CSR Report 2017
G-TEKT Corporation

G-TEKT endeavors to contribute to
the creation of a better global future.

Corporate Philosophy

Respect Human
Dignity

TechnologicalInnovation

Sound
Management

Code of Conduct• To commit to self-development with mutual trust andaffection• To pursue cutting-edge technology and offer the bestproduct quality at a competitive and affordable price• To contribute to society self-initiatedly with intelligenceand dexterity

Management Vision
To become a company that contributes to a low-carbon
society by integrating cutting-edge technology with highquality products at an affordable price, while serving
customers around the globe to their fullest satisfaction.

1

I nt ro d uct io n

CONTENTS

Safety and Health
Safety and Health Policies, Evacuation Drills, etc.

14

Quality

Introduction
Corporate Philosophy/Code of Conduct/Management Vision

01

CONTENTS/Editorial Policy

02

Message from the President

03

Corporate Data

Policies on Quality, Quality Assurance System, etc.

15

Customer Satisfaction Improvement Policies/Purchasing/
CSR Procurement Policies/Publication of G-TEKT’s Supplier CSR
Guidelines/Communication with Suppliers/Our Employees’ Voice

16

Human Rights/Labor Practices
Fundamental Policies on Human Resource Development/
Diversity, etc.

17

Environment

Company Overview/Main Components/Global Network

05

Fundamental Policies on CSR

06

Environmental Philosophy/Environmental Policies/
Development of Environmentally-friendly Products andTechnologies: An Identified Material Issue/Our Employees’ Voice

18

Environmental Management Structures

19

Environmental Road Map/Material Flow

20

Data

21

Environmental Improvement Efforts

22

Biodiversity Efforts

23

Feature Article

Third Medium-term Management Policy

07

Social Contribution Activities in North America

09

Corporate GovernanceFundamental Policies on Corporate Governance/Risk Management/
Communication with Shareholders and Investors/
Enhancement of Corporate Governance: An Identified Material Issue

11

Social and Community Contribution Activities/
Overseas Efforts, etc.

Information Management
Objectives, Fundamental Policies and Education on Information
SecuritySocial Contribution

13

25

Third-Party Opinion
Third-Party Opinion

26

Editorial Policy

Purpose of this Report
We are issuing our CSR Report to inform our stakeholders of our CSR
activities based on our “G-TEKT Philosophy” aimed at realizing asustainable society. The purpose of the report is to deepen yourunderstanding of our CSR activities through the disclosure of suchnon-financial information.
Our CSR Report defines our own CSR theme that is of significanceto our business activities and provides a compilation of reports on ourefforts related to the theme. Positioning the Report as an important toolfor communication with our stakeholders, we will strive for its further
improvement going forward.
Reference Guidelines• ISO26000• GRI (Global Reporting Initiative) “Sustainability Reporting Guidelines”• United Nations Global Compact• Ministry of Environment “Environmental Reporting Guidelines”

Period Covered
FY2016 (April 1, 2016 to March 31, 2017)
However, some past efforts as well as the most recent activities
are also included.
Scope
The Report covers the entire G-TEKT Group, including ouroverseas subsidiaries.
Release Schedule
June 2017 (Next issue scheduled for June 2018)
Contact Information
Corporate Business Planning Division
G-TEKT Corporation
Omiya JP Building 18F
1-11-20, Sakuragi-cho, Omiya-ku, Saitama City, Saitama Prefecture
330-0854 Japan
Phone: +81-48-646-3400 (main line)2Message from the President

Message from the President

Seeking to Realize a Sustainable Society
In April 2017, G-TEKT began implementing its
third Medium-term Management Policy. To markthe start of our new three-year journey, we added“innovation in three fields” and the universal goalof “SUSTAINABLE BUSINESS GROWTH” to our“2020 Vision”, which sets out the Company’s
future direction.
We will strive to further strengthen ourcompetitiveness and corporate structure bypromoting innovation in three fields, with the aimof achieving sustained growth in the future.
To realize a “sustainable society”, it is of theutmost importance that businesses achievesustained growth and remain committed tofulfilling their social responsibilities.
We would like to ask for the continued supportof all our stakeholders for our future endeavors.

Enhancing CSR Activities

With the goal of further enhancing our CSR
activities, we have established a well-defined
implementation framework for all our offices
worldwide. Furthermore, we are upgrading the“World Environmental Safety Conference”, whichhas primarily addressed environmental issues in
the past, to the “Global CSR Conference”, which
will be meeting to discuss overall CSR issues.
Corporations in Europe and North America are
generally said to be strongly committed to CSR
3

Message from the President

Shape the Future

activities. G-TEKT, as a global company, will

By constantly anticipating needs ahead of

strive to create a corporate culture in which we

the times, pursuing the era’s most sought-after,

will make a group-wide effort to address CSR.

high value-added technology, and continuing topropose unprecedented, innovative products to

Corporate Slogan

the world, G-TEKT seeks to shape the future ofpeople, automobiles and the Earth.
To express our strong commitment to realizing

We believe it is vital that we fulfill our social

this vision, we have adopted “Shape the Future”

responsibilities through our CSR activities andas our corporate slogan.

develop forward-looking, innovative technologies

G-TEKT will continue to meet the expectations

and ideas to ensure that G-TEKT continues toof all our stakeholders by actively engaging inachieve sustained growth and evolution going

CSR activities.

forward.
What we are making are not simply automobile
parts. We are shaping the very future that is tocome.

J u n e 2017

Naohiro Takao, President
Chief Executive Officer
4Corporate Data

corporate data

Corporate Data

Company Overview

Main Components

CompanyName

G-TEKT Corporation

Established

April 1, 2011

N Auto Body Frame Components
Roof

ParcelCapital4,656,227,715 yen

Representative

Naohiro Takao, President/
Chief Executive Officer

Lines ofBusiness

Manufacturing and sales of auto
body frame components,
transmission parts, stamping dies/
weld equipment, etc.

Number of
Employees

Side structure

Dashboard
Back panel

7,731 (Consolidated), 1,181 (Japan)(As of March 31, 2017)

Sales

Frame
Floor

Frame

N Transmission components
A/T Components(Automatic Transmission)

CVT Components(Continuously Variable Transmission)(Hundred million yen)

1,938
2,207
2,061

FY ended March 31, 2015
FY ended March 31, 2016
FY ended March 31, 2017

Ordinary Income

Primary piston

114

FY ended March 31, 2016

Global Network

Clutch drum Clutch hub Clutch drum

EuropePiston4

plantsplants

8
1

Japan

4
1

SecondarycylinderCarry assy

North
America

China

R&D
facility

SecondaryclutchDrum assy

144

FY ended March 31, 2017

plantsR&D
facilityplantsR&D
facility

Percentage of Sales by Segment

Asia

6

South America

2.7%

China

15.2%

plants

Japan

19.5%

Asia

16.8%

Europe8.1%

5Primary cylinder(Hundred million yen)

90

FY ended March 31, 2015

3
1

Drum inner

Torque converter (inner) Torque converter (outer)North America

37.7%

South
America1

plantG-TEKT’s CSR

G-TEKT corporate social responsibility

G-TEKT’s CSR
Fundamental Policies on CSR
As our moral and social responsibilities increase, the Company will achieve sustained growth
together with society through CSR activities and become a company for which there are highexpectations.
G-TEKT’s Responsibilities to Be Fulfilled in Response to High Social Expectations
4 Basic Domains

Provide good quality
products from a safe
and comfortableenvironment
Respect humanresources, pay regard
to human rights, andimprove the work
environment
Contribute to theconservation of the global
environment as well as tolocal communities

Subdivided into 7 CSR themes

Engage in fair andtransparent businessactivities by enhancing
corporate governance

ThemesCSR

Corporate
Governance

We will strive to increase the transparency of ourbusiness activities, while proactively addressing
various matters and disclosing information.

Information
Management

We will establish a trustworthy corporate culture bystrengthening our security management system.

Safety and Health

We will establish a safe and comfortable work
environment.

Quality

We will continually provide reliable products thatsatisfy customer needs.

Human Rights/
Labor Practices

We will respect the individuality of our employees
and strive to create a fair and equitable workplacethat provides job satisfaction.

Environment

We will give utmost priority to the conservation of
the global environment and strive to achieve a lowcarbon society.

SocialContribution

We will make social contributions that canbe passed on to the next generation throughcoexistence with the local communities.

Relationships with Stakeholders

Customers

In order to become a trustworthy company for which our stakeholders, including
customers, employees, clients, local communities, shareholders and investors,
continuously hold high expectations, we have established “Our Code of Conduct” as thecode of conduct to be followed by our employees in an effort to ensure that each employee
acts with full awareness as a member of society and a member of a company constituting
a part of the automobile industry.

Society

Shareholders
andinvestors

Employees
Environment

QualityLocal
communities

Basic Stance towards Stakeholders

SafetyClients

Customers

Employees

Clients

We will remain a trustworthy partner of our customers, to whom
we deliver our products, by providing the desired products in thedesired quantities at the desired time.

Based on the principle of respecting human dignity, we will
endeavor to establish a safe, secure and lively workplace thatprovides each employee with job satisfaction and does not
permit harassment of any kind.

We will conduct business in a fair and reasonable manner andestablish cooperative relationships with our clients through mutual
respect, recognizing them as partners indispensable to our
production activities.

