Unitika Report 2021
Integrated Reporthttps://www.unitika.co.jp

Connecting peopleʼs
lives and technology

P-0474̲2021.12.K101.F

Unitika Report 2021
Integrated Reporthttps://www.unitika.co.jp

Connecting peopleʼs
lives and technology

P-0474̲2021.12.K101.F

ConvenientandcomfortablelivingOur Philosophy

Contributing to society
by connecting peopleʼs
lives and technology
Basic Management Policies
As a corporate group, we are committed to our philosophy of “contributing to society
by connecting peopleʼs lives and technology,” and to become an essential corporation
for society that contributes to peopleʼs lives and the environment.
While advancing our basic management policies of “strengthening infrastructure
as a functional material manufacturer” and “strengthening our corporate character

Safe
and
secure living

and capital stock,” we maintain our firm belief that contributing to society not only increases
our corporate value, but also meets the expectations of our stakeholders.

1

Living incoexistencewith theenvironment

Notes on the Integrated Report

Contents

From 2021, the Unitika Group will integrate the usual Fact Book and Unitika CSR Report, and issue a Unitika Report that summarizes the financial
information and non-financial information in a single book. With this report, we are aiming to further deepen the understanding of our company
by a wide range of stakeholders, including shareholders and investors.
Organizations covered in the report: In principle, this report covers the activities of Unitika, Ltd. and the Unitika Group companies, both in Japanand overseas.
Period covered in the report: April 1, 2020 to March 31, 2021 (includes some information from April 1, 2021 onwards)
Issue: October 2021 (Next scheduled issue: October 2022)
Important notes concerning forecasts: The contents of this report are based on the information currently available to the Company, and on certain
assumptions the Company determines to be reasonable; the contents are not intended to be a promise by the Company that they will be achieved.
The actual results, etc., may differ considerably due to various factors.

Introduction

Value Creation Strategy

ESG

Financial andCorporate Information

1 Our Philosophy/Contents

5

Message from the President

17 Promotion of Sustainability

3 Financial and
Non-Financial Highlights

9

Value Creation Process

19 Environment

45 10-year Financial
Summary

Unitika Report 2021

11 Medium-Term Management Plan

31 Society

14 Business Overview

39 Governance

47 Company Overview

Unitika Report 2021

2

ConvenientandcomfortablelivingOur Philosophy

Contributing to society
by connecting peopleʼs
lives and technology
Basic Management Policies
As a corporate group, we are committed to our philosophy of “contributing to society
by connecting peopleʼs lives and technology,” and to become an essential corporation
for society that contributes to peopleʼs lives and the environment.
While advancing our basic management policies of “strengthening infrastructure
as a functional material manufacturer” and “strengthening our corporate character

Safe
and
secure living

and capital stock,” we maintain our firm belief that contributing to society not only increases
our corporate value, but also meets the expectations of our stakeholders.

1

Living incoexistencewith theenvironment

Notes on the Integrated Report

Contents

From 2021, the Unitika Group will integrate the usual Fact Book and Unitika CSR Report, and issue a Unitika Report that summarizes the financial
information and non-financial information in a single book. With this report, we are aiming to further deepen the understanding of our company
by a wide range of stakeholders, including shareholders and investors.
Organizations covered in the report: In principle, this report covers the activities of Unitika, Ltd. and the Unitika Group companies, both in Japanand overseas.
Period covered in the report: April 1, 2020 to March 31, 2021 (includes some information from April 1, 2021 onwards)
Issue: October 2021 (Next scheduled issue: October 2022)
Important notes concerning forecasts: The contents of this report are based on the information currently available to the Company, and on certain
assumptions the Company determines to be reasonable; the contents are not intended to be a promise by the Company that they will be achieved.
The actual results, etc., may differ considerably due to various factors.

Introduction

Value Creation Strategy

ESG

Financial andCorporate Information

1 Our Philosophy/Contents

5

Message from the President

17 Promotion of Sustainability

3 Financial and
Non-Financial Highlights

9

Value Creation Process

19 Environment

45 10-year Financial
Summary

Unitika Report 2021

11 Medium-Term Management Plan

31 Society

14 Business Overview

39 Governance

47 Company Overview

Unitika Report 2021

2

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

Financial and Non-Financial Highlights

Financial Highlights

Non-Financial Highlights

Year-on-year

Net sales−9,160 million yen(100 million yen)

1,262.2

Year-on-year

Operating profit+550 million yen(100 million yen)

1,283.9

1,291.0
1,195.4

1,103.8

Operating CF(100 million yen)

Investment CF(100 million yen)Free CF(100 million yen)

116.6
139.5
97.4
81.4

54.7

98.0

89.9

47

306

295
39

2019

2020

year )(FiscalYear-on-year

Ordinary profit

2016

2017

Profit attributableto owners of parent+2,230 million yen(100 million yen)(100 million yen)

2018

2019

2020

year )(FiscalYear-on-year267−101.9−61.7+6,020 million yen

2017

2019

2020

2018

Capital investment(100 million yen)

80.8

99.7

255

255

247

27
242

42.9

41.3

44.5

44.8

2017

2018

2019

2020 Fiscal( year )−26%
relative to FY 2013 level

（t）

27.0

93.2

48.3

2016

CO2 emissions related
to logistics

60.7

53.8

2013

year )(FiscalDepreciation(100 million yen)

38.6

52.3
70.9

2016

Capital investment/Depreciation(Property, plant and equipment)

73.9
104.8

269

35

−32.3
−64.4

2018

282
37

304
−41.6

2017

292
40

25.4
−3.9

2016

relative to FY 2013 level

Group companies

351

87.0

65.1

60.2

Production sites

（t）

148.7

181.1

125.4

−23%

CO2 emissions
from energy generation

Cash Flow (CF)

47.7

26.3
24.2

73.9
45.2

21.1

20.7

2018

2019

19.5

31.5

­21.6

2016

2017

2018

2019

2020

(

Fiscalyear)

Net assets/Capital adequacy ratio

Net assets (100 million yen)

Capital adequacy ratio (%)

452.6
407.3

413.5

389.3

411.9

2016

2017

2018

2019

2020

year )(Fiscal

2016

2017

2018

2019

2020

year )(Fiscal

2013

2016

2017

Interest-bearing liabilities

R&D expenditures

Employees taking childcare leave(100 million yen)(100 million yen)(People)1,093.3

1,052.5

1,026.0

996.0

968.0

34.7

36.2

36.4

Male

18.4

19.0

19
4

32.7

17

17
4

6
12

20.7

18.3

( year )Female31.4

19.7

2020 Fiscal

2
15

13

11

8
3

10

5
2016

3

Unitika Report 2021

2017

2018

2019

2020

year )(Fiscal

2016

2017

2018

2019

2020

year )(Fiscal

2016

2017

2018

2019

2020

year )(Fiscal

2016

2017

2018

2019

2020

year )(FiscalUnitika Report 2021

4

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

Financial and Non-Financial Highlights

Financial Highlights

Non-Financial Highlights

Year-on-year

Net sales−9,160 million yen(100 million yen)

1,262.2

Year-on-year

Operating profit+550 million yen(100 million yen)

1,283.9

1,291.0
1,195.4

1,103.8

Operating CF(100 million yen)

Investment CF(100 million yen)Free CF(100 million yen)

116.6
139.5
97.4
81.4

54.7

98.0

89.9

47

306

295
39

2019

2020

year )(FiscalYear-on-year

Ordinary profit

2016

2017

Profit attributableto owners of parent+2,230 million yen(100 million yen)(100 million yen)

2018

2019

2020

year )(FiscalYear-on-year267−101.9−61.7+6,020 million yen

2017

2019

2020

2018

Capital investment(100 million yen)

80.8

99.7

255

255

247

27
242

42.9

41.3

44.5

44.8

2017

2018

2019

2020 Fiscal( year )−26%
relative to FY 2013 level

（t）

27.0

93.2

48.3

2016

CO2 emissions related
to logistics

60.7

53.8

2013

year )(FiscalDepreciation(100 million yen)

38.6

52.3
70.9

2016

Capital investment/Depreciation(Property, plant and equipment)

73.9
104.8

269

35

−32.3
−64.4

2018

282
37

304
−41.6

2017

292
40

25.4
−3.9

2016

relative to FY 2013 level

Group companies

351

87.0

65.1

60.2

Production sites

（t）

148.7

181.1

125.4

−23%

CO2 emissions
from energy generation

Cash Flow (CF)

47.7

26.3
24.2

73.9
45.2

21.1

20.7

2018

2019

19.5

31.5

­21.6

2016

2017

2018

2019

2020

(

Fiscalyear)

Net assets/Capital adequacy ratio

Net assets (100 million yen)

Capital adequacy ratio (%)

452.6
407.3

413.5

389.3

411.9

2016

2017

2018

2019

2020

year )(Fiscal

2016

2017

2018

2019

2020

year )(Fiscal

2013

2016

2017

Interest-bearing liabilities

R&D expenditures

Employees taking childcare leave(100 million yen)(100 million yen)(People)1,093.3

1,052.5

1,026.0

996.0

968.0

34.7

36.2

36.4

Male

18.4

19.0

19
4

32.7

17

17
4

6
12

20.7

18.3

( year )Female31.4

19.7

2020 Fiscal

2
15

13

11

8
3

10

5
2016

3

Unitika Report 2021

2017

2018

2019

2020

year )(Fiscal

2016

2017

2018

2019

2020

year )(Fiscal

2016

2017

2018

2019

2020

year )(Fiscal

2016

2017

2018

2019

2020

year )(FiscalUnitika Report 2021

4

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

Message from the President

The surrounding business environment,
and the Unitika Groupʼs response
In FY 2020, the spread of COVID-19 infections slowed down the Japanese economy. Althoughsome industries such as semiconductors and the automotive field started to recover in the second
half of the fiscal year, other industries continued to struggle and overseas markets also remainedin a slump. Our everyday lifestyle has also changed considerably during the COVID-19 pandemic.
Even as we enter FY 2021, waves of COVID-19 infections continue to occur intermittently, andeconomic conditions remain sluggish both in Japan and overseas; subsequently, the business
forecast going forward is still uncertain.
The business environment surrounding the Company has also been impacted by the COVID-19
pandemic and changes in peopleʼs lifestyles. A steep slump in demand continues in our coregarment fiber business field, and a recovery in demand is delayed in construction-related materials
and industrial materials as well. In such conditions, the Unitika Group has continued to stably

Strengthen our revenue base

supply to society the films and nonwoven fabric people need for daily life, and the functional
materials required in various industrial fields. Subsequently, although there was a significant
decline in FY 2020 net sales from the previous fiscal year, we were able to secure a certain level ofcentering on high value-added

profit. Additionally, to meet the pressing needs of strained medical and healthcare settings, theUnitika Group provided emergency supplies of medical gowns via the domestic network we havebuilt in our nonwoven fabric and garment fiber businesses. I feel these activities have reaffirmed

products and environmentally

the Unitika Group as a corporate entity that is needed in society. In FY 2021 as well, the Unitika

friendly materials

G-STEP30: Unitikaʼs long-term vision from our philosophy

Group will continue to stably supply the materials and products society needs.

In May 2020, we announced G-STEP30, a long-term vision for the desired image of the Unitika
Group by around 2030. The Unitika Groupʼs philosophy is “contributing to society by connecting
peopleʼs lives and technology,” and we have kept this in mind as we have been carrying out our

Shuji Ueno,
Representative Director and President, Chief Executive Officer

various corporate activities. In formulating this long-term vision, we started by confirming thecurrent position of our businesses, and then envisioning how society will be by around 2030.
In this process, we considered meeting peopleʼs needs as important for contributing to society; andin following our philosophy, we envisioned Unitika as providing the technologies and products tocontribute to peopleʼs lives, centering on the technical fields that are the Unitika Groupʼsstrengths. As we approach 2030, we have set the desired direction of the Unitika Group as
contributing to safe and secure living, convenient and comfortable living, and living in coexistencewith the environment. We believe we can maximize the Unitika Groupʼs business potential bycontributing to these three fields in particular.
Furthermore, society is approaching 2030 by carrying out various activities within the frameworkof the Sustainable Development Goals (SDGs). As a member of international society, we cannot
achieve sustainable growth without contributing to achieving the SDGs within our corporate
activities as well. Recognizing this, we have set the Unitika Groupʼs mission as meeting the needsof people through providing our products and technologies to society, and by contributing tosolving social issues to ultimately help achieve the SDGs. As we strive to achieve the desired imageof our long-term vision (G-STEP30), we will work tirelessly day and night to be a “company that iscontinuously chosen by customers” even by around 2030.

5

Unitika Report 2021

Unitika Report 2021

6

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

Message from the President

The surrounding business environment,
and the Unitika Groupʼs response
In FY 2020, the spread of COVID-19 infections slowed down the Japanese economy. Althoughsome industries such as semiconductors and the automotive field started to recover in the second
half of the fiscal year, other industries continued to struggle and overseas markets also remainedin a slump. Our everyday lifestyle has also changed considerably during the COVID-19 pandemic.
Even as we enter FY 2021, waves of COVID-19 infections continue to occur intermittently, andeconomic conditions remain sluggish both in Japan and overseas; subsequently, the business
forecast going forward is still uncertain.
The business environment surrounding the Company has also been impacted by the COVID-19
pandemic and changes in peopleʼs lifestyles. A steep slump in demand continues in our coregarment fiber business field, and a recovery in demand is delayed in construction-related materials
and industrial materials as well. In such conditions, the Unitika Group has continued to stably

Strengthen our revenue base

supply to society the films and nonwoven fabric people need for daily life, and the functional
materials required in various industrial fields. Subsequently, although there was a significant
decline in FY 2020 net sales from the previous fiscal year, we were able to secure a certain level ofcentering on high value-added

profit. Additionally, to meet the pressing needs of strained medical and healthcare settings, theUnitika Group provided emergency supplies of medical gowns via the domestic network we havebuilt in our nonwoven fabric and garment fiber businesses. I feel these activities have reaffirmed

products and environmentally

the Unitika Group as a corporate entity that is needed in society. In FY 2021 as well, the Unitika

friendly materials

G-STEP30: Unitikaʼs long-term vision from our philosophy

Group will continue to stably supply the materials and products society needs.

In May 2020, we announced G-STEP30, a long-term vision for the desired image of the Unitika
Group by around 2030. The Unitika Groupʼs philosophy is “contributing to society by connecting
peopleʼs lives and technology,” and we have kept this in mind as we have been carrying out our

Shuji Ueno,
Representative Director and President, Chief Executive Officer

various corporate activities. In formulating this long-term vision, we started by confirming thecurrent position of our businesses, and then envisioning how society will be by around 2030.
In this process, we considered meeting peopleʼs needs as important for contributing to society; andin following our philosophy, we envisioned Unitika as providing the technologies and products tocontribute to peopleʼs lives, centering on the technical fields that are the Unitika Groupʼsstrengths. As we approach 2030, we have set the desired direction of the Unitika Group as
contributing to safe and secure living, convenient and comfortable living, and living in coexistencewith the environment. We believe we can maximize the Unitika Groupʼs business potential bycontributing to these three fields in particular.
Furthermore, society is approaching 2030 by carrying out various activities within the frameworkof the Sustainable Development Goals (SDGs). As a member of international society, we cannot
achieve sustainable growth without contributing to achieving the SDGs within our corporate
activities as well. Recognizing this, we have set the Unitika Groupʼs mission as meeting the needsof people through providing our products and technologies to society, and by contributing tosolving social issues to ultimately help achieve the SDGs. As we strive to achieve the desired imageof our long-term vision (G-STEP30), we will work tirelessly day and night to be a “company that iscontinuously chosen by customers” even by around 2030.

5

Unitika Report 2021

Unitika Report 2021

6

Introduction

Medium-term management plan G-STEP30 1st, and its progress

Life

Value Creation
Strategy

ESG

Financial andCorporate Information

Cycle Assessment (LCA) since FY 2020, and evaluating more accurately to what extent theUnitika Groupʼs products contribute to the environment. Our FY 2030 reduction target for CO2
Similar to the long-term vision, we have announced the medium-term management plan
G-STEP30 1st, which runs for three years up to FY 2022. A major goal of this medium-term
management plan is to strengthen the Unitika Groupʼs revenue base toward achieving thelong-term vision. Accordingly, as a basic policy and with the intention of building a robust
business portfolio, we are accelerating the development of high value-added products to further
strengthen the Unitika Groupʼs business and technical capabilities. Another initiative as we headtoward 2030 is sustainable products, namely focusing on further advancing the development ofenvironmentally friendly materials.
As for the second basic policy of the promotion of global business development, we are continuingwith the initiatives of the previous medium-term management plan. This includes currently
adding new production equipment for nylon film in Indonesia, as a part of our continued efforts tobuild a global production system for our main products. Although the global-scale impact of
COVID-19 is causing delays in our schedule, we are firmly following the plan to complete theaddition of equipment.
The progress of the FY 2020 plan has been impacted by COVID-19, and so not all of the main
policies are progressing according to plan. However, we are making steady progress in expanding
sales of high value-added products in the film field, which is strongly expected to contribute to ourrevenue going forward. We have also grown sales of high value-added products for electronicmaterials in glass fiber as well. Additionally, we have been moving forward with proposals andmarketing activities for nylon film, polyester film, and polyester functional fiber as even moreenvironmentally friendly materials. These materials are made using Unitikaʼs polymerization
technologies and newly recycled chemicals.
Although the impact on business of COVID-19 is still largely lingering in FY 2021 as well, it isexpected that as vaccinations increase, economic recovery will progress in Japan and overseas. Of
course, economies and lifestyles will never return to what they were before the COVID-19
pandemic; we are likely moving toward the transformation of society into a new normal.
Therefore, we believe these changes in the business environment will bring about new issues toaddress in order to strengthen the Unitika Groupʼs revenue. However, even in these times of livingwith COVID-19 and the post-COVID-19 era, at present we do not think it is necessary to change themain policies outlined in the medium-term management plan including accelerating thedevelopment of high value-added products, and developing environmentally friendly materials;
they will remain priority initiatives to strengthen the Unitika Groupʼs revenue structure. In thisfiscal year as well, we will focus our efforts even more to make progress in the main policies of themedium-term management plan.

Promote sustainability initiatives
As outlined in the long-term vision, we need to work together as a company and promotesustainability initiatives to contribute to achieving the SDGs. Accordingly, in July 2020 we set up the
Sustainable Business Promotion Office in the Technology Development Division, and we have beenreviewing the Unitika Groupʼs initiatives for SDGs. Additionally, from December 2020 to July 2021 we
implemented a project to clarify priority issues (materiality), and confirmed the direction of ourinitiatives and issues leading up to 2030. These priority issues reflect the actual state and future
direction of the Unitika Group. We are aware of the Paris Agreement framework, such as the reductionof CO2 emissions, and we have been focusing on initiatives such as switching fuel from heavy oil tonatural gas. The focus policies in the medium-term management plan and long-term vision also
include these environmentally-friendly corporate activities, and other initiatives such as developing
products and technologies that can help to reduce the environmental impact.
As a part of these initiatives to reduce the environmental impact, we have also been reviewing the7

Unitika Report 2021

emissions is the same as the Japanese governmentʼs target of a 46% reduction relative to the FY 2013
level. We already achieved a 23% reduction in FY 2020, and we are continuing our efforts to achieve the
46% reduction target by promoting further energy-saving activities and introducing carbon neutralenergy. The Unitika Group will keep further advancing our sustainability initiatives, as we aim tobecome a corporate entity that can achieve sustainable growth.

Strengthen governance
In FY 2019, there were inappropriate cases of certain products being manufactured and soldby the Unitika Group that had quality management issues. We have reflected on these cases,
and as the third basic policy of the medium-term management plan, we intend to pursue
reforming corporate culture and awareness. Accordingly, the Unitika Group is moving forwardwith establishing a quality assurance system and initiatives for the rebuilding of risk
management. In FY 2020, we enhanced our quality assurance initiatives culminating with the
Quality Assurance Committee, and we also implemented education on quality and quality
audits within the Group. So as to ensure we will never again have inappropriate cases of quality
assurance, this fiscal year we will also continue with quality assurance initiatives throughout
the Unitika Group. Changing the awareness and actions of each individual is also essential tostrengthen governance. Accordingly, we are working on further fostering the complianceawareness of employees through education using electronic resources (e-learning), based on
the newly developed Unitika Group Code of Conduct. By continuing with such initiatives, wehope our employees will have a shared awareness and understanding of the importance ofreforming corporate culture and awareness.
Our management system from July 2021 is changing to increase the diversity of the Board of
Directors. We will add another internal director and outside director each, with the latter beinga female executive officer. Under this new management system, we will continue with our
initiatives to strengthen governance in this fiscal year as well.

To all stakeholders
Since I was appointed as the President in July 2019, my mission and conviction have been to
recover the Unitika Groupʼs earning capacity and make us a corporate entity that can achievesustainable growth. In this tough business environment during the COVID-19 pandemic, ourabilities (namely, our strengths and competitiveness as a company) as a corporate entity are being
questioned even more. The main policies in the medium-term management plan are based on the
Unitika Groupʼs strengths and competitiveness, and I believe further deepening each initiative isnecessary to stabilize our earning capacity. Also, as we approach a turbulent time of learning tolive with COVID-19 and other challenges, we need to ask again what are the needs of society andin peopleʼs daily lives going forward? I believe it is also necessary to return to this starting point
and reorganize our corporate activities.
In addition to initiatives for priority issues on sustainability, we will approach other issues froma fresh perspective and with a challenger spirit, as we pursue our philosophy of contributing tosociety and improve our corporate value in striving to be a company that is continuously chosen
by customers. I hope to receive the continued understanding and support of all stakeholders forthe activities of the Unitika Group.

Shuji Ueno
Representative Director and President
Chief Executive Officer

Unitika Report 2021

8

Introduction

Medium-term management plan G-STEP30 1st, and its progress

Life

Value Creation
Strategy

ESG

Financial andCorporate Information

Cycle Assessment (LCA) since FY 2020, and evaluating more accurately to what extent theUnitika Groupʼs products contribute to the environment. Our FY 2030 reduction target for CO2
Similar to the long-term vision, we have announced the medium-term management plan
G-STEP30 1st, which runs for three years up to FY 2022. A major goal of this medium-term
management plan is to strengthen the Unitika Groupʼs revenue base toward achieving thelong-term vision. Accordingly, as a basic policy and with the intention of building a robust
business portfolio, we are accelerating the development of high value-added products to further
strengthen the Unitika Groupʼs business and technical capabilities. Another initiative as we headtoward 2030 is sustainable products, namely focusing on further advancing the development ofenvironmentally friendly materials.
As for the second basic policy of the promotion of global business development, we are continuingwith the initiatives of the previous medium-term management plan. This includes currently
adding new production equipment for nylon film in Indonesia, as a part of our continued efforts tobuild a global production system for our main products. Although the global-scale impact of
COVID-19 is causing delays in our schedule, we are firmly following the plan to complete theaddition of equipment.
The progress of the FY 2020 plan has been impacted by COVID-19, and so not all of the main
policies are progressing according to plan. However, we are making steady progress in expanding
sales of high value-added products in the film field, which is strongly expected to contribute to ourrevenue going forward. We have also grown sales of high value-added products for electronicmaterials in glass fiber as well. Additionally, we have been moving forward with proposals andmarketing activities for nylon film, polyester film, and polyester functional fiber as even moreenvironmentally friendly materials. These materials are made using Unitikaʼs polymerization
technologies and newly recycled chemicals.
Although the impact on business of COVID-19 is still largely lingering in FY 2021 as well, it isexpected that as vaccinations increase, economic recovery will progress in Japan and overseas. Of
course, economies and lifestyles will never return to what they were before the COVID-19
pandemic; we are likely moving toward the transformation of society into a new normal.
Therefore, we believe these changes in the business environment will bring about new issues toaddress in order to strengthen the Unitika Groupʼs revenue. However, even in these times of livingwith COVID-19 and the post-COVID-19 era, at present we do not think it is necessary to change themain policies outlined in the medium-term management plan including accelerating thedevelopment of high value-added products, and developing environmentally friendly materials;
they will remain priority initiatives to strengthen the Unitika Groupʼs revenue structure. In thisfiscal year as well, we will focus our efforts even more to make progress in the main policies of themedium-term management plan.

Promote sustainability initiatives
As outlined in the long-term vision, we need to work together as a company and promotesustainability initiatives to contribute to achieving the SDGs. Accordingly, in July 2020 we set up the
Sustainable Business Promotion Office in the Technology Development Division, and we have beenreviewing the Unitika Groupʼs initiatives for SDGs. Additionally, from December 2020 to July 2021 we
implemented a project to clarify priority issues (materiality), and confirmed the direction of ourinitiatives and issues leading up to 2030. These priority issues reflect the actual state and future
direction of the Unitika Group. We are aware of the Paris Agreement framework, such as the reductionof CO2 emissions, and we have been focusing on initiatives such as switching fuel from heavy oil tonatural gas. The focus policies in the medium-term management plan and long-term vision also
include these environmentally-friendly corporate activities, and other initiatives such as developing
products and technologies that can help to reduce the environmental impact.
As a part of these initiatives to reduce the environmental impact, we have also been reviewing the7

Unitika Report 2021

emissions is the same as the Japanese governmentʼs target of a 46% reduction relative to the FY 2013
level. We already achieved a 23% reduction in FY 2020, and we are continuing our efforts to achieve the
46% reduction target by promoting further energy-saving activities and introducing carbon neutralenergy. The Unitika Group will keep further advancing our sustainability initiatives, as we aim tobecome a corporate entity that can achieve sustainable growth.

Strengthen governance
In FY 2019, there were inappropriate cases of certain products being manufactured and soldby the Unitika Group that had quality management issues. We have reflected on these cases,
and as the third basic policy of the medium-term management plan, we intend to pursue
reforming corporate culture and awareness. Accordingly, the Unitika Group is moving forwardwith establishing a quality assurance system and initiatives for the rebuilding of risk
management. In FY 2020, we enhanced our quality assurance initiatives culminating with the
Quality Assurance Committee, and we also implemented education on quality and quality
audits within the Group. So as to ensure we will never again have inappropriate cases of quality
assurance, this fiscal year we will also continue with quality assurance initiatives throughout
the Unitika Group. Changing the awareness and actions of each individual is also essential tostrengthen governance. Accordingly, we are working on further fostering the complianceawareness of employees through education using electronic resources (e-learning), based on
the newly developed Unitika Group Code of Conduct. By continuing with such initiatives, wehope our employees will have a shared awareness and understanding of the importance ofreforming corporate culture and awareness.
Our management system from July 2021 is changing to increase the diversity of the Board of
Directors. We will add another internal director and outside director each, with the latter beinga female executive officer. Under this new management system, we will continue with our
initiatives to strengthen governance in this fiscal year as well.

To all stakeholders
Since I was appointed as the President in July 2019, my mission and conviction have been to
recover the Unitika Groupʼs earning capacity and make us a corporate entity that can achievesustainable growth. In this tough business environment during the COVID-19 pandemic, ourabilities (namely, our strengths and competitiveness as a company) as a corporate entity are being
questioned even more. The main policies in the medium-term management plan are based on the
Unitika Groupʼs strengths and competitiveness, and I believe further deepening each initiative isnecessary to stabilize our earning capacity. Also, as we approach a turbulent time of learning tolive with COVID-19 and other challenges, we need to ask again what are the needs of society andin peopleʼs daily lives going forward? I believe it is also necessary to return to this starting point
and reorganize our corporate activities.
In addition to initiatives for priority issues on sustainability, we will approach other issues froma fresh perspective and with a challenger spirit, as we pursue our philosophy of contributing tosociety and improve our corporate value in striving to be a company that is continuously chosen
by customers. I hope to receive the continued understanding and support of all stakeholders forthe activities of the Unitika Group.

Shuji Ueno
Representative Director and President
Chief Executive Officer

Unitika Report 2021

8

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

Value Creation Process
Aiming to be a company that is continuously chosen, and contributing to the creation of a sustainable society

Our Philosophy

Business Model

Values Provided

Desired Image (Long-term vision)

Safe
and
secure living

Businesses

P o l y m e r s

We provide products that can protect
people from or minimize various risks
in their daily lives (disasters, accidents,
crimes, damage to health, etc.).

Main business and products:
Construction and civil engineering
materials, Industrial materials, Food
packaging materials, Sanitationmaterials

A company that iscontinuously chosen
by customers

Performance Materials

Fibers & Textiles

・A company that contributes
to society through manufacturing,See pp. 14‒16 for details.

Contributing to society

Strengths

by connecting peopleʼs・Responsiveness to diverse needs

Convenientandcomfortableliving・Global niche technologies and products

lives and technology

In response to globalization, digitalization,changing lifestyles, progressive aging, andother changes in society, we provide
products that are compatible with diverse
lifestyles and lessen the burdens of daily
life.

Main business and products:
Electrical and electronic materials,
Industrial materials, Filter materials

and is trusted throughout the world
・A company that creates new value
with unique technology,
and continues to grow sustainably
・A company that increases corporate

・Domestic and global top share products

value and is evaluated highly・Seven core technologies

by a wide range of stakeholders

Fibers and textiles technologies, Nonwoven fabrictechnologies, Film technologies, Polymerization
technologies, Compound alloy technologies,

Living incoexistencewith theenvironment

Emulsion technologies, Analytical evaluation
technologies
Strategies

Medium-term management plan
G-STEP30 1st

Basic matters underlying
the priority issues

9

Unitika Report 2021

The three items listed here are

Preparing a business
operation base“business-related priority issues,”

See pp. 11‒13 for details.

other priority issues.

Compliance

We provide products that contributeto the improvement of living standards
around the world, mitigation ofclimate change, reduction of theenvironmental impact, and resourceand energy saving.

Main business and products:
Biodegradable materials, Various
recyclable materials

Targets to be achievedby around 2030
Net
sales

200,000 million yen

Operatingproﬁt20,000 million yen

which are a part of the priority issues(materiality). See pp. 17‒18 for theStrengthen governance

Ensure product safety and quality

Promote digital transformation

Unitika Report 2021

10

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

Value Creation Process
Aiming to be a company that is continuously chosen, and contributing to the creation of a sustainable society

Our Philosophy

Business Model

Values Provided

Desired Image (Long-term vision)

Safe
and
secure living

Businesses

P o l y m e r s

We provide products that can protect
people from or minimize various risks
in their daily lives (disasters, accidents,
crimes, damage to health, etc.).

Main business and products:
Construction and civil engineering
materials, Industrial materials, Food
packaging materials, Sanitationmaterials

A company that iscontinuously chosen
by customers

Performance Materials

Fibers & Textiles

・A company that contributes
to society through manufacturing,See pp. 14‒16 for details.

