Sustainability 
Report  
2022

2 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Contents 
 
Editorial Policy ................................................ 3 
Corporate Profile ........................................... 4 
Top Message .................................................... 8 
 
Sustainability Management 
Philosophy and Policy on Sustainability ............. 9 
Sustainability Promotion System ........................... 9 
Materiality .................................................................... 10 
Stakeholder Engagement ...................................... 13 
 
 
 
 
 
 
 
 
 
 
Environment 
Environmental Management ................................ 14 
Climate Change Countermeasures ..................... 16 
Green Product Development ................................ 23 
Effective Use of Resources ..................................... 26 
Prevention of Environmental Pollution ............. 28 
Water Resource Conservation .............................. 29 
Conservation of Biodiversity ................................. 31 
 
Social 
Product Quality Improvement .............................. 32 
Supply Chain Management ................................... 36 
Respect for Human Rights ..................................... 40 
Diversity ......................................................................... 44 
Occupational Health and Safety .......................... 47 
Health and Productivity Management .............. 51 
Work-Life Balance ..................................................... 55 
Human Resource Development ........................... 56 
Coexistence with Local Communities ................ 58 
 
 
 
 
Governance 
Corporate Governance ........................................... 62 
Risk Management ..................................................... 66 
Compliance .................................................................. 68 
Anti-Corruption ......................................................... 70 
 
Supplementary Materials 
Employee Data ........................................................... 73 
Safety and Health Data ........................................... 74 
Environmental Data.................................................. 75 
Others(Social Contributions, Compliance) ...... 76 
Comparative Table with GRI Standards ............ 77

3 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Editorial Policy 
 
At the Unipres Group, we are building mutual understanding and forging relationships of trust with stakeholders as we undertake various 
initiatives to maintain our growth, thereby contributing to the sustainable development of society as a whole. In order to use disclosure of non-
financial information as a means to help others understand Unipres in even greater detail, we have compiled the relevant information into a 
single PDF file in the form of the Unipres Sustainability Report 2022. 
This report conforms to the Core option of the GRI Standards.
 
Reporting period 
 
FY2021 (April 1, 2021 to March 31, 2022)   
For measures implemented before or after this 
period, the month and year are noted. 
 
Publication 
 
Japanese version: July 2022  
English version: September 2022 
 
Reporting cycle 
 
Published each year as an annual report 
 
Target companies 
 
Unipres Corporation and 22 consolidated 
subsidiaries in Japan and overseas
 
Reference guidelines 
 
・The GRI Sustainability Reporting Standards 
(GRI Standards) 
・CSR guidebook of the Japan Auto Parts 
Industries Association 
 
Contact for inquiries regarding this 
report 
 
Unipres Corporation  
General Administration Department 
Sustainability Promotion Group 
SUN HAMADA BLDG. 5F 
1-19-20 Shin-Yokohama, Kohoku-ku, 
Yokohama-City, Kanagawa-Pref.,  
222-0033 
https://www.unipres.co.jp/en/
 
Disclaimer 
Unipres’ current plans, strategies, beliefs, performance 
outlook, and other statements in this Sustainability 
Report that are not historical facts contain forecasts 
about the future at the time of publication. Note that 
such forecasts, expectations, outlooks, and projections 
contain risks, uncertainties, and assumptions and may 
turn out to be significantly different from actual 
results.

4 
 
Sustainability 
Management 
Company Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
330.8 
327.7 
295.6 
234.5 
254.4 
0
100
200
300
400
FY2017
FY2018
FY2019
FY2020
FY2021
Sales
26.0 
20.1 
3.3 
-11.3 
-7.5 
-20
0
20
40
FY2017
FY2018
FY2019
FY2020
FY2021
Operating Profit
Corporate Profile 
 
■Company Outline （March 31, 2022） 
 
 
 
 
 
 
 
Company Name  
UNIPRES CORPORATION 
Establish  
March 1, 1945 (Change of name through  
company merger on April 1, 1998) 
Head Office  
1-19-20 Shin-Yokohama, Kohoku-ku, 
Yokohama City, Kanagawa Pref. 
Business 
Activities  
1. Manufacture and sale of automotive parts 
2. Manufacture and sale of electric machinery parts 
3. Manufacture and sale of metal products 
4. Manufacture and sale of welders, dies, jigs and tools 
5. Inspection and maintenance of press machinery 
Capital  
10,168.95 million yen 
Sales  
254.4 billion yen (consolidated/ending March 31, 2022) 
Employees  
8,622 (consolidated) 
Consolidated 
subsidiary  
22 
Affiliated company  
accounted for by  
the equity-method 
 
6 
Offices and Plants 
 
Kanagawa Pref., Shizuoka Pref., Tochigi Pref.,  
Fukuoka Pref., Hiroshima Pref., 
U.S.A., Mexico, U.K., France, China, India, Thailand, 
Indonesia, Brazil 
Principal  
 Customers  
Nissan Motor Co., Ltd.   Nissan Shatai Co., Ltd.    
JATCO Ltd   Honda Motor Co., Ltd.    
Mitsubishi Motors Corporation   Groupe PSA    
Renault S.A.S.   Mazda Motor Corporation   
SUBARU CORPORATION    
SUZUKI MOTOR CORPORATION 
Isuzu Motors Limited   DAIHATSU MOTOR Co., LTD. 
Hino Motors, Ltd.   UD Trucks Corporation     
Marelli Corporation   AISIN CORPORATION   
Dynax Corporation    NSK-Warner K. K.    
Musashi Seimitsu Industry Co., Ltd.   
Main association 
membership  
Japan Auto Parts Industries Association 
Stock Exchanges on  
Which the  
Company’s 
 Shares are Listed 
 
Tokyo Stock Exchange, Prime Market 
(Securities code: 5949) 
Number of Shares  
Issued  
47,991,873 
Number of  
Shareholders 
 
23,262 
(Billion yen) 
(Billion yen)

5 
 
Sustainability 
Management 
Company Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Car Body 
Pruducts
86%
Transmission Products
12%
Plastic Products
1%
Others 1%
Sales Breakdown by Product Category
254.4
Billion yen
■Main Business Activities 
Car body products 
We provide the car body structural parts that determine basic vehicle 
performance. For an optimal structure, all the parts are considered 
together as a system. Light vehicle weight along with safety is achieved 
through increased use of HTSS. 
 
 
 
 
 
<Main products> 
Platform parts; body frame parts; fuel-related parts, including gasoline 
tanks; chassis parts; dies for pressing; welding equipment and jigs 
 
Plastic-pressed products 
Use of plastic for body parts, which must be strong and durable, 
greatly contributes to reducing vehicle weight. Our original technology 
achieves far greater productivity than conventional injection molding. 
 
 
 
 
 
 
<Main products> 
Exterior and interior trim parts; structural body parts; dies for pressing; 
welding equipment and jigs   
   
Precision-pressed products 
Our precision transmission parts are made to exacting, world-class 
standards. Along with precision, they meet demands for light weight 
and durability. Our original UFP (Unipres Fine Press) technology 
enables wider use of pressing for precision parts. 
 
 
 
 
 
 
<Main products> 
Automatic transmission parts; drive motor parts; four-wheel drive transfer 
parts; dies for pressing; welding equipment and jigs

6 
 
Sustainability 
Management 
Company Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Japan
3,096 
36%
Americas
2,345 
27%
Europe
929 
11%
Asia
2,252 
26%
Employee Distribution 
by Region
8,622
Japan
71.3 
28%
Americas
69.4 
27%
Europe
31.3 
12%
Asia
82.2 
32%
Sales Breakdown by Region
254.4
Billion yen
■Global Network 
The overseas deployment of automobile manufacturers is accelerating year by year. As an automobile parts manufacturer that meets the needs of its 
customers, Unipres provides support for the development and production of world cars. We deliver the highest quality products anywhere in the 
world in a timely manner. Furthermore, with regional headquarters in the US, UK, and China Unipres is further strengthening cooperation among our 
bases all over the world. 
 
 
 
  
 
<Domestic Bases> 
Unipres Corporation 
- Head Office 
- Sagami Office 
- Fuji Office 
- Tochigi Plant (Moka) 
- Tochigi Plant (Oyama) 
- Tool & Die Plant 
- Fuji Plant (Fuji) 
- Fuji Plant (Fujinomiya) 
Unipres R & D Co., Ltd. 
Unipres Kyushu Corporation 
Unipres Precision Corporation 
Unipres Mold Corporation 
<Overseas Bases> 
[Americas] 
Unipres North America, Inc. 
Unipres U.S.A., Inc. 
Unipres Southeast U.S.A., Inc. 
Unipres Alabama, Inc. 
Unipres Mexicana, S.A. de C.V. 
MA Automotive Brazil Ltd. 
 
[Europe] 
Unipres Europe, SAS 
Unipres (UK) Limited 
 
[Asia] 
Unipres (China) Corporation 
Unipres Guangzhou Corporation 
Unipres Zhengzhou Corporation 
Unipres Wuhan Corporation 
Unipres Sunrise Corporation 
Dongfeng Unipres Hot Stamping Corporation 
Unipres Precision Guangzhou Corporation 
Unipres India Private Limited 
PT. Unipres Indonesia 
Unipres (Thailand) Co., Ltd. 
（Billion yen） 
* Figures in pie charts are before  
consolidation adjustments. 
（No.）

7 
 
Sustainability 
Management 
Company Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
 
<Vision for Unipres> 
As a company, Unipres aims to: 
1. Develop technologies anticipating market needs 
2. Manage costs flexibly to maintain its preeminent competitive position 
3. Employ a global strategy addressing structural changes in the automotive 
■Management Philosophy 
“Perfecting Machine Press Technologies: Going a Step Beyond” 
We are dedicated to furthering technical progress, finding practical applications, and pursuing innovation to perfect Unipres products that are 
used throughout the world. 
We are committed to faithfully performing these roles and assuming these responsibilities and will be unceasing in our efforts to cultivate the 
core of our activities. 
 
 
 
 
■Unipres’ Mission 
Press technology for the protection of people  
and the earth 
The automobile, indispensable to human society, now faces a major turning point. 
By reducing the weight of individual vehicle parts, fuel efficiency can be improves 
resulting in fewer emissions of CO2 which is thought to be responsible for global 
warming. This kind of evolution is required in the automotive industry. Unipres, as 
a comprehensive manufacturer of press-formed automotive components, is 
supporting car manufacturing by proposing a variety of new technologies. 
Today we are applying highly advanced press technology to create parts meeting 
both safety and ecology needs, for the automobile manufacturing of the future. 
Aiming both to co-exist harmoniously with the environment and bring joy to 
people all over the world, unipres continues to take up this challenge.

8 
 
Sustainability 
Management 
Company Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Top Message 
 
 
We contribute to achieving a carbon neutral society through our business activities. 
 
In April 2022, we established the Unipres Group 
Basic Policy on Sustainability. This policy was 
formulated on the basis of our desire to achieve 
a sustainable society in harmony with the 
global environment and contribute to people’s 
safety and security through the advanced press 
technologies we have developed over the years, 
and to further accelerate our efforts by sharing 
this desire with all employees of Global Unipres. 
 
In recent years, efforts to achieve carbon 
neutrality have accelerated around the world, 
and governments and companies are rapidly 
taking measures to this end. We have set a goal 
of achieving net-zero CO2 emissions in our 
business activities by FY2050, and eventually 
becoming carbon neutral in the Unipres Group 
and its entire supply chain. 
The shift to EVs is progressing rapidly in the 
automotive industry toward achieving carbon 
neutrality. We have positioned “accelerated 
response to electrification” as one of our key 
management issues, and are working to 
strengthen the development of products and 
production technologies that contribute to 
electrification and weight reduction more than 
ever, and are thus accelerating our response to 
the changing needs of the world. 
We also believe that it is important to 
incorporate climate change risks into our 
business strategies. In FY2021, we expressed 
support for the recommendations made by the 
Task 
Force 
on 
Climate-Related 
Financial 
Information Disclosures (TCFD) and identified 
risks and opportunities that climate change 
poses to our business. In June 2022, we 
summarized our findings in a TCFD report. We 
will continue to disclose and disseminate 
information and vigorously promote measures 
for decarbonization. 
 
To achieve sustainability management, it is 
essential for us to work with our stakeholders 
through business activities. We will continue to  
 
meet expectations by being aware of the 
interests of our stakeholders, carrying out 
dialogs, and deepening mutual understanding. 
 
President and Representative Director 
Nobuya Uranishi

9 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Sustainability Management 
 
Philosophy and Policy on Sustainability 
The Unipres Group has positioned sustainability initiatives as an 
important management issue and has been promoting them for 
achieving a sustainable society and enhancing the Group’s corporate 
value on a sustainable basis. In April 2022, we established the Unipres 
Group Basic Policy on Sustainability to ensure that all Unipres Group 
employees are of one mind. 
We will fulfill our social responsibility as a corporation by implementing 
initiatives based on this policy, and will contribute to the achievement of 
a sustainable society by solving social issues through our business 
activities. 
 
 
 
 
 
 
 
 
 
 
 
Sustainability Promotion System 
In order to further strengthen our sustainability management in 
accordance with our Basic Policy for Sustainability, we established the 
Sustainability Committee in April 2022. 
The Sustainability Committee is supervised by the Board of Directors 
and deliberates materiality (key issues) and medium- and long-term 
goals to address these issues. The committee also reports and makes 
proposals to the Board of Directors, as appropriate, concerning policies, 
targets, action plans, progress, and achievements related to 
sustainability, including internal control.  
In addition, five specialist committees will be established under the 
Sustainability Committee, with each specialist committee focusing on 
ESG specific issues. 
The Committee is chaired by the president and consists of members 
appointed by the Board of Directors from among executive officers. 
 
 
 
 
 
 
 
 
 
< Unipres Group Basic Policy for Sustainability > 
The Unipres Group, through our excellence in press technologies, 
shall contribute to the realization of environmentally friendly 
and safer society globally. 
We shall build a trust-based relationship with our stakeholders by fair 
and sincere business activities. 
In this way, we shall create economic and social values at once to 
enable sustainable development of society and the Unipres Group in 
a mutually beneficial manner. 
Board of Directors
Sustainability Committee
Carbon Neutral Working Group
ISO14001 Working Group
Report/Proposal
Direction，Supervision，Monitoring
Environment
Committee
Quality
Assurance
Committee
Risk
Management
Committee
Corporate
Ethics
Committee
Safety and
Health
Committee
Departments/Group Companies
Report/Proposal
Report/Proposal
Direction，Supervision，Monitoring
Direction，Supervision，Monitoring

10 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
<Process for Identifying Materiality> 
Materiality 
■Identification and Review of 
  Materiality 
In 2017, we identified ESG materiality (key 
issues) as our management issues so that the 
Unipres Group will achieve sustainable growth 
and help develop a sustainable society by 
providing solutions to global social issues that 
the SDGs address. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
We review the ESG materiality as necessary to 
reflect social conditions and stakeholder 
opinions (most recently reviewed in March 
2022). 
The process for identifying materiality is 
shown below. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
We have selected 110 issues, taking account of 
not only the relevant guidelines (e.g., the GRI 
Standards, ISO 26000, and the SASB 
standards), but ESG-related external 
assessments (e.g., the FTSE ESG and MSCI ESG 
Indexes), actions taken by competitors who 
serve as our benchmarks, and new issues 
surrounding sustainability that the SDGs 
present. 
 
 
 
 
 
 
 
 
 
 
Sift 110 issues out from the rest, taking account of relevant guidelines 
(e.g., the GRI Standards), external assessments based on environmental, 
social, and governance (ESG) criteria, and social demands including the 
SDGs 
 
From the issues identified in Step 1, select matters that concern Unipres  
and classify them into 17 categories 
 
Rate the importance from: 
1) The perspective of society (i.e., of stakeholders/the public) 
2) The perspective of a business (i.e., of Unipres) 
 
Identify materiality (key issues) based on the importance ratings to 
discuss them with the Sustainability Committee and to obtain approval 
from the Board of Directors 
STEP1：Sift social issues to examine from 
the rest 
STEP2 
Sort through and 
classify the 
sustainability issues 
 
STEP3 
Rate the importance 
(priority) of the 
sustainability issues 
STEP4 
Identify materiality 
 
STEP1 
Sift social issues to 
examine from the rest

11 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
STEP2： CSR 課題を分類・整理 
 
We classified the 110 issues selected in Step 1 
into Categories E, S, and G, and sorted 
redundant issues to identify matters highly 
relevant to our business activities. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
We rated the 17 issues sifted from the rest in 
Step 2 from two axis: “importance for 
stakeholders” and “importance for Unipres.” 
Then we mapped the outcomes to the matrix 
to identify the “key sustainability issues facing 
the Unipres Group (materiality).” 
When rating importance, we took account of 
our medium- and long-term initiatives and 
policies along with trends in the industry, and 
tried to incorporate stakeholders’ various 
expectations wherever possible. 
 
 
 
 
 
 
 
 
 
 
 
 
  
We identified the eight most important 
matters as materiality (key issues). The eight 
materiality issues were discussed by the 
Sustainability Committee and ultimately 
approved and determined by the Board of 
Directors. 
Our relevant departments set targets for 
materiality and other ESG issues, and the 
Sustainability Committee and other related 
committees regularly check progress and 
evaluate the degree of achievement at the end 
of each fiscal year to implement the PDCA 
cycle. 
 
 
 
 
 
 
<Materiality for the Unipres Group> 
 Step 2: Sort through and classify  
the sustainability issues  
Step 3: Rate the importance (priority) 
of the sustainability issues 
Step 4: Identify materiality 
Rate 
Importance

12 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
SDGs (Sustainable Development Goals) 
Unipres strives to achieve the SDGs in cooperation with our stakeholders through technology,  
products, and various other business activities. 
 
Some of our commitments to achieve SDGs 
 
 
 
    
 
 
■The Medium- and Long-term Targets (‐FY2030) 
 
In line with the review of materiality, we began to revise some of our medium- and long-term targets in FY2022. 
 
 
 
 
 
Materiality 
SDGs 
Targets 
Climate Change 
Countermeasures 
 
30% reduction in CO2 emissions from our business activities in FY2030 (relative to FY2018) 
Green Product Development 
 
＜Car body parts business＞ 
- Development of lighter parts and adoption of the parts for mass-produced vehicles 
＜Transmission parts business＞ 
- Development of parts for electric cars and adoption of the parts for mass-produced vehicles 
Efficient Use of Resources 
 
Recycling rate of industrial waste: 60% or higher [Unipres Corporation/Unipres R & D Co., Ltd.] 
Product Quality Improvement  
Zero defects 
Respect for Human Rights 
 
Zero incidents of human rights violations 
Promoting Diversity 
 
1. Increase in women managers to 7% 
2. Increased ratio (60%) of local employees in senior management* positions at overseas 
locations [Overseas]  * Full-time board members and executive officers  
Supply Chain Management 
 
[Promoting sustainable procurement] No high-risk suppliers* regarding the environment and 
society  * Suppliers whose scores are below our standard in the Suppliers’ Self-Assessment 
Strengthening Corporate 
Governance 
 
1. Continued implementation of measures to improve the effectiveness of the Board of Directors 
2. No incidents of serious legal violations 
3. No incidents of anti-corruption violations 
13 
12 
15 
17 
9 
12 
13 
7 
* Those with no indication of scope are  
global targets. 
13 
15 
7 
12 
3 
9 
17 
8 
5 
10 
12 
16 
17 
12 
16 
9 
13 
8 
5 
10 
- Technology development of ultra-high-tensile  
material processing 
- Development of resin battery case 
- More Trees  
- Foundation for Orphans from Automobile Accidents 
- Kids Smile QUO Card (page 58) 
- CO2 reduction by modal shift 
- CO2 reduction by improving logistics (page 22) 
Contributing to a low-carbon 
society by reducing vehicle body 
weight (goals 9, 13, and 15) 
Donations through a shareholder benefit 
plan (goals 1, 3, 10, 11, 13, 15, and 17) 
Initiatives to reduce CO2 in logistics  
(goals 13, 15, and 17)

13 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
<Methods of Interacting with Stakeholders> 
◆Customers 
Sales/proposal activities, quality assurance activities, and joint research activities 
 
◆Employees 
Employee performance appraisals, educational program, awards program, informal gatherings 
between workers and management, internal whistle-blowing (via internal and external contact 
points), occupational safety and health measures, stress checks, Employee motivation survey, 
various counselling services, and in-house newsletter/intranet 
 
◆Suppliers 
Procurement activities, suppliers’ meetings, Continuous Improvement (Kaizen) Training 
Workshops, and awards program 
 
◆Shareholders and investors 
Disclosure of information (via statutory disclosure, the Tokyo Stock Exchange’s timely 
disclosure, mass media, and external websites), annual shareholders’ meetings, business 
reports, financial results briefings for analysts and institutional investors (twice in FY2021), 
small meetings (6 times in FY2021), individual interviews (with 101 individuals in FY2021), 
shareholder questionnaires, and IR Information E-mail Distribution Service 
 
◆Local communities 
Sponsorship: Supporting members of General Incorporated Association F.Marinos Sports Club,  
u-life 21, Mount Fuji Women’s Relay, Nissan Cup Oppama Championship*,  
Fuji Festival*, etc. 
Donations: Foundation for Orphans from Automobile Accidents and More Trees   
Plant tour, disclosure of information and response to inquiries via external websites, 
participation in business associations (the Japan Auto Parts Industries Association, etc.) 
* These program was cancelled in FY2021 due to the COVID-19. 
Stakeholder Engagement 
 
A wide variety of important stakeholders have an effect on the Unipres Group’s business activities. We will continue our efforts to communicate with 
stakeholders, build mutual understanding, and forge relationships of trust in order to maintain the growth of the Unipres Group and facilitate the 
sustainable development of society at large.  
 
<The Unipres Group’s Stakeholders>

14 
 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Supplementary 
Materials 
 
<Environmental Policy> 
  
Based on our management philosophy of “Perfecting Machine Press Technologies:  
Going a Step Beyond,” Unipres contributes to global environmental preservation from an 
international perspective by constantly striving to create new functions and value. To pass down a 
beautiful and rich earth to the next generation, Unipres takes the following action to create 
societies that enjoy sustainable development: 
 
1. We comply with environmental laws and regulations as well as other requirements to which our company 
agrees, and we work to protect the environment. 
2. We endeavor to curb greenhouse gas emissions by bringing together materials, dies, equipment, and 
products on an entirely new plane. 
3. We strive to prevent pollution of the air, water, and soil by reducing and limiting our use of environmentally 
hazardous substances (including harmful chemicals). 
4. We endeavor to curb our use of mineral and water resources and our production of waste by conserving 
energy and resources, as well as reusing and recycling. 
5. We collaborate with local communities and society at large to help preserve biodiversity and ecosystems. 
6. We seek to maintain and upgrade our environmental management system by making ongoing  
improvements. 
Environment 
 
Environmental Management 
 
Guided by our Environmental Policy, we will 
comply with environmental laws and 
regulations, and build, maintain, and 
continuously improve our environmental 
management system. 
In addition to ensuring safety when 
developing products, we will strive to minimize 
their impact on the environment by reducing 
environmentally hazardous substances and 
conserving resources and energy. 
Various environmental regulations have been 
put in place to ensure our society is 
sustainable. This has prompted Unipres to set 
out the fundamental thinking behind all its 
activities in the form of its Environmental 
Policy, which forms the basis for our efforts to 
preserve the environment. 
 
 
 
Basic Approach and Policy

15 
 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Supplementary 
Materials 
 
The Sustainability Committee, under the 
supervision of the Board of Directors, 
discusses and determines environmental 
policies, targets, and action plans, including 
climate change countermeasures, and the 
Environment Committee, established under 
the Sustainability Committee, promotes 
initiatives and regularly conducts quarterly 
progress checks. 
The Environment Committee, consisting of the 
executive officers and environmental 
managers of each district, meets four times a 
year. The Committee is chaired by the 
Executive Officer in charge of general affairs.
 
In addition, we have established the Carbon 
Neutral Working Group and the ISO 14001 
Working Group under the Environment 
Committee. The Carbon Neutral Working 
Group grasps the actual situation within the 
company, examines energy conversion, and 
studies initiatives to reduce CO2 emissions, in 
order to achieve carbon neutrality. The ISO 
14001 Working Group promotes efforts to 
maintain and operate environmental 
management systems and to resolve 
environmental issues. 
 
