New Eyes for Industry

CSR ReportMessage from the President
Now is Precisely the Time to Practice CSR Management
through the Eyes (Lenses) for Key Industries
The possibilities found within lenses—the eyes for industry—are spreading to countless,diverse applications. Given this, Tamron will not only look to correctly understand customer
needs for conventional interchangeable lenses, surveillance cameras, automotive camera
lenses and other products, both in Japan and overseas, but also seek out new fields where it
can leverage its business experience.
We have strengthened our product strategy as of late in order to correctly capture the needsof not only the Japan market, but local markets in emerging markets and around the world,
too, through our subsidiaries, with the goal of supplying lenses suitable for a wide range ofapplications. I believe our mission is to practice CSR management through our core business,by being the lens of choice of industry, regardless of country. Therefore, we are morecommitted than ever before to establishing high quality, eco-friendly development, design
and production systems so that we can continually improve quality in Japan as well as at
our plants in China and Vietnam, with the ultimate aim of creating products that customers
continually choose over others.
As for the environment, we have established a company-wide target to lower our CO2 emissions
compared to the benchmark year of 2012 by 1% per year on average in terms of basic unit
per sales. All told, we hope to reduce CO2 emissions about 7% by 2020 and in 2014 we hadalready lowered emissions by 7.0%. Going forward, we will begin to focus on reducing CO2
emissions in terms of total volume instead of just basic unit per sales. At the same time, we arepromoting eco-friendly product designs. For example, we are adding improved features to ourinterchangeable lenses, such as better imaging quality and image stabilization, but also working
to make these products more compact, lighter weight, quieter as well as use fewer parts.
We are also in the process of building a better supply chain; one that is focused on legal
compliance in Japan and overseas, upholds international standards in CSR procurement,such as those concerning conflict minerals, respects human rights and a sound working
environment, and pays close attention to fair operating practices.

CSR Activities Practiced by Self-Disciplined Employees

President & CEO
Tamron Co., Ltd.

Morio Ono

It is important that we develop employees who can think and act both independently andcorrectly, without having to wait for orders from above. Management that values employees
will empower employees to identify customer needs and get more proactively involved insociety. As part of our global expansion, we also we need workplace environments that aresuited to local conditions. Our leadership at overseas subsidiaries understands Japanesebusiness, hires local people who have the greatest understanding of local markets, and carries
out CSR activities tailored to their communities. Moving forward, we will work to improve
the English proficiency of our employees so that we can engage customers more closely anddevelop a mindset ready to tackle any challenge that my present itself.
Of particular importance is creating an environment where female employees can thrive
professionally. We will hire more women and provide opportunities for them to contribute,
while increasing the ratio of female managers in the process. In 2014 a number of male
employees took parental leave, which until then had mainly been taken by women only. In
2015 we plan on establishing a day care facility at our head office location. We are definitely
committed to creating workplace environments where female employees can thrive.
The efforts of self-disciplined employees greatly support our citizenship activities for society.
Our employees continue to give back to photographic culture through the Railroad Scenery
Photo Contest and Macro Lens Photo Contest, and are actively involved in the local community
through their support for physically challenged athletes, science classes for children, anddonations to the conservation of the Minuma Tambo area of Saitama City.

Supporting the 10 Principles of the UN Global Compact
Tamron continues to be an active supporter of the 10 principles laid out in the U.N. Global
Compact as part of its global expansion. We recognize these 10 principles represent
guidelines that truly multinational corporations must put into practice, and as such, we havereflected these principles in our Action Declarations and thoroughly educate our employeeson the principles. Compliance at our overseas sites is particularly important and ourcompliance action guidelines incorporating specific activities have been made known to all sothat we can fulfill the expectations and trust of our stakeholders around the world.
In compiling this CSR Report, we focused on engagement with stakeholders. We would
greatly appreciate your comments and suggestions for how we can further improve our CSR
management.

1

Tamron CSR Report 2015

Contents
Message from the President………………………………… 1
Table of Contents and Company Outline… …………… 2
Tamron’s CSR Management………………………………… 3

Editorial Policy

Participation in the UN Global Compact………………… 4

This report was issued to keep stakeholders, including customers,
employees, shareholders, investors, business partners, local communities,
public institutions, NGOs and NPOs, abreast of Tamron’s activities forprotecting the environment and carrying out its social responsibilities.

Special Feature: Aiming to become a Company where
Diverse Human Resources can Thrive Professionally… …… 5

This report covers activities across the entire Tamron Group, including
Tamron Co., Ltd., Tamron Optical (Foshan) Co., Ltd., Tamron Optical(Vietnam) Co., Ltd. and overseas sales subsidiaries, excluding certain
environmental data and other information.

Relationship with Shareholders and Investors… ……… 7
Relationship with Business Partners……………………… 8
Relationship with Customers… …………………………… 9Management System… …………………………………… 13
Relationships with the Environment…………………… 15
Environmental Objectives and Targets Achieved…… 16
Reducing CO2 Emissions and Electricity Consumption…… 17
Reducing Waste and Water Consumption…………… 18
Relationship with Society… ……………………………… 19
Activities at Tamron’s Overseas Subsidiaries………… 21
Independent Third-Party Opinion… …………………… 22

Guidelines mainly referenced in compiling this report:・‌Environmental Report Guidelines (Ministry of the Environment) (2012version)・‌Greenhouse Effect Gas Measuring & Reporting Manual Version 3.5
・‌Environmental Accounting Guidelines (Ministry of the Environment) (2005version)・‌The GRI Sustainability Reporting Guidelines and ISO 26000:2010 Manualon Business Entities’Social Responsibility were also referenced to
identify important information that should be disclosed to stakeholders.
・‌We made efforts to disclose information based on stakeholder
perspectives, by referencing the warranty processes in the AA1000
Warranty Standard.
・‌The cover design was selected to express our stance toward
contributing to the environment and achieving harmony with all
stakeholders through our lenses.

Company Profile
Trade name

Tamron Co., Ltd.