Local communities

Shareholders and investors

We will proactively seek to integrate and harmonize with thelocal residents through such means as participation in social
contribution activities and seek to establish favorable relationships
based on mutual understanding.

We will strive to enhance our corporate value and achieve anappropriate share price by actively establishing opportunities for
dialogues with our shareholders and investors based on
our commitment to prompt and fair disclosure.

Identification of Material Issues
Material aspects as of 2016 were identified based on the view that G-TEKT should engage in business activities while
understanding the social impact of its business activities, managing the possibility of having such an impact, and controllingthe impact itself. We have organized and enhanced the method of managing material issues that have been identified, andintegrated them into the policies for the third medium-term plan.
Four material issues
that have been identified

NEnhancement of corporate governanceNHuman resource development

NDevelopment of environmentally-friendly products and technologies
NEnvironmental management

6Feature Article 1

Third Medium-term Management Policy
Toward G-TEKT’s 2020 Vision G4-20: SUSTAINABLE BUSINESS GROWTH
G-TEKT has adopted “G4-20” as its vision for 2020 and has beenworking to promote the integration of technologies and to build acompetitive manufacturing structure. As we begin implementing
our third Medium-term Management Policy, we have added
to the 2020 Vision “innovation in three fields” in addition to theuniversal goal of “SUSTAINABLE BUSINESS GROWTH” in orderto accelerate the evolution of the four areas of “Genba”, “Global”“Grow up” and Green”.
With respect to the material issues identified in 2016, we willcontinue to work on the “enhancement of corporate governance”
worldwide, and address other material issues by undertaking
innovation in various fields.

Innovation in three fields
Technology innovation
G-TEKT will establish GTL (G-TEKT Tokyo Lab), a new facility that will play a central role in the development and global
expansion of cutting-edge technologies such as multi-material body technology. GTL will leverage new innovativetechnologies for sales expansion while developing environmentally-friendly products, and strive to manufacture productsthat are good for the environment and people.
Sales innovation
G-TEKT will make a clear shift from the conventional marketing style centered around Japan with a structure basedon the sales teams of Japan and the individual locations, and establish a new global-scale sales structure in which theregional divisions will be connected with one another through collaboration to implement the sales strategies formulatedby the headquarters. We will meet the technological and local needs of all global automobile manufacturers, not justthose of Japanese manufacturers.
Human resources innovation
In G-TEKT’s new personnel system, we abolished the seniority system and incorporated an even more stringent
promotion review processes and performance evaluations. In G-TEKT’s new human resource development system,
we have reviewed all curriculums starting with our new employee training sessions to better prepare for employees’
future career plans. We will focus efforts into the development of “global management talent” and the “next generationof management leaders” by utilizing the new promotion reviews and performance evaluations and the digital tools
supporting them.

Net sales ¥300 billion
Assign global talent

Operating income ¥20 billion

Human resource development utilizing IT
Launch a new human resource
Humoaunrces development systems
Sale of multi-materialRe
modules

Our
VisionSale of new technologies

s

Sale

Start a new sales strategy

ogy

Te

7

Internalize multi-material technology
Establish a new R&D Center

ol
chn

2016

Propose a multi-material body2018

Feature Article 1

 stablishment of GTL (G-TEKT
ETokyo Lab)

Concept • Accelerate technology innovation in a new research
environment.
• Establish an attractive research environment to secure
creative talent.
From an automotive component manufacturer to an automotive
body manufacturer(Conceptual drawing)
Location: Hamura City, Tokyo Completion: March 2018

A comprehensive research facility will drastically enhance G-TEKT’s
development capabilities. In GTL to be newly established, G-TEKT will not only
engage in innovative new technology development, but also hone its one-bodyanalysis technology and realize the lightweight, high-rigidity automotive bodies
the company envisions.
With these efforts, G-TEKT will evolve into an automotive body manufacturer
capable of proposing a full automobile body.

Enhancement of CSR activities
Enhancement of CSR structure
G-TEKT revamped its CSR structure with the goal of implementing systematic CSR activities. By equipping the Head Office Corporate
Planning Office with the function of the CSR secretariat and assigning a CSR Leader in all the Committees and Departments in Japan
as well as overseas subsidiaries, G-TEKT has established a system which the CSR activity policies communicated by management are
implemented throughout the entire Company. A deeper understanding of CSR by all employees will allow G-TEKT to take a proactive
approach toward CSR activities.
Board of Directors

Global CSR Conference
Executive Board

Global CSR Conference
Chair: President
Attendees: President/Division Directors in Japan/
Overseas Division Directors
Frequency of Meeting: Biannual
Secretariat: Corporate Planning Office

Objective
To discuss achievements and challengesof the CSR activities carried out
throughout the entire Group, as well as
future activity policies based on them, in
accordance with seven CSR themes.

Committees

Divisions in Japan

Overseas Regional Divisions

CSR Leaders

CSR Leaders

CSR Leaders

Our Employees’

CSR Activities Aimed at the
Empowerment of Women
Ikumi Okubo

V
O
I
C
E

G-TEKT began holding the Global CSR
Conference biannually this fiscal year
as part of its efforts to enhance its CSR
activities. At the Global CSR Conference,
which is chaired by the President andwhere overseas division directors also
attended, we will discuss future policies
and initiatives by reviewing the various
activities carried out throughout the entire
Group and sharing issues. At G-TEKT,
senior management takes the lead inparticipating in CSR activities for therealization of sustainable society.

Corporate Business Planning Division

Following a one-year factory training program, I was assigned to the
Corporate Planning Office in April and began my second year as a working
member of society. Having transferred from the factory to the headquarters,
I am still adjusting to the new environment and learning something new
every day. I still have much to learn in life, and I am doing my best tobalance my work with my personal life. G-TEKT has a lower ratio of female
employees partly because it is an automobile parts manufacturer. Evenin this environment, our senior female employees have managed to build
their careers as they went through various stages of life such as marriage,
childbirth and parenting. I will work hard to be a role model like my senior
employees, and endeavor to create a pleasant work environment for women
through CSR activities.

8Feature Article 2

Social Contribution Activities in North America
The G-TEKT Group seeks to fulfill its corporate responsibilities through its interactions with local communities andsocial contribution activities, with the goal of realizing sustained growth and evolution.
Among our social contribution activities overseas, this Report will focus on G-NAC, JIC, JEC and JSC in North
America and introduce their various activities.

G-NAC is very proud of it’s contributions to our community. We have provided meals to
those in need in multiple events supporting “Meals on Wheels”. We have given children
school supplies for them to get a good start in their education through “Operation Backpack.
We have also supported events that help our environment through “Branch Out”. We lookforward to more opportunities to support our community in the upcoming year.
Next we will introduce some of our activities.
Tami Grywalski

Holiday Wish

G-NAC H.R. Manager

ent

November 20
16
In this event wedonated toysasChristmas presents for children.

Red Nose Ev

May 2016
to help fightin the activity
We took part.
rtyvechildhood po

Meals on Wheels

Operation Ba

ckpackJune and August
2016
We prepared andprovided meals toseniors with mobili
and individuals wit
ty issues
h disabilities.

July 2016
This programsupports child
ren in need.
G-NAC donated 16 backpa
cks to help
students starta new school
life.

bus

Branch Out Colum

Dublin Irish ParadeMarch 2017
ticipate in theEvery year we parplace in the city
es
tak
t
tha
paradecommunity.
the
h
wit
to engage

9

October 2016
port to help
We offered our supnities near
mu
com
in
es
tre
plant
s.
bu
Colum

Feature Article 2

Relay for Life Walking
June 2016
JIC took part in Relay for Life Walking, a charity walk hosted by the Madison
County Office of the American Cancer Society. In honor of the achievementsof cancer patients and caregivers and in the hope of eradicating cancer, JIC
employee volunteers walked laps around West Jefferson High School from 6
pm to 1 am the next morning. JIC also took part in fund-raising activities tomake donations to the American Cancer Society.

Canned Food Drive

Blood Drive

November 2016
In celebrating Thanksgiving, JIC organized aninter-departmental contest to collect canned
goods, and donated them to a local food supply
center.

Biannual
JIC hosts a blood drive at a venue in thecompany premises.

*JIC takes part in many other fund-raising campaigns to
help support the local government, police and schools.

Charity Raffle for Chance to Win a Set of Tickets
June 2016

JEC organized a charity raffle to raise funds to donate them to a general hospitalscheduled to be built in the community. Raffle winners received tickets to aconcert featuring a famous Canadian Band.

Health Week
June 2016

We held a yoga class, anddiscussed health issues with
employees and wellness.

*We also organize neighborhood clean-up projects anddonate Matching Gifts to various organizations.
JEC also provides employment opportunities tostudents during summer vacation.
Matching Gift: The company will provide a 50% match(up to a limit) on the donations made by employees to a
non-profit organization.

Donation-Sock Program
All year roundWe sell socks to employees who forgot them,and donate the proceeds to a specific charity.

JSC received the award for “Polk County Industryof the Year” from a local industrial association
for creating employment opportunities for local
residents and making community contributions.

5km Zombie DashAngel Tree ProjectDecember 2016
We cooperated with elementary schools to prepareand donate Christmas presents to children. Our
donations brought many presents to children, andour efforts were featured in a local newspaper.

