently serves as a director. Kubota places him as an Independent 
Executive since there is no particular vested interest between Kubota and him, and there seems to be no conflict of interest with ordinary 
shareholders.
Kubota elected Masato Hinenoya as an Outside Audit & Supervisory Board Member since Kubota expects him to further enhance its auditing 
procedures during this period of further global advancement of the Company. In addition to his considerable insight as a CPA in corporate accounting 
and finance, Mr. Hinenoya also possesses a global sensibility based on his long experience working abroad. Kubota has no business relationship 
with KPMG AZSA LLC, at which he initially started his career as a CPA, and Hinenoya CPA Office for which Mr. Hinenoya currently serves as a 
representative. Kubota places him as an Independent Executive since there is no particular vested interest between Kubota and him, and there 
seems to be no conflict of interest with ordinary shareholders.
Kubota elected Kumi Arakane as an Outside Audit & Supervisory Board member since Kubota wishes her to further enhance its auditing 
procedures based on her long career at KOSÉ Corporation serving as a Director and being in charge of various areas of business, including product 
development, research, quality control, and purchasing. Ms. Arakane currently serves as an Audit & Supervisory Board Member of KOSÉ Corporation; 
she is also well versed in those duties. Kubota has no business relationship with KOSÉ Corporation, at which Ms. Arakane started her career and 
currently serves. Kubota places her as an Independent Executive since there is no particular vested interest between Kubota and her, and there 
seems to be no conflict of interest with ordinary shareholders.
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SOCIETY
GOVERNANCE

Attendance Rate of Outside Executives (Mar. 2018–Feb. 2019)
Attendance rate of Outside 
Directors at Board of Directors’ 
meetings
Yuzuru Matsuda 100%
Koichi Ina 100%
Yutaro Shintaku 100%
Attendance rate of Outside 
Audit & Supervisory Board 
Members at Audit & Supervisory 
Board meetings
Akira Morita 100% 
Teruo Suzuki 100%
Masaki Fujiwara 100%
System Supporting Audit & Supervisory Board Members
Kubota established the Office of Audit & Supervisory Board Members and has assigned five employees to exclusively support the Audit & 
Supervisory Board Members in performing their duties. Those employees’ independence is ensured as the employees’ appointment and evaluation 
require a discussion with and consent from the Audit & Supervisory Board Members. 
As of March 22, 2019, Kubota places four members in the Office of Audit & Supervisory Board Members, to engage in audits exclusively for 
subsidiaries in order to provide support for Kubota’s Audit & Supervisory Board Members and improve internal control over the Kubota Group. 
Also, Kubota maintains a system which facilitates disbursement of expenses incurred related to execution of duties by the Audit & Supervisory 
Board Members.
Internal audit departments and the Independent Auditors of Kubota report audit plans and the results of audits to the Audit & Supervisory Board 
Members periodically, and as needed collaborate with each other.
Compensation of Director and Audit & Supervisory Board Members
At the Meetings of the Board of Directors, the basic remuneration for the Directors is determined within the range of the maximum aggregate 
amount of remuneration approved at the General Meeting of Shareholders after it has been deliberated on in the Compensation Advisory Committee 
in consideration of the Company’s operating results, compensation levels of other companies, and other factors. 
In addition, the total amount of bonuses for the Directors is decided by the General Meeting of Shareholders. The amount of stock compensation 
is determined at the Meetings of the Board of Directors after being deliberated on in the Compensation Advisory Committee, within the limits 
established by the total amount of the monetary compensation claims and the total number of common shares to be issued or disposed of as 
approved at the General Meeting of Shareholders.
Furthermore, if the Director covered by the restricted compensation plan is a non-resident of Japan because of reasons such as playing the role 
of an overseas representative, the monetary compensation claims are temporarily suspended during the above period, in consideration of local laws 
and regulations. However once his/her role is over and he/she becomes a domestic resident, the suspended monetary compensation claims are 
granted to him/her.
Compensation for the Audit & Supervisory Board Members consists solely of basic remuneration in the light of their role and independency. Their 
compensation is determined upon consultation among the Audit & Supervisory Board Members within the range of the maximum aggregate amounts of 
compensation approved at the General Meeting of Shareholders in consideration of the roles of the respective Audit & Supervisory Board Members.
Director and Auditor Remuneration (Jan.–Dec. 2018)
Position
Number of 
persons
Total amount of 
compensation 
(millions of yen)
Total amount by type (millions of yen)
Remunerations
Bonuses
Restricted stock 
compensation
Directors (excluding Outside Directors) 
8
676
350
260
66
Audit & Supervisory Board Members 
(excluding Outside Audit & Supervisory 
Board Members)
3
72
72
—
—
Outside Directors and Outside Audit & 
Supervisory Board Members
6
74
74
—
—
Training for Executives
To provide opportunities to acquire and update knowledge necessary for supervising operations, Kubota holds annual executive forums led by 
visiting lecturers for all Directors, Audit & Supervisory Board Members and Executive Officers. (A total of three forums were held in FY2018 on themes 
of CSR, human rights, and safety/environment/quality.)
Kubota conducts training hosted by external organizations for all newly appointed Executive Officers, featuring content pertaining to laws and 
regulations, and corporate governance. For Outside Directors, Kubota conducts inspections and engages in discussions with on-site executives at 
its overseas affiliated companies and subsidiaries, and regional offices in Japan, so that those in attendance can gain a deeper understanding of the 
Group’s business activities and make appropriate management decisions. (Inspections held in FY2018: North America Site, China Site, Thailand 
Site, Europe Site, agricultural machinery exhibition in Europe, Kubota exhibition in Japan, etc.)
For Audit & Supervisory Board Members, management issues are shared at periodic meetings with the President. Also, opinion exchange meet-
ings are held periodically with Outside Directors to improve governance. (Meetings with the President were held a total of four times, and meetings 
with Outside Directors were held a total of four times in FY2018.)
Themes of the Forums for FY2018 and the Attendance of Executives
Date
Title of forum
Theme
No. of attending 
executives 
May 22, 2018
CSR Forum
Water, Food and the Environment, and SDGs
32
August 21, 2018
Human Rights Training
Roles that each individual should play in fostering a safety-
conscious corporate culture
32
November 20, 
2018
Safety, Environment and 
Quality Forum
“Safety, the environment, and quality are the basis of corporate 
activity: that’s what management is all about”— Practical activities 
to help strengthen corporate culture — Manufacturing is 
development of people
29
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SOCIETY
GOVERNANCE

Policy for Constructive Dialogue with Shareholders
Kubota, recognizing that constructive dialogue with shareholders and investors contributes to the improvement of the Company’s sustainable 
growth and medium- to long-term corporate value, regularly stays abreast of the shareholder composition, makes timely and appropriate disclosure 
of a wide range of information ranging from financial information to non-financial information and promotes constructive dialogue with shareholders 
and investors. The policies for development of systems and operations for this activity are as follows.
(1)	 Basic policy
The Company holds briefings where the President and General Manager of Planning & Control Headquarters present the basic 
management policy, priority measures, and results of operation, with the aim of promoting constructive dialogue with domestic and foreign 
institutional investors. Furthermore, the Company promotes two-way communication, such as timely disclosure to all stakeholders including 
individual investors through active use of the Company website and executing questionnaire surveys.
(2)	 IR organizational structure
The General Manager of Planning & Control Headquarters is in overall charge of directing and promoting IR. The department in charge 
of IR plays a central role in developing its IR activities through organic coordination with each related department, such as Corporate 
Planning & Control Dept., Accounting Dept., Corporate Communication Dept., CSR Planning Dept., General Affairs Dept. and Legal Dept.
(3)	 Feedback to management
Subjects of dialogue with investors are reported back to the Board of Directors, the Executive Officers’ Meeting, and relevant departments 
by the President and General Manager of Planning & Control Headquarters as necessary.
(4)	 Dialogue with institutional investors and analysts
The Company holds individual and group meetings, product exhibitions and briefings on business operations, and results briefings with 
institutional investors and analysts. In addition, the Company discloses the results materials and the results briefings materials in both English 
and Japanese at the same time, and regularly holds tours and briefings on business operations in Japan and overseas.
(5)	 Dialogue with individual shareholders and investors
The Company aims to promote lively communication through such means as holding on-site factory tours for individual shareholders and 
inviting them to product exhibitions.
Also, in addition to holding company information sessions for individual investors to provide an opportunity for the President and individual 
investors to directly engage in dialogue, the Company also works on public relations to improve understanding of the Company’s business 
activities through such activities as exhibiting in investor forums.
(6)	 Policy for insider information management when engaging in dialogue
Insider information, such as any undisclosed material facts, is not conveyed at the meetings with investors. The following section describes 
the structure and procedures regarding the timely disclosure of the Company information.
1.	Financial Information Disclosure Committee
The Company has established the Financial Information Disclosure Committee so as to monitor and control financial information 
disclosure and, thereby, ensure its fairness, correctness, timeliness, and comprehensiveness. The committee consists of a committee 
chairperson, who is General Manager of Planning & Control Headquarters; committee members, who are Deputy General Manager of 
CSR Planning & Coordination Headquarters, General Manager of Corporate Planning & Control Dept., General Manager of General 
Affairs Dept., General Manager of Corporate Communication Dept., General Manager of Accounting Dept., General Manager of Global 
Management Promotion Dept., and General Manager of Corporate Auditing Dept.; and observers, who are full-time Audit & Supervisory 
Board Members. The committee meets periodically in order to draft and assess the Annual Securities Reports (“Yukashoken Hokokusho”) 
and the Quarterly Reports (“Shihanki Hokokusho”) pursuant to the Financial Instruments and Exchange Act. And the committee also 
meets in response to extraordinary events such as important decisions and material facts that must be disclosed immediately.
In accordance with the intent and meaning of fair disclosure rules set out in the Financial Instruments and Exchange Act, the 
Company takes all reasonable care to avoid selective disclosure of information, such as by simultaneously releasing Japanese and 
English versions of results briefing materials with attached explanations and the minutes of question-and-answer sessions via the 
corporate website, and by working to enhance the timely and fair disclosure of information in order to promote proactive dialogue 
with investors.
2.	Company regulations for information disclosure
The Company has declared that “The Kubota Group makes appropriate and timely disclosure of corporate information and fulfills 
its responsibilities for transparency and accountability in corporate activities” in the “Kubota Group Charter for Action” and has 
stipulated “Appropriate and Timely Disclosure of Corporate Information” and “Prohibition of Insider Trading” in the “Kubota Group 
Code of Conduct.” The Company strives to promote awareness and ensure thorough efforts in regard to the “Kubota Group Code of 
Conduct” and prevention of insider trading before it occurs through conducting education tailored to each management level within 
the Company.
Information for investors  
www.kubota.com/company/ir/
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SOCIETY
GOVERNANCE