Head office1385 Hasunuma, Minuma-ku, Saitama-shi, Saitama, JapanTel.

+81-48-684-9111

FoundedNovember 1, 1950

Incorporated

October 27, 1952

Capital

6.923 billion yen

President & CEO

Morio Ono

Employees

2,694 (consolidated; excluding 3,985 temporary employees)

Net sales

73.621 billion yen (consolidated; as of December 31, 2014)

ListedFirst Section of the Tokyo Stock Exchange

Domestic plants

One each in Hirosaki, Namioka and Owani in Aomori

Head Office (Saitama City, Saitama Prefecture)

Overseas plants Foshan, China and Hanoi, Vietnam
Consolidated subsidiaries
	United States, Germany, France, Hong Kong, China（Shanghai）,
Russia, and India

Outline of Business Operations
Commercial/industrial-use optics
Opticalcomponents

Photographic
lenses9.5%《Net Sales for the Previous Five Years》(Billion yen)

800
700
600

Consolidated
64.3

56.6

58.5

2010

2011

73.6

68.4

500
400
300
200
100
0

2012

2013

2014

FY

《Employees》

17.2%(person)

8,000
7,000

Percentage
of sales bybusinesssegment(2014,
consolidated)

73.3%

355

406

6,000
5,000
4,000
3,000
2,000
1,000
0

Consolidated(regular employees)

7,198

2010

3,843

Consolidated(temporary employees)

4,090 3,985

6,005

2011

2,295

2,545 2,694

2012

2013

2014 FY1
1. ‌The increase in temporary workers during 2012 was attributed tochanges in employment format made primarily at Tamron Optical(Foshan) Co., Ltd., our manufacturing subsidiary in China. Temporary
workers at Tamron Optical Foshan will soon be switched to regular
employees per changes in China’s labor laws.

Tamron CSR Report 2015

2

Tamron’s CSR Management
Enhancing Corporate Value

Twelve Themes for Enhancing CSR Management

Tamron’s CSR management is conducted under our corporate
philosophy of contributing to the economy, society andenvironment as eyes for industry. Tamron also pursues CSR
management through stakeholder engagement based on the
Action Declarations, which define the stance the company shouldtake toward stakeholders divided into the five categories of“customers,”“employees,”“shareholders,”“business partners,”
and“ society,”and the Action Codes, which show how all Tamron
employees should conduct themselves.

We have been working on our business operations under twelve themes
established for being a company acknowledged by stakeholders.
We have established a sound corporate governance system andcarry out management with a fundamental focus on compliance,
while also considering the economy, society and the environment.
Furthermore, by engaging in themes such as the environment,
quality/product safety, and employment/human resources andother social issues, we are striving to be a company that has thepower to be selected by customers1.
1.This is one of our corporate objectives, showing that we have the power to be
selected and supported by customers.

Tamron s Action Declarations●From the customer perspective
Recognizing that customer satisfaction is of the highest
importance, Tamron will contribute to society by supplying
safe, high-quality original products and services.
●From the employee perspective
・In order to become self-reliant, each employee at Tamron
works with a challenging spirit, maintains goodcommunications with fellow workers for creating a lively
work environment, and strives to yield the best possible
results at all times while observing laws and regulations.
・Each and every employee at Tamron respects human rights
to support society as a good corporate citizen.
●From the shareholders/investor perspective
Everyone working at Tamron strives to enhance corporate
value through faithful management, to proactively engage
stakeholders, and to enhance stakeholder conﬁdence to be acompany worthy of stable investments.
●From the business partner perspective
By respecting human rights, complying with laws and carryingout fair and transparent business transactions, Tamron will
ensure that it can build relationships with its business partners
so that they deliver quality materials and services, achieve
mutual growth and contribute to society.

Twelve Themes
Compliance

P7、14

Corporate Governance

P7

Risk Management

P13

Environment

P15 〜 18

Disclosure

P7

Quality and Safety

Tamron’s CSR Committee meets monthly to closely monitor the
progress of CSR activities. The committee is an organization under
the direct control of the President and CEO. Representatives fromall divisions at the head office and plants in Japan and overseas
meet through videoconferencing.
Every year Tamron publishes a CSR report as part of our
stakeholder engagement activities. We are pleased toannounce that our CSR report for 2014 was recognizedwith an award of excellence at the 18th Environmental
Communication Awards sponsored by the Ministry of theEnvironment and the Global Environmental Forum.

P9 〜 12

Occupational Safety & Health

P14

Employment and Human Resources

P5 〜 6

Human Rights

P5 〜 6、8

Social Contributions

P19 〜 21

Information Security

P7

Privacy Protection

P5、7

The Power to be
Selected
Disclosure
Environment
Employment andHuman Resources

Communicating for CSR Promotion

Relevant page

Privacy Protection
Human Rights

Society

Corporate Value

Responsibility to Contribute toSocial and Environmental Issues●From the society perspective
・Maintaining good communications with local communities,
Tamron will strive to contribute to their growth while upholding
their tradition and culture as a good corporate citizen.
・Tamron will observe laws and regulations, aiming to earn
conﬁdence from society as a good corporate citizen.
・Tamron take a resolute stance against all anti-social forces
and organizations that pose threats to the public order andsafety of our civil society.
・Tamron will work hard in NGO and NPO projects to establish
a good society.

Twelve Themes Association table

SocialContributions
Quality and Safety
Occupational
Safety & Health

Information Security

Risk Management

ComplianceCorporate Governance

EconomyFor more details, please visit our corporate website(Japanese):
WEB http://www.tamron.co.jp/news/release_2015/0226.html

3Tamron CSR Report 2015

Twelve Themes for Enhancing CSR Management

Environment

ISO26000-4.7 Respect for international norms of behaviour

Participation in the UN Global Compact
Tamron has operations around the world, including a
production base in China and subsidiary sales companies
in Europe and the United States. Agreeing to the Global
Compact (GC), in August 2007 Tamron became asupporter of this international initiative proposed by theUnited Nations to support the Ten Principles related tohuman rights, labour, the environment and anti-corruption.
The Ten GC Principles became pillars for establishing our
CSR promotion structure.
In 2014, a total of 107 employees participated in humanrights and labor training following the principles of the
UN Global Compact, including workers at Tamron Optical(Foshan) Co., Ltd. (below, “Tamron Optical Foshan”)
and Tamron Optical (Vietnam) Co., Ltd. (below,“Tamron
Optical Vietnam”). This training is intended to broaden
understanding about the principles of the UN Global
Compact and encourage action. Employees learn about

the principles and related issues while deepening theirunderstanding about Tamron’s current situation andsituations where employees should act. Tamron willcontinue to abide by the 10 principles and carry out
corporate activities that fulfill its responsibilities to society.