 
 
 
 
 
 
 
 
 
 
 
Since 2004 the Unipres Group has been 
working to earn certifications under the ISO 
14001 international standards for 
environmental management systems. We are 
operating our environmental management 
system and pursuing measures to reduce the 
impact on the environment of our corporate 
activities. 
<FY2021: ISO 14001 Certification Status> 
Of all the business sites of the Unipres Group, 
81.0% are certified.   
* Based on the number of production sites  
(Domestic100%  Overseas63.6%) 
 
 
 
 
Promotion System 
Domestic 
●Head OfficeⅠ ●Head OfficeⅡ  
●Unipres R & D Co., Ltd.   
●Fuji Office 
●Fuji Plant (Fuji) 
●Fuji Plant (Fujinomiya) 
●Sagami Office 
●Tool & Die Plant 
●Tochigi Plant (Moka)  
●Tochigi Plant (Oyama) 
●Unipres Kyushu Corporation   
●Unipres Mold Corporation 
●Unipres Precision Corporation 
Overseas 
●Unipres Southeast U.S.A., Inc. 
●Unipres Mexicana, S.A. de C.V. 
●Unipres (UK) Limited 
●Unipres (China) Corporation 
●Unipres Guangzhou Corporation  
●Unipres Zhengzhou Corporation 
●Unipres PrecisionGuangzhou Corporation 
●Unipres India Private Limited 
 
Environmental Management System

16 
 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Supplementary 
Materials 
 
 
 
 
The Unipres Group recognizes and supports 
the importance of the "The Paris Agreement" 
and various other agreements on global 
warming countermeasures. We support the 
Japanese government's move toward 
decarbonization, and we comply with the 
country's climate change-related laws and 
regulations, such as Act on the Rational Use of 
Energy and the Law Concerning the Promotion 
of Measures to Cope with Global Warming, 
and submit annual reports to the government 
on our energy consumption, progress in 
achieving energy conservation targets, and 
greenhouse gas emissions. And, in June 2021, 
Unipres expressed its support for the Task 
Force on Climate-Related Financial Disclosures 
(TCFD). We are part of Japan Climate Initiative 
(JCI), which is a broad network of companies 
and organizations actively working to stop  
climate change. We also set targets for 
reductions in greenhouse gases, using as a 
reference the Environmental Voluntary Action  
Plan provided by the Japan Auto Parts 
Industries Association(JAPIA), an industry  
group to which we belong. Now, We are 
making efforts to collect information by 
answering a questionnaire on our company's  
 
 
 
 
efforts toward carbon neutrality by JAPIA, and 
actively participating in seminars on carbon 
neutrality. 
The Unipres Group has identified “climate 
change countermeasures” as one of its 
material issues and is working throughout the 
Group to mitigate the effects of climate 
change by reducing greenhouse gas 
emissions, which are considered the main 
cause of climate change. Specifically, we will 
introduce high-efficiency equipment, review 
production methods, and introduce renewable 
energy. 
 
 
 
 
 
If the position of an industry association is 
significantly more retardant than or 
inconsistent with our Group’s environmental 
policy or carbon neutrality goals, we will talk 
to the association and, in the unlikely event of 
a discrepancy, will give priority to our own 
position. 
 
Online link：-Supporters list of TCFD 
-Japan Climate Initiative (JCI) 
-The Environmental Voluntary 
Action Plan provided by the 
Japan Auto Parts Industries 
Association (in Japanese) 
 
■Response to TCFD Recommendations 
Unipres has expressed its support for the TCFD and issued a TCFD report in June 2022 
summarizing the disclosure items recommended by the TCFD. 
By promoting information disclosure based on the TCFD recommendations, we will build a 
sustainable management foundation including a trust relationship with stakeholders.  
Online link：TCFD Report 
 
Climate Change Countermeasures 
Related SDGs 
Basic Approach

17 
 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Supplementary 
Materials 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
<Setting goals to achieve carbon neutrality> 
Targets and Results 
 
Medium- and Long-
term Targets 
FY2021 Targets 
Results 
Level of 
Achievement 
FY2022 Targets 
30% reduction in CO2 
emissions from our 
business activities in 
FY2030 
(relative to FY2018) 
11% reduction in CO₂ emissions  
(relative to FY2010) 
[Unipres Corporation/Unipres R & D Co., Ltd./ 
Unipres Kyushu Corporation]   
*Scope1・2 
▲22% 
✓ 
10% reduction in CO₂ emissions  
(relative to FY2018) 
[Global] 
Ratio of green purchases：41.6% or more 
[Unipres Corporation] 
30.7% 
✗ 
Ratio of green purchases：41.6% or more 
[Unipres Corporation] 
Reduction of 24.3t- CO2 or more in 
distribution 
[Unipres Corporation/Unipres R & D Co., Ltd./ 
Unipres Kyushu Corporation/Unipres Mold 
Corporation/Unipres Precision Corporation]  
▲66.7ｔ-CO2 
✓ 
Reduction of 82.4t- CO2 or more in 
distribution 
[Unipres Corporation/Unipres R & D Co., Ltd./ 
Unipres Kyushu Corporation/Unipres Mold 
Corporation/Unipres Precision Corporation] 
Preparation of disclosure in accordance 
with the TCFD-recommended disclosure 
items 
Implemented 
scenario 
analysis 
✓ 
－ 
 
(✓: Achieved  △: Almost/partially achieved  ✗: Not achieved) 
The Unipres Group has set new CO2 emission reduction targets to achieve carbon neutrality.

18 
 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Supplementary 
Materials 
<Greenhouse Gas Emissions> 
[Global Greenhouse Gas Emissions] 
Our greenhouse gas emissions across the globe in FY2021 dropped 
5.4 percent from FY2020. The main reason for the decrease is lower 
capacity utilization due to a shortage of semiconductors. 
0
200,000
400,000
600,000
FY2017
FY2018
FY2019
FY2020
FY2021
Purchased electricity
Thermal
Fuel
[MWh]
398,703
431,682
303,287
298,328
327,583
*The system boundary corresponds to Unipres and its consolidated subsidiaries  
in Japan and overseas. 
Please note that Unipres North America is excluded. 
*Unipres (Thailand) and Unipres Wuhan were added to the scope of tabulation in  
FY2021. 
 
 
■Production Efforts 
<Energy Usage> 
[Global Energy Use] 
Our energy use across the globe in FY2021 increased 9.8 percent from 
FY2020. The main reason for the increase is the addition of Unipres 
Wuhan to the scope of tabulation. 
 
 
 
 
 
 
 
 
 
Unit [MWh]
 
FY2017  
FY 2018 
FY 2019  FY 2020  
FY2021 
Total use 
398,703
431,682
303,287
298,328
327,583 
 
Purchased 
electricity 
272,512
297,469
234,999
206,583
190,804 
Thermal 
485
485
592
608
594 
Fuel 
125,706
133,728
67,696
91,137
136,185 
 
Global 
Warming 
Potential 
FY2017  FY 2018 FY 2019 FY 2020 FY2021 
Total emissions 
- 
184,464 
198,178 
148,723 
122,278 
115,645 
 Carbon dioxide 
(CO2) 
1 
184,369 
198,138 
148,705 
122,256 
115,566 
Methane (CH4) 
25 
20 
27 
12 
14 
32 
Nitrous oxide (N2O) 
298 
75 
13 
6 
8 
47 
PFCs 
- 
- 
- 
- 
- 
- 
SF6 
- 
- 
- 
- 
- 
- 
 
Unit [t-CO2] 
Performance reporting and initiatives 
184,464 
198,178 
148,723 
122,278 
115,645 
0
50,000
100,000
150,000
200,000
250,000
FY2017
FY2018
FY2019
FY2020
FY2021
Unit [t-CO₂] 
*The system boundary corresponds to Unipres and its consolidated subsidiaries in Japan 
and overseas. 
Please note that Unipres North America is excluded. 
*Unipres (Thailand) and Unipres Wuhan were added to the scope of tabulation in FY2021. 
*PFCs and SF6 are not emitted from Unipres’ operations.

19 
 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Supplementary 
Materials 
[Indirect Greenhouse Gas Emissions in the supply chain (Scope 3)] 
 
boundary 
FY2021 
Category 1 
(Purchased product) 
Unipres Corporation, Unipres R & D Co., Ltd. 
Unipres U.S.A., Inc., Unipres Southeast U.S.A., Inc.,  
Unipres Alabama, Inc.,  
Unipres Mexicana, S.A. de C.V., 
Unipres (UK) Limited,  
Unipres Guangzhou Corporation, 
Unipres Zhengzhou Corporation,  
Unipres Precision Guangzhou Corporation,  
Unipres India Private Limited, PT. Unipres Indnesia 
UM Corporation, SAS, Unipres Wuhan Corporation 
1,611,005 
Category 2  
(Capital goods) 
63,996 
Category 4 
(Outsourced 
logistics) 
Unipres Corporation, Unipres R & D Co., Ltd. 
Unipres Kyushu Corporation 
2,061 
Category 5 
 (Waste) 
Unipres Corporation, Unipres R & D Co., Ltd. 
Unipres Kyushu Corporation 
741 
Category 6 
(Employees' 
business trips) 
Unipres Corporation, Unipres R & D Co., Ltd. 
3,123 
Category 7 
(Employees' 
commuting) 
Unipres Corporation, Unipres R & D Co., Ltd. 
719 
*Calculations in scope 3 are based on the Emissions Unit Database for Calculating an  
Organization's Greenhouse Gas Emissions Throughout the Supply Chain (ver. 3.2) issued 
by the Ministry of the Environment. 
[Direct Greenhouse Gas Emissions (Scope 1)] 
[Indirect Greenhouse Gas Emissions (Scope 2)] 
Unit [t-CO2] 
*The system boundary corresponds to Unipres and its consolidated subsidiaries in Japan and  
overseas. 
Please note that Unipres North America is excluded. 
Unit [t-CO2] 
 
 
 
 
 
 
 
  
 
 
 
 
Unit [t-CO2] 
 
FY2017 
FY2018 
FY2019 
FY2020 
FY2021 
Energy-derived CO2 
29,289 
29,302 
14,394 
21,770 
29,943 
Other GHGs 
95 
40 
18 
22 
79 
 
Methane (CH4) 
20 
27 
12 
14 
32 
Dinitrogen monoxide 
(N2O) 
75 
13 
6 
8 
47 
 
 
FY2017 
FY2018 
FY2019 
FY2020 
FY2021 
Energy-derived 
CO2 
155,079 
168,836 
134,311 
100,486 
85,623 
 
*The system boundary corresponds to Unipres and its consolidated subsidiaries in Japan and  
overseas. 
Please note that Unipres North America is excluded.

20 
 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Supplementary 
Materials 
<Energy Conservation Activities> 
 
 
We install transformers with less energy 
losses when we need a new transformer 
or replace an old one in an effort to save 
energy. Currently, our Tochigi Plant in 
Mooka and Fuji Plant in Fujinomiya have 
these energy-efficient transformers.  
 
 
Our Tochigi Plant in Mooka has replaced 
its boiler for indoor heating with a gas 
heat pump (GHP) that uses municipal 
gas.  
Since the GHP is designed to recover 
exhaust heat, which was conventionally 
discarded, we hope that the use of it will 
help us save more energy. 
 
  
The Sagami Office introduced a 
cogeneration system using city gas as 
fuel. By switching from a conventional 
heavy-oil-fired hot-air boiler, it has 
become possible to recover exhaust 
heat and achieve an energy reduction of 
about 14%. In addition, as the system 
uses city gas as a fuel, which is 
considered to be disaster-tolerant, we can expect early recovery from 
damage caused by an earthquake or other disturbance.  
 
 
 
In order to promote CO2 emissions 
reduction through energy conservation, 
we are switching to high-efficiency  
lighting in our offices and plants. By 
FY2018 we had replaced all ceiling lights 
at our plants in Oyama, Moka,  
Oppama, Sagami, Fuji, and Fujinomiya with LED lighting.  
As a result we succeeded in reducing electricity use by up to one fourth 
while providing better illumination. 
 
 
Unipres has been working to reduce 
emissions of exhaust gas arising from 
burning gasoline and CO2 by introducing 
an electric vehicle, the Nissan Leaf. 
We manufacture components such as 
car body structural parts, battery cases 
and plastic undercovers for the Nissan 
Leaf, and contribute to the improvement 
of automobile fuel efficiency through the creation of lightweight 
products and the promotion of zero-emission vehicles. 
 
 
 
 
 
 
◆Introduction of energy-efficient transformers 
◆Use of a gas heat pump for air conditioning 
◆Introduction of cogeneration system 
◆Switching to high-efficiency lighting 
◆Introducing Leaf, the company-owned electric vehicle

21 
 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Supplementary 
Materials 
*The system boundary corresponds to Unipres and its consolidated subsidiaries in Japan and 
overseas. 
Please note that Unipres North America is excluded. 
<Introducing Renewable Energy> 
As part of our strategy to reduce 
emissions of greenhouse gases, we are 
introducing photovoltaic power 
generation. Having installed photovoltaic 
power systems at in Japan, our Fuji 
Office, our Fuji plants in Fuji and 
Fujinomiya, and our Tochigi plants in 
Oyama and Moka, and overseas in 
Mexico and the United Kingdom in 2020, 
we are now generating electricity.  
At our Tochigi Plant (in Moka) for 
example, we are able to supply almost all 
the energy used in the administrative 
building. The generated electricity is also 
used to charge the Company’s Leaf 
electric vehicles and as an emergency power supply during power cuts. 
In FY2021, Unipres as a whole generated 188,667 kWh of electricity, all 
of which was used within the Company. This resulted in an annual 
reduction in use of fossil fuel (crude oil) of approximately 49 kl, as a 
consequence of which annual CO2 emissions were cut by some 88 tons. 
This is equivalent to the amount of CO2 absorbed by 6,285 cedar trees 
in a year.*  
 
*Calculation was based on the assumption that the amount of CO2 absorbed by one cedar 
tree was approximately 14 kg per year  
(Estimated from Measures to Promote Forest Carbon Sinks to Prevent Global Warming by 
the Ministry of the Environment and Forestry Agency) 
 
[Volumes of Electricity Generated by Photovoltaic Systems and CO2 
Reductions] 
 
 
 
 
 
 
 
 
75,685 92,673 
102,103 115,239 
207,658 219,689 194,489
190,384 
170,007 188,667 
31
48
51
57
98
104
92
89
79
88
0
30
60
90
120
150
0
50,000
100,000
150,000
200,000
250,000
FY2012
FY2013
FY2014
FY2015
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
〔t-CO2〕
〔kWh〕
Electricity generated
CO2 reduction
*The system boundary corresponds to Fuji office, Fuji plant(Fuji), Fuji plant (Fujinomiya),  
Tochigi plant (Oyama) and Tochigi plant (Moka). 
Fuji Plant (Fujinomiya) 
Unipres Mexicana, S.A. de C.V.

22 
 
Supplementary 
Materials 
Environment 
Top Message 
Social 
Governance 
Corporate Profile 
Supplementary 
Materials 
 
 
Tochigi
Hiroshima
Okayama
Kyushu
Fuji
Sagami
Tochigi→Kyushu (Railway transport)
1,216km
Fuji→Kyushu (Railway transport)
974km
Fuji→Hiroshima (Railway transport)
742km
Okayama→Tochigi (Railway transport)
827km
Okayama→Sagami (Railway transport)
702km
Sagami→Kyushu (Marine transport)
979km
■Distribution Efforts 
<Reduction of Greenhouse Gas (CO2) 
Emissions during Distribution> 
As our volume of consigned freight 
transportation amounts to less than 30 million 
ton-kilometers annually, Unipres does not 
qualify as a specified consigner as defined 
under the Act on the Rational Use of Energy, 
and is therefore exempt from submitting  
notifications under that act or other laws and 
regulations. Nonetheless, we draw up plans for 
cutting CO2 emissions during distribution and 
strive to achieve reductions. 
In FY2021 we succeeded in meeting our 
voluntary targets for the year as a result of 
implementing measures such as a modal shift.  
  
 
 
<CO2 Reduction via Modal Shift> 
We have switched from truck-based 
transportation to rail freight and ferry 
transportation to mitigate impact on the 
environment through reduction of CO2 
emissions, and through other means such as 
alleviating traffic congestion to prevent air 
pollution.  
According to Japan’s Ministry of Land, 
Infrastructure, Transport and Tourism, CO2 
emissions per transportation unit are about 
one-thirteenth for rail freight and one-fifth* 
for ferry transportation compared to 
commercial trucks.  
 
 
 
 
Unipres’ rail freight and ferry transportation in 
FY2021 amounted to 4,250,000 ton-kilometers. 
If one compares the resulting emissions with 
emissions for equivalent transportation by 
truck, it appears that the modal shift resulted 
in a CO2 emissions reduction of approximately 
454 tons.  
 
 * CO2 emission per transportation unit is the volume of CO2 
emitted when transporting 1 ton of freight 1 kilometer. The 
ratio refers to relative emission volumes in FY2019. 
 
<Reduction of CO2 Emissions through 
Improvements in Distribution> 
We have been working on distribution-related 
energy conservation measures by setting a 
CO2 emissions reduction target each fiscal 
year. Measures we took in FY2021 included 
increasing the container filling rate, and as a 
result we exceeded our CO2 reduction target 
by 274%. 
 
 [CO2 Emissions Reduction in FY2021] 
 
1,965 
1,602 
1,660 
1,651 
1,796 
1,244 
1,295 
1,593 
1,768 
1,870 
0
300
600
900
1,200
1,500
1,800
2,100
0
500
1,000
1,500
2,000
2,500
3,000
3,500
FY2017
FY2018
FY2019
FY2020
FY2021
Distribution volumes
CO₂ emissions
〔t-CO2〕
CO2 reduction 
target 
CO2 reduction 
achieved 
Rate of 
achievement 
24.3t-CO₂ 
66.7t-CO₂ 
274％ 
 
Unit [Million ton-km] 
[Distribution Volumes and Distribution- 
Derived Greenhouse Gas (CO2) Emissions]

23 
 
Supplementary 
Materials 
Environment 
Top Message 
Social 
Governance 
Corporate Profile 
Supplementary 
Materials 
<Main R&D Challenges in FY2021> 
 
●Development of 1.5 GPa class super high tensile parts 
●Development of hot stamping parts 
●Development of transmission parts for future expansion of electrification 
●Development of high-performance plastic parts 
●Production technology innovation through DX 
Green Product Development 
 
 
 
 
 
The Unipres Group combines its basic technologies relating to 
equipment such as dies, jigs, and tools with core technologies 
comprising car body pressing, precision pressing, and plastic pressing to 
develop and manufacture products with an emphasis on safety and the 
environment. The Group’s Medium-Term Management Policy is 
“Promote UPS activities and enhance our profitability and 
competitiveness to be the No. 1 global company,” and in accordance 
with this policy, the Group is pushing ahead with deepening its core 
domain centering on press technologies, as well as tackling new 
domains including innovative methods and products. 
On the R&D front, the Japan-based Unipres R & D Co., Ltd. is 
spearheading the development of new technologies and new products, 
as well as conducting joint research with automotive and steel 
manufacturers, and universities.
In addition, given that regulations on collision safety and fuel efficiency 
have become stricter and electrification has been rapidly progressing in 
recent years, we work on technological development for even lighter 
parts and vehicles using ultra-high-tensile and hot stamping materials, 
and on new product development using other materials. We have also 
begun to work on technological innovation in production through 
automation coupled with DX, aiming to become one of the industry’s 
most competitive companies. 
At the end of FY2021, personnel involved in R&D numbered 733, and R&D 
expenditure for FY2021 amounted to 6.4 billion yen. Meanwhile, industrial 
property rights held by the Unipres Group as a whole at the end of FY2021 
numbered 62.
 
 
Overview of Technological Development 
Related SDGs

24 
 
Supplementary 
Materials 
Top Message 
Environment 
Social 
Governance 
Corporate Profile 
Supplementary 
Materials 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
■Development and Design Efforts 
Unipres has contributed to weight reduction, improved fuel efficiency, 
and enhanced safety by improving car body press, precision press, 
and plastic press technologies thanks to our base technologies 
relating to materials, molds, equipment, and quality assurance. 
 
 
Initiatives 
 
Medium- and Long-term 
Targets 
FY2021 Targets 
Results 
Level of 
Achievement 
FY2022 Targets 
Car body 
parts 
business 
Development of lighter 
parts and adoption of the 
parts for mass-produced 
vehicles  
 
[Development plan progress rate: 100%] 
(1) Expanded application of 1.5 GPa 
class cold pressed parts 
(2) Commercialization of 1.8 GPa class 
hot stamping parts 
(3) Commercialization of parts that use 
hot stamping strength segregation 
technology 
   
(1)85% 
(2)100%  
(3)100%  
 
  
△ 
[Development plan progress rate:  
(1) (2)100%,(3)50％] 
(1) Expanded application of 1.5 
GPa class cold pressed parts 
(2) Commercialization of 1.8 GPa 
class hot stamping parts 
(3) Commercialization of parts 
that use hot stamping 
strength segregation 
technology 
Transmission 
parts 
business 
Development of parts for 
electric cars and 
adoption of the parts for 
mass-produced vehicles  
[Development plan progress rate: 100%] 
Develop transmission parts for electric 
cars 
 
   
85% 
 
  
△ 
[Development plan progress rate: 
90%] 
Develop transmission parts for 
electric cars 
 
Targets and Results 
(✓: Achieved  △: Almost/partially achieved  ✗: Not achieved)

25 
 
Supplementary 
Materials 
Top Message 
Environment 
Social 
Governance 
Corporate Profile 
Supplementary 
Materials 
 
 
    
 
Development of Tailored Blank Technology  
Using Ultra-High-Tensile TRIP Steel 
 
Unipres has successfully developed tailored blank technology using 
ultra-high-tensile TRIP steel. Tailored blanks are made by connecting 
blanks of different materials by laser welding before press forming. 
In the center pillar of Nissan Motor’s new Xtrail model ordered in 
China, a high-strength, highly formable material (1.2 GPa class TRIP 
steel) is used for the upper part, and 980 MPa class material is used 
for the lower part to provide a shock-absorbing capability. 
Tailored blanks made of different ultra-high tensile strength 
materials require extremely advanced technology. This 
technology has made it possible to produce parts with different 
material properties in different portions, and has also led to cost 
reductions. 
Online link: High tensile strength steel forming technology 
 
 
 
 
 
 
 
 
 
 
[TRIP steel] 
A high-strength, high-formability material characterized by the martensitic 
transformation of residual austenite dispersed in the matrix during press forming 
[Tailored blank method] 
A method in which materials of different strengths and thicknesses are laser-welded 
or otherwise made into a single blank sheet and then pressed. It has the advantage 
of weight reduction and material cost reduction. 
   
 
Development of Lightweight Clutch Pack 
 
Unipres has developed a lightweight clutch pack for continuously 
variable transmissions (CVTs). The illustration in the center below 
shows a clutch pack, the outermost part of which is called the drum. 
In developing the drum, we were able to make it thinner and 
eliminate the rotor sensor by establishing a high-precision tooth 
profile forming technology using molding analysis. This has 
resulted in an 18% weight reduction and a 13% cost reduction 
compared to conventional products. This clutch pack is mounted on 
JATCO’s CVT-X. We received JATCO’s Global Special Award for this 
technological development.   
 
 
 
 
 
 
 
 
 
 
 
 
 
Development Example 1 
Development Example 2 
Center pillar 
Conventional 
 product 
Developed  
product 
‐Use of molding 
analysis  
- Establishment of 
high-precision gear 
tooth profile forming 
technology 
Making the drum 
thinner and more 
precise 
 
Elimination of the 
rotor sensor 
rotor sensor

26 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
*The system boundary corresponds to Unipres and  
Unipres R & D Co., Ltd. 
Effective Use of Resources 
 
 
 
 
With the rapid increase in the world’s 
population and urbanization, and the rapid 
economic growth of emerging and developing 
countries, there is concern about the depletion 
of natural resources that are essential to our 
daily lives. 
 The Unipres Group regards the effective use 
of limited resources as an issue of materiality 
in achieving a sustainable society.  
Based on our environmental policy, we 
promote energy conservation, resource 
conservation, reuse, and recycling, and thus 
curbing the use of mineral and water 
resources and reducing waste emissions.  
 
 
 
 
 
 
 
 
■Office and Plant Efforts 
<3R initiatives> 
We are working on 3R (reduce, reuse, and 
recycle) activities to use limited resources 
effectively. 
[Changes in the Amount of Waste Generation 
and Recycling Rate] 
As part of its efforts toward the effective use 
of resources, Unipres has continually worked 
to control the amount of industrial waste 
generated from its operations and to increase 
the rate of recycled industrial waste. 
Our products delivered to our customers are 
packed in returnable containers that can be 
repeatedly used. We also reuse packaging  
 
materials in an effort to reduce waste. Any 
materials unfit for reuse are recycled wherever 
possible. 
In FY2021, the recycle rate of industril waste 
was 57.8%, compared to the target of 58%. 
 
