Sustainability
ReportEnglish edition

2016

Environment Department, Environment and Quality Assurance Division
Toyo Seikan Co., Ltd.
Osaki Forest Bldg., 2-18-1 Higashi-Gotanda, Shinagawa-ku, Tokyo
141-8640, Japan
Tel: +81-3-4514-2026 Fax: +81-3-3280-8125

http://www.toyo-seikan.co.jp/e/Published : December 2016

Contribute to
A dvanced
Next society

Towards a sustainable society

CONTENTS
03

Message from the President

has been producing safe and secure containers for its customers for almost 100 years now.

05

Toyo Seikan in numbers 2015

For the next 100 years as well, we will continue contributing to a sustainable society through06

Mid-Term Management Plan

07

Sound management

09

Safety and reliability

10

Together with employees

12

Feature 1.

15

Development

Toyo Seikan was founded in 1917 as Japan’s first company specializing in packaging andthe advancement of packaging technologies and functions, and under the basic corporate
philosophy held since foundation of “contributing to the happiness and prosperity of mankind
through packaging technology”.

Environmental management

Feature 2.

The lightweighting challenge

Story behind the development of
hit-producing Diamond-Cut Can

Packaging weight reduction/eco-friendly products

21

Procurement & Production
Material flow and environmental performance data
FY2015 environmental activity report
Environmental activities

31

Recycling activities

The 72-Year-Old Can

Japan’s superior container manufacturing technologies, and thoughts of the creators

According to the label, the canwas manufactured in the City of
Onomichi, Hiroshima Prefecture,in 1944, during the war, fordelivery to the Yokosuka naval
munitions depot in Kanagawa
Prefecture.

Scope of the report

Activities of Toyo Seikan Co., Ltd. and Toyo Seikan Business Group companies,
plus some activities of the Toyo Seikan Group.
Period covered
April 1, 2015, to March 31, 2016 (also contains some information up to July 2016)
Publication
October 2016 (English edition:December 2016)
Reference guidelines“Environmental Reporting Guidelines 2012” (Ministry of the Environment, Government of Japan)

01

Communicating with the community

In an old warehouse on Kagawa Prefecture’s Shodoshima Island, built in the late 19th
century as part of a soy sauce making facility, a wooden box was found containing 17 cans of“festive red rice” from 72 years ago. One of these cans is currently on display at Toyo SeikanGroup's Museum of Package Culture. The Japan Food Research Laboratories conductedbacteriological testing of the contents of these cans and did not detect any bacteria.
Discovered on an island protected by nature, this can is proof of the high level of packaging
technology at the time for protecting the contents of cans. It also has a lot in common with thefounding spirit of Toyo Seikan in that it enabled safe delivery of the contents to consumers andcontributed to the happiness and prosperity of mankind.

Editorial policy

Toyo Seikan Sustainability Report

Consumption

Reporting content
Mainly following the Environmental

35

Third party opinion

Angel Road, Shodoshima Island

Sustainability Report(printed)

Sustainability Report(PDF file for download)

Explanatory notes for the report
Organization names used throughout thisreport are defined below.

Reporting Guidelines 2012, we haveprimarily summarized non-financial

Toyo Seikan Group

information (social and environmental

Toyo Seikan Group Holdings, Ltd. andits subsidiaries and associates

information) of Toyo Seikan. We

decided on the content of the reportbased on responses to internal andToyo Seikan Business Group

external questionnaires and internal

Toyo Seikan Co., Ltd. and its Group companies

reader feedback.

http://www.toyo-seikan.co.jp/e/eco/report/report.html

Toyo Seikan

Toyo Seikan Co., Ltd. (non-consolidated basis)Toyo Seikan Sustainability Report02Message from the President

Returning to the Founding Spirit
as we look to a future we create
for ourselves—For the benefit of the entire society, not just the company—

Q.

What are your thoughts looking back on the business environmentof FY2015?

Ichio Otsuka

First of all, greetings. I am Ichio Otsuka, newly appointed president of Toyo Seikan Co., Ltd.

President and Representative Director
Toyo Seikan Co., Ltd.

Our business environment today is one of growing uncertainty. Not only is the domestic market continually shrinking

due to factors including a low birth rate and an aging population, market trends are changing dramatically. In order tomake Toyo Seikan resilient, a company that can achieve stable growth despite the changes happening around us, I think
we need to once again return to where we started and ask ourselves these questions. For what purpose do we do business?
For what purpose do we exist? In my view, it is the Founding Spirit initiated by the founder, Tatsunosuke Takasaki,
which represents our origins and the company’s backbone.

Q.

Toyo Seikan has announced a new mid-term management plan covering
FY2016 to FY2018. Please give an outline of the plan and explain thephilosophy behind it.

The Group’s basic policy under the 4th Mid-Term Management Plan calls for transformation into a “resilient company”,

one that is competitive and able to generate profit sustainably. To achieve this, it is important we are not obsessed withimmediate gains and that we maintain a heightened perspective from which to accurately read the changes in the world.
We will constantly think of ways we can contribute to society as a whole, to customers and even to the colleagues wework alongside and put them into action. And to raise competitiveness, we need to take up new challenges from standpoints
we haven’t held before. In 2017, the second year of the plan, Toyo Seikan will be celebrating its centenary. It is therefore
crucial that we accomplish this three-year plan so we can reinvent ourselves as a “new, resilient Toyo Seikan BusinessGroup” and stride forward with confidence into the next 100 years.

In Japan, Toyo Seikan’s goals are to consolidate facilities and realize a low-cost production system; establish foundations

in each business for achieving sustained growth and securing stable revenue; and make all group companies profitable
and raise the value of the Group.

Overseas, we will work to establish Toyo Seikan Business Group’s presence in Asia and to develop new markets andcustomers.

Toyo Seikan has a history spanning almost 100 years, and to be able to persist with sound corporate activities into

the future as an operating company, I believe we need to keep transforming and trying new things based on a fundamental

philosophy of perpetually contributing to society in keeping with the Founding Spirit. And I also view corporate profits
as the outcome of service to the company, as well as an indicator of the level of our contribution to society.

Q.

Do you have a message for stakeholders?

We are committed to contributing to society by developing and providing our proprietary, value-added products andservices that will exceed customer satisfaction.

We look forward to your continued support and guidance.

03

Toyo Seikan Sustainability ReportManagement philosophy of Toyo Seikan
Fundamental principles
1. Our objective is to bring happiness to mankind.
2. Purpose of our business is not just to gain
profit. Profit is a result of our hard work andnot our main aim.
3. Each of us must incorporate a sense ofservice in our work. Exercise this sense
collaboratively and strive to ensure theprosperity of our business partners in thesame way as we would for ourselves.

Work rules for our employees
1. Toyo Seikan is a mutual packaging factory
for all customers who require packaging. Our
employees must be loyal to our customers
we serve.
2. Our products must be better in quality, lower
in price and must be supplied more quickly
than those of other companies. We should
not think that we are just selling our products,
but we must rather think that we are sending
off our beloved children that we raised with
our utmost care.
3. To be satisfied with only a small success is
to take a step backwards. Our first duty mustbe at all times to work without losing ouryouthful vitality and courage.

Toyo Seikan Sustainability Report04Mid-Term Management Plan

Toyo Seikan in numbers 2015

Realizing Toyo Seikan Group vision

Production volume602,000

In April 2013, Toyo Seikan Group transferred to a holding company system to strengthen group collaboration,

established “Growing 2022”, the Group’s mid to long term vision for growth to “grow into a global company that develops
peripheral businesses centered on packaging operations”, and formulated and implemented Toyo Seikan Group 3rd

tonsFounded in

1917

Mid-Term Management Plan for FY2013-FY2015.

The 3rd Mid-Term Management Plan achieved its three-year mid-term profit targets and took the first steps toward

Production volume (by weight)
Others(Various materials
and machinery)

19%

Founded in 1917 as Japan’s firstmanufacturer specializing in packaging,
Toyo Seikan started manufacturingcans with automatic can-making
equipment in 1919 and developed adiverse range of cans, including abeverage can (for orange juice) in
1954 and a beer can in 1958.

All 3,386 employees with different
personalities pursue business
operations embedded in local culture.

Metal products

3,386
67

44%

Plastic products

37%

CO 2 emissions-26,000
in manufacturing operations

assignedoverseas

57

CO 2

CO 2
Japan
Overseas684,000
134,000

Solidifying the foundations
for growth
Define and promote Groupstrategies under the holding
company system
Further restructure the existing
businesses mainly focusing on
the domestic packaging segments

Toyo Seikan preserves water
resources by using them efficiently
and ensuring thorough wastewater
management.

ISO 14001 certificate

tons year-on-year

Expand business areas in thevalue chain focusing on
packaging containers

Reduction ofwater consumption

tonsToyo Seikan Saitama Plant firstacquired ISO 14001 certificate in 1999.
Now a total of 57 plants/offices inJapan including group companies
obtained the certificate and engages
in business activities with due
consideration to the environment.

By upgrading to energy-saving
equipment and improving production
efficiency, CO 2 emission in Japan
has been reduced by 26,000 tons
from the previous year.

2nd Mid-Term
Management Plan

3rd Mid-Term
Management Plan

Future Vision of Toyo Seikan GroupStrengthen the Group’s
collective strength based on“people” and “technology”

Achieve dramatic growthof the Group under
the holding company system

Grow into a global company
that develops peripheral businesses
centered on packaging operations• Secure stable profits
from existing domestic
businesses• Strategically shift growth
focus to overseas
businesses and new
businesses• Strengthen profitabilityof existing domestic
businesses• Strategically invest byaddressing the specifics
of overseas markets• Promote commercializationof new businesses

Packaging business
Steel plate related business
Functional materials related businessLife science
Electricity/electronics,
New
information & communicationand energy
businesses(FY2010-FY2012)

Enhance the soundness of assets
and finances in preparation for
future growth investment

plants/offices

tonsof Toyo Seikan Group, and further restructuring is essential.