For further details about the GC, please visit the United Nations
WEB http://www.unglobalcompact.org/.

COP Report (Communication on Progress)
The following table describes Tamron’s accomplishments and efforts during 2013 in line with the Ten Principles.

Principles

Tamron’s Policies

Relevant
page

Results for 2014

Human Rights

1 Business‌
should support and respect・‌We support basic human rights in our Action
the protection of internationallyDeclarations.
proclaimed human rights.
・‌We declare respect for human rights and eliminationof discrimination in our Compliance Regulations.
・‌We clarify management items for operations
2 Business‌
should make sure that theyand strengthen checks and balances (the Humanare not complicit in human rights
Rights Protection & Labor Standard Management
abuses.
Regulations).
・‌Definition of CSR procurement(Tamron Supplier
Code of Conduct)・‌Carried out operations based on the
Human Rights Protection & Labor
Standard Management Regulations.
・‌Clarified management items for
operations and strengthened checks
and balances (Japan and Tamron
Optical Foshan).

3 Business‌
should uphold the freedomof association and the effective
recognition of the right to collective
bargaining.

・‌Periodically provided opportunities to discusslabor-management issues (head office).
・‌Held social gatherings involving the President P5 〜
and female employees (head office).
P6・‌Improve working conditions throughlabor union activities (Tamron Optical
Foshan and Tamron Optical Vietnam).

・‌We declare respect for the right of ouremployees to organize in our labor organization
memorandum.

LabourEnvironment

4 Business‌
should uphold the・‌We stipulate the importance of complying with laborelimination of all forms of forced andrelated laws and regulations and maintaining a proper work
compulsory labour.
environment for our employees in our Compliance Regulations. ・‌In-house training on
the 12 CSR themes in・‌We vow not to use child labor. We do notaccordance with the
5 Business‌
should uphold the effective
employ workers under the age of 15 which is
UN Global Compact:abolition of child labour.
stipulated in our employment rules.
107 employees
participated
6 Business‌
should uphold the・‌We have targets for employing persons withelimination of discrimination
disabilities and a policy to increase the ratio of・‌Participation in the UN
in respect of employment andfemale managers in order to realize a diversified
Global Compact Japanoccupation.
work place.
Network working
groups・‌We have a provision in our consolidated
management policy to prevent environmental
deterioration through efforts such as thefollowing:
7 Business‌
should support a(1)Reducing CO₂ emissions;precautionary approach to(2)Reducing industrial waste;environmental challenges.
(3)‌Finding alternatives to harmful chemical
substances; and(4)Conserving biodiversity
8 Business‌
should undertake initiatives ・‌We have a policy to clearly establish environmental
to promote greater environmental
objectives and targets for the following:
responsibility.
(1)Reducing CO₂ emissions;
9 Business‌
should encourage the(2)‌Reducing industrial waste emissions todevelopment and diffusion ofultimately achieve zero emissions; andenvironmentally friendly technologies.
(3)Promoting environmentally-friendly designs.

Anti-Corruption

10 ‌Business should work against
corruption in all its forms, including
extortion and bribery.

・‌We have a our policy to regulate acts ofendowment and political donations and terminate
ties with anti-social forces in our Compliance
Regulations and Action Declarations.

・‌Specified all business days as“ Noovertime work days”(Head Office).

P3

P5 〜
P8

P5 〜
P7

・‌Established a manual to check the age ofapplicants at the time of hiring (Tamron
P7
Optical Foshan and Tamron Optical Vietnam).
・‌Achieved targets for the ratio of females
promoted to management positions.
P5 〜・‌Ratio of eligible employees taking
P6parental leave: 100%.
・‌Ratio of hiring of persons with disabilities: 2.3%.
・‌Incidents of environmental nonP8
conformity : 0・‌Held training sessions on environmentally P12
conscious designs and reducing CO₂
P15〜
emissions: One session each (total of
152 participants)
P18・‌Supported ecosystem protection efforts P20(head office).

P12・‌Reduced CO₂ emissions by 7.0 %compared to 2012 per unit of sales.
・‌Reduced product weight by 1% on average. P16〜・‌Reduced product size by 1% on an average. P18
・‌The Compliance Promotion Committee
held workshops for employees to learn
more about compliance.

P7

Tamron CSR Report 20154

Special
FeatureAiming to become a Company where Diverse
Tamron employs a diverse workforce at its domestic and overseas business sites in
We are committed to providing workplaces that are motivating based on fairplace to work so that our people can thrive professionally and support the growth of

Aiming for Self-Disciplined Human Resources
Training System Diagram
Occupational-based training programs

Rank-based training programs

Training for new
graduate hires

On the job
training

Manager training
Training for mid-career
hires

Company-wide training programs
Correspondence
education

Sales andadministrative
staff training

Engineer training

Tamron has established a training regimen for newly hired employees
to develop self-disciplined human resources with a challenging spirit.
This comprises rank-based training programs held periodically to help
employees gain the necessary skills for their jobs, occupational-based
training programs that teach the required competencies to engineers
as well as sales and administrative staff, and company-wide training
programs that seek to improve individual skills.