 
 
 
 
 
 
 
 
 
964
839
773
564
638
44%
57%
58%
57%
57.3%
0%
20%
40%
60%
80%
100%
0
200
400
600
800
1,000
1,200
FY2017
FY2018
FY2019
FY2020
FY2021
〔t〕
Amounts of Waste Generated
Recycling Rates
Target level
58%
Targets and Results 
Performance reporting and initiatives 
Medium- and Long-
term Targets 
FY2021 Targets 
Results 
Level of 
Achievement 
FY2022 Targets 
Recycle rate of 
industrial waste: 
60% or higher 
Recycle rate of industrial 
waste: 58% or higher 
 
[Unipres Corporation/ 
Unipres R & D Co., Ltd.] 
57.3% 
△ 
Recycle rate of 
industrial waste: 
59% or higher 
 
(✓: Achieved  △: Almost/partially achieved  ✗: Not achieved) 
Related SDGs 
Basic Approach

27 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
<Effective Use of Resources> 
◆Recycling Steel 
Unipres’ flagship products are auto body parts and transmission parts, 
which are mostly made of steel. Steel scrap from the manufacturing 
processes is recycled to be used as materials for other iron products. 
Unipres U.S.A. and Unipres Southeast U.S.A., sell scrap metal used in 
presses to Cumberland Scrap Processors, forming a system in which the 
sold scrap metal is recycled. 
 
 
◆Recycling System in the USM Processing Method for Plastic 
As one of our green initiatives, we have established a recycling system 
for plastic. 
We use recycled materials for our plastic-pressed products in 
accordance with the environmental action plan for automobile 
manufacturers. These materials contain up to 50 percent of a material 
made of recycled bumpers collected from the market. The USM 
processing method*, our proprietary plastic press technology, has 
made this percentage possible. 
Moreover, all scrap from the manufacturing process of plastic 
products pressed with the USM method is recycled internally. 
The use of recycle materials contributes to environmental protection 
and has helped us cut costs of parts in order to offer more 
competitively priced products. 
 
* The USM (Unipres Stamping Molding) processing method is a technology to 
press molten plastic poured into a die for molding.

28 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
  
 
 
 
Environmental pollutants and chemicals used 
in products or emitted during manufacturing 
may affect human health or biodiversity. The 
Unipres Group will fulfill its responsibility to 
society by reducing or restricting the use of 
environmental load substances (including 
hazardous chemicals) and preventing air, 
water, and soil pollution in accordance with its 
environmental policy.
 
 
■Office and Plant Efforts 
<Protection of Air and Water Quality> 
Unipres works toward the medium- to long-
term goal of zero violations of regulatory 
standards related to air and water quality. In 
fiscal 2020, we achieved zero violations of 
Japanese regulatory standards. 
 
■Supply Chain Efforts 
<Green procurement activities> 
Link (within this PDF): Green procurement 
activities 
 
 
 
<Initiatives for Substances of Very High Concern> 
With the understanding and cooperation of 
our suppliers, Unipres keeps track of the 
content of substances of concern and of very 
high concern and provides reports to our 
customers. In addition, in order to respond 
quickly and appropriately to tightening 
regulations on chemical substances in each 
country (including PRTR Regulations, domestic 
chemical substance-related laws, European 
ELV Directives, and REACH Regulations), we 
have established the Chemical Substance 
Control and Green Procurement Committee to 
share information and consider 
countermeasures as needed. 
Targets and Results 
Medium- and Long-
term Targets 
FY2021 Targets 
Results 
Level of 
Achieve 
-ment 
FY2022 Targets 
Compliance with 
regulatory standards 
on air and water quality 
(No violations of 
regulatory standards) 
No violations of 
regulatory standards 
 
[Unipres Corporation/ 
Unipres R & D Co., Ltd./ 
Unipres Kyushu Corporation] 
No 
violations 
✓ 
No violations of 
regulatory 
standards 
 
 
Prevention of Environmental Pollution 
(✓: Achieved  △: Almost/partially achieved  ✗: Not achieved) 
Related SDGs 
Performance reporting and initiatives 
Basic Approach

29 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
 
 
 
 
 
 
 
 
Water is an essential resource for all humans. 
Currently, the world’s population growth and 
development, as well as accelerating climate 
change, are behind water resource problems 
on a global scale. Recognizing that water 
resources are not only essential for the 
continuation of our business, but also 
important to the residents of the communities 
where we operate, we are committed to 
reducing water usage and environmental  
impact. 
[Global Volumes of Water Resources Used] 
 
 
 
 
 
 
[Volumes of Total Water Withdrawal] 
Each business office is working to use water 
resources effectively by circulating cooling 
water and conducting secondary use of 
cooling water. In 2021, although we 
proceeded with our activities, we failed to 
achieve our target. 
 
 
1,119 
1,134 
1,008 
861 
1,089 
1.333 
1.135
1.249
1.331
1.665
2.444
0.000
0.500
1.000
1.500
2.000
2.500
3.000
0
500
1,000
1,500
FY2017
FY2018
FY2019
FY2020
FY2021
〔km³〕
#REF!
Total water withdrawal intensity
Target level
Unit [km3] 
Chemical 
FY 2018 
FY 2019 
FY 2020 
Total water 
withdrawal 
1537.38 
1191.17 
1413.09 
Total volume of 
effluent 
973.06 
765.84 
796.49 
Total 
consumption 
1537.38 
1191.17 
1413.09 
 
 
*The system boundary corresponds to Unipres and its 
consolidated subsidiaries in Japan and overseas. Please 
note that Unipres North America, Unipres U.S.A., and 
Unipres Indonesia are excluded. 
* UM Corporation was added to the scope of tabulation 
in FY2020. 
 
Performance reporting and initiatives 
*The system boundary corresponds to Unipres Corporation,  
Unipres R & D Co., Ltd., and Unipres Kyushu Corporation  
 
FY2021 Targets 
Results 
Level of 
Achieve 
-ment 
FY2022 Targets 
Total water withdrawal intensity*: 
1.333 or less 
 
* Total water withdrawal (in km3 per a 
thousand units produced) 
 
Target value: 1% improvement relative to 
the FY 2010-2019 average of 1.346 
 
[Unipres Corporation/ 
Unipres R & D Co., Ltd./ 
Unipres Kyushu Corporation] 
2.444  
 
✗ 
Total water withdrawal 
intensity: 1.319 or less 
 
Target value: 2% improvement 
relative to the FY 2010-2019 
average of 1.346 
 
[Unipres Corporation/ 
Unipres R & D Co., Ltd./ 
Unipres Kyushu Corporation] 
Basic Approach 
Targets and Results 
(✓: Achieved  △: Almost/partially achieved  ✗: Not achieved) 
[km3/1,000 units produced] 
Related SDGs 
Water Resource Conservation 
Total water withdraw

30 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
[Quality of Effluent] 
The table below shows the substances 
discharged from our operations into local 
waters.  
Note that the boundary is Fuji Plant (Fuji) 
because the substances listed below are not 
generated at locations other than Fuji Plant 
(Fuji) due to the characteristics of our business.
<Wastewater after oil-water separation> 
Unipres U.S.A. works with the host city of 
Portland on wastewater. Water from the plant 
site is drained after being separated from oil in 
an oil-water separator installed on-site. The 
discharged water passes through the sewage 
system and is sent to a sewage treatment 
plant. 
 
 
 
 
 
 
 
 
*The system boundary corresponds to Unipres’ Fuji Office. 
*The “local waters” mentioned above refer to rivers and the ocean. 
*The wastewater is processed at an effluent treatment facility until it 
meets the effluent standards set by the national government and 
the government of Shizuoka Prefecture before it is discharged into 
the waters. 
U Unit [t]n8oit [t] 
Chemical 
FY2019 
FY2020 
FY2021 
Chemical Oxygen 
Demand (COD) 
0.384 
0.776 
0.555 
n-Hexane Extract 
0.302 
0.297 
0.359 
Suspended Solids (SS) 
0.302 
0.345 
0.403 
Zinc Content 
0.026 
0.062 
0.035 
Soluble Iron Content 
0.030 
0.036 
0.036 
Ammonium Compound, 
Nitrous Acid, Nitrate 
0.596 
0.665 
0.662 
Nickel Content 
0.030 
0.030 
0.036

31 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
Kingfishers and other wildlife were sighted 
during the field research at Unipres Kyushu 
Conservation of Biodiversity  
 
 
While the Unipres Group receives numerous 
benefits from biodiversity through its business 
activities, it also places a burden on 
ecosystems.  
We contribute to the protection of biodiversity 
and ecosystems in cooperation with local 
communities through both the conservation of 
biodiversity in our business activities, such as 
preventing air, water, and soil pollution and 
combating climate change by reducing 
greenhouse gas emissions, and the 
conservation of biodiversity through social 
contribution and other non-business activities. 
■Ecosystem Protection Activities 
<Activities in local environmental 
conservation organizations> 
Our Sagami Office participates in local 
environmental conservation activities as a 
member of the Society for Better Environment 
in Yamato, an environmental conservation 
group organized by factories and offices in 
Yamato City. In FY2021, as part of the group’s 
green area preservation project, we 
participated in activities to cut reeds around 
ponds in Izumi-no-Mori, a park that spreads 
around the Yamato source (the source of the 
Hikiji River) and forms the core of the nature 
of Yamato City. 
 
<Ecosystem Survey> 
We defined FY2019 as the kickoff year of our 
initiatives to protect biodiversity and 
ecosystems, and selected our research project.  
 
[Objectives of the Research and Our Basic Stance] 
1) To avoid or minimize the effects of business 
activities on biodiversity that must be 
conserved 
2) To engage in preventive initiatives to 
conserve biodiversity as well as initiatives 
that have incorporated the results of 
monitoring 
3) To be committed to the conservation of 
biodiversity from a long-term perspective 
 
[Selected Research Project] 
According to the Report of Comprehensive 
Assessment of Biodiversity and Ecosystem 
Services in Japan (Japan Biodiversity Outlook 
2) published in March 2016 by the Ministry of 
the Environment, the biodiversity outlook 
continues “a declining trend over a long 
period.” The Report says that one of the major 
drivers of the decline is the “Second Crisis 
(reduction in use/management of Satochi-
Satoyama [woodlands and mountains near 
populated areas]).” We reviewed the 
environments surrounding our bases in Japan 
and selected Unipres Kyushu as the project 
location in FY2019. Then we defined the 
location in terms of environmental protection 
and conducted field research. 
Basic Approach 
Initiatives 
Related SDGs

32 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
＜Policy on Quality＞ 
 
Unipres maintains a consistent focus on customer satisfaction 
and customer trust to supply products for which quality is assured. 
~ This policy on quality is both our starting point in terms of quality assurance  
and our end point in terms of how we aspire to run our business. ~ 
 
(1) The president will review the appropriateness of this policy on quality. In addition, Unipres will ensure 
that the policy is put into practice by taking continuous measures to improve conformity with 
requirements and the efficacy of the quality management system. 
(2) To ensure that the policy’s objectives in terms of quality are achieved, the executive officer with specific 
responsibility for quality assurance will set annual targets for quality and will implement these 
throughout all departments. These targets for quality are targets for the organization as a whole, and 
they are to be achieved by all members of the organization. 
(3) The head of each department will produce a departmental policy document setting out management 
tasks, as well as measures and management items for achieving the quality targets. After obtaining the 
approval of the executive officer with specific responsibility, the head of department will implement the 
departmental policy among the department’s employees and ensure consistently target-oriented 
management of each area of responsibility and task. 
Society 
 
Product Quality Improvement 
 
 
We provide high-quality products available at 
a reasonable cost while fully considering safety 
from the perspectives of consumers and users, 
and reduce losses from defects to just about 
zero as part of our efforts to help protect the 
global environment. 
 
 
The Sustainability Committee, under the 
supervision of the Board of Directors, 
discusses and determines quality-related 
policies, targets, and action plans; and the 
Quality Assurance Committee, established 
under the Sustainability Committee, promotes 
initiatives and regularly conducts quarterly 
progress checks. 
The Quality Assurance Committee is chaired 
by the Executive Officer responsible for quality, 
appointed by the Chair of the Sustainability 
Committee. The other Committee members 
consist of a Vice Chair (Executive Officer 
responsible for technology) and members 
appointed by the Committee Chair from the  
 
 
 
department heads in charge of quality, 
technology, and manufacturing. The Quality 
Assurance Committee in principle meets four 
times a year, with the attendance of a full-time 
Audit and Supervisory Committee member as 
an observer. 
Quality status reporting meetings are held 
under the Quality Assurance Committee to 
report on activities related to top-priority  
  
 
 
 
 
quality assurance issues and to discuss and 
decide on countermeasures for such issues. 
The meetings in principle are held twice a year, 
attended by the President, Executive Officer 
responsible for quality, heads of quality-
related departments, and heads of other 
relevant departments. 
Link (within this PDF): Structure of 
Sustainability Committee 
 
 
 
 
 
 
Basic Approach 
Promotion System 
Related SDGs

33 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
 
The Unipres Group’s manufacturing bases in 
Japan and overseas have IATF 16949, an 
international standard for quality management 
systems specifically in the automobile industry. 
The manufacturing plants for transmission 
parts in the process of a switchover as well as 
resin parts manufacturing plants maintain the 
conventional ISO 9001 certification until they 
acquire IATF 16949.
Online link: Social Initiatives 
(✓: Achieved  △: Almost/partially achieved  ✗: Not achieved) 
Quality Management System 
Targets and Results 
Medium- 
and Long-
term 
Targets 
FY2021 Targets 
Results 
Level of 
Achieve 
-ment 
FY2022 Targets 
Zero 
defects 
Maintenance of IATF 16949 
[4 plants in Japan: 
Oyama/Moka/Oppama/Kyushu] 
- Maintained 
certification 
- No major 
nonconformities 
in periodic 
audits 
✓ 
【Car body parts business】 
■No major nonconformities 
in periodic audits related 
to IATF 16949 
[Oyama/Moka/Oppama/Kyushu] 
■IATF 16949 certification 
Completion of Stage I audit 
[Unipres Mold Corporation] 
【Transmission parts 
business】 
IATF 16949 certification 
(Maintenance after Stage II 
audit certification) 
[Fuji/Fujinomiya]

34 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
 
■Key Initiatives in FY2021 to Improve 
Quality 
(1) Eradicate serious defects   
(2) Reduction in number of defectives 
(3) Ensure that global quality standards are  
rigorously adhered to at manufacturing 
sites 
 
■Quality Control
The aim of the Unipres worldwide quality 
control system is zero defects.  
By developing a consistent quality assurance 
system spanning the entire process from 
development through mass production and 
basing quality control on the same standards 
at all our global sites, we provide the best 
possible products and quality all over the 
world.
 
■Implementation of Shared Global   
Standards 
Unipres has been implementing new measures 
since FY2014, aiming to further boost the 
quality of its products and the improvement of 
productivity. 
We have organized our technological know-
how into one system and put together the 
Unipres Engineering Standard (UES) as our 
globally-applied technical standard. The UES 
helps us become clear about the issues that 
have been our concerns so that we find 
solutions to them as soon as possible. 
To facilitate this process, we have set up the 
Technical Standards Committee with 10 
subcommittees. These subcommittees each 
are in charge of certain technologies, which 
they standardize and maintain. (962 
engineering standard documents were 
compiled by FY2020.) 
We strive to improve quality and prevent  
the recurrence of faults in our internal 
manufacturing processes through these  
actions.  
 
 
 
 
 
 
 
 
We also work to establish lean  
manufacturing processes for our products, 
which has led to our initiatives to reduce 
energy loss and curb climate change. 
 
■Use of Supplier Quality Assessments 
(USSCs) 
Each year, customers set a bar for quality 
higher than the previous year. Hence, in order  
to work closely with our suppliers to share 
target values and achieve the best outcomes, 
we issue the Unipres Supplier Score Cards 
(USSCs) for our suppliers each month to 
encourage them to make voluntary efforts to 
improve the quality they offer and to motivate 
them to deliver better products. We also 
award suppliers who deliver products of 
excellent quality an official commendation as 
part of our efforts to boost their motivation. 
As a result, the number of defectives found by 
our suppliers in FY2021 was reduced by 
approximately 63% of that in FY2016, the year 
before implementing the improvement 
program. 
Initiatives

35 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
■Daily Notification of Quality Status 
To raise the awareness of and share actions 
toward zero defects in delivery, we have 
delivered daily the target number of defects 
and the data on actual defects at each of our 
manufacturing bases in Japan and overseas to 
the supervisors and stakeholders of these 
bases since FY2018. 
Through these efforts, we have reduced the 
number of defectives in each of our 
manufacturing bases by 9% compared to the 
previous fiscal year and recorded the best PPM 
value ever in FY2021.  
 
* The PPM (parts per million) value represents the number of 
defectives among one million products. 
 
■QC (Quality Control) Circle Activities 
Unipres is conducting QC circle activities. In 
2020 and 2021, as the head company of the 
QC Circle Kanagawa District, we worked to 
enhance the circle’s activities. 
Although the Improvement Case Breakthrough 
Competition and the General Competition 
were held online in FY2021 due to the spread 
of COVID-19, individual companies and circles  
are actively working to improve quality. We are  
also actively participating in external 
presentation and training sessions.

36 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
 
＜Procurement Policies＞ 
1. Fair Transactions 
・Unipres shall build equitable, fair, and transparent relationships with all of its suppliers, inside and outside Japan. It shall also forge ties of mutual understanding 
and respect, and aim for coexistence and co-prosperity with them as business partners. 
・In addition, Unipres shall constantly pursue new technology, high quality, and low costs in keeping with its management philosophy, and endeavor to strengthen 
its competitiveness through a concerted effort with its suppliers. 
2. Compliance with CSR Procurement 
・In recent years, Unipres has been engaged in various CSR activities accompanying changes in the social situation. These activities include improvement of labor 
conditions, disclosure of environmental data on levels of CO2 emissions and energy use as well as establishment of targets for their reduction, expanded 
contribution to communities, and preparation of business continuity plans (BCP) and other initiatives to address risks. 
・Unipres also requests its suppliers to understand, and actively cooperate with, CSR activities as members of society. 
i. Compliance with laws and regulations  ii. Reinforcement of in-house systems  iii. Sure notification to all suppliers throughout the supply chain 
3. Approaches to Green Procurement  
  ・At Unipres, each and every employee is taking action on his or her own initiative to protect the global and local environments, in keeping with the Unipres 
Environmental Policies and Green Procurement Guidelines. Our product development takes account of not only product safety but also reduction of 
environment-burdening substances and conservation of resources and energy, for the purpose of curtailing environmental impact to a minimal level. 
・Furthermore, we believe that the automotive industry as a whole, from automakers to small and medium manufacturers of parts throughout the supply chain, 
must fulfill their social responsibilities from their respective standpoints. We are therefore requesting the cooperation of our suppliers, too, in approaches to 
green procurement. 
Basic Approach and Policy 
Supply Chain Management 
 
 
We build and maintain equal, fair, and 
transparent trade relationships with all our 
business partners and build strong 
cooperative ties through mutual 
understanding and respect as business 
partners. In this way, we seek our mutual 
benefit. 
Unipres has established procurement policies 
because of the necessity to fulfill social 
 
 
responsibilities in conducting procurement 
activities with all domestic and overseas 
business partners. 
Unipres shall conduct its procurement 
activities in accordance with the following 
three basic guidelines. 
 
 
The Sustainability Committee, under the 
supervision of the Board of Directors, 
deliberates and determines policies, targets, 
and activity plans related to CSR procurement, 
and regularly conducts quarterly progress 
checks. Specific efforts are led by the 
Procurement Department to grasp the status 
of CSR-related efforts of our suppliers and to 
promote their activities. 
Link (within this PDF): Structure of 
Sustainability Committee 
 
 
 
 
 
 
 
 
 
 
 
 
Related SDGs 
Promotion System

37 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
 
 
 
 
 
 
 
 
Targets and Results 
Medium- and Long-term 
Targets 
FY2021 Targets 
Results 
Level of 
Achieve 
-ment 
FY2022 Targets 
[Promoting sustainable 
procurement] 
No high-risk suppliers* 
regarding the environment 
and society 
 
* Suppliers whose scores are 
below our standard in the 
Suppliers’ Self-Assessment 
(1)100% collection rate of 
signatures confirming 
agreement to the 
revised CSR Guidelines 
for Suppliers 
[Unipres Corporation] 
(2)100% collection rate of 
signatures confirming 
agreement to the Green 
Procurement Guidelines 
for new suppliers 
[Unipres Corporation] 
(3)100% collection rate of 
self-assessment 
responses 
[Unipres Corporation] 
(1)98.5%  
* 131 out of 133 
companies 
(2)100%  
* New suppliers 
(3)100%  
* 37 companies 
 
 
 
 
 
△ 
■No high-risk suppliers 
 
■Supplier monitoring 
1) Conduct interviews：3 suppliers of Unipres 
* Suppliers with issues found as a result of self-
assessment 
2) Implementation of self-assessment 
[Domestic subsidiaries/Asian subsidiaries] 
 
■Collection of signatures for guidelines 
1) Agreement confirmation of the revised CSR 
Guidelines for Suppliers 
[Domestic subsidiaries/Overseas subsidiaries] 
2) Agreement confirmation of the revised CSR 
Guidelines and Green Procurement Guidelines for 
new suppliers  
[Unipres Corporation] 
 
(✓: Achieved  △: Almost/partially achieved  ✗: Not achieved)

38 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
Unipres Supplier CSR Guidelines 
 
■Implementation of CSR Guidelines 
for Suppliers 
On the basis of procurement policies, we 
engage in business while pursuing compliance 
and environmental consciousness in 
cooperation with our partners. 
In August 2018, we established the CSR 
Guidelines for Suppliers, summarizing 
common items with the aim of enabling our 
business partners to reflect on their corporate 
activities from a CSR perspective and take 
clear actions for further improvement. 
In November 2021, we partially revised the 
Guidelines in light of the growing importance 
of human rights issues. 
We have prepared Japanese, English, and 
Chinese versions of the Guidelines, and have 
distributed them to our global suppliers to 
ensure that they understand and comply with 
the Guidelines. 
In order to confirm compliance, we also 
request that responsible persons sign and 
submit the form confirming agreement to the 
Guidelines. 
 
 Online link: Unipres Supplier CSR Guidelines 
 
 
■Green Procurement Activities 
Unipres established the Unipres Green 
Procurement Guidelines in April 2009. The 
guidelines have set forth our commitment to 
reduce the impact on the environment when 
materials, parts, and sub-materials are 
delivered by our supplies. In this way, Unipres 
promotes global environmental conservation 
activities with an aim to create a society that 
enjoys sustainable development throughout 
the supply chain. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
■Self-Assessment with Our Major 
Suppliers 
(Implementation of self-assessment 
questionnaire) 
With the aim of cooperating with suppliers to 
improve the level of CSR and avoid 
environmental and social risks in the supply 
chain, we have been conducting Suppliers’ 
Self-Assessment with our major suppliers* 
since FY2021. Based on the results of the self-
assessment, including questions on 
compliance, safety/quality, human 
rights/labor, the environment, and information 
disclosure, we request that suppliers who fall 
below our specified criteria make 
improvements and, if necessary, we provide 
advice and support to improve their CSR 
activities. 
In the future, we will conduct monitoring 
through interviews and on-site investigations 
based on each company’s responses, and work 
with suppliers to improve their efforts and 
reduce CSR risks. 
In FY2021, we requested responses from 37 
companies and received responses from all of 
them. 
 
* Suppliers accounting for the top 90% of total 
mass-production purchases in the previous 
fiscal year for each business division. 
Initiatives 
Unipres Green Procurement Guidelines

39 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
■Promotion of Local Procurement 
and Employment 
The Unipres Group basically promotes 
localization across the globe so that its Group 
companies buy the materials and parts from 
local businesses and create local employment 
opportunities. 
 
■Suppliers’ Meetings 
As a means of building even greater trust in 
our relationships, we hold annual suppliers’ 
meetings attended by the companies that 
supply us, including our affiliated companies. 
We explain our policies and challenges for the 
fiscal year regarding procurement, quality, and 
delivery, and ask for their cooperation in our 
efforts to meet the challenges. Starting from 
fiscal 2021, we also deal with subjects related 
to CSR (ESG) activities in the presentation of 
our policies. In doing so, we urge our suppliers 
to understand the importance of CSR (ESG) 
activities and the challenges involved, and 
communicate our planned initiatives and 
requests to the suppliers. Consequently, 
supply chain-wide activities have already 
begun. 
 
■Continuous Improvement (Kaizen) 
Training Workshops 
We provide annual introductory training 
workshops, namely quality training, 
continuous improvement training, and training 
for managers and supervisors, for the purpose 
of human resource development in order to 
keep improving suppliers’ quality and 
productivity. Each of the workshops has about 
20 participants. The quality and continuous 
improvement training mostly deals with 
younger employees, and the training for 
managers and supervisors with candidates for 
managerial and supervisory positions, to 
impart essential knowledge and raise their 
awareness. Participants stay in the same 
lodging and spend time together. This makes 
the training a networking opportunity, 
encouraging people to get to know each other 
and forge contacts. The human relationships 
built at the training actively continue in their 
professional and/or personal lives. 
Furthermore, as an occasion for sharing 
successes among suppliers, we hold annual 
presentations of continuous improvements at 
which participants share best practices within 
their respective companies, thereby offering 
opportunities for trainees to inspire and 
support each other. 
 