Contributing to society

Strengths

by connecting peopleʼs・Responsiveness to diverse needs

Convenientandcomfortableliving・Global niche technologies and products

lives and technology

In response to globalization, digitalization,changing lifestyles, progressive aging, andother changes in society, we provide
products that are compatible with diverse
lifestyles and lessen the burdens of daily
life.

Main business and products:
Electrical and electronic materials,
Industrial materials, Filter materials

and is trusted throughout the world
・A company that creates new value
with unique technology,
and continues to grow sustainably
・A company that increases corporate

・Domestic and global top share products

value and is evaluated highly・Seven core technologies

by a wide range of stakeholders

Fibers and textiles technologies, Nonwoven fabrictechnologies, Film technologies, Polymerization
technologies, Compound alloy technologies,

Living incoexistencewith theenvironment

Emulsion technologies, Analytical evaluation
technologies
Strategies

Medium-term management plan
G-STEP30 1st

Basic matters underlying
the priority issues

9

Unitika Report 2021

The three items listed here are

Preparing a business
operation base“business-related priority issues,”

See pp. 11‒13 for details.

other priority issues.

Compliance

We provide products that contributeto the improvement of living standards
around the world, mitigation ofclimate change, reduction of theenvironmental impact, and resourceand energy saving.

Main business and products:
Biodegradable materials, Various
recyclable materials

Targets to be achievedby around 2030
Net
sales

200,000 million yen

Operatingproﬁt20,000 million yen

which are a part of the priority issues(materiality). See pp. 17‒18 for theStrengthen governance

Ensure product safety and quality

Promote digital transformation

Unitika Report 2021

10

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

Medium-Term Management Plan
Preparing for the growth stage toward the realization of a sustainable society,and moving forward with strengthening our base.

Formulation of our long-term vision G-STEP30In May 2020, we revised the desired image“Contributing to society by connecting peopleʼs
lives and technology”

Our Philosophyof Unitika, and formulated G-STEP30, aThree basic policies of the medium-term management plan G-STEP30 1st

long-term vision for around 2030.

GrowthWe will s trengthen our b a s e b yaccelerating the development of highva l ue-a d d ed p rod ucts , a nd move
forward with initiatives centering on
promoting sustainability. Specifically,
we have set the areas A and B, where
products highly needed in society andhigh value-added products belong, as
our targets for strengthening revenue.
In Area A, our focus is on realizing
innovation by creating new grades ofpolyarylate and next-generation films
for electronic materials etc., developing
ap p l ica ti o ns, and fac i l i t a t ing t h edevelopment of new materials andp rod ucts . T hen in Area B, we will
strengthen revenue by adapting to newneeds centering on environmentallyfriendly materials (see p. 19).

Contributing to the SDGs
with the “three types of living” approach

Under our philosophy of contributing
to society by connecting peopleʼs lives and

Safe
and
secure living

Group Mission

technology, we are striving to be a company

Convenientandcomfortable living

Living in coexistencewith theenvironmentthat is continuously chosen by customers,
with the Group mission of contributing

We are aiming to be a “company
that is continuously chosen by customers.”

to achieving the SDGs through the “three
Desired Image

types of living” approach of safe and secure(Long-term vision)

living, convenient and comfortable living, andliving in coexistence with the environment.

● A company that contributes to society through manufacturing, and is trusted
throughout the world● A company that creates new value with unique technology, and continues
to grow sustainably● A company that increases corporate value and is evaluated highly by a wide
range of stakeholders

Taking the first step toward realizing our long-term vision
We are moving forward with our three-step initiatives towardrealizing our long-term vision, as we strive to achievesustainable growth and contribute to society. In the first stepof the medium-term management plan G-STEP30 1st, wehave positioned strengthening our base as a priority issue.

Building a robust business portfolio

During FY 2020, the first fiscal year of the Plan, we were also
impacted by the spread of COVID-19 infections; consequently,
net sales were 110,400 million yen and operating profit was
6,000 million yen.

High shareandniche markets

Areas for revenue
strengthening

Area CArea A

Contribute to a stable society

Achieve innovation● Reinforce production and expand sales● Expand sales routes and share,including overseas● Improve quality, differentiate● Stabilize production and supply● Upgrade high revenue items,
and strengthen the developmentof applications● Promote investment for the developmentof new materials and productsHighsocial needs
andadded value

General andgeneralpurpose
markets
Area D

Area B

Review product value

Adapt to new needs● Improve quality, differentiate● Diversify the development of applications● Achieve cost efficiency● Fundamental review of cost structure andsales● Expand the value chain,including overseas, and acquire new users● Expand business areas in cooperation
with other companies

Over-competition

Products and business items, etc. by areaＡ

● Next-generation films for electronic materials etc● Nylon film for packaging● New grades of polyarylate● Industrial use polyester materials to polyester spunbond, ultra-high-strength
polyester filament yarns, etc.

Previous medium-term
management plan

『G-STEP30 1st』
Previous

FY2020〜2022

medium-term■ Preparing a business operationbase

management plan

● Building a robust business portfolio● Promotion of the global business● Reformation of the corporate
culture and awareness『G-STEP30 2nd』

『G-STEP30 3rd』

FY2023〜2025

FY2026〜2028■ Shift gears to strengthening
our businesses■ Establish a growth cycle● Review and build new business
schemes● Implement growth investment
projects● Reform, build, and establish work
processes● Films for industrial use● Ultrathin glass fabric for electronic materials

A companythat iscontinuouslychosen● Realize a stable growthtrajectory● Achieve a healthy financial
structure● Improve corporate value

B

Implement more technical training, strengthen personnel skills, evolve work processes, etc. to facilitate sustainable growth
Improve quality and build trust, ensure thorough risk management, expand business areas, etc. to prepare a business operation base

FY 2020 Progress
Accelerated sales of high value-added products
Even during the COVID-19 pandemic of FY 2020, we expanded salesof high value-added products such as the barrier nylon film “Emblem

2019

2022

2025

2028

2030

use film, as well as ultrathin glass fabric and hollow fiber membrane,

We also enhanced our product line up of environmentally friendly

20%

materials with the launch of products such as the polyester film “Emblet

200,000● Garment fibers for uniforms

D● General-purpose grades of existing products, less profitable products● Unprofitable businesses in the garment fibers domain“Unipeel”

Area A

Unipeel is a silicon-free release polyester film used for electronic
applications, etc. We expanded sales in Japan and overseas, andgrew net sales by 1.2 times year on year.

Polyamide hollow fiber membranefilterArea B

This filter can separate impurities at the molecular level. It is anenergy-saving material that can reduce energy consumption,compared to the distillation method in liquid filtration.

119,500

147,000

million yen

million yen

Upper section: Net sales

million yen

Polymers

CE” and the nylon film “Emblem CE” for food packaging, which effectively

5,500

11,000

Middle section: Operating profit

20,000“Emblem CE” , “Emblet CE”

million yen

million yen

50%

use recycled resources by recycling chemicals. We will continue to(4.6%)(7.5%)

These are polyester films and nylon films for food packaging,which effectively use recycled resources by recycling chemicals.

(Lower section: Operating profit margin)
Performance Materials

million yen

(10%)

30%
Overseas sales ratio
20%
Capital adequacy ratio 18%

11

HG” , the silicon-free release polyester film “Unipeel” , and other industrial

etc.

Fibers & Textiles● Industrial-use glass fabric (flame-resistant, non-combustible materials, etc.)● Various functional plastics (environmentally friendly, etc.)● Recycle grade of fibers and textiles, films, and plastics

Contribute torealizing asustainable
society● Spunlace nonwoven fabric for sanitation materials, polyester staple fiber● Glass beads (for roads and industrial use, etc.)● Activated carbon fiber for filters, PA hollow fiber membrane● Biodegradable and other bio-related materials

Create and provide business value, improve the Groupʼs corporate value

C

Unitika Report 2021

Overseas sales ratio
28%
Capital adequacy ratio 23%

actively develop such environmentally friendly materials, so that they

Area Bcan become the pivot of our business base going forward.

Overseas sales ratio
35%
Capital adequacy ratio 30%

Unitika Report 2021

12

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

Medium-Term Management Plan
Preparing for the growth stage toward the realization of a sustainable society,and moving forward with strengthening our base.

Formulation of our long-term vision G-STEP30In May 2020, we revised the desired image“Contributing to society by connecting peopleʼs
lives and technology”

Our Philosophyof Unitika, and formulated G-STEP30, aThree basic policies of the medium-term management plan G-STEP30 1st

long-term vision for around 2030.

GrowthWe will s trengthen our b a s e b yaccelerating the development of highva l ue-a d d ed p rod ucts , a nd move
forward with initiatives centering on
promoting sustainability. Specifically,
we have set the areas A and B, where
products highly needed in society andhigh value-added products belong, as
our targets for strengthening revenue.
In Area A, our focus is on realizing
innovation by creating new grades ofpolyarylate and next-generation films
for electronic materials etc., developing
ap p l ica ti o ns, and fac i l i t a t ing t h edevelopment of new materials andp rod ucts . T hen in Area B, we will
strengthen revenue by adapting to newneeds centering on environmentallyfriendly materials (see p. 19).

Contributing to the SDGs
with the “three types of living” approach

Under our philosophy of contributing
to society by connecting peopleʼs lives and

Safe
and
secure living

Group Mission

technology, we are striving to be a company

Convenientandcomfortable living

Living in coexistencewith theenvironmentthat is continuously chosen by customers,
with the Group mission of contributing

We are aiming to be a “company
that is continuously chosen by customers.”

to achieving the SDGs through the “three
Desired Image

types of living” approach of safe and secure(Long-term vision)

living, convenient and comfortable living, andliving in coexistence with the environment.

● A company that contributes to society through manufacturing, and is trusted
throughout the world● A company that creates new value with unique technology, and continues
to grow sustainably● A company that increases corporate value and is evaluated highly by a wide
range of stakeholders

Taking the first step toward realizing our long-term vision
We are moving forward with our three-step initiatives towardrealizing our long-term vision, as we strive to achievesustainable growth and contribute to society. In the first stepof the medium-term management plan G-STEP30 1st, wehave positioned strengthening our base as a priority issue.

Building a robust business portfolio

During FY 2020, the first fiscal year of the Plan, we were also
impacted by the spread of COVID-19 infections; consequently,
net sales were 110,400 million yen and operating profit was
6,000 million yen.

High shareandniche markets

Areas for revenue
strengthening

Area CArea A

Contribute to a stable society

Achieve innovation● Reinforce production and expand sales● Expand sales routes and share,including overseas● Improve quality, differentiate● Stabilize production and supply● Upgrade high revenue items,
and strengthen the developmentof applications● Promote investment for the developmentof new materials and productsHighsocial needs
andadded value

General andgeneralpurpose
markets
Area D

Area B

Review product value

Adapt to new needs● Improve quality, differentiate● Diversify the development of applications● Achieve cost efficiency● Fundamental review of cost structure andsales● Expand the value chain,including overseas, and acquire new users● Expand business areas in cooperation
with other companies

Over-competition

Products and business items, etc. by areaＡ

● Next-generation films for electronic materials etc● Nylon film for packaging● New grades of polyarylate● Industrial use polyester materials to polyester spunbond, ultra-high-strength
polyester filament yarns, etc.

Previous medium-term
management plan

『G-STEP30 1st』
Previous

FY2020〜2022

medium-term■ Preparing a business operationbase

management plan

● Building a robust business portfolio● Promotion of the global business● Reformation of the corporate
culture and awareness『G-STEP30 2nd』

『G-STEP30 3rd』

FY2023〜2025

FY2026〜2028■ Shift gears to strengthening
our businesses■ Establish a growth cycle● Review and build new business
schemes● Implement growth investment
projects● Reform, build, and establish work
processes● Films for industrial use● Ultrathin glass fabric for electronic materials

A companythat iscontinuouslychosen● Realize a stable growthtrajectory● Achieve a healthy financial
structure● Improve corporate value

B

Implement more technical training, strengthen personnel skills, evolve work processes, etc. to facilitate sustainable growth
Improve quality and build trust, ensure thorough risk management, expand business areas, etc. to prepare a business operation base

FY 2020 Progress
Accelerated sales of high value-added products
Even during the COVID-19 pandemic of FY 2020, we expanded salesof high value-added products such as the barrier nylon film “Emblem

2019

2022

2025

2028

2030

use film, as well as ultrathin glass fabric and hollow fiber membrane,

We also enhanced our product line up of environmentally friendly

20%

materials with the launch of products such as the polyester film “Emblet

200,000● Garment fibers for uniforms

D● General-purpose grades of existing products, less profitable products● Unprofitable businesses in the garment fibers domain“Unipeel”

Area A

Unipeel is a silicon-free release polyester film used for electronic
applications, etc. We expanded sales in Japan and overseas, andgrew net sales by 1.2 times year on year.

Polyamide hollow fiber membranefilterArea B

This filter can separate impurities at the molecular level. It is anenergy-saving material that can reduce energy consumption,compared to the distillation method in liquid filtration.

119,500

147,000

million yen

million yen

Upper section: Net sales

million yen

Polymers

CE” and the nylon film “Emblem CE” for food packaging, which effectively

5,500

11,000

Middle section: Operating profit

20,000“Emblem CE” , “Emblet CE”

million yen

million yen

50%

use recycled resources by recycling chemicals. We will continue to(4.6%)(7.5%)

These are polyester films and nylon films for food packaging,which effectively use recycled resources by recycling chemicals.

(Lower section: Operating profit margin)
Performance Materials

million yen

(10%)

30%
Overseas sales ratio
20%
Capital adequacy ratio 18%

11

HG” , the silicon-free release polyester film “Unipeel” , and other industrial

etc.

Fibers & Textiles● Industrial-use glass fabric (flame-resistant, non-combustible materials, etc.)● Various functional plastics (environmentally friendly, etc.)● Recycle grade of fibers and textiles, films, and plastics

Contribute torealizing asustainable
society● Spunlace nonwoven fabric for sanitation materials, polyester staple fiber● Glass beads (for roads and industrial use, etc.)● Activated carbon fiber for filters, PA hollow fiber membrane● Biodegradable and other bio-related materials

Create and provide business value, improve the Groupʼs corporate value

C

Unitika Report 2021

Overseas sales ratio
28%
Capital adequacy ratio 23%

actively develop such environmentally friendly materials, so that they

Area Bcan become the pivot of our business base going forward.

Overseas sales ratio
35%
Capital adequacy ratio 30%

Unitika Report 2021

12

Introduction

Medium-Term Management Plan

GlobalPolymers

Promote global
business development

Production

Sales

Business Outline

Build a global production system

Strengthen overseas sales system● Films: Strengthen the Emblem supply
system● Nonwoven fabric:Thai Unitika Spunbond
Co., Ltd. (TUSCO) (Thailand)
Stable supply of new machinery● Promote alliances● Expand high value-added products(Barrier film, U-Polymer, etc.)

Production system◆ Nylon film

◆Polyester spunbond

25,000t
Overseas* 26,500t

Japan

Japan

Overseas

20,000t
10,000t(* Figures after operationof new machinery in Indonesia)

We are developing the two businesses of films andplastics in the Polymers segment, which is currently at thecore of Unitika. In the films business, we have establishedourselves as a global leader in the market share of nylon
film made using the worldʼ s first simultaneous biaxial
stretching method. We are also exploring further
applications for high performance polyester film. In theplastics business, we are moving forward with our global
niche strategy, and we have our sights set on the global
market for engineering plastics such as “Nanocon” and“U-Polymer”.

In the packaging field in the films business, although consumers

Overseas offices

Global Management Department

Overseas sales sites

Establishment of the local corporation Unitika Europe GmbH
(Germany)

Additional 10,000 tons of equipment at P.T. Emblem Asia
(Indonesia)

In December 2020 we established the sales subsidiary Unitika Europe GmbHto strengthen sales in the European market for functional materials.

We are working to install additional equipment to be operational
within FY 2021, so as to respond to the expanding demand for foodpackaging materials mainly in Asia.

Reformation of thecorporate culture andawareness

We have reflected on the inappropriate cases in
FY 2019 of certain products being manufactured
and sold by the Unitika Group that had quality
management issues. These cases have propelled
our efforts to reform our corporate culture andawareness to strengthen governance companywide.
In our basic policy we have outlined establishinga quality assurance system, rebuilding risk
management, and strengthening processes at the
production sites as ways to return to the starting
point of manufacturing as a manufacturer,
and ensure such inappropriate cases of quality
management never happen again.

refraining from going outside (as a measure to prevent the spread of
COVID-19) resulted in sluggish sales in stores, sales in food productsrose and remained robust on the back of favorable demand fromconsumers staying at home (due to COVID-19). Sales were strong in“Emblem HG” and other high value-added products. In the industry
field, sales were steady in semiconductors applications and the highvalue-added product “Unipeel” . In the plastics business, although sales
struggled in nylon resin and “U-Polymer” , sales in automobile
applications started to recover from the second half of the fiscal year.
Net sales

Operating profit(100 million yen)(100 million yen)

457

414

2019

2020

Personnel

FY 2020 Progress

Basic Policies

Main Policies

1. Establish a quality
assurance system● Strengthen the compliance system• Set up a Quality Assurance Committee (with the President as Committee Chairman)• Review the quality management organization (make it independent)• Implement quality management audits (starting from August 2019)• Formulate Guidelines for Quality Assurance• Facilitate the sophistication of systems to prevent falsifying data, etc.

● Reform corporate culture and awareness through education• Review the Unitika Group Code of Conduct• Improve the capabilities of the Quality Assurance Department

2. Rebuild risk
management● Review the Compliance Committee and Risk Management

Performance Materials
We are developing five businesses in the Performance
Materials segment. Activated carbon fibers are mainly usedin water purification and air filters. Unitika glass fiber,
which is produced in an integrated process from the yarn toglass fabric, meets a wide range of specific needs inconstruction and civil engineering, environment-related
and other applications in the industrial materials andelectronic materials fields. Unitika glass beads, which are
the domestic market share leader, are used in paint for roadsigns and in industrial and other applications. Unitika
nonwoven fabric materials, including polyester spunbond
and cotton spunlace, are used in a wide range ofapplications including automobiles, construction and civilengineering, and sanitation materials. In industrial fibers,
we are developing high value-added products mainly forconstruction and civil engineering, and healthcare
applications.

In the activated carbon fiber business, sales were sluggish inwater purifiers and VOC removal applications. In the glass fiber● Newly set up a Corporate Management Division.
Separate risk management, quality assurance, and legal affairs fromthe organization, and strengthen cross-sectional functions
3. Strengthen
production sites

57

57● Invest earnestly to strengthen production sites

Fibers & Textiles
Business Outline
In the Fibers & Textiles segment, which is the origin of Unitika,

Strengthen the governance management
system with the newly set up Corporate
Management Division

Systematically implement personnel training
and education and teach production-related
technologies

Reform the Unitika Group Charter of Corporate

In July 2020, we aggregated the quality assurance, risk
management, and legal affairs departments tostrengthen our corporate functions and governance.

Each year we carry out training to raise the safety
management and technical skills level of young
employees who work in production.

These documents were revised in April 2020, and abooklet of the Code of Conduct was distributed to all
Unitika Group executive officers and employees as apart of our efforts to ensure compliance.

Behavior and Unitika Group Code of Conduct

year )(Fiscal

2019

2020

year )(Fiscalbusiness, sales struggled in construction and civil engineering
applications in the industries materials field, but recovered in thesecond half of the fiscal year for automobiles andenvironment-related applications. Meanwhile in the electronicmaterials field, sales were strong in the high value-added products
of information terminal devices and semiconductors applications. In
the glass bead business, sales in industry, reflective materials, androad applications were generally sluggish. In the nonwoven fabricbusiness, although sales were sluggish in industrial materials
centering on construction civil engineering applications, as well as
for automobiles and domestic skin care applications, sales werestrong in daily life materials applications. In the industrial fiber
business, although sales in polyester staple fibers were sluggish inbuilding materials and other applications, demand rose in daily life
materials applications. Sales of ultra-high-strength polyester
filament yarns steeply declined.
Net sales

Operating profit(100 million yen)(100 million yen)

323

296

2019

2020

8

FY 2020 Overview

Committee

FY 2020 Progress

we are moving forward with the global development of ouractivity by reinforcing the overseas production and sales.
We are also promoting sales of sewn products, as well as
fibers and fabrics. As our customersʼ needs continue todiversify, we are building a materials development andsupply chain to meet all of their needs.

0(

Fiscal
year

)

2019

2020

year )(Fiscalinfections substantially increased sales in medical gowns
applications. The uniforms field struggled overall withsluggish demand mainly in service and office-relatedareas, as well as in ladies, sports and other areas.

Net sales

Operating profit(100 million yen)(100 million yen)

414

393

FY 2020 Overview
In the garment fiber business, the spread of COVID-19

Unitika Report 2021

Financial andCorporate Information

FY 2020 Overview

Business Outline

13

ESG

Business Overview

We are moving forward with the three initiativesof production, sales, and personnel to promote
global business development.
For production, in the core nylon film business,
we are adding new production equipment at
our subsidiary in Indonesia with the aim ofbeing operational within FY 2021. This willfurther strengthen our bipolar production system
in Japan and Indonesia. Forsales, where fierce
competition is anticipated, it is important tostrengthen our systems including alliances.
The development and training of global
personnel is also necessary to strengthen
production and sales, and so we are focusing
on this as a most important issue in the current
medium-term management plan.

GovernanceValue Creation
Strategy

2019

2020

(

Fiscal
year

)

0

−4

2019

2020

year )(FiscalUnitika Report 2021

14

Introduction

Medium-Term Management Plan

GlobalPolymers

Promote global
business development

Production

Sales

Business Outline

Build a global production system

Strengthen overseas sales system● Films: Strengthen the Emblem supply
system● Nonwoven fabric:Thai Unitika Spunbond
Co., Ltd. (TUSCO) (Thailand)
Stable supply of new machinery● Promote alliances● Expand high value-added products(Barrier film, U-Polymer, etc.)

Production system◆ Nylon film

◆Polyester spunbond

25,000t
Overseas* 26,500t

Japan

Japan

Overseas

20,000t
10,000t(* Figures after operationof new machinery in Indonesia)

We are developing the two businesses of films andplastics in the Polymers segment, which is currently at thecore of Unitika. In the films business, we have establishedourselves as a global leader in the market share of nylon
film made using the worldʼ s first simultaneous biaxial
stretching method. We are also exploring further
applications for high performance polyester film. In theplastics business, we are moving forward with our global
niche strategy, and we have our sights set on the global
market for engineering plastics such as “Nanocon” and“U-Polymer”.

In the packaging field in the films business, although consumers

Overseas offices

Global Management Department

Overseas sales sites

Establishment of the local corporation Unitika Europe GmbH
(Germany)

Additional 10,000 tons of equipment at P.T. Emblem Asia
(Indonesia)

In December 2020 we established the sales subsidiary Unitika Europe GmbHto strengthen sales in the European market for functional materials.

We are working to install additional equipment to be operational
within FY 2021, so as to respond to the expanding demand for foodpackaging materials mainly in Asia.

Reformation of thecorporate culture andawareness

We have reflected on the inappropriate cases in
FY 2019 of certain products being manufactured
and sold by the Unitika Group that had quality
management issues. These cases have propelled
our efforts to reform our corporate culture andawareness to strengthen governance companywide.
In our basic policy we have outlined establishinga quality assurance system, rebuilding risk
management, and strengthening processes at the
production sites as ways to return to the starting
point of manufacturing as a manufacturer,
and ensure such inappropriate cases of quality
management never happen again.

refraining from going outside (as a measure to prevent the spread of
COVID-19) resulted in sluggish sales in stores, sales in food productsrose and remained robust on the back of favorable demand fromconsumers staying at home (due to COVID-19). Sales were strong in“Emblem HG” and other high value-added products. In the industry
field, sales were steady in semiconductors applications and the highvalue-added product “Unipeel” . In the plastics business, although sales
struggled in nylon resin and “U-Polymer” , sales in automobile
applications started to recover from the second half of the fiscal year.
Net sales

Operating profit(100 million yen)(100 million yen)

457

414

2019

2020

Personnel

FY 2020 Progress

Basic Policies

Main Policies

1. Establish a quality
assurance system● Strengthen the compliance system• Set up a Quality Assurance Committee (with the President as Committee Chairman)• Review the quality management organization (make it independent)• Implement quality management audits (starting from August 2019)• Formulate Guidelines for Quality Assurance• Facilitate the sophistication of systems to prevent falsifying data, etc.

● Reform corporate culture and awareness through education• Review the Unitika Group Code of Conduct• Improve the capabilities of the Quality Assurance Department

2. Rebuild risk
management● Review the Compliance Committee and Risk Management

Performance Materials
We are developing five businesses in the Performance
Materials segment. Activated carbon fibers are mainly usedin water purification and air filters. Unitika glass fiber,
which is produced in an integrated process from the yarn toglass fabric, meets a wide range of specific needs inconstruction and civil engineering, environment-related
and other applications in the industrial materials andelectronic materials fields. Unitika glass beads, which are
the domestic market share leader, are used in paint for roadsigns and in industrial and other applications. Unitika
nonwoven fabric materials, including polyester spunbond
and cotton spunlace, are used in a wide range ofapplications including automobiles, construction and civilengineering, and sanitation materials. In industrial fibers,
we are developing high value-added products mainly forconstruction and civil engineering, and healthcare
applications.

In the activated carbon fiber business, sales were sluggish inwater purifiers and VOC removal applications. In the glass fiber● Newly set up a Corporate Management Division.
Separate risk management, quality assurance, and legal affairs fromthe organization, and strengthen cross-sectional functions
3. Strengthen
production sites

57

57● Invest earnestly to strengthen production sites

Fibers & Textiles
Business Outline
In the Fibers & Textiles segment, which is the origin of Unitika,

Strengthen the governance management
system with the newly set up Corporate
Management Division

Systematically implement personnel training
and education and teach production-related
technologies

Reform the Unitika Group Charter of Corporate

In July 2020, we aggregated the quality assurance, risk
management, and legal affairs departments tostrengthen our corporate functions and governance.

Each year we carry out training to raise the safety
management and technical skills level of young
employees who work in production.

These documents were revised in April 2020, and abooklet of the Code of Conduct was distributed to all
Unitika Group executive officers and employees as apart of our efforts to ensure compliance.

Behavior and Unitika Group Code of Conduct

year )(Fiscal

2019

2020

year )(Fiscalbusiness, sales struggled in construction and civil engineering
applications in the industries materials field, but recovered in thesecond half of the fiscal year for automobiles andenvironment-related applications. Meanwhile in the electronicmaterials field, sales were strong in the high value-added products
of information terminal devices and semiconductors applications. In
the glass bead business, sales in industry, reflective materials, androad applications were generally sluggish. In the nonwoven fabricbusiness, although sales were sluggish in industrial materials
centering on construction civil engineering applications, as well as
for automobiles and domestic skin care applications, sales werestrong in daily life materials applications. In the industrial fiber
business, although sales in polyester staple fibers were sluggish inbuilding materials and other applications, demand rose in daily life
materials applications. Sales of ultra-high-strength polyester
filament yarns steeply declined.
Net sales

Operating profit(100 million yen)(100 million yen)

323

296

2019

2020

8

FY 2020 Overview

Committee

FY 2020 Progress

we are moving forward with the global development of ouractivity by reinforcing the overseas production and sales.
We are also promoting sales of sewn products, as well as
fibers and fabrics. As our customersʼ needs continue todiversify, we are building a materials development andsupply chain to meet all of their needs.

0(

Fiscal
year

)

2019

2020

year )(Fiscalinfections substantially increased sales in medical gowns
applications. The uniforms field struggled overall withsluggish demand mainly in service and office-relatedareas, as well as in ladies, sports and other areas.

Net sales

Operating profit(100 million yen)(100 million yen)

414

393

FY 2020 Overview
In the garment fiber business, the spread of COVID-19

Unitika Report 2021

Financial andCorporate Information

FY 2020 Overview

Business Outline

13

ESG

Business Overview

We are moving forward with the three initiativesof production, sales, and personnel to promote
global business development.
For production, in the core nylon film business,
we are adding new production equipment at
our subsidiary in Indonesia with the aim ofbeing operational within FY 2021. This willfurther strengthen our bipolar production system
in Japan and Indonesia. Forsales, where fierce
competition is anticipated, it is important tostrengthen our systems including alliances.
The development and training of global
personnel is also necessary to strengthen
production and sales, and so we are focusing
on this as a most important issue in the current
medium-term management plan.

GovernanceValue Creation
Strategy

2019

2020

(

Fiscal
year

)

0

−4

2019

2020

year )(FiscalUnitika Report 2021

14

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

Business Overview* Items numbered with a ■ are Unitika environmentally friendly materials.
Items numbered with a ● are Unitika materials. Items marked with a ● are applications.

Main Business Areas and Product Groups

Automobiles and Mobility

Unitika Materials

Automobiles
Films for industrial use
1 (includin “Unipeel” and “Uniamide”)

Electric and Electronics

Living and Safety

Environment and Energy(Primary Industry)

Industry

Lifestyle

Civil Engineering and Construction

FishingandAgriculture

Other Mobility

1● Semiconductors, Smartphones● Processed meat products, Instant food products,

Food packaging films
2 (including highly functional

Films

2

products such as “Emblem HG”)

Convenience store food, Boil-in-the-bag food products,
Seasonal products, Confectionary, Souvenirs, Shampoo, Liquid detergent

3 Environmentally-friendly
packaging films

Polymers

4 “U-Polymer”

3● Lamps

5 “Elitel”, “Arrowbase”
Plastics● Flat cables

Functional plastics
6 (including highly functional
products such as “Nanocon”)● Interior parts,● Engine covers, Mirrors

Office equipment

7 “TERRAMAC”, “XecoT”

8 Activated carbon fibers

6● Solar cells● Sashes, Cable ties

7

● Office equipment● Deodorizing, Air purification materials

Wristwatches5● Adhesives● Lighting equipment,

Electrical parts● Office equipment,

4● Sensors, Switches, Smartphone cameras● Filters (for liquid purification)

8● Filters (for clean rooms)

9● Daily necessities● Water● Water purification● Deodorizablepurifiers

filtersmasks

ACF
9 Highly functional porous plates
10 Industrial materials

Glass
FibersGlass
Beads

Performance
Materials● Materials for

11 Electronic materials (IC cloth)

Nonwoven
Fabrics

Garment
Fibers12

13 Spunbond● Engine silencers, Carpet, Automotive interiors● Refrigerators

absorption and transpiration● High precision, Industrial use● Humidifiers● Bag filters

11● Electronic materials

and electronic applications● Reflective materials, Blasting, Fillers● Civil engineeringand construction materials● Reflective materials

13● Filter applications

14 “TERRAMAC”

10

15

16 “Aquapack”

17 Polyester staple fiber● High-melting binder fibers

18 Ultra-high-strength polyester
filament yarns and monofilaments● Materials for tire (chafers)● Conveyor belts● Infection●Packaging materials,

protective clothes

Daily necessities, House wraps● Filters

Electrical wires

Fibers and textiles
21 (garments, lifestyle materials,

21

and bedding)● Functional paper

18● Gut for fishing and other purposes● Daily necessities● Sheets for agriculture● Materials for● Medical and cosmetics● 3D printers● Filaments● Weed proofing

sheets● Materials

for concrete curing● Materials for civil engineering and construction● Materials for civilengineering and construction

19

civil engineering

16

Medical gowns, Wet towels

17● Sheets for greenhouses● Roofing, Carpet, Civil engineering materials,● Disinfectant cotton,

Disinfection sheets, Cosmetics goods

20● Tents and sheets

14● Anti-perspiration sheets,● Hoses● Transparent non-combustible sheets● Road markings● Daily necessities

19 “TERRAMAC”
20 PA hollow fiber membrane

Fibers&Textiles● Materials for electrical

10

12 Glass beads

15 Spunlace

Industrial
Fibersheat radiation● Materials for water● Building materials● Fishing net

materials● Sandbags● Uniforms, Ladies, Sport, Casual, Bedding interior● Medical gowns

22 “Ecofriendly”, “TERRAMAC”

22

Polymers

Performance Materials

Fibers & Textiles

Main Products

15

Unitika Report 2021

“Emblem HG”“Uniamide”“NANOCON”“U-Polymer”“Emblem HG” is a nylon film withstronggas barrier characteristics.
It has high gas barrier retention
properties specifically for retorting
and boiling applications, and canretain its barrier function evenunder a high-level of physical stress.