Toshikazu Fukuyama
Yasuhiko Hiyama
Masaki Fujiwara 
(Outside Audit & Supervisory 
Board Member)
Masato Hinenoya 
(Outside Audit & Supervisory 
Board Member)
Kumi Arakane 
(Outside Audit & Supervisory 
Board Member)
Audit & Supervisory 
Board Members
President and  
Representative 
Director
Masatoshi Kimata
Representative 
Director and Executive 
Vice President
Yuichi Kitao
Directors and Senior 
Managing Executive 
Officers
Masato Yoshikawa
Shinji Sasaki
Toshihiko Kurosawa
Dai Watanabe
Outside Directors
Yuzuru Matsuda
Koichi Ina
Yutaro Shintaku
Directors
Senior Managing 
Executive Officer
Haruyuki Yoshida
Managing Executive 
Officers
Kunio Suwa
Kaoru Hamada
Yasuo Nakata
Kazuhiro Kimura
Takao Shomura
Yuji Tomiyama
Kazunari Shimokawa
Mutsuo Uchida
Nobuyuki Ishii
Kazuhiro Shinabe
Ryuichi Minami
Yoshimitsu Ishibashi
Yasukazu Kamada
Katsuhiko Yukawa
Executive Officers
Ryoji Kuroda
Eiji Yoshioka
Muneji Okamoto
Hiroto Kimura
Koichiro Kan
Hirohiko Arai
Tomohiro Iitsuka
Kazushi Ito
Koichi Yamamoto
Mampei Yamamoto
Hitoshi Inada
Shingo Hanada
Nobushige Ichikawa
Executive Officers
Directors, Audit & Supervisory Board Members and Executive Officers (as of March 22, 2019)
Yutaro Shintaku
Directors
Yuzuru Matsuda
Toshihiko Kurosawa
Masato Yoshikawa
Masatoshi Kimata
Yuichi Kitao
Shinji Sasaki
Dai Watanabe
Koichi Ina
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Business management
Daily business 
management based 
on business rules
Management
Business rules
(Basic matters related to 
business management)
Identifying important 
management risks
Risk to reliability of 
ﬁnancial reporting
Risk to basic 
corporate functions 
Risk to 
compliance
Awareness-raising and educational 
activities related to risk management
Implementing audit, identiﬁcation, 
improvement, and re-auditing
Implementation of 
risk management based on 
risk management rules
Audit plans, results, countermeasures, 
and management policy
Proposal
Planning
Decision
Reporting
Company-wide Risk Management Committee
President and Board of Directors
Risk management
Risk management rules
(Actions that the department in 
charge should take in response 
to major management risks)
Management
Internal Control System Overview
The internal control system of the Kubota Group is a mechanism for clearly providing the rules that should be followed during the performance 
of business, and for checking whether or not business has been managed according to those rules. This system consists of the segments of 
business management, which entails the performance of business operations based on rules, and risk management, which entails the management 
of major risks in management.
In business management, basic matters necessary for operating businesses are determined in business rules, and each business division checks 
its daily business operations in accordance with the business rules. Business rules comprise common business rules (basic rules) and functional 
business rules.
In risk management, operations that each department in charge of risk management should implement are determined in the risk management 
rules. Based on these rules, necessary actions to be promoted for risk management are identified and the departments are audited, thereby verifying 
the effectiveness of the risk management.
In the internal control system, major risks in Kubota’s management are classified into the following three categories:
1. Internal control over reliability of financial reporting
2. Internal control over the basic functions of the company, such as fair trade, environmental conservation, and health and safety
3. Internal control over compliance, such as compliance with rules and regulations related to equipment, and import and export control
To avoid these risks, each department in charge implements necessary actions to be promoted and conducts audits of the relevant operational 
division, and reports the results and the measures for the next fiscal year to the President and the Board of Directors. Thus the PDCA cycle for risk 
management is implemented properly.
Kubota positions risk management activities as part of its business activities. Based on the awareness that risk management is the foundation of 
business activities, Kubota identifies risks common to the entire Kubota Group, such as those relating to the reliability of financial reporting, and 
exerts efforts to manage risks appropriately through continuous steady improvement to “immediately correct any inadequacies.” At the same time, 
while accelerating the global development of its businesses, Kubota strongly recognizes that risk management activities are the foundation for the 
continuity of its businesses, and strives to improve such activities both in Japan and overseas.
In FY2018, as part of Kubota’s initiative continuing from FY2017 to enforce risk management, each business division determined the risks that 
seemed most critical under the current circumstances.
Internal Control
Internal Control
Internal Control System Operation Activities (Risk Management Activities)
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Number of Audits and Contents of Risk Management
Risk management items
Risk to be avoided
Number of audited 
items for FY2018*1
Internal control over 
reliability of financial 
reporting
Financial reporting
• Risk to reliability of financial reporting
5,627
Internal control over 
the basic functions of 
the Company
Fair trade
• Bid-rigging and price cartels
• Unfair trading concerning trading with distributors, etc.
• Non-compliance with the Subcontract Act
95
Environmental 
conservation
• Non-compliance with laws and regulations
• Environmental accidents
• Past environmental debt
11,114
Health and Safety
• Occurrence of serious accidents
• Occupational illnesses
• Administrative disposition and litigations
1,921
Quality assurance
• Occurrence of quality problems detrimental to the Kubota 
brand, etc.
392
Labor management
• Breach of obligation on attention to safety of employees
• Improper management of working conditions
• Improper management of employees under irregular 
employment, and contract and temporary workers
• Occurrence of overseas labor problems
4,840
Information security
• Computer virus infection
• Information leakage
• Information system failure
1,332
Intellectual property
• Infringement of other companies’ intellectual property
747
Internal control over 
compliance
Compliance with 
rules and regulations 
related to equipment
• Non-compliance with laws and regulations of the Building 
Standards Act, the Fire Service Act, and the Industrial 
Safety and Health Act, etc. in connection with assets and 
facilities owned by Kubota
560
Earthquake and 
other disaster 
response 
management
• Important managerial losses including danger to human 
lives due to earthquakes and other disasters, damage to 
equipment, and destruction of the information system
133
Compliance with the 
Construction 
Business Act
• Non-compliance with the Construction Business Act
734
Human rights 
advancement*2
• Occurrence of human rights violation issues
—
Safe driving 
management
• Accidents arising from non-compliance with traffic laws and 
regulations and violating acts
170
Prevention of illegal 
payments
• Trading with antisocial forces
• Non-compliance with the Political Funds Control Act
• Making inappropriate payments to overseas public servants
102
Classified 
information 
management
• The outflow of classified information including plans for 
development and sale of new products
1,146
Protection of 
personal information
• Leakage and loss of personal information related to 
customers, employees, etc.
• Improper use of personal information
189
Import and export 
control
• Non-compliance with laws and regulations related to 
importing and exporting, including the Customs Act, the 
Foreign Exchange and Foreign Trade Control Law, the Basel 
Convention, and laws related to chemical substances
92
Compliance with 
laws and regulations 
related to logistics
• Non-compliance with the three major road laws, including 
the Road Traffic Act; and with the laws and regulations 
related to distribution, including the Labor Standards Act, etc.
696
*1 Number of audited items is a sum of the number of items audited in each of the divisions subject to audit.
*2 Activities for human rights advancement focused mainly on training, the release of information, and the follow-up of survey results.
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Kubota Hotline (whistleblowing system)
As a framework to support risk management, Kubota operates a whistleblowing system. This system aims to prevent, or quickly detect and 
correct, any illegal or unethical acts as well as to develop an open corporate culture.
[Types of contact points and matters handled]
• CSR Planning Department: Compliance issues other than human rights (anonymous reporting acceptable)
• Human Rights Advancement Department: Issues of human rights (anonymous reporting acceptable)
• Outside lawyers: Compliance in general including human rights issues
* Human Rights Advancement Consultation Office has been established at each company and business site so that people can more easily seek consultation.
* Starting from 2017, consultation by e-mail, in addition to telephone, is acceptable for outside lawyers.
[Available to]
Full-time, part-time and temporary employees of Kubota and its Group companies in Japan
* Each overseas location handles reporting individually and notifies the Kubota head office of any significant issues.
* Starting from 2017, all whistleblowing cases in China are reported to the Kubota head office.
[Protection of informants]
The Whistleblowing System Operation Rules clearly state:
• “the informer shall not be disadvantaged as a result of reporting an issue.”
• “excluding cases necessarily requiring investigations and official reporting, the content of the reported issue, personal information obtained during 
investigations, and all other information shall not be used or disclosed.”
[Activities to raise awareness of the system]
Various creative ways have been employed to alleviate unease about the system, which is often the result of a lack of understanding.
The Company newsletter and website provide information on:
• The number of reports received for each content category, and past cases (outline)
• The flow of processes for using the Hotline
• The objective of the system, protection of informants, handling of anonymity, etc.
[Number of cases reported (in Japan)]
Period
Number of cases
Jan.–Dec., 2016
30
Jan.–Dec., 2017
52
Jan.–Dec., 2018
71
* Including enquiries and matters that were found not to be problematic as a result of investigation
[Other]
Moreover, we have set up a space to write free comments in the Kubota Group Employee CSR Awareness Survey, which is answered in 
anonymity. It is an opportunity for employees to give their frank reports and opinions, enabling the Company to develop an open corporate culture.
Instruction
Reply
Reply
Reporting
Instruction
Reporting
Communication
Communication
Reply
Communication
Cooperation
Cooperation
President, Audit & Supervisory Board Members, General Manager of CSR Planning & Coordination Headquarters
Conﬁrmation/
Investigation
Conﬁrmation/
Investigation
CSR Planning Department
Outside lawyers
Informant
Human Rights Advancement Department
Flowchart of Kubota Hotline
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Kubota has established and operates an internal control system in order to confirm the reliability of financial reporting for the entire Kubota Group, 
including its overseas subsidiaries.
Also to confirm the effectiveness of the system, the Corporate Auditing Department and the auditing divisions of the subsidiaries conduct regular 
internal audits.
Kubota has also created a system for evaluating the effectiveness of internal controls on a Group consolidated basis. This assessment is 
based on the results of the abovementioned auditing results, and conforms to the internal control reporting system related to financial reporting 
stipulated by the Finance Instruments and Exchange Act (J-SOX) and other ordinances.
The President declared in the management policy, “No sales or profits achieved by undermining the corporate dignity exist in the Kubota Group,” 
and emphasized that ensuring compliance is a major prerequisite for the Kubota Group’s business activities.
Education and Enlightenment Activities
Kubota continuously offers training programs on the Anti-Monopoly Act/Competition Law at its business divisions as well as its Group companies 
both in Japan and overseas, for enlightenment and awareness-raising to ensure compliance. Legal training programs, which cover a broad range of 
legal matters including competition laws, are also provided for employees who are to be dispatched to overseas Group companies as managers.
Auditing and Risk Management Surveys
Kubota continuously conducts audits under the Anti-Monopoly Act, including on-site inspection, targeting Kubota and its Group companies in 
Japan. For overseas Group companies, Kubota conducts written audits, on-site interviews, and opinion exchange meetings, through which it 
determines the status of risk management.
Maintaining and Expanding the Consultation System
Kubota shares information with the relevant business departments and Group companies on matters related to business activities of Kubota and 
its Group companies that require examination under the Anti-Monopoly Act, and implements necessary measures including facilitating advance 
consultation with external experts, such as lawyers, and consulting the Fair Trade Commission.
Kubota conducts written surveys targeting each of its business divisions and Group companies in Japan on a periodic basis. This fiscal year, 
Kubota also conducted on-site surveys. Kubota also offers training programs to promote understanding of the Act against Delay in Payment to 
Subcontractors at each business site and Group company and holds consultancy sessions concerning practical operations, such as ordering, 
related to the Subcontractors Act, thereby developing voluntary risk management systems.
Securing Reliability of Financial Reporting
Compliance with the Anti-Monopoly Act/Competition Law
Compliance with the Act against Delay in Payment to Subcontractors
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Company-wide information 
security supervisor
Global IT Management 
Department
Corporate Compliance 
Department
Legal Department
Director in charge of 
Global IT Management Department
Information Security Structure
Department in charge of 
company-wide information security
Each department/
each Group company department head
Global IT Management 
Department
Personnel in charge of 
promoting information security, 
IT managers, IT sub-managers
Prevents computer 
virus infections, 
information system 
failures, etc.
Information security*
Conﬁdential information management
Protection of personal information
Prevents leaks concerning 
new product development, 
sales plans, etc.
Prevents leakage of customer 
and employee information, etc.
* Initiatives to ensure information security
To enhance security for personal information and other information assets of the customers, Kubota promotes on a company-wide basis the implementation of the initiatives below:
(1) Establishing the Group-wide information security policy, continuously developing various regulations and guidelines, and monitoring the status of compliance therewith.
(2) Assigning personnel in charge of promoting information security (IT Manager) at each workplace, and implementing Group-wide measures based on the policies formulated by the department 
in charge.
(3) Introducing to all PCs an automatic monitoring program to constantly monitor the status of various security protection measures, such as anti-virus systems. Overseas, taking into consideration 
each local situation and improving information security in cooperation with the IT managers of each local site.
(4) Providing IT managers and sub-managers with education and enlightenment programs on a periodic basis. For Group employees, also providing e-learning courses on personal information 
protection and information security, with the aim of raising understanding of the information security matters that each employee should observe.
Information Management System
Kubota is aware that the appropriate protection and management of personal information of its customers and other stakeholders is an important 
social responsibility. In order to secure its competitiveness, Kubota is also devoted to preventing the leakage of confidential information such as 
technological information.
Depending on the type of information, Kubota appoints main divisions to conduct ongoing activities such as revising rules, auditing and 
awareness-raising at their respective locations. These activities are also conducted at overseas bases. When necessary, these divisions cooperate 
with each other in risk management.
As shown by the EU’s General Data Protection Regulation (GDPR), there is a growing trend to further enhance protection of information assets. 
As such, in FY2018, Kubota reorganized its emergency contact list and response procedures across the entire Group, including overseas subsidiaries 
and affiliated companies in order to promptly respond to information security-related incidents/accidents. 
With Kubota-CSIRT – an organization for managing information security-related incidents/accidents – at the helm, in FY2019 Kubota will further 
enhance its initiatives to prevent information security-related incidents/accidents, respond promptly if they occur, and minimize damage.
Information Management
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Among illegal payments, Kubota has placed particular focus on 
preventing bribery, and will work to achieve SDG 16.5: Substantially 
reduce corruption and bribery in all their forms.
The Kubota Group Anti-Bribery Policy delivers to all officers and 
employees a clear message from its top management that bribery 
will not be tolerated under any circumstances. In response to this 
message, Kubota has employed the risk-based approach, in which 
risk assessment is conducted in advance to determine the departments, 
markets, or business forms that are exposed to high risk, and 
prioritized risk management activities are conducted to tackle them. 
With this approach, Kubota aims to develop and operate effective 
programs. In FY2018, Kubota conducted written surveys at 87 
departments/companies in Japan and 49 overseas bases as a part of 
its risk assessment.
Furthermore, Kubota has established the Prevention of Illegal Payments Committee to investigate whether preventive frameworks are in 
place and sufficiently functioning in accordance with the Rules for Preventing Illegal Payments, as well as whether or not there have been any 
illegal payments.
As an effort to educate directors and employees on prevention of bribery, the Company repeatedly and continuously holds training sessions using 
the Kubota Group Handbook for Anti-Bribery. At these training sessions, the latest information is provided on laws and regulations related to 
preventing bribery as well as appropriate responses to bribery risks.
The Kubota Group Handbook for Anti-Bribery contains the globally common contents, and has been prepared in Japanese, English, French, 
Chinese, Indonesian, Filipino, Korean, Vietnamese, and Thai.
In addition to these, Kubota is preparing a handbook for each country and region, which contains more detailed information on the points to 
be noted and actions to be taken in the respective country or region. At present, handbooks for China, South Korea, Indonesia, Myanmar, the 
Philippines, Thailand, and Vietnam have been formulated, and to date, training sessions by local lawyers have been provided at 19 Kubota Group 
companies in China, South Korea, Indonesia, the Philippines, India, Vietnam, and Thailand. 
The policies for these risk management activities and the results of the activities are periodically reported to the President, the Board of Directors, 
and the Audits & Supervisory Board through the Company-wide Risk Management Committee, composed mainly of Directors, and based on their 
feedback, the contents of activities are occasionally revised, thereby improving the level of the activities.
Prevention of Illegal Payments
Anti-bribery training session in Thailand
The Kubota Group Anti-Bribery Policy (excerpt)
As specified in the Kubota Group Charter for Action, we commit ourselves to “conducting corporate activities based on compliance with 
legal regulations and ethical principles.” As such, the Kubota Group never allows any business based on unfair practices such as bribery. 
The Group also strictly prohibits all of its companies, officers and employees from being involved in bribery.
President, Kubota
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Tools for Awareness-raising
Code of Conduct Guidebook
A guidebook describing the Kubota Group Charter for Action and Code of Conduct in a straightforward way using illustrations and explanations. It 
is provided as a booklet to new employees and is also featured on the Company intranet.
Compliance Support Courier
A document that uses illustrations and Q&As to encourage employees to think about common compliance issues. Distributed monthly by e-mail.
Let’s Keep Learning about CSR
A cartoon that introduces common compliance and CSR issues. Featured in the Company newsletter every other month.
Kubota Group Charter for Action & Code of Conduct
All the employees working for the Kubota Group, including those overseas, are required at the time of joining the Group to submit a written pledge 
that they will comply with the Kubota Group Charter for Action & Code of Conduct, and the corporate principles, the Kubota Global Identity.
Furthermore, various tools for education and awareness-raising are prepared with the aim of fostering a mindset based on compliance and the 
corporate principles.
* As part of its efforts to prevent recurrence of inappropriate actions regarding inspection reports, in FY2018 all employees of Kubota read out the Kubota Group Charter for Action & Code of Conduct 
at their respective workplaces. Workers reaffirmed the importance of compliance and points that require particular care. 
Period
No. of participants
Oct. 9–31, 2018
12,235
Absent employees did so at a later date
* Kubota makes adjustments to its Kubota Group Charter for Action & Code of Conduct as and when necessary in response to changes in the social environment as well as applicable laws, and 
partial revisions were made on January 1, 2019. Of particular note is the addition of “contractual obligations” to “We comply with all applicable legal regulations, specifications, standards, and 
contractual obligations with our customers and business partners” in “1. Winning Customer Satisfaction” in our Code of Conduct. We also clarified that guaranteeing safety for our customers is 
our utmost priority. These revisions were part of efforts to prevent recurrence of inappropriate actions regarding inspection reports, announced in FY2018. 
Kubota Group Charter for Action & Code of Conduct (items)
1.	Winning Customer Satisfaction
(1)	Product Safety and Superior Quality
(2)	Responding to Customer Requests and Complaints
(3)	Appropriate Advertising and Labeling 
2.	Conducting Corporate Activities Based on Compliance with 
Legal Regulations and Ethical Principles
(1)	Legal Compliance and Observance of Corporate Ethics Are 
Basic Conditions for Corporate Activities
(2)	Observance of Laws of Individual Countries and Regions, 
as well as International Rules
(3)	Early Detection and Prevention of Misconduct
(4)	Compliance with Fair Trade Laws and Regulations
(5)	Fairness and Transparency in Transactions
(6)	Compliance with Internal Rules
(7)	Prohibition of Activities Contrary to the Proper Interest of 
the Company
(8)	Preservation of Company Assets
(9)	Respect for and Usage of Intellectual Property
(10) 	Management of Confidential Information
(11)	Security of Electronic Information
3.	Respecting Human Rights
(1)	Respecting Human Rights
(2)	Prohibition of Harassment
(3)	Protection of Personal Information
4.	Building up a Safe and Vibrant Work Environment
(1)	In-depth Supervision of Safety, Sanitation, and Health
(2)	Building up a Vibrant Work Environment
5.	Conserving the Global and Local Environment
(1)	Environmental Conservation Efforts in All Business Activities
(2)	Global Environmental Conservation
(3)	Environmental Protection to Create a Symbiotic Relationship 
with Local Societies
(4)	Our Voluntary and Organized Efforts in Environmental 
Conservation
6.	Achieving Symbiosis with International and Local Societies
(1)	Respect of Culture and Customs of All Countries and Regions
(2)	Compliance with Export and Import Laws and Regulations
(3)	Elimination of Relationships with Antisocial Elements
(4)	Proper Relationships with Political Groups and Government 
Organizations
(5)	Rules for Entertainment, Gifts, and Donations
(6)	Contributing to Society
(7)	Firm Commitment to Safe Driving
7.	Fulfilling Responsibilities for Improving Management Trans-
parency and Accountability
(1)	Appropriate and Timely Disclosure of Corporate Information
(2)	Proper Accounting/Taxation Treatment
(3)	Emphasis on Internal Audits
(4)	Prohibition of Insider Trading
See here for the Kubota Group Charter for Action & Code of Conduct
www.kubota.com/company/csr/policy/conduct/
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Dialogue with Outside Management and  
External Expert
—CSR Management at Kubota
1. Kubota’s Corporate Principles 
The Relationship between Kubota 
Global Identity and Improving 
Corporate Value
Kokubu  I think the corporate principles of all companies 
have basically the same 
content. The essence of 
CSR activities is how to 
actualize that content. 
My view is that the most 
important point for corporate 
principles is indicating how 
a company can contribute, 
in the context of its own 
business activities, to society 
and the happiness of humankind. What is Kubota’s thinking 
regarding the role of corporate principles? 
Suwa  I believe principles are not something that come 
from the outside. It is the principles from a company’s 
founding that serve as values the company aims for, and 
As a CSR expert/facilitator, we invited Dr. Katsuhiko Kokubu, Professor in the Graduate School of 
Business Administration, Kobe University, and engaged in dialogue on CSR management at Kubota.
when an important decision has to be made, I believe it is 
best if those principles serve as judgment criteria. 
Suzuki  I think the Kubota Global Identity is very well 
conceived. The Spirits and Mission sections touch on the 
core of manufacturing. It might be good to bring those 
aspects more to the fore.
Ina  Occasionally one sees cases where the significance 
for a business—“why should we do this”—is not explained 
sufficiently, and people decide to do things on the spur of 
the moment. If the purpose of a project is clearly indicated, 
this may lead to increasing social value.
Kokubu  There is also a connection with corporate 
culture, so it is important to indicate more explicitly that 
principles are used as a decision criterion by management. 
If that is done, the principles may take root more widely 
among employees. 
Morita  I feel that, as globalization progresses due to 
business expansion by the Kubota Group, there’s a risk it 
will become more difficult for concerns about human 
rights and labor issues, and calls to abide by laws and 
regulations, to reach employees. I hope Kubota will work 
Held on January 29, 2019
Dr. Katsuhiko Kokubu
Professor, Graduate School of 
Business Administration, Kobe 
University
Attendees (in order, from the left):
(CSR expert and facilitator) Professor Katsuhiko Kokubu, Graduate School of Business Administration, Kobe University
(Kubota)	 Teruo Suzuki,	
Outside Audit & Supervisory Board Member (Main additional position: Certified public accountant)
Koichi Ina,	
Outside Director (Main additional position: Former Chairman, Daihatsu Motor Co., Ltd.)
Yuzuru Matsuda,	Outside Director (Main additional positions: President, Kato Memorial Bioscience Foundation; Former President and Chief Executive Officer, 
Kyowa Hakko Kirin Co., Ltd.)
Akira Morita,	
Outside Audit & Supervisory Board Member (Main additional position: Professor, Doshisha Law School)
Masaki Fujiwara,	Outside Audit & Supervisory Board Member (Main additional position: Director and Senior Managing Executive Officer, Sansha Electric  
Manufacturing Co., Ltd.)
Kunio Suwa,	
Managing Executive Officer
* Official positions are as of the time of the dialogue.
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to ensure there are no negative aspects. Realizing 
corporate principles may require actions where Kubota 
itself exhibits greater leadership. 
Suzuki  There’s no doubt that Kubota is an extremely 
global company, with 70% of its sales overseas. It seems 
there is a tremendous opportunity here. I believe it is best 
to position the Kubota Global Loop as a basis, and expand 
business from there in line with the environment inside and 
outside Japan. By doing that, corporate principles may 
help to improve corporate value.
2. Simultaneously Achieving 
Contributions to SDGs and 
Improvement of Corporate Value
Suwa  The difficulty for Japanese companies is that 
numerical targets always take precedence. The business 
areas of our company, “Food, Water and the Environment,” 
as indicated in the Kubota Global Loop, themselves serve 
as a management strategy. I believe it’s necessary to create 
a narrative where goals derived from corporate principles 
come first, and numerical values come next.
Suzuki  I feel that CSV [creating shared value] involves 
selling a company’s own products to improve society. 
On that point, the Kubota Global Loop is extremely good. 
It connects easily with SDGs. However, I think there’s no 
need to address all 17 items. It’s probably sufficient to 
cover only the main items. Perhaps it’s also best to lead 
the way by focusing on the food part of “Food, Water and 
the Environment.”
Matsuda  According to Michael Porter’s definition, 
CSV does not leave social problems up to the national 
government. Private companies realize both business and 
social contribution through their business activities. Kubota 
has been that way since its founding as a company. Based 
on a desire to supply safe water to prevent the spread of 
cholera, Kubota produced water pipes, and then expanded 
into engines and tractors. The company’s history itself can 
be regarded as CSV. Kubota’s businesses and portfolio tell 
that story well.
Ina  At Kubota, CSR is presented as a result, but I 
wonder if CSR as a goal or strategy is being presented 
clearly enough.
Morita  If there are CSR-style goals to start with, and 
movement in that direction, it will raise the awareness of 
employees. I would like to see a little more visualization of 
goals. I feel the focus is only on results. 
Corporate Principles
Kubota Global Identity
1. Work for the development of society by drawing on 
all of our capabilities and know-how to offer supe-
rior products and technologies.
2. Build today and open the way to tomorrow, with 
the aim of bringing prosperity to the company and 
happiness to employees.
3. Challenge the unknown with creativity and courage.
Spirits
Brand Statement
Kubota Global Loop
Food, water and the environment are indispensable for 
human beings.
The Kubota Group continues to support the future of the 
earth and humanity by contributing products that help the 
abundant and stable production of food, help supply and 
restore reliable water, and help create a comfortable living 
environment through its superior products, technologies 
and services.
Mission
171
Governance Report
KUBOTA REPORT 2019
GOVERNANCE
HIGHLIGHT 2019
ENVIRONMENT
SOCIETY