4th Mid-Term
Management Plan
basic policy

including

Production volume in FY2015 was
602,000 tons with metal and plastic
products accounting for 80%.

However, we are in the midst of profit improvement in the domestic container packaging business, the mainstay business

10-year vision for growth

employees*11 domestic companies

growth, including improved earnings for Stolle Machinery Company, LLC and increasing overseas business bases.

-107,000(FY2022)(FY2013-FY2015)

Shifted to a holding company system

Environment
Packaging/containers

Enhance the Group’s corporate value
under the holding company system

Toyo Seikan Business Group Mid-Term Management Plan (FY2016–FY2018)
Toyo Seikan has established a new three-year mid-term plan for Toyo Seikan Co., Ltd. and Group companies, toachieve Toyo Seikan Group’s 4th Mid-Term Management Plan.

tons year-on-year

Toyo Seikan Business Group: Vision for 4th Mid-Term Management Plan
Transform successfully into a “resilient company”, that is competitive and able to generate profit sustainably,
and taking the first steps into the next 100 years

Net sales

Ordinary income(100 million yen)(billion yen)

4,000
3,000

2,968

2,000

100

1,000

50

0

0

2013

2014

2015

25

(FY)

Toyo Seikan Sustainability Report

5,000
4,000

0

-25

95

86

-50

2013

(FY)

(April 1, 2015–March 31, 2016)

3,916

3,386

1,000

-96

-125
2015

Basic policy

2,000

-75

2014

4,027

3,000

-18

-100

23

Taking on challenges: New ways of buying, new ways of making, new ways of selling

Employees(Employees)

38

50

150

(April 1, 2015–March 31, 2016)05(billion yen)200

3,181 2,975

Net income or net loss

2013

2014

2015

(FY)

(April 1, 2015–March 31, 2016)

0

2013

2014

2015

(FY)

(as of April 1, 2016)

Domestic businesses

Overseas businesses

We will respond flexibly to changes in market structure andcustomer needs, and strive for stable earnings and enhanced
competitiveness.

We will establish Toyo Seikan Business Group’s presencein Asia and to develop new markets and customers.

Restructuring to consolidate facilities and realize a low-cost production system
Establishing foundations in each business for achieving sustained growth andsecuring stable revenue
Making all Group companies profitable and raising the value of the Group

Enhancing initiatives with existing customers, and actively promoting
increased sales to new customers, to meet the demand for container
packaging in Asia, a region expected to experience continuous growth
into the future

Toyo Seikan Sustainability Report06

Sound management

Corporate governanceCompliance

We have developed the organizational foundations at Toyo Seikan for corporate value improvement, and appropriate

and quick decision-making.

Management system

Under the corporate philosophy of “contributing to the happiness and prosperity of mankind through packaging

technology”, we will always act modestly and properly in compliance with ethics, laws, and internal regulations in every
aspect of corporate activities.

Toyo Seikan

The Board of Directors of Toyo Seikan is comprised of five Directors. The term of office for Directors

is fixed at one year to clarify the management responsibilities of Directors, and flexibly construct a

Compliance promotion organization

adopted the Audit and Supervisory Board system, and two Audit and Supervisory Board Members

comprising Head of Division or a person designated by them is established to disseminate andstructure that can respond quickly to changes in the business environment. In addition, the Company

Compliance Promotion Committee chaired by an executive officer appointed by President andsupervise the business duties executed by the Directors and oversee the Company’s management.

The Company has implemented the Executive

Officer system with the aim of clearly distinguishing

the management’s decision-making and supervisory
functions from the business execution functions.
Also, in order to make decisions on corporate

recurrence of violations across the organization and in a flexible manner.

In addition, the chairman will appoint one employee from each office to promote compliance.

General Meeting of Shareholders
Election and Dismissal

Election and Dismissal

Internal
Audit
OfficeAudit

Board ofDirectors
Representative
Director

Management
Meeting

Respective
Divisions“Management Meeting” comprising President,

Senior Executive Officers and Executive Officers.

CSR Promotion Committee
Integrated Risk Management Committee
Compliance Promotion Committee
Information Management Committee

Operating
Officers

strategies more quickly, we have established theElection and Dismissal

Central Integrated Management
System Committee

Accounting
Audit

Accounting Auditor

Toyo Seikan

establish compliance awareness, prevent, early detect, identify cause and correct and prevent

Corporate governance system

Audit and Supervisory Board

System for strategic planningand business execution
through Management Meetings

Central Safety and Health Committee

Toyo Seikan

In FY2015, the Board of Directors met 15 times to discuss and make decisions on important agenda regarding

statutory items and important business matters and supervised the business execution. The Company also held
other meetings, including 36 Management Meetings and those of other important committees such as the CSR
Promotion Committee, in an effort to ensure the sound execution of corporate governance.

We have established an external “Corporate Ethics Hotline” and “Sexual Harassment and Personal

Relationship Hotline”, as common contact points for all Group companies to enable employees andothers to report and consult on non-compliance, and a system to properly address those reports anddiscussions.

Compliance promotion month

FY2015 Toyo Seikan compliance slogan

Toyo Seikan

We have designated every October since 2007 as “Compliance

Promotion Month” for Toyo Seikan Group.

Top prize
When times change, so do the rules
Change your mind, with correct information(Translated from the original Japanese)

We conduct various compliance activities, including plant visitsby the chairman of Compliance Promotion Committee, displays ofcompliance enhancement posters, compliance quizzes for employees
and collecting compliance slogans.

Toyo Seikan GroupToyo Seikan Group has been conducting Group compliance promotion activities

and crisis measures basic provisions, and set up the Integrated Risk Management Committee to engage in systematic
risk management activities corresponding respectively to ordinary and emergency states.

There are seven risks related to the business execution of Toyo Seikan as below. The Company has defined the responsible

division for each risk and established rules and guidelines, and built the risk management system across divisions. If a

new risk other than the following is identified, we will immediately define the responsible division and rules for such risk.
(4) Credit recovery risk

Group companies. However, despite the fact that we now have more than 40

overseas Group companies through an active global business expansion, thecompliance systems we have in place overseas have been inadequate. The

To prevent risk and respond to emergency state, Toyo Seikan has established risk management basic provisions

Toyo Seikan Sustainability Reportand others as part of efforts to raise and enhance awareness.

since 2005 to disseminate and establish compliance awareness at all domestic

conduct risk management to achieve stable management foundations.

07

Toyo Seikan GroupToyo Seikan Group holds compliance training sessions for employees, managers, senior management

Global compliance activities

Toyo Seikan

We take measures against a range of risks that may adversely affect the business operations of Toyo Seikan, and(1) Compliance risk (2) Quality risk (3) Environmental risk
(6) Risk of natural disasters and accidents (7) Country risk

Compliance promotion activities

Collaboration

Implementation of corporate governanceRisk management

Toyo Seikan(5) Information security risk

importance of our overseas businesses will continue to grow into the future, so

we have decided to conduct global compliance activities tailored to the potential
risks of overseas business. Taking into account factors such as the number ofcompanies and level of sales overseas, we began these activities in our Thailand
Group companies. During FY2015, in addition to identifying the major risks in

Thailand and looking into what risk measures were being taken, we held a numberof training sessions locally for our Thai managers and Japanese staff. Our next
steps will include training for local employees, establishment of rules andregulations, and implementation of a self-inspection system.

Toyo Seikan Sustainability Report08Safety and reliability

Together with employees

Providing safe and reliable products
and services to earn customer trust

Creating comfortable workplaces
where diverse and uniquely
talented people are valued

Delivering safety and reliability

To be able to “contribute to the happiness and prosperity of mankind” in line with the fundamental

Toyo Seikan

Many products manufactured by Toyo Seikan are containers for food, beverage and household

and other products closely tied to our daily lives. In order to deliver packaging products that are“safe and reliable”, which is what customers and society demand, we make sure never to strayfrom the philosophy of the company founder, Tatsunosuke Takasaki—humans need food to live

principles behind Toyo Seikan’s founding, we seek people who will grow and develop through ongoingchange and new challenges. Our aim is to create workplaces where diverse and unique talents—suchas those who come up with innovative technologies and ideas, or who eagerly look to try new things—
can play an active role, utilizing the full extent of their abilities.

and therefore people who work with food in their jobs must be sound of mind—and strive to be amanufacturer that customers can trust by routinely considering quality from their perspective.

Ensuring appropriate quality assurance

To become an ideal talent

Toyo Seikan

Key elements in employee development are motivation and pride. The company defines the

Toyo Seikan

Toyo Seikan has acquired ISO 9001 (quality management system) and FSSC 22000 (food safety

management system) certification for its quality-related management systems and continually makes
improvements.

The company’s packaging products are used in various ways in diverse situations, such as for items,

like canned food, consumed after long periods of storage; beverages, like soft drinks in PET bottles,
sipped directly from the container; and substances in spray cans subjected

type of human resources it seeks and sets out specific guidelines for the conduct expected ofpeople in each job rank or role. However, employees should make efforts in their daily work basedon the awareness of the guidelines which lead to their further growth. Supervisors, too, evaluate
employees fairly based on these guidelines and convey results of those evaluations throughfeedback meetings to communicate their strengths and weaknesses and what are expected fromthem. Having employees set their own challenges and review their own performance helps todevelop human resources who can take the initiative.

to high internal pressure. We are building quality assurance structures for
performing appropriate examination of each type of packaging product,
taking into account not only manufacturing processes and customer

requirements, but all processes right up to use and disposal by consumers.
With regard to new products and products with revised specifications,

Creating a corporate culture that embraces and values diversity

In the recent rapidly changing business environment, the Company has enhanced the collective strength of

we seek to prevent defects by establishing quality assurance systems for

the Group and advanced into new fields, such as new businesses and overseas business. We must have diverse

at each stage.

expanding recruitment of mid-career and foreign

appropriate management involving careful prior considerations and reviews

abilities, values and ideas in order to persist in the future, and to constantly contribute to society. Toyo Seikan isworkers with the aim of securing personnel who
can respond flexibly to changes.