“Uniamide” is a biaxially oriented
high heat-resistant polyamide film.
Unitika used its technical expertiseand experience in film processing
to convert this resin into an oriented
film. Uniamide is well-suited toelectric and electronic applications.

“Nanocon” is a composite material
boasting superior hardness, heat
resistance, and moldability.
Potential applications for thisproduct are growing, such as inengine covers etc.

Unitika was the first in the world
to develop industrialized polyarylate
resin. It is used in a range ofapplications, including precisionequipment, cars, machiner y ,medicine, food products, andeveryday goods, etc.

Finished glass fabrics
for printed circuitboards
Unitika provides a unique level ofquality using our comprehensive
technologies, from materials
through to weaving and surface
treatment.

“Unibeads”“Dexy” Filter“Marix”“Cottoace”“Melset”“Palpa”

Unibeads are used for a range ofroad sign applications, including
white lines and pedestrian crossings.
Their retroreflective properties
increase visibility at night, playing
an important role in road safety.

Dexy Filter is an activated carbon
fiber filter made using AdʼAll”.
It is used to re m ov e harmful
substances and impurities fromwater and the air.

“Marix” is widely used in automotive
and interior applications as a basefabric for carpets.

“Cottoace” is 100% cotton spunlace.
It has superior s a n i t a r y a ndenvironmental properties. We areworking on developing a wide rangeof daily life applications for
Cottoace.

“Melset” is a high-strength andcore-sheath composite structure
multifilament, composed ofhigh-viscosity polyester resin at
the core and low-melting polyester
resin at the sheath. It is a core-sheathbinder fiber, which can be molded
into v a r i o u s s h apes by heat
treatment.

“Palpa”is the standard in multilayer
yarn products, introduced over
30 years ago. It features polyester
staple fibers wrapped in high-quality
cotton.

Unitika Report 2021

16

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

Business Overview* Items numbered with a ■ are Unitika environmentally friendly materials.
Items numbered with a ● are Unitika materials. Items marked with a ● are applications.

Main Business Areas and Product Groups

Automobiles and Mobility

Unitika Materials

Automobiles
Films for industrial use
1 (includin “Unipeel” and “Uniamide”)

Electric and Electronics

Living and Safety

Environment and Energy(Primary Industry)

Industry

Lifestyle

Civil Engineering and Construction

FishingandAgriculture

Other Mobility

1● Semiconductors, Smartphones● Processed meat products, Instant food products,

Food packaging films
2 (including highly functional

Films

2

products such as “Emblem HG”)

Convenience store food, Boil-in-the-bag food products,
Seasonal products, Confectionary, Souvenirs, Shampoo, Liquid detergent

3 Environmentally-friendly
packaging films

Polymers

4 “U-Polymer”

3● Lamps

5 “Elitel”, “Arrowbase”
Plastics● Flat cables

Functional plastics
6 (including highly functional
products such as “Nanocon”)● Interior parts,● Engine covers, Mirrors

Office equipment

7 “TERRAMAC”, “XecoT”

8 Activated carbon fibers

6● Solar cells● Sashes, Cable ties

7

● Office equipment● Deodorizing, Air purification materials

Wristwatches5● Adhesives● Lighting equipment,

Electrical parts● Office equipment,

4● Sensors, Switches, Smartphone cameras● Filters (for liquid purification)

8● Filters (for clean rooms)

9● Daily necessities● Water● Water purification● Deodorizablepurifiers

filtersmasks

ACF
9 Highly functional porous plates
10 Industrial materials

Glass
FibersGlass
Beads

Performance
Materials● Materials for

11 Electronic materials (IC cloth)

Nonwoven
Fabrics

Garment
Fibers12

13 Spunbond● Engine silencers, Carpet, Automotive interiors● Refrigerators

absorption and transpiration● High precision, Industrial use● Humidifiers● Bag filters

11● Electronic materials

and electronic applications● Reflective materials, Blasting, Fillers● Civil engineeringand construction materials● Reflective materials

13● Filter applications

14 “TERRAMAC”

10

15

16 “Aquapack”

17 Polyester staple fiber● High-melting binder fibers

18 Ultra-high-strength polyester
filament yarns and monofilaments● Materials for tire (chafers)● Conveyor belts● Infection●Packaging materials,

protective clothes

Daily necessities, House wraps● Filters

Electrical wires

Fibers and textiles
21 (garments, lifestyle materials,

21

and bedding)● Functional paper

18● Gut for fishing and other purposes● Daily necessities● Sheets for agriculture● Materials for● Medical and cosmetics● 3D printers● Filaments● Weed proofing

sheets● Materials

for concrete curing● Materials for civil engineering and construction● Materials for civilengineering and construction

19

civil engineering

16

Medical gowns, Wet towels

17● Sheets for greenhouses● Roofing, Carpet, Civil engineering materials,● Disinfectant cotton,

Disinfection sheets, Cosmetics goods

20● Tents and sheets

14● Anti-perspiration sheets,● Hoses● Transparent non-combustible sheets● Road markings● Daily necessities

19 “TERRAMAC”
20 PA hollow fiber membrane

Fibers&Textiles● Materials for electrical

10

12 Glass beads

15 Spunlace

Industrial
Fibersheat radiation● Materials for water● Building materials● Fishing net

materials● Sandbags● Uniforms, Ladies, Sport, Casual, Bedding interior● Medical gowns

22 “Ecofriendly”, “TERRAMAC”

22

Polymers

Performance Materials

Fibers & Textiles

Main Products

15

Unitika Report 2021

“Emblem HG”“Uniamide”“NANOCON”“U-Polymer”“Emblem HG” is a nylon film withstronggas barrier characteristics.
It has high gas barrier retention
properties specifically for retorting
and boiling applications, and canretain its barrier function evenunder a high-level of physical stress.

“Uniamide” is a biaxially oriented
high heat-resistant polyamide film.
Unitika used its technical expertiseand experience in film processing
to convert this resin into an oriented
film. Uniamide is well-suited toelectric and electronic applications.

“Nanocon” is a composite material
boasting superior hardness, heat
resistance, and moldability.
Potential applications for thisproduct are growing, such as inengine covers etc.

Unitika was the first in the world
to develop industrialized polyarylate
resin. It is used in a range ofapplications, including precisionequipment, cars, machiner y ,medicine, food products, andeveryday goods, etc.

Finished glass fabrics
for printed circuitboards
Unitika provides a unique level ofquality using our comprehensive
technologies, from materials
through to weaving and surface
treatment.

“Unibeads”“Dexy” Filter“Marix”“Cottoace”“Melset”“Palpa”

Unibeads are used for a range ofroad sign applications, including
white lines and pedestrian crossings.
Their retroreflective properties
increase visibility at night, playing
an important role in road safety.

Dexy Filter is an activated carbon
fiber filter made using AdʼAll”.
It is used to re m ov e harmful
substances and impurities fromwater and the air.

“Marix” is widely used in automotive
and interior applications as a basefabric for carpets.

“Cottoace” is 100% cotton spunlace.
It has superior s a n i t a r y a ndenvironmental properties. We areworking on developing a wide rangeof daily life applications for
Cottoace.

“Melset” is a high-strength andcore-sheath composite structure
multifilament, composed ofhigh-viscosity polyester resin at
the core and low-melting polyester
resin at the sheath. It is a core-sheathbinder fiber, which can be molded
into v a r i o u s s h apes by heat
treatment.

“Palpa”is the standard in multilayer
yarn products, introduced over
30 years ago. It features polyester
staple fibers wrapped in high-quality
cotton.

Unitika Report 2021

16

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

Promotion of Sustainability
Unitika launched the Sustainable Business Promotion Project, and specified its priority issues (materiality).

Sustainable Business Promotion Project Progress and Results

Priority Issues (Materiality) and SDGs

Sustainable Business Promotion Project: Implementation in 9 phases

Business-related priority issues

We launched the Sustainable Business Promotion
Project to consolidate and steadily implement initiatives
for achieving a sustainable society, which is the Groupmission set out in the long-term vision. We referred to theinternational guidelines on sustainability, the SDG Compass
and GRI Standards, in planning and implementing the
project.

1

Phase

December 21, 2020

January 29, 2021

To formulate the FY 2030 target values and KPIs forthe priority issues (materiality) of the Unitika● Realize safe and secure living

Period December 2020 to July 2021. Total of 9 phases.

Phase

Clarified the initiatives
for achieving the SDGs
and Unitikaʼs long-term vision.

From August 2021

Build a Sustainable Business
Promotion System.

Phase

in coexistence with the environment

into consideration their impact on stakeholders.

3

Phase

● Realize convenient4

and comfortable living

February 22, 2021

March 25, 2021

Organized the initiatives,and identified the issues
to resolve by 2030.

Confirmed positioning
on the value chain,
and identified issues.

● Realize living in coexistence
Future Initiatives● Promote corporate activities

Groupʼ s business and corporate activities, taking

2

Phase

Launched the Project.
Shared the Project overview.

Goal

Corporate activities-related priority issues

9

Phase

6〜8

Phase

May 28, June 24,
and July 8, 2021

July 28, 2021

Determined the KPIs
for priority issues,and FY 2030 target values.

with the environment

5● Respect human rights● Create a company

that is a rewarding place to work at

April 16, 2021

Discussed the KPIs
for priority issues,and FY 2030 target values.

Discussed the degreeof importance,and specified priority issues.

● Strengthen supply chain management

Specify the eight priority issues and the four basic matters underlying the priority issues
In specifying the priority issues, first we
listed the initiatives the Unitika Group isalready working on to achieve a sustainable
society. Then we referred to the SDGs goaltargets and the GRI Standards, and listed theinitiatives to tackle going forward. Aftergrouping these initiatives, we identified as
issues those initiatives we should achieve by
the SDGs target year of 2030. We then verified
the risks and opportunities of each of theseissues and their positioning on the value
chain, and narrowed down the important
items.
Finally, we organized these items on a matrix(on the right) along two axes, one for theirimportance to stakeholders and the other for
their importance to the Unitika Group, andthen specified the priority issues (materiality).
We also set four items as basic mattersunderlying the priority issues. These items
have been approved at a management meeting.

17

Unitika Report 2021

Extremely important

Basic matters underlying the priority issues

Business-related priority issues● Respect human rights● Promote diversity● Realize safe and secure living● Realize convenientand comfortable living● Realize living in coexistencewith the environment● Compliance● Strengthen governance● Ensure product safety and quality● Promote diversity● Promote digital transformation● Promote corporate activities incoexistence with the environment
Importancetostakeholders● Strengthen supply chain

management● Create a company that is a

rewarding place to work at

Important
Important

Importance to the Unitika Group

Extremely
important

Basic matters underlying the priority issues● Compliance● Strengthen governance● Ensure product safety and quality ● Promote digital transformation

Unitika Report 2021

18

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

Promotion of Sustainability
Unitika launched the Sustainable Business Promotion Project, and specified its priority issues (materiality).

Sustainable Business Promotion Project Progress and Results

Priority Issues (Materiality) and SDGs

Sustainable Business Promotion Project: Implementation in 9 phases

Business-related priority issues

We launched the Sustainable Business Promotion
Project to consolidate and steadily implement initiatives
for achieving a sustainable society, which is the Groupmission set out in the long-term vision. We referred to theinternational guidelines on sustainability, the SDG Compass
and GRI Standards, in planning and implementing the
project.

1

Phase

December 21, 2020

January 29, 2021

To formulate the FY 2030 target values and KPIs forthe priority issues (materiality) of the Unitika● Realize safe and secure living

Period December 2020 to July 2021. Total of 9 phases.

Phase

Clarified the initiatives
for achieving the SDGs
and Unitikaʼs long-term vision.

From August 2021

Build a Sustainable Business
Promotion System.

Phase

in coexistence with the environment

into consideration their impact on stakeholders.

3

Phase

● Realize convenient4

and comfortable living

February 22, 2021

March 25, 2021

Organized the initiatives,and identified the issues
to resolve by 2030.

Confirmed positioning
on the value chain,
and identified issues.

● Realize living in coexistence
Future Initiatives● Promote corporate activities

Groupʼ s business and corporate activities, taking

2

Phase

Launched the Project.
Shared the Project overview.

Goal

Corporate activities-related priority issues

9

Phase

6〜8

Phase

May 28, June 24,
and July 8, 2021

July 28, 2021

Determined the KPIs
for priority issues,and FY 2030 target values.

with the environment

5● Respect human rights● Create a company

that is a rewarding place to work at

April 16, 2021

Discussed the KPIs
for priority issues,and FY 2030 target values.

Discussed the degreeof importance,and specified priority issues.

● Strengthen supply chain management

Specify the eight priority issues and the four basic matters underlying the priority issues
In specifying the priority issues, first we
listed the initiatives the Unitika Group isalready working on to achieve a sustainable
society. Then we referred to the SDGs goaltargets and the GRI Standards, and listed theinitiatives to tackle going forward. Aftergrouping these initiatives, we identified as
issues those initiatives we should achieve by
the SDGs target year of 2030. We then verified
the risks and opportunities of each of theseissues and their positioning on the value
chain, and narrowed down the important
items.
Finally, we organized these items on a matrix(on the right) along two axes, one for theirimportance to stakeholders and the other for
their importance to the Unitika Group, andthen specified the priority issues (materiality).
We also set four items as basic mattersunderlying the priority issues. These items
have been approved at a management meeting.

17

Unitika Report 2021

Extremely important

Basic matters underlying the priority issues

Business-related priority issues● Respect human rights● Promote diversity● Realize safe and secure living● Realize convenientand comfortable living● Realize living in coexistencewith the environment● Compliance● Strengthen governance● Ensure product safety and quality● Promote diversity● Promote digital transformation● Promote corporate activities incoexistence with the environment
Importancetostakeholders● Strengthen supply chain

management● Create a company that is a

rewarding place to work at

Important
Important

Importance to the Unitika Group

Extremely
important

Basic matters underlying the priority issues● Compliance● Strengthen governance● Ensure product safety and quality ● Promote digital transformation

Unitika Report 2021

18

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

E Environmentally Friendly Materials
Environment“SyLPH”

Basic Concept : For Life on Earth Tomorrow
From daily living, we can change the environment ofplay a significant role in moving forward towards a more

tomorrow : The Unitika Group is thinking of ecology, withearth-friendly lifestyle. We wish to expand eco-friendly andmaterials as the starting point. Materials that create products,

human-friendly products even further. Unitika cares about

including daily necessities and parts for industrial products,

and creates life on earth, for tomorrow.

Unitika Groupʼs activities to reduce
environmental impact“Emblem CE”, “Emblet CE”“TERRAMAC”“Emblem CE” and “Emblet CE” arenylon ﬁlms and polyester ﬁlms forfood packaging that make eﬀective
use of recycled resources by recycling
chemicals.

“TERRAMAC” is a biomass material
composed of polylactic acid (PLA),
which is made from plant-derived
sugars.

“Ecofriendly”“XecoT”“XecoT” is a biomass material
made from plant-derived castor
oil. It is a highly heat-resistantpolyamide resin for automobilesand electronic equipment parts.

ReduceThese are our uniqueenvironmentally-friendly polyestermaterials, which are made from used PET
bottles and waste materials generated in
the production process.

RecycleHollow ﬁber membrane

Company-wide activities
We are carrying out activities toreduce the environmental impact
centering on our production sites,such as controlling CO₂ emissions,
reducing energy usage, anddecreasing the amount of waste.

This ﬁlter can separate impurities at
the molecular level.
It is an energy-saving material thatcan reduce energy consumption byswitching from the distillation
method.

“Aquapack”“NANOCON”“Aquapack” is a wet curing sheet
for concrete, made from natural
cotton raw material. It can be used
repeatedly.

“Nanoc on ” is a c olore d n yl on
re sin w it h a good me t al l i c
e xt e rnal ap p e aranc e , ev e n
w it hou t c oat ing.

The pulp used to produce “SyLPH” is made from the natural pulpof eucalyptus trees, which are systematically planted. The
farmland area for this material is one tenth of the cotton fields
required for producing the same amount of cotton cloth. “SyLPH”
production does not use the same large volume of water needed
to cultivate cotton, making it an environmentally-friendly material.
The solvent used to create raw cotton from the pulp is recycled.
“SyLPH” is soft and has a beautiful color. It is used forfashionable clothes, sportswear, innerwear and other clothing,as well as for bedding and masks, etc.

Comparison of farmland area
for cotton and “SyLPH”

Farmland area

Cotton“SyLPH”

Biomass Materials“TERRAMAC”“XecoT”“TERRAMAC” is a biomass material made using polylactic
acid (PLA), which is made from plant-derived sugars. It has awide range of applications
including in tea bags, etc. The
raw material of ”TERRAMAC”
is PLA, which is a biodegradable
plastic that decomposes into
water and carbon dioxide in thenatural environment.
Tea bags made of“TERRAMAC”“XecoT” is made using castor oil extracted from the seedsof castoroil plants. It has the highest level of heat resistanceamong polyamide resins, and so it can also be used in the engine
compartment of automobiles.
“XecoT” has potentialapplicationsas
a next-generation engineering resin.
“XecoT” has a wide range of properties,
including coming i n various grades
when combined with other resinsusing our original compounding
Impeller made using
technology.
“XecoT”

Energy-Saving Materials
Recycled and Environmentally Friendly Materials“Emblem CE” ／ “Emblet CE”
The packaging films “Emblem CE” and “Emblet CE” aremade using recycled materials obtained from chemical recycling
and materials recycling methods. These films have the same
printability and mechanical properties as 100% petroleum-derived
plastic films. Also, as we strictly manage the recycledmaterials used, these films are suitable for food packaging
applications.
Using the Life Cycle Assessment method, we calculated thegreenhouse gas emissions volume associated with theirproduction. A comparison (done by Unitika) with production
not using recycled materials shows a reduction in greenhousegases of around 40% for “Emblem CE” and about 30% for“Emblet CE”.

19

Unitika Report 2021

Manufacturing flow ofenvironmentally-friendly food packaging films,
and chemical recycling
Nylon, Polyester resin, and Molded goods
Industrial waste
products

Chemicalrecycling
Recycled
materials

Biodegradation
Polymerization Collection(underconsideration)

Recycling

Recycled
materials

Materials
recycling

Nylon resins“Thermotron RadiPoka”“Cubic Eye” is a three-dimensional cubic knitted textile
composed of monofilament connecting fibers with amultifilament and spun yarn front-and-back cloth structure
and moderate stiffness. It is used in items such as a futon(Japanese bedding). It is a cushiony and breathable material
that is soft on the body, and has good air permeability.
Futons made using “Cubic Eye” do not easily trap heat or
moisture (humidity), so you can sleep comfortably evenduring summer.

“Thermotron RadiPoka” demonstrates a high level of heatretention performance through the synergy effects of energy
fromsunlightandfar-infraredrays. By fusing light-absorbanceand heat-conversion functional material and far-infrared
ray radiation functional material into a single filament,
Thermotron RadiPoka is able to absorb sunlight and convert
it into heat, which it uses to actively heat up the far-infrared
ray radiation functional material and subsequently further
boost its radiationof far-infrared rays.

Structure of “Cubic Eye”

Industrial waste
products
Film ends,
etc.
Nylon films

Polyester resins“Cubic Eye”

Film forming,
Stretching

Emblem CE
Polyester films

Industrial waste
products
Printing,
Laminating,Bag manufacturing

Soft packaging
materials

Emblet CE

Unitika Report 2021

20

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

E Environmentally Friendly Materials
Environment“SyLPH”

Basic Concept : For Life on Earth Tomorrow
From daily living, we can change the environment ofplay a significant role in moving forward towards a more

tomorrow : The Unitika Group is thinking of ecology, withearth-friendly lifestyle. We wish to expand eco-friendly andmaterials as the starting point. Materials that create products,

human-friendly products even further. Unitika cares about

including daily necessities and parts for industrial products,

and creates life on earth, for tomorrow.

Unitika Groupʼs activities to reduce
environmental impact“Emblem CE”, “Emblet CE”“TERRAMAC”“Emblem CE” and “Emblet CE” arenylon ﬁlms and polyester ﬁlms forfood packaging that make eﬀective
use of recycled resources by recycling
chemicals.

“TERRAMAC” is a biomass material
composed of polylactic acid (PLA),
which is made from plant-derived
sugars.

“Ecofriendly”“XecoT”“XecoT” is a biomass material
made from plant-derived castor
oil. It is a highly heat-resistantpolyamide resin for automobilesand electronic equipment parts.

ReduceThese are our uniqueenvironmentally-friendly polyestermaterials, which are made from used PET
bottles and waste materials generated in
the production process.

RecycleHollow ﬁber membrane

Company-wide activities
We are carrying out activities toreduce the environmental impact
centering on our production sites,such as controlling CO₂ emissions,
reducing energy usage, anddecreasing the amount of waste.

This ﬁlter can separate impurities at
the molecular level.
It is an energy-saving material thatcan reduce energy consumption byswitching from the distillation
method.

“Aquapack”“NANOCON”“Aquapack” is a wet curing sheet
for concrete, made from natural
cotton raw material. It can be used
repeatedly.

“Nanoc on ” is a c olore d n yl on
re sin w it h a good me t al l i c
e xt e rnal ap p e aranc e , ev e n
w it hou t c oat ing.

The pulp used to produce “SyLPH” is made from the natural pulpof eucalyptus trees, which are systematically planted. The
farmland area for this material is one tenth of the cotton fields
required for producing the same amount of cotton cloth. “SyLPH”
production does not use the same large volume of water needed
to cultivate cotton, making it an environmentally-friendly material.
The solvent used to create raw cotton from the pulp is recycled.
“SyLPH” is soft and has a beautiful color. It is used forfashionable clothes, sportswear, innerwear and other clothing,as well as for bedding and masks, etc.

Comparison of farmland area
for cotton and “SyLPH”

Farmland area

Cotton“SyLPH”

Biomass Materials“TERRAMAC”“XecoT”“TERRAMAC” is a biomass material made using polylactic
acid (PLA), which is made from plant-derived sugars. It has awide range of applications
including in tea bags, etc. The
raw material of ”TERRAMAC”
is PLA, which is a biodegradable
plastic that decomposes into
water and carbon dioxide in thenatural environment.
Tea bags made of“TERRAMAC”“XecoT” is made using castor oil extracted from the seedsof castoroil plants. It has the highest level of heat resistanceamong polyamide resins, and so it can also be used in the engine
compartment of automobiles.
“XecoT” has potentialapplicationsas
a next-generation engineering resin.
“XecoT” has a wide range of properties,
including coming i n various grades
when combined with other resinsusing our original compounding
Impeller made using
technology.
“XecoT”

Energy-Saving Materials
Recycled and Environmentally Friendly Materials“Emblem CE” ／ “Emblet CE”
The packaging films “Emblem CE” and “Emblet CE” aremade using recycled materials obtained from chemical recycling
and materials recycling methods. These films have the same
printability and mechanical properties as 100% petroleum-derived
plastic films. Also, as we strictly manage the recycledmaterials used, these films are suitable for food packaging
applications.
Using the Life Cycle Assessment method, we calculated thegreenhouse gas emissions volume associated with theirproduction. A comparison (done by Unitika) with production
not using recycled materials shows a reduction in greenhousegases of around 40% for “Emblem CE” and about 30% for“Emblet CE”.

19

Unitika Report 2021

Manufacturing flow ofenvironmentally-friendly food packaging films,
and chemical recycling
Nylon, Polyester resin, and Molded goods
Industrial waste
products

Chemicalrecycling
Recycled
materials

Biodegradation
Polymerization Collection(underconsideration)

Recycling

Recycled
materials

Materials
recycling

Nylon resins“Thermotron RadiPoka”“Cubic Eye” is a three-dimensional cubic knitted textile
composed of monofilament connecting fibers with amultifilament and spun yarn front-and-back cloth structure
and moderate stiffness. It is used in items such as a futon(Japanese bedding). It is a cushiony and breathable material
that is soft on the body, and has good air permeability.
Futons made using “Cubic Eye” do not easily trap heat or
moisture (humidity), so you can sleep comfortably evenduring summer.

“Thermotron RadiPoka” demonstrates a high level of heatretention performance through the synergy effects of energy
fromsunlightandfar-infraredrays. By fusing light-absorbanceand heat-conversion functional material and far-infrared
ray radiation functional material into a single filament,
Thermotron RadiPoka is able to absorb sunlight and convert
it into heat, which it uses to actively heat up the far-infrared
ray radiation functional material and subsequently further
boost its radiationof far-infrared rays.

Structure of “Cubic Eye”

Industrial waste
products
Film ends,
etc.
Nylon films

Polyester resins“Cubic Eye”

Film forming,
Stretching

Emblem CE
Polyester films

Industrial waste
products
Printing,
Laminating,Bag manufacturing

Soft packaging
materials

Emblet CE

Unitika Report 2021

20

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

E Policies and History of Initiatives for the Environment
Environment

Unitikaʼs Environmental Preservation Activity History

Basic Environmental Policy
The Unitika Group named 1993 as an Environmental First
Year, when we enacted the Unitika Global Environment
Charter compiled from our pledge, basic philosophy, andaction guidelines. Since then, we have complied with thisCharter to ensure that our corporate management methods
are environmentally aware, working on a range of environmental
activities.

Unitika Global Environment Charter
Pledge
The growth and development of mankind is rapidly
altering our planetʼs air, water and soil, threatening
both the global biosphere and our own future, sinceboth must depend on a finite ecosystem. As a corporation
with more than a century of business activities contributing
to the public good, we are highly aware of the demanding
conditions now facing the global environment.
The Charter is the declaration of our intention to focus
more attention on protecting and helping the environment,
making appropriate environmental action the core ofour business activities.
Basic Philosophy
Better living through technology, driven by corporate
activities that help humans and nature coexist.

Action Guidelines
1. Continual awareness of the global environment
The Unitika Group always considers the effects of ourcorporate activities on the global environment, following
a rigorous set of management procedures during
product manufacture to prevent harm to it.
2. Contributing through technology development
We aggressively research and develop technologies toprotect and help the global environment.
3. Using resources and energy efficiently
We promote efficient use of resources and energy, andrecycle limited resources.

September
1973
October
1991
April
1993

Created and implemented Environmental
Preservation Regulations.
Revised Environmental Preservation Regulations,established Environmental Preservation Committee.
Created and implemented Global Environmental Charter.

October
2000
April
2001
October
2002

Created targets for second Medium-Term Environmental
Plan (FY 2000 to 2002).
Created Unitika Action Standards.
Published Unitika Environmental Report.

May
1993

Revised Environmental Preservation Regulations,
Octoberenacted and enforced as Environmental Regulations,and set up and held annually the Environment Committee. 2002

Created targets for third Medium-Term Environmental
Plan (FY 2003 to 2005).

May
1994

Started environmental audits (once per year).
(Voluntary audits by each production site,
and internal audits by headquarters staff.)

October
2005

Created targets for fourth Medium-Term Environmental
Plan (FY 2006 to 2008).

July
1996
September
1996
October
1997
January
1998
January 1
1999

Created targets for first Medium-Term Environmental
Plan (FY 1997 to 1999).
Started publishing Kankyo, our in-house newsletteron environmental issues.
Started activities aimed at becoming ISO 14001-certified
at our major production sites.
Created and implemented Unitika Charter ofCorporate Behavior.
Unitika Chemical was awarded ISO 14001 certification(first in Group).

October
2008
October
2011
January
2015
January
2018
October
2020

Created targets for fifth Medium-Term Environmental
Plan (FY 2009 to 2011).

4. Carrying out PR and educational activities
We organize a large nu m ber o f P R activities thatprovide information on protecting and helping the global
environment, and promote and implement a wide
range of educational events.

ISO 14001-Certified Unitika Plants

5. Drawing on the complete range of Unitika Group
competencies
Following the mandates of the Charter, we draw on ourcomplete range of competencies to protect and help
the global environment.

Unitika is working on becoming certified under ISO
14001-the international standard for environmentally-aware
corporate activities. Since 1999, four production sites (Uji,Okazaki, Tarui, and Tokiwa) and major Group companies

Created targets for sixth Medium-Term
Created targets for seventh Medium-Term Environmental
Plan (FY 2015 to 2017).
Created targets for eighth Medium-Term Environmental
Plan (FY 2018 to 2020).
Created targets for ninth Medium-Term Environmental
Plan (FY 2021 to 2023).

have become certified. We have started activities to help ouraffiliates obtain ISO 14001, while also conducting
environmental audits of each company.

ISO 14001-Certified Unitika Plants

Unitikaʼs Environmental Preservation Activity History
The Unitika Group has been continuing with and evolving
our environmental preservation activities for over 50 years.
We will continue with our environmental management into
the future.
Pollution first became a major issue in Japan in 1973. That
year, Unitika created the Environmental Preservation Regulations,making a clear distinction between environmental measuresand outward-directed production activities, to enable compliancewith regulatory and standards values. In 1991, we created acompanywide organization called the Environmental Preservation
Committee, followed in 1993 by the Unitika Global Environment
Charter. That year we began yearly environmental auditing,establishing the basic direction for our environmentally-aware
management style that has continued to this day. In 1998,

21

Unitika Report 2021

we created the Unitika Charter of Corporate Behavior, adocument that sets forth the basic action policy needed tofulfill our Unitika Group mission as a public-spirited
corporation. Its first article sets forth our responsibility forenvironmental and safety awareness.
The Unitika Action Standards created and implemented in
April 2001 expanded on the Unitika Action Charter, bysetting forth specific action standards for Unitika organizations
and employees to comply with in the performance of theirroutine business activities. Based on this, we started corporate
activities grounded in a mindset of corporate social responsibility(CSR). They cover areas such as the environment, safety,
compliance and society, and shared awareness with stakeholders.