Suwa  As an example of promoting visualization of goals, 
there is the cultivator business in developing countries. 
A cultivator improves productivity tremendously when 
substituted for a manual tiller drawn by a water buffalo. 
Furthermore, its cost is low compared to a tractor. Therefore, 
from the standpoint of contributing to society, there is a 
much greater impact than switching from one machine to 
another, but within the company the impact as a business is 
small, so cultivators may draw less attention. Even if the 
person in charge works their hardest, it’s quite hard to 
receive positive recognition. I believe there’s a need to spread 
word of these efforts more broadly within the company. At 
present, our difficulty is how to position businesses with 
small impact.
Ina  My definition of visualization, would be showing the 
sort of society you wish to create. So, what should be done 
with cultivator to achieve that? Kubota has a very good goal, 
and I think it would be good 
to bring that more to the 
forefront and state the 
purpose behind it. It would 
be good to show that having 
people use such equipment 
as widely as possible helps 
to invigorate agriculture in 
those countries. 
Fujiwara  Some other companies find it difficult to express 
how their business contributes to achieving the SDGs, but 
the business areas of Kubota are “Food, Water and the 
Environment,” so the relevance is direct. The sustained 
growth of Kubota also helps contribute to the SDGs’ 
achievement. Perhaps there’s a need to think harder about 
how to express that to society, investors, employees, and 
other stakeholders.
Kokubu  Among leading companies, some companies are 
doing this as a project, rather than as part of business activ-
ities in their main field. In that regard, there is also the option 
of making this into an SDGs Special Project.
Ina  Using cultivator as an example, if one looks only at a 
specific region, profits are low, but from the perspective of 
the world as a whole, a complete picture is revealed of how 
great the need is, how large of a business it will become in 
the future, and the contribution it can make to the world. If 
Kubota describes that, and shows the objectives it is aiming 
for, I believe it will be an extremely worthwhile project. It’s 
management’s role to tell employees to do it, even if it will 
not produce profits immediately, provided there is a good 
prospect of it becoming a business in the future. This sort of 
thing is, I believe, the meaning of incorporating SDGs into 
business operations.
Matsuda  The case of cultivator should definitely be 
considered when thinking 
about strategies grounded 
in business. Management 
must clearly indicate that it 
will promote the project 
because it will come into its 
own as a business strategy 
in the future, even if it runs a 
deficit now.
Ina  Imagine there is demand for a certain product. If you 
don’t pursue that business because you think the business 
potential is unclear, you’ll lose that spirit of taking on 
challenges. If you think something is necessary, you should 
be looking to set defined goals of how to proceed and until 
when so as to give it a go. Building an environment where 
you can do this is also vital. 
Suwa  With that approach, 
the crucial point is how to 
set the evaluation period, 
isn’t it? The answer differs 
depending on whether the 
period is one, five, or ten 
years. For special projects, 
I think the approach will 
change if the time period is 
set, for example, to between five and ten years.
Kokubu  The time period is clearly the essence of 
commitment as a company, so it’s probably best to indicate 
it. This means that it is tied into business strategy. I believe 
it’s impossible for a company in business to ignore profit, but 
if there is even a little added value, business potential can 
Koichi Ina
Outside Director, Kubota Corporation
Yuzuru Matsuda
Outside Director, Kubota Corporation
Kunio Suwa
Managing Executive Officer, Kubota 
Corporation
Professor Kokubu also raised the issue of the Kubota Corporation’s Statement on its Rolling Mill Roll Inspection Process, officially announced 
by Kubota on September 12, 2018, and the following proposals were made by outside management:
• Thoroughly analyze the cause, create a culture of “visualization,” deploy this horizontally across the organization, and conduct auditing 
globally. Also, put the new arrangements into place quickly and firmly.
<Response to inappropriate actions>
172
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GOVERNANCE
HIGHLIGHT 2019
ENVIRONMENT
SOCIETY