November 2016
We organized a very exciting fundraising event inwhich we worked with all community residents
ranging from children to seniors. All donations
were used to repair a local athletic facility.
*JSC also contributes to the scholarship funds of
local junior and senior high schools.

10Corporate Governancecorporate governanceCorporate GovernanceWe strive to proactively address various matters and disclose information in order to increase the transparency ofour business activities.

Fundamental Policies on Corporate GovernanceCorporate Governance Structure

G-TEKT acknowledges the importance of management as
a company with social responsibility in order to become acompany in which customers, employees, shareholders,investors and society place high expectations. We also
recognize that one of the top-priority management issues
is to develop an organization and framework to ensuretransparent, speedy, fair and bold decision-making inconsideration of risks, and to build a relationship based ontrust with all stakeholders.
We will seek to attain sustained growth and improve
corporate value in the medium and long run byimplementing corporate governance more effectively andmaking ongoing improvement efforts.

Our corporate governance structure, including the internal
control system, is as shown in the figure below.

President
Independent Outside
Members of the Board

断か常Realization

株主総会
報告

取締役会

G-TEKT
フィロソフィー

内部統制
基本方針
策定

監査役会

会計監査人

監査
報告・上程

具
体
化

報告・上程

業務監査室

コーポレート・ガバナンス委員会
方針
展開

報告・
上申

コンプライアンス
小委員会
施策展開・
推進・提言

方針
展開

報告・
上申

リスクマネジメント
小委員会

報告・ 施策展開・
情報共有 推進・提言

報告・
情報共有

わたしたちの
行動指針

各本部・各工場、各海外現地法人

企業倫理
改善提案
窓口

回
答

業
務
監
査

提
案

自
己
検
証

G-TEKTフィロソフィーに基づく現場の業務執行の適正性を確保するため『、わたしたちの行動指針』を定めている
ほ か『、 コ ー ポ レ ー ト ・ ガ バ ナ ン ス 委 員 会 』や『 コ ン プ ラ イ
アンス小委員会、リスクマネジメント小委員会』を組織化しています。

“Corporate Governance Report”

11

Report and submission

Report andsubmission

Compliance
Sub-Committee
Deployment,
promotion,and proposalof measures

Reportingandinformation
sharing

Deploymentof policies

Corporate
Ethics
OfficeReport andsubmission

Risk Management
Sub-Committee
Deployment,
promotion,and proposalof measures

Reportingandinformation
sharing

Overseas subsidiaries

Business Auditing

Corporate Governance Committee
Deploymentof policies

Selfexamination

Since we have the highest respect for compliance, we
endeavor to act conscientiously at all times in compliancewith every law, internal regulation, and any other rule
as a matter of social norm. Looking at compliancefrom the perspective of meeting the expectations of
our stakeholders, we haveestablished “Our Code of
Conduct” as the code to beわた
行 動し た ち のfollowed by each employee指針
so as to act with high ethicalstandards, and we are
ensuring that our employees
are familiar with the Code.
In addition to activities that
promote the spread andestablishment of compliance,
we will engage in ongoing
improvement to prevent and/or promptly address scandals
as well as ensure compliance,
as we strive to raise the levelof compliance further.

ない範」環境保護様はばな
いな します 遇
たし資源化に努めます。
いり。
たち ません か、法
律に
。
の良
識を
社会貢献
自分
自身
企業市民として地域や社会に根ざした企業であるためににわたしは、企業活動を通じて、社会の一員として社会貢献活動へ積極的に参加します。

お客様や取引先からの情報を適切に管理するためにわたしは、企業活動を通じて知り得た情報を適切に管理すると共に、社内規程等に則り、インサイダー取引は行いません。
20

経営会議

方針展開

、わ

情報管理

監
査

代表取締役社長

執
行
の
内
部
統
制
シ
ス
テ
ム

Business
Auditing
OfficeProposalsInternal Control System for Business Execution
社会
の

い。

取締役・監査役選任

Chair: President

Deployment of policies

々な
常
時代
いか
に
安全・環境に即した先進技術の追求を通じ、とケけて 迷っ に注意 識とか地球環境の保護に積極的な企業であるためにた場
しけ離 共に変 ー ス とくだ
車体骨格部品メーカーとして世界トップを目指す。
合は なけれわたしは、環境への負荷軽減と排出物および廃棄物の積極的な再
れて
化
さ
遭

経
営
管
理
機
構

Executive Board

わたしたちの行動指針

ないAccounting
AuditorCompliance

G-TEKTフィロソフィー、判

4 Audit and Supervisory
Board Members(Including two Outside Audit andSupervisory Board Members)

Report and submission

Headquarters and plants

のに
する

問

ReportFormulation of fundamental policies
of internal control

Our Code of
Conduct

ために

1

Board of Directors

Election anddismissal

Audit andCooperation
Supervisory Board

Auditing

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1.inddElection anddismissal

Auditing(10 Members of the Board)(Including two independent Outside
Members of the Board)
Chair: Chairman of the Board

Overseas Regional
Executive Board

Our Corporate Governance Code has been establishedwith the aim of realizing “aggressive governance.” In
light of the spirit of the Code, the Board of Directors has
passed a resolution for “G-TEKT’s Fundamental Policies on
Corporate Governance”, which set out our basic approach,framework and implementation policy regarding corporate
governance, for the purpose of establishing a structureof governance that would be most effective for the
management of G-TEKT with the aim of attaining sustained
growth and improving medium/long-term corporate value,as disclosed in the Corporate Governance Report.

ReportConsultation

Members of Management MeetingandDirectors of Overseas Divisions

Corporate Governance Code

なも

Advisory Committee

G-TEKT’s
Philosophy

 o view our Fundamental Policies on
T
Corporate Governance, please check the following link:
URLhttps://www.g-tekt.jp/english/company/pdf/
governance_guideline_en.pdf

信頼
を確
か

General Meeting of Shareholders
Election anddismissal

Replies

Business Administration Structure■ Corporate governance structure

取引

取引先と公正で健全な関係を保つために
わたしは、条件を公平に比較し、公正で合理的な方法で取引を行い、社会常識の範囲を超える接待や贈物を送ったり受取った
りしません。

反社会的勢力の排除

健全な経済活動と社会の発展のために
わたしは、市民社会の秩序を乱したり、安全を脅かしたりする
恐れのある反社会的勢力には、毅然とした態度で接し、不当要求には一切応じないと共に、取引の防止や解消に努めます。

官公庁との関係自立した企業として、官公庁と健全な関係を保つために
わたしは、公務員等との健全かつ適切な関係を保ち、贈賄行
為は行いません。

コミュニケーション

社会との融合と調和を図るために
わたしは、社会とのコミュニケーションを大切にすると共に、
地域社会からの苦情に速やかに対処します。

時間管理11
2014 年10月
明るく元気で若々しい職場を保つために
安全衛生
１
年２
安全で快適に過ごすために
月１ 日 発行わたしは、予定時間内に仕事を完結するように努め、時間を大
わたしは、労働災害の撲滅と衛生的な職場づくりに積極的に 日 改 切にします。
定
取り組みます。
ハラスメント

生き生きとした職場であるためにわたしは、職場におけるセクシャルハラスメント、パワーハラス
メントなどのいかなるハラスメントも許しません。

公平

公平な企業であるためにわたしは、すべての出会いに感謝し、出会う人の人権を尊重し、思いやりいたわり、人に優しく平等の精神をもって行動します。

プライバシー保護

個人のプライバシーを尊重する企業であるためにわたしは、官公庁等からの正当な申請があったときを除き、本人の承諾なしにプライバシー情報の開示は行いません。

“Our Code of Conduct”

報告義務

透明性の高い企業であるためにわたしは、法律、関係法令に違反した行為または社会規範の範囲を超える行為を発見した場合、速やかに上司ならびに企業倫/01/14
理改善提案窓口に報告いたします。
17

2014

:59

グローバル

:05

真のグローバル企業となるために
わたしは、関係諸外国の政治、行政、法令、慣習、文化、宗教、生活様式等を尊重します。

署名：Corporate GovernanceRisk Management
We are striving to identify, analyze, and appropriately
control the various risks surrounding our business in orderto ensure sound execution of our business activities.
Although the risks related to our business operations arediversifying and becoming more difficult to manage, weare promoting risk management activities by establishinga Risk Management Sub-Committee under the Corporate
Governance Committee for the purpose of ensuring

the appropriate monitoring of risk situations, companywide measures regarding risk management issues, andhorizontal deployment of measures.
Recently, we have formulated a business continuity
plan (BCP) for each plant in Japan based on a large-scaledisaster (e.g., earthquake) scenario and made other suchpreparations for speedy recovery in the unlikely event ofsuch disaster.

Communication with Shareholders and Investors

A plant visit for shareholders

IR website

Regarding disclosure to shareholders and investors, weare conducting disclosure operations and IR activities on adaily basis with a commitment to promptness and fairness.
Furthermore, in the belief that it is important for us
to communicate proactively with our shareholders andinvestors in order to deepen their understanding of G-TEKT
as a company, we organize company information sessions
for individual investors, plant visits for shareholders andother events, in addition to the shareholders’ reception
at the general meeting of shareholders, financial results
briefings for institutional investors and individual IR visits, inorder to provide opportunities for the top management toconverse in person with the shareholders and investors.
Additionally, we update our home page in a timely
manner, issue shareholder newsletters and send out
other information in an effort to further deepen ourshareholders’ and investors’ understanding of G-TEKT’s
business activities, while studying our evaluation obtained
primarily through shareholder surveys and our share priceinformation as we seek to achieve the ideal state as acompany.

