CSR Report 2019
G-TEKT Corporation

Shape the Future
We are Shaping the future of people, automobiles and the Environment
Our Credo
Respect humandignity

Cutting-edge
technology

Sound corporate
management

Code of Conduct
Strive for self-development under the motto of admiration and mutual trust
Provide high-quality, low-cost products using cutting-edge technologies
Be independent and use knowledge and agility to give back to societyManagement Vision
To be a company that truly satisfies customers around the world
and that contributes to a low-carbon society by combining cutting-edge technologies
with technologies for delivering high-quality, low-cost products

Fundamental Policies on CSR
The Company will help solve social issues through business activities
and seek to achieve sustained growth together with society.

1 G-TEKT CORPORATIONCONTENTS■

Introduction

Our Credo/Code of Conduct/Management Vision/
Fundamental Policies on CSR�����������

Profile of G-TEKT

Message from the President������������

3

Corporate Data������������������

5

Feature Article: Technology that Supports G-TEKT����

7

Financial and Non-financial Highlights��������

9■

G-TEKT’s CSR Management

G-TEKT’s CSR Management������������
■11

CSR activities
15

Environmental Approach��������������

19

Human Resource Efforts��������������

25

Relationship with Society�������������

28

Third-Party Opinion

Third-Party Opinion����������������

34

In Response to the Third-Party Opinion�������

34

Scope
The Report covers the entire G-TEKT Group, including ouroverseas subsidiaries.

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マネジメント13

Corporate Governance��������������

Period Covered
FY2018 (April 1, 2018 to March 31, 2019)
However, some past efforts as well as the most recent activities are also included.

ジーテクトのOutline of CSR Activities (Plan and Results)�����

■Reference Guidelines• ISO26000•G RI (Global Reporting Initiative) Sustainability Reporting
Guidelines and Standards• United Nations Global Compact•M inistry of Environment “Environmental Reporting Guidelines 2018”

ジーテクトについて■

1

Purpose of this Report
We are issuing our CSR Report to inform our stakeholdersof our CSR activities based on our “G-TEKT Philosophy”
aimed at realizing a sustainable society. The purpose of thereport is to deepen your understanding of our CSR activities through the disclosure of such non-financial information.
Our CSR Report defines our own CSR theme that is ofsignificance to our business activities and provides acompilation of reports on our efforts related to the theme.
Positioning the Report as an important tool for communication with our stakeholders, we will strive for its further
improvement going forward.

イン ト ロ ダ ク シ ョ ン

Editorial Policy

Release Schedule
July 2019

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活動報告

Contact Information
Corporate Business Planning Division
G-TEKT Corporation
Omiya JP Building 18F
1-1 1-2 0, Sakuragi-cho, Omiya-ku, Saitama City, Saitama
Prefecture
330-0854 Japan
Phone: +81-48-646-3400 (main line)

第三者意見

G-TEKT CORPORATION 2

Corporate data

Company Name G-TEKT Corporation
Company
Overview

Established

April 1, 2011

Capital4,656,227,715 yen

Manufacturing and sales ofauto body frame components,
transmission parts, stamping
dies/weld equipment, etc.
Number of Employees 8,704 (Consolidated), 1,172(Japan) (As of March 31, 2019)
Lines of Business

Representative Naohiro Takao,
President/Chief Executive Officer

GlobalNetwork

FY2018Percentage of Net Sales by Segment
South America

2.7% China
Japan
18.4% 21.9%

Asia

North America

Europe

33.6%

7.7%

China

EuropeNorth America

15.7%

5 plants
1R
1,882 person

5 plants
1R
936 person

8 plants
1 R&D facility
2,235 personJapan

4 plants
1 R&D facility
1 Lab
1,172 person

FY2018Percentage of Operating Income by Segment
South America

Japan

1.8%

10.7%
North America

China

8.9%

31.5%

Europe

Asia

17.9%

Asia

6 plants
1,703 person

South America
1 plant
732 person

29.2%

History■ TAKAO KINZOKU KOGYO Co., Ltd.
■ KIKUCHI CO., LTD.
■ Joint venture by both companies

November 1966■
Shiga Plant was established in Tsuchiyama-cho,
Koka District, Shiga Prefecture (currently,
Tsuchiyama-cho, Koka City, Shiga Prefecture).

May 1988■
TAKAO KINZOKU KOGYO Co., Ltd.
was established in Tanabe City,
Wakayama Prefecture.

June 1952■
Hamura Plant was established and began
operations at Hamura-machi, Nishitama
District, Tokyo (currently Hamura City, Tokyo).

■Jefferson Industries Corporation wasestablished in the U.S. State of Ohio, as a
joint venture company involving threecompanies including KIKUCHI CO., LTD. and
TAKAO KINZOKU KOGYO Co., Ltd.

1952

1966

1988

1953

November 1953■
Kikuchi Body Kogyo, Ltd. wasestablished at Mitaka City, Tokyo.

3 G-TEKT CORPORATION

January 1969

1969

May 1984

1984■
KTH Parts Industries, Inc. was established in
the U.S. state of Ohio as a joint venturecompany involving five companies including
KIKUCHI CO., LTD. and TAKAO KINZOKUKOGYO Co., Ltd.

1996

1997

1998

October 1996■■
Jefferson Elora Corporation wasestablished in Ontario, Canada.

1997-1999■■
Acquired ISO9001 certification.
Acquired ISO14001 certification.

Corporate data

イン ト ロ ダ ク シ ョ ンAuto Body Frame Components
Main
Components

Roof

ParcelSide structure

FY2018Percentage of Net Sales
by Product

Dashboard

Transmission components

3.2%

Back panel

Others

13.5%

Frame
Floor

Frame

ジーテクトについて

0.1%

New model
development

Auto body frame components

83.2%

Transmission Components

ジーテクトのマネジメントCSRJuly 2000■■
Jefferson Southern Corporation wasestablished in the U.S. state of Georgia.

活動報告

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April 2011

2000

2011

October 2001

2001

2005

2008

March 2005■■
Wuhan Auto Parts Alliance Co., Ltd.
was established in Wuhan, Hubei
Province in China.

February 2008■
Acquired ISO/TS16949 certification.

2014

December 2014

Listing changed to the First Section of
the Tokyo Stock Exchange.

June 2015

Published first CSR Report.

March 2016

Issued G-TEKT’s Supplier CSR
Guidelines.

2015

2016

2017

2018

April 2017

Established an enhanced structure
to promote global CSR activities.

April 2018

G-TEKT TOKYO LAB (GTL) wasestablished Hamura City, Tokyo.

G-TEKT CORPORATION 4

第三者意見

■■
Auto Parts Alliance (China) Ltd. wasestablished in Guangzhou, Guangdong
Province in China.

KIKUCHI CO., LTD. and TAKAOKINZOKU KOGYO Co., Ltd. merged.
The trade name was changed to
G-TEKT CORPORATION, and theheadquarters were relocated to
Saitama City, Saitama Prefecture.

Message from the President

We are aiming to achievesustained growth
together with society as
a “company that shapes
the future of people,
automobiles andthe Environment”.
Naohiro Takao, President Chief Executive Officer

Review of financial results for FY2018 (Eighth fiscal year)
For the fiscal year ended March 31, 2018, we have been actively

to our major customers as well as significant growth in sales topursuing three innovations: “technology”, “sales” and “human re-other companies. We believe that the expansion of sales to compa-

sources”, and working as a group to increase productivity. Owing tonies other than our major customers stabilizes our operations andthese efforts, we have been successful in achieving new records forrepresents a pillar of our growth strategy.

net sales of ¥255.6 billion, operating income of ¥16.8 billion andIn the fiscal year under review, we were able to make steadyordinary income of ¥17.4 billion. We would like to take this opportu-

progress toward achieving our management targets of ¥300 bil-nity to thank all of our stakeholders for their continued support.

lion yen in net sales and ¥20 billion yen in operating income.

Looking back at each region, we were able to exceed the previous
fiscal year’s sales in all regions due to the steady growth in sales(Hundred million yen)

FY2016 (actual)

FY2017 (actual)

FY2018 (actual)

2,061

2,198

2,556

Operating income

144

143

168

Ordinary income

144

146

174

Net income attributable to owners of parent

97

115

105

Net sales

5 G-TEKT CORPORATION

Top message

Meaning of G-TEKT’s existence and future directionple, automobiles and the Environment”. As a specialized manufacturer of auto body frame components, by further advancing theweight reduction technology of car body frames we have so far
cultivated, and by acquiring engineering ability to design entire
car body frames, we can become a car body frame development
partner for car manufacturers. The participation in the automobile
development from the early stages will bring the “lightweight andhigh-rigidity auto body”, which G-TEKT considers to be ideal, into
reality by effectively applying the Company’s weight reduction technology, including hot stamping processing. We believe that the realization of lightweight and safe cars is the direction that G-TEKT
is aiming for, and that this is the meaning of our existence.
In order to shape a better future for all people, G-TEKT will continue to innovate and achieve sustained growth.

haust, is also said to be one of the reasons, and the reduction of
exhaust emissions by improving fuel efficiency through weight reduction is recognized to be one of the most important issues thatshould be tackled by the automobile industry.
On the other hand, the automobile industry itself, which we areengaged in, is experiencing a wave of automatic driving and electrification of cars called CASE, and the industrial structure is about
to undergo major changes. In order to overcome this once-in-acentury transition period and continue to grow sustainably together
with society, G-TEKT must change itself, or we will have no future.
In this business environment, we recognize that G-TEKT has a
responsibility to fulfill its vision with innovative technologies,

ジーテクトについてbased on our corporate slogan, “we are shaping the future of peo-

ing unprecedented climate changes including global warming.
Carbon dioxide (CO 2 ), which is a component of automobile ex-

イン ト ロ ダ ク シ ョ ン

The earth we live on today is approaching a crisis of survival, fac-

Relationship between CSR activities and the enhancement of corporate value
attracting attentions in recent years. While the value of a company
varies from one stakeholder to another, we consider soundness tobe the most important corporate value. This involves not only complying with laws and regulations, but also maintaining harmony
with the global environment and local communities, and continuing
to grow into the future through appropriate business operations.
We believe a company that strives for such practice has a value. In
other words, we believe that CSR itself is our company’s business.

ジーテクトのG-TEKT recognizes that CSR is one of the most important management issues, and holds annual global CSR conferences, wheremanagement participates. In addition to environmental management in Japan and overseas and verification of the status of social
contribution activities, we also discuss issues and directions to beaddressed going forward.
At the conference held in March this year, opinions were also
exchanged about ESG (environment/society/governance), which isContribution to SDGs
Report 2018, we are accelerating initiatives across the entire
Group led by Japan, through efforts such as clarifying the targets
that are closely related to our business activities.
In order for a company to continue to develop into the future,
firstly the earth and society we live in must continue to exist sustainably. We will continue to work hard to solve environmental andsocial problems in order to realize a sustainable society.
We believe that if each and every one of us face the issues witha sense of ownership and work together, we can make what wethought was impossible possible.

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活動報告

Activities based on the Sustainable Development Goals (SDGs) adopted by the United Nations in September 2015 are being carried out
in various fields and regions of the world toward the goal of 2030.
In Japan too, various initiatives have been led by the government. Among them especially, the Tokyo 2020 Olympic andParalympic Games are gaining huge attention, being referred to bysome as the SDG Olympics for including “sustainability” as one of
the concepts of the games.
Having SDGs in mind from the early stages of our CSR activities, we have studied in depth the relationship between our business activities and the 17 goals. As described in last year’s CSR

マネジメントCSR

To our stakeholders
However, no matter how much we improve the quality of ourcompany, if society is not sustained, we will have no future. In other words, we believe that companies have a responsibility to actively address social issues.
In 10 years and beyond, G-TEKT will continue its “social contribution” in many ways through its core business and will continue
to achieve sustainable growth together with society.
We would like to ask for the continued support of all our stakeholders for our future endeavors.

G-TEKT CORPORATION 6

第三者意見We are currently building a vision for the future by launching the2030 Vision Project centered on young managers. We have listed
the four important elements, “talent”, “technological innovation”,“structural transformation” and “social contribution”, which weplan to announce on our website around autumn time.
In order for a company to grow into the future, we believe that“talent” is the most important element above all. In addition,“technological innovation” is also indispensable to us as a manufacturer. And, we want to create the opportunities that exploit thefull potential of “people” and “technology” by advancing “structuraltransformation”, and improve our quality as a company.