Human Resource Development Overseas
Approximately 60% of Tamron’s workforce is employed at its overseas
business sites and each of these sites carries out human resource
development initiatives based on their individual situations and needs.
Tamron Optical Foshan carries out occupational-based training
programs as part of its efforts to develop human resources and improve
production and manufacturing technologies well as the leadershipskills of managers. In 2014, manager training was held on six occasions
on management knowledge and production and manufacturing
technologies with the goal of developing candidates for positions insenior management. A total of 128 managers attended, including 10
assistant managers, 61 team leaders, and 57 other employees. Some

99% of participants have been able to use what they learned in thesesessions to make improvements in operating processes.
Production and manufacturing technology training covered automation
related topics for workers responsible for development equipment
to encourage even greater automation, labor savings and digitizationof production equipment. The Assembly Division production training
sessions for managers twice a month to help ensure more consistentquality, while information about quality issues in the production
process was relayed to related departments during training. The goalof these sessions is to encourage employees to think outside their own
processes to make help improve overall quality.

Expanding Manager Training and Engineer Training in JapanTo further enhance rank-based training programs, a new session
called 360 degree feedback training was held for managers in
2014. The term 360 degree feedback refers to an evaluation
process of manager capabilities involving their supervisors,
subordinates and people from other departments that work withthem. This allows managers to objectively reflect on their own
management and make improvements for the future.
This training was held for 20 general manager class employees
at the head office. After the training was over participants shared
positive feedback, saying that would like to use their leadershipto create better organization for both managers and employees
given the fact discrepancies exist between the feelings ofsupervisors and subordinates. We will continue to hold thistraining going forward while expanding the scope of those eligible
to participate.
Furthermore, we hold a training course called English forEngineers (for around 15 senior mid-level engineers) targeting
young engineer who will need to use English in their work given

Interview witha Manager

I n t e r v i e w

5Tamron CSR Report 2015

Hiroko Sakai

the global expansion of our operations. An instructor specializing
in engineering English leads the weekly course for four months
during which time they cover communication with customers andbusiness email writing, among other topics.

Manager Training
Name of course

Details

Managers
Basic training

Managers learn about the basic principles of management and obtainthe necessary skills and knowledge to grow as a supervisor

Personnel evaluation
training

Fosters understanding of the purpose and approach to personnel
evaluations

Personal information
management rules andregulations training

Fosters understanding of the Personal Information Management Rules
and ensures managers properly handle personal information at theworking level360 degree
feedback
training

The manager receives evaluations about their own abilities fromsupervisors, subordinates and colleagues to analyze themselves andimprove their management skills

Mental healthtraining

Managers learn about important matters to pay attention to in orderto prevent mental issues with their people and seek to maintain andimprove workplaces

Section Manager, Cost Management Section
Product Development Management & Administration Dept.
Product Development Management & Administration Unit

I am applying what I learned at the basic training course for managers at my workplace. I learned about how
to ask subordinates questions and making my subordinates first think about something before sharing myviews. I work in a back-office section, so the challenge I face is rotating team members around and stabilizing
operations while seeking to promote greater efficiencies at work. We have been able to carry out duties
despite the limited amount of time thanks largely to the support of my supervisor and team members. It isquite difficult to tackle efficiency or improvement activities alone. This is why I find it very motivating when we
can update our daily processes through mutual collaboration between supervisor and team members. I havealso been able to take advantage of our hourly leave system. This has made it possible for me to participate
in my child’s school events and achieve a balance between my personal and professional life.

ISO26000-6.3 Human Rights / 6.4 Labour practices

Human Resources can Thrive Professionallyorder to deliver products and service that satisfy its customers around the world.
assessments and compensation and mutual understanding, with the ultimate goal of being a rewarding
the company.

Aiming to be an Female-friendly Company
With Japan expected to suffer from labor shortages in the future it ismore important than ever to create a society where women can thrive
personally and professionally. The ratio of female workers at Tamron
overseas is 60%, but only 20% in Japan, of which 50% are in their 30s, so
we need to create n environment conducive to retaining these employees
even after marriage and childbirth. This is why Tamron has establishedand continually improved various programs for its people to achieve awork-life balance and continue working for the company.
Tamron has programs in place for childbirth and childcare, and 100% of
eligible employees have taken maternity leave before and after childbirthand parental leave, returning to work thereafter. (See the graph forthe number of employees taking parental leave.) Employees also takeadvantage of our reduced working hours program where they can work
up to two hours less than normal to fulfill their childcare obligations.
Saitama Prefecture, where our head office is located, is carrying out the
Saitama Prefecture Womenomics Project to revitalize the local economy
through the power and contributions of women. As part of this project,companies with diverse work styles are recognized and in March 2014
Tamron received Gold recognition 1 for its efforts to ensure female
employees who give birth return to work thereafter.
In 2015, we plan on opening a daycare at our head office in considerationof the growing issue of children wait-listed for daycare. This will allow
female employees to return to work sooner and enable them to achievea work-life balance between their private life and professional life. 2
Additionally, our employment ratio of persons with a disability in Japan
has surpassed 2% for the previous five years and in 2014 this ratio was
2.3%, which exceeds the statutory ratio of 2%.
1. ‌Please visit our corporate website for more information about our recognition from
Saitama Prefecture as a company with diverse work styles.
WEB http://www.tamron.co.jp/news/release_2014/0530.html

2. ‌This daycare will be made available not only for the children of employees, but also
children from the local community as well.