Shareholder Newsletter

Enhancement of Corporate Governance: An Identified Material Issue
For G-TEKT, a global corporation with affiliates all over the world, building a sound governance structure for the entire G-TEKTGroup would not be possible if the governance structure of any of those companies collapses. Given this, in addition to theperiodical reviews of states of governance structures in our overseas subsidiaries, we share issues and plan to implement
improvement measures while ensuring information exchanges as needed between the headquarters and those subsidiaries,
with the goal of maintaining and enhancing the governance level of the entire G-TEKT Group.

12

Information Management

information management

Information Management
We will establish a trustworthy corporate culture by strengthening our security management system.

Objectives of Information Security
By establishing security policies as fundamental rules for preventing information leakage, we aim to enhance the awareness of
G-TEKT employees worldwide on thoroughly protecting our information assets, and to establish information security systems
and structures capable of adapting to changes and trends over time.

Fundamental Policies on Information Security
The fundamental policies for protecting the Company’s information assets shall be set as follows:• All actions shall be taken with the understanding of the risks of information leakage.
• G-TEKT employees worldwide shall manage information and prevent information leakage under the same security policies
regardless of the location or the technologies in use.
• Cases of information leakage and other risk information shall be shared worldwide, reflected in the security policies, andused to prevent the occurrence or recurrence of information leakage at G-TEKT.
• The approach as set forth in the security policies shall be observed when establishing a new system or structure relating to
information management or processing.
• Changes in the social environment shall be addressed expeditiously and measures shall be taken in anticipation of futureneeds.
• The security policies shall be reviewed and revised constantly.

Education on Information Security

Managing Confidential Info Awareness No.1

By Corporate Governance Committee

Please make sure that you set a password on any data files whenever you deal with confidential info.

“Setting a password save not only file, but you”.

Confidential information of our clients and our own
company, personal information of our employees, andvarious other information that must not be divulged tothe outside world exist in vast amounts in the courseof our business operations. Since it is believed that theleakage and other mismanagement of information arebasically largely attributable to a decline in employee
awareness on information security, we regularly educate
our employees on information security in order to prevent
information leakage. Regarding the method of education, it
is disseminated through company news letters and readingof the “Ten Commandments of Information Management”,
which summarize the gist of the security policies.

13

People think that it is general to set a password when you send any confidential contents with Email.
If anything happen, like information leaks, not only you but your company will get in a big trouble!!

Managing Confidential Info Awareness No.2
Be aware of how much confidential the document is!!
We sort out classified documents into S, A or M levels
according to how much confidential it is and follow proceduresin Japan .

by Corporate Governance Committee

M
S秘 秘
SECR
A
秘
E

Make sure to lockeven the data on
PC!!

T!

Managing Confidential Info Awareness No.3

By Corporate Governance Committee「Do you take photo with permission?」

In Japan, when an associate takes a photo at confidential areas,
he needs a permission from area Manager. In addition, he isexpected to wear the armband in Japan. (See Pic 1, yellow armband)
It is strongly prohibited to take photos with your personal phone.

Use the camera withcompany permission.
Wear the armband!
Pic 1

Managing Confidential Info Awareness No.4
「Giving information leads Info leakage」

To provide information takes risk of information leakage.
You must avoid giving confidential Info to not only external person but also
your colleague for any purpose other than business operations.

By Corporate Governance Committee

G-TEKT seems like ….

Managing Confidential Info Awareness No.5

By Corporate Governance Committee「Deep breathing before you talk confidential matters」
Although you might deal confidential matter, you should always think about
you are supposed to tell or not to tell confidential matters. It may prevent you
from being in trouble.

I wasn’t supposed
to say that ...

From “G-TEKT News”, a company newsletter.

Safety And Health Law

safety and health law

Safety and Health
We will establish a safe and comfortable work environment for all who work at G-TEKT.

Safety and Health Policies■ Organization Chart of Central Safety and Health Committee
Central Safety and HealthCommittee

Since safety and health activities form thefoundation of corporate management, we will aim
to achieve a work place that we can be proud of
by managing corporate activities in terms of safety
and hygiene to minimize the impact on the safety
and health of both the people working at G-TEKT
and those of the local communities.
1. Efforts shall be made to further manage safety andhealth in compliance with the relevant safety and healthlaws and regulations, and internal standards.
2. The Company shall assess risks to define the danger
factors in the workplace and determine the priorityof relevant measures for the progression from an“accident-free” to a safe and comfortable “danger-free”
workplace.
3. The Company shall establish communication, not onlywith all its employees, but also with the cooperating
manufacturers and other parties concerned, in order
to conduct safety and health-related activities with theparticipation of all parties.
4. The Company shall strive to raise awareness on safety
through the education and training of its employees.
5. The Company shall appropriately allocate management
resources to the execution of safety and healthrelated activities to ensure effective and continuous
improvement.

Chairperson
2 Vice-chairpersons
General Secretariat
General Manager, General
Affairs Department

Omiya Headquarters

C&C Tochigi

Saitama
Plant

HamuraPlant 1/2/3
HamuraOffice

Gunma
Plant

Tochigi Plant

Shiga Plant

HealthCommittee

HealthCommittee

Safety and
HealthCommittee

Safety and
HealthCommittee

Safety and
HealthCommittee

Safety and
HealthCommittee

Safety and
HealthCommittee

Evacuation Drills
In preparation for fires and large earthquakes, we regularly
conduct evacuation drills at each of our business locations
in order to raise awareness of fire and disaster prevention
for injury prevention and the protection of our employees’
lives. A series of drills that start from initial fire extinguishingefforts and reporting of the fire to evacuation are conductedin partnership with the local fire department in preparationfor emergency situations. We also conduct first aid drills
using AED concurrently and have emergency rations instock for those who are unable to return their homes incase of a disaster.

Employee Safety Training
We hold a “Safety Convention” each year in July to reflect
on industrial, traffic and other accidents of the past, while
concurrently seeking to raise awareness on achieving an
accident-free and incident-free work environment.
Furthermore, in order to allow our employees tomaintain a high level of awareness on accident andincident prevention at all times as they engage in their daily
work, we share information with them on accidents atother business locations as well as other companies in theindustry.

Evacuation drills at Omiya Headquarters

First aid and evacuation drills

Safe Driving Initiatives for Forklifts
Many forklifts are being used to transport products in thepremises of our plants.
An accident involving a forklift may result in a fatality;
therefore, we are particularly committed to promoting
safe operation and handling practices of forklifts. We haveintroduced a unique in-house driving license system in which
workers who have a certificate for completing the forklift
operator training course are given an annual examination, in aneffort to make them perform their tasks with more advanced
skills and greater awareness of safe driving. In FY2015, forklift
operators received training
on reflective learning for theaccidents that occurred in thepast year, as well as an in-houseseminar designed to raise theirawareness of the importance of“following the rules.”Employees in a training session
A seminar on forklift operation safety14

Quality

quality

Quality
We will continue to provide reliable products that satisfy customer needs.

Policies on Quality

G-TEKT Circle

The Company shall create and provide products thatdelight and inspire customers, placing the highest possible
quality at the core of its management principles.

Quality Assurance System
We have established the “1 assurance system, 1 manual” ruleat all 19 G-TEKT locations in order to produce high-quality
products that bring about customer satisfaction. Furthermore,with each business location following this rule, horizontal
deployment of the quality assurance system is rendered
possible, thereby allowing the system to extend to all
locations and contributing to the quality assurance not only of
the production activities, but also of distribution and logistics.

The G-TEKT Group voluntarily and actively conducts
activities geared towards education in small groups for thecontinuous management and improvement of the quality
mainly of products, services, and work.
Europe 1 location(1 circle) 5 people

G-TEM
G-TIP

China 3 locations(60 circles)
Approximately 460 people

WAPAC

North America 8 locations(27 circles) Approximately 80 peopleJapan(89 circles)
Approximately 950 people

CKS
G-TTC
G-TEC
G-TIM

G-TEKT
APAC
G-TEC2TGB

Asia 6 locations(19 circles)
Approximately 140 people

G-TAC
JIC
ATA

JEC
G-NAC
JSC

G-MEX
G-ONE
South America 1 location(38 circles) Approximately 190 people

G-KTB■ Quality Management System Based on International Standard ISO/TS 16949

G-TEKT Circle World Conference

Quality Assurance Manager (TS/Manager)

Every year in autumn, the circles selected fromall over the world gather together in Japan for
the G-TEKT World Conference. Examples ofimprovements achieved are shared worldwide tofoster international human resources.

Quality Manager (TS/Manager)
Top Management
President
Quality Assurance Manager

Directors of Business Administration Division,
Sales Division, Technical Division,
Quality Assurance Division, Overseas Business Division,and Officer in charge of Purchasing Division

Director,
Production Division

Plant
Manager

Plant
Manager

Plant
Manager

Plant
Manager

Assistant
Plant Manager

Assistant
Plant Manager

Assistant
Plant Manager

Assistant
Plant Manager

General Manager,
Quality Assurance Department

Shiga
Plant

Saitama Plant,
Hamura Plant

Gunma
Plant

Tochigi
Plant

Business Support OfficeAcquisition of IATF 16949 Certification
The ISO/TS 16949 standard is set to expire on September
14, 2018. As of April 2017, we are working with G-TEKT
locations worldwide that have acquired ISO/TS 16949
to make a transition to IATF 16949, a new quality
management system in the automobile industry, before thecurrent standard expires in 2018. Once the transition iscomplete, we will be able to satisfy the quality requirementsof our customers with even more advanced quality
management.