■Outstanding Supplier Awards 
Each year, Unipres presents awards to 
suppliers that have made special contributions 
in areas such as quality, delivery, cost, and 
safety, in order to further enhance the 
performance of our excellent business 
partners. In this way we continue to promote 
improvements in quality and collective 
strength among our suppliers.
■Use of Supplier Quality Assessments   
(USSCs) 
Link (within this PDF): Use of Supplier Quality 
Assessments (USSCs) 
 
■Education for Procurement Staff 
We provide training for procurement staff to 
ensure that procurement will be conducted in 
accordance with our procurement policy and 
Unipres’ CSR Guidelines for Suppliers. The 
training, including learning about the policy 
and guidelines, is designed to deepen 
understanding of CSR procurement and to 
improve the procurement skills and awareness 
of those in charge. 
 
■Initiative to Address Conflict 
Minerals 
Conflict minerals are specific minerals mined in 
areas were civil war is endemic, such as the 
Democratic Republic of the Congo and 
surrounding countries, that may potentially be 
used to fund armed groups. The United States 
has legislation mandating that companies 
investigate and report on any use of metals 
derived from conflict minerals within their 
supply chains. To meet our own obligations 
from a CSR perspective, we at Unipres Group 
obtained the understanding and cooperation 
of our suppliers to investigate the use of 
conflict minerals within our supply chain. Our 
investigation revealed no use of such minerals.

40 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
＜Basic Policy for Human Rights＞ 
The Unipres group stipulates its policy of respecting diversity and human rights in “Unipres Group Code of Conduct Guide Book”, and this Basic Policy for Human Rights (“the Policy”) 
is developed based on the International Bill of Rights (the Universal Declaration of Human Rights and the two International Covenants), the International Labor Organization 
Declaration on Fundamental Principles and Rights at Work, and the United Nations Guiding Principles on Business and Human Rights. 
As our firm commitment to respect human rights is comprehensively defined in the Policy, we will meet our responsibility to respect human rights in line with the 
Policy, together with our existing policies and processes. 
The policy applies to all the executives and employees of Unipres group. 
We expect all business partners to also understand and comply with this policy. 
1. Human Rights and Privacy 
We respect the human rights and privacy of the individual. 
2. Discrimination and Harassment 
We do not engage in discrimination or harassment of any kind based on race, nationality, gender, sexual orientation, religion, disability, age, social origin, or employment status. 
3. Child Labor, Forced Labor, and Human Trafficking 
We do not allow child labor, forced labor, and human trafficking. 
4. Remuneration 
We will comply with the laws and regulations of each country or region regarding minimum wages, overtime work, wage deductions, volume wages, and other benefits, and strive 
to pay more than a living wage. Besides, we will not unreasonably reduce wages. 
5. Working Hours 
We comply with the laws of each country and region regarding the setting of employees’ working hours including overtime and the granting of scheduled days off and paid annual 
vacation time. In addition, we appropriately manage employees’ working hours, holidays, and vacations, and prohibit excessive overtime work. 
6. Dialogue and Consultation with Employees  
We respect the freedom of association and collective bargaining rights as fundamental human rights of employees. We also strive to build sound relationships and resolve issues 
through sincere dialog and consultation with employee representatives or employees in accordance with the laws and labor practices of each country or region. 
7. Safe and Healthy Working Environment   
We give the top priority to the health and safety of employees and make every effort to prevent accidents 
8. Responsibilities to Respect Human Rights 
Where we confirm that we have caused or contributed to adverse human right impacts, the company will provide for or cooperate in legitimate processes to provide remediation. 
9. Stakeholders and Human Rights  
We seek the respect of human rights from all parties we do business with and related parties.  
10. Promotion of Human Rights Policy  
We cultivate a corporate culture of respecting human rights by conducting human rights enlightenment educations and trainings to all Unipres group executives and employees. 
July 11, 2022 
President and Representative Director Nobuya Uranishi 
 Respect for Human Rights
 
The Unipres Group values the Universal Declaration of Human Rights 
adopted by the United Nations, the Core Labor Standards by the 
International Labor Organization (ILO), and other international standards. 
We conduct our businesses in ways that respect the human rights of 
anyone we work with, including cooperative companies and business 
partners. We established our human rights policies in November 2018  
 
with the aim of raising the human rights awareness of each Unipres Group 
employee. The human rights policies have been translated into multiple 
languages and applied to all of our global sites. In July 2022, we revised 
our human rights policy according to our response to human rights due 
diligence. 
 
 
Basic Approach and policies 
Related SDGs

41 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
 
The Sustainability Committee, under the 
supervision of the Board of Directors, 
discusses and determines human rights-
related policies, targets, and action plans; and 
the Corporate Ethics Committee, established 
under the Sustainability Committee, promotes 
initiatives and regularly conducts quarterly 
progress checks. 
We have added the “respect for human rights” 
to our materiality in FY2022 and will work to 
reduce human rights risks throughout the 
Group. 
 
Link (within this PDF): Structure of 
Sustainability Committee 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
■Fair Treatment and Appraisal 
Unipres does not discriminate against job 
applicants on the basis of gender or age, nor 
does it give its employees any discriminatory 
treatment in working conditions including 
salaries and vacations, promotion, transfer, 
and education and training, among others, on 
the grounds of nationality, belief, social status, 
race, gender, sexual orientation (LGBT, etc.), 
religion, disability, age, ethnic or social origin, 
or type of employment. Our performance 
evaluation system is designed to review and 
rate employees’ job performance and skills, 
and evaluation results are fairly reflected with  
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
a raise in salary and/or bonus, promotion, and 
entitlement to talent development. For 
example, our employees in the same rank 
receive the same salary regardless of their 
gender. 
Personnel appraisal is not just an assessment, 
but is aimed at enhancing employees' 
willingness and ability to work and helping 
them do better work. For this reason, we have 
created a system for disclosing the items 
necessary for assessment to the employees 
concerned and providing a place for frank 
conversation; this involves feedback interviews 
with immediate supervisors regarding the 
results of personnel appraisal. 
Promotion System 
Targets and Results 
Initiatives 
Medium- 
and Long-
term Targets 
FY2021 Targets 
Results 
Level of 
Achieve-
ment 
FY2022 Targets 
No incidents 
of human 
rights 
violations 
SOGI (LGBT) 
support: Revision 
of rules, 
implementation of 
education, etc. 
- Revised 
employment and 
related rules 
- Established an 
external 
consultation 
service 
- Implemented 
employee 
training 
- Confirmed intent 
to endorse LGBT 
ALLY 
✓ 
■No incidents of 
human rights 
violations 
■Implementation of 
human rights due 
diligence 
1) Determination of 
the first year’s scope 
and steady start of 
operation  
2) Revision of human 
rights policy 
 
(✓: Achieved  △: Almost/partially achieved  ✗: Not achieved)

42 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
■Employment of Local Human 
Resources 
The Unipres Group complies with labor laws 
and regulations in each country where it 
operates, and employs local human resources. 
 
■Efforts to Prevent Child Labor and 
Forced Labor 
The Unipres Group makes sure that all new 
employees are at or above the working age in 
order to prevent child labor. When our 
employees join or leave the Group, we respect 
their decisions. We never try to restrict their 
freedom. 
 
■Compliance with Proper Wage 
Standards 
The Unipres Group complies with labor laws 
and regulations as well as the standards of 
minimum wages for its employees in each 
country it operates. We also set wage 
standards to ensure that our employees 
receive proper salaries in line with local 
commodity prices, which includes providing 
wages that are higher than subsistence wages. 
 
 
 
 
 
 
■Efforts to Ensure Compliance with 
Labor Standards 
The Unipres Group complies with labor 
standards in each country where it operates, 
including labor laws and regulations as well as 
the standards of minimum wages. 
Fiscal 2021 saw no cases related to labor 
issues. 
 
■Relations between Labor Union and 
Management 
The Unipres Group complies with labor laws 
and regulations in each country where it 
operates, and supports freedom of association 
and collective bargaining rights as 
fundamental human rights. 
Unipres uses a union shop system. Employees 
at Unipres are enrolled in the Unipres Labor 
Union, and the union is a member of the 
Federation of All Nissan and General Workers' 
Unions. As of April 2020, 100 percent of 
employees were enrolled in the labor union 
(excluding managers, re-employed retired 
workers, and non-regular employees), 
amounting to a total of 1,737 members. 
Unipres has established a sound relationship 
with the Unipres Labor Union and we hold 
monthly departmental union-management 
council meetings to share information and 
seek solutions to issues. If management plans 
major redeployment of personnel that will 
have a significant impact on employees, the 
labor agreement between the Company and 
the union stipulates a minimum notice period 
of three months (60 working days) and 
Company adheres rigorously to fair 
procedures. 
 
■Efforts to Prevent Human Rights 
Violations 
The Unipres Group has the Unipres Group 
Code of Conduct Guidebook designed to help 
its employees deepen their understanding of 
the importance of human rights. 
Unipres’ training program for new employees 
includes hours for human rights education to 
ensure that young employees understand how 
vital human rights are from the start of their 
careers. 
Fiscal 2021 saw no cases related to human 
rights violations. 
 
■Human Rights Due Diligence 
To respect the human rights of those affected 
by our business activities, we will conduct 
human rights impact assessment and establish 
a human rights due diligence process.* 
As a first step, we reviewed our basic policy on 
human rights in July 2022. 
* A process a company should follow to avoid 
violating human rights and to provide relief to 
victims of violations.

43 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
■LGBT Initiatives 
In October 2021, Unipres revised its 
employment rules to clarify that it will not 
unfairly discriminate against or harm the 
individual dignity of sexual minorities (LGBTs) 
or those having alternative sexual orientation 
or gender identity (SOGIs). 
In the benefit program, the leave and 
payments for congratulation and condolence, 
which previously covered legal spouses and 
relatives, have been changed so that same-sex 
marriages and de facto marriages are covered 
by the system in the same manner as legal 
marriages. 
In addition, through training and information 
dissemination to employees, we are working 
to improve their understanding of LGBT issues, 
and by establishing internal and external 
consultation services, we are promoting the 
development of a workplace environment 
where the concerned employees can work at 
ease. 
■Training related to Human Rights  
and Harassment 
The Unipres Group has the Unipres Group 
Code of Conduct Guidebook designed to help 
its employees deepen their understanding of 
the importance of human rights. More 
specifically, we provide training related to 
human rights and harassment for managers. In 
FY2019, all key personnel at Unipres and its six 
domestic subsidiaries watched a power 
harassment prevention video and took a 
comprehension test for the purpose of 
preventing power harassment, and since then, 
similar video viewing and comprehension tests 
have been conducted during the annual 
training for new key personnel. 
We also consider it vital that all stakeholders’ 
human rights are respected. We have 
published our basic policy on human rights on 
our website to communicate it to cooperative 
companies, business partners, and anyone else 
who is involved in our businesses.
■Employee Motivation Survey 
Unipres has been surveying employees' 
motivation since fiscal 2017 to identify and 
improve issues such as employees' willingness 
to work and the work environment. The survey 
results are quantified for each department and 
fed back to the management and department 
heads. 
We will continue to conduct surveys to 
manifest internal issues, and address the 
identified issues to improve the satisfaction 
and motivation of each employee. 
 
■Collaborative Efforts with Other 
Companies to Improve Working 
Environments 
As Unipres’ subsidiary in the logistics business, 
Unipres Logistics seeks ways to improve its 
drivers’ working environment at all times by 
exchanging opinions about wages and 
working hours with other companies in the 
same business through the Japan Trucking 
Association, an industry group to which the 
company belongs.

44 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
 Diversity 
 
 
Unipres continues to foster an organizational 
culture in which each and every employee can 
thrive regardless of age/experience/attributes. 
In particular, in addition to expanding the 
number of female leaders, we are focusing on 
the active participation of male employees in 
childcare. 
 
 
The Sustainability Committee, under the 
supervision of the Board of Directors, 
deliberates and determines policies, targets, 
and activity plans related to diversity, and 
regularly conducts quarterly progress checks. 
We are also strengthening our efforts to 
promote women’s success, and are creating a 
comfortable working environment for women 
to develop their careers. 
 
 
 
 
 
 
Basic Approach 
Promotion System 
Targets and Results 
Medium- and Long-term 
Targets 
FY2021 Targets 
Results 
Level of 
Achieve-
ment 
FY2022 Targets 
Increase in women managers  
to 7% 
[Unipres Corporation/ 
Unipres R&D.,Ltd.] 
Ratio of women 
among 
managers: 
2.4% or more 
2.5% 
 
✓ 
2.9% or more 
Increased ratio (60%) of local 
employees in senior 
management* positions at 
overseas locations [Overseas]. 
 
* Full-time board members and 
executive officers 
－ 
－ 
－ 
Set targets for each 
site to achieve 
medium- and long-
term goals 
 
Related SDGs 
(✓: Achieved  △: Almost/partially achieved  ✗: Not achieved)

45 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
 
■Promoting Active Participation by 
Women KPI 
In accordance with Japan’s Act on Promotion 
of Women's Participation and Advancement in 
the Workplace, we drew up the action plan 
below to provide an employment environment 
in which women can participate actively. 
 
 
 
 
 
 
 The achievements in FY2021 for the active 
participation of women in the workplace are 
shown below. 
 
 
 
 
 
 
 
 
 
 
 
 
 
We have also set a medium- to long-term goal 
of having female employees in at least 7% of 
management positions by 2030. 
 
■Training for Nurturing Female 
Leaders 
In fiscal 2018, we launched a training system 
for female employees who are prospective 
managers as part of our efforts to help them 
become women leaders. The three-month 
training program assisted by an external 
organization is designed not only to help 
participants acquire knowledge necessary for 
management, but to raise their awareness of 
being future leaders and motivate them to 
become managers. 
 
■Women’s Success Promotion Events 
As part of our efforts to create an organization 
and people that make the most of diversity, 
we hold round tables attended by the 
President and female employees. We support 
female employees in their working with vigor 
and enthusiasm by conveying management’s 
thoughts on women’s success and providing 
opportunities, involving senior employees, to 
discuss female employees’ concerns about 
their careers, balancing work with family life, 
and other issues. 
 
 
 
 
 
 
 
 
 
 
■Acquisition of Level-3 Eruboshi 
Certification 
In 2020, Unipres acquired the Level-3 
Eruboshi certification from the Minister of 
Health, Labor and Welfare. 
The Eruboshi certification is given to 
companies that have developed and 
submitted their general employer action plans 
in accordance with the Act on the Promotion 
of Female Participation and Career 
Advancement in the Workplace and met 
certain requirements specified by the Ministry 
of Health, Labor and Welfare. 
Unipres met all the five criteria and acquired 
the highest-level (level-3) certification on its 
first try. 
 
 
[Duration of action plan] 
April 1, 2022 to March 31, 2025 
[Targets] 
- Ensure that 3.5 percent or more of 
managers are women 
 
FY2021 
[Reference] 
FY2020 
Percentage of women 
among new 
employees 
23.70% 
17.6% 
Applicants per job by 
gender 
Men: 5.3 
Women: 3.8 
Men: 4.8 
Women: 3.5 
Percentage of women 
among all employees 
9.0% 
8.7% 
Male-female gap in 
average years worked 
continuously 
5.2 years 
4.9 years 
Percentage of women 
among managers 
2.20% 
1.90% 
Percentage of women 
among executives  
4.1% 
3.3% 
 
Women’s success promotion event with  
President’s participation 
Performance reporting and initiatives

46 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
 
■Registered as Kanagawa Women’s 
Advancement Supporter 
In 2020, Unipres’ representative became 
registered as a supporter for the Kanagawa 
Women’s Empowerment Program, which has 
been launched to increase the momentum of 
support for women’s empowerment across 
society. 
As a company capable of leveraging its talent 
and thriving on diversity, Unipres will continue 
its efforts to empower women in the 
workplace. 
Online link: Kanagawa Women's Activities 
Support Group(in Japanese) 
 
 
 
 
 
 
 
 
 
 
 
■Encouraging Male Employees to  
Take Parental Leave 
Based on the Law for Measures to Support the 
Development of the Next Generation, Unipres 
is actively taking childcare leave for not only 
women but also men. On average, 42% of 
male employees took childcare leave during 
FY2019 to FY2021. In addition, 100% of 
women are certified.
■Employing People with Disabilities 
At Unipres we take a proactive approach to 
hiring people with disabilities. In FY2021, 2.50 
percent of our employees were people with 
disabilities. (Statutory percentage of disabled 
people in workforce: 2.3%)  
Our subsidiaries in China are also hiring 
people with disabilities in order to revitalize 
the local communities where they are located, 
and we currently employ 17 people in four 
companies. (Total of 37 employees at 7 
overseas subsidiaries) 
 
■Hiring of Non-Japanese People 
At the end of FY2021 Unipres was employing 
25 non-Japanese employees and had 
appointed two non-Japanese executive 
officers. In our overseas subsidiaries, 47% of 
our full-time senior managers at the level of 
executive officer or above are hired from the 
local community.

47 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
  
 
 
 
 
 
 
 
 
The Unipres Group promotes activities based on the Unipres Basic 
Safety and Health Policy to protect the safety of all workers and to 
realize a comfortable workplace free from occupational accidents.
The Safety and Health Committee, under the Sustainability Committee, 
reports monthly on goals and activities related to occupational health 
and safety, and shares measures and other information on employees’ 
health and safety in each district. The Safety and Health Committee is 
chaired by the Executive Vice President and Representative Director 
responsible for plants and production.
 
 
 
 
Unipres implements measures to ensure the safety of its workplaces and 
the safety and health of employees under the leadership of safety and 
health committee officers (the overall safety and health supervisors) at 
all its offices and plants. To ensure that our equipment is genuinely safe, 
we set up the Equipment Safety Standards Committee comprising 
representatives of the departments in charge of development and 
design, which determines equipment specifications, and the plants, 
which uses the equipment. 
We also endeavor to maintain and further improve employment terms 
for union members by including provisions relating to safety and health 
in the labor agreement between the Company and the union and 
stipulating matters that require compliance in the Occupational Safety 
and Health Rules. 
 
 
 
 
 
 
 
 
 
 
 
 
 Unipres Basic Safety and Health Policy 
 
Recognizing that it is the pooling of employees’ efforts that provides the driving 
force enabling a company to constantly grow, we value every single one of our 
employees and consider it of the utmost importance to preserve and advance 
their safety and health. In line with this fundamental stance, we maintain an 
unwavering commitment to avoiding workplace accidents of any kind as we 
pursue our activities for safety and health 
1. By achieving synergies from combining our top management’s determination and 
each employee’s action, we create workplaces where the safety, health, and well-
being of all employees continue to improve. 
2. In addition to compliance with occupational safety and health-related laws and 
regulations, we aim to establish a management framework that will ensure a 
higher level of safety and health. 
3. By continually updating the technologies we have accumulated and establishing 
more sophisticated safety know-how, we promote the intrinsic safety of facilities 
and equipment. 
4. Through day-to-day communication and activities to raise awareness of any close 
calls in working environments, we bring to the surface safety and health-related 
problems that are lurking in the workplace and work on improvements. 
5. We are committed to actively providing opportunities and environments that 
enable our employees to manage their physical and mental health and engage in 
activities to preserve and enhance their health.  
6. We operate our occupational safety and health management system in order to 
continually reach higher levels. 
7. We engage in activities to enhance our safety and health management framework 
not only for Unipres but also for the entire Group. 
April 1, 2020
UNIPRES CORPORATION President and Representative Director
Nobuya Uranishi
Promotion System 
Basic Approach and Policy 
Related SDGs 
Occupational Health and Safety

48 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
 
 
 
 
■Occupational Safety and Health Performance 
Unipres has been implementing a range of occupational safety and 
health measures as a management task since FY2006, and our 
occupational accident levels have consequently remained consistently 
better than the industry average. We will redouble our efforts going 
forward to further enhance our performance. 
【Industrial Accident Frequency Rate】 
 
 
 
<Priority Activities to Eliminate Occupational Accidents:  
FY 2021 Targets and Results> 
We conduct the activities shown below in order to urge our plants in 
Japan and overseas to autonomously manage safety as part of our 
efforts to achieve zero occupational accidents. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
FY2021 Targets 
Results 
Level of 
Achieve-
ment 
FY2022 Targets 
Zero serious  
accidents 
Zero 
serious  
accidents  
✓ 
Zero serious accidents 
* The safety management assessment quantitatively assesses how safety is managed so that 
necessary measures are taken to achieve a higher level of safety management in order to 
eliminate factors that may lead to occupational accidents. We provide training in safety 
management assessment at our offices and plants across the globe. 
 
 
0.00
0.00
0.00
0.25
0.26
1.66
1.83
1.80 
1.95 
2.09
1.02
1.20
1.20
1.21
1.31
0.43
0.54
0.50 
0.48 
0.45
0.00
0.50
1.00
1.50
2.00
2.50
FY2017
FY2018
FY2019
FY2020
FY2021
Unipres Corporation
Industry as a whole
Manufacturing industry
Transportation machinery
and equipment
manufacturing industry
Performance reporting and initiatives 
Targets and Results 
(✓: Achieved  △: Almost/partially achieved  ✗: Not achieved) 
Note: Data other than those for Unipres Corporation are from the Survey on Industrial Accidents  
(Ministry of Health, Labour and Welfare statistics & other data) 
Industrial Accident Frequency Rate =   
No. deaths and injuries due to industrial accidents    
x 1,000,000 
Cumulative hours worked 
Description 
Target 
Result 
Number of safety management assessments 
conducted 
14 
14 
Number of safety observations conducted 
14 
14 
Number of offices/plants that conduct 
facility safety checks 
19 
19

49 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
■Past Occupational Accidents 
We set the global goal of zero occupational 
accidents for the 10 years from 2017 to 2026, 
and are working to come as close to the figure 
as possible. In fiscal 2021, we aimed for the 
maximum of two accidents in Japan and 
turned out to have seven, one of which was a 
lost time accident. At overseas offices and 
plants, we aimed for the maximum of 93 
accidents and had 97, none of which led to 
impairment or death.  
We investigated the cause and wrote a report 
immediately following each of these 
occupational accidents, and disclosed the 
report on our intranet. We also reported each 
accident at a Safety and Health Committee 
meeting held at the office in order to share 
information and alert the staff in order to 
prevent any recurrence. 
The lost time accident in Japan happened 
because the afflicted employee touched 
equipment in operation. To prevent the 
recurrence of the same accident, safety fences 
have been installed around the moving part of 
the machine. 
We will continue to work toward the goal of 
zero occupational accidents at our offices and 
plants across the globe. We are committed to 
creating workplaces where our employees, 
contractors, and others who work for us feel 
completely safe.  
■Our Actions When an Occupational 
Accident Occurs 
When any accident occurs, we provide 
protection and first aid to the afflicted 
employee and take him/her to a hospital or 
call an ambulance as necessary in accordance 
with the Unipres Occupational Safety and 
Health Rules. 
The operation that has caused the accident is 
suspended and the machine used for the 
operation is turned off. Then we identify the 
cause of the accident as soon as possible to 
explore and draw up permanent measures to 
prevent any recurrence. The department that 
had the accident submits an accident report to 
the Secretariat of the Safety and Health 
Committee. The Secretariat adds its 
observations to the report before it is 
delivered to all committee members. 
 If a Unipres Group employee has an 
unfortunate accident on the job or on the way 
to work, the company offers non-statutory 
special compensation for the employee or the 
bereaved family. 
 
■Safety Supervisor System 
In April 2013 Unipres reinforced the safety 
arrangements at its plants by inaugurating the 
safety supervisor system. Safety supervisors 
are responsible for assisting plant managers 
with their duties relating to safety and health 
and upgrading management of safety and  
health in the workplace. We are aiming to 
establish independent safety management 
measures at each operating site and eradicate 
industrial accidents. 
 
■Ensuring the Safety of Contractors 
and Other External Personnel 
Unipres applies its safety and health policy to 
contractors and other external personnel who 
are not Unipres employees. Our staff provides 
safety training for them to avoid accidents and 
injuries. 
 
■Recitation of Basic Safety Rules 
In May 2013 we instituted recitation of 
Unipres’ basic safety rules with the aim of 
nurturing a culture of safety within the 
Company. Everybody from senior 
management to employees recites together 
the rules before meetings, assemblies, and 
morning gatherings in order to enhance safety 
awareness. 
 
 
The pocket-sized basic safety rules distributed  
for all employees to carry with them

50 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
■Global Safety Audits 
We conduct safety audits at all our bases 
globally to reduce the risk of serious accidents  
caused by production equipment. We employ  
checklists based on equipment safety  
standards to perform inspections including  
not only for existing facilities but also for new  
facilities, checks to confirm that safety catches  
are functioning correctly. 
 