April
1999
January
2001
March
2001
March
2001
October
2011
October
2011

Adʼall Co., Ltd.
Unitika Textiles Ltd., Tokiwa Mill
Unitika Uji Plant
Unitika Uji Plastic Plant
Unitika Research & Development Center

December
2001
October
2001
December
2001
December
2003
September
2004

Unitika Okazaki Plant
Nippon Ester Co., Ltd., Okazaki Plant
Unitika Tarui Plant
Unitika Glass Fiber Co., Ltd., Tarui Plant
Terabo Co., Ltd.

Nippon Ester Co., Ltd., Okazaki Plant

Unitika Report 2021

22

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

E Policies and History of Initiatives for the Environment
Environment

Unitikaʼs Environmental Preservation Activity History

Basic Environmental Policy
The Unitika Group named 1993 as an Environmental First
Year, when we enacted the Unitika Global Environment
Charter compiled from our pledge, basic philosophy, andaction guidelines. Since then, we have complied with thisCharter to ensure that our corporate management methods
are environmentally aware, working on a range of environmental
activities.

Unitika Global Environment Charter
Pledge
The growth and development of mankind is rapidly
altering our planetʼs air, water and soil, threatening
both the global biosphere and our own future, sinceboth must depend on a finite ecosystem. As a corporation
with more than a century of business activities contributing
to the public good, we are highly aware of the demanding
conditions now facing the global environment.
The Charter is the declaration of our intention to focus
more attention on protecting and helping the environment,
making appropriate environmental action the core ofour business activities.
Basic Philosophy
Better living through technology, driven by corporate
activities that help humans and nature coexist.

Action Guidelines
1. Continual awareness of the global environment
The Unitika Group always considers the effects of ourcorporate activities on the global environment, following
a rigorous set of management procedures during
product manufacture to prevent harm to it.
2. Contributing through technology development
We aggressively research and develop technologies toprotect and help the global environment.
3. Using resources and energy efficiently
We promote efficient use of resources and energy, andrecycle limited resources.

September
1973
October
1991
April
1993

Created and implemented Environmental
Preservation Regulations.
Revised Environmental Preservation Regulations,established Environmental Preservation Committee.
Created and implemented Global Environmental Charter.

October
2000
April
2001
October
2002

Created targets for second Medium-Term Environmental
Plan (FY 2000 to 2002).
Created Unitika Action Standards.
Published Unitika Environmental Report.

May
1993

Revised Environmental Preservation Regulations,
Octoberenacted and enforced as Environmental Regulations,and set up and held annually the Environment Committee. 2002

Created targets for third Medium-Term Environmental
Plan (FY 2003 to 2005).

May
1994

Started environmental audits (once per year).
(Voluntary audits by each production site,
and internal audits by headquarters staff.)

October
2005

Created targets for fourth Medium-Term Environmental
Plan (FY 2006 to 2008).

July
1996
September
1996
October
1997
January
1998
January 1
1999

Created targets for first Medium-Term Environmental
Plan (FY 1997 to 1999).
Started publishing Kankyo, our in-house newsletteron environmental issues.
Started activities aimed at becoming ISO 14001-certified
at our major production sites.
Created and implemented Unitika Charter ofCorporate Behavior.
Unitika Chemical was awarded ISO 14001 certification(first in Group).

October
2008
October
2011
January
2015
January
2018
October
2020

Created targets for fifth Medium-Term Environmental
Plan (FY 2009 to 2011).

4. Carrying out PR and educational activities
We organize a large nu m ber o f P R activities thatprovide information on protecting and helping the global
environment, and promote and implement a wide
range of educational events.

ISO 14001-Certified Unitika Plants

5. Drawing on the complete range of Unitika Group
competencies
Following the mandates of the Charter, we draw on ourcomplete range of competencies to protect and help
the global environment.

Unitika is working on becoming certified under ISO
14001-the international standard for environmentally-aware
corporate activities. Since 1999, four production sites (Uji,Okazaki, Tarui, and Tokiwa) and major Group companies

Created targets for sixth Medium-Term
Created targets for seventh Medium-Term Environmental
Plan (FY 2015 to 2017).
Created targets for eighth Medium-Term Environmental
Plan (FY 2018 to 2020).
Created targets for ninth Medium-Term Environmental
Plan (FY 2021 to 2023).

have become certified. We have started activities to help ouraffiliates obtain ISO 14001, while also conducting
environmental audits of each company.

ISO 14001-Certified Unitika Plants

Unitikaʼs Environmental Preservation Activity History
The Unitika Group has been continuing with and evolving
our environmental preservation activities for over 50 years.
We will continue with our environmental management into
the future.
Pollution first became a major issue in Japan in 1973. That
year, Unitika created the Environmental Preservation Regulations,making a clear distinction between environmental measuresand outward-directed production activities, to enable compliancewith regulatory and standards values. In 1991, we created acompanywide organization called the Environmental Preservation
Committee, followed in 1993 by the Unitika Global Environment
Charter. That year we began yearly environmental auditing,establishing the basic direction for our environmentally-aware
management style that has continued to this day. In 1998,

21

Unitika Report 2021

we created the Unitika Charter of Corporate Behavior, adocument that sets forth the basic action policy needed tofulfill our Unitika Group mission as a public-spirited
corporation. Its first article sets forth our responsibility forenvironmental and safety awareness.
The Unitika Action Standards created and implemented in
April 2001 expanded on the Unitika Action Charter, bysetting forth specific action standards for Unitika organizations
and employees to comply with in the performance of theirroutine business activities. Based on this, we started corporate
activities grounded in a mindset of corporate social responsibility(CSR). They cover areas such as the environment, safety,
compliance and society, and shared awareness with stakeholders.

April
1999
January
2001
March
2001
March
2001
October
2011
October
2011

Adʼall Co., Ltd.
Unitika Textiles Ltd., Tokiwa Mill
Unitika Uji Plant
Unitika Uji Plastic Plant
Unitika Research & Development Center

December
2001
October
2001
December
2001
December
2003
September
2004

Unitika Okazaki Plant
Nippon Ester Co., Ltd., Okazaki Plant
Unitika Tarui Plant
Unitika Glass Fiber Co., Ltd., Tarui Plant
Terabo Co., Ltd.

Nippon Ester Co., Ltd., Okazaki Plant

Unitika Report 2021

22

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

E Medium-Term Environmental Plan/Prevention of Global Warming
Environment

Ninth Medium-Term Environmental Plan
(FY 2021 to FY 2023)

Medium-Term Environmental Plan
Eighth Medium-Term Environmental Plan
(FY 2018 to FY 2020)

CO2 emissions from energy
generation (1)In the Eighth Medium-Term Environmental Plan, we
achieved excellent results such as a 91% achievement
rate of the reduction target for CO 2 emissions fromenergy generation and meeting energy usage reduction
targets through steady energy-saving activities andother efforts.
However, a fire that occurred at the Uji Plant in January
2019 increased the amount of defective goods for
disposal, and the impact of this and other factors resulted
in an increase in the disposal volume of industrial waste.
Consequently, there were large gaps between our targets
and the actual results for three out of the five issues.

(1000 t)Specific energy consumption (SEC)(index of FY 2015 as 100) (2)Energy consumption volume(crude oil equivalent) (3)

102.1

100.0
92.1

107.9

103.7

98.8

Production sites

2015

2017

2016

2018

2019

2020

−23%

450

343

332

302

304

(1000 kL)

Production sites

153

1,136

1,270

6,051

6,112

1,395

1,313

1,187

5,885

6,045

5,951

255

255

247

21

20

133

128

130

2017

86.9

87.6

Reduction of CO2 emissions
from energy generation
Improvement of specific energy
consumption (SEC)

242

Reduction of energy consumption
volume)Reduction of the amount of industrial
waste disposed of outside the plants
Improvement of recycling rate

2017

2018

2019

2020

year )(Fiscal

2016

2017

2018

87.3

19

138

124

15

Prevention of Global Warming

123

Basic Concept

2019

2020

87.8

85.9

year )(Fiscal

2018

2019

2020

year )(FiscalEighth Medium-Term Environmental Plan (FY 2018 to FY 2020)
Baseline values
IssuesTargets(Performance ina standard year)

FY 2020
FY 2020
target values actual results

Reduction of CO2 emissions
from energy generation

50% reduction relative to
FY 2005 level489kt/year

Improvement of specific energy
consumption (SEC)

5% improvement relative to FY 2015 level(1% improvement from the previous year)

0.682L/kg

0.648L/kg

153,000 kL

144,000 kL 138,000 kL

Reduction of energy consumption
volume6% reduction relative to
FY 2016 level
Reduction of the amount of industrial 6% reduction relative towaste disposed of outside the plants
FY 2015 level
1 point improvement relative to
Improvement of recycling rate
FY 2015 level

FY 2023
target values

489kt/year

220 kt/year

0.722L/kg

0.701L/kg

150,000 kL

142,000 kL

7,357 t7,063 t

87.7％

88.8%

55% reduction relative to
FY 2005 level
3% improvement relative to
FY 2018 level
5% reduction relative to
FY 2018 level
4% reduction relative to
FY 2019 level
1 point improvement relative
to FY 2019 level

Unitika is focusing on reducing CO2 emissions, such as bybeing a leader among other companies in installingcogenerators in our production sites.
In April 2021, the Japanese government raised the domestic
greenhouse gas emissions reduction target from 26% to 46%
relative to the FY 2013 level. Following on from this, Unitika
has also set our FY 2030 reduction target for CO2 emissions
from domestic energy generation to 46% relative to the FY
2013 level. We are aiming for net zero carbon emissions by
2050.

Reduction of CO2 Emissions fromEnergy Generation2016

Baseline values(Performance in a standard year)

Scope: Domestic plants, on-site group companies, and external domestic group companies

143

20

（%）

7,187

267

27

Targets

Group companies

150

149

2016

year )(Fiscal

7,138

7,358

7,280

282

269

(

（t）

Group companies

305

Issues

2005 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Fiscal
year

Rate of recycling (5)7,382Ninth Medium-Term Environmental Plan (FY 2021 to FY 2023)

Relative to
FY 2005 level

385 40360 359 351 354
53
57
49 324 306 295 292
47
282
42
39
40
37
35

Volume of processed industrial waste products (4)Production sites−45%

Group companies

489
39

110.0

2014

Leveraging the results of the Eighth Medium-Term
Environmental Plan, we formulated a new three-year

Relative to
FY 2005 levelplan (Ninth Medium-Term Environmental Plan), which
we started in FY 2021. The issues are carried forwardfrom the Eighth Medium-Term Environmental Plan,
and the targets have been set by reviewing the standard
year and target values.

245kt/year 268kt/year
0.766L/kg

Results

Fig.
No.

Achievement（1）
rate of 91%
Not achieved （2）Achieved

Unitika has been reducing CO2 emissions step-by-stepover many months and years, based on our Medium-Term
Environmental Plan. Thanks to our steady efforts, we haveachieved substantial reductions in CO2 emissions fromenergy generation. We have an achievement rate of 91%
for the Medium-Term Environmental Plan target to reduce
CO2 emissions by 50% relative to FY 2005. Based on thecurrent government target with FY 2013 as the standard
year, our reduction rate is around 23%. (See p. 23 for thedata)environmental impact associated with the delivery andemission of raw materials, products, waste, and othermaterials. These include promoting the shift of cargotransportation modes to more environmentally-friendly
methods (modal shifts), and streamlining transportation
to improve efficiency. As a specified consignor, Unitika
reported 61,000 tons of freight and 19,500 tons of CO2
emissions to the government in FY 2020. Unitika will strive
for eco-friendly logistics within the whole group byimplementing a variety of practices. These include but are
not limited to: expanding the use of trains, promoting idle
stops and the use of ecological tires, and decreasing thefrequency of deliveries through the use of larger vehicles.

Reduction of CO2 Emissions
Related to Logistics（kt）

Relative to
FY 2006 level−46%

Relative to
FY 2013 level

36

−26%

26.9 26.8

2626.5 25.5
26.3
24.4 24.2
21.1 20.7

19.5

（3）

5,862 t5,510 t7,134 tNot achieved （4）Reduction of CO2 Emissions Related to Logistics

88.7％

89.7%

85.9％

Not achieved （5）Unitika undertakes a variety of efforts to reduce the2006 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Fiscal( year )(Note) FY 2006 is the standard year, as this is the year we started tallying data.

Scope: Domestic plants, on-site group companies, and external domestic group companies

23

Unitika Report 2021

Unitika Report 2021

24

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

E Medium-Term Environmental Plan/Prevention of Global Warming
Environment

Ninth Medium-Term Environmental Plan
(FY 2021 to FY 2023)

Medium-Term Environmental Plan
Eighth Medium-Term Environmental Plan
(FY 2018 to FY 2020)

CO2 emissions from energy
generation (1)In the Eighth Medium-Term Environmental Plan, we
achieved excellent results such as a 91% achievement
rate of the reduction target for CO 2 emissions fromenergy generation and meeting energy usage reduction
targets through steady energy-saving activities andother efforts.
However, a fire that occurred at the Uji Plant in January
2019 increased the amount of defective goods for
disposal, and the impact of this and other factors resulted
in an increase in the disposal volume of industrial waste.
Consequently, there were large gaps between our targets
and the actual results for three out of the five issues.

(1000 t)Specific energy consumption (SEC)(index of FY 2015 as 100) (2)Energy consumption volume(crude oil equivalent) (3)

102.1

100.0
92.1

107.9

103.7

98.8

Production sites

2015

2017

2016

2018

2019

2020

−23%

450

343

332

302

304

(1000 kL)

Production sites

153

1,136

1,270

6,051

6,112

1,395

1,313

1,187

5,885

6,045

5,951

255

255

247

21

20

133

128

130

2017

86.9

87.6

Reduction of CO2 emissions
from energy generation
Improvement of specific energy
consumption (SEC)

242

Reduction of energy consumption
volume)Reduction of the amount of industrial
waste disposed of outside the plants
Improvement of recycling rate

2017

2018

2019

2020

year )(Fiscal

2016

2017

2018

87.3

19

138

124

15

Prevention of Global Warming

123

Basic Concept

2019

2020

87.8

85.9

year )(Fiscal

2018

2019

2020

year )(FiscalEighth Medium-Term Environmental Plan (FY 2018 to FY 2020)
Baseline values
IssuesTargets(Performance ina standard year)

FY 2020
FY 2020
target values actual results

Reduction of CO2 emissions
from energy generation

50% reduction relative to
FY 2005 level489kt/year

Improvement of specific energy
consumption (SEC)

5% improvement relative to FY 2015 level(1% improvement from the previous year)

0.682L/kg

0.648L/kg

153,000 kL

144,000 kL 138,000 kL

Reduction of energy consumption
volume6% reduction relative to
FY 2016 level
Reduction of the amount of industrial 6% reduction relative towaste disposed of outside the plants
FY 2015 level
1 point improvement relative to
Improvement of recycling rate
FY 2015 level

FY 2023
target values

489kt/year

220 kt/year

0.722L/kg

0.701L/kg

150,000 kL

142,000 kL

7,357 t7,063 t

87.7％

88.8%

55% reduction relative to
FY 2005 level
3% improvement relative to
FY 2018 level
5% reduction relative to
FY 2018 level
4% reduction relative to
FY 2019 level
1 point improvement relative
to FY 2019 level

Unitika is focusing on reducing CO2 emissions, such as bybeing a leader among other companies in installingcogenerators in our production sites.
In April 2021, the Japanese government raised the domestic
greenhouse gas emissions reduction target from 26% to 46%
relative to the FY 2013 level. Following on from this, Unitika
has also set our FY 2030 reduction target for CO2 emissions
from domestic energy generation to 46% relative to the FY
2013 level. We are aiming for net zero carbon emissions by
2050.

Reduction of CO2 Emissions fromEnergy Generation2016

Baseline values(Performance in a standard year)

Scope: Domestic plants, on-site group companies, and external domestic group companies

143

20

（%）

7,187

267

27

Targets

Group companies

150

149

2016

year )(Fiscal

7,138

7,358

7,280

282

269

(

（t）

Group companies

305

Issues

2005 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Fiscal
year

Rate of recycling (5)7,382Ninth Medium-Term Environmental Plan (FY 2021 to FY 2023)

Relative to
FY 2005 level

385 40360 359 351 354
53
57
49 324 306 295 292
47
282
42
39
40
37
35

Volume of processed industrial waste products (4)Production sites−45%

Group companies

489
39

110.0

2014

Leveraging the results of the Eighth Medium-Term
Environmental Plan, we formulated a new three-year

Relative to
FY 2005 levelplan (Ninth Medium-Term Environmental Plan), which
we started in FY 2021. The issues are carried forwardfrom the Eighth Medium-Term Environmental Plan,
and the targets have been set by reviewing the standard
year and target values.

245kt/year 268kt/year
0.766L/kg

Results

Fig.
No.

Achievement（1）
rate of 91%
Not achieved （2）Achieved

Unitika has been reducing CO2 emissions step-by-stepover many months and years, based on our Medium-Term
Environmental Plan. Thanks to our steady efforts, we haveachieved substantial reductions in CO2 emissions fromenergy generation. We have an achievement rate of 91%
for the Medium-Term Environmental Plan target to reduce
CO2 emissions by 50% relative to FY 2005. Based on thecurrent government target with FY 2013 as the standard
year, our reduction rate is around 23%. (See p. 23 for thedata)environmental impact associated with the delivery andemission of raw materials, products, waste, and othermaterials. These include promoting the shift of cargotransportation modes to more environmentally-friendly
methods (modal shifts), and streamlining transportation
to improve efficiency. As a specified consignor, Unitika
reported 61,000 tons of freight and 19,500 tons of CO2
emissions to the government in FY 2020. Unitika will strive
for eco-friendly logistics within the whole group byimplementing a variety of practices. These include but are
not limited to: expanding the use of trains, promoting idle
stops and the use of ecological tires, and decreasing thefrequency of deliveries through the use of larger vehicles.

Reduction of CO2 Emissions
Related to Logistics（kt）

Relative to
FY 2006 level−46%

Relative to
FY 2013 level

36

−26%

26.9 26.8

2626.5 25.5
26.3
24.4 24.2
21.1 20.7

19.5

（3）

5,862 t5,510 t7,134 tNot achieved （4）Reduction of CO2 Emissions Related to Logistics

88.7％

89.7%

85.9％

Not achieved （5）Unitika undertakes a variety of efforts to reduce the2006 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Fiscal( year )(Note) FY 2006 is the standard year, as this is the year we started tallying data.

Scope: Domestic plants, on-site group companies, and external domestic group companies

23

Unitika Report 2021

Unitika Report 2021

24

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

E Chemicals Management/Waste Reduction/Pollution Prevention
Environment

Management of Substances Subject to the PRTR System
Management of Substances Subject

Promotion of Waste Disposal of Devices that Contain PCB

Emission and transfer amountsof substances subject to the PRTR system

to PRTR System Notification（t）

The Unitika Group is making efforts to monitor andreduce the volume of chemical substances that are emitted
into the atmosphere, as regulated by the Pollutant
Release and Transfer Register (PRTR) system as chemical
substances that are potentially hazardous to humanhealth and the ecosystem. In FY 2020 we completed thedisposal of defective products and other waste caused
by a fire at the Uji Plant. Subsequently, the amounts
emitted and transferred both decreased compared to
FY 2019 levels.

EmittedIt is stipulated by the Act on Special Measures

Transferred

187

186
143

132

115
59

83

73

60

2017

2016

130

125

71

2018

36

57

2019

Emitted (t/year)

2020

Water

Total

Total

Acetaldehyde

2.3

0.7

2.9

ー

Bisphenol A

ー

ー

ー

36.9

ɛ-Caprolactam

15.1

ー

15.1

16.2

1,4-dioxane

ー

0.1

0.1

0.1

Dichloromethane (Methylene chloride)

13.6

ー

13.6

22.1

Dimethylformamide

1.4

ー

1.4

1.1

Terephthalic acid

ー

ー

ー

0.6

Toluene

2.6

ー

2.6

3.3

ー

Wastes to complete the disposal of devices that containdisposal of devices containing PCB on a monetary base

PCB by the end of March 2027. The Unitika Groupfor the entire Group.

(

Waste Reduction
Fiscalyear)

Transferred (t/year)

Air

Polyoxyethylene alkyl ether

As of March 2021, we had a 73% progress rate for the89

Name of substances subject to the PRTR systemーConcerning Promotion of Proper Treatment of PCB

has disposed of devices containing PCB, etc. that are

FY 2020 Emission and transfer amounts of substances subject to the PRTR system

Boron and boron compounds

owned by our offices and affiliates.

ー
0.1

ー
0.1

6.1
0.6

Styrene

ー

ー

ー

0.2

Water-soluble salts of peroxydisulfuric acid

ー

0.2

0.2

0.9

VOC

ー

0.1

0.1

0.4

Other

ー

ー

ー

0.5

Unitika domestic plants & on-site group companies total

31.0

0.8

31.9

82.0

Unitika external domestic group companies total

4.0

0.4

4.5

7.0

n FY 2020, although we reduced the waste disposal volume
related to the fire at the Uji Plant, as there is no longer any
need for used solvents and medicinal solutions recycled as
valuable substances and they have had to be disposed of as
waste, there is only a slight effect in the reduction of disposal

volumes outside the plants. We will continue to facilitate therecycling of disposed plastic by sorting and washing them,etc., while also seeking out new usage methods.(See p. 23 forthe data)

Environmental Complaints
The Unitika Group always tries to conduct our businessactivities with consideration for the lives of people in local
communities.
In reaction to the complaints we received, we have been
putting efforts into preventing any recurrence by immediately
examining the causes of the problems and communicatingwith the people in the community. We will keep improving
in order to contribute towardsa comfortable living environment
for people in the community.

Complaints from surrounding neighborhoods
Other

（t）

Offensive odor

Noise

Water

Air

6
5
1

143

3

3

1
1
2
2

1

2016

2

2017

2

2018

3

1
1

2019

2020

year )(FiscalPromotion of the Chemicals Management at Domestic and Overseas Locations
The Unitika Group promotes initiatives that correspondto the Act on the Regulation of Manufacture and Evaluationof Chemical Substances, the European regulations for theRegistration, Evaluation, Authorization and Restriction ofChemicals (REACH), the Globally Harmonized System ofClassification and Labeling of Chemicals (GHS) and other

25

Unitika Report 2021

chemical management systems in Asian countries.
With meetings intended for information-sharing and compliancewith the law, we are also striving to disseminate information
within the group and to share information between relevant
personnel.

Unitika Report 2021

26

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

E Chemicals Management/Waste Reduction/Pollution Prevention
Environment

Management of Substances Subject to the PRTR System
Management of Substances Subject

Promotion of Waste Disposal of Devices that Contain PCB

Emission and transfer amountsof substances subject to the PRTR system

to PRTR System Notification（t）

The Unitika Group is making efforts to monitor andreduce the volume of chemical substances that are emitted
into the atmosphere, as regulated by the Pollutant
Release and Transfer Register (PRTR) system as chemical
substances that are potentially hazardous to humanhealth and the ecosystem. In FY 2020 we completed thedisposal of defective products and other waste caused
by a fire at the Uji Plant. Subsequently, the amounts
emitted and transferred both decreased compared to
FY 2019 levels.

EmittedIt is stipulated by the Act on Special Measures

Transferred

187

186
143

132

115
59

83

73

60

2017

2016

130

125

71

2018

36

57

2019

Emitted (t/year)

2020

Water

Total

Total

Acetaldehyde

2.3

0.7

2.9

ー

Bisphenol A

ー

ー

ー

36.9

ɛ-Caprolactam

15.1

ー

15.1

16.2

1,4-dioxane

ー

0.1

0.1

0.1

Dichloromethane (Methylene chloride)

13.6

ー

13.6

22.1

Dimethylformamide

1.4

ー

1.4

1.1

Terephthalic acid

ー

ー

ー

0.6

Toluene

2.6

ー

2.6

3.3

ー

Wastes to complete the disposal of devices that containdisposal of devices containing PCB on a monetary base

PCB by the end of March 2027. The Unitika Groupfor the entire Group.

(

Waste Reduction
Fiscalyear)

Transferred (t/year)

Air

Polyoxyethylene alkyl ether

As of March 2021, we had a 73% progress rate for the89

Name of substances subject to the PRTR systemーConcerning Promotion of Proper Treatment of PCB

has disposed of devices containing PCB, etc. that are

FY 2020 Emission and transfer amounts of substances subject to the PRTR system

Boron and boron compounds

owned by our offices and affiliates.

ー
0.1

ー
0.1

6.1
0.6

Styrene

ー

ー

ー

0.2

Water-soluble salts of peroxydisulfuric acid

ー

0.2

0.2

0.9

VOC

ー

0.1

0.1

0.4

Other

ー

ー

ー

0.5

Unitika domestic plants & on-site group companies total

31.0

0.8

31.9

82.0

Unitika external domestic group companies total

4.0

0.4

4.5

7.0

n FY 2020, although we reduced the waste disposal volume
related to the fire at the Uji Plant, as there is no longer any
need for used solvents and medicinal solutions recycled as
valuable substances and they have had to be disposed of as
waste, there is only a slight effect in the reduction of disposal

volumes outside the plants. We will continue to facilitate therecycling of disposed plastic by sorting and washing them,etc., while also seeking out new usage methods.(See p. 23 forthe data)

Environmental Complaints
The Unitika Group always tries to conduct our businessactivities with consideration for the lives of people in local
communities.
In reaction to the complaints we received, we have been
putting efforts into preventing any recurrence by immediately
examining the causes of the problems and communicatingwith the people in the community. We will keep improving
in order to contribute towardsa comfortable living environment
for people in the community.

Complaints from surrounding neighborhoods
Other

（t）

Offensive odor

Noise

Water

Air

6
5
1

143

3

3

1
1
2
2

1

2016

2

2017

2

2018

3

1
1

2019

2020

year )(FiscalPromotion of the Chemicals Management at Domestic and Overseas Locations
The Unitika Group promotes initiatives that correspondto the Act on the Regulation of Manufacture and Evaluationof Chemical Substances, the European regulations for theRegistration, Evaluation, Authorization and Restriction ofChemicals (REACH), the Globally Harmonized System ofClassification and Labeling of Chemicals (GHS) and other

25

Unitika Report 2021

chemical management systems in Asian countries.
With meetings intended for information-sharing and compliancewith the law, we are also striving to disseminate information
within the group and to share information between relevant
personnel.

Unitika Report 2021

26

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

E Pollution Prevention
Environment

Reducing Environmental Impact on Air and Water
Domestic plants are pursuing measures, such as switchingenergy from fuel oil to liquid natural gas and stopping diesel
power generation, to reduce emissions of dust, nitrogen oxides

Dust emissions
6.85

Group companies

6.47

5.07

4.56

3.36

2018

2019

2020

(

Fiscal
year

2017

2016

)

417

403

376

508

528
197

158

154

3.43

2.93

2.69

561

530

1.64

3.76
1.63

2017

Group companies

614

3.11

3.8

Production sites

（t）

6.45

3.05

2016

(NOx), sulfur oxides (SOx), and carbon dioxide (CO2). Unitika
also works to reduce the environmental impact on water throughthe appropriate management of wastewater treatment facilities.

NOx emissions

Production sites（t）Results by Production Sites

2018

125

138

403

370

2019

2020

(

Fiscalyear)

Uji Plant

Tarui Plant

Site area: 311,781 m2

Site area: 165,309 m2

ISO 14001 Certification No. JCQA-E-0249

ISO 14001 Certification No. JCQA-E-0323

Main products: Nylon resin, Nylon fiber, Engineering

Main products: Spunlace nonwoven fabric, Polyester glass

plastics, Nylon/Polyester film, etc.

fabricOkazaki Plant

Tokiwa Mill

Site area: 313,865 m2

Site area: 64,530 m2

ISO 14001 Certification No. JCQA-E-0292

ISO 14001 Certification No. JCQA-E-0221

Main products: Polyester resin, Polyester fiber, Spunbond

Main products: 100% cotton yarn, Synthetic blended yarn

(filament nonwoven fabric)

and 100% cotton yarn, Woven fabrics with synthetic blended
yarn

Environmental impact at production sites

SOx emissions

Environmental load on water (COD)

Production sites（t）Group companies

Production sites

（t）

154

34.3

8

143

4

132.1

4.1

24.0

10.6

2017

2016

10.0

2018

10.0

2019

2020

146

Production sites

35,773

1,072 34,876

1,118

139

115.5

6.5

108.4
3.4

128

105

109

year )(Fiscal

2016

2017

2018

2019

2020

year )(FiscalUji
Plant

Okazaki
Plant

Tarui
Plant

TokiwaPlant

Total waste water quantity（t）

Air
Production
sitesGroup companies

Water

SOx

Total nitrogen Total phosphorus
NOx
Dust
BOD
COD Suspended
Oilmatter（ppm）（g/N㎥）（mg/L）（kg/day）（mg/L）（mg/L）（kg/day）（mg/L）（kg/day）(K-value)（ppm）（mg/L）
Regulation values

ー

29

199

0.025

ー

1131

30

16

ー

722

ー

98

FY 2020 measured
values

ー

14

56

0.015

1.9

212

5.8

0.8

1.6

90

0.07

4

Regulation values

ー

93

100

0.05

25

905

20

10

15

482

2

62

FY 2020 measured
valuesー

15

55<0.001

2

48

4

0

2.1

32

0.42

6.3

Regulation values

11.5

ー

150

0.3

40

109

50

5

120

43

16

5.6

FY 2020 measured
values

9

ー

31

0.002

4.6

7.4

3.4

0.7

1.7

6.3

0.1

0.5

Regulation values

17.5

ー

130

0.3

80

ー

100

2.5

ー

ー

ー

ー

FY 2020 measured
values

0.58

ー

74

0.019

<0.5

ー

<1

<1

ー

ー

ー

ー

Group companies

33,2801,080 30,670

29,951974

1,030(Notes) The displayed regulation values are the most rigorous values mandated by law (Air Pollution Control Act or Water Pollution Prevention Act),
regulations, prefectural guidance or conventions.
These include the environmental impact from affiliates within the site.
SOx is sulfur oxides, NOx is nitrogen oxides, COD is chemical oxygen demand, and BOD is biological oxygen demand.
The displayed air pollution values are the measured values for the major facilities at each site (totals are values for the entire site).