Feature Article

Technology that Supports G-TEKTFor G-TEKT, engaged in the manufacture of auto body frame components and transmission components, our technology is the source ofgrowth. In particular, press working, in which a metal plate is sandwiched between dies, has been honed since our founding, and we will continue to challenge ourselves in the pursuit of more advanced and highly efficient processing methods.
This time, we will introduce a technology known as “hot stamping processing” from among press working technologies that G-TEKT possesses. This technology is a processing method realized by the best of G-TEKT’s technological capabilities, including the management of aseries of conditions to heat metal materials uniformly to over 900 °C, then quickly cool them, or control system to simultaneously process
multiple materials in order to increase productivity. With this technology, we will significantly improve fuel efficiency by reducing the weight ofauto body frames and build cars with less environmental burden.
We have also developed our proprietary traceability system because we believe that, as a manufacturer, we should be responsible for thequality of our products to the very end of the process.
G-TEKT will continue to contribute to the “future of people, automobiles and the Environment” through its technological capabilities.

Multiple simultaneous processing of hot stamping
Hot stamping is a processing method that enhances the strength of materials where steel sheets are heated, molded and immediately
quenched (rapidly cooled down). Compared to normal press working, time required for the cooling process is longer, so the production speed
becomes slower. In order to solve this problem, G-TEKT has been able to process more than four plates in a single press simultaneously,
thereby succeeding in improving production efficiency. Multiple simultaneous processing requires a device to transport materials at a highspeed at once as well as the ability to manage difficult heating conditions depending on the shape, size and thickness of materials. We have,
however, developed proprietary technology to meet these challenges and to achieve mass production.

DeliveryHeating furnace

Feeding material into die

Multiple simultaneous processing

Water cooling die

Multiple simultaneous processing

High-speed conveyance equipment for
multiple simultaneous processing

Management of heating conditions of several materials
with different thicknesses
Temperature (Conceptual image)

Condition management
range that allows multiple
simultaneous processing

Material B

Material A
Heating time

Please refer to our website for more information on hot stamping.

7 G-TEKT CORPORATION

https://www.g-tekt.jp/english/tecnology/lightweight.html

Featuring:Technology to Support G-TEKT

Hot stamping, which guarantees strength by manufacturing under predetermined conditions, requires the detailed management of processing
conditions. In order to ensure that the daily production is processed under set conditions, we create a database from data collected using various sensors, and have in place a traceability system that imprints lot numbers on all products by a laser. If a product that deviates from set
conditions is mistakenly processed, it is automatically disposed and the system does not allow non-conforming products to leak into the market. The system can match the lot number with the processing data stored and guarantees the quality of all products.
Management category
Plating quality
management

Collection of
condition history

Server
ジーテクトについてHardnessmanagement

Items
Heating time
Panel→products
Panel→materials
Panel→products
Temperature for each furnace zone
Panel→materials
Pressing force
Bottom dead center retention time
Cooling water temperature
Cooling water drainage temperature
Cooling water flow

Weight scale

Radiation thermometer
Nonconforming
product marker

Radiation thermometer
Photo sensor

ジーテクトのLaser engraving
machineRadiation
thermometer

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マネジメントTemperature
sensorイン ト ロ ダ ク シ ョ ン

Hot stamping traceability system

The production record on theserver can be referenced from thenumber imprinted on each product.

G-TEKT BODY, contributing to environmental performance through weight reduction

It is generally said that 100kg reduction inweight will improve fuel economy by 3%.

The thinner the thickness of thesteel plate, the lighter the plate
becomes.

However, this causes a drop in collision performance and compromises safety.

Ultrahigh tensile strength materials and hot
stamped materials are used to make thebody safe and light weight. In addition, alumi num and other mater i al s ar e used tor ed uc e w e i g h t i n p a r t s t h a t h a v e l i t t l e
impact on safety.

G-TEKT CORPORATION 8

第三者意見“Courtesy of NCAC ofGeorge Washington University”

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活動報告

As environmental problems such as global warming become more serious, automobiles are being required to reduce exhaust emissions. Companies are working on ways to improve automobile fuel economy because, through improving fuel efficiency, it is possible to reduce exhaustemissions. G-TEKT can contribute to environmental performance by reducing the weight of auto body frame components.
Auto body frames are made mainly of steel, so it is possible to lighten the weight by reducing the thickness of steel plates. The lighter the
body frame is, the better the fuel economy, but the collision performance will decrease, which will compromise safety and passengers cannot
be protected from accidents. Therefore, by using ultrahigh tensile strength and hot-stamped materials with four to five times the strength ofordinary steel plates, the thickness of the plates can be reduced and lightened, while the safety is ensured at the same time by the highstrength of these materials. In addition, we are working to further reduce weight by using aluminum inparts that have little impact on safety. By combining various materials such as steel and aluminum and
G-TEKT multi-material bodyusing the right material in the right place, a multi-material body with light weight and sufficient strength
can be created. G-TEKT will contribute to environmental performance by reducing auto body frame
weight, making a full use of steel plate processing and joining technologies for each material that wehave cultivated.

Financial and Non-financial Highlights

Financial Highlights

Net sales

Operating income (Hundred million yen)
Operating margin (%)(Hundred million yen)

2,556
2,207
1,938

2,061

Ordinary income (Hundred million yen)
Ordinary margin (%)
174

168

2,198

144
128
96

7.0

5.8

143
6.5

2015

2016

2017

2018 (FY)

2014

115
97
76

47

4.7

6.8

5.2

4.6

2015

2016

2017

2018 (FY)

2014

2016

2017

2018 (FY)

Ordinary margin

Total assets (Hundred million yen)
Net assets (Hundred million yen)

(Yen)

264.281052015

Ordinary income

Operating margin

Profit per share

2,277

243.11222.46

5.3

6.6

90

Operating income

Net income attributable to owners of parent (Hundred million yen)
Ratio of net income attributable to owners of parent (%)

7.0

114

6.6

5.0

2014

146

144

2,153

2,086

2,249

2,253

172.93
4.1

3.4

1,160

1,193

1,148

1,335

1,305

106.01

2.4

2014

2015

2016

2017

2014

2018 (FY)

2015

2016

2017

2018 (FY)2014

Net income attributable to owners of parent
Ratio of net income attributable to owners of parent

2015

Total assets

Equity ratio

ROA

ROE

(%)

(%)

(%)

2016

2017

2018 (FY)Net assets

7.7
6.8
46.0

48.1

51.5

52.6

6.7
9.2

53.9

5.1

10.2
8.7

7.3

4.3
4.8

2014

2015

2016

2017

2018 (FY)

2014

2015

2016

2017

2018 (FY)

Research and development expenses

Interest-bearing liabilities(Hundred million yen)(Hundred million yen)

24
21

2014

2017

46

552

20

457

289

24
212

9 G-TEKT CORPORATION

20172018 (FY)

2014

2015

39

36

282

2016

2018 (FY)

Cash dividends per share (Yen)Dividend payout ratio (%)

18.5

2015

2016

22

17

2014

2015

2016

2017

2018 (FY)

2014

32
18.9
16.2

2015

14.8

2016

16.6

2017

Cash dividends per share2018 (FY)Dividend payout ratio

Business performance highlights

Non-financial Highlights

Greenhouses gas (GHG) emissions

Weight of waste materials released

Water usage(t-CO2)(t)(m2)

17,47916,082756

16,152(Million yen)

58,53855,943700

Environmental accounting (cost)
60,354338

イン ト ロ ダ ク シ ョ ン

Environmental Indicators

622
245
200

2017

2018 (FY)

2016

2017

2018 (FY)

2016

2017

2018 (FY)

2016

2017

2018 (FY)Social Indicators
Number of employees (persons)
Number of female employees (persons)Female ratio (%)
1,181

1,170

Education and training expenses per person(Yen)

52,153

1,172

10.9

* Childcare leave programunique to G-TEKT(implemented in FY2016)

44

33

39

8.9

9

54.0

48.5

7.8

8
2

58.0

30

7

ジーテクトの

7.5

Number of employees taking childcare absence from work (persons)
Number of employees taking childcare leave* (persons)

10.0

45,911
41,4697.5

Number of days of paid vacation taken (days)
Ratio of paid vacation taken (%)

5

4
6
88

2

92

2016

2016
2017
2018 (FY)
Number of employees
Number of female employees
Female ratio

20172018 (FY)

5

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3

2016
2017
2018 (FY)Childcare absence from work (female) Childcare leave (male)Childcare absence from work (male)Childcare leave (female)

2016
2017
2018 (FY)
Number of days of paid vacation taken
Ratio of paid vacation taken

マネジメント88

ジーテクトについて

2016

Other Non-financial DataClassification

Environment-related complaints
Biodiversity conservation
expenditure*1
Number of foreign employees
Number of female managers andofficers
Number of foreigner managers
and officers

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

Nil

¥3.45 million¥4.08 million¥3.15 million

9 persons

7 persons

7 persons

0 persons

0 persons

0 persons

0 persons

0 persons

0 personsAverage monthly overtime hours

26.0 hours/month23.0 hours/month

28.35 hours/month

Personnel leaving employment
statusNumber and ratio of disabled
persons employed
Number of employees on leave
due to accident
Number of employees on mental
health leave

39 persons(37 men, 2 women)

42 persons(40 men, 2 women)

33 persons(31 men, 2 women)

24 persons, 2.1%

25 persons, 2.1%

25 persons, 1.93%

1 persons

1 persons

1 persons

5 persons

9 persons

9 persons*including ¥5 million Kumamoto
earthquake donation¥1.78 million*¥5 million West Japan floods
and landslides donation

¥0

¥0

¥0

Not applicableNot applicableNot applicable

14 cases

27 cases

21 cases

Nil

Nil

Nil

Expenditure on social contribution
activities*2

Governance

FY2018(actual)March 31, 2019

Expenditure on political donations
and lobbying activities
Measures against conflictminerals
Whistleblowing incidents
Number of violations of domestic/
overseas laws & regulations¥8.43 million¥8.60 million*1: Included in environmental accounting *2: External expenditure only

G-TEKT CORPORATION 10

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第三者意見

Social

FY2017(actual)March 31, 2018

活動報告

Environment

Violations of environmental laws &regulations
Environmental problems(accidents, contamination)

FY2016(actual)March 31, 2017

G-TEKT’s CSR Management

Fundamental Policies on CSR
The Company will help solve social issues through business activities and seek to achievesustained growth together with society.

G-TEKT Group’s Structure to Promote CSR Activities
G-TEKT is structured to promote CSR activities based on an organization that cuts across the entire Company, in which a total of
approximately 60 CSR Leaders (including responsible persons and working-level staff) are assigned in Japan and overseas.
Management-level staff hold the “Global CSR Conference” at least once a year to share the issues of the whole Group including overseas
bases and discuss the direction of the activities. Working-level staff hold the “CSR Leaders’ Conference” four times a year, for which aframework is in place to share CSR activities’ achievements and challenges, and distribute the details of these Conferences to overseas CSR
Leaders, and deal with matters as common issues.

Diagram of CSR promotion structure

Board of Directors
Executive Board

CSR Leaders’Conference

CSR Leaders(7 persons)Regional Operations (Europe)

Regional Operations (Asia)

Regional Operations (China)

Regional Operations (South America)

Overseas Business Division

Purchasing DivisionCorporate Management Operations

Quality Assurance Operations

Sales Division

Technical Division

Production Division

Central Safety and Health Committee

CSR Leaders(7 persons)Regional Operations (North America)

Chair: President
Secretariat: Corporate Business Planning DivisionObjective: To discuss achievements, challenges and future
policies of CSR activities of the entire Group

President

Central Environmental Promotion Committee

Corporate Governance Committee

Global CSR Conference

CSR Leaders(36 persons)Relationships with Stakeholders
Customers
We will remain a trustworthy partner of our customers, to whom we deliver our products, by providing the desired products in the desired quantities at the desired time.