 
 
 
 
 
 
 
 
■Implementing Safety Management 
Status Assessments 
Safety management assessments aim to 
systematically eliminate the factors that cause 
industrial accidents by quantitatively assessing 
the status of safety management and pursuing 
measures to upgrade it. We are conducting 
training on safety management status 
assessment at our bases globally. 
 
■Hands-on Education at Safety Dojo 
Unipres Kyushu has set up a Safety Dojo where 
personnel can experience simulated dangers. 
They can experience where and what dangers 
exist when handling production equipment, so 
that they can work with high safety awareness. 
The Dojo is aimed at creating a workplace 
where people can work with peace of mind 
and reducing the number of occupational 
accidents.  
 
 
 
 
 
 
 
 
 
■Traffic Safety Measures 
In addition to enacting measures to prevent 
traffic accidents at all our operating sites, we 
conduct health and safety workshops as a 
companywide initiative. As a company 
engaged in the manufacture of automotive 
parts, we are promoting activities aimed at 
eradicating traffic accidents. 
All employees are required to submit a hazard 
prediction map. By creating a map of the 
commuting route between home and 
workplace and clearly indicating dangerous 
locations on it, the employees will have an 
opportunity to think about danger prediction 
on their own. The map is revised every year.  
 
■First Aid Training 
Believing that the more people we have who 
can administer emergency medical treatment 
in our company, the more colleagues’ lives we 
can save, we place emphasis on first aid, 
providing training sessions for CPR and AED 
(automated external defibrillator) use. Our aim 
is to increase the number of people with first 
aid experience so that whoever happens to be 
at the scene of an accident in a plant or office 
can give first aid or take life-saving action. We 
intend to save colleagues’ lives by enabling 
action to be taken in the so-called nine-
minute gap before an ambulance arrives. 
 
 
 
 
 
 
 
 
  
■Unipres Safety and Health Council 
The Unipres Safety and Health Council aims to 
upgrade safety and health management by 
cooperating with the Group companies and 
suppliers who comprise its membership to 
prevent industrial accidents, protect against 
disease, and promote health within those 
companies. Each year the council interviews 
five companies about their safety and health 
measures and inspects their manufacturing 
sites.  
 
 
 
Auditing at an overseas base 
Safety Dojo of Unipres 
Practical AED training

51 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
  
 
 
 
Unipres Group works to support employees’ health management, cut 
overtime hours, and encourage employees to take paid days off, 
coupled with the measures it has adopted to check employees’ stress 
levels and help with their mental health care, among others, as part of its 
efforts to create a healthy environment both physically and mentally for 
employees to work.
 
 
 
The Safety and Health Committee, under the Sustainability Committee, 
reports monthly on goals and activities related to health management, 
and shares measures and other information on employees’ health 
management in each district.
 
Unipres Group Declaration on Health 
 
The Unipres Group, with our slogan “Unified Commitment to 
Manufacturing,” places top priority on the physical and mental 
health as well as happiness of each of our employees and their 
families. 
We believe that employees and their families being healthy and 
happy encourages employees to be considerate of their peers and 
fosters mutual cooperation. This produces a vibrant organization 
which leads to value creation for the company as well as to our 
contribution to society. 
To ensure all employees are healthy and can work energetically, we 
will take steps to create a safe and comfortable working 
environment and support the advancement of health and 
prevention of illness for each and every one of our employees. 
We hope all employees will unite to advance in our efforts for 
health improvement so that we can be healthy and continue our 
challenges for our families as well as for ourselves. 
July 1, 2021
UNIPRES CORPORATION President and Representative Director
Nobuya Uranishi
Basic Approach 
Promotion System 
Related SDGs 
Unipres Health 
Insurance 
Society
General 
Administration 
Department
Industrial physician
Unipres Promotion System
Group Companies
Labor Union
Unipres Kyushu Corporation
Unipres Precision Corporation
Unipres Mold Corporation
Unipres Service Corporation
Unipres Butsuryu Co.,Ltd.
Overseas Group Companies
Head office Ⅰ area
Competent
Department
Human Resources 
Department
Safety and Health Committee
Chair：Officers in Charge
Head office Ⅱ area
Fuji area
Fujinomiya area
Sagami area
Oyama area
Moka area
Oppama area
Sustainability Committee
Chair：President
Health and Productivity Management

52 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
 
■KPIs for Health Management 
Promotion 
The following are the FY2021 results for the 
promotion of health management. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
■Certified as Health & Productivity 
Management Outstanding 
Organization, Two Years in a Row 
On March 9, 2022, Unipres was certified as a 
Health & Productivity Management 
Outstanding Organization in 2021 by the  
 
 
Ministry of Economy, Trade and Industry and 
Nippon Kenko Kaigi. This is the second  
consecutive year that we have been certified 
as a Health & Productivity Management 
Outstanding Organization. 
The Certified Health & Productivity 
Management Outstanding Organizations 
Recognition Program recognizes corporations 
that practice especially outstanding health and 
productivity management in consideration of 
their initiatives to tackle local health issues and 
to make health enhancement efforts 
promoted by Nippon Kenko Kaigi. 
 Under the Unipres Group Declaration on 
Health, we are working to create an 
environment in which employees and their 
supportive families can work and live in good 
physical and mental health. We will continue 
to promote health management by continuing 
and strengthening our efforts in lifestyle-
related disease prevention, mental health 
support, work-life balancing, and infectious 
disease countermeasures. 
 
 
 
 
 
 
 
■Efforts to Preserve and Enhance 
Employees’ Health 
<Efforts to Maintain Employees’ Health 
and Improve employees’ Lifestyles for 
Health Benefits> 
1) Based on the results of each regular health  
checkup, we provide a metabolic  
syndrome-specific health guidance and  
other follow-ups to the checkup in  
cooperation with the Unipres Health  
Insurance Association. 
2) We provide gastric cancer risk assessment  
tests (ABC screening), dental examinations, 
postural assessment service, and guidance 
in stretching. 
3) We have introduced a health management  
tool for employees. With this tool, 
employees can go online to view their 
health data and read healthcare 
information by topic, which helps improve 
their health literacy. 
4) Our cafeterias increasingly offer healthy  
dishes on the menu to choose from. 
5) The Cafeteria Plan is designed to cover part  
of the cost of a complete medical checkup 
and/or immunization for each employee 
and his/her family. 
6) Employees (including managers) who  
worked more than 70 overtime hours in a  
month receive a checkup to see the level of  
accumulated fatigue, and those who have  
been judged to be “high-risk” are 
interviewed by an occupational health  
physician. 
Performance reporting and initiatives 
Indicator 
FY2021 
Health 
Periodic health examination 
100% 
Completion rate of specific 
health guidance 
* Of those selected for the 
concerned fiscal year 
86.8% 
Percentage of smokers 
39.0% 
Mental 
health 
Seminar 
participation 
rate 
* Of those who 
are eligible 
New 
employees 
100% 
Supervisors 
95.3% 
Stress check inspection rate 
96.6% 
Work-life 
balance 
Percentage of annual leave 
taken 
74.2%

53 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
A partition and CO₂ detector  
placed in a conference room 
<Actions to Support Employees’ Mental  
Health> 
1) We annually check employees’ stress levels.  
Employees with a high stress level are 
interviewed by an occupational health 
physician or public health nurse. 
2) We provide for each need mental health  
training workshops on introduction to  
mental health, self-care, line-care, and  
communication, among others, for new  
employees as well as managers,   
supervisors, and other employees.  
3) We support employees who have been on  
long-term leave due to mental health  
issues in their efforts to return to work  
through our job reinstatement program. 
4) In addition to occupational health  
physicians and public health nurses  
available for consultation about mental  
health, consultations by external  
professionals can also be arranged.  
Employees can contact these mental  
health professionals via email, phone, or  
other appropriate means. The services are  
available also to their families. 
■Response to the COVID-19  
Pandemic 
In May 2021, we set up special paid leave for 
COVID-19 vaccination in order to facilitate 
inoculations among our employees and their 
families. 
 
【should be taken :】 
When the newly established special paid leave 
for COVID-19 vaccination (effective as of May 
1, 2021) 
1) On the appointment dates for a vaccine 
2) When an employee feels unwell due to side  
effects of the vaccine he/she has received  
(only the day following a vaccination) 
3) When an employee needs to attend and/or  
care for a family member he/she lives with,  
his/her parents and/or grandparents on the  
days specified in (1) and (2) above 
 
 
 
 
 
 
 
 
 
 
<Examples of Other Efforts to Prevent 
Infections with the New Coronavirus :> 
 
 
Employees are required to take their 
temperature and make sure they feel well 
before coming to the office. They must stay 
home if they feel unwell. 
Employees are urged to wash and sanitize 
their hands whenever possible. 
Employees are discouraged from non-
essential business trips or outings and 
encouraged to have online meetings. 
Only a certain number of people are allowed 
into each meeting room to prevent a close-
contact setting and rooms must be 
thoroughly ventilated. 
Partitions have been set up in each office and 
meeting room to control the risk of infections 
through respiratory droplets. 
CO₂ detectors have been installed to note 
any close-contact setting through a visual 
representation of CO₂ in a place. 
 
Mental Health Seminar

54 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
■Reduction in Overtime Hours 
The Unipres Group Code of Conduct specifies, 
“By not engaging in the employment of 
children, forced labor or human trafficking and 
ensuring appropriate working hours and 
payment of wages, etc., we take measures to 
observe the employment regulations of each 
nation.” We have adopted more strict 
management of working hours than ever in 
order to prevent our employees from 
overworking and encouraging a reduction in 
overtime hours. 
In fiscal 2021, the overtime hours worked by 
employees averaged 16.0 hours per month.  
■Encouraging Employees to Use Paid 
Annual Leave
We endeavor to have each employee use at 
least 15 days of annual leave entitlement, of 
which 8 days are planned annual paid leave, 
and we make a plan at the beginning of the 
year to ensure the use of annual leave. 
In addition, we have also set up five days of 
company-wide mandatory paid annual leave in 
an effort to create a workplace environment in 
which employees feel comfortable taking 
leave. 
In fiscal 2021, we achieved 14.0 days per 
employee.  
■Measures to Protect Employees 
from Global Health Problems 
Unipres holds orientation sessions for its 
employees scheduled to work in overseas 
locations. Each session provides copies of a 
document containing information about risks 
of infectious diseases (e.g., malaria, 
tuberculosis, HIV, hepatitis A, rabies) in the 
countries where they will be working, and 
about recommended vaccines coupled with 
the healthcare institutions. 
Our subsidiaries in China provide annual 
employee training to impart the knowledge 
needed to prevent infectious diseases, 
including HIV and tuberculosis. The subsidiary 
in India conducts disinsection to prevent its 
employees from contracting malaria. The 
subsidiary in Mexico has its prospective 
employees tested for malaria and HIV, and its 
employees for tuberculosis each year.

55 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
 Work-Life Balance 
 
 
Unipres offer our employees various work 
styles to choose from and provide 
environments where they feel comfortable 
working so that each of them will successfully 
advance his or her career regardless of age or 
gender. 
 
 
 
■Telecommuting (Working from 
Home, etc.) and Flextime 
We have been adopting teleworking (such as 
telecommuting) mainly for employees with 
childcare or nursing care needs as well as 
employees in charge of overseas business 
affected by time differences. Meanwhile, 
taking the opportunity of utilizing teleworking 
as a countermeasure against infectious 
diseases and incorporating it in a business 
continuity plan, we have established a new 
teleworking system that our employees can 
use at a certain frequency regardless of their 
circumstances even after the COVID disaster. 
We also have an established super-flextime 
system without core hours, thereby increasing 
our employees’ productivity through the 
flexible work arrangement and reducing overtime. 
 
 
 
 
 
■Volunteer Holiday System 
In FY2019, we established a volunteer holiday 
system in order to encourage our employees 
to engage in community service and to help 
them improve work-life balance.  
 
 
 
 
 
 
 
 
■Reinstatement System for Former 
Employees 
Unipres has set up a reinstatement system for 
former employees to enable jobs to be 
reinstated for those who leave the Company 
due to pregnancy, childbirth, childcare, caring 
for sick family members, marriage, or their 
spouse’s job relocation. Regardless of why 
they once left the company, we flexibly re-hire 
talented former employees. 
 
 
 
 
 
 
 
 
■Re-employing Retired Workers 
At Unipres we re-employ 100 percent of 
employees who wish to continue working after 
reaching the official retirement age of 60, 
enabling them to carry on working until 65. To 
get the most out of those who are re-
employed, we take steps to boost their 
motivation, reviewing their performance like 
other employees. 
 
Link (within this PDF): Employee Data 
 
 
 
Volunteer activity of beach cleanup 
Basic Approach 
Initiatives 
Related SDGs

56 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
   
 
 
Unipres is developing human resources to 
achieve sustainable growth on a global scale 
under the management philosophy of 
“Perfecting Machine Press Technologies: Going 
a Step Beyond.” Our global headquarters 
focuses on technical and specialist education, 
rank-specific training to improve leadership 
and management skills, and language 
education to strengthen global business 
responsiveness. 
 
 
 
■Achievements in Human Resources 
Development 
In FY2021, we provided 35,511 hours of 
training for the total of 944 employees (15.77 
hours per employee). The annual investment in 
education is 14,110 yen per employee.  
 
 
 
 
 
 
 
 
 
 
 
 
 
■Cultivating Next-Generation Leaders 
(the Middle Management 
Development Program) 
In FY2017 Unipres introduced a middle 
management program targeting early 
cultivation of next-generation leaders (i.e., 
heads of overseas bases and heads of 
departments), and the program provides 
"systematic acquisition of management skills" 
and "cultivation of a company-wide 
management perspective". 
In the training provided by an external 
organization, the trainees systematically 
acquire basic knowledge about management 
to develop their overall ability for corporate 
management. They also discuss business cases 
related to Unipres’ businesses, thereby 
acquiring a broad perspective, leadership 
skills, and resourcefulness required of human 
resources for business management. At the 
end of the nine-month program, the trainees 
propose visions of their companies to 
management, leveraging the knowledge they 
have acquired through the training.  
 
 
 
 
 
 
 
 
■Improving Employees’ Skills Needed 
to Navigate Through Our Global 
Business (Language Programs) 
We have an overseas Training dispatch 
program hands-on English conversation 
classes organized according to ability, a TOEIC 
class, and pre-overseas assignment training, 
among others. 
 
[Overseas Training Dispatch Program] 
By eliminating the conventional overseas 
language study program and instead 
providing opportunities for young 
employees to work on problem-solving 
through on-the-job training at overseas 
locations while interacting with local staff, 
we aim to improve young employees’ 
ability to execute work, communicate, and 
solve problems in different countries and 
cultures. 
By making the most of their training 
experience, young talents are expected to 
grow to be active in overseas offices in the 
future. Two employees were selected in 
FY2021 and are currently undergoing 
training at U.S. sites. 
Basic Approach 
Initiatives 
Related SDGs 
Human Resource Development

57 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
■Education System for Skills Transfer 
The Global Manufacturing Training Center has 
been established at the Sagami Office, where 
skills training has been provided since FY2016, 
with the aim of raising our level of 
manufacturing. 
To improve the skills of technical staff in 
charge of maintenance that requires special 
skills and expertise, we have developed 
teaching materials and equipment for 
instructors, various assessment and diagnostic 
tools, and award systems. With these elements 
in place, we are working to nurture trainers 
who have both expertise and advanced skills in 
handling dies, press equipment, and assembly 
equipment. Our goal is that each plant will 
eventually act independently in the future by 
having the these training trainers serve as the 
key of the training systems at their plants and 
take charge various skill education for 
technical staff. 
In FY2019, Regional Training Centers were 
established at our sites in Japan in an effort to 
enhance our system for training staff. After 
FY2020, we created an environment that 
allows us to remotely provide training for 
overseas manufacturing plants amid the 
current coronavirus pandemic. 
In addition, as for management education on 
manufacturing plant operation too, we have 
set up a new training program for supervisors,  
 
 
in addition to the elementary, intermediate 
and advanced hierarchical courses that have 
long been offered. Likewise, we provide solid 
educational programs that consist of several 
levels to help our employees acquire the 
knowledge they need for their lines of work 
and improve their skills. In doing so, we train 
the employees to become technical experts 
equipped with “technical skills and expertise,” 
“management skills (on-the-ground 
management),” and “humanity” in a well-
balanced manner. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Robot teaching practical training

58 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
Coexistence with Local Communities 
We are actively involved in local communities 
and contribute to the development of our 
business activities and these communities. 
In addition to complying with international 
rules and the laws in the countries where we 
operate, we also respect those countries’ 
cultures and customs and contribute to their 
development. 
 
■Principles for Community Investing 
The Unipres Group promotes community 
service activities that aim to develop a 
sustainable society, with a focus on 
environmental conservation, and social welfare 
and contributions to local communities that 
center on support for future generations. 
As a company in the automobile industry, we 
consider environmental conservation to be a 
particularly important issue.
The General Affairs Department is at the core 
of Unipres’ social contribution activities, and 
those in charge at each site are taking the lead 
in such activities. Our sites collaborate with 
each other to plan, prepare, implement, and 
invigorate activities, and share improvements. 
Our overseas sites also plan and implement 
community-based activities individually at 
each site. 
In FY2019, we have also established a 
volunteer leave system to support employees’ 
voluntary social contribution activities. 
Link (within this PDF): Volunteer Holiday System 
 
 
 
(★: Environmental Conservation  
(★: Cultivating the Next Generations) 
■Contribute to Society  
<Supporting Charities in Conjunction 
with Our Shareholders> ★/★ 
Unipres works together with its shareholders 
to contribute to society. We introduced a 
points-based system to our shareholder 
incentive program, enabling shareholders to 
donate their points to organizations 
contributing to society. As a company, we 
double the total amount of money (i.e., points) 
donated by shareholders, and at the same 
time donate any points that shareholders have 
not used. In FY2021 we donated a total of 
2,569,500 yen to two organizations: More 
Trees, which is engaged primarily in forest 
preservation activities in Japan and overseas, 
and the Foundation for Orphans from 
Automobile Accidents, which supports 
children who have lost their parents as a result 
of car accidents. 
In addition, we have introduced Kids Smile 
QUO Cards into our incentive gifts for 
shareholders. For each Kids Smile QUO Card 
purchased, 50 yen are donated to support 
activities that make life better for children in 
the areas affected by the March 2011 
earthquake and tsunami.  
 
Online link: Shareholders Meeting, Dividends, 
Shareholder incentive Program, etc 
(in Japanese) 
 
 
 
 
 
 
 
Basic Approach 
Promotion System 
Initiatives 
Related SDGs

59 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
<Neighborhood and Beach Cleanups> ★ 
Unipres cleans up the areas around its plants. 
In FY2021, the Sagami Office and Fuji Office 
conducted cleanup activities at their nearest 
railway stations and areas around their plants. 
We will continue our activities to beautify the 
local environment. 
In FY2021, as in the previous fiscal year, 
volunteers from the Head Office cleaned the 
Miura Coast in Kanagawa Prefecture. The 
employees picked up cigarette butts, plastic 
bags, PET bottles, and a lot of other trash at 
the beach that looked clean at a glance. 
 
<Plant Tours> ★ 
We conduct plant tours for local schools at 
each Unipres plant. In October 2021, we 
hosted 10 first-year students from a nearby 
high school at our Fuji Plant for a plant tour 
and a dialogue with their alumni, providing a 
good opportunity for them to learn about 
press technology and the appeal of 
manufacturing. 
 
 
 
 
 
 
 
<Donation of Ruined or Unused 
Postcards> ★ 
We asked employees to donate ruined or 
unused postcards if they had any at home. A 
total of 418 postcards were collected across 
our offices and plants. These postcards were 
exchanged for postage stamps, which we 
donated to Plan International, an organization 
that provides aid for children in developing 
countries. 
 
<Delivery of Translated Picture Books> ★ 
In February 2022, employees from the Head 
Office and the Fuji and Sagami Offices 
participated in the Campaign to Deliver Picture 
Books promoted by Shanti Volunteer 
Association. This campaign is to deliver 
Japanese picture books in the local language 
using stickers to children living in harsh 
environments. In this event, we prepared 
books for children in Afghanistan. 
Employees who participated in the campaign 
shared many motivational comments, saying, 
for example, they were glad to be able to help 
children’s future. 
 
 
 
 
<Food Drive Operations> ★ 
In January 2022, we held a food drive at the 
Head Office and the Fuji and Sagami Offices. 
A food drive is an activity to reduce food loss 
and support the needy by bringing unused 
food left over from home and donating it to 
food bank organizations. 
By publicizing the event on the company 
intranet and displaying posters at each site, as 
many as 164 food items were collected. 
 
 
 
 
High school students listening to an 
explanation about a press machine 
Employees putting local language 
stickers on a picture book

60 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
 
<Main Sponsorships in FY2021> 
 
•Supporting members of General Incorporated  
Association F.Marinos Sports Club 
•Federation of All Nissan and General Workers'  
Unions NPO Center u-life21 
•All Japan Intercollegiate Women's Ekiden  
Championship (Mt. Fuji Women’s Relay) 
•National Wheelchair Marathon (Nissan Cup  
Oppama Championship)* 
•Fuji Festival, Fuji, Shizuoka Prefecture* 
* These programs were cancelled in FY2020 due to the COVID-19. 
■Sponsorship 
Unipres provides sponsorship and financial 
support, focusing primarily on organizations 
and events in communities where its head 
offices and plants are located. We also play an 
active part in community events. 
 
<Endorsement of F. Marinos Sports Club> ★ 
In FY2020, endorsing F.Marinos Sports Club’s 
ideas to “create a sustainable local community 
through sports” and “offer training for children 
to become world-class athletes,” we became a 
supporting member of the Sports Club as our 
small contribution to future generations. 
 
 
 
 
 
 
 
 
 
 
  
 
One of "u-life21"'s social welfare activities 
Puppet show performance for children

61 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
 ◆Traffic Safety Education for Foreign Trainees 
[Unipres Precision Corporation] 
 
On the occasion of accepting foreign  
technical intern trainees, we invited  
police officers to give lectures on  
bicycle traffic rules and manners,  
as well as basic rules for living in  
Japan. In FY2021, 30 trainees  
attended the lecture. 
 
 
 
 
 
Unipres Group companies in Japan and overseas are also engaged in a range of initiatives. 
 
◆Training Technical Interns at Training Academy 
[Unipres (UK) Limited] 
 
We have established a Training  
Academy in 2017, which accepts  
about 50 apprentices a year who  
aim to become technical personnel  
in the automotive field.  
The Academy's practical training  
program is aimed at not only  
gaining specialized knowledge but 
also learning at actual production sites. 
 
◆Christmas Donations 
[Unipres Mexicana, S.A. de C.V.]  
 
Every year, Unipres Mexicana  
donates gifts to children in low-
income families at Christmas time.   
In FY2021, we donated blankets to 
police stations, beside our annual 
donations to kindergartens and 
elementary schools. 
 
◆Donation of Cattle and Sheep to Neighboring Villages 
[PT. Unipres Indonesia] 
 
As part of our community  
contribution activities, we are  
working with Japanese companies  
in the KBI Industrial Park, where  
Unipres Indonesia is located, to  
donate cattle and sheep to  
neighboring villages during the  
Feast of Sacrifice. We have been  
taking part in the donation for more than 10 years, and we will 
continue this initiative to contribute to the regional development. 
 
Initiatives (Group Companies)

62 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Sustainability 
Management 
Governance 
 
Corporate Governance 
 
 
Unipres has established the Sustainability 
Committee chaired by the President in FY2022 
to develop a system ensuring the 
appropriateness of operations. In promoting 
an integrated internal control system, we have 
established the Risk Management Committee 
and Corporate Ethics Committee under the 
Sustainability Committee to determine policies 
and measures and to ensure the 
appropriateness of operations. 
We are fulfilling our corporate social 
responsibility by promoting activities based on 
our management philosophy and corporate 
code of conduct throughout the company and 
by strengthening our management system on 
a global level. 
 