Sound quality management

Toyo Seikan

Packaging production processes and packaging products

themselves undergo a variety of inspections according to criteria

determined under parameters including dimensions, appearance
and performance. We also incorporate a large number of inline
inspection devices into production lines and look to improveaccuracy through system upgrades and other methods. In thisway, we continue efforts to enhance safety and reliability.

If something goes wrong, we thoroughly investigate the cause

and implement temporary and permanent measures as appropriate
to prevent a recurrence. Such measures are employed within

Product safety and hygiene
Toyo Seikan

To ensure our manufacturing operations canearn the trust of customers, we pay attention
to the hygiene of products by implementing
the 5Ss—seiri (tidiness), seiso (cleaning),

seiton (orderliness), seiketsu (cleanliness) andshitsuke (discipline).

We will also endeavor to provide even greaterto prevent intentional contamination of packaging

quality of purchased items like materials and half-finished products,

introduction of security measures prior to entry

our products in many cases, we work together with the relevant

Specific examples of food defense strengthening

and conditions in logistics and storage—affects the quality ofcompanies to implement improvements.

Toyo Seikan Sustainability Report

We also provide work-life balance support for

employees such as post-retirement employment
after mandatory retirement age of 60, if they sodesire, and better childcare support programs.

In response to the Japanese Act for Promoting

Women’s Active Participation in the Workforce,

effective from April 2016, Toyo Seikan Group haspresented an activity plan, and group companies

individually formulate and pursue activities in line

In Focus

Shizuoka Plant employee
Tetsuaki Katsushita competesat International Abilympics

At the International Abilympics (theskills competition featuring persons
with disabilities) held in Bordeaux,France in March 2016, Tetsuaki

Katsushita of the Shizuoka Plant

competed and performed well in thecomputer assembly event as part of
the Japanese delegation.

with action plans including quantitative targets.

peace of mind by strengthening food defense

other lines and other suitable action is also taken.

And since the situation at other companies—for example, the09

Toyo Seikan Groupby suspicious persons, including through the

Human resource development

to production plants.

“technology”, the Company supports the growth of employees by

Security camera installation
Authentication system introduction

Toyo Seikan

In order to promote the management centered on “people” andproviding not just class room lecture but also on-the-job training tothose with enthusiasm.

Toyo Seikan Sustainability Report10Feature 1

Together with employees

Nurturing engineers who support the next generation

Toyo Seikan

To facilitate steady handover of skills, we have established the Technical Education Center wheretraining machines are installed, and through hands-on experience with the machine in addition tolectures, we are training the next generation engineers. In FY2015, 247 employees took part.
For new employees in the manufacturing division, we provide them with a program tothoroughly master the “principles” which are the basis of manufacturing, in three years of employment.
We have also started sending employees to overseas universities with packaging studies

departments as part of efforts to develop human resources able to work at the frontline of ourEnvironmental management
Toyo Seikan Group established its environmental policies in 2002
and formulated the Toyo Seikan Group environmental vision in 2004
to give shape to environmental management activities.
In 2016, the environmental vision was revised to take into account the social setting and other factors.

global operations.

Training method and career-path support tomeet various needs Toyo Seikan
The Company offers 459 correspondence courses to motivate employees

learn new knowledge and widely support their career development.

To further expand and develop businesses overseas, we support employees

to acquire foreign languages to become accustomed to foreign cultures andalso provide a “training before overseas assignment” to learn about the culture,religion, custom, public security of the assigned country. Language trainings
are offered to new employees and “cross-cultural understanding training” tojunior employees to enable them to look abroad from an early stage.

Internship program

Correspondence courses
Total reimbursement ofprogram fees to those whocomplete courses(A total 2,390 courses werecompleted in FY2015)

Promotion of environmental management
Environmental philosophy
All Toyo Seikan Group companies are keenly aware that preservation and qualitative improvement of
the global environment are the top priorities facing all humanity.

We strive to ensure that all aspects of our business are environmentally friendly and sustainable,
Official qualification acquisition
incentive program
Payment of rewards according to thequalification acquiredand contribute to the improvement of human life and culture.

Environmental vision
Toyo Seikan Group will, within the value chain represented by products, services and systems we provide,mobilize proprietary technologies and make use of other available technologies from around the world to
Toyo Seikan

contribute to creating a sustainable society.

Toyo Seikan provides opportunities for experiencing employment to students who areinterested in manufacturing. They get a feel for the work environment while experiencing

actual operations and manufacturing equipment. Eight interns were accepted in FY2015,1“Low-carbon society”
where CO 2 emission issignificantly reduced

providing a chance for them to consider their own work values and career options.

2“Resource recycling society”
where limited resources
are effectively used3

“Harmonious coexistence with nature”
where blessings from nature
can be indefinitely enjoyed

VOICE
Comments from the participants of the internship program (Excerpt)“I was able to create an actual prototype of a packaging product from my own idea, and could experience
the joy of manufacturing.”“I was amazed to learn about the various functions and characteristics contained in packaging products
closely tied to our daily lives.”

Safe, hygienic and energetic workplace

Toyo Seikan Business GroupWe pursue safety and health activities throughout the Company so that employees can work comfortably in a safeand hygienic work environment. In the area of safety, we endeavored to lower the risk of accidents occurring by raising

employee sensitivities to dangers, reviewing work methods and making improvements to facilities in relation to operations

that could potentially lead to a serious occupational accident. Information about accidents is promptly shared with otherNew environmental targets: Eco Action Plan 2022
Aiming to fulfil the Toyo Seikan Group environmental vision, we set out concrete targets to achieve over the mid

to long term in Eco Action Plans and pursue activities accordingly.

In FY2015, we formulated the Eco Action Plan 2022, a new plan covering up to FY2022.

Mid to long term targets under Eco Action Plan 2022 (3 initiatives)

Low-carbon society

plants to enable full cross-organizational implementation of measures and improvement of sensitivities through “disaster

Resource recycling society

case studies”, thereby preventing recurrence of similar accidents. To reduce the risk of accidents caused by younger

caused by younger employees as training materials.

In the area of health, we view the health of employees as one of our top management priorities. We strive to prevent

Long-term
targets

Aim to halve CO 2 emissions
by FY2050.

Contribute through products and services tothe creation of a society where humans andall other living things on the planet can
co-exist indefinitely, bearing in mind
product life cycles spanning procurement,
development, manufacturing, sales andcustomer service stages

Reduce CO 2 emissions
by 14% by FY2022

・Reduce material inputs by 3%
・Promote green procurement ofpurchased materials

・Minimize environmental risk
・Reduce environmental pollutants
・Promote purchasing of certified products
・Promote communication with outside
the company
・Promote biodiversity conservation

illness and injury and put in place structures and provide education relating to health management so that employees

will take responsibility for managing their own health. Specifically, occupational health nurses play a leading role, linking

up with industrial physicians, the safety and health committee and the health insurance association to advance activities
at each business location. They include the provision of health guidance and support based on the results of routine

health examinations; seminars encouraging self-care and care by the organization as a way to promote mental health;measurement of work environments for the purpose of preventing occupation illness; and help people quit smoking withthe support of our health insurance association.

11

Toyo Seikan Sustainability Report

Mid-term
targets

Harmonious coexistence with nature

Reduce the volume of new resource
inputs as much as possible andwork to switch to recycled or
renewable materials

employees or employees with limited experience, we establish on-the-job training (OJT) work manuals indicating specificdangers for use in actual on-site instruction and training and provide instruction using case studies of actual accidents

Base year: FY2013

Toyo Seikan Sustainability Report12Feature 1

Environmental management

Examination of issues

In line with the Toyo Seikan Group’s vision, Toyo Seikan has formulated its own environmental vision looking ahead

Approaches tosocial issues

to enhance the corporate value of Toyo Seikan and Toyo Seikan Group.

Identify a broad range of social issues
not limited to environmental mattersand determine the level of importanceusing reference materials

Population Trends
Advanced & Frontier Science(Science & Technologies in New Areas)

Control of Economics & Finance
Knowledge & Information
Management
Global Harmonization
Environmental Resources● Sustainable Development Goals (SDGs)● Global Risks Report● Global CEO Survey● PwC megatrends, etc.

Important issue: Formulate a long-term target and implement activity
Environmental activity: Implement activity

Water-relatedrisksSocial interestand drawing the attention of outside parties to the contents and progress of plans for achieving this, we will contributeSocial issues

Pollution prevention
Chemical management

Issues affecting Toyo Seikan
Based on social issues, identify current
and future issues Toyo Seikan should
address and the level of importance.

Backcasting

Energyprocurement

Globalization

Raw material
procurement risks
due to resource
Innovation
depletion

3R
promotion

Diversity
Human rights

Contribution to
the community

Importance to Toyo Seikan

Important

Very important3 initiatives
Desirable future

Aim to halve CO 2 emissions, exhaustible resource use and water resource use by 2050

Consider what
has to be done now
looking back froma point in the future

Backcasting

Createa low-carbon society
2050

Halve CO2 emissions(incl. the value chain)

Now

Forecasting

Predict the future
based onthe present

Now
2017

Effectively use
water resources

Halve usage under a quantitative index
Halve exhaustible resource usagereflecting the water balance(use recycled or bio-based materials)

Achieve more advanced
resource recycling

Reduce CO 2 by 20%

Expand bioplastic
packaging lineup

Decide at time oftarget formulation in 2017

Fully promote
eco-friendly design*14% by 2022
2020

Use sustainable
resources

Reduce CO 2 by 50%
2030

Expected future
as an extension of
the present

Develop packaging madefrom recycled materials

Minimize net water loss,
including within the value chain
Develop processes andproducts that do not
require water
Understand water-relatedrisks within the value chain● Alternative energy sources ● Lightweighting● Recycling advancement● Energy-saving facilities● Production efficiency improvements● Fuel-efficient vehicles● Extensive use of bio-based materials● Rainwater use● TULC, aTULC, and NS System

Base year: FY2013

Definition of materiality
Materiality was defined by checking issues of the Company against social issues occurring internationally. Targets

ClimatechangeAdoption of
non-petroleum
materials

Disclosure

Important

to 2050—Green Challenge 2050. By clarifying what Toyo Seikan must aim for in order to gain social trust and reputation

Areas of activity
Very important

Toyo Seikan Green Challenge 2050

Stakeholders who provided opinions on the Green Challenge 2050

are set by backcasting from the fiscal year of attainment to allocate interim targets.