Customers

Employees

Shareholders
andinvestors

Employees

Based on the principle of respecting human dignity, we will endeavor toestablish a safe, secure and lively workplace that provides each employeewith job satisfaction and does not permit harassment of any kind.

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

Clients

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

Shareholders and investors
We will strive to enhance our corporate value and achieve an appropriate
share price by actively establishing opportunities for dialogues with ourshareholders and investors based on our commitment to prompt and fairdisclosure.
11 G-TEKT CORPORATION

G-TEKT corporate social responsibility management

We believe that the G-TEKT Group should engage in business activities while understanding the social impact of its business activities,
managing the possibility of having such an impact as well as controlling the impact itself. Based on such view, we identified the material
aspects as of 2016 in consideration of the characteristics of G-TEKT’s business, while seeking the opinions of stakeholders. We haveorganized and enhanced the method of managing material issues that have been identified, and integrated them into the policies for the third
Medium-term Plan.

STEP

1

STEP

2

STEP

3

STEP

Issues from G-TEKT’s
business strategy

Examination ofdegree of importance

Identify a wide range of
CSR issues and sort theissues from the stakeholders’ point of view based onsocial roles

Find CSR-related issues
from the Management
Principles, businessstrategies, etc.

Examine the materiality ofissues revealed fromstakeholders’ expectations, G-TEKT’s management strategies, etc.

Confirmation of
appropriateness ofmaterial issues
Evaluate key issues
identified with management

STEP

5

Identification ofmaterial issues
Material issues that havebeen identified

ジーテクトについて

Clarification ofsocial issues

4

イン ト ロ ダ ク シ ョ ン

Process for Identifying Material Issues

ReviewDevelopment ofenvironmentally-friendly
products and technologies

Enhancement of corporate
governanceIn order to realize a sustainable society, the task of tackling climate change risks is a major corporate social responsibility.
G-TEKT not only proactively engages in initiatives to reducegreenhouses gas (GHG) released through its businesses in a systematic manner, but also endeavors to reduce the environmental
burden in the value chain.

Conducting Self-inspection of CSR
In order to raise the level of CSR activities of the G-TEKT Group as a whole, we conduct self-inspections. Once a year, we conduct selfinspections by distributing a check sheet of CSR initiatives to our domestic headquarters and overseas offices. In response to changes in thebusiness environment in the previous fiscal year, we have revised check sheets with some additions and modifications, so that they can becompared company-wide. For this reason, we are unable to make a simple comparison with the fiscal year before last, but as a result of selfinspection, we could see there was a general improvement trend. Regarding the areas of weakness that have become apparent, we arefollowing up by providing advices, etc., taking into account the conditions in each country.

G-TEKT CORPORATION 12

C
S
R

第三者意見

We put a great deal of effort into company-led talent development at G-TEKT, where various talent development programs areavailable for all employees from new to experienced personnel.
Under the idea that a company cannot grow without growing its
people, in order to be a company that undergoes sustained
growth and evolution, G-TEKT is committed to treating each andevery employee as an individual.

Environmental
management

2
4

C
S
R

活動報告

1
3

Automobiles created from G-TEKT’s business are one of the products that require utmost consideration for the environment. In
particular, the fuel efficiency of an automobile is greatly influenced
by its weight, so reduction of body weight is a major challenge. At
G-TEKT, we manufacture products with a low environmental burden
by reducing the body weight without compromising its performanceby applying G-TEKT’s proprietary design concepts and weight
reduction technologies.

マネジメントWe recognize that in particular, the enhancement of the Group’s
governance and the maintenance of a sound governance structure are extremely important issues for G-TEKT, a global corporation with affiliates all over the world. Given this, in addition to theperiodical reviews of states of governance structures in our domestic and overseas subsidiaries by using a checklist, etc., weshare issues and plan to implement improvement measures between the headquarters and those subsidiaries, with the goal of
maintaining and enhancing the level of governance.

Talent development

ジーテクトのFour material issues that have been identified

CSR activities

Outline of CSR Activities (Plan and Results)
Centering on seven themes that are defined as basic areas of CSR activities, G-TEKT is working on the identified four material issues andother items to be addressed for the promotion of CSR activities. To visualize these diverse activities, we have summarized the results of our
FY2018 activities and their evaluations in the table below. Based on a review of the previous fiscal year, we will set targets and measures for
FY2019 and promote further CSR activities.

Theme

Environment

Environment

Items to be addressed

Main targets and measures for FY2018

Environmental management

Acquisition of ISO14001 EMS certification in expanded
examination

Development of environmentally-friendly products andtechnologies

Establishment of mass production technology for aluminum

Zero environmental problems

Compliance with environmental laws and regulations, achieve
leakage and complaints: 0 incidents
Management of related laws and regulations through a checklist oflaws and regulations

Reduction of greenhouse gas (GHG) emissions per unit ofsales

Improvement in emissions per unit of sales by 9% compared to
FY2013

Reduction of waste generation

Reduction by promotion of 3R activities by each base

Reduction of water resource usage

Maintaining FY2017 usage rate

Biodiversity initiatives

At least one activity per plant
Incidence rate of occupational accidents without lost workdays:
3.4 for the full year
Lost workday occupational accidents (1 day or more): 0 incidents

Safety in the workplace
Forklift damage incidents: 9 incidents or less
Traffic accidents (at fault or one-car): 14 incidents or less

Safety andhealthSocialRegular health checkups, special health checkups

Consultation rate: 100%

Medical checkups

Consultation rate: 100%

Conduct stress checks

Response rate: 100%

Elimination of traffic accidents during commuting andbusiness trips

Implementation of traffic safety seminars

Emergency call safety confirmation training

4 times/year, response rate within 24 hours: 100%

Talent development

Implementation of rank-by-rank training sessions
Implementation of selective training (female leaders, overseas
assignments and next-generation managers) Correspondence
courses and e-learning

Human rights
and labor

Initiatives to promote paid vacation
Creating a comfortable working environment

Efforts to reduce overtime hours
Promotion of diversity

Social contribution Interaction with local communities
Quality

Corporate
governance

Governance
Information
management

13 G-TEKT CORPORATIONAt least one activity per plant

Renewal and acquisition promotion of IATF16949 (quality
management system)

Update from ISO/TS to IATF16949

Strengthening of corporate governance

Establishment of compliance guidelines
Implementation of compliance training“Our Code of Conduct” read once a year

IR activities

IR activities for investors

Corporate governance self-inspection

Self-inspection using a check sheet once a year

Retention and management of confidential information, Our “Ten Commandments of Information Management” read once a
Code of ConductyearCorporate social responsibility activities

★
◎
○
▲
■

110% or more
100% or more, less than 110%95% or more, less than 100%80% or more, less than 95%
Less than 80%

Main activities and results in FY2018

Assessment：Material issues

イン ト ロ ダ ク シ ョ ン

Degree of achievement:

Main targets and measures for FY2019

Completed technology standard of aluminum processing mold
Completed technical standard for aluminum joining◎

Maintenance of quality standards for aluminum components

Violation of environmental laws and regulations: 0 incidents, Leakage and complaints: 0
incidents
Updating of laws and regulations checklists◎

Compliance with environmental laws and regulations, Leakage andcomplaints: 0 incidents
Updating of laws and regulations checklists

Improvement of 8.1% compared to FY2013▲

Improvement of emissions per unit of sales by 9% compared to
FY2013

Promotion of waste separation-11% compared to FY2017◎

Maintain emissions per unit of sales compared to FY2017-10% compared to FY2017★

Maintain usage per unit of sales compared to FY2017

Twice-yearly tree-planting and pruning activities
Acquired “three-star rating in the Shiga Biodiversity Initiative Certification” for our
regular activities★

Continuation of activities

Actual results: 9.86■

Less than or equal to 3.4
Continuation of safety education and review of content

2 incidents■

0 incidents
Continuation of safety education and review of content

26 incidents■

Less than or equal to 12 incidents
Continuation of safety education and review of content

15 incidents■

Less than or equal to 7 incidents
Continuation of safety education and review of content

Results: 98.2%○

Target: 100% consultation rate
Follow-up of unexamined people

Results: 98%○

Target: 100% consultation rate
Follow-up of unexamined people

Results: 96.2%○

Target: 100% response rate
Review of informing methods

Implementation of seminars
Participation in the drivers’ competition◎

Continuing education on safe driving
Conduct awareness-raising activities

Conducting regular training(91% first time, 94% second time, 97% third time, 96% fourth time)○Continuation of training
Review of methods to inform* Details are on a separate page◎

Implementation of training programs based on talent development
plans

Implementation of the annual paid leave plan at the beginning of the fiscal year
(performance 58%)◎

Introduction of 5-day consecutive paid leave system

Results: average 28.35 hours/month◎

Continuation of activities

Active recruitment of female employees (recruitment ratio: 11.4%)
Promotion of senior participation
Job creation for disabled persons○

Establishment of the Diversity Promotion Committee
Employ 4 or more female employees

Plan for beautification activities in all areas and forest planting activities, etc.,
Implementation rate: 100%◎

Continuation of activities

Completion of renewal of all domestic business locations
Promote renewal of overseas business locations○

Complete renewal of overseas business locations

Completion of domestic guidelines formulation and implementation
Formulation of guidelines for overseas subsidiaries
Implementation of harassment training
Implementation of reading by all employees◎

Review and unify guidelines for each overseas subsidiary
Implement compliance training to raise anti-fraud awareness
Revise and continue to read “Our Code of Conduct”

Held 34 times a year◎

Continuation of activities

Conducting self-inspection (April, 2019)◎

Review of check sheet and self-inspection method
Follow-up of areas of weakness

Reading of “Ten Commandments of Information Management”◎

Implement “Ten Commandments of Information Management”
reading once a year
Strengthen global confidentiality

CS
R

マネジメント

Promote and maintain EMS in domestic business locations andpromote 100% acquisition in overseas business locations

ジーテクトの◎ジーテクトについて

Acquired expanded certification for headquarters, GTL and C&C Tochigi in Japan

第三者意見

G-TEKT CORPORATION 14

活動報告

C
S
R

CSR activities Corporate GovernanceCorporate Governance
As a global business enterprise, we are endeavoring to raise the standards of governance on agroup-wide scale.

Fundamental Policies on Corporate GovernanceCompliance with the Corporate Governance CodeG-T E KT a ck n o w l e d g e s th e i m p o r ta n c e o f m a n a g em ent as acompany with social responsibility in order to become a company
in which customers, employees, shareholders, investors andsociety place high expectations. We also recognize that one of the
top-priority management issues is to develop an organization andframework to ensure transparent, speedy, fair and bold decisionmaking in consideration of risks, and to build a relationship basedon trust with all stakeholders.
We will seek to attain sustained growth and improve corporate
value in the medium and long run by implementing corporate
governance more effectively and making ongoing improvement efforts.

Our Corporate Governance Code has been established with theaim 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 implementationp ol i c y r egar d i n g c or p or at e gov er n an c e, f or t he pu r p o se o f
es t ab l i s hi ng a s t r uc t u r e of g ov er nanc e t hat w ou l d be m o steffective 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.