 
 
 
 
In April 2015, Unipres implemented changes 
to its business management structure. The 
changes were intended to facilitate prompt 
managerial decisions and business execution  
 
 
by clearly separating managerial decision-
making and supervision from business 
execution, as well as to enhance corporate 
value by strengthening corporate governance. 
Moreover, the Company sought to strengthen 
its governance even further by converting 
from a company with an audit and supervisory 
board to a company with an audit and 
supervisory committee at the 77th Regular 
Shareholders’ Meeting held in June 2016.  
The Board of Directors, which supervises 
management, requires that internal directors 
be knowledgeable about our businesses and 
have expertise based on work experience in 
relevant fields, and that outside directors have 
specialized knowledge and insight related to 
management in general, laws and regulations, 
and finance, among others. Consequently, we 
have a balanced Board. In an effort to ensure 
diversity on the Board of Directors, we elected 
two women at the Annual General Meeting of  
Shareholders in June 2022. 
The bodies and chairs of the committees that  
sustainability and administer internal control  
are as follows: 
 
 
• The Sustainability Committee is chaired by 
the President. 
•The Executive Committee, which passes 
resolutions on matters delegated to it by the 
Board of Directors, as well as other important 
matters relating to business execution, is also 
chaired by the president. 
•The Chairs of the Environment Committee, 
Safety and Health Committee, Quality 
Assurance Committee, Risk Management 
Committee, and Corporate Ethics Committee 
are appointed by the President, who chairs the 
Sustainability Committee. The Environment 
Committee is chaired by the Executive Officer 
in charge of general affairs; the Safety and 
Health Committee, by the Executive Vice 
President in charge of plants and production; 
the Quality Assurance Committee, by the 
Executive Vice President in charge of quality; 
the Risk Management Committee, by the 
Executive Vice President in charge of corporate 
planning; and the Corporate Ethics Committee, 
by the Executive Vice President in charge of 
sales. 
 
Related SDGs 
Organizational System for Governance  
Basic Approach and Policy

63 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
【Corporate Governance at Unipres Corporation】 
 
 
 
 
 
 
 
 
 
 
 
■Nomination and Remuneration Committee 
In June 2022, we established the Nomination and Remuneration 
Committee, a voluntary advisory body to the Board of Directors, in order 
to strengthen the independence, objectivity, and accountability of the 
Board’s function related to director nominations and remuneration, and 
to further enhance and strengthen the corporate governance system. 
The three-member Committee consists of one internal director 
(Chairman: Yoshio Ito) and two independent outside directors (Hiroko 
Yoshiba and Sonoe Hasegawa), which means the outside directors 
account for the majority. The Committee discusses the matter as 
consulted from the Board of Directors and reports back to the Board. 
  
 
 
 
 
 
Medium- and  
long-term 
Targets 
FY2021 
Targets 
Result 
Level of 
achievement 
FY2022 Targets 
Continued 
implementation 
of measures to 
improve the 
effectiveness of 
the Board of 
Directors 
－ 
－ 
－ 
■ Establish and 
implement the 
Nomination and 
Remuneration 
Committee  
■ Implement a 
new executive 
remuneration 
system 
 
Online link:Corporate Governance Report (in Japanese) 
Internal Control System Basic Policy 
(✓: Achieved  △: Almost/partially achieved  ✗: Not achieved) 
Goal and Result

64 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
 
 
■Board Composition (skills matrix) 
We expect our directors to have the following skills. 
A new female director was elected at the Annual General Meeting of 
Shareholders held in June 2022, increasing the percentage of women on 
the Board of Directors from 13% to 22%. 
 
 
 
 
 
 
 
 
■ Directors and Their Attendance at Board/Committee  
Meetings 
 
■Details of Basic Policy on Executive Remuneration 
The composition of remuneration for Executive Directors (directors who 
also serve as executive officers) is determined in consideration of the 
linkage with business performance and shareholder value, as well as the 
stability of remuneration. 
Specifically, remuneration consists of base remuneration (monetary 
compensation), short-term performance-linked remuneration, and long-
term performance-linked remuneration. 
Basic remuneration is a monthly fixed remuneration based on the 
position, in consideration of merit, experience, and other factors. 
Short-term performance-linked remuneration is a bonus that is a 
monetary compensation as an incentive for short-term performance 
improvement. 
Long-term performance-linked remuneration is a restricted stock 
compensation that causes executives to share the benefits and risks of 
stock price fluctuations with shareholders and motivates them to 
contribute to stock price increase and corporate value enhancement. 
In order to maximize the performance of Executive Directors in the 
execution of their duties, the percentage of performance-linked 
remuneration is increased for those with higher positions. Generally, the 
percentage of fixed remuneration is 50% when performance targets are 
achieved 100%, and that of performance-linked remuneration (bonuses 
and stock compensation) is 50%. 
For Executive Directors, provisions concerning the forfeiture, reduction, 
and return of remuneration (clawback and malus provisions)* have been 
introduced for long-term performance-linked remuneration (restricted 
stock compensation). 
Outside directors who are not Audit and Supervisory Committee 
members is rewarded only by stable monthly remuneration, with no link 
to business performance or shareholder value. 
The remuneration for directors who are Audit and Supervisory 
Committee members is determined, through consultation among such 
directors, within the total amount of remuneration resolved at the 
General Meeting of Shareholders. 
 
*1 Masashi Imoto’s attendance at Board of Directors meetings is for the period from his  
appointment as a director on June 24, 2021 until his resignation on March 25, 2022. 
*2 The Board of Directors meetings and Audit and Supervisory Committee meetings that 
Yoshio Itou were those that were held after they became Members of the Board (a 
member of the Audit and Supervisory Committee) on June 24, 2021. 
* Provisions stipulating that in the event of serious misconduct or material breach of  
laws, regulations, or the like, the stocks shall be returned after the termination of  
transfer restrictions or shall be forfeited or reduced during the period of transfer 
restrictions. 
Board of Directors 
Executive Remuneration

65 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
■ Structure and Composition of Executive Directors’ Remuneration 
 
 
Type of remuneration 
Percentage 
Reward policy 
Monthly 
remuneration 
Monetary 
compensation 
50% 
- The monthly remuneration shall be a fixed remuneration, the amount and calculation method of which 
shall be determined on the basis of the position of responsibility, in consideration of the merit, 
experience, and other factors of the executive. 
Bonus 
Short-term 
performance-
linked 
remuneration 
(monetary 
compensation) 
50% 
- Short-term performance-linked remuneration is a monetary compensation as an incentive for short-term 
performance improvement. 
- The amount shall be determined on the basis of monthly remuneration multiplied by a predetermined 
coefficient that comprehensively takes into account performance indicators and other factors. 
- The performance index shall be ordinary income, which is an objective and unambiguous index that can 
measure the outcome of efforts to maintain and improve ordinary profitability on a consolidated basis. 
Restricted stock compensation 
By position 
Long-term 
performance-
linked 
remuneration 
(stock 
compensation) 
- Long-term performance-linked 
remuneration is a restricted stock 
compensation that causes executives 
to share the benefits and risks of stock 
price fluctuations with shareholders 
and motivates them to contribute to 
stock price increase and corporate 
value enhancement. 
- The restrictions on transfer shall be 
terminated upon retirement. 
- The position-specific remuneration shall be determined  
according to the executive’s position. 
Performance-
linked 
- The performance-linked remuneration shall be granted according 
to the base amount of each position in consideration of the 
percentage of achievement of performance indicator targets in 
the previous fiscal year. 
- The performance indicators are company performance (ordinary 
income), external ESG evaluation including climate change 
countermeasures, and the performance of the department in 
charge. The weight ratio of performance indicators varies within 
the range of 0-100%; the higher the position, the higher the 
percentage of company-wide performance.

66 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Risk Management 
In order to promote sustainability 
management and internal control, the Unipres 
Group puts in place the necessary systems and 
other measure for appropriate management to 
minimize the impact of risks when they 
become a reality. In doing so, we define risk as 
the possibility of occurrence of events that 
prevent Unipres and its subsidiaries from 
achieving their management policies, and 
anticipate various risks related to the 
management of Unipres and its subsidiaries.  
 
 
The Unipres Group had the Risk Management 
Subcommittee under the Internal Control 
Committee until FY2021 for the purpose of 
promoting company-wide risk management. 
In April 2022, however, this subcommittee was 
reorganized to establish the Risk Management 
Committee, which carry out its activities under 
the Sustainability Committee. The Risk 
Management Committee takes over and 
enhances the role of the former Risk 
Management Subcommittee by reviewing and 
discussing risk management-related policies, 
targets, action plans, progress, and 
performance, and by making reports and 
proposals to the Board of Directors and the 
Sustainability Committee. 
The Risk Management Committee is chaired 
by the Executive Officer in charge of corporate 
planning, appointed by the Chair of the 
Sustainability Committee, and it also consists 
of two vice chairs (the Executive Officer in 
charge of technology and the Executive Officer 
in charge of general affairs) and three 
members (the department head in charge of 
corporate planning, the department head in 
charge of general strategy planning, and the 
department head in charge of general affairs). 
In addition, a full-time Audit and Supervisory 
Committee member also attends Committee 
meetings as an observer. Four Committee 
meetings are scheduled for FY2022. For 
reference purposes, the former Risk 
Management Subcommittee met four times in 
FY2021. 
 
 
■Identifying Risks Using a Risk  
Management Self-Checklist 
In order to manage risk of loss, we assessed 
and analyzed risk throughout the Company 
and selected five major areas requiring 
companywide responses (measures to address 
tax law, information security, business 
continuity plan [BCP], human resource risk, 
and compliance). We take action to reduce 
each of the associated risks and report 
progress to the Board of the Directors. 
In FY2022, we have changed the name of 
company-wide risks to Unipres Group Key 
Risks in order to further enhance the mobility 
and comprehensiveness of our activities. 
 
■Information Security System 
At Unipres we recognize our social obligation 
to take comprehensive and effective measures 
to minimize the risk of information being 
leaked, and to manage and use our 
information assets securely. We have therefore 
formulated an Information Security Policy to 
maintain information security properly, and we 
are working to improve our management of 
confidential information by establishing an 
information security system based on this 
policy. 
 
Related SDGs 
Basic Approach and Policy 
Promotion System 
Initiative

67 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
■Business Continuity 
Our measures to counter risks related to 
possible large-scale natural disasters include 
(1) BCP development, (2) seismic 
reinforcement implementation, (3) emergency 
stockpile deployment, etc. Thus, we are taking 
action to ensure that post-disaster damage to 
our businesses is kept to a minimum. 
 
■Implementation of BCM Training  
We conduct regular BCM training in order to 
continue our business when we are exposed to 
threats and minimize the unavailability of our 
products to customers. 
Training is provided to cope with situations 
that may occur due to risks, and the 
effectiveness of functions and procedures is 
checked against the prepared risk 
management plan. 
 
Online link: Corporate Governance 
Annual Securities Report (in 
Japanese)

68 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Compliance 
 
 
 
 
 
 
 
In order to set the compliance with laws and 
regulations and social ethics as the foundation 
of our corporate activities, we have established 
the Unipres Group Code of Conduct, the spirit 
of which is communicated to all executives 
and employees by the President.
  
The Unipres Group had established a 
Compliance Subcommittee under the Internal 
Control Committee to promote compliance 
throughout the Unipres Group until FY2021, , 
but in April 2022, this subcommittee was 
reorganized and the Corporate Ethics 
Committee was established under the 
Sustainability Committee to carry out its 
activities. The Corporate Ethics Committee 
takes over and enhances the role of the former 
Compliance Subcommittee by reviewing and 
discussing compliance- and human rights-
related policies, targets, action plans, progress, 
and performance for the promotion of 
sustainability management and internal 
control, and by making reports and proposals 
to the Board of Directors and the Sustainability 
Committee. 
  
The Corporate Ethics Committee is chaired by 
the Executive Vice President and Director (in 
charge of sales and cost planning), as 
appointed by the Chair of the Sustainability 
Committee. The other Committee members 
consist of one Vice Chair (Executive Officers in 
charge of general affairs and human 
resources) and 14 members (department 
heads for human resources, general affairs, 
accounting, sales, procurement, 
comprehensive strategic planning, 
manufacturing, production engineering, and 
internal audit). In addition, a full-time Audit 
and Supervisory Committee member attends 
Committee meetings as an observer. Six 
Committee meetings are scheduled for 
FY2022. For reference purposes, the former 
Compliance Subcommittee met four times in 
FY2021.
Medium- and  
long-term Targets 
FY2021 Targets 
Result 
Level of 
achievement 
FY2022 Targets 
No incidents of 
serious legal 
violations 
－ 
－ 
－ 
■No incidents of serious legal 
violations 
■Plan and implement 
company-wide compliance 
education 
 
Related SDGs 
(✓: Achieved  △: Almost/partially achieved  ✗: Not achieved) 
Basic Approach and Policy 
Promotion System 
Goal and Result

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Social 
Governance 
Supplementary 
Materials 
Initiatives 
 
■The Unipres Group Code of Conduct 
Guided by our management philosophy, 
“Perfecting Machine Press Technologies: Going 
a Step Beyond,” we in the Unipres Group will 
continue to operate in a way that merits 
society’s trust. In order to realize this 
management philosophy, we believe it is 
essential to make a unified commitment to 
manufacturing, and at the same time to fulfill 
our corporate social responsibility by 
complying with all national and international 
laws and regulations, as well as internal rules, 
and by keeping our other promises. We have 
established the Unipres Group Code of 
Conduct, coupled with the Unipres Group 
Code of Conduct Guidebook (instructions), as 
guidelines on how officers and employees of 
the Unipres Group should perform their day-
to-day work based on this belief, so that the 
Group as a whole works to further ensure 
compliance. 
The Unipres Group Code of Conduct and the 
Unipres Group Code of Conduct Guidebook 
are reviewed annually by compliance 
subcommittees. If any changes must be made, 
the Internal Control Committee discusses 
proposed changes.  
 
Online link: The Unipres Group Code of 
Conduct
 
■E-Learning Training 
(Compliance Self-Check) 
As part of the training based on the Unipres 
Group Code of Conduct, we provide annual e-
learning training (compliance self-check) for all 
officers and employees. A survey is conducted 
to check the effects of the training, and the 
results are reported to the Board of Directors. 
In fiscal 2021, a total of 21 Unipres Group 
companies (7 in Japan and 14 overseas) 
implemented the program, and a total of 
9,336 people (3,615 in Japan and 5,721 
overseas) participated in the training.
 
■Internal Whistle-Blowing System 
We have established a whistleblowing system 
and set up the Unipres Hotline for 
whistleblowers in order to enhance our 
compliance operation by facilitating early 
detection and correction of misconduct. This 
enables directors and employees who have 
discovered any compliance issues(an act that 
violates an act, ordinance, etc./an in-house 
rule or regulation/corruption, etc./ the Unipres 
Group Code of Conduct, etc.) to directly notify 
or consult with the compliance supervisory 
unit. In addition, external contact points 
involving external counselors have been 
established for Unipres and its domestic 
subsidiaries to ensure fairness and 
transparency. For privacy protection, 
anonymous reports are also accepted.  
The total number of whistle-blowing reports in 
FY2021 was 19 in 6 domestic subsidiaries and 
13 overseas subsidiaries, and all cases have 
been handled. 
Moreover, we strive to improve the capability 
of staff in charge of whistle-blowing affairs by 
letting them regularly attend seminars for 
whistle-blower contact persons.

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＜Basic Anti-Corruption Policy＞ 
1. Legal Compliance 
UNIPRES CORPORATION and its subsidiaries (hereinafter referred to as “UNIPRES Corporate Group”) and their officers and employees (including contract employees, 
part-time workers and temporary workers that are not regular company employees. Hereinafter referred to as “Employees”) shall comply with the anti-corruption-related 
laws and ordinances that apply to UNIPRES Corporate Group companies and this Basic Anti-Corruption Policy (hereinafter referred to as “the Policy.”). 
2. Prohibition of Bribery and Excessive Entertainment and Gifts 
The UNIPRES Corporate Group and the Employees shall not under any circumstances provide, or offer or promise to provide benefits including money, gifts, 
entertainment or travel to public officials or members of the private sector (natural people and corporations) for the purpose of obtaining unjust business benefits. 
However, entertainment, gifts and travel are allowed only if the purpose and amount of money, etc. conform to applicable laws and regulations, do not violate the 
UNIPRES Group Code of Conduct (including national Code of Conduct Guide Books), and are within the appropriate range according to social norms. 
The UNIPRES Corporate Group and the Employees shall not under any circumstances receive, or require or promise to receive money, gifts, entertainment, travel or any 
other benefits from third parties intending to conduct business with UNIPRES Corporate Group. However, this shall be allowed if the purpose and amount of money, etc. 
conform to applicable laws and regulations, do not violate the UNIPRES Group Code of Conduct (including national Code of Conduct Guide Books), and are within the 
appropriate range according to social norms. 
3. Facilitation Payments 
Even small payments (so-called “facilitation payments”) to facilitate procedures for ordinary administrative services can be bribery, and therefore such payments are 
prohibited.  
4. Appointment of Agents, etc. 
The UNIPRES Corporate Group requires suppliers, contractors, venders, distributors, external agents, consultants and agents of UNIPRES Corporate Group to comply 
with the Policy. 
5. Violation Reporting Obligation 
Employees shall always report any violation of the Policy to the company through Internal Notification, etc. Under the Internal Notification Rules of UNIPRES Corporate 
Group companies, disadvantageous acts against reporting of violations are strictly prohibited. 
6. Proper Accounting 
 Employees shall comply with laws and internal rules, perform appropriate accounting treatment to ensure the accuracy and reliability of financial and tax accounting, 
keep accurate records, and retain them properly. 
Basic Approach and Policy 
Anti-Corruption 
 
 
 
 
 
In accordance with the Unipres Group Code of Conduct and various 
policies, the Unipres Group officers and employees are committed to 
preventing all kinds of corrupt practices, including bribery, conflicts of 
interest, anti-competitive practices, and insider trading. 
 
 
 
In FY2021, no employee was punished or dismissed for violating the 
Unipres Group Code of Conduct with regard to anti-corruption or the 
Basic Policy on Anti-Corruption. 
 
Related SDGs

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■Anti-Corruption Compliance 
 
The Unipres Group has established the following anti-corruption policies in its Code of Conduct.
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
【Observance of the Competition Law and Related Legislation】 
We observe the Competition Law and Related Legislation, and conduct all our transactions with 
integrity, fairness, and transparency. 
 
【Relations with Interested Parties and Business Partners】 
In our relations with interested parties and business partners, we neither accept nor engage in profit-
sharing activities or gift exchange beyond the scope of social courtesy. 
 
【Prohibition of Insider Trading】 
We do not engage in transactions deemed to be, or leading to suspicion of, insider trading. 
 
【Separation of Our Professional and Private Lives】 
We separate our professional and private lives. We do not use the company name for personal gain.  
We do not engage in such actions as taking company resources for personal use or personally receiving 
money or gifts from business partners or other similar parties. 
 
【Proper Accounting】 
We observe laws and internal company regulations engage in proper accounting to secure accuracy 
and credibility in our financial and tax accounting. By strengthening internal and external audit 
functions, we aim to engage in transparent corporate management. 
 
【Relations with Government and Public Administration】 
In our business relations with public officials, we strive to build transparent and fair relationships and do 
not engage in the exchange of money or gifts beyond the scope of social custom.

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Promotion System 
Initiatives 
Goal and Result 
 
The Unipres Group promotes company-wide 
anti-bribery and anti-corruption initiatives, and 
as in the case of compliance, the Corporate 
Ethics Committee reviews targets and action 
plans.
 
 
 
 
■Education 
We assess and analyze risks involved in 
matters related to the anti-corruption efforts. 
Our e-learning training (compliance self-
check) deals with the subject of anti-
corruption based on the assessment and 
analysis in order to raise employees’ 
awareness through education. 
 
 
 
 
 
■Risk Assessment 
We have added items pertaining to anti-
bribery and anti-corruption to the check list 
we use for legal due diligence on an alliance 
partner in whom we have a stake. 
 
 
 
Medium- 
and  
long-term 
Targets 
FY2021 Targets 
Result 
Level of 
achievement 
FY2022 Targets 
No incidents 
of anti-
corruption 
violations 
Formulation of 
global anti-
corruption 
guidelines 
Formulated the 
Basic Anti-
Corruption Policy 
and deployed it 
to domestic and 
overseas offices 
✓ 
■No incidents of anti-
corruption 
violations 
■Establishment of 
entertainment and 
gift-giving 
guidelines and 
company-wide 
education 
 
(✓: Achieved  △: Almost/partially achieved  ✗: Not achieved)

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Supplementary Materials 
Employee Data (Target companies: Unipres Corporation and Unipres R & D Co., Ltd.)                          
   
 
 
 
  
 
  
 
 
 
Unit
FY2019
FY2020
FY2021
Average hours of overtime
Hours/month
21.2
18.3
16.0
Total union members
No.
1,750
1,737
1,751
No.
5
6
7
Female (%)
％
1.6
1.9
2.2
No.
1
1
1
Female (%)
％
11.1
11.1
12.5
No.
1
1
1
Female (%)
％
33.3
33.3
50.0
Non-Japanese employees
No.
20
22
25
Men
11
13
16
Women
9
9
9
New graduates hired
No.
82
51
0
Men
71
40
0
Women
11
11
0
Mid-career hired
No.
40
8
3
Men
32
5
2
Women
8
3
1
％
17.6
23.7
33.3
Percentage of women hired
Female managers
Female directors
Female outside directors
No.
No.
No.
Unit
FY2019
FY2020
FY2021
Employees
No.
2,550
2,585
2,500
Men
2,335
2,366
2,274
Women
215
219
226
Average age
Years
41.6
41.8
42.5
Men
41.9
42.1
42.9
Women
38.6
38.6
38.8
Average years employed
Years
17.6
17.7
18.1
Men
18.1
18.2
18.6
Women
13.1
13.3
13.4
Employees who left the company
％
3.8
2.2
4.6
Fo personal reasons
3.8
2.2
4.6
For company reasons
0
0
0
％
92.8
88.4
92.3
Average annual salary
Thousand yen
6,211
5,882
5,631
Disabled people in workforce
％
2.28
2.53
2.50
Employees taking children leave
No.
17
32
26
Men
No.
14
24
17
％
28.0
61.5
43.6
Women
No.
3
8
9
％
100
100
100
Employees returning after childcare leave
％
100
100
100
Men
100
100
100
Women
100
100
100
Employees taking nursing care leave
No.
0
0
0
Men
0
0
0
Women
0
0
0
Employees taking maternity leave
No.
3
10
11
Days of annual leave taken
Days
16.2
13.8
14.0
Annual leave taken
％
87.5
73.6
74.2
Years
％
％
No.
Employee retention rate
(three years after recruitment of new graduates)
No.
Years

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Employee Data (Global)                     Safety and Health Data                
  
  
 
 
 
 
 
                                              
 
 
 
 
【Safety and Health Training and Number of Employees Receiving 
Training】 
（Target companies: Unipres Corporation and Unipres R & D Co., Ltd.） 
【Accidents That Require Time off from Work】 
Unit
FY2019
FY2020
FY2021
Employees
No.
11,398
10,175
9,845
Female
%
-
-
12.3
No.
3,351
3,418
3,328
Female
%
-
-
9.5
No.
7,867
6,757
6,517
Female
%
-
-
14.1
Female managers
No.
-
8
9
Female
%
-
2.0
2.3
No.
-
90
82
Female
%
-
20.5
19.1
Japan
No.
-
53
51
Overseas
No.
-
26
37
Japan
%
-
-
6.0
Overseas
%
-
-
14.2
Full time staff voluntary
turnover rates
No. of employees
(Unipres Group)
Japan
Overseas
Japan
Overseas
Disabled people in
workforce
Unit
FY2019
FY2020
FY2021
Lost work-time incidents
No. of serious accidents
No.
0
0
0
Industrial accident
frequency rate
-
0.000
0.247
0.257
Severity rate of accidents
causing absence from work
-
0.000
0.003
0.006
Training
No. of participants in 2021
*Total number of attendees
Safety and health training for new employees
825
Training for managers and supervisors
99
Traffic safety training
2,575
Fire drill
2,082
Training to prevent the transmission of the new coronavirus
*Mostly in China
1,910
Workshop on life-saving procedures and other
2,356
（Target companies: Unipres Corporation and its consolidated subsidiaries in Japan and overseas）

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Environmental Data  
(Target companies: Unipres Corporation and Unipres R & D Co., Ltd.)  
                           
  
 
 
 
 
 
 
  
  
 
  
 
* Emissions from mobile sources is not added to the system boundary of Energy usage and Greenhouse gas  
emissions. 
* In FY2020, the amount of substances subject to the PRTR law handled was less than that subject to  
notification, so no emissions were reported. 
* Energy use is calculated according to the Act on the Rational Use of Energy.   
* The average yearly change in energy intensity over a five-fiscal-year period is the geometric mean of  
the year-on-year changes of the four consecutive years including the fiscal year of reporting. 
 