also be expected. Even if a business is significant in 
terms of SDG achievement, business judgment must 
play a major role in the end. When pressed about how 
long one should continue, I would definitely like Kubota 
to base its decisions on its corporate principles.
3. Further Steps to Contribute to SDGs 
and Improve Corporate Value
Kokubu  As Mr. Matsuda pointed out earlier, the main 
premise is that Kubota will contribute to society through 
business, and this fits perfectly with the SDGs concept. 
However, like many other companies, I believe Kubota’s 
efforts towards SDGs are at a stage where they have now 
been linked up with business activities. Going forward, what 
will be needed for Kubota as a whole to strive to achieve 
SDGs by 2030?
Suwa  As part of the globalization process, Kubota 
recognizes that universal values are important for unifying 
the corporate group. While issues of capital are also 
important, we won’t survive on those alone. If what we are 
doing isn’t linked to those universal values, there won’t be 
that unifying force. Isn’t that what SDGs are truly about?
Morita  When I went to the 
Kubota Machinery Group 
Dealer Meeting last year, the 
president spoke about the 
SDGs in front of an audience 
that included foreign 
employees from overseas 
group companies. I think his 
words won them over and 
instilled a desire to do their best to achieve the SDGs. To 
encourage employees of group companies overseas as well 
as domestic employees to participate in collaborative man-
agement, I believe something must be done to boost their 
motivation. We’re not in an era where just increasing profits 
is enough. Business should be of use to the world, and to 
all people, and SDGs are an effective tool for expressing that. 
Perhaps management should communicate that in an 
easy-to-understand way from time to time.
Kokubu  There are companies which have boosted their 
name recognition by actually using SDGs strategically, and 
linking them with their business activities. They are also 
used to stimulate enthusiasm within the company, through 
techniques like having employees make proposals concerning 
the SDGs. I believe SDGs activities can be broadened to 
the company as a whole, not just end up as a single project. 
Fujiwara  The businesses of Kubota cover a diverse range, 
so I imagine there are various ideas for new approaches, but 
it is important that this does 
not become “one size fits 
all.” It’s essential to find 
areas where the company 
has specific strengths, and 
proceed steadily, not just as 
a one-off. First, how about 
developing a business plan 
for three to five years? Once 
that is in place, I think policies and approaches should be 
considered, such as having a plan b and plan c.
Suzuki  I know I’m repeating myself, but Kubota has quite 
a good fit with SDGs and CSV due to its focus on “Food, 
Water and the Environment.” Kubota’s strengths are its 
capacity to create products that can solve global issues, and 
the ability to develop them. 
It’s probably best to focus on 
the significance of Kubota’s 
existence while highlighting 
connections with SDGs. 
I believe that will also help 
Kubota to achieve sustainable 
growth and improve its 
corporate value.
Suwa  Through that approach, I think Kubota will become “a 
brand that can make the greatest social contribution as a result 
of being trusted by the largest number of customers.” In other 
words, it will advance towards the realization of “Global Major 
Brand Kubota.” I would like to sincerely thank all of you for 
contributing your valuable perspectives today. We will keep the 
views you have shared in mind, and work hard in the future to 
further improve the level of our CSR management.
Akira Morita
Outside Audit & Supervisory Board 
Member, Kubota Corporation
Teruo Suzuki
Outside Audit & Supervisory Board 
Member, Kubota Corporation
• Properly monitor departments and divisions which are hard to keep an eye on as a matter of importance. Observation reminds employees 
they are being properly evaluated and helps improve motivation.
Based on these suggestions, we will ensure quality-first manufacturing in order to recover the trust lost due to this inappropriate conduct.
For details on this incident and measures to prevent recurrence, please see: www.kubota.com/news/2018/pdf/20181129.pdf
Masaki Fujiwara
Outside Audit & Supervisory Board 
Member, Kubota Corporation
173
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GOVERNANCE
HIGHLIGHT 2019
ENVIRONMENT
SOCIETY