URL T
 o view our Fundamental Policies on Corporate
Governance, please check the following link:

URL T
 o view our Corporate Governance Report,
please check the following link:

https://www.g-tekt.jp/company/pdf/governance_guideline.pdf

https://www.g-tekt.jp/company/pdf/governance_report.pdf

Business Administration Structure●Corporate Governance Structure

General Meeting of Shareholders
Election anddismissal

ReportConsultation

Advisory Committee
Chair: Lead Independent
Outside Director

ReportBoard of Directors
Chair: President

Election anddismissal
Auditing

Election anddismissal

Audit andCooperation
Supervisory Board

Accounting
Auditor

Auditing

G-TEKT’s
Philosophy

Report andsubmission

Business
Auditing Office

Corporate Governance Committee

Compliance
Sub-Committee
Deployment,
promotionand proposalof measures

Reportingandinformation
sharing

Report andsubmission

Risk Management
Sub-Committee
Deployment,
promotionand proposalof measures

Reportingandinformation
sharing

Corporate Ethics
OfficeProposals

Report and Deployment
submission of policies

Replies

Deploymentof policies

Business auditing

Deployment ofpolicies

Report and submission
ReportChair: Chief Executive Officer

Cooperation

Report andsubmission

Executive Board

Realization

Internal Control System for Business Execution

Formulation of fundamental
policies of internal control

Our Code of Conduct

15 G-TEKT CORPORATION

Headquarters and plants

Overseas subsidiaries

Self-examination

Corporate social responsibility activities Corporate governance

G-TEKT CORPORATION 16

C
S
R

第三者意見

The Company has established independence standards that arestricter than the standards of the Tokyo Stock Exchange,
referencing the use of voting rights standards of overseas voting

G-TEK T conducts an annual questionnaire survey targeted at
Members of the Board who constitute the Board of Directors and Audit
and Supervisory Board Members on the effectiveness of the Board of
Directors, and shares the survey findings with the Board of Directors.
As a result of monitoring the status of improvement of eachissue with the same questions over the past three years, it has
been confirmed that the status of deliberations on importantmatters and supervision on the operation of internal control has
been effectively developed and implemented. On the other hand,issues remained regarding the diversity and number of the Boardof Directors as well as the training of Directors and Audit andSupervisory Board Members.
In light of these issues, the Company reviewed the composition of
the Board of Directors significantly and plans to expand the provisionof information on the Company’s business activities to newly
appointed officers. We will continue to further work on improvement
initiatives to enhance the effectiveness of the Board of Directors.

活動報告

Independence of Outside Members of the Board
and Outside Audit and Supervisory Board Members

Evaluation of Effectiveness of the Board of Directors

CSR

マネジメントG-TEKT has adopted an audit and supervisory board system. The
Aud i t a n d Su p e r vi s or y B o a r d i s c o m p r i s e d o f fo u r A u d i t andSupervisory Board Members. Fulltime Audit and Supervisory
Board Members (two persons) who are familiar with theCompany’s business take on the role of collecting informationnecessary for audits, and the Outside Audit and Supervisory Board
Members (two persons) bring advanced expertise to audits basedon their knowledge of finance, accounting, legal affairs, etc. In
doing so, they are responsible for appropriate and useful
deliberation and supervision and auditing of execution.

The Company’s officers remuneration system is designed toenhance their incentives to improve not only short term but also
mid- and long-term performance in order to enable continuous
improvements of corporate value.
In addition to basic remuneration, which is a fixed amount of
remuneration, the Company has introduced a bonus system that is
linked to single-year results (operating income) as an incentive toof f i c er s w ho l ead m an ag em ent . Th e s p ec i f i c al l oc at i on i s
c al c ul at ed by m u l t i pl y i ng t h e bas e am oun t ac c or di ng t o t h eposition by a coefficient according to the degree of contribution
and, in order to ensure objectivity and transparency, deliberated
by the Advisory Committee chaired by the Lead Independent
Outside Director, and based on these results decisions are madeby resolution of the Board of Directors.
In addition, we have introduced a performance-linked stock
remuneration system. With stock remuneration, remuneration islinked to stock value, and profits and risks due to fluctuations in
s t oc k p r i c es ar e s har ed w i t h s h ar eh ol der s . Th i s r ai s es t h e
aw ar enes s of D i r ec t or s t o c on t r i bu t e t o t he i m p r ov em en t of
medium/long-term business performance and the increase incorporate value. The remuneration is paid in accordance with therules decided by the Board of Directors within a remuneration
framework that differs from fixed remuneration and bonuses.

ジーテクトのFunctions and Composition of the Audit andSupervisory Board

Officers Remuneration System

ジーテクトについて

In the automotive industry, which is said to have entered a once-ina-century transition period, companies must transform into
organizations with a decision-making system based on morediversified perspectives in order to respond to rapid changes.
T h e r e f o r e , we h a v e r e c e n tl y r e v i e w e d th e s tr u c tu r e an dfunctions of the Board of Directors significantly, aiming to make itslim and diversified.
With respect to the composition of the Board of Directors,
under the basic policy of having Independent Outside Directors ina small number at the ratio equal to or greater than one third, thenumber of Directors has been reduced from nine to five, and twoof the five directors are Outside Directors in order to better reflect
the “external perspective” of Outside Directors.
In addition, from the perspective of diversity, we have appointed
Ms. Rieko Inaba as the Company’s first female Director (Outside
Director) from FY2019. She is the Company’s first director who has
the background of a researcher at a university, and is expected to
be able to shed new light into the Company’s management.
In terms of functions, we have transferred the authority
regarding business execution decisions to the Executive Board sothat the Board of Directors can focus on discussing issues related
to the big picture such as the direction of management. Meanwhile,
as a company with an Audit and Supervisory Board, we establishedobjective criteria for important matters within the scope of laws
and regulations and the Articles of Incorporation of the Company.
I n a d d i t i o n , we r e v i e w e d th e r e p o r ti n g s ta n d a r d s o f t he
executive officers for the Board of Directors and established asystem in which the secretariat provided timely information on thecontents of the Executive Board meeting and provided necessary
information for the oversight of business execution.

advisory companies. Outside officers of the Company, exclude
major shareholders, business partners, main banks and otherp eopl e w h o c om e f r om t h es e gr ou ps , an d w e i n v i t e h i g hl y
independent personnel cannot be influenced to ensure a higher
degree of transparency as a company.

イン ト ロ ダ ク シ ョ ン

Functions and Composition of the Board of Directors

CSR activities Corporate GovernanceCompliance and Risk Management

Compliance Structure andRisk Management Structure

Efforts to Establish Global Governance

G-TEKT has established the Corporate Governance Committee
consisting of a compliance officer and risk management officer
in-house, for the purpose of building a sound business operation
structure that complies with various relevant laws and regulations
upon promoting business activities and is capable of properly
tackling conceivable business risks. We have also established theCompliance Sub-Committee and Risk Management SubCommittee which consist of the respective officers and workinglevel staff in charge, in an effort to develop compliance and risk
management structures.

Compliance Efforts
Since we have the highest respect for compliance, we endeavor toact conscientiously at all times in compliance with every law,internal regulation and any other rule as a matter of social norm.
L o o k i n g a t c o m p l i a n c e fr o m th e p e r s p e c ti v e o f m eet i n g t he
expectations of our stakeholders, we have established “Our Codeof Conduct” as the code to be followed by each employee so as toact with high ethical standards, and we are ensuring that ouremployees are familiar with the Code. In addition to activities that
promote the spread and establishment of compliance, we will
engage in 信ongoing improvement to prevent and/or promptly
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。社 触 れ てして の常識 す「う。
取締役会
監査役会 会計監査人
もしわたしは、企業活動を通じて、社会の一員として社会貢献活
会規
管
いな
いな
が社
、判
範」
い様
いか
理
会の
監査
コミュニケーション
は問い 動へ積極的に参加します。
断
内部統制
機
かけ に迷 常に注 常識と 時代と 々 な ケ
基本方針
報告・上程
っ
構
意
か
社会との融合と調和を図るために
共
ー
て
た場
し
け
策定
に
監
くだ
ス
情報管理
G-TEKT合は なけれ 離れて 変化し と 遭
査
さい
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、、わ
ばな
いな
フィロソフィー
ます 遇。
お客様や取引先からの情報を適切に管理するためにたしいり。
地域社会からの苦情に速やかに対処します。
たち ません か、法わたしは、企業活動を通じて知り得た情報を適切に管理すると
経営会議
律に
。
の良
識を
共に、社内規程等に則り、インサイダー取引は行いません。
代表取締役社長
自
方針展開

執
行
の
内
部
統
制
シ
ス
テ
ム

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

わ

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。

安全衛生

分自

身に

安全で快適に過ごすために
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。

プライバシー保護た

行 動し た ち の指針

わたしたちの行動指針

G-TEKTフィロソフィー

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。

G-TEKT and its subsidiaries share the basic approach to corporate
governance and are enhancing the autonomous and responsible
corporate governance structure tailored to the laws andregulations of each country, the local business environment, etc.
Fur t her m or e, r e s p on s ib l e per s ons a t t he s ub s i di ar i e s a r e
appointed as members of G-TEKT’s Compliance Sub-Committee
and Risk Management Sub-Committee, with the aim of improving
compliance and risk management of the G-TEKT Group as a whole.
In the field of compliance, we have established the guideline toi m pl em ent at eac h b us i nes s l oc at i on t he G r ou p’ s c o m m o nfundamental policies against bribery, cartels, forced labor andchild labor that we have established in the previous fiscal year. In
the field of risk management, we have prepared a risk map withrespect to each country where G-TEKT has a presence, based on
which measures against serious risks are being promoted.

Establishment of Corporate Ethics Office(Corporate Ethics Hotlines)
We have established an internal whistleblowing office to take callsfrom employees seeking advice and receive proposals onv i ol at i ons of l aw s and r eg ul at i on s and b r eac h es of i n te r n a lregulations and the Code of Conduct in corporate activities.
Also, in order to develop an environment where it is easier toseek advice, we have established an external advisory officewhere an adviser outside of G-TEKT receives calls. We haveestablished the “Regulations on the Operations of Corporate
Ethics Office” to thoroughly protect whistleblowers and others
anonymously by prohibiting unfavorable treatment ofwhistleblowers and those who have cooperated in confirming thefacts regarding the report, and to accept anonymous reporting.
●Flow of corporate ethics hotline

Whistleblower

時間管理(Report)

明るく元気で若々しい職場を保つために
わたしは、予定時間内に仕事を完結するように努め、時間を大切にします。

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201
1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
201 年10月
4年
理改善提案窓口に報告いたします。
１日

２月

グローバル

１日 発行
改定

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 ethics
hotline“Our Code of Conduct”

Corporate Ethics Office(Report)Compliance Officer

Audit and Supervisory Board Member

Information received from the whistleblower is received at the
C or por at e E t hi c s O f f i c e an d i s i m m edi at el y r epor t e d to th ecompliance officer and Audit and Supervisory Board Members.

17 G-TEKT CORPORATIONCorporate social responsibility activities Corporate governance

Information Security

Objectives and Fundamental Policies on
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 informa tion securit y systems andstructures capable of adapting to changes and trends over time.

イン ト ロ ダ ク シ ョ ン

Risk Management Efforts
We are striving to identify, analyze and appropriately control thevarious risks surrounding our business in order to ensure soundexecution of our business activities. Although the risks related to ourbusiness operations are diversifying and becoming more difficult toma na ge, w e a r e pr omo t ing r is k ma na gemen t a c t i v i t ie s b yestablishing a Risk Management Sub-Committee under the Corporate
Governance Committee for the purpose of ensuring the appropriatemonitoring of risk situations, companywide measures regarding risk
management issues and horizontal deployment of measures.

Fundamental Policies
The fundamental policies for protecting the Company’s
information assets shall be set as follows:

With a strong awareness of our corporate responsibility (social
responsibility), we are implementing, maintaining and managing abusiness continuity plan (BCP) that we have formulated at eachbusiness location in Japan, in order to quickly resume the supply
of merchandise and provision of services, and to protect theinterests of our stakeholders (e.g., customers, suppliers, local
communities, shareholders, employees) even under difficult
circumstances in the event of a large-scale disaster.

● All actions shall be taken with the understanding of therisks of information leakage.
● G-TEKT employees worldwide shall manage informationand prevent information leakage under the same security policies regardless of the location or the technologies
in use.

ジーテクトについて

Formulation of Business Continuity Plan (BCP)● Cases of information leakage and other risk information
shall be shared worldwide, reflected in the security policies and used to prevent the occurrence or recurrenceof information leakage at G-TEKT.

● Changes in the social environment shall be addressed
expeditiously and measures shall be taken in anticipation of future needs.

Education on Information Security

CSR

マネジメント● The security policies shall be reviewed and revised constantly.

ジーテクトの● The approach as set forth in the security policies shallbe observed when establishing a new system or structure relating to information management or processing.

Confidential information of our clients and our own company,“Crisis Response Guide”

C
S
R

活動報告

personal information of our employees and various otherinformation that must not be divulged to the outside world exist in
vast amounts in the course of our business operations. Since it isbelieved that the leakage and other mismanagement of
information are basically largely attributable to a decline inem p l oy ee aw ar enes s on i n f or m at i on s ec ur i t y , w e r egu l ar l y
educate our employees on information security in order to prevent
information leakage. Regarding the method of education, we areconducting reading of the “Ten Commandments of Information
Management”, which summarize the gist of the security policies.