Number of Employees taking Parental Leave(employees)
100
90
80
70
60
50
40
30
20
10
0

Japan

36
10
2010

60

Tamron Optical Foshan

65

76
30

10
2011

10
2012

8
2013

18
2014

Main Benefits Programs for Childcare and Nursing Care (Japan)
Program

Term

Overview

Parental
leave

Until the child turns 1(Extendable up to 14 months of age)

An employee can take leave tocare for and raise a child

Extendedparentalleave

Up to the day the child turns
18 months of age or April 15 of
the year after the child turns 1,
whichever is longer

An employee can take paid
leave if they are unable to find a
daycare or for other reasonsChild care
leave

Until the child begins elementary school(Up to 5 days per year)

10 days if the employee has more than two children

An employee take paid leave
for a doctor’s appointment,
vaccinations or nursing careneeds of a child

Reducedworking
hours

Until April 30 of the school year
in which the child becomes a first
grader in elementary school

An employee can shorten theirworkday by up to two hours
as long as they work six hours
continuously

Nursingcare leave

Less than a total of 93 days

An employee take leave toprovide nursing care to an elderlyfamily member in need

Supporting Men’s Involvement in Childcare (Japan)
To support women’s careers, men need to change theirwork styles and help out with chores and childcare on
weekdays. We made changes to our parental leave
program in 2014 to make it easier for men to take shortterm leave to assist with homemaking duties and childcare,which have tended to be the exclusive role of women.
When taking parental leave that is less than one month,Interview witha Male Employee
who Took Parental Leave

I n t e r v i e w

Kouji Moriyama

the first five days are designated as paid leave. Thisencouraged five employees at the head office and two at
the three Aomori plants to take parental leave.
Parental leave is intended to encourage men to rethink
how they work in the future to enrich both theirprofessional and personal lives through work-life balance.

Procurement Section, Procurement Dept.,
Procurement Center,
Production Management & Administration Unit

My wife had a baby in October 2014 and I took parental leave thereafter. Normally, I only dida small amount of cleaning and clothes washing when I had time off, but during my five-day
parental leave I submitted documentation to the city office and also assisted my wife. This is our
first child, so I felt the parental leave was instrumental in helping me to quickly learn about andfamiliarize myself with the care that a child needs. I didn’t have a worry at work because I wasable to split up my duties within the section to other people in advance to ensure everything
was covered. I learned just how hard it is to raise a child during my parental leave, so I will be
helping my wife out with childcare and chores around the house from now on.

Tamron CSR Report 20156

ISO26000-6-2 Organizational Governance

Relationship with Shareholders and Investors
We are committed to fair and transparent management practices as well as enhancing corporate
value, which is achieved by strengthening corporate governance to build up trust with shareholders
and investors.

Corporate Governance
Basic Policy
We at Tamron have constantly pursued fair andtransparent management practices under our management
philosophy and in line with our brand message,“Contributing to Society by Creating Eyes of Industry ”
as well as by respecting the rights and equality of ourshareholders and working diligently to maintain a soundrelationship with all stakeholders.
Corporate Governance System Overview
Tamron has employed the Executive Officer System
to speed up decision making and improve efficiencies,
which has enabled it to establish a management structure
capable of making accurate and strategic decisions.
External Directors with expertise in their respective fieldcarefully monitor and advise the company regarding its
execution of operations from an independent and fairstandpoint. At the same time, Independent Auditors withexpert knowledge of finance, accounting and legal affairs
as well as Corporate Auditors well versed in Tamron’soperations work together with the Accounting Auditor andInternal Audit & Supervision Board to carry out rigorous
audit programs. Tamron appoints 15 Directors, of which
2 are External Directors, and four Corporate Auditors, ofwhich 3 are Independent Auditors.
(1)Board of Directors
Meetings of the Board of Directors are held twice a month,in principle, attended by all Directors and Corporate
Auditors, for reviewing the execution of duties by the
Directors and deciding on important issues as set forthin the basic policy of the company and related laws andregulations. In 2014, Board of Directors met 24 times.
(2)Board of Auditors
The Board of Auditors audits the processes of decision
making by the Board of Directors and the execution ofduties of Directors by attending the Board of Director
meetings and checking approval documents. The Board
of Auditors meets monthly, in principle. In 2014, Board ofAuditors met 15 times.
(3)Executive Officer System
Tamron has employed the Executive Officer System
to ensure separation between management and theexecution of operations. Executive Officers carry out
their duties and responsibilities following the basic policy
determined by the Board of Directors.
(4) Internal Control through Committee Meetings
We regularly hold monthly management (MAC) meetings
attended by all Directors, full-time Corporate Auditorsand Executive Officers to discuss management issues andrespond to the fast-changing management environment.
(5) Accounting Auditor
Tamron has concluded an auditing agreement with Wako
Audit Corporation and receives audit from this firm in its
capacity as accounting auditor.

Corporate Governance Structure
General Meeting of Shareholders
Election/dismissal

Election/dismissal

Board of Auditors(Corporate Auditors andIndependent Auditors) Coordination
Audit

Election/dismissal

Accounting Auditor
Audit

Coordination

Coordination

Board of Directors(Directors and External Directors)
CSR Implementation &Administration Board

President & CEO

CSR Committee

Management
Meeting (MAC)

Compliance Committee

Executive Oﬃcers

Internal Audit &Supervision Board

Internal Audit

Each department/subsidiaries

Shareholder and Investor Engagement
In 2014 Tamron held two earnings presentations as well as
hosted meetings and plant tours for institutional investors
and securities analysts.
In addition, Tamron continues to participate in conferences
for domestic and international investors organized by
securities companies. We also hosted five briefings forindividual investors.
We are committed to actively engaging our shareholders
and investors throughdynamic IR1 activities.

1. ‌IR stands for investor relations
and means providing shareholders
and investors with informationsuch as financial standing that isnecessary for investors to makeinvesting decisions.

IR conference for institutional investors and securities analysts

ComplianceIn accordance with our Compliance Rules, we carry out
compliance promotion activities through the Compliance
Committee, comprising members of the executive management
team, and under this the Compliance Promotion Committee,
comprising members selected from each business division.
In 2014, commentary was provided on Tamron’s complianceaction guidelines, while explanations were also given about
domestic laws concerning our business and foreign laws (bribery
and export controls)1 where extraterritorial application applies.
Focus was also placed on the compliance activities of overseas
subsidiaries and management of these companies received
support for compliance activities and were informed about
various legal issues.
Going forward, we will carry out promotional activities across thecompany and work to foster a compliance mindset among eachand every Tamron Group employee.
1. ‌There are instances where a foreign law may apply outside of the original
jurisdiction when business involves another country.

7

Tamron CSR Report 2015

ISO26000 - 6.6 Fair Operating Practices

Relationship with Business Partners
Tamron respects human rights, ensures compliance with laws and regulations, and establishes
good relationships with business partners to grow and contribute to society together.