—Aiming for a Disaster-Resistant World
Prepare and Endure
Recover and Rebuild
Closing Feature
Natural disasters such as earthquakes and typhoons occur frequently not only in Japan but in regions all over the world. 
Preparing to prevent and reduce their impact is an urgent issue.
The Kubota Group will contribute to the development of robust, sustainable societies through products, services, and people.
Able to continue delivering water during disasters
Earthquake-resistant ductile iron pipes
Used in Landslide areas overseas
Large-diameter, earthquake-resistant 
ductile iron pipes (United States)
Protecting life from flood damage
Storm water drainage pumps
Protecting life from earthquakes and tsunamis
Steel pipe piles
Used for draining water during floods
Pumper vehicles (Thailand)
Used for restoring and maintaining life lines
Plastic pipes
Used for removing debris
Mini excavator
Restoration work on a water purification plant
Kubota Environmental Service
Used for transporting people during floods
Tractor (Thailand)
Used for salt and pollution removal in  
earthquake-affected areas
Tractor
Used for draining water during floods
Sump pump engine (Thailand)
Used to treat wastewater from  
temporary housing
Wastewater treatment plants (Johkasou)
KUBOTA REPORT 2019
174

Be There for People
Providing necessary supplies  
after disasters
Volunteer activities in  
disaster-affected areas
Engaging with people in  
temporary housing
Supporting agricultural training for the 
next generation in disaster-affected areas
<Related SDGs>
Corporate Data (as of December 31, 2018)
Corporate name:	
Kubota Corporation
Head Office:	
1-2-47 Shikitsu-higashi,  
Naniwa-ku, Osaka
Established:	
1890
Capital:	
¥84.1 billion
Total number of shares issued:	 1,232,556,846
Number of shareholders:	
43,194
Revenue (consolidated):	
¥1,850.3 billion
Employees (consolidated):	
40,202
Head Office
KUBOTA Group
Global Network
www.kubota.com/network/index.php
KUBOTA REPORT 2019
175

Third-Party Comments
Third-Party Comments on the KUBOTA REPORT 2019
Challenges Through 2030
The most noteworthy characteristic of this year’s KUBOTA REPORT was the section on “Strategies 
as we approach 2030.” Of course, 2030 is the final year by which to achieve the SDGs. At present, 
there is a kind of boom in SDGs, and a great number of corporations have been declaring their SDG 
initiatives. However, we remain in a situation where very few corporations are making an explicit 
commitment to SDGs. In that sense, Kubota’s commitment to achieve its SDGs by 2030 is extremely 
important in showing its corporate stance. As well as looking forward and analyzing the road to 2030, 
Kubota is clearly stating the concrete contributions it is making and that shows it is already one step 
ahead in their response to the SDGs. That Kubota is declaring not only its SDGs but also its KPI goals 
is also something worth paying attention to. At present, these KPIs serve as qualitative targets, but as 
Kubota makes progress towards a quantitative assessment in the future, I feel that Kubota will be held 
in high regard as a model company for SDGs.
Disclosure of Information about the Risks and Opportunities 
of Materiality
The issues that draw global attention in the disclosure of sustainability-related information are the 
analysis of material (priority) issues and the disclosure of information about risks and opportunities. 
Once Kubota has identified material issues, it announces the impact of that materiality in a way that 
provides an ongoing grasp of aspects of both the risks and the opportunities. This constitutes a quite 
in-depth disclosure of information that reflects the demands of the Financial Stability Board’s (FSB) Task 
Force on Climate-related Financial Disclosures (TCFD). However, most explanations tend to be qualitative 
in nature, so I feel that in the future, the quantification of information related to risks and opportunities 
will become a topic of discussion. In addition, I think that it will be vital to take SDGs into account in 
future materiality-related considerations.
CSR and Governance
CSR and governance are intimately related. While the policies of Kubota’s president are of course 
important, it is extremely important to be able to understand the opinions regarding CSR held by the 
members that make up the Board of Directors. I was able to facilitate a dialogue where I could exchange 
opinions regarding CSR with Kubota’s outside directors and auditors. I realized the significance of 
Kubota’s intimate relationship with CSR and how sustainability is a characteristic of the company, 
and I was able to understand the importance of applying corporate principles to decision-making. 
The opinions of both directors and outside directors regarding CSR are extremely important for CSR 
activities, so in the future I hope Kubota further energizes its CSR activities by actively discussing these 
topics and continuing to post information about them.
Katsuhiko Kokubu
Professor
Graduate School of Business Administration, 
Kobe University
KUBOTA REPORT 2019
176

We wish to express our sincere appreciation to Dr. Kokubu for having provided invalu-
able third-party comments since FY2009. In addition, we would like to once again extend 
our gratitude for his cooperation this year with the “Dialogue with Outside Management and 
External Expert.”
Dr. Kokubu’s assessments regarding the clarification of our commitment to SDGs and 
further demonstration of qualitative KPIs, the ongoing disclosure of information regarding 
the risks and opportunities of materiality, and the significant exchange of opinions about CSR 
with outside directors and auditors (which he kindly facilitated) are extremely encouraging.
As to his suggestion of establishing quantitative targets for KPIs related to SDGs, we will 
be keeping in mind the possibility of making that a reality in our business as we investigate 
how we can present information and concrete data.
We intend to make efforts towards our future disclosure of information with regard to 
Dr. Kokubu’s opinion that it is important to quantify information related to material issues 
and to take into account SDGs, and we will be considering ways to do this.
Dr. Kokubu also spoke of the way in which directors and outside directors need to 
proactively announce their thoughts on CSR issues. In addition to the responses I’ve 
already mentioned, we will organize exchanges of opinions between outside directors and 
auditors and experts like Dr. Kokubu, enhance our CSR activities, and strengthen our 
corporate governance. At the same time, we will proactively work to disseminate information 
about our efforts.
The Kubota Group positions its corporate principles—the Kubota Global Identity—as 
the foundation of its corporate management. All of the three areas of food, water and the 
environment are closely related to the SDGs, and Kubota’s business opportunities and 
social responsibility are increasingly growing.
With the aim of establishing a Global Major Brand that can make the greatest social 
contribution as a result of being trusted by the largest number of customers, all the 40,000+ 
employees of companies in the Kubota Group act as one to become a corporate group that 
is always trusted and needed by members of society.
In Response to the Third-party Comments
Kunio Suwa
Managing Executive Officer, General Manager 
of CSR Planning and Coordination 
Headquarters
Kubota Corporation
KUBOTA REPORT 2019
177

GRI Standard No.
Disclosure
Relevant KUBOTA REPORT 2019 section
Page No.
General Disclosures
GRI 102: General Disclosures 2016
1. Organizational profile
102-1
Name of the organization
∙	Corporate Data
175
102-2
Activities, brands, products, and services
∙	Major Products of the Kubota Group
22-27
102-3
Location of headquarters
∙	Corporate Data
175
102-4
Location of operations
∙	Corporate Data
175
102-5
Ownership and legal form
∙	Corporate Data
175
102-6
Markets served
∙	The Kubota Group Mission
4-5
∙	Feature
8-13
∙	Social Problems to be Addressed by the Kubota Group and 
Contributions to SDGs
20-21
∙	Major Products of the Kubota Group
22-27
102-7
Scale of the organization
∙	Kubota Group’s Global Network
14-15
∙	Financial and Non-financial Highlights
16-19
∙	Corporate Data
175
102-8
Information on employees and other workers
∙	Kubota Group’s Global Network
14-15
∙	Relationships with Employees
118-142
102-9
Supply chain
∙	Kubota Group’s Global Network
14-15
∙	Relationships with Our Customers
	 	-Production / Quality Control
102-103
102-10
Significant changes to the organization and its supply chain
—
—
102-11
Precautionary principle or approach
∙	Tackling Climate Change
39-43
∙	Working towards a Recycling-based Society
44-48
∙	Conserving Water Resources
49-51
∙	Controlling Chemical Substances
52-55
∙	Expanding Environment-friendly Products and Services
56-70
∙	Conserving Biodiversity
71-73
∙	Environmental Management
74-79
∙	Corporate Governance
	 	-Internal Control
163-169
102-12
External initiatives
∙	Editorial Note
2
∙	Environmental Communication
	 	-Cooperation with Environment-related Industry Groups and 
Governments
81
∙	Relationships with Employees
	 	-Respecting Human Rights
123-127
	 	-Promotion of Diversity
128-130
102-13
Membership of associations
∙	Environmental Communication
	 	-Cooperation with Environment-related Industry Groups  
and Governments
81
2. Strategy
102-14
Statement from senior decision-maker
∙	The Kubota Group Mission
4-5
∙	President's Message 
6-7
102-15
Key impacts, risks, and opportunities
∙	The Kubota Group Mission
4-5
∙	President's Message 
6-7
∙	Feature
8-13
∙	Social Problems to be Addressed by the Kubota Group and 
Contributions to SDGs
20-21
∙	Environmental Management Basic Policy
	 	-Environmental Management Approach
29-32
∙	Corporate Governance
	 	-Internal Control
163-169
3. Ethics and integrity
102-16
Values, principles, standards, and norms of behavior
∙	The Kubota Group Mission
4-5
∙	Corporate Governance
	 	-Internal Control
163-169
	 	-Dialogue with Outside Management and External Expert 
—CSR Management at Kubota
170-173
102-17
Mechanisms for advice and concerns about ethics
∙	Corporate Governance
	 	-Internal Control
163-169
4. Governance
102-18
Governance structure
∙	Corporate Governance
	 	-Corporate Governance Structure
158-162
102-19
Delegating authority
∙	Environmental Management Basic Policy
	 	-Environmental Management Promotion System
33-34
∙	Relationships with Employees
	 	-Respecting Human Rights (Human Rights Advancement System)
123
∙	Corporate Governance
	 	-Corporate Governance Structure
158-162
	 	-Internal Control (Information Management)
167
GRI Standards Comparison Table
KUBOTA REPORT 2019
178