第三者意見

G-TEKT CORPORATION 18

CSR activities Environmental Approach

Environmental Management
G-TEKT is endeavoring to reduce its environmental burden associated with its business activities,
based on the view that conservation of the global environment is a matter of top priority.

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 thenext generation, it shall strive to both engage in environmentally considerate business activities
and help 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 andestablish 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 thepurposes, 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 in community- or society-based environmental conservation activities.

G-TEKT Group’s Environmental Management Structures
G-TEKT considers the global environmental issue to be a problemof the highest priority that should be addressed by a company andh a s b e e n wo r k i n g to a c q u i r e th e I S O 1 4 0 0 1 e n v i r on m en t al
management system (EMS) certification since 1998. Each plant ismaking ongoing efforts to promote environmental compliance andTochigi, to manage matters related to company-wide global
environmental improvement activities.
In FY2018, we conducted an expanded examination at theheadquarters, C&C Tochigi and GTL (G-TEKT Tokyo Lab), and thecertification acquisition rate is now 100% (based on number of

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 additionalb u s i n e s s l o c a ti o n s , s p e c i fi c a l l y th e h e a d q u a r ter s and C & C

business locations) in Japan.
Furthermore, since April 2017, we have been holding the“Global CSR Conference” periodically in an effort to strengthen
our environmental management worldwide as well as to sharei nf or m at i on w i t h eac h C h i ef O per at i n g O f f i c er f or R eg i o n a l
Operations overseas.

●G-TEKT Domestic Environmental Management Structure●Global Environmental Management Structure
Japan

Central Environmental Promotion Committee
Environmental Management Promotion Manager (Deputy Director, Production Division)
General Secretariat

Chief Global
Environmental Manager
Chairman ofCentral Environmental
Promotion Committee
Secretariat,
Secretariat Central Environmental
Promotion Committee

Chief Regional Environmental Manager
Director, Production Division

North America Chief Regional Environmental Manager
Chief Operating Officer for Regional Operations (North America)
Regions

Chief Environmental Manager (Director, Production Division)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)

Environmental Committeesof the Four Plants

Environmental Committee of
the Two Business Locations

Asia

Chief Regional Environmental Manager
Chief Operating Officer for Regional Operations (Asia)

Chief Manager (Plant Manager)

Chief Manager (Director)

China

Chief Regional Environmental Manager
Chief Operating Officer for Regional Operations (China)

Environmental Manager

Environmental Manager

Secretariat of the Plant
Environmental Committee
Members

19 G-TEKT CORPORATION

Secretariat of the Business Location
Environmental Committee
Members

Percentage of sites with ISO14001:2015 certification(based on number of business locations)Japan:

100%

Overseas:89%Corporate social responsibility activities

Environment

We are establishing environmental goals and engaging in ongoing improvement activities pursuant to environmental activity plans designed toachieve the goals.

[2020 Vision G4-20]
Green (Environment/Safety/Social contribution)
Deployment of an eco-friendly and safety
conscious business[Environmental goals of eachbusiness location]

Reduction of environmental burden andenvironmental risks

1. Prevention of water pollution
2. Prevention of factory noise and vibrations
3. Reduction of energy consumption
4. Reduce waste (3R)
5. Contribution to local communities

Third Mid-term Target and Actual Figures

Target/ActualDescription
Reduction of greenhousesgas (GHG) emissions perunit of sales

Production

TargetActual

FY2017FY2018FY2019Improve by 9% (from FY2013) Improve by 9% (from FY2013) Improve by 9% (from FY2013)
Improved by 2.3%

Improved by 8.1%

Assessment

Reduction of usage ofwater resources

TargetMake preparations to set target Maintaining FY2017 usage rate Continue reduction activities

ActualResearched past results

Improved by 10%

Comply with environmental laws and regulations

Continue efforts

Maintain certification

Assessment

At least one activity per plant

ActualImplemented forestation activities, etc. Implemented forestation activities, etc.

Continue efforts

Continue efforts

Assessment

Dissemination of information to society

TargetIssue CSR Report 2017

Issue CSR Report 2018

ActualIssuedIssuedIssue CSR Report 2019

C
S
R

活動報告

Corporate
activities

TargetC
S
R

マネジメント

TargetContinue efforts
Prevention of noise, vibration, water
Achieve zero leakage and zero complaints
pollution, soil pollution, atmospheric
Actual Had no environmental issues Had no environmental issues
pollution, waste disposal, and otherenvironmental
problems
Environmental
Assessment
management
TargetMake preparations
Acquire certification in expanded examination
Acquisition of 2015 ISO 14001
ActualReviewed documents Completed certification at 3 locations
EMS certification(Headquarters, GTL, C&C Tochigi)

ジーテクトのAssessment

Establishment of community contribution activities(Biodiversity measures)

ジーテクトについて

Area[High-Priority CorporateGoal]

イン ト ロ ダ ク シ ョ ン

G-TEKT Environmental Road Map

Assessment

Material Flow (*Actual figures for FY2018)

Environmental Accounting(Million yen)

INPUT

G-TEKT

Energy input
42,839MWh

LPG    121t

Heavy oil A    158kℓ

Diesel oil     90kℓ

Kerosene     38kℓ

Gasoline      2kℓ

Fuel supply (Corporate vehicles)
Gasoline     80kℓ

Diesel oil      1kℓ

Water resources
Clean water

Design & Development
Sales

Iron materials purchased 161,295t

CO2

1,050t-CO2

Indirect emissions (Scope 2)CO216,193t-CO2

Purchasing
Administration
Production
Pressing & Welding
Machining & Processing

60,354m3

Raw materials

Direct emissions (Scope 1)

Internal transport(Corporate vehicles)

Emissions associated with business trips(Scope 3, Category 6)
CO2   188t-CO2

Drainage

42,248m3

Industrial waste (quantity generated)   622t

FY2018Investment amount Expense amount
Business area cost
85.3
33.5
(Pollution prevention cost)–
2.1(Global environmental conservation cost)
85.3
2.7(Resource recycling cost)–
28.5
Upstream/downstream costs
1.1
61.6
Administration cost–
64.6
R&D cost–
36.9
Social activity cost–
3.9
Environmental remediation cost
–
–
Total
86.4
200.7
* Data was collected by including business locations in Japan into the scope of environmental accounting by using“Environmental Accounting Guidelines 2018” of the Ministryof the Environment as reference.

G-TEKT CORPORATION 20

第三者意見Electricity

OUTPUTCSR activities Environmental Approach

Global Environmental Burden Data
In order to reduce environmental burden in all areas of our corporate business activities, the G-TEKT Group is working to reduce energy
consumption and waste at each of its business locations.
In FY2018, sales in Japan, Europe and China were strong, resulting in an increase in energy consumption due to production, while theamount of CO2 emissions from electricity use (scope 2) increased by 6% year-on-year. Going forward, we will continue to promote initiatives
to improve the environment, such as the use of renewable energy, and strive to reduce CO 2 emissions.

Scope of Coverage“Environmental burden data” includes data on the activities of 20 companies in conjunction with G-TEKT and its overseas consolidated
subsidiaries and affiliates accounted for using the equity method (calculated at 50%).

Greenhouses Gas Emissions
CO2 emissions (t)Direct emissions (scope 1)CO2 emissions (t)14,00012,000Indirect emissions (scope 2)

140,000

11,400120,000

9,966

10,000

7,500

8,000

9,594

China

7,869

5,247

6,000

100,000

112,704

119,631

China

80,000Asia

Europe60,000EuropeNorth America

2,000

91,196107,268

Asia
South America

4,000

105,081
95,100South America

40,000

North America

20,000

Japan

Japan

0

0

2013

2014

2015

2016

2017

2018

2013

FY

2014

2015

2016

2017

2018

FY

Scope 1:
Direct emission of greenhouse gases from corporate activities (energy use by combustion of heavy oil A, diesel oil, kerosene, gasoline, LPG and natural gas, including emissions from fuel consumption of LPG, gasoline, diesel oil used for forklifts).

Scope 2:
Indirect emissions of greenhouse gases from corporate activities (use of electricity energy).
Japan uses the emission factor (0.378t-CO 2 /MWh) based on the Act on Promotion of Global Warming Countermeasures, and countries outside Japan uses theemission factor of 2008 in IEA’s CO2 Emissions from Fuel Combustion.

Water Resource Usage

Amount of Waste Generated

Water usage (thousand m3)

Water resource usage

Amount generated (t)

600
500

Amount of paid waste

6,000

470

5,029

5,000

456

400

Asia

300

South America
North America

100

China
Asia

3,000

Europe

200

4,445

4,000

China

Japan

0

Europe2,000

South America
North America

1,000

Japan

0

2017

2018

FY

2017

Calculation method:

2018

FY

Calculation method:Amount used = ∑ (Amount purchased from water supply facilities + groundwater intake)Amount generated = ∑ (Amount of industrial waste + amount of business related general industrial waste)
Areas other than Japan show the amount of industrial waste that is consigned to waste disposal services for a fee.

Supply Chain Environmental Burden Data in Japan
By understanding the environmental burden of the supply chain, G-TEKT works with its suppliers to reduce CO2 emissions throughout the
supply chain.
Breakdown of supply chain CO2 emissions in Japan for FY2018

Scope 1:

Direct emissions by the Company

Scope 3, Category 4
3,440t-CO2
15%

Scope 2:

Indirect emissions by the Company (power consumption portion)

Scope 3, Category 1
1,865t-CO2
8%
Scope 3,Category 6
188t-CO2
1%

21 G-TEKT CORPORATION

Scope 1
1,098t-CO2
5%

Scope 2
16,193t-CO2
71%

Scope 3, Category 6: Emissions by the Company associated with business trips (considering the amount of company vehicles used)
Scope 3, Category 1:

Emissions associated with manufacturing activities until the products are purchasedby the Company (actual figures + estimated figures of 12 major trading partners)

Scope 3, Category 4:

Emissions associated with the transportation in which the Company is the consignor (considering the amount during transportation by truck to customers)

Corporate social responsibility activities

Environment

Environmental Improvement Efforts

Slovakia (G-TES)The Slovakia Plant, which will start operations in September 2019,has adopted large daylight windows in the ceiling to reduce power
consumption by reducing the number of ceiling lights.

ジーテクトについてtion of approximately 60 tons.

We started turning off lights and air conditioners during the breakperiods from January 2018.
This reduces power consumption, enabling a reduction of 1.7
tons of CO 2 per year, and our employees are becoming more

Up until now, the conveyor, whichc ar r i es s c r ap * f r om t h e p r es s i n g
machines, has been operating evenw hi l e t h e pr es s i ng m ac hi nes ar e
stopped to prepare for the next production. We improved this by making conveyors automatically stop
after a certain period of time after
the pressing machines stop, resulting in a reduction of unnecessary conveyor movement, leading topower saving. In addition, when processing items which do not
produce scrap, we strive to save power by stopping the conveyors.

C
S
R

活動報告

* Scrap refers to chips of iron that are generated when processing
with a pressing machine.

CS
R

マネジメントCanada (JEC)
ジーテクトのThailand (G-TEC)

aware of the environment.

イン ト ロ ダ ク シ ョ ン

United Kingdom (G-TEM)
We identified 68 air leaks inthe piping systems andrepaired them. By eliminating
the wasted power consumption of the air compressor, wewere able to reduce the power
consumption by 40%, which
led to an annual CO 2 reduc-Brazil (G-KTB)
As a part of efforts to reduce power consumption, we replaced welding machines (stationary types and portable types) that consume a large
amount of electricity. We reduced 47 and 15 units respectively, and instead introduced eight electric-efficient robot welding machines. As aresult, electricity consumption decreased by 79.4 MWh, enabling a reduction of approximately 85 tons of CO 2 emissions per year.

Stationary spot welding machine

Portable welding machine

Robot

Inside the factory during the day

G-TEKT CORPORATION 22

第三者意見

Additionally, we have automated welding operations that were previously performed manually to ensure safety.
Daylight windows installed in the ceilings maintain enough brightness during the day, even if the ceiling lights are turned off. Besides contributing to a reduction in the use of ceiling lights, they have also helped to make the atmosphere of the workplace brighter.