34,701

2016

32,20033,7582017

28,97729,640

2018

2019

2020

The displayed water pollution values are the highest values measured at the drain outlets at each site (load amounts are values for the entire site).

year )(FiscalNote) NOx: Nitrogen oxides
SOx: Sulfur oxides
COD: Chemical oxygen demand

27

Unitika Report 2021

Unitika Report 2021

28

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

E Pollution Prevention
Environment

Reducing Environmental Impact on Air and Water
Domestic plants are pursuing measures, such as switchingenergy from fuel oil to liquid natural gas and stopping diesel
power generation, to reduce emissions of dust, nitrogen oxides

Dust emissions
6.85

Group companies

6.47

5.07

4.56

3.36

2018

2019

2020

(

Fiscal
year

2017

2016

)

417

403

376

508

528
197

158

154

3.43

2.93

2.69

561

530

1.64

3.76
1.63

2017

Group companies

614

3.11

3.8

Production sites

（t）

6.45

3.05

2016

(NOx), sulfur oxides (SOx), and carbon dioxide (CO2). Unitika
also works to reduce the environmental impact on water throughthe appropriate management of wastewater treatment facilities.

NOx emissions

Production sites（t）Results by Production Sites

2018

125

138

403

370

2019

2020

(

Fiscalyear)

Uji Plant

Tarui Plant

Site area: 311,781 m2

Site area: 165,309 m2

ISO 14001 Certification No. JCQA-E-0249

ISO 14001 Certification No. JCQA-E-0323

Main products: Nylon resin, Nylon fiber, Engineering

Main products: Spunlace nonwoven fabric, Polyester glass

plastics, Nylon/Polyester film, etc.

fabricOkazaki Plant

Tokiwa Mill

Site area: 313,865 m2

Site area: 64,530 m2

ISO 14001 Certification No. JCQA-E-0292

ISO 14001 Certification No. JCQA-E-0221

Main products: Polyester resin, Polyester fiber, Spunbond

Main products: 100% cotton yarn, Synthetic blended yarn

(filament nonwoven fabric)

and 100% cotton yarn, Woven fabrics with synthetic blended
yarn

Environmental impact at production sites

SOx emissions

Environmental load on water (COD)

Production sites（t）Group companies

Production sites

（t）

154

34.3

8

143

4

132.1

4.1

24.0

10.6

2017

2016

10.0

2018

10.0

2019

2020

146

Production sites

35,773

1,072 34,876

1,118

139

115.5

6.5

108.4
3.4

128

105

109

year )(Fiscal

2016

2017

2018

2019

2020

year )(FiscalUji
Plant

Okazaki
Plant

Tarui
Plant

TokiwaPlant

Total waste water quantity（t）

Air
Production
sitesGroup companies

Water

Total nitrogen Total phosphorus
NOx
Dust
BOD
COD Suspended
Oilmatter（ppm）（g/N㎥）（mg/L）（kg/day）（mg/L）（mg/L）（kg/day）（mg/L）（kg/day）(K-value)（ppm）（mg/L）
SOx

Regulation values

ー

29

199

0.025

ー

1131

30

16

ー

722

ー

98

FY 2020 measured
values

ー

14

56

0.015

1.9

212

5.8

0.8

1.6

90

0.07

4

Regulation values

ー

93

100

0.05

25

905

20

10

15

482

2

62

FY 2020 measured
valuesー

15

55<0.001

2

48

4

0

2.1

32

0.42

6.3

Regulation values

11.5

ー

150

0.3

40

109

50

5

120

43

16

5.6

FY 2020 measured
values

9

ー

31

0.002

4.6

7.4

3.4

0.7

1.7

6.3

0.1

0.5

Regulation values

17.5

ー

130

0.3

80

ー

100

2.5

ー

ー

ー

ー

FY 2020 measured
values

0.58

ー

74

0.019

<0.5

ー

<1

<1

ー

ー

ー

ー

Group companies

33,2801,080 30,670

29,951974

1,030(Notes) The displayed regulation values are the most rigorous values mandated by law (Air Pollution Control Act or Water Pollution Prevention Act),
regulations, prefectural guidance or conventions.
These include the environmental impact from affiliates within the site.
SOx is sulfur oxides, NOx is nitrogen oxides, COD is chemical oxygen demand, and BOD is biological oxygen demand.
The displayed air pollution values are the measured values for the major facilities at each site (totals are values for the entire site).

34,701

2016

32,20033,7582017

28,97729,640

2018

2019

2020

The displayed water pollution values are the highest values measured at the drain outlets at each site (load amounts are values for the entire site).

year )(FiscalNote) NOx: Nitrogen oxides
SOx: Sulfur oxides
COD: Chemical oxygen demand

27

Unitika Report 2021

Unitika Report 2021

28

Introduction

E Flow of Materials

E Environmental Accounting

Environmental Impact in Business Activities (FY 2020 Results)

Environmental Accounting

Environment

INPUT

The Unitika Group implements environmental accounting aspart of our environment-conscious business activities.

OUTPUT
Atmospheric emissions

Water
28,267,000 m3
Breakdown

SOx

10 tonsCO₂

268,000 tons
509 tons
5 tonsRiver water

23,995,000 m3

NOx

Ground water

4,217,000 m3

Dust

Drinking water

9,000 m3

Industrial water

46,000 m3

Waste water
Waste water volume
29,951,000 m3
COD emission quantity
108 tons

Water
138,000 kL(crude oil equivalent)

Raw materials

Waste productof theAmount processed
outside the plants

Unitika Group

Purpose of Environmental Accounting●To make environmental preservation more efficient by
quantitatively identifying the amounts of investments andexpenses for environmental preservation, and to carry out
reasonable decision making for environmental preservation
initiatives.
●To disclose environmental accounting information to
our stakeholders, and to fulfill our responsibility to keepthem informed.

Method of Tallying Environmental
Accounting Data

Financial andCorporate Information

7,138 tons

BreakdownAmount of recycling inintermediate processing

Tally range
Unitika domestic plants & on-site group companies
Union Co., Ltd., Osaka Dyeing Co., Ltd., Terabo Co., Ltd., Unitika Sparklite., Ltd.

Internal recycling
andheat collection
Materials recycling
12,314 tons
Heat collection
0 tonsThe Unitika Groupʼs FY 2020 environmental investment
was 280 million yen. The main targets of investment are theones regarding measures for the reduction of the environmental
impact, disposal of devices containing PCB etc., and the recyclingof raw materials.
The expenses regarding environmental preservation were1,469 million yen. The main items include the maintenanceof pollution prevention equipment, disposal of industrial waste(including recycling expenses), research and developmentof eco-friendly products and technologies, and social
activities such as afforestation and city beautification
initiatives.

The table lists items with a clear basis for calculation thathave high substantive benefits for environmental preservation.
Note that inferred benefits have not been calculated.
FY 2020 economic benefits
Item

Tally method
Investment amounts include environmental investments on
items for which the environment is not the main objective.
Expense amounts include labor costs, general expenses, anddepreciation.

3,506 tons
Amount of incineration or
landfill disposal 3,632 tons

FY 2020 Environmental Costs

FY 2020 Economic Benefits

PeriodApril 1, 2020 to March 31, 2021

Business Activities

196,000 tons

FY 2020(million yen)

Income from sale of recycled resources

116

Water usage reduction from recirculation

5

Cost reduction from energy-savings

92

Reduction of costs associated with energy-efficient
power sources and industrial waste reduction

6

Reduction of contribution designated by law

ーReduction of waste disposal costs

6

FY 2020 environmental costs
FY 2020 (million yen)
Category

Capitalinvestmen

Costs

Pollution prevention
costs
Business area Environmental
preservation costs
costs

145

477

Pollution (water, air and noise pollution) prevention measures

4

5

Energy saving, Global warming prevention measures

131

386

Waste volume reduction, Materials recycling,
Disposal of PCB/Asbestos

Upstream/downstream costsー260Green procurement activities

Management activity costsー100Environmental management system maintenance,
Environmental education, Burden monitoring,
Increase of greenery within factories

R&D costsー230

Encrease of greenery within factories

CSR costsー2Developing environmentally-friendly products

Environmental damage costsー9Regional cleaning activities

Total

280

1,469

Chemicals*
Emitted36 tons

Transferred

89 tons* Substances subject to PRTR Systemnotification

All products

Resource recycling
costs

Production amount
170,000 tons

Recycling amount outside
11,002 tonsof plants

Unitika Report 2021

ESG

Environment

The diagram below shows the Unitika Groupʼs flow of materials for FY 2020.

29

Value Creation
Strategy

Remarks

Cost for soil contamination countermeasures, Quantity-based taxes

Unitika Report 2021

30

Introduction

E Flow of Materials

E Environmental Accounting

Environmental Impact in Business Activities (FY 2020 Results)

Environmental Accounting

Environment

INPUT

The Unitika Group implements environmental accounting aspart of our environment-conscious business activities.

OUTPUT
Atmospheric emissions

Water
28,267,000 m3
Breakdown

SOx

10 tonsCO₂

268,000 tons
509 tons
5 tonsRiver water

23,995,000 m3

NOx

Ground water

4,217,000 m3

Dust

Drinking water

9,000 m3

Industrial water

46,000 m3

Waste water
Waste water volume
29,951,000 m3
COD emission quantity
108 tons

Water
138,000 kL(crude oil equivalent)

Raw materials

Waste productof theAmount processed
outside the plants

Unitika Group

Purpose of Environmental Accounting●To make environmental preservation more efficient by
quantitatively identifying the amounts of investments andexpenses for environmental preservation, and to carry out
reasonable decision making for environmental preservation
initiatives.
●To disclose environmental accounting information to
our stakeholders, and to fulfill our responsibility to keepthem informed.

Method of Tallying Environmental
Accounting Data

Financial andCorporate Information

7,138 tons

BreakdownAmount of recycling inintermediate processing

Tally range
Unitika domestic plants & on-site group companies
Union Co., Ltd., Osaka Dyeing Co., Ltd., Terabo Co., Ltd., Unitika Sparklite., Ltd.

Internal recycling
andheat collection
Materials recycling
12,314 tons
Heat collection
0 tonsThe Unitika Groupʼs FY 2020 environmental investment
was 280 million yen. The main targets of investment are theones regarding measures for the reduction of the environmental
impact, disposal of devices containing PCB etc., and the recyclingof raw materials.
The expenses regarding environmental preservation were1,469 million yen. The main items include the maintenanceof pollution prevention equipment, disposal of industrial waste(including recycling expenses), research and developmentof eco-friendly products and technologies, and social
activities such as afforestation and city beautification
initiatives.

The table lists items with a clear basis for calculation thathave high substantive benefits for environmental preservation.
Note that inferred benefits have not been calculated.
FY 2020 economic benefits
Item

Tally method
Investment amounts include environmental investments on
items for which the environment is not the main objective.
Expense amounts include labor costs, general expenses, anddepreciation.

3,506 tons
Amount of incineration or
landfill disposal 3,632 tons

FY 2020 Environmental Costs

FY 2020 Economic Benefits

PeriodApril 1, 2020 to March 31, 2021

Business Activities

196,000 tons

FY 2020(million yen)

Income from sale of recycled resources

116

Water usage reduction from recirculation

5

Cost reduction from energy-savings

92

Reduction of costs associated with energy-efficient
power sources and industrial waste reduction

6

Reduction of contribution designated by law

ーReduction of waste disposal costs

6

FY 2020 environmental costs
FY 2020 (million yen)
Category

Capitalinvestmen

Costs

Pollution prevention
costs
Business area Environmental
preservation costs
costs

145

477

Pollution (water, air and noise pollution) prevention measures

4

5

Energy saving, Global warming prevention measures

131

386

Waste volume reduction, Materials recycling,
Disposal of PCB/Asbestos

Upstream/downstream costsー260Green procurement activities

Management activity costsー100Environmental management system maintenance,
Environmental education, Burden monitoring,
Increase of greenery within factories

R&D costsー230

Encrease of greenery within factories

CSR costsー2Developing environmentally-friendly products

Environmental damage costsー9Regional cleaning activities

Total

280

1,469

Chemicals*
Emitted36 tons

Transferred

89 tons* Substances subject to PRTR Systemnotification

All products

Resource recycling
costs

Production amount
170,000 tons

Recycling amount outside
11,002 tonsof plants

Unitika Report 2021

ESG

Environment

The diagram below shows the Unitika Groupʼs flow of materials for FY 2020.

29

Value Creation
Strategy

Remarks

Cost for soil contamination countermeasures, Quantity-based taxes

Unitika Report 2021

30

Introduction

Value Creation
Strategy

ESG

S Relationships with Customers

S Relationships with Shareholders and Investors

Rebuilding Quality Assurance and a Management System

IR Activities

The Unitika Group has reflected on the inappropriate casesof quality management in certain products manufactured
and sold by the Group (announced on August 28 andNovember 1, 2019). Subsequently, we regularly hold Quality
Assurance Committee meetings with the President as theCommittee Chairman, and are working on strengthening ourgovernance as ways to prevent the recurrence of such cases.
In July 2020, we also newly set up the Corporate Management
Division to control quality assurance, risk management, andlegal affairs; this has strengthened our Group-wide functions.
We are making efforts to familiarize workers involved in quality
assurance with the Guidelines for Quality Assurance, andconducting quality assurance training. Furthermore, the Quality

At Unitika, we carry out business activities as we strive to be
a company that is continuously chosen by customers, under
our philosophy of contributing to society by connecting
peopleʼs lives and technology. Within this and from the
management perspective of focusing on stakeholders, theUnitika Group strives to create several opportunities toenable timely information disclosure to shareholders as well
as existing and potential investors. The Unitika Group
implements activities to ensure these opportunities run
smoothly, and works to improve dialogues with shareholders
as well as existing and potential investors.

Society

Measures to prevent recurrence
1. Strengthen the Group governance system and review theUnitika Group Code of Conduct, etc.
2. Improve organizations and mechanisms
3. Education
4. Review standards
5. Improve the reliability of test and inspection results
6. Understand the real situation early on
7. Improve the quality assurance system and reform corporate

Assurance Office is also conducting ongoing quality audits
on the quality assurance organizations of each department,
and monitoring the state of quality assurance.
As we move forward with reforming corporate culture andawareness, we are also working to ensure employees know
to “prioritize quality over cost and speedy delivery” as is
specified in the Unitika Group Quality Policies, and to establish
an overall understanding of compliance including quality
assurance and an awareness of norms.
All executive officers and employees in the Unitika Group willcontinue to work on preventing recurrence, while we steadily
implement these measures.

Unitika Group Quality Policies● With our value of “prioritizing quality over cost andspeedy delivery,” the Unitika Group provides
products that our customers can use safely and withpeace of mind.
● We comply with the laws and regulations concerning
products and services, and adhere to the agreements
we have with our customers.
● To meet quality requirements, we build quality into
our products through repeated verifying and testing
during design, development, and manufacturing.
● We continually maintain our quality assurance
system, and work to improve quality.

The Annual General Meeting of Shareholders is held in lateJune. At this Meeting, the Comp any outlines its latest
business conditions and engages in dialogue with shareholders,through which it seeks to provide a better understanding of
the Companyʼs current management condition and policies.

which are followed a week or so later by an explanatory
session for institutional investors and analysts.

Institutional Investor Visits
Unitika representatives make visits to institutional investors
and analysts, in order to provide more specific information asneeded.

Publications●Financial Results(4 times annually, in May, August, November, and February)●Shareholder Reports(2 times annually, at second quarter and full year closing)●Corporate Guides●Unitika Report

Website Disclosures
Announcements of Financial Statements
and Explanatory Sessions
Unitika conducts a variety of financial data disclosure
activities, including twice-yearly second quarter and full
financial year accounting statements for the press, both ofUnitikaʼs website contains the Investor Relations page forshareholders as well as existing and potential investors; it
discloses IR information and press releases on products andservices. There is also an archive of past financial results, IR
briefings materials and securities reports, etc.

Share Status (as of March 31, 2021)

Ensuring Product Safety
Unitika has established the Product Safety Management
Regulations designed to ensure that we always offer safe
products to our customers. These safety management
regulations contain detailed provisions on areas such as
basic policy, responsibility areas, implementation systems,
and bylaws on the implementation and application ofmanual procedures. Unitika and Unitika Group companies

Society

Annual General Meeting of Shareholders

culturework to ensure that product manufacturing and sales arecarried out safely and in compliance with these regulations.
Information on the claims which may bring about anaccident is shared by the Quality Assurance Committee andthe Central Committee on Product Liability, and suchinformation is used to prevent the recurrence of repeatedclaims, etc.

Total Number of Shares Issued

Number of Shareholders

Common shares: 57,752,343

Common shares: 38,362

Class A shares: 21,740

Class A shares:1

Class B shares: 2,559Class B shares:2

Shareholder Distribution

Shareholder Distribution

Financial Institutions

Financial Institutions

31.66%

57,752,343

Unitika Report 2021

Other Corporations

3.03%

43

Financial Instruments Firms 48

Financial Instruments Firms 3.63%

Number of
Shares31

Financial andCorporate Information

Number of
Shareholders

Other Corporations

303

38,362

Overseas Corporations, etc. 15.97%

Overseas Corporations, etc. 185

Individuals/Others

Individuals/Others

45.71%

37,783

Unitika Report 2021

32

Introduction

Value Creation
Strategy

ESG

S Relationships with Customers

S Relationships with Shareholders and Investors

Rebuilding Quality Assurance and a Management System

IR Activities

The Unitika Group has reflected on the inappropriate casesof quality management in certain products manufactured
and sold by the Group (announced on August 28 andNovember 1, 2019). Subsequently, we regularly hold Quality
Assurance Committee meetings with the President as theCommittee Chairman, and are working on strengthening ourgovernance as ways to prevent the recurrence of such cases.
In July 2020, we also newly set up the Corporate Management
Division to control quality assurance, risk management, andlegal affairs; this has strengthened our Group-wide functions.
We are making efforts to familiarize workers involved in quality
assurance with the Guidelines for Quality Assurance, andconducting quality assurance training. Furthermore, the Quality

At Unitika, we carry out business activities as we strive to be
a company that is continuously chosen by customers, under
our philosophy of contributing to society by connecting
peopleʼs lives and technology. Within this and from the
management perspective of focusing on stakeholders, theUnitika Group strives to create several opportunities toenable timely information disclosure to shareholders as well
as existing and potential investors. The Unitika Group
implements activities to ensure these opportunities run
smoothly, and works to improve dialogues with shareholders
as well as existing and potential investors.

Society

Measures to prevent recurrence
1. Strengthen the Group governance system and review theUnitika Group Code of Conduct, etc.
2. Improve organizations and mechanisms
3. Education
4. Review standards
5. Improve the reliability of test and inspection results
6. Understand the real situation early on
7. Improve the quality assurance system and reform corporate

Assurance Office is also conducting ongoing quality audits
on the quality assurance organizations of each department,
and monitoring the state of quality assurance.
As we move forward with reforming corporate culture andawareness, we are also working to ensure employees know
to “prioritize quality over cost and speedy delivery” as is
specified in the Unitika Group Quality Policies, and to establish
an overall understanding of compliance including quality
assurance and an awareness of norms.
All executive officers and employees in the Unitika Group willcontinue to work on preventing recurrence, while we steadily
implement these measures.

Unitika Group Quality Policies● With our value of “prioritizing quality over cost andspeedy delivery,” the Unitika Group provides
products that our customers can use safely and withpeace of mind.
● We comply with the laws and regulations concerning
products and services, and adhere to the agreements
we have with our customers.
● To meet quality requirements, we build quality into
our products through repeated verifying and testing
during design, development, and manufacturing.
● We continually maintain our quality assurance
system, and work to improve quality.

The Annual General Meeting of Shareholders is held in lateJune. At this Meeting, the Comp any outlines its latest
business conditions and engages in dialogue with shareholders,through which it seeks to provide a better understanding of
the Companyʼs current management condition and policies.

which are followed a week or so later by an explanatory
session for institutional investors and analysts.

Institutional Investor Visits
Unitika representatives make visits to institutional investors
and analysts, in order to provide more specific information asneeded.

Publications●Financial Results(4 times annually, in May, August, November, and February)●Shareholder Reports(2 times annually, at second quarter and full year closing)●Corporate Guides●Unitika Report

Website Disclosures
Announcements of Financial Statements
and Explanatory Sessions
Unitika conducts a variety of financial data disclosure
activities, including twice-yearly second quarter and full
financial year accounting statements for the press, both ofUnitikaʼs website contains the Investor Relations page forshareholders as well as existing and potential investors; it
discloses IR information and press releases on products andservices. There is also an archive of past financial results, IR
briefings materials and securities reports, etc.

Share Status (as of March 31, 2021)

Ensuring Product Safety
Unitika has established the Product Safety Management
Regulations designed to ensure that we always offer safe
products to our customers. These safety management
regulations contain detailed provisions on areas such as
basic policy, responsibility areas, implementation systems,
and bylaws on the implementation and application ofmanual procedures. Unitika and Unitika Group companies

Society

Annual General Meeting of Shareholders

culturework to ensure that product manufacturing and sales arecarried out safely and in compliance with these regulations.
Information on the claims which may bring about anaccident is shared by the Quality Assurance Committee andthe Central Committee on Product Liability, and suchinformation is used to prevent the recurrence of repeatedclaims, etc.

Total Number of Shares Issued

Number of Shareholders

Common shares: 57,752,343

Common shares: 38,362

Class A shares: 21,740

Class A shares:1

Class B shares: 2,559Class B shares:2

Shareholder Distribution

Shareholder Distribution

Financial Institutions

Financial Institutions

31.66%

57,752,343

Other Corporations

3.03%

Overseas Corporations, etc. 15.97%
Individuals/Others

Unitika Report 2021

45.71%

43

Financial Instruments Firms 48

Financial Instruments Firms 3.63%

Number of
Shares31

Financial andCorporate Information

Number of
Shareholders

Other Corporations

303

38,362
Overseas Corporations, etc. 185
Individuals/Others

37,783

Unitika Report 2021

32

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

S Relationship with Our Employees
Society

Personnel System
Unitikaʼs personnel system is designed to encourage employees
to develop their careers and improve their abilities. It offers
several different educational programs to enable employees
to work on their personal growth, with a high degree of motivation
and an ambitious mindset. These programs are offeredsystematically and continuously to enable organizational
growth and boost corporate competitiveness.

Personnel Rotation System
Unitikaʼs personnel rotation system is designed to enablesystematic education of the human resources needed for theongoing running of organizations, in accordance with the job
level of each individual. It is designed to enable the careerdevelopment of each employee, to create synergy amongorganizations, and to lead to better business opportunities
and corporate performance. Employees self-report thepositions they want to be posted to, which are consideredalong with the needs of the Company. This provides the best
possible understanding of expected employee roles andUtilization of Diverse Human Resources
ability development goals, and enables more effective
operations.

Evaluation System
Unitikaʼs evaluation system is designed to provide a moreaccurate understanding of the roles employees expect tooccupy, and to provide more impartial evaluations of theindividuals producing the results needed to fill those roles.
Employees are given yearly performance evaluations that rate
them based on their competency, ability, role improvement,
attainment of results, and job execution processes. They arealso given twice-yearly performance evaluations in accordancewith the Companyʼs target management system. Theseevaluations are linked to pay raises, promotions and bonuses.
The evaluation results contribute to operating an evaluation
system linked to the ability development and education ofeach employee going forward, such as receiving reliable
feedback through discussions of the evaluation results withsuperiors, etc.

Human Resources Education
Underpinning Unitikaʼs education system is the conceptthat raising the skills standards of all our employees leads tostrengthening the organizationʼs foundations. We consider
on-the-job training (OJT), based on the career paths of
employees, as the core of human resource development.
Accordingly, we have established a system that more
efficiently provides follow-ups for early-career employees, aswell as education and support for managers. Off job training(OFF-JT) complements OJT, and enhances level-specifictraining, function-specific education, and the Global Human
Resources Education Program.
In FY 2020 we switched from face-to-face training andeducation to an online format due to the COVID-19
pandemic, and certain programs were suspended or
postponed. From FY 2021 onwards, we will make up for thetime we lost during this period.

33

Training Programs for Global Human Resources(Main Programs)●Overseas trainee system●Overseas business trip accompaniment system for young
employees●Assistance for taking foreign language lessons,
Recommendation for taking the TOEIC test
●Overseas-related job training (global courses, Global
business skills training, global management training)●Training for supervisors at overseas offices●Training for national staff(for national staff at overseas sites)

Work-Life Balance

Encouraging the participation of women in the workplaceis one aspect of diversity promotion that we are working on.
In order to promote womenʼs participation in the workplace,
we feel it is critical to reform the corporate culture. Based on
this mindset, we are organizing awareness reform training
sessions for management (including officers) and training
seminars aimed at female employees. We are striving tofoster mutual awareness through continuous training.
We are also actively making an effort to employ overseas
students. By employing overseas students from various
backgrounds, we will be able to demonstrate the strengths ofhaving diverse sensitivities and an international atmosphere,
which will also help to strengthen diversity in the company
overall.
In the training we conduct at the time new recruits join
the company and in level-specific education, we are fostering
understanding and communicating the need to effectively
use the diversity in an organization, by accepting andrecognizing the individual differences among employees, inorder to enhance the Unitika Groupʼs power. This includes
employees who are currently child rearing or caregiving, or
who are recovering from an illness, have disabilities, are fromoverseas, identify as LGBTQ, or are young or elderly.

In order to promote the balance between employeesʼ workand private lives, we have implemented “no-overtime days”
to reduce the amount of overtime, and introduced child-rearing
leave, caregiver leave, time off for sick/injured childcare, andtime off for caregivers, all exceeding legal requirements.
For employees engaged in child rearing or caregiving and who
request half-day paid leave very frequently, we have increased
the maximum to 14 times (7 days) per year. We also have asystem of shortened work hours for child-rearing. This systemallows employees with children who are aged three or older
but have not completed the third grade in elementary school
to reduce their work time by one hour. Also, we featured an article
in the internal newsletter on “Discussion on male child-rearing
leave: Creating a corporate culture where maleemployees canalso easily in which four male
employees discussed their
their experience with child-rearing leave. This is one
way we are encouraging
male employees to takechild-rearing leave.

Number of new employees and retired employees(FY 2020 Full-time employees on a Unitika unit, includes
assigned employees)

23,000 yen

Education and Training System

Training time/person

5.5 hours●Training during the first 3 years at Unitika, on-the-job training
for reinforcement●Level-specific education ●Selective education●Function-specific education(for sales, technology development, and manufacturing)●Overseas study system for technical positions●Self-improvement support (for gaining qualifications, etc.)

Total number ofparticipantsMale

4,202 people

Female1,448 people

Male

10,901 hours

Male

Total

Number of
new employees

17

70

87

Number of
retired employees

16

48

64

* The number of retired employees includes those who have reached mandatory
retirement.

Number and ratio of females at the management level(March 31, 2021 Unitika unit)

Female2,618 hours

Number of people

Ratio(%)

13

4.6

Females at the
management level

Number of overseas students as new employees(new graduates) and ratio that are employed at head office(from graduate school and university, etc.) (FY 2020 Unitika
unit, includes assigned employees)
Number of people

Total training time
* Education investment/person = Total education investment(Number of domestic full-time employees + employees posted overseas)

Page from the internal newsletter

Number of employees taking child-rearing leave andcaregiver leave(Unitika unit, includes assigned employees)(People)Number of people
FemaleEducation and Training-related Results (FY 2020)
Education investment/person

Unitika Report 2021

Diversity

Foreign nationaloverseas students(New graduates)

Female

Male

Total

Ratio
(%)

1

3

4

13.3

Employees taking
childcare leave

Employees taking
caregiver leave

FemaleMale

FemaleMale

FY 2016

15

4

0

0

FY 2017

12

5

0

1

FY 2018

11

6

0

0

FY 2019

10

2

0

0

FY 2020

5

3

0

0

* The return-to-work rate after taking child-rearing leave is 100%,with one person retiring after taking caregiver leave.

Return Employment System
If a full-time employee who has been working for us forthree years or more is required to leave the company for
unavoidable family reasons (marriage, child-rearing,
caregiving, work transfer of spouse, etc.), and later thatsituation changes and they are able to return to work, theReturn Employment System gives that person a chance tocome back and work for Unitika, based on the mutual desireof both the individual and the company.

Unitika Report 2021

34

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

S Relationship with Our Employees
Society

Personnel System
Unitikaʼs personnel system is designed to encourage employees
to develop their careers and improve their abilities. It offers
several different educational programs to enable employees
to work on their personal growth, with a high degree of motivation
and an ambitious mindset. These programs are offeredsystematically and continuously to enable organizational
growth and boost corporate competitiveness.

Personnel Rotation System
Unitikaʼs personnel rotation system is designed to enablesystematic education of the human resources needed for theongoing running of organizations, in accordance with the job
level of each individual. It is designed to enable the careerdevelopment of each employee, to create synergy amongorganizations, and to lead to better business opportunities
and corporate performance. Employees self-report thepositions they want to be posted to, which are consideredalong with the needs of the Company. This provides the best
possible understanding of expected employee roles andUtilization of Diverse Human Resources
ability development goals, and enables more effective
operations.

Evaluation System
Unitikaʼs evaluation system is designed to provide a moreaccurate understanding of the roles employees expect tooccupy, and to provide more impartial evaluations of theindividuals producing the results needed to fill those roles.
Employees are given yearly performance evaluations that rate
them based on their competency, ability, role improvement,
attainment of results, and job execution processes. They arealso given twice-yearly performance evaluations in accordancewith the Companyʼs target management system. Theseevaluations are linked to pay raises, promotions and bonuses.
The evaluation results contribute to operating an evaluation
system linked to the ability development and education ofeach employee going forward, such as receiving reliable
feedback through discussions of the evaluation results withsuperiors, etc.

Human Resources Education
Underpinning Unitikaʼs education system is the conceptthat raising the skills standards of all our employees leads tostrengthening the organizationʼs foundations. We consider
on-the-job training (OJT), based on the career paths of
employees, as the core of human resource development.
Accordingly, we have established a system that more
efficiently provides follow-ups for early-career employees, aswell as education and support for managers. Off job training(OFF-JT) complements OJT, and enhances level-specifictraining, function-specific education, and the Global Human
Resources Education Program.
In FY 2020 we switched from face-to-face training andeducation to an online format due to the COVID-19
pandemic, and certain programs were suspended or
postponed. From FY 2021 onwards, we will make up for thetime we lost during this period.