Quality Improvement Efforts■ Quality Assurance System

Customer Requirements∙ We gather information on a customer’s new models

1and formulate a plan mainly in terms of newtechnologies and quality assurance.
∙ We propose improvement and cost reduction ideas
in response to the information on new models
received from the customer and “jointly create” aproduct with the customer.

2∙ We mainly look into investment in facilities andStrategy1Strategy

6

Quality
information5

Massproduction

2

Quality
ManualSystem(QMS)

Planning

3

equipment, designing, productivity, and newtechnologies based on customer requirements, andconduct internal evaluations for the production of
an affordable and high-quality product.

5

Mass
production

Designing

4

Production
preparation

15

Planning

4

Production
preparation

3

Designing∙ Various departments formulate facility, quality andother management plans and make preparations,and we conduct design reviews to ensure that thematters determined in the planning stage are being
executed.

6

Quality
information∙ We prepare, verify and evaluate the dedicatedfacilities and equipment for the product by making
stamping dies and setting up weld lines inaccordance with the plan, and producing
prototypes. Each item is inspected one by one forverification of soundness as a product.

∙ We assess whether the numerical goals set in theplanning stage were achieved through mass
production from the perspective of quality, cost,and delivery.
∙ The quality of the product is checked, andmaintenance and inspection of the facilities andequipment are performed without fail.

∙ Quality-related information is integrated for quality

improvement. The information is also fed back to
the planning stage for the next model in order toprevent quality issues.

Quality

Customer Satisfaction Improvement Policies
PFMEA

Verification and improvement ofvariances in the productImprovement of product quality(Process failure modeand effects analysis)

Collection and reflection of
information on past defects
and failures

Improved customer satisfaction

Manufacturability
study
DR

Feedback of mass production
issues for subsequent models(Design review)

Molding simulation using CAE

Process and system audits

Market research
Customercomments

Advanced product quality planning
Quality data management
and analyses

Quality policies / Target management

Enhancement of quality assurance

Purchasing/CSR Procurement Policies

Activity Guidelines

We will raise awareness on CSR procurement involving
the use of supplier status regarding efforts on complianceand eco-friendliness as well as human rights and labor
environment as a criterion for doing business, and ask our
suppliers to share in our approach of making products in an
eco-friendly manner in compliance with laws and regulations.

1. Formulate the CSR procurement policies andguidelines
2. Investigate the current status of the supplier
3. Propose to the supplier and implement corrective and/or improvement measures
4. Conduct audits of the supplier

Publication of G-TEKT’s Supplier CSR Guidelines
It is becoming important to engage in CSR activities covering the entire supply chain, including compliance with laws andregulations, respecting human rights, occupational safety and quality—not just environmental problems. While we have been
making CSR efforts with suppliers to date, we established and implemented “G-TEKT’s Supplier CSR Guidelines” in April
2016, in order to further clarify G-TEKT’s CSR approach and share it at a deeper level. We have asked our main suppliers
to respond to a self-inspection questionnaire to evaluate their current status. We will continue making efforts to enhance our
supply chain into the future, with the aim of identifying and resolving issues in the supply chain.

Communication with Suppliers
In order to beat the tough environment as “Team G-TEKT”, we are endeavoring to enhance costcompetitiveness, safety and quality by creating opportunities to share information with clients at
all times. As part of communication with our clients, we also hold a convivial gathering with ourclients every year, in which G-TEKT’s policies are explained to them.

Our Employees’

New Year’s reception for clients

The Parental Role of the Quality
Assurance Department

AtsushiNakane	
Quality Assurance Section, Quality Assurance Division, Quality Assurance Operations

V
O
I
C
E

I have been responsible for organizing the quality records of overseas
business locations and communicating with them, making use of myexperience of studying abroad as a G-TEKT language exchange student.
Specifically, I compile and analyze all the information on malfunctions
collected from each business location. Furthermore, I contribute to the qualityof the Company as a whole in a broad range of fields by managing quality
management systems such as ISO and promoting the QC circle activities inJapan and overseas, among other things. I believe it is the job of the Quality
Assurance Department to work with local offices to implement improvements
one at a time to maintain and enhance quality at each business location, andwe will continue to do our best to ensure that quality information is analyzed
and shared quickly.

16

Human Rights/Labor Practices

human rights/labor practices

Human Rights/Labor Practices
We have adopted “respect human dignity” as a G-TEKT philosophy, and will apply this principle not only to ourrelationship with all of our employees, but also to that with the people and companies we work with, and strive tocreate a fair and equitable workplace that provides job satisfaction.
We will also ensure complete compliance with laws and regulations, social norms, and company rules, andpromote fair and honest business practices.

Respect for Human Rights“Our Code of Conduct” establishes the principle of respectfor human rights, expressly stating the need to not only
comply with laws and regulations, but also to respect thecustoms, cultures, religions and lifestyles of all countries.
The Code of Conduct also prohibits all forms ofharassment, including sexual harassment and power
harassment.

Diversity
In the belief that diversity is the source of innovation,
we consider it important to view the differences in sex,
nationality, work history, age, personality, values andother external/internal aspects as the “individuality of that
person” and respect them as such. We will continue togather diverse talents and competence to address thediverse customer needs in the global market.

Action Plan based on Act of Promotionof Women’s Participation andAdvancement in the Workplace
In order to become a “truly global company”, G-TEKT ismaking enhancement efforts in the area of people who
support the enterprise by treating it as a key management
issue. In Japan, where women’s participation andadvancement is regarded as one of our priority issues, ourprincipal initiatives are “hiring more women”, “enhancing
female training”, and “implementing continual employment
and working style reform.”

Our Employees’

Fundamental Policies on Human
Resource Development
1. The Company shall develop human resources fit for a
global leading expert manufacturer of parts for automotive
body and transmission through the development of
employee capabilities, with a view to achieving the ideal
pool of human resources.
2. Employees shall have the enthusiasm and the attitude oftaking the initiative to learn and think on their own, and weshall proactively support the growth of each employee.
3. Foster the “culture of learning”, and the “culture ofnurturing” through systemized job rotation in addition to
the departmental education consisting of rank-based
education, OJT at the workplace, OFF-JT training, andvoluntary education, and thereby establish the culture ofprioritizing human resource development.

Human Resource Development: An
Identified Material Issue
G-TEKT has established a human resource development
system consisting of rank-by-rank training sessions and its
signature global basic education with the view to “develop
human resources that will create value in the next era.” Thesystem is applied from the time of new employee training
sessions in preparation for employees’ career plans five toten years in the future. We have also implemented and began
operating the Human Capital Management System, a digital
tool for supporting human resource development. Individual
accounts enable mutual access between employees and theirsupervisors, allowing a timely review of progress and the sharingof goals and, as a result, facilitating training for supervisors andself-improvement for employees. By utilizing these programs
and systems, G-TEKT will take an organized, efficient andproactive approach to human resource development andremain committed to developing “global management talent”
and the “next generation of management leaders”.

Enhancing Employee Engagement
Satoshi Sorimachi

V
O
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17

Human Resource Development Section, Human Resource Development
Division, Corporate Management Operations
In order to realize sustained growth in a rapidly changing business environment,
it is vital for a corporation to develop the next generation of globally competitive
leaders who possess both passion and integrity. Accordingly, the Human
Resource Development Department has the mission to develop such leaders.
We are driven by a sense of purpose to enhance employee engagement by
respecting the feelings of each and every employee to ensure that they findtheir work “enjoyable and busy”, and that G-TEKT continues to be an attractive
corporation that meets the needs of a diverse range of customers.

Environmental

Environmental

Environment
We will give utmost priority to the conservation of the global environment and strive to achieve a low-carbon society.

Environmental Philosophy
The Company places the highest priority on the conservation of the global environment and local
environments. As a member of society responsible for passing on the green Earth to the next
generation, it shall strive to both engage in environmentally considerate business activities andhelp conserve the global environment under the slogan, “The Earth is our shared resource”.
Environmental Policies
1 The Company shall assess the environmental impact of all its business activities, voluntarily formulate improvement
plans, and actively work on environmental conservation.
2 The Company shall comply with related environmental laws and regulations and other requirements and establish its
own management standards to prevent environmental pollution.
3 The Company shall define purposes, set goals and formulate implementation plans for its environmental protection
activities, and reduce its environmental burden by engaging in ongoing improvement, and conduct business in harmony
with the environment. Furthermore, the Company shall review and revise the purposes, goals and plans as necessary.
4 The Company shall ensure all employees and all people working at the Company are aware of and understand its
environmental policies by providing them with environmental education and training activities.
5 The Company shall disclose its environmental information to the general public. The Company shall conduct activities
aimed at achieving a deeper level of communication with the community and society at large and actively cooperate incommunity- or society-based environmental conservation activities.