CSR activities Environmental Approach

Introduction of Renewable Energy
In order to use electricity generated by renewable energy and create a low-carbon society, we have installed solar panels onplant roofs and are promoting self-consumption.

Self-consumption of Electricity through Solar Power Generation
In overseas business locations, self-consumption of electricity is contributing to the reductionof CO2 emissions. APAC and WAPAC in China

Renewable energy usage rate
Renewable energy
14,847MWh
6%rent out their roof space to generate solar
power, and G-TTC in Thailand and G-TIP in
India have installed solar power generationequipment.

Non-renewableenergy226,139MWh
94%

Solar power generation equipment (G-TIP)* Renewable energy is, unlike fossil-derived energy which is a finite resource such as petroleum, coal and natural gas, energy that can be reused or is
inexhaustible in the natural environment, such as solar, wind, hydroelectric, geothermal and biomass.

Creation of Electricity by Solar Power Generation
In Japan, we have been conducting the power generation business (all power is sold) since 2014 at our three business locations of the Saitama Plant, Gunma Plant and Shiga Plant, from the viewpoint of providing the world with electricity by power
generation with less CO2 emissions.
Change in solar power generation capacity
Solar power generation capacity (kWh)3,926,084

4,000,000

3,587,262

3,687,096
3,398,376

3,232,489
3,000,000

Saitama Plant
2,000,000

Shiga Plant

1,000,000

Gunma Plant

Gunma Plant

Maximum power output
Saitama Plant 1,500kW
Gunma Plant 1,000kW
Shiga Plant
500kW

Saitama Plant

0

FY2014FY2015FY2016FY2017

Shiga Plant

FY2018TOPICS
Renewal of environmental leaflets
The Saitama Plant has been participating in PELP! which upcycles paper since September 2018. Used copier paper was collected in a special
collection box, and 201kg was collected within half a year. As of April 2019, 123kg was dissolved and processed, and the environmental leaflet
was renewed using the recycled “PELP!PAPER”. This leaflet was published in two languages, Japanese andChinese, and distributed to all employees of all businesslocations in Japan. It was favorably received with positive
comments regarding the paper’s texture. This environmental leaflet is also used for environmental education.
Collection status presented in environmental burden index as reported by KAMITORE service* As of July 8, 2019

VOICE
In the Environmental Management Section, we are promoting efforts to reduce the environmental burden by making theburden on the environment, which is not normally visible, visible and linking production activities with their impacts on
the environment.
Chisato Konno
In addition, environmental education is provided through participation in experience-based
Production Division, Saitama Plant
activities such as forestation and cleaning activities in the area around plants.
Environmental Management Section
23 G-TEKT CORPORATIONCorporate social responsibility activities

Environment

Biodiversity Efforts

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

Priority
Measuresイン ト ロ ダ ク シ ョ ン

G-TEKT Biodiversity Guidelines

Pursuit of environmentally-friendly cutting-edge technologies

Company shall contribute to the conservation of biodiversity through the development and mass
1 The
production of products resulting in one of the smallest environmental burdens in the industry.

2 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.

Communication with local communities

3 The Company shall endeavor to interact with the local communities as well as society at large by actively cooperating

ジーテクトについてUndertakings related to business activities

in the environmental conservation activities and social contribution activities in partnership with the local communities.

Since 2018, Shiga Prefecture has been implementing the “Shiga
Biodiversity Initiative Certification Program” in order to support businesses that protect living things and sustainably use natural resources. This time, the G-TEKT Shiga Plant has been certified with threestars in the “Shiga Biodiversity
Initiative Certification”. We regularly clean up garbage on theroads around the plant, cut thegrass and carry out “G-TEKT
Forestation” activities.

Saitama Prefecture Forestation Agreement

Lake Biwa Forestation Partnership Agreement

Signing of 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.

Shiga Plant
On December 10, 2014, Shiga Plant enteredinto a “Lake Biwa Forestation Partnership
Agreement” with Shiga Prefecture and Ohno
Forest Property Ward Management Association.

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

Want to do something about the deterioration of forests• Supports forestation activities• Engages in PR activities• Certifies forest CO2 absorption volume

Have no expertise orinformation on forestation activities

Hope to interact withcompanies, etc. and obtain forestation support

CSR• Make forests available• Provide a place for exchange

Activities and Achievements
On March 2019, we engaged in forestation activities. 15 Shiga Plant
employees participated and planted 15 young trees of Japanese cherries.
This time also, like last year, a lattice fence was installed around each cherry
tree planted, as a measure to prevent damage caused by deer.

G-TEKT CORPORATION 24

第三者意見

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 to ashes. To revive
Mt. Yumitate, we launched the G-TEKT Forestation activities in April 2015.
At the “Seventh G-TEKT Forestation” event held on April 21, 2018, weplanted 160 young trees, and at the“Eighth G-TEKT Forestation” eventh e l d i n S e p t e m b e r 2018, w eengaged in underbrush-clearing
activities. The number of forestation
participants totaled 47 employees.

活動報告

Activities and Achievements

CS
R

マネジメントShiga Biodiversity Initiative Certification

ジーテクトのG-TEKT’s Forestation Program
G-TEKT launched “Corporate Forestation” activities in 2014 as part of its
biodiversity initiatives. “Corporate Forestation” is an initiative in which threeparties— namely, municipal government, etc. (which provides the place
for forestation activities), prefectural government (which supports theactivities) and companies/organizations (which engage in forestation activities)—enter into an agreeCompanies/
Organizations
ment and carry out forestationin cooperation with each other.
G-TEKT participates inSigning of Forestation
Agreement
this initiative under the sloSaitama Prefecture
Forest Owners
gan “passing on a lush andgreen earth to future generations of children”.
Saitama Prefecture’s “Corporate Forestation” framework

CSR activities Human Resource Efforts

Talent Development/Human Rights

G-TEKT cherishes an environment in which employees can work with vigor and a corporate culturethat allows each and every employee to grow and thrive.

Policy on Talent Development

Creating a Workplace that Provides Job Satisfaction

G-TEKT considers that talent is the most important management
resource and has established its policy to “provide all employees with
opportunities for growth and assist in their voluntary upskilling efforts”
and “create talent that generates new value towards the next era”, inpursuit of growth of both employees and the Company.

A 12-day workshop was held for all the managerial staff working inJapan with the aim to reaffirm their roles as managers and promote
self-improvement and organizational transformation. First, a largescale organizational diagnosis questionnaire was conducted, and thecurrent status of the organization was made visible from the views
expressed by the employees. In response to the questionnaire, eachmanagerial staff discussed and shared the vision and mission of theirrespective departments with other members of their departments, andidentified issues in order to create a workplace where members could
think on their own and produce results. The issues identified in each
workplace were shared at the next workshop, and cross-departmental
discussions were dynamically carried out.
We will continue to hold these workshops as an important initiative
to “create a rewarding workplace where employees can enjoy working
autonomously and with motivation”.

Training Scheme
We have established an education/training scheme aimed at developing talent who are enthusiastic about taking on the challenge to learn,
think and grow of their own accord.
●FY2018 Training Achievements
Scope

Number of
persons

Name of training

JuniorRank-by-rank
training
sessions
Mid-careerPre-employment group training

17

New employee group training

35

Production site training

17

Technical department training

22

Joint training for junior employees

24

New grade 3 training (strengthening of business performance)

32

New grade 4 training (practice of logical thinking)37

New grade 5 training (understanding followership)17

New grade 6 training (subordinate training management)

13
9

Training of newly-appointed managers

123Managerial Managerial workshops

Selection
training

Compliance training

73

Female leader training

14
24

Mid-career/ Pre-overseas assignment language learning
Managerial Training for supervisors with female subordinates

Junior13

Dispatch to external management school2Pre-employment training for prospective employees

35

Correspondence
Production meister course enrollment
education andAlle-learning employees
Program for improving English skills

106
137

●Number of Persons Dispatched to Language Training (Training period: One year or more)
FY

2013

2014

2015

2016

2017

2018

Accumulative

Male

4

3

4

5

5

2

23

Female

0

2

1

0

1

1

5

Total

4

5

5

5

6

3

28

Overseas Study Program
We have implemented an overseas study program with the aim toacquire language skills that can be used at work and foster humanresources with diverse perspectives through cross-cultural experiences overseas. In addition to a half-year language training abroad, we
also provide on-site training at overseas subsidiaries. By allowing
junior staff to experience overseas life at an early stage in their career,
we are also working to develop employees who have a global perspective, not to mention language skills. In recent years, there have been
many female applicants, and five people participated in the program
since it was introduced. Each participant is active in various divisions
after returning to Japan.

25 G-TEKT CORPORATIONManagerial workshops

Self-development Support
The support program for obtaining qualification provides allowances to
employees who have obtained the eligible qualification with the aim to
improve their skills and productivity through qualifications useful forwork. Currently, the program covers about 100 qualifications, and it
helps in the diverse and autonomous career development of employees.
Additionally, we provide an environment where employees canlearn anytime anywhere easily, such as offering e-learning for acquiring management knowledge and subsidizing usage fees for English
learning apps, creating a system where learning becomes their habits.
As a result, a corporate culture of learning has begun to take root withvisible effects such as improved scores in language ability tests.

VOICE
I manage orders and receipt of deliveries of parts for molding equipment,
ensuring that necessary parts are delivered when needed. Sometimes I
have to place urgent orders for parts. When I manage to procure them inthe shortest possible time, my colleagues often say to me, “thank you, you
helped a lot”. That puts a smile on my face. This year, I had an extraordinary experience during my first business trip
to North America. I was surprised to see a
lot of women working on-site and female
leaders giving instructions. I would like tochange my mindset from “women can’t doit” to “women can do it, too”. I will continue
to challenge a variMiki Sugiura
ety of things.
Technical Division
Press Engineering 1st GroupDie Engineering 1st Section
Technical Staff

Corporate social responsibility activities

TalentWe established a Diversity Promotion Committee to promote activities
that generate new value through the vitality spawned from diversity
and lead to the sustainable growth of G-TEKT. This committee will
carry out cross-organizational activities to determine priority themes
for diversity and inclusion and implement specific measures to resolve
issues. With participation of Ms. Inaba, an Outside Director, as anadviser, this committee is structured to be a system where objective
opinions and advice can be reflected in the activities.

Changes in Work Style●Diagram of Diversity Promotion Committee● Chair:

Director of Business
Administration Division● Adviser: Outside Director
Secretariat

Headquarters

Hamura District Saitama Plant Gunma Plant Tochigi Plant
C&C Tochigi

Shiga Plant

Women’s Participation and Advancement
G-TEKT is putting efforts into the “development of a female-friendly
workplace” and “career advancement of women”. To make it easier for
women who have given birth to go back to work, we have a short-timework scheme for employees to take care of children aged four and above(which is more generous than the statutory obligation). We also conduct
training of female managers and provide opportunities to acquire leadership skills and share information.
In addition, we provided training to encourage working women to raiseawareness, and appointed five female managers in April 2019.

C
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Male Childcare Leave and Absence from Work
G-TEKT believes that not only women but also men can contribute to theadvancement of women in society as a whole by men playing a bigger
role in the household. We have established and are encouraging the useof childcare leave and absence systems that men can also use. As aresult, we have had male employees take childcare leave; there are male
employees taking the leave this fiscal year, too.

C
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Employment of Disabled Persons
Since 2013, we have built a framework of cooperation with the regional
support center and made proactive efforts to increase the employment of
disabled persons as well as to expand workplaces where they can thrive.
We assist disabled persons to advance into society so that they can live
independently with pride through work.

Senior Participation and Advancement
In FY2018, 100% of the employees who reached the retirement age of
60 wanted to be rehired, and as of the end of March, 42 were re-employed. For seniors who are active in various fields, such as those whowork at the same production sites as the younger generation, and those
who make use of their skills on overseas business trips, we offer them achoice of working styles such as shorter working hours, not just full-time
work, as part of providing a comfortable workplace. Additionally, we are
currently reviewing the re-employment system and considering a new
system with the aim of further motivating re-hired employees to be more
active. By making the system more flexible, we aim to be a company
where seniors are able to work with ease and where they can fully
demonstrate their skills.