Summary of Activities in 2014●●

Tasks for 2015

Continued investigations for conflict minerals●

Continued rigorous management of chemical substances

Further reinforce CSR procurement with business partners

Business Partner Accreditation Program

CSR Efforts in the Supply Chain

In order to contribute to society in accordance with its CSR
policy, Tamron works together with its business partners tocomply with laws and regulations, and continually aspires toserve as a partner that delivers high quality products and services.
For product and environmental quality1, we conduct surveys
to check the status of our suppliers through on-site and paperbased audits in accordance with our assessment standards.
In 2008 we commenced CSR procurement and requested
suppliers comply with the Tamron Supplier Code of Conduct
to ensure we do business only with companies that act inaccordance with these standards. Going forward, we willcontinue to re-examine ways of confirming suppliers’compliancewith the code of conduct.

Working Together with Business Partners toManage Chemical Substances

1.“Environmental‌quality” means regulating the use of harmful chemical
substances in products our suppliers deliver to us to ensure they fall below
the threshold level stated in our standards.

Procedures for Selecting Suppliers

2. ‌Such data and documents as the certificate of non-use of harmful chemical
substances, ICP analysis data and MSDS

Initiatives to Improve Quality Meet Delivery Deadlines

Request the supplier to make efforts in CSR, covering aspects including
labor, health and safety, environmental protection, administration
systems and ethical management, in addition to promoting
environmental and quality assurance

Check whether the supplier complies with the
Tamron Supplier Code of Conduct.
No,
requiresimprovement

Yes, conforms to standards

Accreditation as business partner
CSR management implemented by business partners
following the Tamron Supplier Codes of Conduct

History of Our Activities
2008 ‌Requested all business partners to comply with
the Tamron Supplier Code of Conduct
2009 ‌Requested respective business partners to
perform self-evaluations(questionnaire)2010 ‌I n t r o d u c e d c a s e e x a m p l e s o n p a r t i c u l a r l yimportant aspects such as“occupational healthand safety”and“human rights protection”
2011 ‌Held CSR Procurement Workshops for all business
partners in Japan and abroad2012 ‌Continued to work on improving methods forchecking business partner compliance with the
Tamron Supplier Code of Conduct
Held internal training sessions and in-house hearings
2013 ‌Prepared questionnaire (draft)2014 ‌Revised questionnaire (draft) and examined waysof using the questionnaire

Periodical evaluation

Carry out quality audits, environmental quality
audits, process audits and paper-based audits

Tamron maintains a policy to avoid the use of harmful
chemical substances in the materials used to make its
products. We use a system to check substances regulated by
the EU’s RoHS Initiative based on environment data obtained
from our suppliers2. We continued to internally implement
analytical work with advanced equipment including
Inductivity Coupled Plasma Atomic Emission Spectrometry(ICP-AES) and Gas Chromatography Mass Spectrometry (GCMS) to ensure only the safest most secure products aredelivered to customers. We also manage substances with ourbusiness suppliers in accordance with REACH, with relevant
information in turn passed on to customers and consumers.

The cooperation of our business partners who deliver components
to us is absolutely essential to fulfilling our customer’s quality, cost,delivery, environmental and societal (CSR) needs. In particular,delivery deadlines can be quite short, so we take a rigorous
approach to managing processes. One of the factors behinddelivery delays is more rigorous quality standards placed oncomponents supplied by business partners because of the highperformance demands of the end product.
Therefore, Tamron does not leave everything up to the business
partner, but instead shares issues through close communication
to ensure quality requirements are met. Occasionally we dispatch
engineers to our business partner’s place of business to think up
solutions and improvements together. These efforts helped us toreceive deliveries of components from business partners sooner
on more occasions in 2014, which helped us improve quality anddelivery.

Response to Conflict Minerals
A portion of the minerals (tantalite, tin, gold and tungsten)produced in the Democratic People’s Republic of the Congo andneighboring countries of Africa are being used to fund armed
militants that violate human rights and cause environmental
destruction.
These minerals are now collectively referred to as conflictminerals and regulated. Tamron has declared a policy3 not to use
illegal conflict minerals related to the violation of human rights orenvironmental destruction in order to fulfill its corporate social
responsibilities within its procurement activities.
In 2014, we carried out tracking investigations, including on partsfor which investigations were not performed in 2013. These
investigations did not find any connection to conflict minerals thatare being used to fund armed militants.
3. Please visit our corporate website to view our policy on conflict minerals.
WEB http://www.tamron.co.jp/en/envi/top/index.html

Tamron CSR Report 20158

Relationship with Customers
Tamron is committed to contributing to society by supplying customers with safe, unique and quality
products and services, putting the highest priority on satisfying customers, dealers and OEM customers.

Summary of Activities in 2014

Tasks for 2015

Manufactured products in various fields, including unique● ‌photographic lenses and automotive camera lenses

Developed technologies for producing higher performance lenses● ‌

Create unique products that customers appreciate● ‌Pursue environmentally-conscious products,● ‌such as those that use recycled materials

Tamron Products Familiar to All
We leverage our optical technologies tocreate many eyes of industry.

Photographic
and imaging
cultureContributing to the propagation and developmentof photographic culture and imaging technologies

Daily life

Contributing to safety
and security in everyday life・Lenses for DSLR cameras
・Lens units for video cameras
・Lens units for compact digital cameras

Contributing to our economy, society
and environment with eyes for industry

・Lens units for surveillance cameras (including infrared)
・Surveillance cameras
・Lenses for automotive applications

Manufacturing

Supporting factory automationand quality enhancement
・Industrial lenses

Commendations and Recognition
Tamron focuses on developing lenses for DSLR cameras thatfeature high power zoom capabilities so that both wide angle
and telephoto shots can be captured with a single unit that neverneeds to be changed. Two lens models released in 2013 and2014 received the awards noted in the table below. The 16300mm F/3.5-6.3 Di II VC PZD MACRO (Model: B016) features
the world’s first 18.8-times zoom 1 providing wide angle andtelephoto capabilities in a single lens. This particular lens also
has a vibration compensation (VC) mechanism2 and its compact

design with a length of 10cm and weight of 540g makes
photographing easier and more enjoyable.
Additionally, the SP 150-600mm F/5-6.3 Di VC USD (Model:
A011) is a 150mm to 600mm super telescopic lens for enjoying
capturing scenes of birds, wildlife, sports and aircraft. It isequipped with a vibration compensation (VC) mechanism,
ultrasonic silent drive (USD)3 and has an eBAND coating4 that
greatly prevents light reflections, making it possible to capture
high resolution images with less flares or ghosting.