33

Training Programs for Global Human Resources(Main Programs)●Overseas trainee system●Overseas business trip accompaniment system for young
employees●Assistance for taking foreign language lessons,
Recommendation for taking the TOEIC test
●Overseas-related job training (global courses, Global
business skills training, global management training)●Training for supervisors at overseas offices●Training for national staff(for national staff at overseas sites)

Work-Life Balance

Encouraging the participation of women in the workplaceis one aspect of diversity promotion that we are working on.
In order to promote womenʼs participation in the workplace,
we feel it is critical to reform the corporate culture. Based on
this mindset, we are organizing awareness reform training
sessions for management (including officers) and training
seminars aimed at female employees. We are striving tofoster mutual awareness through continuous training.
We are also actively making an effort to employ overseas
students. By employing overseas students from various
backgrounds, we will be able to demonstrate the strengths ofhaving diverse sensitivities and an international atmosphere,
which will also help to strengthen diversity in the company
overall.
In the training we conduct at the time new recruits join
the company and in level-specific education, we are fostering
understanding and communicating the need to effectively
use the diversity in an organization, by accepting andrecognizing the individual differences among employees, inorder to enhance the Unitika Groupʼs power. This includes
employees who are currently child rearing or caregiving, or
who are recovering from an illness, have disabilities, are fromoverseas, identify as LGBTQ, or are young or elderly.

In order to promote the balance between employeesʼ workand private lives, we have implemented “no-overtime days”
to reduce the amount of overtime, and introduced child-rearing
leave, caregiver leave, time off for sick/injured childcare, andtime off for caregivers, all exceeding legal requirements.
For employees engaged in child rearing or caregiving and who
request half-day paid leave very frequently, we have increased
the maximum to 14 times (7 days) per year. We also have asystem of shortened work hours for child-rearing. This systemallows employees with children who are aged three or older
but have not completed the third grade in elementary school
to reduce their work time by one hour. Also, we featured an article
in the internal newsletter on “Discussion on male child-rearing
leave: Creating a corporate culture where maleemployees canalso easily in which four male
employees discussed their
their experience with child-rearing leave. This is one
way we are encouraging
male employees to takechild-rearing leave.

Number of new employees and retired employees(FY 2020 Full-time employees on a Unitika unit, includes
assigned employees)

23,000 yen

Education and Training System

Training time/person

5.5 hours●Training during the first 3 years at Unitika, on-the-job training
for reinforcement●Level-specific education ●Selective education●Function-specific education(for sales, technology development, and manufacturing)●Overseas study system for technical positions●Self-improvement support (for gaining qualifications, etc.)

Total number ofparticipantsMale

4,202 people

Female1,448 people

Male

10,901 hours

Male

Total

Number of
new employees

17

70

87

Number of
retired employees

16

48

64

* The number of retired employees includes those who have reached mandatory
retirement.

Number and ratio of females at the management level(March 31, 2021 Unitika unit)

Female2,618 hours

Number of people

Ratio(%)

13

4.6

Females at the
management level

Number of overseas students as new employees(new graduates) and ratio that are employed at head office(from graduate school and university, etc.) (FY 2020 Unitika
unit, includes assigned employees)
Number of people

Total training time
* Education investment/person = Total education investment(Number of domestic full-time employees + employees posted overseas)

Page from the internal newsletter

Number of employees taking child-rearing leave andcaregiver leave(Unitika unit, includes assigned employees)(People)Number of people
FemaleEducation and Training-related Results (FY 2020)
Education investment/person

Unitika Report 2021

Diversity

Foreign nationaloverseas students(New graduates)

Female

Male

Total

Ratio
(%)

1

3

4

13.3

Employees taking
childcare leave

Employees taking
caregiver leave

FemaleMale

FemaleMale

FY 2016

15

4

0

0

FY 2017

12

5

0

1

FY 2018

11

6

0

0

FY 2019

10

2

0

0

FY 2020

5

3

0

0

* The return-to-work rate after taking child-rearing leave is 100%,with one person retiring after taking caregiver leave.

Return Employment System
If a full-time employee who has been working for us forthree years or more is required to leave the company for
unavoidable family reasons (marriage, child-rearing,
caregiving, work transfer of spouse, etc.), and later thatsituation changes and they are able to return to work, theReturn Employment System gives that person a chance tocome back and work for Unitika, based on the mutual desireof both the individual and the company.

Unitika Report 2021

34

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

S Relationship with Our Employees
Society

Safety and Health Initiatives
At the Unitika Group, the Central Safety and Sanitation
Committee is implementing health and safety activities
aimed at eliminating accidents that require time off fromwork at all production sites and group companies. In FY 2020
we launched the 18th Health and Safety Guidelines with theslogan of Safety First.
Regrettably in recent years there has been a trend of multiple
occurrences of industrial accidents. Therefore, we are conducting
general safety inspections throughout the Group, andsteadily implementing activities to reduce the hidden causesof accidents in workplaces. We are also supporting thephysical, mental and emotional health of employees byintroducing Return Support Guidelines, and following thesituation at workplaces based on mental health checks.

Disaster Prevention and Readiness Initiatives
Results of industrial safety and health activities overthe last 10 years
Number of employees taking leave (people)

Rate of lost work time (%)

1.34
1.23

1.29

1.01

0.96

5

0.77
0.58
0.38

0.49

6

5

5

4

3
2

4
2

0
0

Mental Health Initiatives

COVID-19 Infection Countermeasures

Based on the Ministry of Health, Labour and Welfareʼs“Guidelines for Maintaining and Improving Workersʼ Mental
Health,” we conduct mental health training both at the time
new recruits join the company and when employees arepromoted. We are actively working to promote the mental
health of our employees.
We are also conducting stress checks every year, andimplementing stress relief measures for those with a check
result of high stress levels, as a primary preventive measure
for mental health care.

We are strengthening the following initiatives to prevent the
spread of COVID-19 in workplaces.

We have established “Return Support Guidelines” to allow
those who were away for an extended period of time toreturn to work smoothly.

Lifestyle Disease Countermeasures
We conduct blood tests and electrocardiograms, outside ofwhat is required by law, at the once-a-year regular healthcheckups for employees aged under 35 years. We are also
encouraging employees to take an interest in managing theirhealth, before they become middle-aged and older.

Disease Prevention Measures
We administer influenza vaccinations to employees at
each production site, and take measures to prevent employees
from developing influenza and having it progress into a serious
case.

35

Unitika Report 2021

Disaster Readiness Training

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Employeesʼ Health

Return Support Guidelines

To prepare for major disasters like the earthquake and tsunamithat devastated Tohoku in March 2011, disaster readinessmeasures are crucial both to fulfill the basic mission of protecting
the lives of employees, as well as to uphold the responsibility
to stakeholders of continuing business activities. In compliancewith Japanʼs Act on Promotion of Seismic Retrofitting of
Buildings, the Unitika Group inspects structures and facilities
of production sites. We also work to create self-supporting
emergency energy supply systems, by providing for home
generation facilities and working on production site energy
conversion.

（1）Promoting telework●Reducing the rate of in-office work at workplaces(head office, etc.) where working from home ispossible (target telework rate of 70%)（2）Measures to prevent the spread of COVID-19 infections
at workplaces and in meetings●Ensuring employees wear masks, thoroughly washand disinfect their hands, and avoid the three cʼs(closed spaces, crowded places, close contact)●Holding meetings that are well planned to include
remote participation, shorter times, small groups,
good ventilation, and sufficient spacing between
seats, etc.
（3）COVID-19 infection countermeasures for business trips
and face-to-face meetings/interviews●Refraining as much as possible from business trips andface-to-face meetings/interviews at clients, and using
remote participation, etc.
●Asking employees to refrain from moving between
production sites and affiliated companies within theGroup (and when business trips and face-to-facemeetings/interviews there are unavoidable, ensuring
thorough infection prevention measures are being
practiced in these places.)

The Unitika Group has reflected on the fire that occurredat the Uji Plant on January 8, 2019, and we are reviewing
overall the fire prevention system and working to preventthe recurrence of such incidents. We are also actively
carrying out accidents and natural disaster training, as
well as doing drills at production sites in the spring
and autumn seasons of fire prevention activities.
Additionally, as internal standards for managing safety
a t p r o d u c t i o n f a c i l itie s , U n i t i k a h a s enacted a s etof “pre-evaluation policies” on safety sanitation andenvironmental effects at new facilities. As a disasterreadiness measure when creating or renovating facilities,
a total of two rigorous inspections (during design andupon completion) are carried out in compliance withthese standards.
In April 15, 2020 at the Tarui Plant, we carried out an
integrated fire prevention drill for around 25 people,
including fire prevention committee members of mostly
firefighting squad chiefs. During the training on April
17 for discharging water from a fire hydrant, thefire-fighting squad was divided into two groups, witheach one following the operational procedures for thefire hydrants located at two places. After the training,
new employees and female employees were also able
to try operating a fire hydrant.
On November 11, 2020 at Unitika Textiles Ltd., we carriedout fire-fighting training for the first-shift workers there
on how to use water extinguishers and fire hydrants.
At the Okazaki Plant, 400 employees participated in alarge-scale integrated fire prevention and disasterprevention drills on the “Disaster Drill Day at Plants”
on November 18, 2020. In addition to evacuation drills
in preparation for an earthquake, we partnered withthe head office squad and district squads to carry out
drills in preparation for a variety of crises including theoutflow of chemicals, fire breakouts, and the confinementof employees.
We set March as a fire prevention month at the Uji Plant,

and on March 24, 2021, we carried out notification, contact,and evacuation drills at all production sites, in which
532 people participated.

Preparation for Large-Scale Disasters
Unitika has established the Protocols for Returning Home,
which encourages employees to stay at their workplaces if
trains and other public transportation stop running due tolarge-scale disasters. This is to prevent employees fromhaving difficulties in returning home, and to prevent themfrom obstructing the operations of police officers and firefighters. We are also making other preparations such as
storing disaster equipment, supplies, drinking water andpreserved food. We have also established a system thatallows us to handle requests for support from local residents
in surrounding neighborhoods and for cooperation fromlocal governments.

Integrated ﬁre prevention and disaster prevention drills(Okazaki Plant)

Fire prevention drill (Uji Plant)

Unitika Report 2021

36

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

S Relationship with Our Employees
Society

Safety and Health Initiatives
At the Unitika Group, the Central Safety and Sanitation
Committee is implementing health and safety activities
aimed at eliminating accidents that require time off fromwork at all production sites and group companies. In FY 2020
we launched the 18th Health and Safety Guidelines with theslogan of Safety First.
Regrettably in recent years there has been a trend of multiple
occurrences of industrial accidents. Therefore, we are conducting
general safety inspections throughout the Group, andsteadily implementing activities to reduce the hidden causesof accidents in workplaces. We are also supporting thephysical, mental and emotional health of employees byintroducing Return Support Guidelines, and following thesituation at workplaces based on mental health checks.

Disaster Prevention and Readiness Initiatives
Results of industrial safety and health activities overthe last 10 years
Number of employees taking leave (people)

Rate of lost work time (%)

1.34
1.23

1.29

1.01

0.96

5

0.77
0.58
0.38

0.49

6

5

5

4

3
2

4
2

0
0

Mental Health Initiatives

COVID-19 Infection Countermeasures

Based on the Ministry of Health, Labour and Welfareʼs“Guidelines for Maintaining and Improving Workersʼ Mental
Health,” we conduct mental health training both at the time
new recruits join the company and when employees arepromoted. We are actively working to promote the mental
health of our employees.
We are also conducting stress checks every year, andimplementing stress relief measures for those with a check
result of high stress levels, as a primary preventive measure
for mental health care.

We are strengthening the following initiatives to prevent the
spread of COVID-19 in workplaces.

We have established “Return Support Guidelines” to allow
those who were away for an extended period of time toreturn to work smoothly.

Lifestyle Disease Countermeasures
We conduct blood tests and electrocardiograms, outside ofwhat is required by law, at the once-a-year regular healthcheckups for employees aged under 35 years. We are also
encouraging employees to take an interest in managing theirhealth, before they become middle-aged and older.

Disease Prevention Measures
We administer influenza vaccinations to employees at
each production site, and take measures to prevent employees
from developing influenza and having it progress into a serious
case.

35

Unitika Report 2021

Disaster Readiness Training

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Employeesʼ Health

Return Support Guidelines

To prepare for major disasters like the earthquake and tsunamithat devastated Tohoku in March 2011, disaster readinessmeasures are crucial both to fulfill the basic mission of protecting
the lives of employees, as well as to uphold the responsibility
to stakeholders of continuing business activities. In compliancewith Japanʼs Act on Promotion of Seismic Retrofitting of
Buildings, the Unitika Group inspects structures and facilities
of production sites. We also work to create self-supporting
emergency energy supply systems, by providing for home
generation facilities and working on production site energy
conversion.

（1）Promoting telework●Reducing the rate of in-office work at workplaces(head office, etc.) where working from home ispossible (target telework rate of 70%)（2）Measures to prevent the spread of COVID-19 infections
at workplaces and in meetings●Ensuring employees wear masks, thoroughly washand disinfect their hands, and avoid the three cʼs(closed spaces, crowded places, close contact)●Holding meetings that are well planned to include
remote participation, shorter times, small groups,
good ventilation, and sufficient spacing between
seats, etc.
（3）COVID-19 infection countermeasures for business trips
and face-to-face meetings/interviews●Refraining as much as possible from business trips andface-to-face meetings/interviews at clients, and using
remote participation, etc.
●Asking employees to refrain from moving between
production sites and affiliated companies within theGroup (and when business trips and face-to-facemeetings/interviews there are unavoidable, ensuring
thorough infection prevention measures are being
practiced in these places.)

The Unitika Group has reflected on the fire that occurredat the Uji Plant on January 8, 2019, and we are reviewing
overall the fire prevention system and working to preventthe recurrence of such incidents. We are also actively
carrying out accidents and natural disaster training, as
well as doing drills at production sites in the spring
and autumn seasons of fire prevention activities.
Additionally, as internal standards for managing safety
a t p r o d u c t i o n f a c i l itie s , U n i t i k a h a s enacted a s etof “pre-evaluation policies” on safety sanitation andenvironmental effects at new facilities. As a disasterreadiness measure when creating or renovating facilities,
a total of two rigorous inspections (during design andupon completion) are carried out in compliance withthese standards.
In April 15, 2020 at the Tarui Plant, we carried out an
integrated fire prevention drill for around 25 people,
including fire prevention committee members of mostly
firefighting squad chiefs. During the training on April
17 for discharging water from a fire hydrant, thefire-fighting squad was divided into two groups, witheach one following the operational procedures for thefire hydrants located at two places. After the training,
new employees and female employees were also able
to try operating a fire hydrant.
On November 11, 2020 at Unitika Textiles Ltd., we carriedout fire-fighting training for the first-shift workers there
on how to use water extinguishers and fire hydrants.
At the Okazaki Plant, 400 employees participated in alarge-scale integrated fire prevention and disasterprevention drills on the “Disaster Drill Day at Plants”
on November 18, 2020. In addition to evacuation drills
in preparation for an earthquake, we partnered withthe head office squad and district squads to carry out
drills in preparation for a variety of crises including theoutflow of chemicals, fire breakouts, and the confinementof employees.
We set March as a fire prevention month at the Uji Plant,

and on March 24, 2021, we carried out notification, contact,and evacuation drills at all production sites, in which
532 people participated.

Preparation for Large-Scale Disasters
Unitika has established the Protocols for Returning Home,
which encourages employees to stay at their workplaces if
trains and other public transportation stop running due tolarge-scale disasters. This is to prevent employees fromhaving difficulties in returning home, and to prevent themfrom obstructing the operations of police officers and firefighters. We are also making other preparations such as
storing disaster equipment, supplies, drinking water andpreserved food. We have also established a system thatallows us to handle requests for support from local residents
in surrounding neighborhoods and for cooperation fromlocal governments.

Integrated ﬁre prevention and disaster prevention drills(Okazaki Plant)

Fire prevention drill (Uji Plant)

Unitika Report 2021

36

Introduction

Value Creation
Strategy

ESG

S Relationship with Our Employees and Partners

S Contributing to the Community andPromoting Awareness of Human Rights

Community-focused Initiatives

Society

Raising Human Rights Awareness
The Unitika Group Code of Conduct that is assigned to ouremployees specifies respect for human rights. We areworking towards human rights awareness in the Groupb y se tting up a h u man ri gh ts aware n e s s promotion
organization and conducting in-househuman rights training
for our employees including the president, executives
and the presidents of our affiliates.
As a member of the Corporate Report Association of Human
Rights Issue, Unitika works on human rights issues in avariety of ways, such as by gathering educational information
on human rights. Based on our understanding that any
kind of harassment is considered a violation of human
Number of human rights training participants(FY 2020 P33 figures)

Number of human rights
training participants

rights, we have set up a support desk for sexual harassment,maternity harassment, and power harassment at each of
our offices and affiliates, to raise the level of understanding
and awareness of our employees.

Elimination of Forced Labor and Child Labor
Unitika Group companies and overseas affiliates havemade declarations of their refusal to take part in any
form of forced labor or child labor in violation ofinternational agreements, such as the International
Covenants on Human Rights or the Convention on the
Rights of the Child.

Fair Recruitment Practices(People)Female

Male

Total

204

416

620

As a part of our fair employment activities, Unitika hascreated an original Unitika Employment Interview Manual
based on the gist of the Employment Selection Guidelines
issued by The Ministry of Health, Labour, and Welfare.

Financial andCorporate Information

Society

the Environment

ECO Kyoto
ECO Kyoto 21 is a system run by Kyoto prefecture to certify
and register production sites that play a leading role inenvironmental preservation or local
recycling efforts.
Unitikaʼs Uji Plant is participating in ECO
Kyoto 21; in 2004, it was certified andregistered in the systemʼs Ecostyleca te gory for p r o d u cti on s ites a ndorganizations engaging in highly originalenvironmental awareness activities.

impact of COVID-19 infections; a total of 513 employees
participated.
At Unitika Textiles Ltd., each year the company partners withthe unions during the annual union events to carry out
cleaning activities in the local area. However, this event wassuspended in FY 2020 due to the impact of COVID-19
infections, and instead in April the employees cleaned up theditches surrounding the plant and pruned the trees toprevent falling leaves.
On June 1, 2020, the Sakoshi Plant and Ako Unitech Service
Co., Ltd. carried out combined cleaning of the embankment
areas from the front gate of the production sites.

Participation in Local Beautiﬁcation Activities
As part of their efforts to give back to the community,
Unitika production sites actively take part in environmental
beautification drives to clean up their surroundings.
At the Okazaki Plant, every second Thursday of the montharound 70 employees take part each time in cleaning up thesurrounding area.
At the Uji Plant, employees take part in cleaning up thesurrounding area through Clean Uji Initiative. During FY
2020, this initiative was held twice in the year due to the

Cleaning activities in the areas around the Sakoshi Plant
and Ako Unitech Service Co., Ltd.

Unitika Purchasing Policy
Initiatives for Preserving the Environment and Biodiversity
Unitikaʼs purchasing departments will engage in transparent
and fair procurement practices that meet personal andcommunity standards. They will uphold our duty as a company

to engage in responsible procurement practices, placingemphasis on CSR activities.

Purchasing Policy
1．Legal Compliance
When executing purchasing activities, the Company will comply
with laws and community standards, engaging in transparent, fairprocurement practices and aiming to be a good corporate citizen.

4．Partners (CSR Aspects)
The Company will aim to create better partnerships, and ask partners to:
A. Comply with legal and community standards
B. Work on activities to preserve the environment and to ensure safety
C. Respect human rights; value efforts to improve working environments

2．Harmony With Environment
When procuring products or services, the Company willvalue environmental awareness and the preservation ofsafety, endeavoring to purchase products and raw
materials of low environmental impact.
3．Respect for Human Rights; Improving Working Environments
When engaging in purchasing activities, the Company will respecthuman rights and ensure that all forms of prejudice are eliminatedwhen work is executed. The Company will make efforts to ensure
health and safety, and to improve work environments.

37

Unitika Report 2021

D.Endeavor to ensure appropriate quality/prices and reliably on-time
delivery, and to maintain and improve products and services
E. Abide by our chemicals management guidelines
Additionally, cooperate in surveys and reports related to themParticipation in Biodiversity Declaration
Unitika has endorsed the Declaration of Biodiversity released by
KEIDANREN (Japan Business Federation) in 2009, and ispartnering with it in promoting the declaration. The declaration
contains seven principles covering areas such as harmonizing
business activities with natural cycles, and promoting businesses
oriented to these cycles. Unitikaʼs business activities are designedwith an awareness of biodiversity.

Unitika no Mori ( ʻUnitika Woodʼ ) Project
Unitikaʼs labor union, Unitika Union, established a volunteer
fund in 1992 to develop a variety of domestic and international
support activities. As a project that commemorates its 30th
anniversary in 2003, Unitika Union started the Midori noPlan (ʻGreen Planʼ) with the purpose of social contribution
and environmental protection in Japan. For the Midori noPlan, we planted Japanese chestnut oaks, konara oaks andJapanese cypresses in a 2-hectare area (approximately 2.5
acres) of mountain forest that has been named Unitika noMori, located in Hidakagawa Town, Wakayama Prefecture.
Several times a year, Unitika employees visit the site tomaintain the forest by clearing underbrush and pruning
branches. These activities have been officially recognized by
Wakayama Prefecture as “an effort that contributes to CO2absorption through forestation.” It is expected to result in
about 800 metric tons of carbon dioxide absorption over the
next 100 years.
Unitika no Mori was the first “corporate forest” in Wakayama,
which was a pioneer nationwide in the establishment of suchcorporate forests. Unitika no Mori has received high praisefor not only its woodland preservation activities but also its
contributions to revitalizing the local region by such activities
as continuous interaction with the local people. In 2018 it wasawarded the Wakayama Prefecture Greening Achievement
Award.Regrettably,asa precaution to prevent the spread of
COVID-19 infections, theMidori no Plan was not
carried out in FY 2020. So
far though, over 500 people
have participated in this project,
and we plan to continue itwell into the future as alasting activity.

Unitika Report 2021

38

Introduction

Value Creation
Strategy

ESG

S Relationship with Our Employees and Partners

S Contributing to the Community andPromoting Awareness of Human Rights

Community-focused Initiatives

Society

Raising Human Rights Awareness
The Unitika Group Code of Conduct that is assigned to ouremployees specifies respect for human rights. We areworking towards human rights awareness in the Groupb y se tting up a h u man ri gh ts aware n e s s promotion
organization and conducting in-househuman rights training
for our employees including the president, executives
and the presidents of our affiliates.
As a member of the Corporate Report Association of Human
Rights Issue, Unitika works on human rights issues in avariety of ways, such as by gathering educational information
on human rights. Based on our understanding that any
kind of harassment is considered a violation of human
Number of human rights training participants(FY 2020 P33 figures)

Number of human rights
training participants

rights, we have set up a support desk for sexual harassment,maternity harassment, and power harassment at each of
our offices and affiliates, to raise the level of understanding
and awareness of our employees.

Elimination of Forced Labor and Child Labor
Unitika Group companies and overseas affiliates havemade declarations of their refusal to take part in any
form of forced labor or child labor in violation ofinternational agreements, such as the International
Covenants on Human Rights or the Convention on the
Rights of the Child.

Fair Recruitment Practices(People)Female

Male

Total

204

416

620

As a part of our fair employment activities, Unitika hascreated an original Unitika Employment Interview Manual
based on the gist of the Employment Selection Guidelines
issued by The Ministry of Health, Labour, and Welfare.

Financial andCorporate Information

Society

the Environment

ECO Kyoto
ECO Kyoto 21 is a system run by Kyoto prefecture to certify
and register production sites that play a leading role inenvironmental preservation or local
recycling efforts.
Unitikaʼs Uji Plant is participating in ECO
Kyoto 21; in 2004, it was certified andregistered in the systemʼs Ecostyleca te gory for p r o d ucti on s ites a ndorganizations engaging in highly originalenvironmental awareness activities.

impact of COVID-19 infections; a total of 513 employees
participated.
At Unitika Textiles Ltd., each year the company partners withthe unions during the annual union events to carry out
cleaning activities in the local area. However, this event wassuspended in FY 2020 due to the impact of COVID-19
infections, and instead in April the employees cleaned up theditches surrounding the plant and pruned the trees toprevent falling leaves.
On June 1, 2020, the Sakoshi Plant and Ako Unitech Service
Co., Ltd. carried out combined cleaning of the embankment
areas from the front gate of the production sites.

Participation in Local Beautiﬁcation Activities
As part of their efforts to give back to the community,
Unitika production sites actively take part in environmental
beautification drives to clean up their surroundings.
At the Okazaki Plant, every second Thursday of the montharound 70 employees take part each time in cleaning up thesurrounding area.
At the Uji Plant, employees take part in cleaning up thesurrounding area through Clean Uji Initiative. During FY
2020, this initiative was held twice in the year due to the

Cleaning activities in the areas around the Sakoshi Plant
and Ako Unitech Service Co., Ltd.

Unitika Purchasing Policy
Initiatives for Preserving the Environment and Biodiversity
Unitikaʼs purchasing departments will engage in transparent
and fair procurement practices that meet personal andcommunity standards. They will uphold our duty as a company

to engage in responsible procurement practices, placingemphasis on CSR activities.

Purchasing Policy
1．Legal Compliance
When executing purchasing activities, the Company will comply
with laws and community standards, engaging in transparent, fairprocurement practices and aiming to be a good corporate citizen.

4．Partners (CSR Aspects)
The Company will aim to create better partnerships, and ask partners to:
A. Comply with legal and community standards
B. Work on activities to preserve the environment and to ensure safety
C. Respect human rights; value efforts to improve working environments

2．Harmony With Environment
When procuring products or services, the Company willvalue environmental awareness and the preservation ofsafety, endeavoring to purchase products and raw
materials of low environmental impact.
3．Respect for Human Rights; Improving Working Environments
When engaging in purchasing activities, the Company will respecthuman rights and ensure that all forms of prejudice are eliminatedwhen work is executed. The Company will make efforts to ensure
health and safety, and to improve work environments.

37

Unitika Report 2021

D.Endeavor to ensure appropriate quality/prices and reliably on-time
delivery, and to maintain and improve products and services
E. Abide by our chemicals management guidelines
Additionally, cooperate in surveys and reports related to themParticipation in Biodiversity Declaration
Unitika has endorsed the Declaration of Biodiversity released by
KEIDANREN (Japan Business Federation) in 2009, and ispartnering with it in promoting the declaration. The declaration
contains seven principles covering areas such as harmonizing
business activities with natural cycles, and promoting businesses
oriented to these cycles. Unitikaʼs business activities are designedwith an awareness of biodiversity.

Unitika no Mori ( ʻUnitika Woodʼ ) Project
Unitikaʼs labor union, Unitika Union, established a volunteer
fund in 1992 to develop a variety of domestic and international
support activities. As a project that commemorates its 30th
anniversary in 2003, Unitika Union started the Midori noPlan (ʻGreen Planʼ) with the purpose of social contribution
and environmental protection in Japan. For the Midori noPlan, we planted Japanese chestnut oaks, konara oaks andJapanese cypresses in a 2-hectare area (approximately 2.5
acres) of mountain forest that has been named Unitika noMori, located in Hidakagawa Town, Wakayama Prefecture.
Several times a year, Unitika employees visit the site tomaintain the forest by clearing underbrush and pruning
branches. These activities have been officially recognized by
Wakayama Prefecture as “an effort that contributes to CO2absorption through forestation.” It is expected to result in
about 800 metric tons of carbon dioxide absorption over the
next 100 years.
Unitika no Mori was the first “corporate forest” in Wakayama,
which was a pioneer nationwide in the establishment of suchcorporate forests. Unitika no Mori has received high praisefor not only its woodland preservation activities but also its
contributions to revitalizing the local region by such activities
as continuous interaction with the local people. In 2018 it wasawarded the Wakayama Prefecture Greening Achievement
Award.Regrettably,asa precaution to prevent the spread of
COVID-19 infections, theMidori no Plan was not
carried out in FY 2020. So
far though, over 500 people
have participated in this project,
and we plan to continue itwell into the future as alasting activity.

Unitika Report 2021

38

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

G Corporate Governance
Governance㻌Corporate Governance
Basic Policies

committee, an executive officer system, outside directors,
and an auditor system.

At Unitika, we carry out business activities as we strive to be acompany that is continuously chosen by customers, under ourphilosophy of contributing to society by connecting peopleʼs lives
and technology. We have worked to achieve stakeholder-focusedmanagement by pursuing stakeholder strategies that include theenhancement of legal compliance and risk management, the timely
and appropriate disclosure of information, and the implementationof rapid decision making. We believe this will enable Unitika tomaximize corporate value in an increasingly global environment,
and continue to grow.

Evaluating the Effectiveness of the Board of Directors
In March 2021, Unitika conducted a survey with therecommendations of external institutions on all directors andauditors comprising the Board of Directors. We then analyzed
and evaluated the Board of Directors, taking into consideration
the tallied results from the external institutions. The results weregenerally a positive evaluation of the composition, operation,
management, supervision and other functions of the Board of
Directors. Subsequently, we have evaluated the Board of
Directors to be effective overall. There has also been a notable
improvement in the items identified in the previous survey as
having scope for further review and improvement, including
having more diversity among the Board of Directorsʼ members,enhancing the documents and materials for agenda items, andcreating opportunities to further strengthen communication
between members. This yearʼs survey also indicated the need for
discussion on topics such as further strengthening the functionsof the Unitika Groupʼ s overall internal control systems, training
successors, and management strategies based on ESG and SDGs,
etc. We will review these views, and continue working on
improving the effectiveness of the Board of Directors.

Structural Overview
Under the Companies Act, Unitika has adopted the systemof a company with a Board of Auditors, and put in place
auditors. We have also introduced a voluntary executive
officer system. We divide the decision making andmanagement supervisory (governance) functions of theBoard of Directors and the business execution functions of
the executive officers. In order to enhance the mobility andeffectiveness of the management, we promote cooperation
between the directors and the executive officers, while mostof the directors also serve as the executive officers withsome exceptions.
We believe that our governance system is functioning as
expected by means of the establishment of a voluntary

Excluding outside directors and auditors, these payments to
executive officers are comprised of position-specific fixed
remuneration and performance-linked remuneration as anincentive. Outside directors and auditors only receive fixed
remuneration.
The remuneration of Unitika executive officers is determined
via consultation with the voluntary Remuneration
Committee, which has an independent outside director as
the Committee Chairman and is set up as an advisory
institution of the Board of Directors. The remuneration of
directors is determined by the Board of Directors, and the
remuneration of auditors is determined by the Board ofAuditors. When determining the level of remuneration for
executive officers, we also refer to surveys and other datafrom external third-party institutions, and take into
consideration the views, etc. of outside officers in the
Remuneration Committee. The remuneration isappropriately determined within the maximum limit ofexecutive officer remuneration (within 40 million yen permonth for directors and within 6 million yen per month forauditors), as stipulated at the Annual General Meeting of
Shareholders (June 28, 1990).
Unitikaʼs performance-linked remuneration system targets
achieving the medium-term management plan as a strong
motivator. It was introduced for executive officers excluding* 5 members(Outside Directors: 2,
Outside Auditor: 1 )Consultation
ReportDecisionand Supervision

Under the Companies Act, Ordinance for Enforcement of
the Companies Act and Financial Instruments andExchange Act, Unitika has created a system that ensures theadequate operation of our company and group, as well as
the trustworthiness of our financial reports, as follows.