G-TEKT CORPORATION 26

第三者意見Childcare Supporting Company: “Kurumin” Certification
G-TEKT has been certified as a “Childcare Supporting Company”
by the Minister of Health, Labor and Welfare.

Diversity Promotion Committee

活動報告“Company Declaring Promotion of Senior Employee Advancement”
G-TEKT has been certified as a “Company Declaring Promotion of Senior Employee Advancement” by Saitama Prefecture.

Executive Board

マネジメントCompany Implementing Diverse Working Styles “Gold + (Plus)”
G-TEKT has obtained “Gold + (Plus)” certification under the“Certification Scheme for Companies Implementing Diverse
Working Styles” in Saitama Prefecture.

Board of Directors

ジーテクトのWe are making various initiatives to allow employees to take paidvacation effectively. In order to take paid vacation in a planned manner, we took on an initiative to draw up an annual plan for paid vacation at the beginning of the fiscal year, and as a result, the percentageof paid vacation taken increased to 59.0% in FY2018 from 47.9% in
FY2015. In the effort to further promote the use of paid vacation, we
began a system for consecutive five days paid vacation in FY2019.
This was implemented to reflect the voice that the employees feelsome barriers to taking consecutive holidays. By establishing this as asystem, we are aiming to encourage more employees to take paidvacation and make time for mental and physical refreshment, family
recreation and self-development. Before taking paid vacation, workneeds to be coordinated and we expect that this will encourage communication within divisions.
Core working hours in the new flextime system introduced on a
trial basis at the headquarters has been abolished. The aim of this is
not only to improve work-life balance, but also to increase productivity
by effectively dealing with the time differences of foreign countries andcreating balanced working style. In addition, this system allows
employees to attend night school that were difficult to attend before
because of fixed working hours, and this is being used for individual
upskilling.

ジーテクトについて

Diversity and Inclusion Initiatives

G-TEKT sets forth the principle of respect for human rights in a leaflet
titled “Our Code of Conduct”, carried by all employees.
It expressly states the need to not only comply with laws and regulations but also to respect the customs, cultures, religions and lifestylesof all countries. It also prohibits all forms of harassment, including
sexual harassment and power harassment. We do a read-through of“Our Code of Conduct” more than once a year to thoroughly familiarize
employees with its content.

イン ト ロ ダ ク シ ョ ン

Respect for Human Rights

CSR activities Human Resource Efforts

Corporate social responsibility activities

TalentOccupational Safety and Health
Safety and Health Policies
Since safety and health activities form the foundation 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 theimpact on the safety and health of both the people working
at G-TEKT and those of the local communities.

●Organization Chart of Central Safety and Health Committee
Central Safety and HealthCommittee
Chairperson
2 Vice-chairpersons
General Secretariat
General Manager, General Affairs Department

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 priority of
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 health-related
activities to ensure effective and continuous improvement.

TOPICS
Holding Security and Safety Seminars for WomenAt the Shiga Plant, a security
seminar was held for female
employees as the first trial.
We invited a lecturer from theKoka Police Station
Community Safety Section,and 25 people participated. In
addition to introduction ofcrimes that women are prone
to be afflicted by and how todeal with them, the participants practiced and learned
the art of self-defense.

Omiya
Headquarters

C&C
Tochigi

Saitama
Plant

Hamura Plant
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

The following efforts are being made centering on
the Central Safety and Health Committee.
Evacuation Drills
In preparation for fires and large earthquakes, we regularly conduct
evacuation drills at each of our business locations in order to raiseawareness of fire and disaster prevention for injury prevention andthe protection of our employees’ lives (at least once a year).
Safe Driving Initiatives for Forklifts
At G-TEKT, we have introduced a unique in-house driving license
system in which workers who have a certificate for completing theforklift operator training course are given an annual examination,in an effort to make them perform their tasks with more advanced
skills and greater awareness of safe driving.
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 andincident-free work environment.
In addition to the “Safety Convention”, we hold lectures on
traffic safety and occupational safety (at least 30 times a year).
Traffic Safety Initiatives
In addition to an initiative for observing traffic rules during commuting and business trips, we also hold traffic safety classes for young
employees before long-term holidays. Continuing from the previous
fiscal year, the Hamura District received a certificate of appreciationfrom the Tokyo Metropolitan Police Department for having engaged
proactively in traffic safety initiatives. In the Hamura District, toraise safety awareness, we have been offering the “Spring Traffic
Safety Seminar” and the “Autumn Traffic Safety Seminar”.

Security and safety seminars for women

We were able to hear from a lecturer of the Koka Police Station
Community Safety Division about stalking, domestic violence andmolester prevention techniques. In addition, we learned a few
patterns of self-defense to dodge and escape from the attacker,
as practical techniques that assume being attacked by a suspicious person. I hope to put the
Noriko Yoshimura
practical lessons to good use when Business Administration Division
it comes to a real emergency situaGeneral Affairs Department
Shiga General Affairs Section
tion.
Receiving a certificate of appreciation

27 G-TEKT CORPORATIONCSR activities Relationship with Society

Corporate social responsibility activities

SocialQuality Improvement Efforts

Implementation of G-TEKT Circle Activities

The Company shall create and provide products that delight andinspire customers, placing the highest possible quality at the core ofits management principles.

The G-TEKT Group voluntarily and actively conducts quality control(QC) circle activities (activities in small groups) aimed at learning QC
methods for the continuous management and improvement of thequality of products, services, work, etc.
Activities are conducted in an organized manner in pursuit of further enhancement of activities, with managers serving as supervisors.

Quality Assurance System●Quality Management System Based on International Standard IATF 16949

Approx. 193 circles are engaged in activities in six regions around the world.
North America 8 locations(23 circles) Approximately 90 people

JEC

G-TAC
JIC
ATA

G-NAC
JSC

G-MEX

South America 1 location(25 circles) Approximately 150 people

Quality Manager (IATF/Manager)

G-KTB

Quality Assurance Manager

G-TIP

WAPAC
CKS

G-TIM

G-TEKTAPAC
TGB

Asia 5 locations(28 circles) Approximately 230 people

Responsible personat the businesslocation

Responsible personat the businesslocation

General Manager,
Quality Assurance
Division

Shiga Plant

Saitama Plant
Hamura Plant

Gunma Plant

Tochigi Plant

Business Support
OfficeAcquisition of IATF 16949 Certification●IATF 16949 certification acquisition rate(based on number of business locations)

Overseas:

78%

TOPICS
G-TEKT in South America (G-KTB):
Award from an Automotive Industry Magazine
G-KTB took fifth place in all of Brazil in the “Quality andPartnership Rankings” sponsored by the Brazilian automotive
industry magazine (Auto Data). These rankings honor the best
suppliers among the 239 companies that have received quality
awards from the automakers during the three years from 2015
to 2017. G-KTB has received awards for its quality from local
offices of Honda, Toyota and Aisin. Toyota in particular has recognized us with this quality award for three consecutive years.

G-TEKT CORPORATION 28

第三者意見

Since FY2018, we have been 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.
Once the transition is complete, we will be able to satisfy the quality
requirements of our customers with even more advanced quality management.

C
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活動報告

Responsible personat the businesslocation

C
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マネジメントResponsible personat the businesslocation

QC circles selected from all over the world gather
together for the G-TEKT Circle World Conference. At
the eighth annual conference in FY2018, APAC (China)
E Sao Er Guang Circle won the highest award. This is
the first time that an overseas-based circle has won thehighest award. The circle developed and introduced ageneral supply management system from scratch. As aresult, they succeeded in reducing the11.5 hours of working
time by 88%. In addition, the system wasintroduced across thebusiness locations in
Members of the E Sao Er Guang Circle
China.

ジーテクトのG-TEKT Circle World Conference
Directors of Corporate Management
Operations, Sales Division, Technical Division,
Quality Assurance Operations, Overseas
Business Division and Purchasing Division,and General Manager of Purchasing Division

Director, Production
Division

100%

G-TEM

Top Management

President

Japan:

Japan (81 circles)
Approximately 920 people

G-TTC
G-TEC

G-ONE

Quality Assurance Manager (IATF/Manager)

China 3 locations(36 circles) Approximately 270 people

ジーテクトについて

We have established the “1 assurance system, 1 manual” rule at all
22 G-TEKT locations in order to produce high-quality products thatbring about customer satisfaction. Furthermore, with each businesslocation following this rule, horizontal deployment of the quality assurance system is rendered possible, thereby allowing the system toextend to all locations and contributing to the quality assurance not
only of the production activities, but also of distribution and logistics.

イン ト ロ ダ ク シ ョ ン

Policies on Quality

CSR activities Relationship with Society

Supply Chain Management

Fundamental Policies on Procurement(Purchasing/CSR Procurement Policies)
In pursuit of customer satisfaction with respect to manufacturing,
G-TEKT shall engage in procurement activities in accordance withthree fundamental policies:

1. Compliance and green procurement
2. To maintain a fair and healthy relationship with suppliers(from Our Code of Conduct)
3. Mutual prosperity based on mutual trust
We will raise awareness on CSR procurement involving the use of supplier status regarding efforts on compliance and eco-friendliness as wellas 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.
Activity Guidelines
1. Formulate the CSR procurement policies and guidelines
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

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

G-TEKT’s Supplier CSR Guidelines Revised
In April 2016, we formulated and published the “G-TEKT’s Supplier
CSR Guidelines” to further clarify G-TEKT’s expectations to our suppliers and have them understand and share it at a deeper level.
Considering recent social changes, such as changes in the businessenvironment and transformations in the automobile industry due to theevolution of AI and IoT, we have decided to review items such as
human rights, discrimination and forced labor, which have become
international issues, and issue the revised guidelines. We have worked
together with suppliers, in the belief that it is important for CSR activities to involve not only activities relating to environmental problems but
also those involving the entire supply chain, such as compliance withlaws and regulations, respect for human rights, occupational safety
and quality. We ask our main suppliers to respond to a self-inspection
questionnaire and conduct interviews to evaluate their current statusbased on their answers. We not only give them feedback, but also
take actions including proposing improvement measures aimed at
identifying and resolving issues in the supply chain. We will continue
engaging in initiatives to enhance our CSR system in the supply chain
together with suppliers.

Suppliers’ Quality Award
Given that quality management including suppliers is important for
maintaining a high level of quality, G-TEKT conducts quality improvement activities together with suppliers. We have established the“Suppliers’ Quality Award Scheme” to express G-TEKT’s appreciation
and respect especially to suppliers who have achieved quality targets,and to motivate other suppliers to make quality improvements. In
2018, we granted the award to three outstanding suppliers based on
their performance in the previous fiscal year. The Award Scheme hashelped push up the level of quality overall. In addition, we invited themto GTL (G-TEKT Tokyo Lab) for a tour after the awards ceremony thisyear, and were able to share the progress of G-TEKT’s R&D and quality control efforts.

New Year’s reception for clients

Measures against Conflict Minerals
Tin, tantalum, tungsten and gold (3TG) mined in the Republic of Congoand surrounding countries are called conflict minerals due to concernsthat they serve as a financial source for armed groups, in addition toconcerns of inhumane labor, child labor and human rights violations,etc. at the mining sites. While the G-TEKT Group does not use theseminerals directly, we have been conducting investigations since 2013.
Based on investigation findings, neither purchasing nor use of conflictminerals has been confirmed throughout the entire supply chain. We
will continue to conduct investigations on conflict minerals into the
future.

29 G-TEKT CORPORATION

Plant visit

The award ceremony

Corporate social responsibility activities

SocialStakeholder Engagement

In November 2018, plant visits for the general public were organizedby the Hamura City Board of Education at the Hamura Plant and GTL(G-TEKT Tokyo Lab). On the day, 17 people participated in the event.
Opinions voiced from those who participated included, “I was able toget to know G-TEKT well”, “I was overwhelmed by the powerfulness ofthe pressing machine” and “The working environment was well organized”. We would like to continue to hold such events and engage withpeople in the local community.