We asked four stakeholders for their opinion on visions and targets we arrived at through the materiality definition.

We also exchanged information with officials of local authorities in communities where our plants are located.

Our task now is to formulate detailed activity targets by March 2017, drawing on the opinions of inside and outside

parties, and to implement activities from FY2017.

Management system
Integrated management system for quality, environment and food safety
Toyo Seikan started introducing individual environmental management systems (ISO 14001) at each business locationfrom 1999, and unified certification covering all business locations was acquired in 2007.

In order to more efficiently enforce the system, the environmental management system has since been combined withquality management (ISO 9001) and food safety management (FSSC 22000) systems as a single, integrated management
system that was certified in 2013.

The integrated management system is used by Toyo Seikan and Toyo Seikan Group companies, Honshu Seikan,

Nippon National Seikan and Ryukyu Seikan to efficiently deploy and implement quality, environmental and food safetymeasures within the organization from top management down to individual departments at each business location.

13

Toyo Seikan Sustainability Report

Norihiro Itsubo
Professor
Faculty ofEnvironmental Studies
Tokyo City University

Minako Oishi

Vice President and Environment
Committee Chair
Nippon Association ofConsumer Specialists

Akemi Ori

Professor
Graduate School of
Global Environmental Studies
Sophia University

Yasushi Kaji

General Manager
Environment and Energy Division 2
Mizuho Information &Research Institute, Inc.

Integrated management system policy (Quality, Environment and Food Safety)

1. Basic principles

Toyo Seikan Co., Ltd. delivers safety and security to meet customer's trust, attractive quality, and products, systems and services thatare friendly to the environment, and contributes to happiness and prosperity of mankind.

2. Basic policies(1) Individuals working at Toyo Seikan will satisfy our customers, and will deliver safety and security, attractive quality, and the products,
systems and services that take the environment into consideration.
(2) Individuals working at Toyo Seikan in all of our business activities will strive to prevent environmental pollution and reduce environmental
impact.
(3) We will have sincere dialogue (communication) with stakeholders, and continue to pursue better systems that improve the quality,
environment and food safety.
(4) We will keep compliance with relevant laws and contracts.

Toyo Seikan Sustainability Report14Development
Besides developing items such as containers that are easy to use and open, cans andcontainers made from new materials that ensure minimum environmental input, and easily
recycled materials, we develop packaging that anticipates current and future needs.

15

Toyo Seikan Sustainability ReportToyo Seikan Sustainability Report16

Development

Feature 2

The lightweighting challenge —Story behind the development of hit-producing Diamond-Cut Can—Developing the Diamond-Cut Can
to reduce packaging weight
Steel Beaded Cans, with a series of hoops impressed
into the sidewall, were designed for the purpose of
reducing weight and have been around for many years.
They had thinner walls but were just as strong as conventional
cans. One researcher looking for a replacement for thistechnology took an interest in the “Miura fold”, which had
been written about in a paper by aerospace engineeringexpert Koryo Miura.

Diamond-Cut Cans

Beaded Cans

The lightweighting
challenge—Story behind the development of hit-producing Diamond-Cut Can—In 2001, a Chu-Hi alcoholic cocktail went on sale in a distinctive canwith an uneven surface and has been a market favorite since.

The Diamond-Cut Can, developed with the aim of reducing weight,
employs a unique technique known as the “Miura fold”.

Here we talk to three project members involved in the can’s development about Toyo Seikan’s efforts
to reduce environmental impact and their focus on a technology that spawned a hit product.

“The Miura fold stemmed from NASA rocket and airplane
durability research. It is a way of folding things to makethem stronger. One of our researchers read the paper
and wondered if the method could be applied to cans.
Computer simulations of diamond-shaped folds indeed
showed that can durability would increase. A sample wasmade and named the ‘Diamond-Cut Can’. The diamond-cut
technique was then applied to the TULC*, which had justbeen developed. That was in 1995. We managed to reduce
the weight of a can by 28% compared to existing products.
It was adopted for a canned coffee and was very popular
for a while, attracting a lot of interest, but the product was
discontinued a few years later.” (Otsuka)“Given that the diamond cut process reduced the weightof a steel can, we decided to try it with an aluminum can tosee what happened. Because aluminum is thin, you needinternal pressure. So when we filled the can with a carbonatedbeverage, it inflated and the all-important diamond-cut
pattern disappeared, which was pointless. The idea wasshelved. Then one day, we were cleaning out container
samples shut away in the storeroom and opened the canto dispose of the contents, when the diamond-cut patternreappeared. Although this caught our interest, at the time
we couldn’t come up with a suitable product proposal.”(Aoyagi)

A can adopted for a new productdue to its value-adding design
The Diamond-Cut Can reappeared in the spotlight in2000 when Toyo Seikan presented it as a new productat an event hosted by a leading beverage manufacturer.
It was well received by the people concerned and theydecided to use it.

Ichiro Urata
Operating Officer, Sales Division

17

Toyo Seikan Sustainability Report

Ichio Otsuka
President and Representative Director

Mitsuhiko Aoyagi
General Manager, Metal Engineering Department“I still remember the commotion in the audience when
the diamond-cut pattern appeared after the can was opened.
We received official word on the can’s selection around amonth later. And when we heard it was to be used for
Chu-Hi*, we were really taken aback as we were expecting
a beer or low-malt beer. It was a new product and a first

Miura foldA pseudo-cylindrical concave
polyhedral (PCCP) shell design
consisting of a combination oftrusses (three-dimensional
triangular structures)

foray into the Chu-Hi business, plus sales targets wereset pretty high. Our biggest concern was the delivery
deadline. The time for development was so short, we
hesitated a bit.” (Urata)“Change the drink you put inside and you have toreevaluate the can. Chu-Hi comes in a wide variety offlavors and might use fruit juice, which is tough on thecan, causing corrosion, for example. Compared to beer,
there are so many more parameters you have to verify.
Because we were processing cans for a delicate beverage,
we had greater hurdles to clear.” (Otsuka)“The clincher for the customer was that it was a canconsumers would enjoy drinking from. I think they liked
the transformation and dynamics when the can was opened.
Although the original purpose of the diamond-cut can was
to reduce weight, it ended up adding a different kind ofvalue to the packaging.” (Aoyagi)

Overcoming a wide range of issues
to create a hit productHowever, from the can’s selection for a product rightup to the launch date, the team was tested time and timeagain by challenges that had to be dealt with by sales,development and production personnel, and at times
the customer.
“A complex can design didn’t make a drop in productivity
acceptable. It was our first time manufacturing an aluminum
Diamond-Cut Can and so we thought a great deal about
matters like the design of processing molds and theconfiguration of production equipment. Normally we would
make the test machines before the production equipmentused for manufacturing the actual containers, but thedeadline was so close that we had to advance their designand development at the same time. It must have reallybeen tough for the designers, for example having toincorporate findings from test machines into production
equipment design.” (Otsuka)“We asked the customer to set the deadline as far backas possible. Communicating closely in-house with Mr.
Otsuka, the engineering contact, we came to a compromisewith the customer. They were fully aware of the risks when
they chose the Diamond-Cut Can and it was a project we* T U L C : TULC is an eco-can that was developed by Toyo Seikan after revising its materials and manufacturing processes. The manufacturing process was changed to
one that does not use water and generates less CO 2 emissions.
*Chu-Hi: An alcoholic cocktail of shochu (a Japanese distilled spirits) and soda water, with flavors

Toyo Seikan Sustainability Report

18

The lightweighting challenge —Story behind the development of hit-producing Diamond-Cut Can—definitely wanted to succeed.” (Urata)“A number of things happened during that time that hadme in a cold sweat. The customer filled cans with a Chu-Hi
sample but when they were opened, the diamond-cut
pattern didn’t reappear. We investigated why and madeadjustments, but then when we tried filling cans on theactual production line, again the pattern didn’t come out
properly. Molds had to be modified, but we also had ashipping schedule to stick to. We enlisted 24-hour support
from the plant. Cans were manufactured in Sendai andevaluated in Yokohama. I recall traveling to and fro on theshinkansen bullet train with mold samples. We even hit asnag immediately prior to shipment, but managed to identify
the problem together with the customer. And it was worth
it. The defects stopped occurring. It was an overwhelming
moment of team solidarity when everyone—not only people
from the drink-filling plant, but also clerical workers andToyo Seikan employees—turned out for the inspection.”(Otsuka)Pursuing further technological development
by teaming up with customers
Launched in the summer of 2001, the canned Chu-Hi
became an unprecedented bestseller, far outstripping
predictions by fulfilling the annual sales target in justtwo months.
“The beverage manufacturer naturally would havebeen confident about the flavor. But as well as tasting
nice, the naming was good, and the packaging had acharacteristic design. All the right boxes were ticked for“Trust built with the customer
led to an increase in businessfor other products”

the product to be hugely popular. We added many moreproduction lines than originally planned and under thecurrent setup we can produce the cans at three plants.”(Otsuka)“The customer was incredibly pleased—by the thirdyear, they were the leading brand even though it was theirfirst foray into the Chu-Hi business. It also led to an increasein business from them for other products. It made me
realize how much the project had contributed to building
a relationship of trust between us.” (Urata)
In this case, lightweighting efforts resulted in thegeneration of new value and Toyo Seikan will persist with
its endeavors to minimize environmental impact under thesustainability theme.
“Toyo Seikan Group Holdings Corporate R&D carriesout basic research and development that will form the seeds
for further activity, while at the Technical Headquarters
we pursue R&D in specific areas to prepare for production.
We are also working to realize weight reductions andresource savings from many different angles, including
through materials, such as resin used to laminate the TULC.
The approach of re-examining technologies accumulatedby the company to spawn new ideas, like we did here,
connects to the next phase of innovation.” (Aoyagi)“When considering the environment, sustainability is
the paramount theme. I see it as our mission to work out
how we can carry on utilizing limited resources into the
future. Technological innovation never ends. Toyo Seikan
will continue to put forward new ideas for resource-efficient,high value-adding packaging.” (Otsuka)“Overcoming hurdles as a team amid
deadline pressures and one problem
after another evoked real joy”

Packaging weight reduction / eco-friendly products

Environmental considerations
for packaging
Lightweighting of containers (Reduce)

As an effort to effectively use limited resources, Toyo Seikan is

promoting the lightweighting of containers and packaging, which
consumption for package manufacturing.