GRI Standard No.
Disclosure
Relevant KUBOTA REPORT 2019 section
Page No.
102-20
Executive-level responsibility for economic, environmental,  
and social topics
∙	Environmental Management Basic Policy
	 	-Message from the Environmental Conservation Control Officer
29
∙	Relationships with Employees
	 	-Respecting Human Rights (Human Rights Advancement System)
123
∙	Corporate Governance
	 	-Corporate Governance Structure
158-162
	 	-Internal Control (Information Management System) 
167
102-21
Consulting stakeholders on economic, environmental,  
and social topics
∙	Relationships with Our Shareholders and Investors
	 	-Constructive Dialogue with Shareholders
116-117
∙	Corporate Governance
	 	-Dialogue with Outside Management and External Expert 
—CSR Management at Kubota
170-173
102-22
Composition of the highest governance body and  
its committees
∙	Corporate Governance
	 	-Corporate Governance Structure
158-162
102-23
Chair of the highest governance body
∙	Corporate Governance
	 	-Corporate Governance Structure
158-162
102-24
Nominating and selecting the highest governance body
∙	Corporate Governance
	 	-Corporate Governance Structure
158-162
102-25
Conflicts of interest
∙	Corporate Governance
	 	-Corporate Governance Structure
158-162
102-26
Role of highest governance body in setting purpose, values, 
and strategy
∙	Corporate Governance
	 	-Corporate Governance Structure
158-162
102-27
Collective knowledge of highest governance body
∙	Corporate Governance
	 	-Dialogue with Outside Management and External Expert 
—CSR Management at Kubota
170-173
102-28
Evaluating the highest governance body’s performance
∙	Corporate Governance
	 	-Corporate Governance Structure
158-162
102-29
Identifying and managing economic, environmental,  
and social impacts
∙	Environmental Management Basic Policy
	 	-Environmental Management Promotion System
33-34
∙	Targets and Results Concerning Social Aspects
	 	-Summary of Social Report for FY2018, and Priority Issues for 
FY2019 and Medium-Term Targets
98-99
102-30
Effectiveness of risk management processes
∙	Corporate Governance
	 	-Internal Control
163-169
102-31
Review of economic, environmental, and social topics
∙	Environmental Management Basic Policy
	 	-Environmental Management Promotion System
33-34
102-32
Highest governance body’s role in sustainability reporting
—
—
102-33
Communicating critical concerns
∙	Environmental Management Basic Policy
	 	-Environmental Management Approach
29-32
	 	-Environmental Management Promotion System
33-34
∙	Environmental Management
	 	-The Kubota Group’s Environmental Management System
74-76
∙	Corporate Governance
	 	-Internal Control
163-169
102-34
Nature and total number of critical concerns
—
—
102-35
Remuneration policies
∙	Corporate Governance
	 	-Corporate Governance Structure
158-162
102-36
Process for determining remuneration
∙	Corporate Governance
	 	-Corporate Governance Structure
158-162
102-37
Stakeholders’ involvement in remuneration
—
—
102-38
Annual total compensation ratio
—
—
102-39
Percentage increase in annual total compensation ratio
—
—
5. Stakeholder engagement
102-40
List of stakeholder groups
—
—
102-41
Collective bargaining agreements
—
—
102-42
Identifying and selecting stakeholders
∙	Environmental Communication
	 	-Environmental Communication Activities
80
102-43
Approach to stakeholder engagement
∙	Environmental Communication
	 	-Environmental Communication Activities
80
∙	Targets and Results Concerning Social Aspects
	 	-Summary of Social Report for FY2018, and Priority Issues for 
FY2019 and Medium-Term Targets
98-99
∙	Relationships with Our Customers
	 	-Maintaining and Improving Quality
103-107
∙	Relationships with Business Partners
	 	-Procurement
113-115
∙	Relationships with Our Shareholders and Investors
	 	-Constructive Dialogue with Shareholders
116-117
KUBOTA REPORT 2019
179

GRI Standard No.
Disclosure
Relevant KUBOTA REPORT 2019 section
Page No.
102-43
Approach to stakeholder engagement
∙	Relationships with Employees
	 	-Creating a Safe Workplace for All Employees
118-122
	 	-Respecting Human Rights
123-127
	 	-Promotion of Diversity
128-130
	 	-Creating a Vibrant Workplace
131-134
	 	-Personnel Measures in Tune with Globalization
135-136
	 	-Fostering a CSR-based Mindset
139-142
∙	Involvement with Local Society
	 	-The Kubota e-Project
143
	 	-Resolution of Social Problems
144
	 	-Educating the Next Generation
145
	 	-Social Contribution Activities through Corporate Sporting Events
147
	 	-Environmental Conservation
148
	 	-Regional Exchanges (Cleaning and Beautification Activities)
148
	 	-Regional Exchanges (Region Volunteers)
148
	 	-Overseas Activities to Contribute to Society
149-151
	 	-Support for Rejuvenation and Reconstruction of Areas Affected by 
Natural Disaster
152-156
∙	Corporate Governance
	 	-Dialogue with Outside Management and External Expert 
—CSR Management at Kubota
170-173
102-44
Key topics and concerns raised
∙	Environmental Management Basic Policy
	 	-Environmental Management Approach
29-32
∙	Corporate Governance
	 	-Internal Control
163-169
	 	-Dialogue with Outside Management and External Expert 
—CSR Management at Kubota
170-173
6. Reporting practice
102-45
Entities included in the consolidated financial statements
∙	Kubota Group’s Global Network
14-15
∙	Corporate Data
175
102-46
Defining report content and topic boundaries
∙	Editorial Note
2
∙	The Kubota Group Mission
4-5
∙	Social Problems to be Addressed by the Kubota Group and 
Contributions to SDGs
20-21
∙	Environmental Management Basic Policy
	 	-Environmental Management Approach
29-32
102-47
List of material topics
∙	Social Problems to be Addressed by the Kubota Group and 
Contributions to SDGs
20-21
∙	Environmental Management Basic Policy
	 	-Environmental Management Approach (Materiality)
30
102-48
Restatements of information
n/a
—
102-49
Changes in reporting
∙	Financial and Non-financial Highlights (Move to IFRS)
16-19
102-50
Reporting period
∙	Editorial Note
2
102-51
Date of most recent report
∙	Editorial Note
2
102-52
Reporting cycle
∙	Editorial Note
2
102-53
Contact point for questions regarding the report
∙	Inquiries
Back Cover
102-54
Claims of reporting in accordance with the GRI Standards
∙	Reference
2
102-55
GRI content index
∙	Main Table
178-185
102-56
External assurance
∙	Third-Party Assurance of Environmental Report
97
Material Issues
Economic Performance
GRI 201: Economic Performance 2016
201-1
Direct economic value generated and distributed
∙	Financial and Non-financial Highlights
16-19
∙	Environmental Data
	 	-Environmental Accounting
90
201-2
Financial implications and other risks and opportunities due to 
climate change
∙	Environmental Management Basic Policy
	 	-Environmental Management Approach
29-32
∙	Environmental Data
	 	-Environmental Accounting
90
201-3
Defined benefit plan obligations and other retirement plans
∙	Relationships with Employees
	 	-Personnel Policies and HR Systems (Kubota)
137-138
201-4
Financial assistance received from government
—
—
Market Presence
GRI 202: Market Presence 2016
202-1
Ratios of standard entry level wage by gender compared to 
local minimum wage
—
—
202-2
Proportion of senior management hired from  
the local community
—
—
KUBOTA REPORT 2019
180

GRI Standard No.
Disclosure
Relevant KUBOTA REPORT 2019 section
Page No.
Indirect Economic Impacts 2016
GRI 203: Indirect Economic Impacts
203-1
Infrastructure investments and services supported
∙	Conserving Biodiversity
	 	-Biodiversity Protection Activity Case Study
72
∙	Involvement with Local Society
	 	-The Kubota e-Project
143
	 	-Resolution of Social Problems
144
	 	-Educating the Next Generation
145
	 	-Support for Citizen Activities
146
	 	-Social Contribution Activities through Corporate Sporting Events
147
	 	-Environmental Conservation
148
	 	-Regional Exchanges (Cleaning and Beautification Activities) 
148
	 	-Regional Exchanges (Region Volunteers)
148
	 	-Overseas Activities to Contribute to Society
149-151
	 	-Support for Rejuvenation and Reconstruction of Areas Affected by 
Natural Disasters 
152-156
203-2
Significant indirect economic impacts 
∙	Relationships with Our Customers
	 	-R&D
100-101
	 	-Production / Quality Control
102-103
∙	Relationships with Business Partners
	 	-Procurement
113-115
∙	Relationships with Employees
	 	-Respecting Human Rights
123-127
Procurement Practices
GRI 204: Procurement Practices 2016
204-1
Proportion of spending on local suppliers
—
—
Anti-corruption
GRI 205: Anti-corruption 2016
205-1
Operations assessed for risks related to corruption
—
—
205-2
Communication and training about anti-corruption policies  
and procedures
∙	Corporate Governance
	 	-Internal Control
163-169
205-3
Confirmed incidents of corruption and actions taken
∙	Corporate Governance
	 	-Dialogue with Outside Management and External Expert 
—CSR Management at Kubota
170-173
Anti-competitive Behavior
GRI 206: Anti-competitive Behavior 2016
206-1
Legal actions for anti-competitive behavior, anti-trust,  
and monopoly practices
n/a
—
Materials
GRI 103: Management Approach 2016
103-1
Explanation of the material topic and its boundary
∙	Environmental Management Basic Policy
	 	-Environmental Charter / Action Guidelines
28
103-2
The management approach and its components
	 	-Environmenal Management Approach
29-32
103-3
Evaluation of the management approach
	 	-Environmental Management Promotion System
33-34
GRI 301: Materials 2016
301-1
Materials used by weight or volume
∙	Environmental Data
301-2
Recycled input materials used
	 	-Overview of the Environmental Load on the Value Chain
85
301-3
Reclaimed products and their packaging materials
	 	-Trends in Major Environmental Indicators
86-87
Energy
GRI 103: Management Approach 2016
103-1
Explanation of the material topic and its boundary
∙	Environmental Management Basic Policy
	 	-Environmental Charter / Action Guidelines
28
	 	-Environmenal Management Approach
29-32
	 	-Environmental Management Promotion System
33-34
103-2
The management approach and its components
∙	Medium- and Long-Term Environmental Conservation Targets  
and Results
	 	-Long-Term Environmental Conservation Targets 2030
35
	 	-Medium-Term Environmental Conservation Targets 2020
36-37
	 	-As an “Eco-First Company”
38
103-3
Evaluation of the management approach
GRI 302: Energy 2016
302-1
Energy consumption within the organization
∙	Tackling Climate Change
	 	-Trends in Energy Use at Business Sites (Graph)
40
∙	Environmental Data
	 	-Overview of the Environmental Load on the Value Chain
85
KUBOTA REPORT 2019
181