Board of Auditors

Board of Directors* 4 Auditors(Outside Auditors: 2)* 8 Directors (Outside Directors: 3)

Appointment/Dismissal/
Supervision

Structural Overview

Deliberation/Report

Instructions

Representative Director(Chairman, President)

Audit
OfficeAppointment
Dismissal

Cooperation
Cooperation

Judgmentofappropriateness

ReportManagement meeting
Business execution meeting
Main Committees

Accounting audits
and Internal control audits

Risk management, Compliance, Quality assurance,
Export management, Information security,
Central disaster readinessBusiness execution
Business
execution

39

Unitika Report 2021

Audits

Accounting Auditor

ReportExecutive Officers (14)* In addition, 4 directors serve as executive oﬃcers
Each division

Category of
executive officers
Directors: 5

Total(million yen)Class-specific total (million yen)
Fixed
Performance-linked
remuneration
remuneration

138

128

9

(excluding outside auditors)

36

36

ー

Outside officers: 4

30

30

ー

(excluding outside directors)

Auditors: 2

All Unitika executive officers are remunerated in cash payments.

General Meeting of Shareholders

Remuneration
Committee

Details of remuneration of executive officers

Internal Control System

Remuneration of Executive Officers

Basic Policies

Nominating
Committee

outside directors and auditors, and calculates remuneration
based on an evaluation of the achievement rate according
to the current fiscal yearʼ s results for the medium-term
management planʼ s revenue target values. The ratio of
performance-linked remuneration has been roughly set ataround 10% of the position-specific fixed remuneration as astandard level. The evaluation of the achievement rate
related to the revenue that is the base for calculating the
remuneration is set using a certain weight assigned toconsolidated net sales, operating profit, and net profit. Also,
the evaluation for calculating the performance-linked
remuneration is determined via consultation with theRemuneration Committee.

Group companies

AuditsThe Internal Control System stipulates the Unitikaʼ s Basic
Policy for Internal Control based on Companies Act and the
Financial Instruments and Exchange Act. Internal controls
for financial reporting are dealt with mainly at the Audit
Office, while internal controls regarding offices are set up at
our key business branches in order to establish thecorporate framework for internal controls. Also, in addition
to collecting information within the company and theGroup, which is mainly done by the Risk Management
Office, we also have systems in place to enable a timely
response to matters, including setting up a Compliance
Committee and whistleblower contact points within andoutside the company.
Furthermore, we have stipulated the Unitika Group Charterof Corporate Behavior, and are distributing and establishing
the Unitika Group Code of Conduct as specific action
standards for all officers and employees of the Group. We
are also promoting compliance such as by conducting timely

training with the Risk Management Office, and throughelectronic-based education (e-learning) using the internet.
Unitikaʼ s Basic Policy for Internal Control(Item Headings)
1. Organization to ensure that the execution of job duties bydirectors and employees complies with all applicable legislationand the Articles of Incorporation
2. Items pertaining to saving/managing information on
directorsʼ execution of job duties
3. Regulations on loss hazard management; otherorganizational elements
4. Organization to ensure that execution of directorsʼ job duties
is performed efficiently
5. Organization to ensure suitability of operations done bycorporate groups
6. Items pertaining to ensuring the effectiveness of instructions
to employees, and to their independence from directors, when
auditors ask for the appointment of those employees to act asassistants
7. Organization for making a report to the auditors, and anorganization that ensures the fair treatment of people who
make a report to the auditors
8. Items regarding the procedures for the advanced payment or
reimbursement of the expenses arising from the performance of
duties of the auditors or the policies regarding the processing ofother expenses or debts arising from the performance of dutiesof the auditors
9. Other organizational elements to ensure that auditing byauditors is performed effectively

Unitika Report 2021

40

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

G Corporate Governance
Governance㻌Corporate Governance
Basic Policies

committee, an executive officer system, outside directors,
and an auditor system.

At Unitika, we carry out business activities as we strive to be acompany that is continuously chosen by customers, under ourphilosophy of contributing to society by connecting peopleʼs lives
and technology. We have worked to achieve stakeholder-focusedmanagement by pursuing stakeholder strategies that include theenhancement of legal compliance and risk management, the timely
and appropriate disclosure of information, and the implementationof rapid decision making. We believe this will enable Unitika tomaximize corporate value in an increasingly global environment,
and continue to grow.

Evaluating the Effectiveness of the Board of Directors
In March 2021, Unitika conducted a survey with therecommendations of external institutions on all directors andauditors comprising the Board of Directors. We then analyzed
and evaluated the Board of Directors, taking into consideration
the tallied results from the external institutions. The results weregenerally a positive evaluation of the composition, operation,
management, supervision and other functions of the Board of
Directors. Subsequently, we have evaluated the Board of
Directors to be effective overall. There has also been a notable
improvement in the items identified in the previous survey as
having scope for further review and improvement, including
having more diversity among the Board of Directorsʼ members,enhancing the documents and materials for agenda items, andcreating opportunities to further strengthen communication
between members. This yearʼs survey also indicated the need for
discussion on topics such as further strengthening the functionsof the Unitika Groupʼ s overall internal control systems, training
successors, and management strategies based on ESG and SDGs,
etc. We will review these views, and continue working on
improving the effectiveness of the Board of Directors.

Structural Overview
Under the Companies Act, Unitika has adopted the systemof a company with a Board of Auditors, and put in place
auditors. We have also introduced a voluntary executive
officer system. We divide the decision making andmanagement supervisory (governance) functions of theBoard of Directors and the business execution functions of
the executive officers. In order to enhance the mobility andeffectiveness of the management, we promote cooperation
between the directors and the executive officers, while mostof the directors also serve as the executive officers withsome exceptions.
We believe that our governance system is functioning as
expected by means of the establishment of a voluntary

Excluding outside directors and auditors, these payments to
executive officers are comprised of position-specific fixed
remuneration and performance-linked remuneration as anincentive. Outside directors and auditors only receive fixed
remuneration.
The remuneration of Unitika executive officers is determined
via consultation with the voluntary Remuneration
Committee, which has an independent outside director as
the Committee Chairman and is set up as an advisory
institution of the Board of Directors. The remuneration of
directors is determined by the Board of Directors, and the
remuneration of auditors is determined by the Board ofAuditors. When determining the level of remuneration for
executive officers, we also refer to surveys and other datafrom external third-party institutions, and take into
consideration the views, etc. of outside officers in the
Remuneration Committee. The remuneration isappropriately determined within the maximum limit ofexecutive officer remuneration (within 40 million yen permonth for directors and within 6 million yen per month forauditors), as stipulated at the Annual General Meeting of
Shareholders (June 28, 1990).
Unitikaʼs performance-linked remuneration system targets
achieving the medium-term management plan as a strong
motivator. It was introduced for executive officers excluding* 5 members(Outside Directors: 2,
Outside Auditor: 1 )Consultation
ReportDecisionand Supervision

Under the Companies Act, Ordinance for Enforcement of
the Companies Act and Financial Instruments andExchange Act, Unitika has created a system that ensures theadequate operation of our company and group, as well as
the trustworthiness of our financial reports, as follows.

Board of Auditors

Board of Directors* 4 Auditors(Outside Auditors: 2)* 8 Directors (Outside Directors: 3)

Appointment/Dismissal/
Supervision

Structural Overview

Deliberation/Report

Instructions

Representative Director(Chairman, President)

Audit
OfficeAppointment
Dismissal

Cooperation
Cooperation

Judgmentofappropriateness

ReportManagement meeting
Business execution meeting
Main Committees

Accounting audits
and Internal control audits

Risk management, Compliance, Quality assurance,
Export management, Information security,
Central disaster readinessBusiness execution
Business
execution

39

Unitika Report 2021

Audits

Accounting Auditor

ReportExecutive Officers (14)* In addition, 4 directors serve as executive oﬃcers
Each division

Category of
executive officers
Directors: 5

Total(million yen)Class-specific total (million yen)
Fixed
Performance-linked
remuneration
remuneration

138

128

9

(excluding outside auditors)

36

36

ー

Outside officers: 4

30

30

ー

(excluding outside directors)

Auditors: 2

All Unitika executive officers are remunerated in cash payments.

General Meeting of Shareholders

Remuneration
Committee

Details of remuneration of executive officers

Internal Control System

Remuneration of Executive Officers

Basic Policies

Nominating
Committee

outside directors and auditors, and calculates remuneration
based on an evaluation of the achievement rate according
to the current fiscal yearʼ s results for the medium-term
management planʼ s revenue target values. The ratio of
performance-linked remuneration has been roughly set ataround 10% of the position-specific fixed remuneration as astandard level. The evaluation of the achievement rate
related to the revenue that is the base for calculating the
remuneration is set using a certain weight assigned toconsolidated net sales, operating profit, and net profit. Also,
the evaluation for calculating the performance-linked
remuneration is determined via consultation with theRemuneration Committee.

Group companies

AuditsThe Internal Control System stipulates the Unitikaʼ s Basic
Policy for Internal Control based on Companies Act and the
Financial Instruments and Exchange Act. Internal controls
for financial reporting are dealt with mainly at the Audit
Office, while internal controls regarding offices are set up at
our key business branches in order to establish thecorporate framework for internal controls. Also, in addition
to collecting information within the company and theGroup, which is mainly done by the Risk Management
Office, we also have systems in place to enable a timely
response to matters, including setting up a Compliance
Committee and whistleblower contact points within andoutside the company.
Furthermore, we have stipulated the Unitika Group Charterof Corporate Behavior, and are distributing and establishing
the Unitika Group Code of Conduct as specific action
standards for all officers and employees of the Group. We
are also promoting compliance such as by conducting timely

training with the Risk Management Office, and throughelectronic-based education (e-learning) using the internet.
Unitikaʼ s Basic Policy for Internal Control(Item Headings)
1. Organization to ensure that the execution of job duties bydirectors and employees complies with all applicable legislationand the Articles of Incorporation
2. Items pertaining to saving/managing information on
directorsʼ execution of job duties
3. Regulations on loss hazard management; otherorganizational elements
4. Organization to ensure that execution of directorsʼ job duties
is performed efficiently
5. Organization to ensure suitability of operations done bycorporate groups
6. Items pertaining to ensuring the effectiveness of instructions
to employees, and to their independence from directors, when
auditors ask for the appointment of those employees to act asassistants
7. Organization for making a report to the auditors, and anorganization that ensures the fair treatment of people who
make a report to the auditors
8. Items regarding the procedures for the advanced payment or
reimbursement of the expenses arising from the performance of
duties of the auditors or the policies regarding the processing ofother expenses or debts arising from the performance of dutiesof the auditors
9. Other organizational elements to ensure that auditing byauditors is performed effectively

Unitika Report 2021

40

Introduction

G CSR Management㻌㻌

Unitika Group Charter of Corporate Behavior
committees.
Priority initiatives include those aimed at ensuring (1) the
promotion of compliance, (2) environment, health, andsafety (EHS) management, (3) product safety, (4) export
control, and (5) information security management.

㻌

Environment, Health, and Safety (EHS) Management
Safety and Sanitation Committee discusses measures toprevent work-related accidents and other accidents anddisasters, and discusses other major items related to healthand safety. These two committees are higher-level organizations
that oversee the Environmental Safety Groups of individual
Unitika production sites and Group companies. They play animportant role in specifying and compiling Group policies,
when lower-level organizations propose and implement
measures reflecting their own unique circumstances.

㻌

Export Control
In the Unitika Group, export control managers appointed
at our business sectors and group companies carry out the
management of daily export operations under the Export
Control Committee chaired by a director, based on the
Export Control Regulations. The committee administration
supervises the situation while sharing information among
the managers regarding the management status within the

Financial andCorporate Information

Governance

CSR Promotion System

Unitikaʼ s Environment Committee and Central Safety andSanitation Committee are organizations created to oversee
environmental management, and health and safety management.
The Environment Committeeʼ s main functions are examining
basic plans on environmentally-aware businesses andverifying their progress, discussing reports of results ofenvironmental audits of production sites and Group
companies done by the committee secretary, and discussing
other major items related to the environment. The Central

ESG

G Compliance

GovernanceUnitika has established a management system comprising
the business divisions and committees for compliance, risk
management, and other areas. We are moving forward with
our CSR activities, such as environmental awareness andsafety measures, mainly through the activities of theseValue Creation
Strategygroup, as well as trends for the revision of laws and regulations,through the manager conference held regularly. Also, so as toenable employees to acquire the correct knowledge, eachyear we hold education on export control for those employees
promoted to the person in charge; 21 employees participatedin FY 2020.

In 1998, the Unitika Group created the Unitika Charter ofCorporate Behavior, a document that sets forth the basic
action policy needed to fulfill our mission in society, and in2001 we issued the first edition of the Unitika Action
Standards. On April 1, 2020, we revised each document as
the Unitika Group Charter of Corporate Behavior and theUnitika Group Code of Conduct, and renewed the Code of
Conduct booklet. We are distributing this booklet to all
executive officers and employees in the Unitika Group, andpromoting compliance with the Code of Conduct.
Each year we carry out compliance training during thetraining for new employees and all employees who havebeen promoted. We are also working to ensure that all
employees are aware of compliance and that it is firmly

established, such as by creating opportunities for electronic
learning using the internet (e-learning).

Front cover of the Unitika Group Codeof Conduct㻌

Whistleblower Contact Points
Unitika has enacted the Whistleblower Protection
Regulations, which specify provisions to protect
whistleblower privacy and prohibit prejudicial treatment ofthem for making a report. We have set up two reporting
contact points (one inside and one outside the Company)
to enable employees to immediately report any dishonest
or illegal conduct they become aware of. We respond in atimely and appropriate manner to any consultations or
notifications of such conduct.
We are exhaustively ensuring compliance throughout theGroup, mainly through the Compliance Committee chairedby the Chief Compliance Officer.

Unitikaʼs whistleblower contact points
Contact point 1

Contact point 2

UnitikaCompliance Line

Outside attorney
Compliance Line●Contact point: Risk Management Office●Contact●Contact
point: Risk
point:
Management
Attorney Office

ReportNotiﬁcation
Consultation

Feed
back

Instructions

ReportInstructions
Notiﬁcation

Compliance Committee Consultation

Feed
back

All employees working for the Unitika Group㻌Harassment Consultation Services
Information Security Management

㻌

Unitika has established a management and operation
system centered around the Information Security
Committee.
This was created in order to outline approaches toensuring the protection and effective use of personal
information received from users and of information
obtained in the course of doing business.
Regarding the protection of personal information, Unitika
handles this in accordance with the laws and regulations,such as inspecting the information held and how it ishandled, maintaining and reviewing the organization and41

Unitika Report 2021

management systems, and taking comprehensive measures
for security management. Also, to respond to the risks andthreats of cyber-attacks, which have been rising recently, we
are using a vulnerabilities diagnostic service provided by aspecialist institution, and implementing countermeasures
including in the supply chain and at production sites inJapan and overseas.
Unitika also strives to prevent accidents in our daily
business operations through the enhancement of security
devices against threats and risks, including targeted attacks,
by raising awareness through in-house education.

We have set up a help desk at each office and groupcompany regarding harassment at work, such as sexual
harassment, power harassment, harassment in relation topregnancy, childbirth, parenting and nursing care including
maternity harassment, in order to detect and resolve
harassment at an early stage.
The Guidelines Regarding the Prevention of Human
Rights Violation such as Harassment at Unitika Group wasestablished in 2012, and was revised in December 2016. As
we broadly strive toward the prevention of harassment andthe establishment of a workplace where all our employees
can work comfortably, we have added the statements thatsexual harassment cannot be allowed regardless of thevictimʼs sexual orientation and gender identity, and that it isconsidered as sexual harassment if there is any nonconsensual
sexual statements or action, even if it is between people ofthe same sex.

A harassment training
session

Unitika Report 2021

42

Introduction

G CSR Management㻌㻌

Unitika Group Charter of Corporate Behavior
committees.
Priority initiatives include those aimed at ensuring (1) the
promotion of compliance, (2) environment, health, andsafety (EHS) management, (3) product safety, (4) export
control, and (5) information security management.

㻌

Environment, Health, and Safety (EHS) Management
Safety and Sanitation Committee discusses measures toprevent work-related accidents and other accidents anddisasters, and discusses other major items related to healthand safety. These two committees are higher-level organizations
that oversee the Environmental Safety Groups of individual
Unitika production sites and Group companies. They play animportant role in specifying and compiling Group policies,
when lower-level organizations propose and implement
measures reflecting their own unique circumstances.

㻌

Export Control
In the Unitika Group, export control managers appointed
at our business sectors and group companies carry out the
management of daily export operations under the Export
Control Committee chaired by a director, based on the
Export Control Regulations. The committee administration
supervises the situation while sharing information among
the managers regarding the management status within the

Financial andCorporate Information

Governance

CSR Promotion System

Unitikaʼ s Environment Committee and Central Safety andSanitation Committee are organizations created to oversee
environmental management, and health and safety management.
The Environment Committeeʼ s main functions are examining
basic plans on environmentally-aware businesses andverifying their progress, discussing reports of results ofenvironmental audits of production sites and Group
companies done by the committee secretary, and discussing
other major items related to the environment. The Central

ESG

G Compliance

GovernanceUnitika has established a management system comprising
the business divisions and committees for compliance, risk
management, and other areas. We are moving forward with
our CSR activities, such as environmental awareness andsafety measures, mainly through the activities of theseValue Creation
Strategygroup, as well as trends for the revision of laws and regulations,through the manager conference held regularly. Also, so as toenable employees to acquire the correct knowledge, eachyear we hold education on export control for those employees
promoted to the person in charge; 21 employees participatedin FY 2020.

In 1998, the Unitika Group created the Unitika Charter ofCorporate Behavior, a document that sets forth the basic
action policy needed to fulfill our mission in society, and in2001 we issued the first edition of the Unitika Action
Standards. On April 1, 2020, we revised each document as
the Unitika Group Charter of Corporate Behavior and theUnitika Group Code of Conduct, and renewed the Code of
Conduct booklet. We are distributing this booklet to all
executive officers and employees in the Unitika Group, andpromoting compliance with the Code of Conduct.
Each year we carry out compliance training during thetraining for new employees and all employees who havebeen promoted. We are also working to ensure that all
employees are aware of compliance and that it is firmly

established, such as by creating opportunities for electronic
learning using the internet (e-learning).

Front cover of the Unitika Group Codeof Conduct㻌

Whistleblower Contact Points
Unitika has enacted the Whistleblower Protection
Regulations, which specify provisions to protect
whistleblower privacy and prohibit prejudicial treatment ofthem for making a report. We have set up two reporting
contact points (one inside and one outside the Company)
to enable employees to immediately report any dishonest
or illegal conduct they become aware of. We respond in atimely and appropriate manner to any consultations or
notifications of such conduct.
We are exhaustively ensuring compliance throughout theGroup, mainly through the Compliance Committee chairedby the Chief Compliance Officer.

Unitikaʼs whistleblower contact points
Contact point 1

Contact point 2

UnitikaCompliance Line

Outside attorney
Compliance Line●Contact point: Risk Management Office●Contact●Contact
point: Risk
point:
Management
Attorney Office

ReportNotiﬁcation
Consultation

Feed
back

Instructions

ReportInstructions
Notiﬁcation

Compliance Committee Consultation

Feed
back

All employees working for the Unitika Group㻌Harassment Consultation Services
Information Security Management

㻌

Unitika has established a management and operation
system centered around the Information Security
Committee.
This was created in order to outline approaches toensuring the protection and effective use of personal
information received from users and of information
obtained in the course of doing business.
Regarding the protection of personal information, Unitika
handles this in accordance with the laws and regulations,such as inspecting the information held and how it ishandled, maintaining and reviewing the organization and41

Unitika Report 2021

management systems, and taking comprehensive measures
for security management. Also, to respond to the risks andthreats of cyber-attacks, which have been rising recently, we
are using a vulnerabilities diagnostic service provided by aspecialist institution, and implementing countermeasures
including in the supply chain and at production sites inJapan and overseas.
Unitika also strives to prevent accidents in our daily
business operations through the enhancement of security
devices against threats and risks, including targeted attacks,
by raising awareness through in-house education.

We have set up a help desk at each office and groupcompany regarding harassment at work, such as sexual
harassment, power harassment, harassment in relation topregnancy, childbirth, parenting and nursing care including
maternity harassment, in order to detect and resolve
harassment at an early stage.
The Guidelines Regarding the Prevention of Human
Rights Violation such as Harassment at Unitika Group wasestablished in 2012, and was revised in December 2016. As
we broadly strive toward the prevention of harassment andthe establishment of a workplace where all our employees
can work comfortably, we have added the statements thatsexual harassment cannot be allowed regardless of thevictimʼs sexual orientation and gender identity, and that it isconsidered as sexual harassment if there is any nonconsensual
sexual statements or action, even if it is between people ofthe same sex.

A harassment training
session

Unitika Report 2021

42

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

G Directors and Auditors
Governance㻌Directors
Hiroyuki Shime

Shuji Ueno

Eiji Sumi

Masakazu Kitano

Representative Director Chairman
June 2008 Director, Senior Executive Oﬃcer

Representative Director and President,
Chief Executive Oﬃcer,
Responsible for the Audit Oﬃce

Director, Managing Executive Oﬃcer,
General Manager of
Administration Division

July 2012 Director, Managing Executive Oﬃcer

Apr. 1983 Joined the Company

June 2014 Representative Director and President,

June 2012 Director, Executive Oﬃcer

Apr. 1984 Joined The Sanwa Bank, Limited (now MUFG Bank, Ltd.)
June 2013 Executive Oﬃcer, Managing Director Head of
Global Compliance Division of the Bank ofTokyo-Mitsubishi UFJ, Ltd. (now MUFG Bank, Ltd.),
and Executive Oﬃcer,
Managing Director of Global Compliance Division of
Mitsubishi UFJ Financial Group
June 2015 Director and Senior Managing Executive Oﬃcer of
Mitsubishi UFJ Research and Consulting Co., Ltd.
Apr. 2020 Advisor to the Company (full-time)
June 2020 Director, Managing Executive Oﬃcer,
General Manager of Administration Division (present)

Director, Senior Executive Oﬃcer,
General Manager ofTechnology Development Division,and Manager ofTechnology Development &Planning Oﬃce Responsible forSupervising Production

Apr. 1975 Joined the Company

Chief Executive Oﬃcer
June 2019 Representative Director Chairman (present)

July 2012 Director, Senior Executive Oﬃcer
Apr. 2015 Director, Managing Executive Oﬃcer
June 2015 Representative Director, Managing Executive Oﬃcer
June 2019 Representative Director and President,
Chief Executive Oﬃcer (present)

Tsunetoshi Matsuda

Minoru Furukawa

Michihiko Ota

Director, Senior Executive Oﬃcer,
General Manager of Polymers Sector
Responsible for
Global Business Promotion Division
Stationed in Tokyo

Director (part-time)

Director (part-time)

Apr. 1966 Joined Hitachi Zosen Corporation

Apr. 1975 Joined Marubeni Corporation
Apr. 2012 Senior Executive Vice President of Marubeni Corporation
Apr. 2013 Senior Executive Vice President, Regional COO for ASEAN,
Regional CEO for East Asia, Regional COO for Southwest
Asia of Marubeni Corporation, Managing Director,
Marubeni ASEAN Pte. Ltd.
June 2014 Senior Executive Vice President of Marubeni Corporation
Apr. 2015 Vice Chairman of Marubeni Corporation
June 2016 Outside Board Member of XEBIO Holdings Co., Ltd. (present)
June 2017 Outside Corporate Auditor of Saison Automobile &Fire Insurance Co., Ltd. (present)
Mar. 2018 Outside Director of OYO Corporation (present）
June 2019 Director of the Company (present)

Apr. 1986 Joined the Company
Oct. 2005 Manager of Films Quality Assurance Department ofFilms Sector
Jan. 2009 Manager of Films Production Department of Films Sector
June 2014 Manager of Technology Development & Planning Oﬃce ofTechnology Development Division
Apr. 2015 General Manager of Research & Development Center ofTechnology Development Division
Apr. 2016 Executive Oﬃcer, General Manager ofResearch & Development Center ofTechnology Development Division
Apr. 2017 Executive Oﬃcer, Manager of Films Division
Apr. 2019 Executive Oﬃcer, Manager of Plastics Division
Apr. 2020 Senior Executive Oﬃcer, Manager of Plastics Division
Apr. 2021 Senior Executive Oﬃcer, General Manager ofPolymers Sector, Responsible for Global Business
Promotion Division, Stationed in Tokyo
June 2021 Director, Senior Executive Oﬃcer,
General Manager of Polymers Sector Responsible for
Global Business Promotion Division,
Stationed in Tokyo (present)

Apr. 2005 Representative Director,
President of Hitachi Zosen Corporation
June 2010 Representative Director, Chairman and President of
Hitachi Zosen Corporation
Apr. 2013 Representative Director, Chairman andChief Executive Oﬃcer of Hitachi Zosen Corporation
Apr. 2016 Representative Director,
Chairman of Hitachi Zosen Corporation
June 2016 Outside Director of the Senshu Ikeda Bank, Ltd.
Apr. 2017 Director, Advisor of Hitachi Zosen Corporation
June 2017 Outside Director of Senshu Ikeda Holdings, Inc. (present)

Apr. 1985 Joined the Company
Aug. 2007 Manager of Technology Department of
Okazaki Plant, Nippon Ester Co., Ltd.
July 2013 General Manager of Okazaki Plant of the Company,
and Representative Director and President of
Nippon Ester Co., Ltd.
Apr. 2015 Executive Oﬃcer, General Manager ofTechnology Development Division, and Manager ofTechnology Development & Planning Oﬃce
Apr. 2017 Executive Oﬃcer, General Manager
of Technology Development Division,and Manager of Technology Development & Planning Oﬃce,
and General Manager of Research & Development Center
Apr. 2018 Senior Executive Oﬃcer, Deputy General Manager ofTechnology Development Division, and General Manager ofResearch & Development Center
Apr. 2019 Senior Executive Oﬃcer,
General Manager of Technology Development Division,and General Manager of Research & Development Center
Apr. 2020 Managing Executive Oﬃcer, General Manager ofTechnology Development Division, and Manager ofTechnology Development & Planning Oﬃce
Apr. 2021 Managing Executive Oﬃcer, General Manager ofTechnology Development Division, and Manager ofTechnology Development & Planning Oﬃce,
Responsible for Supervising Production
June. 2021 Director, Senior Executive Oﬃcer, General Manager ofTechnology Development Division, and Manager ofTechnology Development & Planning Oﬃce, Responsible
for Supervising Production (present)

June 2017 Non-Executive Director of the Senshu Ikeda Bank, Ltd.
(present)
June 2017 Director of the Company (present)

Noriko Ishikawa

June 2018 Outside Director of OKK Corporation (present)

Director (part-time)
Apr. 2004 Lecturer at the Research Institute for Economics andBusiness Administration, Kobe University
Apr. 2005 COE researcher at the Department of Natural Science ofGraduate School of Engineering, Kobe University
Apr. 2007 Specially-appointed lecturer at the Faculty of Economics,
Kinki University
Apr. 2009 Lecturer at the Faculty of Economics, Kinki University
Apr. 2010 Associate Professor at the Department of Economics,
Faculty of Economics, Konan University
Apr. 2016 Professor at the Department of Economics,
Faculty of Economics, Konan University (present)
June 2021 Director of the Company (present)

Auditors㻌

43

Unitika Report 2021

Mitsuhiro Morikawa

Kazuki Oka

Tetsuaki Fukuhara

Auditor (full-time)

Auditor (full-time)

Auditor (part-time)

Sumitaka Maruyama
Auditor (part-time)

Apr. 1982 Joined the Company
Jan. 2009 General Manager of Corporate Control Department,
Corporate Planning Division
June 2009 General Manager of Corporate Control Department,
Corporate Planning Division, and General Manager
of Polymerization Administrative Department
July 2011 Deputy General Manager of Corporate Planning
Division, and General Manager ofPolymerization Administrative Department
July 2012 Executive Oﬃcer, General Manager of Corporate
Planning Division
June 2014 Senior Executive Oﬃcer,
General Manager of Corporate Planning Division,and Responsible for the Secretariat
Apr. 2015 Senior Executive Oﬃcer, Deputy General Manager of
Administration Division,and General Manager of
Personnel & General Aﬀairs Department
June 2018 Auditor (present)

Apr. 1983 Joined the Company
Oct. 2002 General Manager of Administrative Department,
Films Division
July 2011 Deputy General Manager of Corporate Planning
Division
July 2012 Deputy General Manager of Corporate Planning Division,and General Manager of Global Strategy Promotion
Department, and General Manager ofPolymerization Administrative Department
June 2014 Executive Oﬃcer, General Manager of
Global Strategy Promotion Department,
and General Manager of Polymerization Administrative
Department
Apr. 2018 Executive Oﬃcer,
General Manager of Global Business Promotion Division
Apr. 2019 Advisor
June 2019 Auditor (present)

Apr. 1977 Registration as an Attorney (Osaka Bar Association)
Joined Kuboi & Partners Law Oﬃce
Apr. 1986 Opened Meiwa Law Oﬃce
Apr. 2003 Opened Mizuki Law Oﬃce
Apr. 2013 Chairman of Osaka Bar Association
June 2017 Auditor of the Company (present)

July 2008 Head of Nishinari Tax Oﬃce
July 2009 Manager of Personnel Section 2,
General Aﬀairs Department,
Osaka Regional Taxation Bureau
July 2014 Assistant Manager of Taxation Department 1,
Osaka Regional Taxation Bureau
July 2015 Manager of Taxation Department 1,
Osaka Regional Taxation Bureau
Aug. 2016 Registration as a Certiﬁed Tax Accountant
June 2019 Outside Auditor of Nippon Shinyaku Co., Ltd. (present)
June 2019 Auditor of the Company (present)

Unitika Report 2021

44

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

G Directors and Auditors
Governance㻌Directors
Hiroyuki Shime

Shuji Ueno

Eiji Sumi

Masakazu Kitano

Representative Director Chairman
June 2008 Director, Senior Executive Oﬃcer

Representative Director and President,
Chief Executive Oﬃcer,
Responsible for the Audit Oﬃce