In FY2015, we reduced the weight of steel cans by 11.9% byusing the eco-friendly TULC and switching to lightweight cans madefrom thinner steel sheet. The weight of aluminum cans was reduced
by 6.2% by using thinner aluminum sheet. PET bottle weight

reductions, compared to FY2004, came to 8.5% due to an increasein use of lightweight bottles.

Beverage packaging weight reductions
Steel cans

Weight(% of base year FY2004)

100

Aluminum cans

90

91.5
88.1

85
0

2004

PET bottles

Making cans lighter means they canbe manufactured with less metal, reducing
the amount of resources required. Toyo
Seikan has made progress in reducing
the weight of metal cans together with customers.
For example, we have successfully reduced theweight of 200ml steel cans for beverages like coffee
by 18% compared to conventional cans throughswitching to beaded cans and other measures.
Toyo Seikan will continue weight reduction efforts
using its unique eco-friendly design techniques andimprovements to manufacturing methods.

100.0

93.8

Aluminumcans

reductioncompared
to FY2004
reductioncompared
to FY2004
reductioncompared
to FY2004

Weightreduction
examplePET bottles

95

11.9%
6.2%
8.5%

Steel cans

BeforeAfter18%

reduction2008 2009 2010 2011 2012 2013 2014 2015 (FY)

Eco-friendly products

Mitsuhiko Aoyagi

regulations. We also recognize certain products as “Eco-friendly products”. They include products that achieve major

Ichio Otsuka

President and Representative Director

General Manager, Metal Engineering Department,
Technical Headquarters

Joined Toyo Seikan in 1986 and worked in warehousing
and sales at the Shimizu Plant before his assignment
to the Food Can Sales Department (now Sales Headquarters)
at Head Office. He was involved in realizing newaluminum Diamond-Cut Can and aTULC applications
and played the role of coordinator between Toyo Seikan
engineering departments and customers’ marketingand engineering personnel for projects with a large
development component. An operating officer since 2016.

Joined Toyo Seikan in 1983 and was assigned to
the Production Technologies Department, Technical
Headquarters, where he was involved in developing
lightweight cans and other technologies, quality
assurance and preparing facilities for production.
Drawing on that expertise, he devoted himself topropelling overseas operations. He became an
operating officer in 2013 and took up his current
position after a stint with the parent company.

Joined Toyo Seikan in 1988 and worked in
manufacturing at the Ishioka Plant before his
assignment to the Technical Headquarters Production
Technologies Department. He engaged in developmentof packaging, namely TULC and aTULC, as well asother two-piece cans, and also development ofvalue-added products like shaped cans. He iscurrently facilitator of a number of cutting-edge
projects within the metal packaging domain.

All products of Toyo Seikan Group are considerate to the environment as they comply with environmental laws andreductions of raw materials used or energy required during manufacturing, for example, and products containing fewer
substances designated by the PRTR Law. In FY2016, we established a new standard for recognizing “Excellent

eco-friendly products”—eco-friendly products with particularly large environmental impact reduction benefits andemploying proprietary technologies of Toyo Seikan.

Criteria for eco-friendly products are reviewed as required to ensure they are suitable for the times and we also provide

assistance on environmental matters in order to increase the number and sales of products using our eco-friendly products
or “Excellent eco-friendly products”.

Essential requirements
for Toyo Seikan Group products
Compliance with environmental laws and regulations
Conformance with the Toyo Seikan Group Basic
Materials Purchasing Policy and the Toyo SeikanGroup Materials Purchasing Action Policy

Toyo Seikan Sustainability Report

Lightweighting in FY2015

reduces consumption of resources for raw materials and energy

Products particularly eco-friendly
that employ unique technologies

19

Toyo Seikan“New packaging value was createdfrom an original intention
to reduce weight”

Ichiro Urata

Operating Officer, Sales Division

Development

Selected recognition criteria
Excellent
eco-friendly products
Eco-friendly
products
Toyo Seikan Group
products

Reduction of material/raw material usage
Reduction or elimination of specified
chemical substance* usage
Reduction of energy consumption in
manufacturing
Reduction of waste
Extension of product life
*Specified chemical substance: Substances
designated by the PRTR Law, heavy metals, etc.

Toyo Seikan Sustainability Report20

Procurement& Production

Packaging containers like cans and PET bottles would not exist if it were not for
nature and what it provides.
To help conserve the planet’s natural environment, Toyo Seikan strives to reduce
the environmental impact of manufacturing operations through persistent andvarious activities.
21

Toyo Seikan Sustainability ReportToyo Seikan Sustainability Report22Procurement& Production

Material flow and environmental performance data

Visualizing and efficiently reducing
environmental impact

Understanding CO2
emissions acrossthe entire value chain

Toyo Seikan
Business
Group

Greenhouse gas emissions from business activities of Toyo Seikan Business Group
scope1scope2(ten thousand tons, CO 2 equivalent)

350

Toyo Seikan Business Group calculates not

Toyo Seikan Business Group250

emissions from across the entire value chain.

200

Because material usage and energy consumptionof business activities) to enable efficient action for reducing environmental impact. We outline those flows and introduce
activities undertaken at individual business locations.

Energy consumption

150

account for a large proportion of CO 2 emissions

50

we carry out energy saving activities and ensure0that materials are used efficiently.

Toyo Seikan Business Group FY2015 material flow

(TJ)

15,00013,43012,00012,499INPUT

12,232

9,000

3,000
0

2013

2014

2015

(FY)

(purchased)

1,025,000,000 kWh
Fuel

6,000

4,411

4,000

684,000 tons

Electricity(thousand m 3)

4,768

(production)

Totalenergy consumption
12,200,000 GJ

Water consumption

5,000

CO 2

(crude oil equivalent)

62,000 kl

4,304

Toyo Seikan
Business Group

Chemicalreleases andtransfers
263 tons

0

2013

2014

2015

(FY)

800
600

21
278

400
200
0

382
2013

Metal

24
260

342
2014

Plastic products
224,000 tons

Raw material input

Raw material input(thousand tons)

Metal products
263,000 tons

Plastic

Others

24

2015

(FY)

RyukyuSeikanStoresRecyclable
resources
91,000 tons

0

Final
disposal volume
6,100 tons

710

120

684

Materials
114,000 tons

60
40
20
2013

2014

2015

(FY)

Restructuring of PET bottle production line

0

2013

2014

2015

Final disposal volume(thousand tons)

260

257

100
80

150

60

100

40

50

20
2013

2014

2015

(FY)

0

60
50

4,000

40

2,932

2,782

6.1
2015

(FY)

20

1,000

10
2014

2015

49

47

46

2014

2015

30

2,000

2013

6.3
2014

CO 2 (Logistics)

5,000

0

6.6
2013

(thousand tons)

6,000

3,211

(FY)

120

263

200

3,000

Toyo
Seikan97

80

Wastewater

Customers

105

Chemical releases and transfers

0Machinery
700 tons

111

100(tons)

300*11 domestic companies

(FY)

0

2013

(FY)

Upgrading of wastewater treatment
facilities

Wastewater facilities at Toyo Seikan’s Hiroshima and Kiyama Plants

is restructuring its production lines, taking on facilities relocated fromwere upgraded due to aging. This has reduced the amount of sludge

production output picks up.

waste. In addition, the risk of environmental accidents has decreased

Toyo Seikan. Energy consumption per unit is expected to fall as the

Toyo Seikan Sustainability Report

760

200

CO 2 (logistics)
46,000 tons

To respond to the increase of PET bottle production, Ryukyu Seikan

23

Total waste emissions(thousand tons)

400

Total waste
emissions
97,000 tons

Metal
318,000 tons

Others
24,000 tons

318

CO2 (Plants/Offices)(thousand m 3)

Plastic
259,000 tons

259

2015 (FY)600

Products

Water
4,304,000 m3

1,000

2014

Scope 1: CO 2 from burning gas and CO 2
due to carbon bonding with oxygen during
solvent burning(thousand tons)

250

3,000
2,000

2013

800

OUTPUT

Energy input

6,000

Scope 2: CO 2 emissions from processes for
producing electricity and gas

100from Toyo Seikan’s value chain, it is important that

Scope 3 (others): CO 2 emissions from materialtransportation, product transportation,
post-consumer packaging disposal/recycling, etc.
Scope 3 (production materials input):
CO 2 emissions from processes for
manufacturing materials such as steel,aluminum, plastic, coatings and ink

300

only CO 2 resulting from energy use, but also CO 2

Toyo Seikan Business Group makes every effort to understand its material flow (i.e. the overall environmental impact

Scope 3 (production material input)
Scope 3 (others)

generated during the treatment process, leading to a reduction ofthrough automation of many processes previously controlled by humans.