Lens Awards
Category
Imaging(Photographic lens)

Model

Award

Awarding Organization

B016

EISA Award
European DSLR Zoom Lens 2014-2015 5

European Imaging and Sound Association (Europe)

A011

EISA Award
European DSLR Telephoto Zoom Lens 2014-2015 5

European Imaging and Sound Association (Europe)

1. ‌World’s first among exchangeable lenses for DSLR cameras per a Tamron study in January 2015.
2. ‌VC stands for Vibration Compensation, which helps prevent blurry images. Tamron lenses for Sony cameras do not offer Tamron’s VC mechanism because Sony includes
an imagine stabilizing mechanism in the body of its DSLR cameras.
3. ‌USD stands for Ultrasonic Silent Drive, which is essentially an ultrasonic motor that converts ultrasonic vibrations into torque, which makes it possible focus faster withgreater precision
4. ‌The acronym eBAND coating standard for Extended Bandwidth & Angular-Dependency Coating, which is a proprietarily developed membrane that makes images clearer
and more complete. It uses a nanotechnology-based coating technique to form a multicoated surface with a super-low refractive index membrane to significantly reduce
unwanted reflections compared to multicoated surfaces made from resins.
5. ‌Tamron lenses have received an EISA award for nine consecutive years since 2006. EISA is an acronym for European Imaging and Sound Association. This organization
sponsors the EISA Awards along with editors and senior engineers from related media including photography, video, sound, and mobile electronics. Every year the awards
recognize leading products in the fields of photography and audio visual.

9

Tamron CSR Report 2015

ISO26000 - 6.5 The Environment / 6.7 Consumer Issues

Lenses Underpinning Safety and Security
Tamron manufactures and markets lens units (including infraredmodels) for indoor and outdoor surveillance cameras, making
safety and security an important pillar of its businesses. In recent
years we have also focused on the development of lenses forautomobiles.
Automotive lenses are largely separated into two categories. Firstis lenses used in traffic monitoring systems installed at points
above roads. The other is automotive camera lenses installed on
vehicles.
As for traffic monitoring lenses, Tamron developed the model
DE005 (1/8 15-50mm F/1.4) zoom lens with auto focus andremote operation capabilities, making it possible to easily
monitor various roads at different distances. The image
processing technology is designed so that users can extract the
information they need based on the application.

Lenses for sensor cameras(lane keeping assist systems, etc.)

Headlight lenses(light dispersal)

Automotive lenses for rear-view cameras, birds-eye cameras
and etc. are mainly used for confirming by sight. We are also
developing sensing type lenses for use in emergency brake assist
systems and lane keeping assist systems.
International demand for automotive cameras is expected tocontinue growing in the future given the KT Act1 in the UnitedStates and Europe’s Euro NCAP2. Tamron will continue to support
the safety of vehicles by creating high quality, high performancelenses tailored to each individual application.
1. ‌Kids and Transportation Act. This law requires that all new cars comeequipped with a rear-view monitor by the year 2014.
2. ‌European New Car Assessment Programme. This program refers to automobile
safety testing performed in Europe.

Camera lenses for detecting pedestrians at night(including infrared camera lenses)

Lenses for surrounding vicinity surveillance monitors(for rear, side and bird s eye views)

Developing Highly Unique Photographic Lenses
The SP 150-600mm F/5-6.3 Di VC USD (Model: A011) released in2014 features zoom capability with a focal length up to 600mm,
making it possible to capture, for example, a bird flying in the sky
as well as its distinctive facial features all from the same location.
It is equipped with a vibration compensation (VC) mechanism forstabilizing shots and an ultrasonic silent drive (USD) that delivers
sporty focus and silent operation unlike similar lens models
before it. The A011 is able to quickly and seamlessly takepictures of subjects exactly as you see them in real life.

Interview with Lens Developers

I n t e r v i e w
Yuzo Minowa
Design Technology Section 1
Design & Engineering
Dept.
Image Products Business Unit

Masahide Saitoh
Senior Engineer
Production Engineering
Dept.
Image Products Business Unit

Shinichi Sujino

Electronics Design Section 1
Electronics Design &Engineering Dept.
Image Business Division

Model A011

The Model A011 lens features an easy-to-use focal length
range and a compact size and inexpensive price taggiven its performance. A telescopic lens get bigger as themagnification increases, but we were able to prevent a
giant-sized lens by reducing the number of components
used inside it. This is also an ecological product that uses
less power thanks to its USD and VC.
As for usability, we integrated a number of innovations toensure the zoom function doesn’t feel too heavy under any
conditions or that the focus doesn’t feel too light, since
the lens weight typically gets heavier as the size of thetelescopic lens increases.
We will continue working as a team to develop and create
the products of tomorrow that satisfy our customers.

Tamron CSR Report 201510

Quality Management System
Tamron manufactures products using an integrated quality
management system 1. Before being delivered to customers,
products go through various processes, from product planning
based on customer needs to design, metal mold fabrication forplastic components and prototype manufacturing to name justa few. A design review is carried out at every stage in order tocheck if the products have been completed exactly as specified
during each respective process. In addition, temperature,
endurance and other tests, as well as sequential sampling, areperformed before the final products are delivered to customers.
1. ‌Please refer to page 13 of this report for further details about Tamron’sintegrated quality management system.