Development of Environmentally-friendly Products and Technologies: An Identified Material Issue

Our Employees’

V
O
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E

■ Evolution of one-vehicle analysis technology■ Proposed weight reduction
76-kg weight reduction meeting performance requirements▲76kg
BIW Weight (kg)The fuel efficiency of an automobile is greatly influenced
by its weight. At G-TEKT, we manufacture products witha low environmental burden by using our proprietary
analysis technology during the automobile development
stage to reduce the body weight without compromising
its performance.
For example, we were able to propose a weight
reduction of about 76 kg for an automobile manufacturer
undergoing a model change. We will continue to develop
environmentally-friendly products and technologies while
striving to reduce the body weight even further.

Change toultrahigh-strength steel
Change toaluminum

Hot stamping
Parts integration

Parts reduction

Default setting

G-TEKT Proposal

Environmental Contribution throughQuality Improvement
Mai Maebayashi

Quality Section, Production Division

At the Quality Section, our job is to check that the quality of products
manufactured daily on the production floor complies with the standards.
At first, I had no idea how our daily tasks are connected to the global
environment. Maintaining quality means not producing defective products. In
other words, it means not producing waste. The realization that high quality
leads to a reduction in energy consumption and waste of steel (resources)
during production has given me motivation for my day-to-day work.

18

Environmental

Environmental Management Structures across G-TEKTG-TEKT considers the global environmental issue to be a
problem of the highest priority that should be addressedby a company and has been working to acquire theISO 14001 environmental management system (EMS)
certification since 1998 in Japan. Each plant is making
ongoing efforts to promote environmental complianceand improvement activities on an ISO 14001 EMS
Environmental Committee basis with the respective Plant
Manager serving concurrently as the Chief Environmental
Manager. The Company has established the Central
Environmental Promotion Committee as an upper-level
organization of the plants and two additional businesslocations, specifically the Head Office and C&C Tochigi,
to manage matters related to company-wide global
environmental improvement activities.
The “World Environmental Safety Conference”, which
was established in June 2014, is also meeting regularly
in an effort to strengthen our environmental management
worldwide as well as to share information with each
Director of each overseas division serving as a person-incharge.
In April 2017, it is transitioned to the “Global CSR
Conference”, in an effort to further enhance our CSR
activities.

G-TEKT Domestic Environmental Management Structure

ISO 14001 Certification Acquisition Status

Central Environmental Promotion Committee

Domestic Site

Chief Environmental Manager (Director, Production Division)
Environmental Management Promotion Manager(Deputy Director, Production Division)

General Secretariat
Environmental Committeesof the Four Plants

Environmental Committeeof the Two Business Locations

Chief Manager (Plant Manager)

Chief Manager (Director)

Environmental Manager

Tochigi Plant
Saitama Plant
Hamura Plant 1/2
Hamura Office
Shiga Plant
Gunma Plant

Overseas Site
North
America

Environmental Manager
Secretariat of
the Business
Location

Secretariat of
the Plant
Environmental Committee
Members

Environmental Committee
Members

Global Environmental Management Structure
China
Europe
G-TEM

North America

APAC

JIC

WAPAC

JSC

South America
Europe
Asia

ATA

CKS
Japan

G-TAC

Asia

Saitama Plant

G-NAC

Shiga Plant

G-TEC

G-MEX

Gunma Plant

G-TTC

G-ONE

Tochigi Plant

TGB

Hamura Plant

JEC
G-TED

G-TIP

C&C Tochigi

G-TIM

Headquarters

Chairman of Central Environmental
Promotion Committee

Secretariat

Secretariat, Central Environmental
Promotion Committee

Regions

Chief Global Environmental Manager

ChinaSouth America
G-KTB

Japan

Chief Regional
Environmental Manager

Director, Production Division

North
America

Chief Regional
Environmental Manager

Chief Operating Officer
for Regional Operations (North America)

South
America

Chief Regional
Environmental Manager

Chief Operating Officer
for Regional Operations (South America)

EuropeChief Regional
Environmental Manager

Chief Operating Officer
for Regional Operations (Europe)

Asia

Chief Regional
Environmental Manager

Chief Operating Officer
for Regional Operations (Asia)

China

Chief Regional
Environmental Manager

Chief Operating Officer
for Regional Operations (China)

ISO 14001 Registration
Certificate
Saitama Plant
Hamura Plant 1/2
Hamura Office

19

JEC
JIC
JSC
ATA
G-TAC
G-NAC
G-ONE
G-MEX
G-KTB
G-TEM
G-TIP
G-TEC
G-TTC
TGB
G-TIM
APAC
WAPAC
CKS

ISO14001:2004(Acquisition Date, Transition Date)

ISO14001:2015

December 1998

*Scheduled to transition in December 2017

April 1999

Transitioned in April 2017

April 1999

Transitioned in April 2017

December 2004

Transitioned in December 2016

ISO14001:2004

ISO14001:2015

January 2003

*Scheduled to transition in November 2017

January 2006

*Scheduled to transition around fall 2017

April 2015

*Scheduled to transition in 2018

May 2009*Scheduled to transition around August 2017—

*Scheduled to acquire certification after 2017—

March 2017—

*Scheduled to acquire certification in June 2017—

*Scheduled to acquire certification in September 2017

February 2011

Transitioned in February 2017

December 2002

*Scheduled to transition around September 2017—

*Scheduled to acquire certification around November 2017

January 2001

*Scheduled to transition in 2017

November 2005

*Scheduled to transition in 2017

February 2006

*Scheduled to transition around November 2017—

January 2017

July 2004

Transitioned in December 2016

January 2008

*Scheduled to acquire certification in July 2017

February 2009

*Scheduled to transition in 2017

Environmental

G-TEKT Environmental Road Map
Fundamental Environmental Philosophy: Realizing the idea of “The Earth is our shared resource”
We are establishing environmental goals and engaging in ongoing improvement activities pursuant to environmental activity plans designed to achieve the goals.
[2020 Vision G4-20]
Green (Environment/Safety/Social contribution)
Deployment of an eco-friendly and safety conscious business[High-Priority Corporate Goal]
Reduction of environmental burden and environmental risks
Area

Description

Target/Actual

Reduction of greenhouses gas (GHG)
emissions per unit of sales

Production
Strengthening of the global
environmental management system[Environmental goals of each business location]
4. Reduce waste (3R)
1. Prevention of water pollution
2. Prevention of factory noise and vibrations 5. Contribution to local communities
3. Reduction of energy consumption
FY2014FY2015FY2016

TargetImprove by 1% (from 2013)

Improve by 2% (from 2013)

Improve by 3% (from 2013)

ActualImproved by 12.5%

Improved by 8.1%

Improved by 5.8%

Target- Reduce emissions on a global scale- Increase the accuracy of environmental data

Reduce emissions

Continue efforts

Actual- E stablished the World Environmental Conference-M ade preparations to build an overseas
environmental data system- Shared examples of environmental improvements
at the World Environmental Conference- Shared examples of environmental improvements
at the World Environmental Conference

Assessment

Assessment

Environmental
management

Prevention of noise, vibration, waterpollution, atmospheric pollution, waste
disposal, and other environmental problems

TargetComply with environmental laws and regulations Comply with environmental laws and regulations
Continue efforts
Achieve zero leakage and zero complaints
Achieve zero leakage and zero complaints

Actual

Had no environmental issues

Had no environmental issues

Make preparations

Re-establish systems

Transition to the new systems

Gathered information

Reviewed system documents

Three sites (Saitama Plant/Hamura District, Shiga
Plant, and Gunma Plant) completed transition

TargetFormulate activity guidelines
Make preparations and implement activities

Implement activities

Continue efforts

Actual- Issued guidelines- Commenced activities

Implemented forestation activities, etc.

Implemented forestation activities, etc.

TargetMake preparations to issue an environmental(CSR) report

Issue CSR Report 2015

Issue CSR Report 2016

ActualInformation gathering and preparation

Issued first edition in June 2015

Issued CSR Report 2016

TargetTransition to the revised 2015 ISO
14001 EMS

Had no environmental issues

Assessment

ActualAssessment

Biodiversity measures

Corporate

Assessment

activities
Dissemination of information tosociety

Assessment

Material Flow (*Actual figures for FY2016)
G -TEK T

INP UT

OUT P UT

EnergyElectricity

39,134 MWh

LPG

99 t

Heavy oil A

175 klDiesel oil

52 kl

Kerosene

42 kl

City gas

0 m3

Design & Development

55,873 m3

Raw materials
Iron
Gasoline

144,609 t
99 kl

15,803 t-CO2

Drainage

39,111 m3

Sales
Purchasing
Administration

Water resources
Clean water

CO2

Production
Pressing & Welding
Machining & Processing

Internal transport (Corporate vehicles)

Industrial waste (quantity generated)

682 t(Quantity thereof ultimately sent to landfill) 71 t
CO2

229 t-CO2

20

Environmental

Reduction of Greenhouses Gas (Japan)
We engaged in efforts to reduce our CO2 emissions inJapan, setting our target at an annual reduction rate of 1%
relative to the FY2013 level in terms of emissions per unitof sales. In FY2016, while mass production sales rose due
to such factors as increased production for key customers,
the overall decline in sales and other factors resulted ina 5.8% reduction in emissions per unit of sales and adecrease in CO2 emissions by 93 t compared to FY2013.