GRI Standard No.
Disclosure
Relevant KUBOTA REPORT 2019 section
Page No.
302-2
Energy consumption outside of the organization
	 	-Trends in Major Environmental Indicators
86-87
	 	-Calculation Standards of Environmental Performance Indicators 
(Energy and CO2-related)
93-94
302-3
Energy intensity
∙	Medium- and Long-Term Environmental Conservation Targets  
and Results
	 	-Medium-Term Environmental Conservation Targets 2020
36-37
∙	Tackling Climate Change
	 	-Trends in Energy Use at Business Sites (Graph)
40
∙	Environmental Data
	 	-Overview of the Environmental Load on the Value Chain
85
	 	-Trends in Major Environmental Indicators
86-87
302-4
Reduction of energy consumption 
∙	Tackling Climate Change
	 	-Measures to Reduce CO2 Emissions
40-41
302-5
Reductions in energy requirements of products and services
—
—
Water
GRI 103: Management Approach 2016
103-1
Explanation of the material topic and its boundary
∙	Environmental Management Basic Policy
	 	-Environmental Charter / Action Guidelines 
28
	 	-Environmental Management Approach
29-32
	 	-Environmental Management Promotion System
33-34
103-2
The management approach and its components
∙	Medium- and Long-Term Environmental Conservation Targets  
and Results
	 	-Medium-Term Environmental Conservation Targets 2020
36-37
	 	-As an “Eco-First Company”
38
103-3
Evaluation of the management approach
GRI 303: Water 2016
303-1
Water withdrawal by source
∙	Conserving Water Resources
	 	-Water Consumption in the Business Sites
49-50
∙	Environmental Data
	 	-Overview of the Environmental Load on the Value Chain
85
	 	-Trends in Major Environmental Indicators
86-87
	 	-Calculation Standards of Environmental Performance Indicators 
(Water-related)
95
303-2
Water sources significantly affected by withdrawal of water
∙	Conserving Water Resources
	 	-Survey on Regional Water Stress
51
303-3
Water recycled and reused
∙	Conserving Water Resources
	 	-Measures to Reduce Water Consumption
50
∙	Environmental Data
	 	-Overview of the Environmental Load on the Value Chain
85
	 	-Trends in Major Environmental Indicators
86-87
	 	-Calculation Standards of Environmental Performance Indicators 
(Water-related)
95
Biodiversity
GRI 103: Management Approach 2016
103-1
Explanation of the material topic and its boundary
∙	Environmental Management Basic Policy
	 	-Environmental Charter / Action Guidelines
28
	 	-Environmental Management Approach
29-32
103-2
The management approach and its components
	 	-Environmental Management Promotion System
33-34
∙	Medium- and Long-Term Environmental Conservation Targets  
and Results
	 	-As an “Eco-First” Company
38
103-3
Evaluation of the management approach
GRI 304: Biodiversity 2016
304-1
Operational sites owned, leased, managed in, or adjacent to, 
protected areas and areas of high biodiversity value outside 
protected areas
∙	Conserving Biodiversity
	 	-Approach to Conserving Biodiversity
71
	 	-Relationship with Biodiversity
72
304-2
Significant impacts of activities, products, and services  
on biodiversity
	 	-Biodiversity Protection Activity Case Study
	 	-Initiatives Taken at Business Sites
72
73
304-3
Habitats protected or restored
304-4
IUCN Red List species and national conservation list species 
with habitats in areas affected by operations
—
—
Emissions
GRI 103: Management Approach 2016
103-1
Explanation of the material topic and its boundary
∙	Environmental Management Basic Policy
	 	-Environmental Charter / Action Guidelines
28
	 	-Environmental Management Approach
29-32
	 	-Environmental Management Promotion System
33-34
103-2
The management approach and its components
∙	Medium- and Long-Term Environmental Conservation Targets  
and Results
	 	-Long-Term Environmental Conservation Targets 2030
35
	 	-Medium-Term Environmental Conservation Targets 2020
36-37
	 	-As an “Eco-First” Company
38
103-3
Evaluation of the management approach
KUBOTA REPORT 2019
182

GRI Standard No.
Disclosure
Relevant KUBOTA REPORT 2019 section
Page No.
GRI 305: Emissions 2016
305-1
Direct (Scope 1) GHG emissions
∙	Medium- and Long-Term Environmental Conservation Targets  
and Results
	 	-Long-Term Environmental Conservation Targets 2030
35
∙	Tackling Climate Change
	 	-CO2 Emissions (Scope 1 and Scope 2)
39-40
	 	-CO2 Emissions during Distribution
41
	 	-CO2 Emissions throughout the Value Chain
42
∙	Environmental Data 
305-2
Energy indirect (Scope 2) GHG emissions
	 	-Overview of the Environmental Load on the Value Chain
85
305-3
Other indirect (Scope 3) GHG emissions
	 	-Trends in Major Environmental Indicators
86-87
	 	-Calculation Standards of Environmental Performance Indicators 
(Energy and CO2-related)
93-94
305-4
GHG emissions intensity
∙	Medium- and Long-Term Environmental Conservation Targets  
and Results
	 	-Medium-Term Environmental Conservation Targets 2020
36-37
∙	Tackling Climate Change
	 	-Trends in CO2 Emissions and Emissions per Unit of Sales (Graph)
39
	 	-Trends in CO2 Emissions during Distribution and Emissions per  
Unit of Sales (Graph)
41
305-5
Reduction of GHG emissions
∙	Tackling Climate Change
	 	-Measures to Reduce CO2 Emissions
40-41
305-6
Emissions of ozone-depleting substances (ODS)
∙	Controlling Chemical Substances
	 	-Control of Ozone-depleting Substances
54
∙	Environmental Data
	 	-Calculation Results of PRTR-designated Substances
89
	 	-Calculation Standards of Environmental Performance Indicators 
(Chemical Substance-related)
96
305-7
Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant 
air emissions
∙	Controlling Chemical Substances
	 	-VOC Emissions
52-53
	 	-Release and Transfer of PRTR-designated Substances
54
	 	-Emissions of Air Pollutants
54
∙	Environmental Data
	 	-Overview of the Environmental Load on the Value Chain
85
	 	-Trends in Major Environmental Indicators
86-87
	 	-Calculation Results of PRTR-designated Substances
89
	 	-Calculation Standards of Environmental Performance Indicators 
(Chemical Substance-related)
96
Effluents and Waste
GRI 103: Management Approach 2016
103-1
Explanation of the material topic and its boundary
∙	Environmental Management Basic Policy
	 	-Environmental Charter / Action Guidelines
28
	 	-Environmental Management Approach
29-32
	 	-Environmental Management Promotion System
33-34
103-2
The management approach and its components
∙	Medium- and Long-Term Environmental Conservation Targets  
and Results
	 	-Medium-Term Environmental Conservation Targets 2020
36-37
	 	-As an “Eco-First” Company
38
103-3
Evaluation of the management approach
GRI 306: Effluents and Waste 2016
306-1
Water discharge by quality and destination
∙	Conserving Water Resources
	 	-Controlling Wastewater
50
∙	Environmental Data
	 	-Overview of the Environmental Load on the Value Chain
85
	 	-Trends in Major Environmental Indicators
86-87
	 	-Calculation Standards of Environmental Performance Indicators 
(Water-related)
95
306-2
Waste by type and disposal method
∙	Working towards a Recycling-based Society
	 	-Waste, etc. from Business Sites
44-47
∙	Environmental Data
	 	-Overview of the Environmental Load on the Value Chain
85
	 	-Trends in Major Environmental Indicators
86-87
	 	-Calculation Standards of Environmental Performance Indicators 
(Waste-related)
95
306-3
Significant spills
∙	Environmental Management
	 	-Compliance with Environmental Laws and Regulations
74
306-4
Transport of hazardous waste
—
—
306-5
Water bodies affected by water discharges and/or runoff
—
—
Environmental Compliance
GRI 103: Management Approach 2016
103-1
Explanation of the material topic and its boundary
∙	Environmental Management Basic Policy
	 	-Environmental Charter / Action Guidelines
28
103-2
The management approach and its components
	 	-Environmental Management Approach
29-32
	 	-Environmental Management Promotion System
33-34
103-3
Evaluation of the management approach
KUBOTA REPORT 2019
183

GRI Standard No.
Disclosure
Relevant KUBOTA REPORT 2019 section
Page No.
GRI 307: Environmental Compliance 2016
307-1
Non-compliance with environmental laws and regulations
∙	Environmental Management
	 	-Compliance with Environmental Laws and Regulations
74
Supplier Environmental Assessment
GRI 103: Management Approach 2016
103-1
Explanation of the material topic and its boundary
∙	Environmental Management Basic Policy
	 	-Environmental Charter / Action Guidelines
28
	 	-Environmental Management Approach
29-32
103-2
The management approach and its components
	 	-Environmental Management Promotion System
33-34
∙	Environmental Management
	 	-Green Procurement
77
	 	-Supplier Management
77
103-3
Evaluation of the management approach
GRI 308: Supplier Environmental Assessment 2016
308-1
New suppliers that were screened using environmental criteria
—
—
308-2
Negative environmental impacts in the supply chain  
and actions taken
—
—
Employment
GRI 401: Employment 2016
401-1
New employee hires and employee turnover
∙	Relationships with Employees
	 	-Creating a Vibrant Workplace
131-134
401-2
Benefits provided to full-time employees that are not provided 
to temporary or part-time employees
—
—
401-3
Parental leave
∙	Relationships with Employees
	 	-Creating a Vibrant Workplace
131-134
Labor/Management Relations
GRI 402: Labor/Management Relations
402-1
Minimum notice periods regarding operational changes 
—
—
Occupational Health and Safety
GRI 403: Occupational Health and Safety 2016
403-1
Workers representation in formal joint management–worker 
health and safety committees 
—
—
403-2
Types of injury and rates of injury, occupational diseases, lost 
days, and absenteeism, and number of work-related fatalities
∙	Relationships with Employees
	 	-Creating a Safe Workplace for All Employees
118-122
403-3
Workers with high incidence or high risk of diseases related to 
their occupation
—
—
403-4
Health and safety topics covered in formal agreements with 
trade unions
∙	Relationships with Employees
	 	-Creating a Safe Workplace for All Employees
118-122
Training and Education
GRI 404: Training and Education
404-1
Average hours of training per year per employee
—
—
404-2
Programs for upgrading employee skills and transition 
assistance programs
∙	Environmental Management
	 	-Environmental Education and Enlightenment
78-79
∙	Relationships with Our Customers
	 	-R&D
100-101
	 	-Maintaining and Improving Quality
103-107
	 	-Ensuring Skills to Maintain Customer Satisfaction
109-110
∙	Relationships with Employees
	 	-Creating a Safe Workplace for All Employees
118-122
	 	-Respecting Human Rights
123-127
	 	-Promotion of Diversity
128-130
	 	-Creating a Vibrant Workplace
131-134
	 	-Personnel Measures in Tune with Globalization
135-136
	 	-Personnel Policies and HR Systems (Kubota)
137-138
	 	-Fostering a CSR-based Mindset
139-142
404-3
Percentage of employees receiving regular performance and 
career development reviews
—
—
Diversity and Equal Opportunity
GRI 405: Diversity and Equal Opportunity
405-1
Diversity of governance bodies and employees
∙	Relationships with Employees
	 	-Creating a Safe Workplace for All Employees
118-122
	 	-Promotion of Diversity
128-130
405-2
Ratio of basic salary and remuneration of women to men
—
—
Non-discrimination
GRI 406: Non-discrimination 2016
406-1
Incidents of discrimination and corrective actions taken
∙	Corporate Governance
	 	-Internal Control
163-169
Freedom of Association and Collective Bargaining
GRI 407: Freedom of Association and Collective Bargaining 2016
407-1
Operations and suppliers in which the right to freedom of 
association and collective bargaining may be at risk
n/a
—
KUBOTA REPORT 2019
184