【Direct Greenhouse Gas Emissions (Scope 1)】 
【Indirect Greenhouse Gas Emissions (Scope 2)】 
Unit [t-CO2] 
* Amount of Leaked fluorocarbons is calculated based on the calculated leakage reporting system based 
on "Act on Rational Use and Proper Management of Fluorocarbons JAPAN". 
【Targets and Results for Basic Unit of Energy Consumption】 
【Sulfur Oxides (SOx) Emissions Per Year]】 
(Target companies: Unipres Corporation, Unipres R&D, and Unipres Kyushu.) 
【Nitrogen Oxides (NOx) Emissions Per Year】 
Unit [t] 
*The figures have been calculated in accordance with the “Environmental Reporting Guidelines 2018.” 
(Target companies: Unipres Corporation, Unipres R&D, and Unipres Kyushu.) 
【Disposal of Hazardous Wastes】 
*The figures have been calculated in accordance with the “Environmental Reporting Guidelines 2018.” 
Unit [t-CO2] 
FY2017
FY2018
FY2019
FY2020
FY2021
6,186
4,166
4,290
4,147
6,083
Other GHGs
190
98
99
124
96
Non-energy sources CO₂
110
90
89
74
81
Methane (CH4)
4
5
5
6
9
Dinitrogen monoxide (N₂O)
2
2
3
3
4
Leaked fluorocarbons
74
1
2
41
2
Energy-derived CO₂
FY2017
FY2018
FY2019
FY2020
FY2021
17,339
16,800
16,073
16,462
12,009
Energy-derived CO₂
FY2017
FY2018
FY2019
FY2020
FY2021
94.7%
107.9%
115.3%
110.0%
121.1%
113.5%
Target(Year-on-year changes)
99.0%
Result(Year-on-year changes)
Average yearly change in energy intensity over a five-fiscal-year period
FY2019
FY2020
FY2021
Sulfur oxide (SOx) emissions per year
1.163
0.924
0.073
FY2019
FY2020
FY2021
Nitrogen oxide (NOx) emissions per year
4.91
6.96
8.62
Unit [t] 
Unit [kg] 
Unit
FY2019
FY2020
FY2021
MWh
35,092
29,388
26,311
MWh
55,265
54,069
65,343
KWh
190,384
170,007
188,667
t-CO2
20,462
20,733
18,188
ｔ
949
697
779
kg
0.5
‐
0.0
K㎥
1,014
837
1,061
Water consumption
 (water supply and groundwater)
Power usage
Energy usage
Renewable energy generation
Greenhouse gas emissions (scopes 1 and 2)
* See page 19 for scope 3, which has different criteria
Waste emissions (general waste + industrial waste)
* Excludes valuables that have been sold.
Emissions of substances subject to the PRTR law
FY2017
FY2018
FY2019
FY2020
FY2021
-
-
-
541
198
-
Waste containing low-concentration
 (or negligible) PCBs
41,845
9,016
-
-
Waste containing high-concentration
PCBs
Type

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FY2021
Total amount of spending on community service activities (millions of yen)
3.1
Political contributions; spending on lobbying and other activities (millions of yen)
0.4
Disclosed fines, monetary penalties, or settlement money related to corruption (millions of yen)
0.0
Total amount of fines and penalties related to the environment during the fiscal year (millions of yen)
0.0
（Target companies: Unipres Corporation and its consolidated subsidiaries in Japan） 
Others (Social Contributions, Compliance) 
*Unipres North America is out of the scope of tabulation. 
*Unipres Wuhan and Unipres (Thailand) were added to the scope of tabulation in FY2021. 
*UM Corporation has been added to the scope of tabulation for power usage and renewable energy only  
since FY2020. 
*The data on emissions from mobile sources (mostly vehicles traveling on public roads) do not include  
data from some offices. 
 【Offices excluded】FY2019: Unipres Mold, Unipres Alabama, Unipres (UK), Unipres Guangzhou, 
Unipres Precision Guangzhou, Unipres India, and PT. Unipres Indonesia 
FY2020: Unipres Mold, Unipres Alabama, Unipres Mexicana, Unipres (China),  
Unipres Guangzhou, Unipres Precision Guangzhou, Unipres India, and  
PT. Unipres Indonesia 
*The data from Unipres Mold and Unipres U.S.A. used to calculate the water consumption during FY  
2020 were estimates. 
Environmental Data (Global) 
【Trends in the Amount of Specified Chemical Substances  
Transferred】 
*Dashes in the table above indicate that the amount of the substance handled was less than  
the minimum reporting threshold. 
（Target companys: Unipres Corporation） 
Unit [kg] 
【Changes in Volatile Organic Compounds (VOCs) Emissions】 
* The "0.0" in the table is the result of calculations rounded to two  
decimal places. 
FY2017
FY2018
FY2019
FY2020
FY2021
0.8
0.9
0.5
-
-
0.1
0.1
-
-
-
-
2.8
-
-
-
49
10
-
-
-
-
-
-
-
0.0
Chemical
Toluene
Xylene
Normal hexane
Methylnaphthalene
Manganese and its compounds
FY2019
FY2020
FY2021
0.5
0.3
0.2
0.1
0.0
0.0
1.5
0.7
0.7
0.1
0.1
0.1
0.0
0.0
0.0
Chemical
Toluene
Xylene
Normal hexane
Benzene
Ethylbenzene
（Target company: Unipres Corporation） 
Unit [kg] 
Unit
FY2019
FY2020
FY2021
MWh
234,999
206,583
190,804
MWh
303,287
298,328
327,583
KWh
190,384
170,007
3,512,198
t-CO2
148,723
122,278
115,645
ｔ
1,353
892
1,014
K㎥
1,622
1,305
1,413
Waste emissions (general waste + industrial waste)
* Excludes valuables that have been sold.
Water consumption
 (water supply and groundwater)
Power usage
Energy usage
Renewable energy generation
Greenhouse gas emissions (scopes 1 and 2)
* See page 19 for scope 3, which has different criteria

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Comparative Table with GRI Standards 
This report conforms to the Core option of the GRI Standards. 
 
<General Disclosures> 
*Core items 
Topic 
Disclosure 
Page no. / document 
No. 
Title 
GRI 102: 
General Disclosures 
2016 
102-1 * 
a. Name of the organization. 
4 
102-2 * 
a. A description of the organization's activities. 
b. Primary brands, products, and services, including an explanation of any products or services 
that are banned in certain markets. 
 
4,5 
102-3 * 
a. Location of the organization's headquarters. 
4 
102-4 * 
a. Number of countries where the organization operates, and the names of countries where it 
has significant operations and/or that are relevant to the topics covered in the report. 
4,6 
102-5 * 
a. Nature of ownership and legal form. 
4 
102-6 * 
a. Markets served, including: 
・geographic locations where products and services are offered; 
・sectors served; 
・types of customers and beneficiaries. 
4,5 
102-7 * 
a. Scale of the organization, including: 
・total number of employees; 
・total number of operations; 
・net sales (for private sector organizations) or  
 net revenues (for public sector organizations); 
・total capitalization (for private sector organizations) 
  broken down in terms of debt and equity; 
・quantity of products or services provided. 
4,5,6,Annual Securities Reports (in Japanese) 
102-8 * 
a. Total number of employees by employment contract (permanent and temporary), by gender. 
b. Total number of employees by employment contract (permanent and temporary), by region. 
c. Total number of employees by employment type (full-time and part-time), by gender. 
d. Whether a significant portion of the organization's activities are performed by workers who 
are not employees. If applicable, a description of the nature and scale of work performed by 
workers who are not employees. 
e. Any significant variations in the numbers reported in Disclosures 102-8-a, 102-8-b, and 102-
8-c (such as seasonal variations in the tourism or agricultural industries). 
f. An explanation of how the data have been compiled, including any assumptions made. 
73,74 
102-9 * 
a. A description of the organization's supply chain, including its main elements as they relate to 
the organization's activities, primary brands, products, and services. 
6,13,36-39

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Topic 
Disclosure 
Page no. / document 
No. 
Title 
GRI 102: 
General Disclosures 
2016 
102-10 * 
a. Significant changes to the organization's size, structure, ownership, or supply chain, 
including: 
・Changes in the location of, or changes in, operations, including facility openings, closings, 
and expansions; 
・Changes in the share capital structure and other capital formation, maintenance, and 
alteration operations (for private sector organizations); 
・Changes in the location of suppliers, the structure of the supply chain, or relationships with 
suppliers, including selection and termination. 
N/A 
102-11 * 
a. Whether and how the organization applies the Precautionary Principle or approach. 
66,67 
102-12 * 
a. A list of externally-developed economic, environmental and social charters, principles, or 
other initiatives to which the organization subscribes, or which it endorses. 
16 
102-13 * 
a. A list of the main memberships of industry or other associations, and national or international 
advocacy organizations. 
4,13 
102-14 * 
a. A statement from the most senior decision-maker of the  
organization (such as CEO, chair, or equivalent senior position) about the relevance of  
sustainability to the organization and its strategy for addressing sustainability. 
8 
102-15 
a. A description of key impacts, risks, and opportunities. 
11,16,66,Annual Securities Reports (in Japanese) 
102-16 * 
a. A description of the organization's values, principles, standards, and norms of behavior. 
7,69,71 
102-17 
a. A description of internal and external mechanisms for: 
・seeking advice about ethical and lawful behavior, and organizational integrity; 
・reporting concerns about unethical or unlawful behavior, and organizational integrity. 
68-71 
102-18 * 
a. Governance structure of the organization, including committees of the highest governance  
body. 
b. Committees responsible for decision-making on economic, environmental, and social topics. 
62,63 
102-19 
a. Process for delegating authority for economic, environmental, and social topics from the 
highest governance body to senior executives and other employees. 
62,63 
102-20 
a. Whether the organization has appointed an executive-level position or positions with 
responsibility for economic, environmental, and social topics. 
b. Whether post holders report directly to the highest governance body. 
9,15,32,36,41,44,47,51,62,64 
102-21 
a. Processes for consultation between stakeholders and the highest governance body on 
economic, environmental, and social topics. 
b. If consultation is delegated, describe to whom it is delegated and how the resulting feedback  
is provided to the highest governance body. 
-

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Supplementary 
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Topic 
Disclosure 
Page no. / document 
No. 
Title 
GRI 102: 
General Disclosures 
2016 
102-22 
a. Composition of the highest governance body and its committees by: 
・executive or non-executive; 
・independence; 
・tenure on the governance body; 
・number of each individual's other significant positions and commitments, and the nature of  
the commitments; 
・gender; 
・membership of under-represented social groups; 
・competencies relating to economic, environmental, and social topics; 
・stakeholder representation. 
9,62,63,Corporate Governance Report (in Japanese) 
102-23 
a. Whether the chair of the highest governance body is also an executive officer in the  
organization. 
b. If the chair is also an executive officer, describe his or her function within the organization's  
management and the reasons for this arrangement. 
Corporate Governance Report (in Japanese) 
102-24 
a. Nomination and selection processes for the highest governance body and its committees. 
b. Criteria used for nominating and selecting highest governance body members, including  
whether and how: 
・stakeholders (including shareholders) are involved; 
・diversity is considered; 
・independence is considered; 
・expertise and experience relating to economic, environmental, and social topics are  
considered. 
Corporate Governance Report (in Japanese) 
102-25 
a. Processes for the highest governance body to ensure conflicts of interest are avoided and  
managed. 
b. Whether conflicts of interest are disclosed to stakeholders, including, as a minimum: 
Cross-board membership; 
Cross-shareholding with suppliers and other stakeholders; 
Existence of controlling shareholder; 
Related party disclosures. 
70,71,Corporate Governance Report (in Japanese), 
Annual Securities Reports (in Japanese) 
102-26 
a. Highest governance body's and senior executives' roles in the development, approval, and  
updating of the organization's purpose, value or mission statements, strategies, policies, and  
goals related to economic, environmental, and social topics. 
9,15,32,36,41,44,47,51,62,64 
102-27 
a. Measures taken to develop and enhance the highest governance body's collective knowledge  
of economic, environmental, and social topics. 
64,Shareholders' Meeting Notices 
102-28 
a. Processes for evaluating the highest governance body's performance with respect to  
governance of economic, environmental, and social topics. 
b. Whether such evaluation is independent or not, and its frequency. 
c. Whether such evaluation is a self-assessment. 
d. Actions taken in response to evaluation of the highest governance body's performance with  
respect to governance of economic, environmental, and social topics, including, as a  
minimum, changes in membership and organizational practice. 
62,63,Annual Securities Reports (in Japanese), 
Corporate Governance Report (in Japanese)

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GRI 102: 
General Disclosures 
2016 
102-29 
a. Highest governance body's role in identifying and managing economic, environmental, and 
social topics and their impacts, risks, and opportunities – including its role in the 
implementation of due diligence processes. 
b. Whether stakeholder consultation is used to support the highest governance body's 
identification and management of economic, environmental, and social topics and their 
impacts, risks, and opportunities. 
17,62,66,Shareholders' Meeting Notices 
102-30 
a. Highest governance body's role in reviewing the effectiveness of the organization's risk 
management processes for economic, environmental, and social topics. 
17,62,66,Shareholders' Meeting Notices 
102-31 
a. Frequency of the highest governance body's review of economic, environmental, and social 
topics and their impacts, risks, and opportunities. 
- 
102-32 
a. The highest committee or position that formally reviews and approves the organization's 
sustainability report and ensures that all material topics are covered. 
9,10,11 
102-33 
a. Process for communicating critical concerns to the highest governance body. 
62,68,69,Shareholders' Meeting Notices 
102-34 
a. Total number and nature of critical concerns that were communicated to the highest 
governance body. 
b. Mechanism(s) used to address and resolve critical concerns. 
68,70 
102-35 
a. Remuneration policies for the highest governance body and senior executives for the 
following types of remuneration: 
・Fixed pay and variable pay, including performance-based pay, equity-based pay, bonuses, 
and deferred or vested shares; 
・Sign-on bonuses or recruitment incentive payments; 
・Termination payments; 
・Clawbacks; 
・Retirement benefits, including the difference between benefit schemes and contribution rates 
for the highest governance body, senior executives, and all other employees. 
b. How performance criteria in the remuneration policies relate to the highest governance 
body's and senior executives' objectives for economic, environmental, and social topics. 
64,65,Corporate Governance Report (in Japanese), 
Annual Securities Reports (in Japanese), 
Shareholders' Meeting Notices 
102-36 
a. Process for determining remuneration. 
b. Whether remuneration consultants are involved in determining remuneration and whether 
they are independent of management. 
c. Any other relationships that the remuneration consultants have with the organization. 
63,64,Corporate Governance Report (in Japanese), 
Annual Securities Reports (in Japanese), 
Shareholders' Meeting Notices 
102-37 
a. How stakeholders' views are sought and taken into account regarding remuneration. 
b. If applicable, the results of votes on remuneration policies and proposals. 
- 
102-38 
a. Ratio of the annual total compensation for the organization's highest-paid individual in each 
country of significant operations to the median annual total compensation for all employees 
(excluding the highest-paid individual) in the same country. 
- 
102-39 
a. Ratio of the percentage increase in annual total compensation for the organization's highest-
paid individual in each country of significant operations to the median percentage increase in 
annual total compensation for all employees (excluding the highest-paid individual) in the 
same country. 
-

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GRI 102: 
General Disclosures 
2016 
102-40 * 
a. A list of stakeholder groups engaged by the organization. 
13 
102-41 * 
a. Percentage of total employees covered by collective bargaining agreements. 
42 
102-42 *  
a. The basis for identifying and selecting stakeholders with whom to engage. 
13 
102-43 * 
a. The organization's approach to stakeholder engagement, including frequency of 
engagement by type and by stakeholder group, and an indication of whether any of the 
engagement was undertaken specifically as part of the report preparation process. 
13 
102-44 * 
a. Key topics and concerns that have been raised through stakeholder engagement, including: 
・how the organization has responded to those key topics and concerns, including through its 
reporting; 
・the stakeholder groups that raised each of the key topics and concerns. 
N/A 
102-45 * 
a. A list of all entities included in the organization's consolidated financial statements or 
equivalent documents. 
b. Whether any entity included in the organization's consolidated financial statements or 
equivalent documents is not covered by the report. 
3,Annual Securities Reports (in Japanese) 
102-46 * 
a. An explanation of the process for defining the report content and the topic Boundaries. 
b. An explanation of how the organization has implemented the Reporting Principles for 
defining report content. 
10,11 
102-47 * 
a. A list of the material topics identified in the process for defining report content. 
11 
102-48 * 
a. The effect of any restatements of information given in previous reports, and the reasons for 
such restatements. 
N/A 
102-49 * 
a. Significant changes from previous reporting periods in the list of material topics and topic 
Boundaries. 
N/A 
102-50 * 
a. Reporting period for the information provided. 
3 
102-51 * 
a. If applicable, the date of the most recent previous report. 
Sustainability Report 
102-52 * 
a. Reporting cycle. 
3 
102-53 * 
a. The contact point for questions regarding the report or its contents. 
3 
102-54 * 
a. The claim made by the organization, if it has prepared a report in accordance with the GRI 
Standards, either: 
・‘This report has been prepared in accordance with the GRI Standards: Core option'; 
・‘This report has been prepared in accordance with the GRI Standards: Comprehensive 
option'. 
3,72 
102-55 * 
a. The GRI content index, which specifies each of the GRI Standards used and lists all disclosures 
included in the report. 
b. For each disclosure, the content index shall include: 
・the number of the disclosure (for disclosures covered by the GRI Standards); 
・the page number(s) or URL(s) where the information can be found, either within the report or 
in other published materials; 
・if applicable, and where permitted, the reason(s) for omission when a required disclosure 
cannot be made. 
77-97

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GRI 102: 
General Disclosures 
2016 
102-56 * 
a. A description of the organization's policy and current practice with regard to seeking external 
assurance for the report. 
b. If the report has been externally assured: 
・A reference to the external assurance report, statements, or opinions. If not included in the 
assurance report accompanying the sustainability report, a description of what has and what 
has not been assured and on what basis, including the assurance standards used, the level of 
assurance obtained, and any limitations of the assurance process; 
・The relationship between the organization and the assurance provider; 
・Whether and how the highest governance body or senior executives are involved in seeking 
external assurance for the organization's sustainability report. 
No third-party guarantee obtained 
 
<Topic-Specific Disclosures> 
★：Material topics 
Topic 
Disclosure 
Page no. / document. 
No. 
Title 
GRI 103：  
Management 
Approach 2016 
103-1* 
a. An explanation of why the topic is material. 
b. The Boundary for the material topic, which includes a description of: 
・where the impacts occur; 
・the organization's involvement with the impacts. For example, whether the organization has 
caused or contributed to the impacts, or is directly linked to the impacts through its business 
relationships. 
c. Any specific limitation regarding the topic Boundary. 
All material topics;10,11 
GRI205;70-72  GRI302・305;16-22,75,76 
GRI306;26-30  GRI307;16,28 
GRI308;38     GRI401・405・412;40-46 
GRI414;38,39 
103-2 
a. An explanation of how the organization manages the topic. 
b. A statement of the purpose of the management approach. 
c. A description of the following, if the management approach includes that component: 
・Policies 
・Commitments 
・Goals and targets 
・Responsibilities 
・Resources 
・Grievance mechanisms 
・Specific actions, such as processes, projects, programs and initiatives 
GRI205;70-72  GRI302・305;16-22,75,76 
GRI306;26-30  GRI307;16,28 
GRI308;38     GRI401・405・412;40-46 
GRI414;38,39 
103-3 
a. An explanation of how the organization evaluates the management approach, including: 
the mechanisms for evaluating the effectiveness of the management approach; 
the results of the evaluation of the management approach; 
any related adjustments to the management approach. 
GRI205;72       GRI302・305;17 
GRI306;26,28,29  GRI307;28 
GRI308;37       GRI401・405・412;41,44 
GRI414;37

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Title 
GRI 201： 
Economic 
Performance 2016 
201-1 
a. Direct economic value generated and distributed (EVG&D) on an accruals basis, including the 
basic components for the organization's global operations as listed below. If data are 
presented on a cash basis, report the justification for this decision in addition to reporting the 
following basic components: 
・Direct economic value generated: revenues; 
・Economic value distributed: operating costs, employee wages and benefits, payments to 
providers of capital, payments to government by country, and community investments; 
・Economic value retained: ‘direct economic value generated' less ‘economic value distributed'. 
b. Where significant, report EVG&D separately at country, regional, or market levels, and the 
criteria used for defining significance. 
Annual Securities Reports (in Japanese) 
201-2 
a. Risks and opportunities posed by climate change that have the potential to generate 
substantive changes in operations, revenue, or expenditure, including: 
・a description of the risk or opportunity and its classification as either physical, regulatory, or 
other; 
・a description of the impact associated with the risk or opportunity; 
・the financial implications of the risk or opportunity before action is taken; 
・the methods used to manage the risk or opportunity; 
・the costs of actions taken to manage the risk or opportunity. 
16, TCFD Report, 
Annual Securities Reports (in Japanese) 
201-3 
a. If the plan's liabilities are met by the organization's general resources, the estimated value of 
those liabilities. 
b. If a separate fund exists to pay the plan's pension liabilities: 
・the extent to which the scheme's liabilities are estimated to be covered by the assets that 
have been set aside to meet them; 
・the basis on which that estimate has been arrived at; 
・when that estimate was made. 
c. If a fund set up to pay the plan's pension liabilities is not fully covered, explain the strategy, if 
any, adopted by the employer to work towards full coverage, and the timescale, if any, by 
which the employer hopes to achieve full coverage. 
d. Percentage of salary contributed by employee or employer. 
e. Level of participation in retirement plans, such as participation in mandatory or voluntary 
schemes, regional, or country-based schemes, or those with financial impact. 
Annual Securities Reports (in Japanese)

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No. 
Title 
GRI 201： 
Economic 
Performance 2016 
201-4 
a. Total monetary value of financial assistance received by the organization from any 
government during the reporting period, including: 
・tax relief and tax credits; 
・subsidies; 
・investment grants, research and development grants, and other relevant types of grant; 
・awards; 
・royalty holidays; 
・financial assistance from Export Credit Agencies (ECAs); 
・financial incentives; 
・other financial benefits received or receivable from any government for any operation. 
b. The information in 201-4-a by country. 
c. Whether, and the extent to which, any government is present in the shareholding structure. 
- 
GRI 202：  
Market Presence 
2016 
202-1 
a. When a significant proportion of employees are compensated based on wages subject to 
minimum wage rules, report the relevant ratio of the entry level wage by gender at significant 
locations of operation to the minimum wage. 
b. When a significant proportion of other workers (excluding employees) performing the 
organization's activities are compensated based on wages subject to minimum wage rules, 
describe the actions taken to determine whether these workers are paid above the minimum 
wage. 
c. Whether a local minimum wage is absent or variable at significant locations of operation, by 
gender. In circumstances in which different minimums can be used as a reference, report 
which minimum wage is being used. 
d. The definition used for ‘significant locations of operation'. 
- 
202-2 
a. Percentage of senior management at significant locations of operation that are hired from the 
local community. 
b. The definition used for ‘senior management'. 
c. The organization's geographical definition of ‘local'. 
d. The definition used for ‘significant locations of operation'. 
46 
GRI 203：  
Indirect Economic 
Impacts 2016 
203-1 
a. Extent of development of significant infrastructure investments and services supported. 
b. Current or expected impacts on communities and local economies, including positive and 
negative impacts where relevant. 
c. Whether these investments and services are commercial, in-kind, or pro bono engagements. 
- 
203-2 
a. Examples of significant identified indirect economic impacts of the organization, including 
positive and negative impacts. 
b. Significance of the indirect economic impacts in the context of external benchmarks and 
stakeholder priorities, such as national and international standards, protocols, and policy 
agendas. 
- 
GRI 204： 
Indirect Economic 
Impacts 2016 
204-1 
a. Percentage of the procurement budget used for significant locations of operation that is 
spent on suppliers local to that operation (such as percentage of products and services 
purchased locally). 
b. The organization's geographical definition of ‘local'. 
c. The definition used for ‘significant locations of operation'. 
-

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Title 
GRI 205：  
Anti-corruption 
2016★ 
205-1 
a. Total number and percentage of operations assessed for risks related to corruption. 
b. Significant risks related to corruption identified through the risk assessment. 
- 
205-2 
a. Total number and percentage of governance body members that the organization's anti-
corruption policies and procedures have been communicated to, broken down by region. 
b. Total number and percentage of employees that the organization's anti-corruption policies 
and procedures have been communicated to, broken down by employee category and 
region. 
c. Total number and percentage of business partners that the organization's anti-corruption 
policies and procedures have been communicated to, broken down by type of business 
partner and region. Describe if the organization's anti-corruption policies and procedures 
have been communicated to any other persons or organizations. 
d. Total number and percentage of governance body members that have received training on 
anti-corruption, broken down by region. 
e. Total number and percentage of employees that have received training on anti-corruption, 
broken down by employee category and region. 
69-72 
205-3 
a. Total number and nature of confirmed incidents of corruption. 
b. Total number of confirmed incidents in which employees were dismissed or disciplined for 
corruption. 
c. Total number of confirmed incidents when contracts with business partners were terminated 
or not renewed due to violations related to corruption. 
d. Public legal cases regarding corruption brought against the organization or its employees 
during the reporting period and the outcomes of such cases. 
72,76 
GRI 206： 
Anti-competitive 
Behavior 2016 
206-1 
a. Number of legal actions pending or completed during the reporting period regarding anti-
competitive behavior and violations of anti-trust and monopoly legislation in which the 
organization has been identified as a participant. 
b. Main outcomes of completed legal actions, including any decisions or judgments. 
N/A 
GRI 301：  
Materials 2016 
 