Toyo Seikan Sustainability Report24Procurement& Production

FY2015 environmental activity report

Striving for environmental performance
improvements
Production activities
Category

Results and targets
(%)

100

100

96

96 97

96

Targets0

2009(Base year)

2014

2015

150
100

100

103

103 100

Details and future policies★★

Energy consumption decreased in
FY2015 due to a drop in production
volume, but the per-unit target wasslightly missed.
Aim for a 10% reduction from the
FY2009 level in FY2018 throughconsolidation of production lines.

90

2016

Targets(%)

Assessment
Results50

CO 2 emissions from production

90

2018

(FY)

Results

★★★

86

50
0

ReduceCO 2 emissions

2009(Base year)

2014

2015

2016

CO 2 emissions from logistics
(%)

100

100

79

Targets0

Production
activities

(%)

100

100

2014

69

2015

2016

2018

Targets

90

0

100

87 89

89

150
100

2009
(Base year)

100

86

2014

2015

2016

Targets

90

86 89

86

2018

(FY)

Results

84
★★

2009
(Base year)

2014

2015

2016

Targets

100

2010(Base year)

104

111 107

101

2018

(FY)

Results

97

150
100

2014

2015

141

137 138

2016

Targets

(%)

★★★

100

132

2018

2009
(Base year)

Results

127
★★

2014

2015

2016

2018

(FY)

Product
development
and sales

CO 2 emissions had been higher thanthe base year due to a higher emission
factor for electric power, but in FY2015
were reduced to the base year level. Aim
for further reductions through consolidationof production lines.

Promote environment
risk management

Promote chemical
substance management
Environmental
management

The target was just missed again
in FY2015 due to dewatered sludge atfacilities treating wastewater from PET
bottle filling equipment added in FY2014.
Continue efforts to use materials
efficiently and turn waste into valuable
resources.

FY2015
TargetPromote biodiversity
activities

Support environmental
activities of businessgroup companies

Environmental
communications

Promoteenvironmental
communications･ Use LCA in product development･ Develop products taking into account materials,
manufacturing processes and recyclability

Activities･ Used LCA in products under development･ Reduced weight of aluminum cans, reviewed can coating
baking conditions, etc.

Target･ Futher conversion to lightweight packages

Activities･ Switched to lightweight packages

Target･ Support activities of various packaging recyclingorganizations

Activities･ Provided active support such as participating incommittee activities, public relations andawareness-raising activities, and survey activities

Target･ Thoroughly implement measures against environmental
accidents･ Assess environmental risks

Activities･ No serious environmental accidents involving outflows
from company premises occurred, but there were eightminor accidents, including chemical spills･ Implemented and reviewed accident countermeasures･ Audit and assess environmental risks

Target･ Ascertain the extent of use of substances prohibited under
the Green Procurement Guidelines and devise an approach･ Formulate a policy for management of chemical substances
contained in outsourced and purchased items

Activities･ Examining the use of substances prohibited under theGreen Procurement Guidelines

Target･ Disclose environmental superiority data and raise awareness of
products with LCA.
･ Look into eco-efficient methods using LCA and create guidelines

Activities･ Promoted LCA data utilization at sales and development
departments･ A report (guidelines) on findings by the packaging
eco-efficiency working group of the LCA Society ofJapan was issued and a conference presentation given

Target･ Ascertain the impact of business locations on thesurrounding environment from a biodiversity perspective

Utilize LCA

FY2015 target was achieved, but
the level was still higher than the baseyear, FY2010, due to more productionof products requiring printing.
Continue efforts such as switching
to alternative substances.

The target was just missed again in
FY2015 due to more production of products
requiring adhesion and printing.
Although products requiring adhesion
and printing is expected to further increase,advance efforts such as switching tosolvent-free adhesives and introducing
solvent recovery systems.

Develop eco-friendly
products

Promote container
recycling activities

The target was just missed in FY2015
despite a reduction of long-distancetransportation to outside warehouses
due to warehouse expansion. Aim forfurther reductions, for example throughprogress in modal shifts.

Unit material usage decreased
compared to FY2014 with progress in
reducing packaging weight and raisingproduction efficiency, but the target
was just missed.
Continue efforts to reduce packaging
weight and use materials efficiently.

Items

Promote sales of
eco-friendly products*For materials with annual transaction
volume of 10kg or more

(FY)

50
0

Toyo Seikan Sustainability Report

Results

50
0

25

(FY)

★★

(%)

Reduce
VOC emissions

★★

50
0

Reduce the amountof PRTRs released
and transferred

Results

69

Category*Calculated using the power CO2 emission
factor of FY2013

(FY)

50

(%)

Reduce total waste
discharge

2009(Base year)

2018

74 75

50

Reduce primary unitof material usage(primary unit
per production)

Assessment: (vs. FY2015 target) ★★★ = Achieved, ★★ = Nearly achieved, ★ = Not sufficiently addressed“Product development and Sales”, “Environmental management” and “Environmental communications”

Items

Reduce energy
consumption(primary unit
per production)

Toyo Seikan has established environmental targets from environmental management priority items and material flow,

and is promoting to improve environmental performance.

Activities･ Surveyed ecosystems on Shiga Plant premises andrecommended management methods

Target･ Provide support primarily through environmental risk
management

Activities･ Inspected four companies and assessed environmentalrisks

Target･ Disclose environmental information in an environmental report･ Create environmental lecture programs for classrooms･ Highlight activities at environment-related events and raiseawareness of activities among outside parties

Activities･ Published a sustainability report･ Drafted an environmental lecture program for classrooms･ Exhibited at environment-related events and ran
environmentally themed advertisements

Evaluation

FY2016 Target★★★

･ Use LCA data in productdevelopment･ Develop products taking into
account materials, manufacturing
processes and recyclability while
maintaining packaging functions★★★

･ Make progress on switching
to lightweight packages･ Raise in-house awarenessof eco-friendly products★★★

･ Support activities of packaging
recycling organizations★★

･ Reduce the number ofchemical spill accidents･ Assess environmental risks★

･ Look into integrated
implementation of chemical
substance management
related to occupationalsafety and chemical
substance management
related to other legislation★★★

･ Disclose environmental
superiority data and disseminate
products with LCA.
･ Establish eco-efficiency
assessment methods★★★

･ Gather information on
biodiversity★★★

・ Share information on
environmental matters withbusiness group companies
and provide support primarily
through environmental risk
management★★★

･ Disclose environmental
information･ Create environmental lecture
programs for classrooms･ Highlight activities atenvironment-related events andraise awareness of activities
among outside parties･ Implement in-house education

Toyo Seikan Sustainability Report26

Procurement& Production
Low-carbon
society

Resource
recycling society

Harmonious
coexistence with nature

Environmental activities

Contributing to realize a low-carbon
society by dramatically reducing
CO 2 emissions

Efforts to reduce CO2 emissions

Toyo Seikan

More than 70% of CO 2 emissions from Toyo Seikan Business Group is generated by Toyo Seikan. For

that reason, Toyo Seikan is working to reduce CO 2 emissions through facilities, production efficiency andlogistics.

-5%

-4%

CO 2 emissions from business activities (FY2015)

Procurement framework

Toyo Seikan GroupToyo Seikan Group has established the Toyo Seikan Group Basic Materials Purchasing Policy

and the Toyo Seikan Group Materials Purchasing Action Policy, and makes sure to remain humble
and engage at all times in proper transactions with suppliers as important partners who help
sustain our business activities.

Toyo Seikan carries out procurement in line with these policies and in accordance with its own

Materials Purchasing Management Regulations.

Green procurement of materials

Toyo Seikan carries out chemical substance management to aid procurement of production materials with minimum

environmental impact. In regard to chemical substances contained in production materials, we have put in place
the Toyo Seikan Green Procurement Guidelines (for Chemical Substances), which specify substances that mustnot be used in production materials (prohibited substances), substances that need to be replaced or reduced(substances for reduction) and substances that require monitoring of the amount used (controlled substances)taking into account environment, health, hygiene and safety, waste disposal and other considerations.

compared to
FY2014 level

Toyo Seikan CO2 emissions and energy consumption
thousand tons-CO 2

1,000

600

CO 2 emissions

Energy Consumption(thousand kl)

329

300

593

594

303
664

609

578

-14%,
compared to
FY2009 level
508

400

0

2013

2014

2015

2018
(FY)
(Target year)

48.7

50
40

140

0

63.3

60

210

70

2012

70

280

200

2009
(Base year)

CO 2 emissions(thousand tons)

350

277 269

compared to
FY2014 level

CO 2 emissions from logistics

thousand kl (crude oil equivalent)

CO 2 emissions(thousand tons)

800

Toyo Seikan

CO 2 emissions from logistics (FY2015)

Total transportation distance
Total transportation distance(million km)

57.4
41.8

70

53.8

51.8

38.8

37.0

60
50
40

30

30

20

20

10

10

0

2009
(Base year)

2013

2014

2015

(FY)

0

*Calculated using FY2014 CO 2 emission factor for electric power

The guidelines are reviewed regularly to align them with law changes both in Japan and overseas. For the 2014

review, we conducted a survey of suppliers to ascertain the substance content in supplied items.

As well as communicating our guidelines to suppliers, we check with them about substances contained in theirproducts and, where necessary, urge them to switch to alternative substances so that we are able to deliver safer
products that users can rely on.

The Materials Purchasing Management Regulations cover procurement controls relating to chemical

Toyo Seikan has managed to reduce energy consumption by advancing a range of energy conservation

activities, but CO 2 emissions had remained higher than the FY2009 level since FY2012 due to an increasein the CO 2 emission factor for electric power. In FY2015, CO 2 emissions fell below the FY2009 level and weare now pursuing activities toward achieving a 14% reduction compared to FY2009 by FY2018.

substances, including implementation of the above Green Procurement Guidelines and product safety data sheet(SDS) management.