Director, Managing Executive Oﬃcer,
General Manager of
Administration Division

July 2012 Director, Managing Executive Oﬃcer

Apr. 1983 Joined the Company

June 2014 Representative Director and President,

June 2012 Director, Executive Oﬃcer

Apr. 1984 Joined The Sanwa Bank, Limited (now MUFG Bank, Ltd.)
June 2013 Executive Oﬃcer, Managing Director Head of
Global Compliance Division of the Bank ofTokyo-Mitsubishi UFJ, Ltd. (now MUFG Bank, Ltd.),
and Executive Oﬃcer,
Managing Director of Global Compliance Division of
Mitsubishi UFJ Financial Group
June 2015 Director and Senior Managing Executive Oﬃcer of
Mitsubishi UFJ Research and Consulting Co., Ltd.
Apr. 2020 Advisor to the Company (full-time)
June 2020 Director, Managing Executive Oﬃcer,
General Manager of Administration Division (present)

Director, Senior Executive Oﬃcer,
General Manager ofTechnology Development Division,and Manager ofTechnology Development &Planning Oﬃce Responsible forSupervising Production

Apr. 1975 Joined the Company

Chief Executive Oﬃcer
June 2019 Representative Director Chairman (present)

July 2012 Director, Senior Executive Oﬃcer
Apr. 2015 Director, Managing Executive Oﬃcer
June 2015 Representative Director, Managing Executive Oﬃcer
June 2019 Representative Director and President,
Chief Executive Oﬃcer (present)

Tsunetoshi Matsuda

Minoru Furukawa

Michihiko Ota

Director, Senior Executive Oﬃcer,
General Manager of Polymers Sector
Responsible for
Global Business Promotion Division
Stationed in Tokyo

Director (part-time)

Director (part-time)

Apr. 1966 Joined Hitachi Zosen Corporation

Apr. 1975 Joined Marubeni Corporation
Apr. 2012 Senior Executive Vice President of Marubeni Corporation
Apr. 2013 Senior Executive Vice President, Regional COO for ASEAN,
Regional CEO for East Asia, Regional COO for Southwest
Asia of Marubeni Corporation, Managing Director,
Marubeni ASEAN Pte. Ltd.
June 2014 Senior Executive Vice President of Marubeni Corporation
Apr. 2015 Vice Chairman of Marubeni Corporation
June 2016 Outside Board Member of XEBIO Holdings Co., Ltd. (present)
June 2017 Outside Corporate Auditor of Saison Automobile &Fire Insurance Co., Ltd. (present)
Mar. 2018 Outside Director of OYO Corporation (present）
June 2019 Director of the Company (present)

Apr. 1986 Joined the Company
Oct. 2005 Manager of Films Quality Assurance Department ofFilms Sector
Jan. 2009 Manager of Films Production Department of Films Sector
June 2014 Manager of Technology Development & Planning Oﬃce ofTechnology Development Division
Apr. 2015 General Manager of Research & Development Center ofTechnology Development Division
Apr. 2016 Executive Oﬃcer, General Manager ofResearch & Development Center ofTechnology Development Division
Apr. 2017 Executive Oﬃcer, Manager of Films Division
Apr. 2019 Executive Oﬃcer, Manager of Plastics Division
Apr. 2020 Senior Executive Oﬃcer, Manager of Plastics Division
Apr. 2021 Senior Executive Oﬃcer, General Manager ofPolymers Sector, Responsible for Global Business
Promotion Division, Stationed in Tokyo
June 2021 Director, Senior Executive Oﬃcer,
General Manager of Polymers Sector Responsible for
Global Business Promotion Division,
Stationed in Tokyo (present)

Apr. 2005 Representative Director,
President of Hitachi Zosen Corporation
June 2010 Representative Director, Chairman and President of
Hitachi Zosen Corporation
Apr. 2013 Representative Director, Chairman andChief Executive Oﬃcer of Hitachi Zosen Corporation
Apr. 2016 Representative Director,
Chairman of Hitachi Zosen Corporation
June 2016 Outside Director of the Senshu Ikeda Bank, Ltd.
Apr. 2017 Director, Advisor of Hitachi Zosen Corporation
June 2017 Outside Director of Senshu Ikeda Holdings, Inc. (present)

Apr. 1985 Joined the Company
Aug. 2007 Manager of Technology Department of
Okazaki Plant, Nippon Ester Co., Ltd.
July 2013 General Manager of Okazaki Plant of the Company,
and Representative Director and President of
Nippon Ester Co., Ltd.
Apr. 2015 Executive Oﬃcer, General Manager ofTechnology Development Division, and Manager ofTechnology Development & Planning Oﬃce
Apr. 2017 Executive Oﬃcer, General Manager
of Technology Development Division,and Manager of Technology Development & Planning Oﬃce,
and General Manager of Research & Development Center
Apr. 2018 Senior Executive Oﬃcer, Deputy General Manager ofTechnology Development Division, and General Manager ofResearch & Development Center
Apr. 2019 Senior Executive Oﬃcer,
General Manager of Technology Development Division,and General Manager of Research & Development Center
Apr. 2020 Managing Executive Oﬃcer, General Manager ofTechnology Development Division, and Manager ofTechnology Development & Planning Oﬃce
Apr. 2021 Managing Executive Oﬃcer, General Manager ofTechnology Development Division, and Manager ofTechnology Development & Planning Oﬃce,
Responsible for Supervising Production
June. 2021 Director, Senior Executive Oﬃcer, General Manager ofTechnology Development Division, and Manager ofTechnology Development & Planning Oﬃce, Responsible
for Supervising Production (present)

June 2017 Non-Executive Director of the Senshu Ikeda Bank, Ltd.
(present)
June 2017 Director of the Company (present)

Noriko Ishikawa

June 2018 Outside Director of OKK Corporation (present)

Director (part-time)
Apr. 2004 Lecturer at the Research Institute for Economics andBusiness Administration, Kobe University
Apr. 2005 COE researcher at the Department of Natural Science ofGraduate School of Engineering, Kobe University
Apr. 2007 Specially-appointed lecturer at the Faculty of Economics,
Kinki University
Apr. 2009 Lecturer at the Faculty of Economics, Kinki University
Apr. 2010 Associate Professor at the Department of Economics,
Faculty of Economics, Konan University
Apr. 2016 Professor at the Department of Economics,
Faculty of Economics, Konan University (present)
June 2021 Director of the Company (present)

Auditors㻌

43

Unitika Report 2021

Mitsuhiro Morikawa

Kazuki Oka

Tetsuaki Fukuhara

Auditor (full-time)

Auditor (full-time)

Auditor (part-time)

Sumitaka Maruyama
Auditor (part-time)

Apr. 1982 Joined the Company
Jan. 2009 General Manager of Corporate Control Department,
Corporate Planning Division
June 2009 General Manager of Corporate Control Department,
Corporate Planning Division, and General Manager
of Polymerization Administrative Department
July 2011 Deputy General Manager of Corporate Planning
Division, and General Manager ofPolymerization Administrative Department
July 2012 Executive Oﬃcer, General Manager of Corporate
Planning Division
June 2014 Senior Executive Oﬃcer,
General Manager of Corporate Planning Division,and Responsible for the Secretariat
Apr. 2015 Senior Executive Oﬃcer, Deputy General Manager of
Administration Division,and General Manager of
Personnel & General Aﬀairs Department
June 2018 Auditor (present)

Apr. 1983 Joined the Company
Oct. 2002 General Manager of Administrative Department,
Films Division
July 2011 Deputy General Manager of Corporate Planning
Division
July 2012 Deputy General Manager of Corporate Planning Division,and General Manager of Global Strategy Promotion
Department, and General Manager ofPolymerization Administrative Department
June 2014 Executive Oﬃcer, General Manager of
Global Strategy Promotion Department,
and General Manager of Polymerization Administrative
Department
Apr. 2018 Executive Oﬃcer,
General Manager of Global Business Promotion Division
Apr. 2019 Advisor
June 2019 Auditor (present)

Apr. 1977 Registration as an Attorney (Osaka Bar Association)
Joined Kuboi & Partners Law Oﬃce
Apr. 1986 Opened Meiwa Law Oﬃce
Apr. 2003 Opened Mizuki Law Oﬃce
Apr. 2013 Chairman of Osaka Bar Association
June 2017 Auditor of the Company (present)

July 2008 Head of Nishinari Tax Oﬃce
July 2009 Manager of Personnel Section 2,
General Aﬀairs Department,
Osaka Regional Taxation Bureau
July 2014 Assistant Manager of Taxation Department 1,
Osaka Regional Taxation Bureau
July 2015 Manager of Taxation Department 1,
Osaka Regional Taxation Bureau
Aug. 2016 Registration as a Certiﬁed Tax Accountant
June 2019 Outside Auditor of Nippon Shinyaku Co., Ltd. (present)
June 2019 Auditor of the Company (present)

Unitika Report 2021

44

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

10-year Financial Summary

FY 2011

FY 2012FY 2013

FY 2014

FY 2015

FY 2016

FY 2017

FY 2018

FY 2019

FY 2020

Operating Results:
Net sales(100 million yen)

1,746.6

1,601.9

1,626.9

1,591.3

1,464.7

1,262.2

1,283.9

1,291.0

1,195.4

1,103.8

Operating proﬁt(100 million yen)

95.8

55.2

68.0

89.2

104.5

125.4

116.6

81.4

54.7

60.2

(％)

5.5

3.4

4.2

5.6

7.1

9.9

9.1

6.3

4.6

5.5

(100 million yen)

57.5

38.5

47.1

76.8

68.2

104.8

99.7

70.9

31.5

53.8

Proﬁt attributable to owners of parent (100 million yen)

13.0

△ 108.8

5.8△ 270.3

69.3

73.9

80.8

52.3

△ 21.6

38.6

(％)

153.1

110.0

117.4

136.3

150.1

168.3

161.1

126.3

102.3

105.4

Total assets(100 million yen)

2,684.92,550.5

2,541.8

2,358.8

2,199.6

2,118.7

2,014.5

1,990.9

1,937.3

1,904.0

Net assets(100 million yen)

322.1

213.2

193.7

315.9

379.4

452.6

407.3

413.5

389.3

411.9

Shareholdersʼ equity(100 million yen)

285.1

178.1

155.4

283.5

346.0

418.4

371.7

378.7

354.8

394.8

(％)

10.6

7.0

6.1

12.0

15.7

19.7

18.4

19.0

18.3

20.7

(times)

6.1

9.4

10.6

4.7

3.7

2.6

2.8

2.7

2.8

2.5

(100 million yen)1732.1

1,665.2

1,645.5

1,339.0

1,263.3

1,093.3

1,052.5

1,026.0

996.0

968.0

Cash ﬂow from operating activities (100 million yen)

108.0

160.4

68.4

60.8

116.6

181.1

97.4

89.9

98.0

148.7

Cash ﬂow from investing activities (100 million yen)

△ 74.5△ 44.0△ 41.0

△ 1.5

41.2

△ 41.6△ 32.3△ 64.4△ 101.9△ 61.7(100 million yen)

33.5

116.4

27.4

59.4

157.9

139.5

65.1

25.4

△ 4.0

87.0

Cash ﬂow from ﬁnancing activities (100 million yen))△ 43.9△ 74.3△ 30.558.7△ 50.1△ 190.9△ 172.1△ 65.2△ 34.8△ 41.4

Capital investment(100 million yen)

81.1

61.0

50.0

48.1

59.7

48.3

41.3

60.7

93.2

73.9

Depreciation(100 million yen)

57.3

54.8

49.4

47.2

45.6

42.9

44.5

44.8

47.7

45.2

R&D expenditures(100 million yen)

40.1

43.5

38.8

39.4

32.0

31.4

32.7

34.7

36.2

36.4

Net income per share

(yen)

23.5

△ 188.7

10.1△ 468.7

102.9

110.8

133.3

85.2

△ 43.061.4

Net assets per share

(yen)

498.1

308.8

269.4

△ 170.1△ 67.6

58.0

160.8

229.9

188.4

257.7

(％)

3.6

2.2

2.7

3.8

4.8

5.9

5.8

4.1

2.8

3.2

(People)

4,745

4,534

4,513

4,458

3,906

3,671

3,677

3,497

3,438

3,007

Operating proﬁt margin
Ordinary proﬁt

EBITDA

Financial Condition:

Capital adequacy ratio
D/E ratio
Interest-bearing liabilities

Cash Flow, Investing, Other:

Free cash ﬂow

Per Share Indices, Other Indices:

Operating ROA
Number of employees

Notes
A reverse split (10:1) was implemented on October 1, 2017.“Net income per share” and “Net assets per share” arecalculated based on the assumption of said reverse split at the start of the period for FY 2011.

45

Unitika Report 2021

Unitika Report 2021

46

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

10-year Financial Summary

FY 2011

FY 2012FY 2013

FY 2014

FY 2015

FY 2016

FY 2017

FY 2018

FY 2019

FY 2020

Operating Results:
Net sales(100 million yen)

1,746.6

1,601.9

1,626.9

1,591.3

1,464.7

1,262.2

1,283.9

1,291.0

1,195.4

1,103.8

Operating proﬁt(100 million yen)

95.8

55.2

68.0

89.2

104.5

125.4

116.6

81.4

54.7

60.2

(％)

5.5

3.4

4.2

5.6

7.1

9.9

9.1

6.3

4.6

5.5

(100 million yen)

57.5

38.5

47.1

76.8

68.2

104.8

99.7

70.9

31.5

53.8

Proﬁt attributable to owners of parent (100 million yen)

13.0

△ 108.8

5.8△ 270.3

69.3

73.9

80.8

52.3

△ 21.6

38.6

(％)

153.1

110.0

117.4

136.3

150.1

168.3

161.1

126.3

102.3

105.4

Total assets(100 million yen)

2,684.92,550.5

2,541.8

2,358.8

2,199.6

2,118.7

2,014.5

1,990.9

1,937.3

1,904.0

Net assets(100 million yen)

322.1

213.2

193.7

315.9

379.4

452.6

407.3

413.5

389.3

411.9

Shareholdersʼ equity(100 million yen)

285.1

178.1

155.4

283.5

346.0

418.4

371.7

378.7

354.8

394.8

(％)

10.6

7.0

6.1

12.0

15.7

19.7

18.4

19.0

18.3

20.7

(times)

6.1

9.4

10.6

4.7

3.7

2.6

2.8

2.7

2.8

2.5

(100 million yen)1732.1

1,665.2

1,645.5

1,339.0

1,263.3

1,093.3

1,052.5

1,026.0

996.0

968.0

Cash ﬂow from operating activities (100 million yen)

108.0

160.4

68.4

60.8

116.6

181.1

97.4

89.9

98.0

148.7

Cash ﬂow from investing activities (100 million yen)

△ 74.5△ 44.0△ 41.0

△ 1.5

41.2

△ 41.6△ 32.3△ 64.4△ 101.9△ 61.7(100 million yen)

33.5

116.4

27.4

59.4

157.9

139.5

65.1

25.4

△ 4.0

87.0

Cash ﬂow from ﬁnancing activities (100 million yen))△ 43.9△ 74.3△ 30.558.7△ 50.1△ 190.9△ 172.1△ 65.2△ 34.8△ 41.4

Capital investment(100 million yen)

81.1

61.0

50.0

48.1

59.7

48.3

41.3

60.7

93.2

73.9

Depreciation(100 million yen)

57.3

54.8

49.4

47.2

45.6

42.9

44.5

44.8

47.7

45.2

R&D expenditures(100 million yen)

40.1

43.5

38.8

39.4

32.0

31.4

32.7

34.7

36.2

36.4

Net income per share

(yen)

23.5

△ 188.7

10.1△ 468.7

102.9

110.8

133.3

85.2

△ 43.061.4

Net assets per share

(yen)

498.1

308.8

269.4

△ 170.1△ 67.6

58.0

160.8

229.9

188.4

257.7

(％)

3.6

2.2

2.7

3.8

4.8

5.9

5.8

4.1

2.8

3.2

(People)

4,745

4,534

4,513

4,458

3,906

3,671

3,677

3,497

3,438

3,007

Operating proﬁt margin
Ordinary proﬁt

EBITDA

Financial Condition:

Capital adequacy ratio
D/E ratio
Interest-bearing liabilities

Cash Flow, Investing, Other:

Free cash ﬂow

Per Share Indices, Other Indices:

Operating ROA
Number of employees

Notes
A reverse split (10:1) was implemented on October 1, 2017.“Net income per share” and “Net assets per share” arecalculated based on the assumption of said reverse split at the start of the period for FY 2011.

45

Unitika Report 2021

Unitika Report 2021

46

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

Company Overview
As of March 31, 2021

Unitika Ltd.

Research Laboratory and Production Sites

https://www.unitika.co.jp

FoundedJune 19, 1889

Capital Stock

100,450,000 yen

Outline ofMain Businesses

Polymers

Overseas Afﬁliate Companies

Research &Development Center23 Uji-Kozakura, Uji-shi, Kyoto 611-0021 JapanUji Plant

5 Uji-Tonouchi, Uji-shi, Kyoto 611-8555 Japan

P.T. Emblem Asia

Tel.: +81-774-25-2029

Business: Manufacture and sales of nylon ﬁlms

4-1 Hinakita-machi, Okazaki-shi, Aichi 444-8511 Japan

Unitika (Hong Kong) Ltd.

Unitika (Beijing) Trading Co., Ltd.

Tel.: +81-564-23-2311

Business: Import, export, domestic and overseas sales of mainly resin-related products

Business: Manufacturing-oriented trading company in China

Location: Hong Kong

Establishment: 2002

Polymers

Tel.: +81-774-25-2214

P.T. Unitex
Location: Indonesia

Establishment: 1995

Okazaki Plant

Resins (nylon, polyester, polyarylate),
Biodegradable materials

Tarui Plant

Location: Indonesia

Establishment: 1971

Tel.: +81-584-22-1201

Nonwoven fabrics (polyester spunbond, cotton spunlace),

Establishment: 1974

Location: China

2210 Tarui-cho, Fuwa-gun, Gifu 503-2121 Japan

Performance Materials
Sakoshi Plant

846 Kono, Ako-shi, Hyogo 678-0171 Japan

Activated carbon ﬁbers, Glass ﬁbers, Glass beads,

Tel.: +81-791-48-8185

UNITIKA ADVANCE (THAILAND) CO., Ltd.

UNITIKA TRADING VIETNAM Co.,Ltd

Business: Import, export, domestic and overseas sales of mainly resin-related products

Business: Import, export, domestic and overseas sales, consulting

Location: Thailand

Establishment: 2013

Establishment: 2017

Industrial ﬁbers

Location: Vietnam

P.T. Unitika Trading Indonesia
Performance Materials

Fibers & Textiles

Business: Import, export, domestic and overseas sales

Thai Unitika Spunbond Co., Ltd.
Business: Manufacture and sales of polyester spunbond

Location: Thailand

Trading Companies

Establishment: 1997

Other businesses

Location: Indonesia

Establishment: 2014

Overseas Ofﬁces and Satellite Ofﬁces

Fibers and textiles (polyester)

New York Ofﬁce
445 Hamilton Avenue, Suite 403, White Plains,

Plants, Technology exports

Unitika America Corporation

Fibers & Textiles

Business: Import and export

NY 10601, USA
Head Ofﬁce

Business: Spinning

Films (nylon, polyester),

Location: America

Establishment: 1973

Brazcot Ltda.

Osaka Head Ofﬁce

Business: Agriculture and forestry (natural rubber)

Osaka Center Bldg., 4-1-3 Kyutaro-machi, Chuo-ku,

Location: Brazil

Osaka 541-8566 Japan
Tel.: +81-6-6281-5695

Unitika (Shanghai) Ltd.
Business: Import and export

Establishment: 1936

Location: China

Unitika do Brasil Industria Textil Ltda.

UNITIKA EUROPE GmbHBusiness: Cotton spinning

Business: Import and export

Location: Brazil

Establishment: 1958

Establishment: 2004

Location: Germany

Establishment: 2020

Tokyo Head Ofﬁce
Nihombashi-Nichigin Dori Bldg., 4-6-7 Nihonbashi-Hongoku-cho,

Main Companies in the Unitika Group

Chuo-ku, Tokyo 103-8321 Japan
Tel.: +81-3-3246-7540

Trading Companies (Manufacturer-type trading companies)

Unitika Trading Co., Ltd.

Adʼall Co., Ltd.

Metlife Hommachi Square, 2-5-7 Hommachi, Chuo-ku, Osaka 541-0053 Japan
Tel.: +81-6-4705-9011

5 Uji-Tonouchi, Uji-shi, Kyoto 611-0021 Japan

Tel.: +81-774-25-2274

JAPAN
CHINA HONG KONG
Unitika Europe GmbHGERMANY

Thai Unitika Spunbond Co., Ltd.
(TUSCO)THAILAND

P.T. Emblem Asia

P.T. Unitex

INDONESIAINDONESIATHAILAND VIETNAM
INDONESIA

Fibers & Textiles

Polymers

Osaka Dyeing Co., Ltd.

Nippon Ester Co., Ltd.
4-1-3 Kyutaro-machi, Chuo-ku, Osaka 541-0056 Japan

Tel.: +81-6-6281-5520

Terabo Co., Ltd.

GERMANY

2-1-1 Yamazaki, Shimamoto-cho, Mishima-gun, Osaka 618-0001 Japan
Tel.: +81-75-961-1221

Unitika Spinning Co., Ltd.

28-55 Tsuda Minami-cho, Kaizuka-shi, Osaka 597-8511 Japan

Tel.: +81-72-431-2424

1701 Ikenarimen, Shisa-cho, Matsuura-shi, Nagasaki 859-4518 Japan
Tel.: +81-956-72-2101

Unitika Technos Ltd
19 Uji-Yaochi, Uji-shi, Kyoto 611-0021 Japan

Tel.: +81-774-23-8088

Unitika Mate Co., Ltd.
Metlife Hommachi Square, 2-5-7 Hommachi, Chuo-ku, Osaka 541-0053 Japan

Unitika (Hong Kong) Ltd.

Unitika (Shanghai) Ltd.

CHINA

CHINA

Tel.: +81-6-4705-9141

Unitika do Brasil Industria
Textil Ltda.

U.C.S Co., Ltd.

BRAZIL120-1 Mori Minamiouchi, Kumiyama-cho, Kuse-gun, Kyoto 613-0024 Japan

Precision Kamijo Co., Ltd.

Tel.: +81-75-632-5020

26 Ichibanwari, Gokasho, Uji-shi, Kyoto 611-0011 Japan

Performance Materials

U.S.A.

Unitika Garment Technology Co., Ltd.

Tokyo Head Ofﬁce

Osaka Head Ofﬁce

BRAZIL

28-55 Tsuda Minami-cho, Kaizuka-shi, Osaka 597-0014 Japan

Unitika Glass Fiber Co., Ltd.
45-2 Uji-Kozakura, Uji-shi, Kyoto 611-0021 Japan

Tel.: +81-774-32-8352

Tel.: +81-774-25-2361

Tel.: +81-72-437-0055

Unitika Textiles Ltd.
88 Nakabara, Soja-shi, Okayama 719-1195 Japan

Tel.: +81-866-93-1251

Union Co., Ltd.
10-1 Omine Minami-machi, Hirakata-shi, Osaka 573-0145 JapanUji Plant

Okazaki Plant

Tel.: +81-72-858-1353

Other businesses

Unitika Sparklite., Ltd

Unitika Plant Engineering Co., Ltd.

13-8 Ikagahera, Goma, Hiyoshi-cho, Nantan-shi, Kyoto 629-0311 Japan

5 Uji-Tonouchi, Uji-shi, Kyoto 611-8555 Japan

Tel.: +81-774-25-2074

Tel.: +81-771-74-1075

47

Unitika Report 2021

Unitika Report 2021

48

Introduction

Value Creation
Strategy

ESG

Financial andCorporate Information

Company Overview
As of March 31, 2021

Unitika Ltd.

Research Laboratory and Production Sites

https://www.unitika.co.jp

FoundedJune 19, 1889

Capital Stock

100,450,000 yen

Outline ofMain Businesses

Polymers

Overseas Afﬁliate Companies

Research &Development Center23 Uji-Kozakura, Uji-shi, Kyoto 611-0021 JapanUji Plant

5 Uji-Tonouchi, Uji-shi, Kyoto 611-8555 Japan

P.T. Emblem Asia

Tel.: +81-774-25-2029

Business: Manufacture and sales of nylon ﬁlms

4-1 Hinakita-machi, Okazaki-shi, Aichi 444-8511 Japan

Unitika (Hong Kong) Ltd.

Unitika (Beijing) Trading Co., Ltd.

Tel.: +81-564-23-2311

Business: Import, export, domestic and overseas sales of mainly resin-related products

Business: Manufacturing-oriented trading company in China

Location: Hong Kong

Establishment: 2002

Polymers

Tel.: +81-774-25-2214

P.T. Unitex
Location: Indonesia

Establishment: 1995

Okazaki Plant

Resins (nylon, polyester, polyarylate),
Biodegradable materials

Tarui Plant

Location: Indonesia

Establishment: 1971

Tel.: +81-584-22-1201

Nonwoven fabrics (polyester spunbond, cotton spunlace),

Establishment: 1974

Location: China

2210 Tarui-cho, Fuwa-gun, Gifu 503-2121 Japan

Performance Materials
Sakoshi Plant

846 Kono, Ako-shi, Hyogo 678-0171 Japan

Activated carbon ﬁbers, Glass ﬁbers, Glass beads,

Tel.: +81-791-48-8185

UNITIKA ADVANCE (THAILAND) CO., Ltd.

UNITIKA TRADING VIETNAM Co.,Ltd

Business: Import, export, domestic and overseas sales of mainly resin-related products

Business: Import, export, domestic and overseas sales, consulting

Location: Thailand

Establishment: 2013

Establishment: 2017

Industrial ﬁbers

Location: Vietnam

P.T. Unitika Trading Indonesia
Performance Materials

Fibers & Textiles

Business: Import, export, domestic and overseas sales

Thai Unitika Spunbond Co., Ltd.
Business: Manufacture and sales of polyester spunbond

Location: Thailand

Trading Companies

Establishment: 1997

Other businesses

Location: Indonesia

Establishment: 2014

Overseas Ofﬁces and Satellite Ofﬁces

Fibers and textiles (polyester)

New York Ofﬁce
445 Hamilton Avenue, Suite 403, White Plains,

Plants, Technology exports

Unitika America Corporation

Fibers & Textiles

Business: Import and export

NY 10601, USA
Head Ofﬁce

Business: Spinning

Films (nylon, polyester),

Location: America

Establishment: 1973

Brazcot Ltda.

Osaka Head Ofﬁce

Business: Agriculture and forestry (natural rubber)

Osaka Center Bldg., 4-1-3 Kyutaro-machi, Chuo-ku,

Location: Brazil

Osaka 541-8566 Japan
Tel.: +81-6-6281-5695

Unitika (Shanghai) Ltd.
Business: Import and export

Establishment: 1936

Location: China

Unitika do Brasil Industria Textil Ltda.

UNITIKA EUROPE GmbHBusiness: Cotton spinning

Business: Import and export

Location: Brazil

Establishment: 1958

Establishment: 2004

Location: Germany

Establishment: 2020

Tokyo Head Ofﬁce
Nihombashi-Nichigin Dori Bldg., 4-6-7 Nihonbashi-Hongoku-cho,

Main Companies in the Unitika Group

Chuo-ku, Tokyo 103-8321 Japan
Tel.: +81-3-3246-7540

Trading Companies (Manufacturer-type trading companies)

Unitika Trading Co., Ltd.

Adʼall Co., Ltd.

Metlife Hommachi Square, 2-5-7 Hommachi, Chuo-ku, Osaka 541-0053 Japan
Tel.: +81-6-4705-9011

5 Uji-Tonouchi, Uji-shi, Kyoto 611-0021 Japan

Tel.: +81-774-25-2274

JAPAN
CHINA HONG KONG
Unitika Europe GmbHGERMANY

Thai Unitika Spunbond Co., Ltd.
(TUSCO)THAILAND

P.T. Emblem Asia

P.T. Unitex

INDONESIAINDONESIATHAILAND VIETNAM
INDONESIA

Fibers & Textiles

Polymers

Osaka Dyeing Co., Ltd.

Nippon Ester Co., Ltd.
4-1-3 Kyutaro-machi, Chuo-ku, Osaka 541-0056 Japan

Tel.: +81-6-6281-5520

Terabo Co., Ltd.

GERMANY

2-1-1 Yamazaki, Shimamoto-cho, Mishima-gun, Osaka 618-0001 Japan
Tel.: +81-75-961-1221

Unitika Spinning Co., Ltd.

28-55 Tsuda Minami-cho, Kaizuka-shi, Osaka 597-8511 Japan

Tel.: +81-72-431-2424

1701 Ikenarimen, Shisa-cho, Matsuura-shi, Nagasaki 859-4518 Japan
Tel.: +81-956-72-2101

Unitika Technos Ltd
19 Uji-Yaochi, Uji-shi, Kyoto 611-0021 Japan

Tel.: +81-774-23-8088

Unitika Mate Co., Ltd.
Metlife Hommachi Square, 2-5-7 Hommachi, Chuo-ku, Osaka 541-0053 Japan

Unitika (Hong Kong) Ltd.

Unitika (Shanghai) Ltd.

CHINA

CHINA

Tel.: +81-6-4705-9141

Unitika do Brasil Industria
Textil Ltda.

U.C.S Co., Ltd.

BRAZIL120-1 Mori Minamiouchi, Kumiyama-cho, Kuse-gun, Kyoto 613-0024 Japan

Precision Kamijo Co., Ltd.

Tel.: +81-75-632-5020

26 Ichibanwari, Gokasho, Uji-shi, Kyoto 611-0011 Japan

Performance Materials

U.S.A.

Unitika Garment Technology Co., Ltd.

Tokyo Head Ofﬁce

Osaka Head Ofﬁce

BRAZIL

28-55 Tsuda Minami-cho, Kaizuka-shi, Osaka 597-0014 Japan

Unitika Glass Fiber Co., Ltd.
45-2 Uji-Kozakura, Uji-shi, Kyoto 611-0021 Japan

Tel.: +81-774-32-8352

Tel.: +81-774-25-2361

Tel.: +81-72-437-0055

Unitika Textiles Ltd.
88 Nakabara, Soja-shi, Okayama 719-1195 Japan

Tel.: +81-866-93-1251

Union Co., Ltd.
10-1 Omine Minami-machi, Hirakata-shi, Osaka 573-0145 JapanUji Plant

Okazaki Plant

Tel.: +81-72-858-1353

Other businesses

Unitika Sparklite., Ltd

Unitika Plant Engineering Co., Ltd.

13-8 Ikagahera, Goma, Hiyoshi-cho, Nantan-shi, Kyoto 629-0311 Japan

5 Uji-Tonouchi, Uji-shi, Kyoto 611-8555 Japan

Tel.: +81-774-25-2074

Tel.: +81-771-74-1075

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Unitika Report 2021

Unitika Report 2021

48