CO2 Emission (t- CO2)

Change in Domestic CO2 Emission and Emission per Unit of Sales

20,00015,00093
14,777t

16,177t

CO2 Emission (t- CO2)130140,000

88

92

94

15,812t

15,838t

16,084t

95

112,000

60

10,000
5,000
0

2013

2014

2015

98,036t

104,915t

92
102,812t

Quantities of Water Resources Used

96

112,379t

114,420t
Japan

America

56,000Asia

28,00054,23255,861

2012

2013

South
America
Europe2014

2015

2016 (FY)

Reduction of Waste Materials
We are promoting the reduction of waste materials throughthe 3R (reduce, reuse, recycle) of unnecessary materials.
The following table shows the amount of sludge collected
for final disposal before intermediate waste processing. In
FY2016, the amount increased due to the full-scale mass
production of hot stamping materials. Going forward, weare considering introducing a dehydrator to reduce waste
production.
Waste Materials

80

70.8

56,07340,00040

20,000

20

0

60

China

0

60

54,724120

0Quantity Ultimately Disposed (t)60,00057,401

Emission per Unit of Sales

88

North

2016 (FY)

Activities to reduce the usage of precious water resources
help reduce the energy used to power the pumps at thewater basins. Furthermore, our visualization efforts arecontributing to the early detection of leaks in water pipes
on our premises. In FY2016, we were able to detect a
malfunction in the water supply system for a cooling watertank at Saitama Plant at an early stage.

80,000100

84,000

Reduced Usage of Water Resources

Water Usage (m2)

Change in Global CO2 Emission and Emission per Unit of Sales
112

Headquarters, etc.
Technical Division
Gunma Plant
Hamura District
Saitama Plant
Tochigi Plant
Shiga Plant

2012

We commenced our global efforts to reduce our CO2
emissions, setting our target at an annual reduction rateof 1% relative to the FY2013 level in terms of emissions
per unit of sales. In FY2016, increased production for
key customers in Europe and robust production in
North America resulted in an increase in CO2 emissions.
Furthermore, due to the impact of the exchange rates,
there was a 4.1% reduction in emissions per unit of sales
and an increase in CO2 emissions by 9,505 t compared to
FY2013.

Emission per Unit of Sales

25,000100

Reduction of Greenhouses Gas (Global)

52.2

49.6

27.2

26.6

2013

2014

0

2012

2013

2014

2015

2016 (FY)

2012

2015

2016 (FY)

Note: The figures represent the quantity collected before
intermediate processing

Green Procurement Efforts
We are aspiring to contribute to the realization of asustainable society by promoting global manufacturing
practices designed to reduce the environmental burden
attributable to the production processes present in the
supply chain overall. As a part of these efforts, we areengaging in green procurement efforts in order to procure

21

products, which are made with the appropriate use ofchemical substances using processes resulting in lessenvironmental burden and contribute to the conservationof the ecosystem, from suppliers who are active inenvironmental conservation activities.

Environmental

Environmental Improvement Efforts
Reduction of Power Usage by Replacing
Factory Ceiling Skylights with LED Lights

Reduction of CO2 by the Double Benefits
Generated by Installing Solar Panels

Since FY2016, Saitama Plant has been subject to Saitama
Prefecture’s cap-and-trade program and is required toachieve an annual reduction target of 6%, or a 240t reduction in CO2 emissions per year from baseline
emissions by FY2019. To achieve this, the factory planneda three-phase replacement of the metal halide lamp lights
used for the plant’s ceiling
skylights with LED lights. In
FY2016, the plant replaced
40 lights out of 176 lights
in the press building and
52 lights out of 195 lights
in the welding building.

APAC and WAPAC in China began generating solar power
since January 2015 by renting out their roofs to cooperatewith a government scheme. Installing solar panels has
generated the double benefits of solar power generation(for self-consumption) and an insulating layer blocking
direct sunlight and is contributing significantly to the
reduction of CO2 emissions in the region.

Measures against Global Warming
As a measure against global warming, we installed solar panels on the roof tops of plants and began a power generation
business in 2014 from the perspective of generating power in a manner that renders the reduction of CO2 emissions possible.
A secondary benefit is that the panels shield the roofs from solar heat and suppresses the increase in temperature inside theplants, leading to reduced load on air-conditioning equipment during summer.
Saitama Plant Solar Power Station

Gunma Plant Solar Power Station

Shiga Plant Solar Power Station

March 31, 2014

April 25, 2014

December 5, 2014

Photovoltaic cell
capacity

1,605 kW(245 W × 6,552 panels)

1,306 kW(245 W × 3,920 panels,
250 W × 1,386 panels)

602 kW(245 W × 2,408 panels)

Maximum power
output1,500 kW
(PCS: 500 kW × 3 units)

1,000 kW
(PCS: 500 kW × 2 units)

500 kW(PCS: 500 kW × 1 unit)

FY2016 power
generation

1,594,517 kWh

1,302,469 kWh

690,276 kWh

CO2 equivalent

805 t-CO2

658 t-CO2

360 t-CO2

Domestic locations

Grid connectioncommencement date

Solar power generation capacity (kWh)3,926,084

4,000,000

3,232,489

3,587,262

3,000,000

Shiga Plant

2,000,000

Change in solar power generation capacity

Gunma Plant

1,000,000

Saitama Plant

0

FY2014FY2015FY201622

Environmental

G-TEKT’s Biodiversity Efforts
In FY2014, G-TEKT established the “G-TEKT Biodiversity Guidelines”, and commenced further efforts with respect to“biodiversity”, one of the matters relating to its highest priority issue “conservation of the global environment”, which its
business activities may possibly impact.

G-TEKT Biodiversity Guidelines
G-TEKT recognizes the “conservation of and sustainable usage of biodiversity”, as a significant issue tobe addressed as a part of the “conservation of the global environment” under the “G-TEKT Environmental
Philosophy”, and shall strive to promote both the conservation efforts and business activities while
maintaining a balance between the two.

Priority Measures
1. Pursuit of environmentally-friendly cutting-edge technologies
The Company shall contribute to the conservation of biodiversity through the development and mass
production of products resulting in one of the smallest environmental burdens in the industry.
2. Undertakings related to business activities
The Company shall reduce environmental burden through the pursuit of higher production efficiency, as well as
reduce the impact on biodiversity while striving to achieve the sustainable use thereof.
3. Communication with local communities
The Company shall endeavor to interact with the local communities as well as society at large by actively
cooperating in the environmental conservation activities and social contribution activities in partnership with thelocal communities.

G-TEKT’s Forestation Program

Have no expertiseor information onforestation activities

Companies/
Organizations

N Provide funds for forest development
N Provide labor for forestation, brush clearing, etc.
N Use forests as a welfare program for employees, etc.

Want to dosomething about
the deterioration offorests

Signing of Forestation
Agreement

Hope to interact withcompanies, etc. andobtain forestation
support

Saitama Prefecture

Forest Owners

N Supports forestation activities
N Engages in PR activities
N Certifies forest CO2 absorption volume

N Make forests available
N Provide a place for exchange

Saitama Prefecture’s “Corporate Forestation” framework
23

G-TEKT launched “Corporate Forestation”
activities in 2014 as part of its biodiversity
initiatives.
“Corporate Forestation” is an initiativein which three parties—namely, municipal
government, etc. (which provides the place forforestation activities), prefectural government(which supports the activities) and companies/
organizations (which engage in forestation
activities)—enter into an agreement and carry out
forestation in cooperation with each other.
G-TEKT participates in this initiative under theslogan “passing on a lush and green earth tofuture generations of children”.

Signboard made of wood
sourced from Saitama
Prefecture installed near thesummit of Mt. Yumitate

Environmental

Saitama Prefecture Forestation Agreement
Signing of Agreement
Saitama Plant, Hamura District, Headquarters and Gunma Plant
On February 4, 2015, we entered into a “Saitama Prefecture
Forestation Agreement” with Saitama Prefecture and Tokigawa-cho.
Activities and Achievements
Mt. Yumitate in Tokigawa-cho, Saitama Prefecture
Mt. Yumitate, which is 420m high, suffered a forest fire in May 2013,
resulting in approx. 7.6 hectares of forest land being reduced toashes. To revive Mr. Yumitate, we launched the G-TEKT Forestation
activities in April 2015. On April 23, 2016, we implemented the “Third
G-TEKT Forestation” tree-planting activities. With the participationof 47 employees of Saitama Plant, Hamura District, Head Office andGunma Plant, 101 broad-leaf trees were planted, including flower“Rhododendron dilatatum” and tree “Acer palmatum”, both of which
are Tokigawa-cho’s symbols.
On October 1, we conducted the “Fourth G-TEKT Forestation”
activities, in which 28 employees used grass scythes and manually
removed overgrown weeds around the young trees (brush clearing).
In addition to the above, we areengaged in a management projectcommissioned by the Saitama Prefectural
Agricultural and Forestry Corporation; in
FY2016, we planted 231 trees in total,and obtained certification from Saitama
Prefecture for the absorption of 6.9 tonsof CO2 emissions.
Activities scheduled for FY 2017
N April: the “Fifth G-TEKT Forestation”
tree-planting activities (completed)N Late September: the “Sixth G-TEKT
Forestation” brush clearing activities

Saitama Prefecture’s certification
scheme for volume of CO2 absorption
by forests

Signing ceremony of Saitama Prefecture Forestation Agreement
Photo (from left): G-TEKT Chairman (then President) Toshitsugu Kikuchi,
Saitama Governor Ueda, Tokigawa-cho Mayor Sekiguchi“Fourth G-TEKT Forestation” brush clearing activities

President Takao planting Rhododendron dilatatum, a commemorative tree

Lake Biwa Forestation Partnership Agreement
Signing of Agreement
Shiga Plant
On December 10, 2014, Shiga Plant entered into a “Lake Biwa
Forestation Partnership Agreement” with Shiga Prefecture and Ohno
Forest Property Ward Management Association.
Activities and Achievements
At Ohno Forest in Tsuchiyama-cho, Koka City, Shiga Prefecture
On March 3, 2017, we engaged in the “Third Lake Biwa Forest
Partner” forestation activities. Fifteen young trees of Japanesecherries were planted with the participation of 15 employees of Shiga
Plant. A net was installed around the area to keep deer and otheranimals from the new trees.