ジーテクトについて

Local Communities

Regarding disclosure to shareholders and investors, we are conducting disclosure operations and IR activities on a daily basis with a commitment to promptness and fairness.
Furthermore, in the belief that it is important for us to communicate
proactively with our shareholders and investors in order to deepen theirunderstanding 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, in order to provide opportunities for the top
management to converse 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 tofurther deepen our shareholders’ and investors’ understanding of
G-TEKT’s business activities, while studying our evaluation obtained
primarily through shareholder surveys and our share price information
as we seek to achieve the ideal state as a company.

イン ト ロ ダ ク シ ョ ン

Shareholders and Investors

ジーテクトのLaser processing machine tour

マネジメントCSRParticipated in an asset management fair targeting individual investors

活動報告

C
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FY2018 IR Events
April 2018
May 2018

By category

Frequency

One-on-One meetings

16

Telephone interviews

5

Hot stamping tour

第三者意見

Plant visits for shareholders (G-TEKT Tokyo Lab)
Financial results briefing for the fiscal year ended March 3 1,
2018
Briefing session for individual investors (Kyoto)
July 2018
August 2018 Small meeting (G-TEKT Tokyo Lab)
Plant visits for shareholders (Saitama Plant)
Interim financial results briefing session for the fiscal year ending March 31, 2019
Briefing session for individual investors (Nagoya)
January 2019 Participated in asset management fair targeting individual investors
February 2019 Briefing session for individual investors (Tokyo)
Briefing session for individual investors (Osaka)
Small meeting (Tokyo)
March 2019
Briefing session for individual investors (Tokyo)
Briefing session for individual investors (Matsumoto)

G-TEKT CORPORATION 30

CSR activities Relationship with Society

Social Contribution
The G-TEKT Group is engaged in social contribution activities to become a better partner to local communities inregions where it conducts business activities, in order to realize a sustainable society. Our social contribution activities
are wide-ranging, including assisting environmental activities, regional beautification activities and welfare activities,
in addition to providing educational support for local students.

Overseas Efforts

China

China

APAC

WAPAC

During APAC’s visit at the Yongning Nursing Home, APAC employees
deepened relationships with a total of 25 participants, including resident elderlies, employees and their family members. APAC also donated useful supplies such as daily necessities and kitchenware.

WAPAC donated school supplies to nearby primary schools such as computers, books, textbooks and sports equipment. At the same time,
WAPAC held “WAPAC Aixin Classes”, teaching children the flow of auto
manufacturing from the beginning to the end. Furthermore, WAPAC
deepened its relationship with the children through activities such as tugof-war games and dancing. WAPAC plans to organize similar activities in
the future, providing supports to enhance the school life of these children.

Thailand
G-TEC
G-TEC organized a garbage collecting event at
Maerumphueng Beach in an effort to conserve
Thailand’s coastal environment. Family membersof employees also participated in the event, collecting substantial amounts of garbage. The event
succeeded in increasing employees’ environmental
awareness, as well as beautifying Thailand’s beaches.

United States

MexicoATA

G-MEX

ATA made donations to sports events for physically and mentallyhandicapped children. These contributions and support provided to the
local community were highly regarded, earning ATA the “Good
Neighbor of the Year”
Award from the Mayor.

As part of an effort in environmental
conservation in Mexico through ancient
agricultural methods, G-MEX employees
dug holes called “cajetes” that retain
rainwater. These holes collect rainwater,which gradually seeps underground,providing plants with water to absorb.
G-MEX received a certificate from theSecretariat of Environment and Natural
Resources as proof of the activity.

31 G-TEKT CORPORATIONCorporate social responsibility activities

SocialIndia
イン ト ロ ダ ク シ ョ ン

G-TIP
India is striving to cultivate talent that can support future domestic industries. As part ofthat effort, there are industrial training facilities that offer educational and employment
support for people who cannot afford a good education due to poverty and other factors.
G-TIP supports these governmental initiatives through donations to these industrial training facilities, as well as on-site work training where trainees experience actual business
operations. Through the hands-on work training, students can learn while earningincome, and have the opportunity to hone their skills.

Indonesia
G-TIM

In non-governmental orphanages, children aged 0-18 live apart fromtheir families due to various reasons such as poverty and domestic
abuse. These institutions are in short of daily supplies due the lack offunding. To remedy this in whatever a small way we can, G-KTB
donated food supplies such as flour, sugar and rice.
Furthermore, G-KTB also provided vegetable gardens and planted
fruit trees, as part of the long-term support. G-KTB will continue its
support in order to keep children smiling.

To support victims of the earthquake and tsunami that struck Sulawesi
Island in Indonesia, G-TIM donated 50 million IDR in cash through theIndonesian Red Cross Society, plus clothing from our employees.

ジーテクトの

G-KTB

ジーテクトについて

Brazil

マネジメント

C
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C
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活動報告

Efforts in Japan

C&C Tochigi

This year again, Tochigi Plant employees and their families (a total of
37 people) participated in the cleaning event at the Sakura City
Comprehensive Park. There were a substantial number of participants
despite it being a holiday.
Moreover, in collaboration with companies of the Workplace-Police
Liaison Committee of the Sakura Region, we distributed postcards tolocal residents in an effort to stop scams.

C&C Tochigi employees participated in the “Kinugawa and Kokaigawa
Cleaning Challenge” for the fourth consecutive year. Ten participants
cleaned the rivers in the scorching summer heat. Other activities
included participating in the “Sakura Festival” at Joho-No-Mori, in
which they helped set up the venue and assisted as administration
staff. It serves as a place to interact with local residents.

G-TEKT CORPORATION 32

第三者意見

Tochigi Plant

CSR activities Relationship with Society

Corporate social responsibility activities

SocialGunma Plant

Hamura District

This year, employees of the Gunma Plant also conducted a cleaning event at the gold mine associated with
Yoshisada Nitta, a warlord and symbol of Ota City. Junior high school students from inside and outside of thecity, various organizations and affiliates of SUBARU participated in the event, totaling 800 people. Out ofthese participants who helped collect garbage and remove weed, 11 were employees of the Gunma Plant.

Every year, Hamura Plant employees participate in the “Full of Flowers
Project”, held by the neighborhood association in spring and autumn. In
preparation for planting flowers, employees cleared the roadside of garbage
and cleaned the street. Moreover, employees participated in “Stop Littering
Campaign” held at Hamura Station in July, and helped to pick up garbage.

Shiga Plant

Shiga Plant

Shiga Plant employees participated in the planning of the Urban Koka
City Beautification Campaign (Machi-bika-katsudo). Employees decided on where to host cleaning activities, which would be held for overfour times annually, with five or more participants.
Garbage-collecting and grass-cutting activities were held fivetimes in FY2018, with a total of 34 participants.

As part of its “biodiversity campaign”, the Shiga Plant sponsored the“Kabutomushi (Japanese rhinoceros beetle) Village” in Akebihara,
Tsuchiyama-cho, Koka City. The “Kabutomushi Village”, which is a summer time only event, displayed various species of Japanese rhinoceros
beetles captured in local forests, allowing visitors to interact with them.

Saitama Plant

Headquarters

In an effort to beautify the local region, a total of 64 employees of the
Saitama Plant participated in cleaning activities, which were held once
every three months. Also, the Saitama Plant has been registeredunder Saitama’s “Regional Cleaners Registry”.

Employees picked up garbage along roads surrounding the headquarters.
Nine employees participated in the one-hour event. About three trashbags of garbage were collected. Employees of the headquarters arecommitted to continue such events in the future.

33 G-TEKT CORPORATION

Third-Party Opinion

Third-party opinion

Structure of the CSR Report: Enhancing reporting as a global company
The composition of the G-TEKT’s CSR Report itself has reached almost the level of completion.
Last year, I pointed out the need for a comprehensive summary table of the relationship between
added to the report. This clarified the CSR system and the content of the initiatives, as well asplans, results and issues. However, the goals and results have been set for a single fiscal year
until now, and therefore G-TEKT will need a medium/long-term timeline in the future.
G-TEKT now has overseas production bases in a wide variety of locations with an overseas net

Masahiko Kawamura

sales ratio approaching 80%, proving G-TEKT to be a global corporation. However, the content of

Sun Messe Co., Ltd.
Sun Messe Innovative Network Center (Sinc)
President and Chief ESG Analyst“Global CSR Conference” being held, G-TEKT should report in detail on what is discussed, how it

イン ト ロ ダ ク シ ョ ン

CSR themes and material issues, and this year “Outline of CSR Activities (Plan and Results)” wasthe disclosed information is still focused on Japan, and this must also be globalized. With thepromotes the initiatives and what the issues are. Additionally, it is necessary to report on CSR
management beyond the scope of social contribution activities in each country.

Contents of the CSR Report: Global CSR management as a strategy
Progress has been made in environmental initiatives and disclosures. Global data of environmental burden is described in chronological order by region, and scope 1 and 2 descriptions of GHG
are commendable. However, the CO2 emission reduction target remains at “9% improvement

ジーテクトについて

compared to FY2013”, and it cannot be said that G-TEKT is actively contributing to the Paris
Agreement and SDGs. Therefore, I would recommend G-TEKT to try the SBT (Science Based
Targets; corporate version 2°C target), including the introduction of renewable energy.
In social terms, there are many qualitative explanations of domestic initiatives regarding talentdevelopment, human rights and occupational safety and health, yet the achievements are
unknown. There is no description of overseas employees, who account for 86% of consolidated
employees. Human rights and labor risks can occur in countries with different labor practices
from Japan. Furthermore, in terms of women’s participation and advancement, five female managers were appointed in April 2019, and this is a step forward.

What is required is a specific contribution to the achievement of the SDGs in 2030, and G-TEKT

C
SR

マネジメントWith regard to the SDGs, Company initiatives are linked with the SDGs targets (just by pasting
the logos), but this only means that G-TEKT’s initiatives falls under the areas of the SDGs targets.

ジーテクトのMr. Kawamura has served as President and Chief ESG
Analyst of Sun Messe Innovative Network Center(Sinc) of Sun Messe Co., Ltd. since June 2019.
He also serves as Visiting ESG Analyst of NLI
Research Institute (former Head of ESG Research
Office), Vice Chairman of Sustainable Management
Forum of Japan, Fellow of Business Ethics ResearchCenter (BERC), Representative Director of
Sustainability Professionals Development
Organization, Senior Visiting Scholar of Disclosure &IR Research Institute Ltd., etc.
After earning his master’s degree in civil engineering from Kyushu University Faculty of Engineeringand joining Mitsui Ocean Development & Engineering
Co., Ltd. (MODEC) in 1976, he joined NLI ResearchInstitute in 1988. His areas of expertise are environmental management, CSR management, integrated
thinking and reporting, climate change adaptation,
XaaS, etc. His published works include “NewCompany and Finance with SRI”, “Carbon Disclosure”,“New Trends in Integrated Reporting”, “Perfect Guide
to CSR Management (CSR Keiei Paafekuto Gaido)”and “Integrated Thinking and ESG Investment”.

should report what quantitative targets are put into practice at the target level. In Japan, G-TEKT
can also refer to the SDGs action plan by the Cabinet Office.
With the automotive industry in the midst of the CASE revolution, G-TEKT is taking on various
challenges with an eye on the mobility society of the future. The “2030 Vision” is being drawn up
is not sustained, we will have no future”. I look forward to seeing G-TEKT making progress toward

活動報告

led by young managers, and in the Message from the President, it is clearly stated that “if society

CSR

solving social issues through its core business.

In Response to the Third-Party Opinion
and female managers, and the establishment of a Diversity
Promotion Committee. We are also aware that how well we can
globally carry out sustainable activities which lead to our core business, is one of our issues. We will work to continuously activate ourinitiatives relating to CSR activities, and as a global corporation, aim
to publish CSR Reports that are rich in content to gain the understanding of all of our stakeholders.
Secretariat of CSR activities:
Corporate Business Planning Division

G-TEKT CORPORATION 34

第三者意見

We would like to thank Mr. Kawamura for his valuable comments and opinions on the G-TEKT Group’s CSR Report 2019.
The positive evaluations on some of the initiatives introduced in this Report are a great encouragement to us in continuing with our CSR initiatives going forward.
On the other hand, we consider the opinions expressed as
being a reflection of his expectations for the Company and would
like to make the most of the feedback in future CSR activities.
Starting from this fiscal year, we have been stepping up
activities with the appointment of female Outside Directors

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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