Energy-saving activities related to production facilities (Eco Project)
Aiming to realize a low-carbon society

CO2 emissions from
Toyo Seikan Business GroupToyo Seikan Business GroupJapan(thousand tons)

1,000

126

800
600
400
200
0

Overseas

Target: 5% reduction
compared to FY1990
57

134 134

0-50%, comparedto the FY2013 level
443

597

679

760

710

684

1990
(Base year)

2012

2013

2014

2015

-3%

2050 (FY)(Target year)

CO 2 emissions in FY201527

Toyo Seikan Business Group has made efforts to raise theefficiency of its energy use through such measures as upgrading

generated benefits at plants where they are already installed and are therefore being deployed across theorganization in other plants, too. CO 2 emissions reduction of around 2,100 tons is expected.

CO 2 emissions from domestic operations in FY2015 came to684,000 tons, a 4% reduction from the previous year due, for example,
to upgrading to energy-saving facilities. We failed to meet our

Transportation using rail containers

year, the main reason being a large increase in the CO 2 emission

We have barely used rail as a means of transportation so far, but we areUnder the Green Challenge 2050, Toyo Seikan Business Group

trip each day between Kanto and Kansai regions to transport can ends.

target, however, as emissions were 15% higher than the baseToyo Seikan

Toyo Seikan started exploring the option of rail freight transport in FY2016.

factor for electric power.

currently considering use of two exclusive rail containers making a roundhas set a target of halving its environmental impact by 2050

Reasons for exploring the rail option include:compared to the FY2013 level. In FY2015, we managed an 8%

reduction by 2050” target, Toyo Seikan Business Group will continue

Toyo Seikan Sustainability Report

We will introduce systems allowing suspension of low-pressure compressor operation by reusing surplus

air from high-pressure compressors used in PET bottle production as low-pressure air. The systems haveto energy-saving facilities and power-saving initiatives.

reduction compared to FY2013, but in order to achieve the “50%compared to
FY2014 level

Toyo Seikan

concerted efforts both in Japan and overseas to reduce CO 2
emissions.

A 31-foot container compatible with trucks has been developed;
Truck drivers are in very short supply right now; andThere are precedents at affiliated companies.

CO 2 emissions from rail transport are around one ninth the emissions

from truck transport.

Toyo Seikan Sustainability Report28

Procurement& Production
Low-carbon
society

Resource
recycling society

Harmonious
coexistence with nature

Environmental activities

Contributing to realizea recycling-based society by utilizing
limited resources effectively

Minimizing environmental risks

Toyo Seikan Business GroupToyo Seikan Business Group works to minimize environmental

they occur and carries out regular drills, envisaging emergency

situations, to contain the effects of an accident should one occur.

There were no environmental accidents with serious consequencesin FY2015. The number of minor accidents fell from the previous

fiscal year, but chemical, coating and other chemical-related spills

Reduction of total waste emissions

accounted for a large proportion. Quick action prevented outflows

Waste emissions and landfill

Toyo Seikan Business Group

Waste Emissions(tons)

Toyo Seikan Business Group strives to reduce and recycle the waste it

25,000Waste emissions increased 5% from the previous fiscal year. The total

15,000

generates.

amount of waste has been rising in the last few years due to factors

20,00010,000including an increase in dewatered sludge generated by new lines since
FY2013.

6,605

5,000

6,273

2013

Inspection of waste contractors

2014

2015

(FY)

Toyo Seikan

To ensure that waste is properly processed, we regularly inspect waste

contractor operations. In 2015, we sought to make inspections and evaluation
more efficient by determining the frequency of inspections based on theprevious inspection results and clarifying business locations responsible forcarrying out inspections in the case of multi-site contracts or contractors inremote areas. Carrying out contractor selection and evaluation from a uniform

Inspections andrisk evaluations
implemented at

4

group
companies

companywide standpoint, we verify as a waste emitter whether waste isInspection of a contractor’s operations

Inspections andrisk evaluations
implemented at

4

2
2

20

1
2

10
5
0

Minimizing risk

17

14

9

2013

2014

2015

(FY)

Toyo Seikan Business GroupAs an environmental accident prevention activity, Toyo

Seikan Business Group is in the process of evaluating risks atbusiness locations to identify factors that could potentiallycause an environmental accident. In FY2015, inspections andToyo Seikan
locationsrisk evaluations were carried out from an environmental risk
standpoint at Toyo Seikan locations where accidents had
occurred and at four business group companies.

Proper management of PCB-containing equipment

properly processed.

Others1

15

for example through corrective action and a review of its effectiveness

6,066

Abnormal wastewater

25

from company premises, but we will work to prevent a recurrence,

Risk management in FY2015

0

Chemical spills(Accidents)

and implementing additional measures as required.

19,43918,52018,281

Landfill

Change in number of accidents

risks with a focus on preventing environmental accidents before

Toyo Seikan Business Group

Business operators in possession of equipment containing

polychlorinated biphenyls (PCBs) are obligated to appropriately
store and manage the equipment and properly treat theequipment within a certain time frame under the Japanese
Low-carbon
society

Resource
recycling society

Harmonious
coexistence with nature

Contributing to realize a society
coexisting with nature so we can keep
benefiting from nature’s blessings

Waste water management in plants

effort to ensure efficient use of water resources and processing of wastewater. We

manage wastewater prior to discharge into rivers, streams or sewerage using our own
wastewater standards, which are stricter than the regulated criteria.

Our water usage dropped dramatically in the two years to FY2015 (10% reduction

compared to FY2013). Upgrading to the latest high-efficiency refrigerating machines,

Toyo Seikan Business Group treats equipment in accordancewith the schedule and policy stipulated by the authorities. To
prevent leaks of stored PCBs, they are stored and managed

in a secured facility where regular inspections and reportingare performed.

Removal of high-voltage capacitors with highly
concentrated PCB

Toyo Seikan
6,000
5,000
4,000

Kiyama Plants, which was completed at the end of FY2015. Using the latest methods

1,000

to improve processing efficiency, we aim for even further reductions of water usage.

Toyo Seikan Business Group(thousand m 3)

3,000

usage. We undertook renewal of wastewater treatment facilities at Hiroshima andBiodiversity in FY2015

Water usage

cooling towers and other equipment was influential in achieving the reduction in water

Toyo Seikan Sustainability Report

Treatment of PCB Wastes.

Toyo Seikan Business GroupToyo Seikan Business Group strives to preserve water resources by making every

29

Act on Special Measures Concerning Promotion of Proper

4,768
3,643

4,411
3,182

business
location

4,304
2,956

2,000

0

1

Impact ascertained at

Conservation of biodiversity

Toyo Seikan

Biodiversity policy of Toyo Seikan Group was established in2012. In accordance with this policy, we will grasp the impactof our business activities on biodiversity and promote initiatives

for the conservation of biodiversity in the areas surrounding ourplants and offices.

We are also participating in the Japan Business Initiative for

Biodiversity, working to obtain the latest information, exchange
ideas with other companies and cooperate on activities.

2013

2014

2015

(FY)

Toyo Seikan Sustainability Report30Consumption
Products shipped from Toyo Seikan are filled with beverages or other contents and thendelivered to stores and cosumers.
To contribute to a recycling-based society, in which used packaging is returned into resources,
we are promoting our 3R activities.

31

Toyo Seikan Sustainability ReportToyo Seikan Sustainability Report32Consumption

Recycling activities

Consumption

Communicating with the community

Consumer issues

Placing value on communication
to coexist in harmony with the community

3Rs of packaging

Participation in exhibitions (PET Refine Technology)

Toyo Seikan

Toyo Seikan aims to reduce the environmental impact of packaging products over their entire life

PET Refine Technology, which carries out chemical recycling

cycle. Our first priority is to deliver to consumers packaging products that protect their contents andto turn used PET bottles back into PET bottle raw materials (ofare easy to use and safe. But while maintaining the functions of packaging, we also make an effort

equal quality to virgin materials), exhibited at the Kawasaki

to incorporate environmental considerations into design to reduce the impact on the environment.

International Eco-Tech Fair 2016 held February 18 to 19, 2016.

We actively promote the 3Rs (reduce, reuse and recycle) to effectively use limited resources.

Its technologies were introduced to the public by an introductory
DVD of the company, a display of recycling procedures and PET
bottle quizzes.

House Foods "Tokusen Honkaori" series
Commendations

Japan Packaging Contest 20152016 DuPont Awards
for Packaging Innovation

40th Kinoshita Prize

Accessible Design
Packaging Award

Packaging Technology
Award

Silver Award(The above awards were all won jointly by House Foods Group Inc., Toppan Printing Co., Ltd., and Toyo Seikan)

The tubes have won three awards for such features as the ease of dispensing contents, theeasy-to-remove lid seal and the improved ease of cap opening and closing. We will continue efforts
to improve packaging in response to customer needs.

Plant
topicsJapan Packaging Contest: Sponsored by the Japan Packaging lnstitute. With aims to promote the development andspread of superior packaging and related technology, the competition is Japan’s biggest in the packaging field.
Kinoshita Prize: Sponsored by the Japan Packaging lnstitute. Awards are presented for notableachievements in packaging-related R&D, improvements and rationalization, and creation of new domains.
2016 DuPont Awards for Packaging Innovation: Presented by US company DuPont to recognize developmentof innovative packaging products, usage improvements, development of manufacturing technologies andother aspects of superior packaging from around the world enjoying strong sales in the marketplace.

Recycling

Recycling rate by packaging type

Toyo Seikan

Steel cans

Besides developing packaging products that areeasy to recycle, we regularly hold meetings to exchange
opinions with citizens and local authorities several

times a year, in an effort to strengthen links to consumers
and government. Here, through packaging recyclingorganizations, we engage in activities to promotebetter understanding of packaging, and create andprovide promotional tools for raising awareness ofrecycling.