“Third Lake Biwa Forest Partner” forestation activities.

24Social Contributionsocial contribution activities

Social Contribution
We will continue to make social contributions that can be passed on to the next generation through coexistence withthe local communities.

Efforts in Japan

Overseas Efforts

Each of the business locations is engaging in various
activities, recognizing the importance of interacting
and mutually developing with the people of the local
communities.
Shiga Plant

The plant took part in cleaning activities that are carried out as a joint effort
among the corporations and governments of Konan City and Koka City on “Lake
Biwa Day” and “Environmental
Beautification Day”, which areestablished by Shiga Prefecture
through a municipal ordinance.
In terms of local environmental
beautification campaigns, 23
employees participated in cleaning
Shiga Plant: Local environmental beautification
activities around Ohzuchi Dam.
activities

Tochigi Plant

The Tochigi Plant participated in
activities to clean the park on the bedof Kinugawa River. 30 employees ofthe plant participated and cleaned thepark and the river bed. In an effort
to beautify industrial complexes,
employees also participated in the
Omaruyama Park Resuscitation Basic
Plan in Sakura City.

EuropeTochigi Plant: Kinugawa River bed andpark cleaning activities

C&C Tochigi

In the Great Kinugawa River andKokaigawa River Cleaning Effort, 26
employees participated in river bed
cleaning activities. Employees also takepart in periodic cleaning activities inSoft Research Park Joho-No-Mori once
every month.

The Company is engaging in environmental conservation
activities not only in Japan, but also in North America,
Europe, Asia, China and South America while holding
one Environmental Safety Conference in each region.
We are also engaging in activities that contribute to local
communities in each region. In North America, along withthe activities introduced in the Feature Article on pages
9 and 10, our employees take part in charity auction
and tree-planting projects. In Europe, we have been
implementing employment support, community welfare andlocal environmental activities. In China, energy conservation
and CO2 reduction efforts are under way, along with social
contribution activities. In South America, we also actively
promote environmental improvement projects while
engaging in social welfare activities, such as donating tochildren’s welfare facilities.

Charity cake saleStudent programs(plant visits, etc.)

Support for a local youth club
(employee repairing fence
welding)

Making funding contributions
to a local elementary school

Commending outstanding
students and supporting
students in need

China
C&C Tochigi: Kinugawa River andKokaigawa River cleaning activities

Hamura Plant

Employees participated in Hamura
City’s anti-littering and etiquette
improvement activities and distributed
awareness goods near Hamura
Station. For the second year in a row,
employees also took part in the “Full of
Flowers Project”, cleaned and removed
weeds from roadside flower beds.

Hosting a Japan-China friendly
match at a basketball court ina development district

South America
Hamura Plant: Employees removing faded flowers

Saitama Plant

Employees of the Saitama Plant
engaged in tree-planting activities at
Mt. Yumitate as part of the efforts toenhance biodiversity, and participatedin brush-clearing activities.

Holding a cavity prevention
class at an orphanage with adental hygienist

Gunma Plant

11 employees participated in the
Kanayama cleaning project hosted by
the SUBARU Community Exchange
Association. The event was a big
success with 820 participants taking
part in weed removal activities,
exceeding last year’s 800 participants.
In the Full of Flowers Project, 120 flower
seedlings were purchased three times
during the year and were planted in the
ground within the factory premises.

25

Donating toothbrushes
and hygiene products

Organizing a cancer awarenessseminar to employees

Purchased 1 ton of rice tosupport local farmers

Donated food packages to fourneighboring villages

Saitama Plant: Tree-planting activities

Asia

Gunma Plant: Kanayama cleaning activities

Tree-planting activities near
Wan Bong Dam

Third-Party Opinion

third party an opportunity to submit

Third-Party Opinion
Kazuhiro Bai
Professor, Faculty of Economics and Business
Administration and Graduate School of
Economics and Business Administration, Reitaku
University
Deputy Director, Business Ethics and Compliance
Research Center, Reitaku University
Ph. D. (Management)

Assumed position as a faculty member of Reitaku
University in 2001 and has been with the university
ever since. Vice-President, ICBM (International
Conference on Business Management); Member,
Japan Federation of Management Related
Academies, etc. 2008: Visiting Professor, Facultyof Business, Bond University (Australia); Author ofnumerous publications, including “Outlook on CSR
Accounting”, (Moriyama Shoten), “Deploymentof Financial Reporting Theory Based on Global
Governance”, “CSR Management Control”, and“Requirements for Corporate Survival: Five Basic
Rules for Overcoming Environmental Changes” (allfrom Reitaku University Press).

G-TEKT Corporation (hereinafter “the Company”) has adopted “G4-20”, as its 2020 Vision and summarized, in the formof a “CSR Report”, its initiatives aimed at sustained growth and evolution. The following is a third-party opinion from theperspective of promoting CSR accounting, which is designed to quantify CSR activities, and business continuity.
Aspects to Be Lauded
What is praiseworthy about this Report is that, first of all, it clearly expresses the Company’s views on CSR activities based on
the relationship between CSR activities and its corporate activities.
The fact that the Company added “innovation in three fields”, and the universal goal of “sustained growth and evolution”
to “2020 Vision”, which is defined as the Company’s goal (pp. 3 to 4), demonstrates the Company’s strong belief in forging
ahead with business activities by enhancing its CSR activities, as well as its commitment to creating a corporate cultureof strengthening its business structure and aiming for sustainable growth based on its medium- and long-term vision.
Second, the inclusion of a global perspective deserves recognition. The report explains the circumstances leading up to theestablishment of the “Global CSR Conference”, a forum for discussing overall CSR themes (pp. 3 to 4), and the description of
the efforts to link the Conference with the expansion of CSR activities on a global scale is very fascinating (Feature Article 2:
pp. 9 to 10). The Company’s global CSR activities, which are linked to its social contribution activities in North America, oneof the Company’s most important bases of operation, will not only promote various company-wide efforts but also serve as arole model for other companies aspiring to realize a sustainable global society.
Finally, the Report should be highly commended for its structure in which the Company’s commitment to CSR is developed
into the “Third Medium-term Management Policy”, a strategy for advancing CSR activities at an accelerated pace (Feature
Article 1: pp. 7 to 8), and which then takes the discussion to concrete initiatives starting with corporate governance (p. 11
and onward). This structure reflects the Company’s efforts to directly face the challenge of “coming up with creative ideas(mechanisms) to further boost its power to appeal to stakeholders”, and “providing an easy-to-understand explanation in
concrete terms of the relationship between the accomplishments of individual CSR activities and the Company’s businessperformance and operational improvements”, which were pointed out in the previous year. The Company’s CSR efforts are
evolving year by year, and its CSR report is playing an effective role as a communication tool to convey the progress made in
the Company’s CSR activities.
Improvements Expected
Since this Report includes the expansion of global CSR activities as an important keyword, I would like to focus on this point
to indicate some areas that need improvement for the future. Today, corporations conducting business worldwide tend to
apply an accounting standard that best suits the company, and it is difficult to conduct a proper performance evaluationof a global corporation. Against this backdrop, there is an increasing interest in Alternative Performance Measures (APMs),
which disclose information in an easy-to-understand manner by correcting distortions in financial statement values causedby accounting standards. Explaining the relationship between CSR activities and business activities in easy-to-follow terms
is essential to enable business-to-business performance comparisons. When looking at the prospect of global businessexpansion, it will be even more important in the future to consider developing APMs, the relationship between CSR activities
and APMs, and disclosing APMs as key performance indicators (KPIs). I look forward to seeing the Company forge ahead
with its unique CSR activities with the aim of achieving the 2020 Vision while considering these additional issues.

In Response to the Third-Party Opinion
Corporate Business Planning Division

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I would like to thank Dr. Bai for his valuable comments and opinions on G-TEKT Corporation’s CSR
Report 2017.
Last year, as we formulated our next Medium-term Plan, we moved forward with activities such asincorporating material issues identified into our business plan and revamping our structure with the aimof advancing CSR activities in a systematic manner, among other things. In CSR Report 2017, it wasa challenge communicating our efforts to our stakeholders, but we were very encouraged when we
received feedback from Dr. Bai that the Report is serving as an effective communication tool.
Going forward, we will continue to respect the feedback received on areas that need improvement
and actively push ahead with our CSR activities, and strive to enhance the Company’s CSR Reports sothat our stakeholders will gain a better understanding of our activities.

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G-TEKT Corporation
Omiya JP Building 18F
1-11-20, Sakuragi-cho, Omiya-ku, Saitama City, Saitama Prefecture,
330-0854 Japan
Phone: +81-48-646-3400 (main line)

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