GRI Standard No.
Disclosure
Relevant KUBOTA REPORT 2019 section
Page No.
Child Labor
GRI 408: Child Labor 2016
408-1
Operations and suppliers at significant risk for incidents of 
child labor
n/a
—
Forced or Compulsory Labor
GRI 409: Forced or Compulsory Labor 2016
409-1
Operations and suppliers at significant risk for incidents of 
forced or compulsory labor
n/a
—
Security Practices
GRI 410: Security Practices 2016
410-1
Security personnel trained in human rights policies  
or procedures
—
—
Rights of Indigenous Peoples
GRI 411: Rights of Indigenous Peoples 2016
411-1
Incidents of violations involving rights of indigenous peoples
n/a
—
Human Rights Assessment
GRI 412: Human Rights Assessment 2016
412-1
Operations that have been subject to human rights reviews or 
impact assessments
—
—
412-2
Employee training on human rights policies or procedures
∙	Relationships with Employees
	 	-Respecting Human Rights
123-127
412-3
Significant investment agreements and contracts that include 
human rights clauses or that underwent human rights 
screening
—
—
Local Communities
GRI 413: Local Communities 2016
413-1
Operations with local community engagement, impact 
assessments, and development programs
—
—
413-2
Operations with significant actual and potential negative 
impacts on local communities
—
—
Supplier Social Assessment
GRI 414: Supplier Social Assessment
414-1
New suppliers that were screened using social criteria
—
—
414-2
Negative social impacts in the supply chain and actions taken
—
—
Public Policy
GRI 415: Public Policy 2016
415-1
Political contributions
n/a
—
Customer Health and Safety
GRI 416: Customer Health and Safety 2016
416-1
Assessment of the health and safety impacts of product and 
service categories
∙	Relationships with Our Customers
	 	-Production / Quality Control
102-103
	 	-Maintaining and Improving Quality
103-107
416-2
Incidents of non-compliance concerning the health and safety 
impacts of products and services
∙	Corporate Governance
	 	-Dialogue with Outside Management and External Expert 
—CSR Management at Kubota
170-173
Marketing and Labeling
GRI 417: Marketing and Labeling 2016
417-1
Requirements for product and service information and labeling
—
—
417-2
Incidents of non-compliance concerning product and service 
information and labeling
∙	Corporate Governance
	 	-Dialogue with Outside Management and External Expert 
—CSR Management at Kubota
170-173
417-3
Incidents of non-compliance concerning  
marketing communications
n/a
—
Customer Privacy
GRI 418: Customer Privacy 2016
418-1
Substantiated complaints regarding concerning breaches of 
customer privacy and losses of customer data
n/a
—
Socioeconomic Compliance
GRI 419: Socioeconomic Compliance 2016
419-1
Non-compliance with laws and regulations in the social  
and economic area
n/a
—
KUBOTA REPORT 2019
185

ISO 26000 Comparison Table
Kubota initiatives that correspond to each of the 7 core subjects of ISO 26000, and each theme
7 Core Subjects of 
ISO 26000
Issue
Relevant KUBOTA REPORT 2019 section
Page No.
Organizational 
governance
The Kubota Group Mission
4
President's Message
6
Kubota Group’s Global Network
14
Corporate Governance
∙	Corporate Governance Structure
158
∙	Internal Control
163
Human Rights
1:	Due diligence
Relationships with Employees
2:	Human rights risk situations
∙	Respecting Human Rights
123
3:	Avoidance of complicity
4:	Resolving grievances
5:	Discimination and vulnerable groups
6:	Civil and political rights
7:	Economic, social, and cultural rights
8:	Fundamental principles and rights at work
Labour practices
1:	Employment and employment relationships
Relationships with Our Customers
2:	Conditions of work and social protection
∙	Ensuring Skills to Maintain Customer Satisfaction
109
3:	Social dialogue
Relationships with Employees
4:	Health and safety at work
∙	Creating a Safe Workplace for All Employees
118
5:	Human development and training in the workplace
∙	Promotion of Diversity
128
∙	Creating a Vibrant Workplace
131
∙	Personnel Policies in Tune with Globalization
135
∙	Personnel Policies and HR System (Kubota)
137
∙	Fostering a CSR-based Mindset
139
The environment
1:	Prevention of pollution
Environmental Management Basic Policy
2:	Sustainable resource use
∙	Environmental Charter / Action Guidelines
28
3:	Climate change mitigation and adaptation
∙	Message from the Environmental Conservation Control Officer
29
4:	Protection of the environment, biodiversity and restoration 
∙	Environmental Management Approach
29
	
of natural habitats 
∙	Environmental Management Promotion System
33
Medium- and Long-Term Environmental Conservation Targets 
and Results
∙	Long-Term Environmental Conservation Targets 2030
35
∙	Medium-Term Environmental Conservation Targets 2020
36
∙	As an “Eco-First Company”
38
Tackling Climate Change
∙	Financial and Non-financial Highlights (CO2 Emissions)
18
∙	Mitigation of Climate Change
39
∙	Adaptation to Climate Change
43
Working towards a Recycling-based Society
∙	Financial and Non-financial Highlights (Waste Discharge Amount)
18
∙	Waste, etc. from Business Sites
44
∙	Reducing Plastic
47
∙	Waste, Etc. Generated from Construction Work
48
∙	Handling and Storage of Equipment Containing PCB (in Japan)
48
Conserving Water Resources
∙	Financial and Non-financial Highlights (Water Consumption)
18
∙	Water Consumption in the Business Sites
49
∙	Controlling Wastewater
50
∙	Survey on Regional Water Stress
51
Controlling Chemical Substances
∙	Financial Highlights
18
	 (Volatile Organic Compound (VOC) Emissions)
∙	VOC Emissions
52
∙	Release and Transfer of PRTR-designated Substances
54
∙	Control of Ozone-depleting Substances
54
∙	Emissions of Air Pollutants
54
∙	Monitoring Groundwater
55
∙	Reduction of Chemical Substances Contained in Products
55
Expanding Environment-friendly Products and Services
∙	Environmental Considerations in the Product Life Cycle
56
∙	Internal Certification System for Eco-Products
64
∙	The Evolution and History of Environment-friendly Products  
and Services
67
Conserving Biodiversity
∙	Approach to Conserving Biodiversity
71
∙	Relationship with Biodiversity
72
∙	Biodiversity Protection Activity Case Study
72
∙	Initiatives Taken at Business Sites
73
KUBOTA REPORT 2019
186

7 Core Subjects of 
ISO 26000
Issue
Relevant KUBOTA REPORT 2019 section
Page No.
The environment
1:	Prevention of pollution
Environmental Management
2:	Sustainable resource use
∙	Compliance with Environmental Laws and Regulations
74
3:	Climate change mitigation and adaptation
∙	The Kubota Group’s Environmental Management System
74
4:	Protection of the environment, biodiversity and 
∙	Green Procurement
77
	
restoration of natural habitats 
∙	Supplier Management
77
∙	Environmental Education and Enlightenment
78
Environmental Communication
∙	Environmental Communication Activities
80
∙	Cooperation with Environment-related Industry Groups 
81
	 and Governments
Environmental Data
∙	Overview of the Environmental Load on the Value Chain
85
∙	Trends in Major Environmental Indicators
86
∙	Eco-efficiency
88
∙	Calculation Results of PRTR-designated Substances
89
∙	Environmental Accounting
90
∙	Status of Environmental Management System 
91
	 Certification Acquisition
∙	Calculation Standards of Environmental Performance Indicators
93
Fair operating 
practices
1:	Anti-coruuption
Relationships with Business Partners
2:	Responsible political involvement
∙	Procurement
113
3:	Fair competition
Corporate Governance
4:	Promoting social responsibility in the value chain
∙	Internal Control
163
5:	Respect for property rights
Consumer issues
1:	Fair marketing, factual and unbiased information and 
Tackling Climate Change
	
fair contractual practices
∙	Adaptation to Climate Change
43
2:	Protecting consumers’ health and safety
Expanding Environment-friendly Products and Services
3:	Sustainable consumption
∙	Environmental Considerations in the Product Life Cycle
56
4:	Consumer service, support, and complaint and 
∙	Internal Certification System for Eco-Products
64
	
dispute resolution
Relationships with Our Customers
5:	Consumer data protection and privacy
∙	R&D
100
6:	Access to essential services
∙	Production / Quality Control
102
7:	Education and awareness
∙	Maintaining and Improving Quality
103
∙	Customer Service
111
Relationships with Business Partners
∙	Procurement
113
Involvement with Local Society
∙	Support for Rejuvenation and Reconstruction of Areas Affected 
152
	 by Natural Disasters
Corporate Governance
∙	Internal Control
163
Community 
involvement and 
development
1:	Community involvement
The Kubota Group Mission
4
2:	Education and culture
Relationships with Our Customers
3:	Employment creation and skills development
∙	R&D
100
4:	Technology development and access
Relationships with Our Shareholders and Investors
5:	Wealth and income creation
∙	Constructive Dialogue with Shareholders
116
6:	Health
Relationships with Employees
7:	Social investment
∙	Personnel Policies in Tune with Globalization
135
Involvement with Local Society
∙	The Kubota e-Project
143
∙	Resolution of Social Problems
144
∙	Educating the Next Generation
145
∙	Support for Citizen Activities
146
∙	Social Contribution Activities through Corporate Sporting Events
147
∙	Environmental Conservation
148
∙	Regional Exchanges (Cleaning and Beautification Activities)
148
∙	Regional Exchanges (Region Volunteers)
148
∙	Overseas Activities to Contribute to Society
149
∙	Support for Rejuvenation and Reconstruction of Areas Affected 
152
	 by Natural Disasters
KUBOTA REPORT 2019
187

1-2-47 Shikitsu-higashi, Naniwa-ku,  
Osaka 556-8601, Japan
Inquiries: CSR Planning Dept.
Tel: +81-6-6648-2937 Fax: +81-6-6648-3862
Issued in June 2019