301-1 
a. Total weight or volume of materials that are used to produce and package the organization's 
primary products and services during the reporting period, by: 
non-renewable materials used; 
renewable materials used. 
- 
301-2 
a. Percentage of recycled input materials used to manufacture the organization's primary 
products and services. 
26,27 
301-3 
a. Percentage of reclaimed products and their packaging materials for each product category. 
b. How the data for this disclosure have been collected. 
26

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No. 
Title 
GRI 302：  
Energy 2016★ 
302-1 
a. Total fuel consumption within the organization from non-renewable sources, in 
joules or multiples, and including fuel types used. 
b. Total fuel consumption within the organization from renewable sources, in joules 
or multiples, and including fuel types used. 
c. In joules, watt-hours or multiples, the total: 
・electricity consumption 
・heating consumption 
・cooling consumption 
・steam consumption 
d. In joules, watt-hours or multiples, the total:  
・electricity sold 
・heating sold 
・cooling sold 
・steam sold 
e. Total energy consumption within the organization, in joules or multiples. 
f. Standards, methodologies, assumptions, and/or calculation tools used. 
g. Source of the conversion factors used. 
18,19,75,76 
302-2 
a. Energy consumption outside of the organization, in joules or multiples. 
b. Standards, methodologies, assumptions, and/or calculation tools used. 
c. Source of the conversion factors used. 
19 
302-3 
a. Energy intensity ratio for the organization. 
b. Organization-specific metric (the denominator) chosen to calculate the ratio. 
c. Types of energy included in the intensity ratio; whether fuel, electricity, heating, cooling, 
steam, or all. 
d. Whether the ratio uses energy consumption within the organization, outside of it, or both. 
- 
302-4 
a. Amount of reductions in energy consumption achieved as a direct result of conservation and 
efficiency initiatives, in joules or multiples. 
b. Types of energy included in the reductions; whether fuel, electricity, heating, cooling, steam, 
or all. 
c. Basis for calculating reductions in energy consumption, such as base year or baseline, 
including the rationale for choosing it. 
d. Standards, methodologies, assumptions, and/or calculation tools used. 
18 
302-5 
a. Reductions in energy requirements of sold products and services achieved during the 
reporting period, in joules or multiples. 
b. Basis for calculating reductions in energy consumption, such as base year or baseline, 
including the rationale for choosing it. 
c. Standards, methodologies, assumptions, and/or calculation tools used. 
20,22

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Title 
GRI 303：  
Water 2016 
303-1 
a. Total volume of water withdrawn, with a breakdown by the following sources: 
・Surface water, including water from wetlands, rivers, lakes, and oceans; 
・Ground water; 
・Rainwater collected directly and stored by the organization; 
・Waste water from another organization; 
・Municipal water supplies or other public or private water utilities. 
b. Standards, methodologies, and assumptions used. 
29 
303-2 
a. Total number of water sources significantly affected by withdrawal by type: 
・Size of the water source; 
・Whether the source is designated as a nationally or internationally protected area; 
・Biodiversity value (such as species diversity and endemism, and total number of protected 
species); 
・Value or importance of the water source to local communities and indigenous peoples. 
b. Standards, methodologies, and assumptions used. 
- 
303-3 
a. Total volume of water recycled and reused by the organization. 
b. Total volume of water recycled and reused as a percentage of the total water withdrawal as 
specified in Disclosure 303-1. 
c. Standards, methodologies, and assumptions used. 
29,30 
GRI 304：  
Biodiversity 2016 
304-1 
a. For each operational site owned, leased, managed in, or adjacent to, protected areas and 
areas of high biodiversity value outside protected areas, the following information: 
・Geographic location; 
・Subsurface and underground land that may be owned, leased, or managed by the 
organization; 
・Position in relation to the protected area (in the area, adjacent to, or containing portions of 
the protected area) or the high biodiversity value area outside protected areas; 
・Type of operation (office, manufacturing or production, or extractive); 
・Size of operational site in km2 (or another unit, if appropriate); 
・Biodiversity value characterized by the attribute of the protected area or area of high 
biodiversity value outside the protected area (terrestrial, freshwater, or maritime ecosystem); 
・Biodiversity value characterized by listing of protected status (such as IUCN Protected Area 
Management Categories, Ramsar Convention, national legislation). 
31

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Title 
GRI 304：  
Biodiversity 2016 
304-2 
a. Nature of significant direct and indirect impacts on biodiversity with reference to one or more 
of the following: 
・Construction or use of manufacturing plants, mines, and transport infrastructure; 
・Pollution (introduction of substances that do not naturally occur in the habitat from point and 
non-point sources); 
・Introduction of invasive species, pests, and pathogens; 
・Reduction of species; 
・Habitat conversion; 
・Changes in ecological processes outside the natural range of variation (such as salinity or 
changes in groundwater level). 
b. Significant direct and indirect positive and negative impacts with reference to the following: 
・Species affected; 
・Extent of areas impacted; 
・Duration of impacts; 
・Reversibility or irreversibility of the impacts. 
- 
304-3 
a. Size and location of all habitat areas protected or restored, and whether the success of the 
restoration measure was or is approved by independent external professionals. 
b. Whether partnerships exist with third parties to protect or restore habitat areas distinct from 
where the organization has overseen and implemented restoration or protection measures. 
c. Status of each area based on its condition at the close of the reporting period. 
d. Standards, methodologies, and assumptions used. 
31 
304-4 
a. Total number of IUCN Red List species and national conservation list species with habitats in 
areas affected by the operations of the organization, by level of extinction risk: 
・Critically endangered 
・Endangered 
・Vulnerable 
・Near threatened 
・Least concern 
- 
GRI 305：  
Emissions 2016★ 
305-1 
a. Gross direct (Scope 1) GHG emissions in metric tons of CO2 equivalent. 
b. Gases included in the calculation; whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all. 
c. Biogenic CO2 emissions in metric tons of CO2 equivalent. 
d. Base year for the calculation, if applicable, including: 
・the rationale for choosing it; 
・emissions in the base year; 
・the context for any significant changes in emissions that triggered recalculations of base year 
emissions. 
e. Source of the emission factors and the global warming potential (GWP) rates used, or a 
reference to the GWP source. 
f. Consolidation approach for emissions; whether equity share, financial control, or operational 
control. 
g. Standards, methodologies, assumptions, and/or calculation tools used. 
19,75,76

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GRI 305：  
Emissions 2016★ 
305-2 
a. Gross location-based energy indirect (Scope 2) GHG emissions in metric tons of CO2 
equivalent. 
b. If applicable, gross market-based energy indirect (Scope 2) GHG emissions in metric tons of 
CO2 equivalent. 
c. If available, the gases included in the calculation; whether CO2, CH4, N2O, HFCs, PFCs, SF6, 
NF3, or all. 
d. Base year for the calculation, if applicable, including: 
・the rationale for choosing it; 
・emissions in the base year; 
・the context for any significant changes in emissions that triggered recalculations of base year 
emissions. 
e. Source of the emission factors and the global warming potential (GWP) rates used, or a 
reference to the GWP source. 
f. Consolidation approach for emissions; whether equity share, financial control, or operational 
control. 
g. Standards, methodologies, assumptions, and/or calculation tools used. 
19,75,76 
305-3 
a. Gross other indirect (Scope 3) GHG emissions in metric tons of CO2 equivalent. 
b. If available, the gases included in the calculation; whether CO2, CH4, N2O, HFCs, PFCs, SF6, 
NF3, or all. 
c. Biogenic CO2 emissions in metric tons of CO2 equivalent. 
d. Other indirect (Scope 3) GHG emissions categories and activities included in the calculation. 
e. Base year for the calculation, if applicable, including: 
・the rationale for choosing it; 
・emissions in the base year; 
・the context for any significant changes in emissions that triggered recalculations of base year 
emissions. 
f. Source of the emission factors and the global warming potential (GWP) rates used, or a 
reference to the GWP source. 
g. Standards, methodologies, assumptions, and/or calculation tools used. 
19,22 
305-4 
a. GHG emissions intensity ratio for the organization. 
b. Organization-specific metric (the denominator) chosen to calculate the ratio. 
c. Types of GHG emissions included in the intensity ratio; whether direct (Scope 1), energy 
indirect (Scope 2), and/or other indirect (Scope 3). 
d. Gases included in the calculation; whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all. 
- 
305-5 
a. GHG emissions reduced as a direct result of reduction initiatives, in metric tons of CO2 
equivalent. 
b. Gases included in the calculation; whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all. 
c. Base year or baseline, including the rationale for choosing it. 
d. Scopes in which reductions took place; whether direct (Scope 1), energy indirect (Scope 2), 
and/or other indirect (Scope 3). 
e. Standards, methodologies, assumptions, and/or calculation tools used. 
17,18,20

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GRI 305：  
Emissions 2016★ 
305-6 
a. Production, imports, and exports of ODS in metric tons of CFC-11 (trichlorofluoromethane) 
equivalent. 
b. Substances included in the calculation. 
c. Source of the emission factors used. 
d. Standards, methodologies, assumptions, and/or calculation tools used. 
N/A 
305-7 
a. Significant air emissions, in kilograms or multiples, for each of the following: 
・NOX 
・SOX 
・Persistent organic pollutants (POP) 
・Volatile organic compounds (VOC) 
・Hazardous air pollutants (HAP) 
・Particulate matter (PM) 
・Other standard categories of air emissions identified in relevant regulations 
b. Source of the emission factors used. 
c. Standards, methodologies, assumptions, and/or calculation tools used. 
75 
GRI 306： 
Effluents and 
Waste 2016★ 
 
306-1 
a. Total volume of planned and unplanned water discharges by: 
・destination; 
・quality of the water, including treatment method; 
・whether the water was reused by another organization. 
b. Standards, methodologies, and assumptions used. 
30

91 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Topic 
Disclosure 
Page no. / document 
No. 
Title 
GRI 306： 
Effluents and Waste 
2016★ 
 
306-2 
a. Total weight of hazardous waste, with a breakdown by the following disposal methods where 
applicable: 
・Reuse 
・Recycling 
・Composting 
・Recovery, including energy recovery 
・Incineration (mass burn) 
・Deep well injection 
・Landfill 
・On-site storage 
・Other (to be specified by the organization) 
b. Total weight of non-hazardous waste, with a breakdown by the following disposal methods 
where applicable: 
・Reuse 
・Recycling 
・Composting 
・Recovery, including energy recovery 
・Incineration (mass burn) 
・Deep well injection 
・Landfill 
・On-site storage 
・Other (to be specified by the organization) 
c. How the waste disposal method has been determined: 
・Disposed of directly by the organization, or otherwise directly confirmed 
・Information provided by the waste disposal contractor 
・Organizational defaults of the waste disposal contractor 
26 
306-3 
a. Total number and total volume of recorded significant spills. 
b. The following additional information for each spill that was reported in the organization's 
financial statements: 
・Location of spill; 
・Volume of spill; 
・Material of spill, categorized by: oil spills (soil or water surfaces), fuel spills (soil or water 
surfaces), spills of wastes (soil or water surfaces), spills of chemicals (mostly soil or water 
surfaces), and other (to be specified by the organization). 
c. Impacts of significant spills. 
N/A 
306-4 
a. Total weight for each of the following: 
・Hazardous waste transported 
・Hazardous waste imported 
・Hazardous waste exported 
・Hazardous waste treated 
b. Percentage of hazardous waste shipped internationally. 
c. Standards, methodologies, and assumptions used. 
75

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Social 
Governance 
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Topic 
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No. 
Title 
GRI 306： 
Effluents and Waste 
2016★ 
 
306-5 
a. Water bodies and related habitats that are significantly affected by water discharges and/or 
runoff, including information on: 
・the size of the water body and related habitat; 
・whether the water body and related habitat is designated as a nationally or internationally 
protected area; 
・the biodiversity value, such as total number of protected species. 
- 
GRI 307：  
Environmental 
Compliance 2016★ 
 
307-1 
a. Significant fines and non-monetary sanctions for non-compliance with environmental laws 
and/or regulations in terms of: 
・total monetary value of significant fines; 
・total number of non-monetary sanctions; 
・cases brought through dispute resolution mechanisms. 
b. If the organization has not identified any non-compliance with environmental laws and/or 
regulations, a brief statement of this fact is sufficient. 
28 
GRI 308：  
Supplier 
Environmental 
Assessment 2016★ 
 
308-1 
a. Percentage of new suppliers that were screened using environmental criteria. 
38 
308-2 
a. Number of suppliers assessed for environmental impacts. 
b. Number of suppliers identified as having significant actual and potential negative 
environmental impacts. 
c. Significant actual and potential negative environmental impacts identified in the supply chain. 
d. Percentage of suppliers identified as having significant actual and potential negative 
environmental impacts with which improvements were agreed upon as a result of assessment. 
e. Percentage of suppliers identified as having significant actual and potential negative 
environmental impacts with which relationships were terminated as a result of assessment, 
and why. 
38 
GRI 401：  
Employment 
2016★ 
401-1 
a. Total number and rate of new employee hires during the reporting period, by age group, 
gender and region. 
b. Total number and rate of employee turnover during the reporting period, by age group, 
gender and region. 
73 
401-2 
a. Benefits which are standard for full-time employees of the organization but are not provided 
to temporary or part-time employees, by significant locations of operation. These include, as 
a minimum: 
・life insurance; 
・health care; 
・disability and invalidity coverage; 
・parental leave; 
・retirement provision; 
・stock ownership; 
・others. 
b. The definition used for ‘significant locations of operation'. 
-

93 
 
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Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Topic 
Disclosure 
Page no. / document 
No. 
Title 
GRI 401：  
Employment 
2016★ 
401-3 
a. Total number of employees that were entitled to parental leave, by gender. 
b. Total number of employees that took parental leave, by gender. 
c. Total number of employees that returned to work in the reporting period after parental leave 
ended, by gender. 
d. Total number of employees that returned to work after parental leave ended that were still 
employed 12 months after their return to work, by gender. 
e. Return to work and retention rates of employees that took parental leave, by gender. 
46,73 
GRI 402： 
Labor / 
Management 
Relations 2016 
402-1 
a. Minimum number of weeks' notice typically provided to employees and their representatives 
prior to the implementation of significant operational changes that could substantially affect 
them. 
b. For organizations with collective bargaining agreements, report whether the notice period 
and provisions for consultation and negotiation are specified in collective agreements. 
42 
GRI 403：  
Occupational 
Health and Safety 
2016 
403-1 
a. The level at which each formal joint management-worker health and safety committee 
typically operates within the organization. 
b. Percentage of workers whose work, or workplace, is controlled by the organization, that are 
represented by formal joint management-worker health and safety committees. 
47 
403-2 
a. Types of injury, injury rate (IR), occupational disease rate (ODR), lost day rate (LDR), absentee 
rate (AR), and work-related fatalities, for all employees, with a breakdown by: 
・region; 
・gender. 
b. Types of injury, injury rate (IR), and work-related fatalities, for all workers (excluding 
employees) whose work, or workplace, is controlled by the organization, with a breakdown 
by: 
・region; 
・gender. 
c. The system of rules applied in recording and reporting accident statistics. 
48,49 
403-3 
a. Whether there are workers whose work, or workplace, is controlled by the organization, 
involved in occupational activities who have a high incidence or high risk of specific diseases. 
- 
403-4 
a. Whether formal agreements (either local or global) with trade unions cover health and safety. 
b. If so, the extent, as a percentage, to which various health and safety topics are covered by 
these agreements. 
47 
GRI 404：  
Training and 
Education 2016 
404-1 
a. Average hours of training that the organization's employees have undertaken during the 
reporting period, by: 
・gender; 
・employee category. 
56 
404-2 
a. Type and scope of programs implemented and assistance provided to upgrade employee 
skills. 
b. Transition assistance programs provided to facilitate continued employability and the 
management of career endings resulting from retirement or termination of employment. 
56,57 
404-3 
a. Percentage of total employees by gender and by employee category who received a regular 
performance and career development review during the reporting period. 
-

94 
 
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Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Topic 
Disclosure 
Page no. / document 
No. 
Title 
GRI 405：  
Diversity and Equal 
Opportunity 
2016★ 
405-1 
a. Percentage of individuals within the organization's governance bodies in each of the 
following diversity categories: 
・Gender; 
・Age group: under 30 years old, 30-50 years old, over 50 years old; 
・Other indicators of diversity where relevant (such as minority or vulnerable groups). 
b. Percentage of employees per employee category in each of the following diversity categories: 
・Gender; 
・Age group: under 30 years old, 30-50 years old, over 50 years old; 
・Other indicators of diversity where relevant (such as minority or vulnerable groups). 
44-46,74 
405-2 
a. Ratio of the basic salary and remuneration of women to men for each employee category, by 
significant locations of operation. 
b. The definition used for ‘significant locations of operation'. 
41 
GRI 406： 
Non-discrimination 
2016 
 
406-1 
a. Total number of incidents of discrimination during the reporting period. 
b. Status of the incidents and actions taken with reference to the following: 
・Incident reviewed by the organization; 
・Remediation plans being implemented; 
・Remediation plans that have been implemented, with results reviewed through routine 
internal management review processes; 
・Incident no longer subject to action. 
- 
GRI 407：  
Freedom of 
Association and 
Collective 
Bargaining 2016 
407-1 
a. Operations and suppliers in which workers' rights to exercise freedom of association or 
collective bargaining may be violated or at significant risk either in terms of: 
・type of operation (such as manufacturing plant) and supplier; 
・countries or geographic areas with operations and suppliers considered at risk. 
b. Measures taken by the organization in the reporting period intended to support rights to 
exercise freedom of association and collective bargaining 
- 
GRI 408：  
Child Labor 2016 
408-1 
a. Operations and suppliers considered to have significant risk for incidents of: 
・child labor; 
・young workers exposed to hazardous work. 
b. Operations and suppliers considered to have significant risk for incidents of child labor either 
in terms of: 
・type of operation (such as manufacturing plant) and supplier; 
・countries or geographic areas with operations and suppliers considered at risk. 
c. Measures taken by the organization in the reporting period intended to contribute to the 
effective abolition of child labor 
- 
GRI 409：  
Forced or 
Compulsory Labor 
2016 
409-1 
a. Operations and suppliers considered to have significant risk for incidents of forced or 
compulsory labor either in terms of: 
・type of operation (such as manufacturing plant) and supplier; 
・countries or geographic areas with operations and suppliers considered at risk. 
b. Measures taken by the organization in the reporting period intended to contribute to the 
elimination of all forms of forced or compulsory labor. 
-

95 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Topic 
Disclosure 
Page no. / document 
No. 
Title 
GRI 410： 
Security Practices 
2016 
410-1 
a. Percentage of security personnel who have received formal training in the organization's 
human rights policies or specific procedures and their application to security. 
b. Whether training requirements also apply to third-party organizations providing security 
personnel. 
43 
GRI 411： 
Rights of 
Indigenous 
Peoples 2016 
411-1 
a. Total number of identified incidents of violations involving the rights of indigenous peoples 
during the reporting period. 
b. Status of the incidents and actions taken with reference to the following: 
・Incident reviewed by the organization; 
・Remediation plans being implemented; 
・Remediation plans that have been implemented, with results reviewed through routine 
internal management review processes; 
・Incident no longer subject to action. 
N/A 
GRI 412：  
Human Rights 
Assessment 2016★ 
412-1 
a. Total number and percentage of operations that have been subject to human rights reviews 
or human rights impact assessments, by country. 
- 
412-2 
a. Total number of hours in the reporting period devoted to training on human rights policies or 
procedures concerning aspects of human rights that are relevant to operations. 
b. Percentage of employees trained during the reporting period in human rights policies or 
procedures concerning aspects of human rights that are relevant to operations. 
40,42,43 
412-3 
a. Total number and percentage of significant investment agreements and contracts that include 
human rights clauses or that underwent human rights screening. 
b. The definition used for ‘significant investment agreements'. 
- 
GRI 413：  
Local Communities 
2016 
413-1 
a. Percentage of operations with implemented local community engagement, impact 
assessments, and/or development programs, including the use of: 
social impact assessments, including gender impact assessments, based on participatory 
processes; 
environmental impact assessments and ongoing monitoring; 
public disclosure of results of environmental and social impact assessments; 
local community development programs based on local communities' needs; 
stakeholder engagement plans based on stakeholder mapping; 
broad based local community consultation committees and processes that include vulnerable 
groups; 
works councils, occupational health and safety committees and other worker representation 
bodies to deal with impacts; 
formal local community grievance processes. 
- 
413-2 
a. Operations with significant actual and potential negative impacts on local communities, 
including: 
・the location of the operations; 
・the significant actual and potential negative impacts of operations. 
N/A

96 
 
Sustainability 
Management 
Corporate Profile 
Top Message 
Environment 
Social 
Governance 
Supplementary 
Materials 
Topic 
 
Disclosure 
Page no. / document 
No. 
Title 
GRI 414：  
Supplier Social 
Assessment 2016★ 
414-1 
a. Percentage of new suppliers that were screened using social criteria. 
- 
414-2 
a. Number of suppliers assessed for social impacts. 
b. Number of suppliers identified as having significant actual and potential negative social 
impacts. 
c. Significant actual and potential negative social impacts identified in the supply chain. 
d. Percentage of suppliers identified as having significant actual and potential negative social 
impacts with which improvements were agreed upon as a result of assessment. 
e. Percentage of suppliers identified as having significant actual and potential negative social 
impacts with which relationships were terminated as a result of assessment, and why. 
38 
GRI 415： 
Public Policy 2016 
415-1 
a. Total monetary value of financial and in-kind political contributions made directly and 
indirectly by the organization by country and recipient/beneficiary. 
b. If applicable, how the monetary value of in-kind contributions was estimated. 
76 
GRI 416：  
Customer Health 
and Safety 2016 
416-1 
a. Percentage of significant product and service categories for which health and safety impacts 
are assessed for improvement. 
- 
416-2 
a. Total number of incidents of non-compliance with regulations and/or voluntary codes 
concerning the health and safety impacts of products and services within the reporting 
period, by: 
・incidents of non-compliance with regulations resulting in a fine or penalty; 
・incidents of non-compliance with regulations resulting in a warning; 
・incidents of non-compliance with voluntary codes. 
b. If the organization has not identified any non-compliance with regulations and/or voluntary 
codes, a brief statement of this fact is sufficient. 
- 
GRI 417：  
Marketing and 
Labeling 2016 
417-1 
a. Whether each of the following types of information is required by the organization's 
procedures for product and service information and labeling: 
・The sourcing of components of the product or service; 
・Content, particularly with regard to substances that might produce an environmental or social 
impact; 
・Safe use of the product or service; 
・Disposal of the product and environmental or social impacts; 
・Other (explain). 
b. Percentage of significant product or service categories covered by and assessed for 
compliance with such procedures. 
- 
417-2 
a. Total number of incidents of non-compliance with regulations and/or voluntary codes 
concerning product and service information and labeling, by: 
・incidents of non-compliance with regulations resulting in a fine or penalty; 
・incidents of non-compliance with regulations resulting in a warning; 
・incidents of non-compliance with voluntary codes. 
b. If the organization has not identified any non-compliance with regulations and/or voluntary 
codes, a brief statement of this fact is sufficient. 
-

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Management 
Corporate Profile 
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Social 
Governance 
Supplementary 
Materials 
Topic 
Disclosure 
Page no. / document 
No. 
Title 
GRI 417：  
Marketing 
and 
Labeling 2016 
417-3 
a. Total number of incidents of non-compliance with regulations and/or voluntary codes 
concerning marketing communications, including advertising, promotion, and sponsorship, 
by: 
・incidents of non-compliance with regulations resulting in a fine or penalty; 
・incidents of non-compliance with regulations resulting in a warning; 
・incidents of non-compliance with voluntary codes. 
b. If the organization has not identified any non-compliance with regulations and/or voluntary 
codes, a brief statement of this fact is sufficient. 
- 
GRI 418： 
Customer Privacy 
2016 
418-1 
a. Total number of substantiated complaints received concerning breaches of customer privacy, 
categorized by: 
・complaints received from outside parties and substantiated by the organization; 
・complaints from regulatory bodies. 
b. Total number of identified leaks, thefts, or losses of customer data. 
c. If the organization has not identified any substantiated complaints, a brief statement of this 
fact is sufficient. 
- 
GRI 419：  
Socioeconomic 
Compliance 2016 
419-1 
a. Significant fines and non-monetary sanctions for non-compliance with laws and/or 
regulations in the social and economic area in terms of: 
・total monetary value of significant fines; 
・total number of non-monetary sanctions; 
・cases brought through dispute resolution mechanisms. 
b. If the organization has not identified any non-compliance with laws and/or regulations, a 
brief statement of this fact is sufficient. 
c. The context against which significant fines and non-monetary sanctions were incurred. 
76