(%)

Aluminum cans

PET bottles

94.7

Plastic containers

92.9
85.8

87.1

92.5 90.4

75

86.1

85.8

85.0

83.8

92.0
87.4
82.6

50

62.3
41.3

40.6

41.7

44.4

44.8

2004

2011

2012

2013

2014

100

25
0

90.8

Water sprinkling at the
Ukishima landfill site

(Toyo Seikan Kawasaki Plant)

On August 24, 2015, Toyo Seikan Kawasaki Plant and
Kawasaki Port & Harbor Bureau signed a pact relating to dust
from landfill operations in the Ukishima zone. Under the pact,
the Plant annually supplies 7,200 tons of treated industrial
water at no cost.
A sprinkler truck contracted by Kawasaki Port & Harbor
Bureau collects treated industrial water from the Kawasaki
Plant and sprays it over the Ukishima landfill site, helping toprevent the scattering of dust across the site. The activity isalso expected to have annual CO 2 reduction effects of around
400kg and, in the first year, save the city around 10 million yen
in spending (compared to when using the public water supply).
Kawasaki City has highly commended these efforts as aninnovative public-private initiative.

VOICE

(FY)

(Source: Second Voluntary Action Plan for the Promotion of 3R in Containers andPackaging 2015 Follow-up Report, Liaison Committee of Associations Promoting 3R)

Lectures in classrooms

Left: Takeshi Okutani,
head of the Kawasaki Port &Harbor Bureau(at time of photo)
Right: Yukihiro Okawa,
Plant Manager,
Toyo Seikan Kawasaki Plant

Effective use of treatedindustrial water

Toyo Seikan

Toyo Seikan implements lectures in classrooms and other activities

to teach children about environmental issues through packaging. The

aim is to support education of children, who represent future generations.
Toyo Seikan commenced lectures in classrooms in 2011. In FY2015,

The Kawasaki Port & Harbor Bureau was looking for corporate
partners who could supply industrial water discharge as a solution
to the pressing issue of securing water for sprinkling and had
approached a dozen or so companies without being able to reach an
agreement. This was the first pact of its kind we had entered and wewould like to thank the General Affairs Section and everyone else
involved at the Toyo Seikan Kawasaki Plant for their commitment.
We think the partnership has been highly commended not only
because of the CO 2 reductions and expenditure savings, but also forthe relationship of trust formed between public and private sector
elements. By actively communicating information about our
methods, we hope to help the spread of public-private cooperation.

Nobuo Nishi
Kawasaki Port & Harbor Bureau
Landfill and InfrastructureManager

Nanako Ueda

Kawasaki Port & Harbor Bureau
Port of Kawasaki Administration Center
Facilities Section

we held lectures on the packaging 3Rs at three schools.

We create programs incorporating the requirements of each school

by meeting with teachers prior to the lectures.

33

Toyo Seikan Sustainability ReportToyo Seikan Sustainability Report34

Toyo Seikan—Always Close By

Third party comments

on Toyo Seikan Sustainability Report 2016
Junko Edahiro

Professor, Faculty of Environmental Studies, Tokyo City University
President, Institute for Studies in Happiness, Economy, and Society

Overall, Toyo Seikan Sustainability Report 2016 isAgreement on climate change. Shareholders, experts

In the context of a world that is moving toward

top management sees these developments in terms ofeasy to read.

decarbonization, I am especially impressed with theand interested citizens will want to know how corporate
business management. I am concerned that even though

Toyo Seikan Co., Ltd. is a leading packaging company, since its foundation until today, dedicated to making

Agreement were adopted, no reference was made tothat meet the needs of time.

this is the first report issued since the SDGs and Parispackaging containers with an emphasis on the importance of “wrapping”, and has continuously supplied products

these points.

State-of-the-art technologies accumulated across our group companies support the packaging industry.

“committed vision”, in which they commit to do nothing

Sustainability Report, not an environmental report, one

Toyo Seikan Co., Ltd.

need a dramatic shift toward sustainable society, so

and economic aspects. I have an impression, however,Established: June 25, 2012 (Founded:1917)
President: Ichio Otsuka
Capital:1,000 million yen
Head Office: Osaki Forest Bldg., 2-18-1
Higashi-Gotanda, Shinagawa-ku,
Tokyo 141-8640, Japan

fact that Toyo Seikan mapped out its Green Challenge
2050, which is aimed at halving the company's

environmental impacts by the year 2050. Japanesecompanies, in some cases, tend to just declare amore than they know they are able to do. But today wean “aspirational vision” is important, even if it comeswith goals that are far from the current situation. The

Second, as Toyo Seikan presents this as its

would also expect it to include good coverage of socialthat this report is biased toward environmental issues.

I look forward to future reports that will include not only

process of working out the truly important goals, turning

the human resources development of employees, but

external initiatives, and then promoting bold actions,in terms of gender, disability, and age, as well asthem into the power to bring together both internal andcan strengthen an organization, motivate employees,
and gain the trust of society.

Reducing the weight of containers, along withpromoting reuse and recycling, is very important foralso efforts to create a workplace for diverse employees,
human rights initiatives. As for work-life-balance

initiatives, I hope that future reports will refer not only
to the existence of systems, but also what they are

and how they are used, the implications and challenges,

lowering environmental impacts. The report section

and how the company can address them.

pseudo-cylindrical concave polyhedral packaging

that the following three points can be included in futurecontributed to making the report friendlier and easiersuch as labor practices of Toyo Seikan's supply chains?

featuring the development of “diamond cut” cans (using

technology) for this purpose is very interesting, andAs for social aspects outside the company, I hopereporting: What is the situation with social aspects

to read. Everybody uses containers every day and they

How does the company see and address current social

concrete initiatives of a packaging company to reducegap between rich and poor? And besides sending

are like behind-the-scenes supporters of society, so theenvironmental impacts should be of great interest to
readers.

The following points are some of my comments for

future improvements of Toyo Seikan’s environmental
and CSR management and reporting.

issues in Japan, including poverty and the expanding
visiting lecturers to speak and taking part in several

exhibitions, how does the company interact with local
communities and local economies around the plantsites?

Lastly, perhaps the environmental performanceFirst, I would suggest that before mentioning thereporting pages could be better designed, because

the President should make some observations about

the company's policies for the future. The page shows

company's business environment, the Message fromthe state of the world, the planet, and the trends of theyear, and articulate the President’s thoughts about them.

I believe a Sustainability Report should cover not only

the company's sustainability but also the sustainabilityof Japan, the world and the planet.

In particular, the past year saw developments thatthey carry important content, such as crucial data andthe results and outcomes of Toyo Seikan’s initiatives,
so readers are looking for a narrative on what thecompany aimed for, what actions were taken, what theoutcomes were, how the status is monitored, and what

Toyo Seikan Business Group (34 Group Companies of Toyo Seikan)(as of June 30, 2016)

Packaging Container BusinessToyo Seikan Co., Ltd.
Honshu Seikan Co., Ltd.
Japan National Seikan Co., Ltd.
Ryukyu Seikan Kaisha, Ltd.
PET Refine Technology Co., Ltd.
Toyo Seihan Co., Ltd.
Fukuoka Packing Co., Ltd.
TM Pack Co., Ltd.
Japan Bottled Water Co., Ltd.

T&T Enertechno Co., Ltd.
Bangkok Can Manufacturing Co., Ltd. (Thailand)
Next Can Innovation Co., Ltd. (Thailand)
Toyo Seikan (Thailand) Co., Ltd.
Global Eco-can Stock (Thailand) Co., Ltd.
Toyo Seikan Guangzhou Co., Ltd. (China)
Toyo Pack (Changshu) Co., Ltd. (China)
Asia Packaging Industries (Vietnam) Co., Ltd.
Asia Packaging Industries (Vietnam) Trading Co., Ltd.

Machinery & Equipment BusinessToyo Seikan Group Engineering Co., Ltd.
Kanagata (Thailand) Co., Ltd.
Stolle Tokan Machinery (Shanghai) Co., Ltd. (China)
Stolle Machinery (Shanghai) Co., Ltd. (China)
Can Machinery Holdings, Inc. (US)
Stolle Holdings, Inc. (US)
Stolle Machinery Company, LLC (US)

Stolle Europe Ltd. (UK)
Stolle EMS Group Ltd. (UK)
Stolle European Manufacturing Solutions Ltd. (UK)
Stolle EMS Precision Ltd. (UK)
Energo-Metal System Polska Sp. z.o.o. (Poland)
Stolle Machinery do Brasil Industria e Comercio Equipamentos Ltda. (Brazil)
Stolle Asia Pacific Co., Ltd. (Vietnam)

Logistics BusinessToyo Mebius Co., Ltd.
Toyo Mebius Logistics (Thailand) Co., Ltd.

I look forward to seeing in the future how Toyo

Seikan enhances its initiatives and reporting on social

Goals (SDGs) at the United Nations and the Parisin the area of the environment.

Toyo Seikan Sustainability Report

Business outline: Designing, developing, manufacturing and sales of packaging
containers made of metals, plastics, and composite materials
Sales of machinery for food packaging and packaging systems,
and technical services
Sites:
Head Office, Technical Headquarters, Chitose Plant, Sendai Plant,
Ishioka Plant, Kuki Plant,Saitama Plant, Kawasaki Plant,
Yokohama Plant, Shizuoka Plant, Toyohashi Plant, Shiga Plant,
Ibaraki Plant, Osaka Plant, Hiroshima Plant, Kiyama Plant

the company will do next.

may have significant impacts on the world and business,such as the adoption of the Sustainable Development

35

Our purpose in business is to develop packaging technologies
that enable safe delivery of contents to consumers.
We are creating new value through further evolution of packaging technologies for the next 100 years.
In this way, we will meet the product and service requirements of people
throughout the world as we contribute to the happiness of mankind.

aspects, while further promoting its excellent initiatives

Toyo Seikan Sustainability Report36Sustainability
ReportEnglish edition

2016

Environment Department, Environment and Quality Assurance Division
Toyo Seikan Co., Ltd.
Osaki Forest Bldg., 2-18-1 Higashi-Gotanda, Shinagawa-ku, Tokyo
141-8640, Japan
Tel: +81-3-4514-2026 Fax: +81-3-3280-8125

http://www.toyo-seikan.co.jp/e/Published : December 2016

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