Evaluations by Distributors and OEM Customers
Every year we ask our OEM customers and Tamron brand
distributors to complete a customer satisfaction survey. In 2014,
positive improvements were observed year on year in sevencategories, with the exception of delivery. The reason for thedrop in our score for delivery was because we were unable tosecure a sufficient supply of our strongly selling mainstay Tamron
brand lens models, resulting in delivery delays. As a result, we
worked on improving communication with customers by regularly
notifying them of detailed delivery plans and also taking steps
to adjust production to secure adequate numbers for shipment.
Going forward, we make further efforts to quickly secure a stable
number of products to ensure supplies satisfy customer demand.

Expanding After-sales Services Globally and
Improving Customer Satisfaction
Tamron is actively working to standardize worldwide repair
service quality with the goal of building a system that achieves
a consistent three-day turnaround time for product repairs
anywhere in the world.
The goal of a worldwide high quality after-sales service will bemade possible through the dispatch of repair technicians fromthe head office and overseas subsidiaries to the repair outlets of
distributors in each country and holding training on repair work
periodically at our sites in Japan.
We also offer free cleaning of Tamron brand lenses at major
photography trade shows held around the world. This has helped
to raise our visibility and also bring a smile to customers able totake advantage of this free service.
In November 2013 we opened the Tamron Lens Customer
Service Center to receive feedback and questions from customers
at the time of purchase and after their purchase, and the numberof customer consultations continues to rise. We also started
Tamron Lens Life Membership Club for after purchases. This
service offers repair discounts and streams an email magazine tomembers. These efforts form part of our broader commitment tofurther improve customer satisfaction.
Please visit our corporate website for further details about the Tamron Lens Life Membership Club.
WEB https://cstamron.secure.force.com/ur/RegistA01

Results of Customer Satisfaction Survey
The survey was conducted at 17 companies.

6.0

Delivery

2013
2014

5.0

Handling of
repairs

Cost

4.0
3.0
2.0

Free maintenance service at CP+

1.0
Response tocomplaints

0.0Communications

Incorporating Customer Feedback
Reports/Instructions

1. Very dissatisfied 2. Dissatisfied 3. Slightly dissatisfied
4. Slighly satisfied 5. Satisfied
6. Very satisfied

Questionnaire

Development Technical
Response to Handling
Communications capability capability Quality complaints of repairs Overall

Delivery

Cost

5.2

4.3

FY2014

5.1

4.6

5.5

5.3

5.5

5.1

5.1

5.2

5.2

Gap

−0.1 +0.3

+0.5

+0.5

+0.3

+0.2

+0.1

+0.2

+0.3

FY2013

Suggestions

5.0

4.8

5.2

4.9

5.0

5.0

4.9

Mail magazine

Customer
Service Oﬃce
●Identifying
qualityproblems andproposingsolutions●Customer
service
improvements

Feedback
for productplanningand design
departments●Necessary
steps●Reflectionin products
and services

Provide better products and services to customers

11

Tamron CSR Report 2015

Management teamTechnical capability

Customers

Development
capability

Reporting

Quality

Reports/Instructions

Product inquiry

ISO26000 - 6.5 The Environment / 6.7 Consumer Issues

Relationship with Customers

Environmentally-friendly Designs

Enhancing Our Technological Development Capabilities

We perform product assessments starting from the design stage
to ensure we deliver products that are environmentally- friendly.
There are nine factors to consider in assessing designs, with lightweight and compact designs are particularly important goals.
In 2014, we reduced the overall weight of all models produced
by 1% and overall compactness by 1% 1. To reduce impacts
to human health and the environment, we constantly manage
harmful chemical substances based on our Environment-related
Substance Management Regulations, which our own internal
regulations based on RoHS and the REACH Initiative.
Our products with environmentally-friendly designs wear the
Tamron Eco Label badge. In December 2014, we added 11
photographic lens models as well as one series and two modelsof lens units for surveillance cameras.

Tamron’s three plants in Aomori Prefecture (Hirosaki, Namioka
and Owani) develop and manufacture exchangeable lenses
for DSLR cameras as well as other photographic lenses, video
cameras, surveillance cameras and automotive camera lenses.
In recent years, lenses require higher precision and accuracy than
before because of the high resolution designs of today’s CCD andCMOS3 sensors. To accommodate these high resolution cameras,
Tamron’s Production Technology Division and Namioka Plant
is working on the development and commercial production ofhighly surface accurate lenses that greatly improve the precisionof conventional lens because of their improved surface accuracy.
The stable fabrication of highly surface accurate lenses was foundto be quite difficult using conventional lens polishers. Therefore,
we introduced a polisher equipped with an NC 4 in order tofabricate the surface of lenses with even greater precision. This
polisher has enabled the consistent fabrication of highly surface
accurate lenses. To fabricate these lenses with the NC equipped
polisher we had to make a number of process changes andimprovements, including changing the polishing sheets used foraspherical lenses, modifying the design and precision of polishingtools, and improving measurement accuracy during fabrication.
Additionally, for aspherical lenses, we had to improve theprecision of molds and changed the molding process to achieve
our target.
Going forward, we will continue to improve our technologicaldevelopment capabilities to accommodate greater demands forhigh precision products, which will lead to the creation of evenhigher quality products that satisfy customer needs.

In order to reduce waste from manufacturing processes, we makerear caps for our DSLR camera lenses from 100% recycled plastic
runner materials2. We started using these plastic runner materials
in 2010 and since then we have used some 93 tons of recycledmaterials up to 2014(4.16 million rear caps). In 2014, we createdrecycled materials with the necessary performance and quality
and molded components for testing purposes, with the hopes of
expanding this initiative to other parts as well. In 2015, we willcontinue to research the commercial viability of these efforts.

Lens Assessment Item Table
Evaluation Items
1. Extended usage of lens
2. Light weight design
3. Reduced volume
4. Energy efficiency during usage
5. Use of recycled materials
6. Ease of disassembly
7. Reduced use of packaging materials
8. Use of recycled materials for packaging materials
9. Proper management of controlled environmental substances

3. ‌An imaging element that together with CCD/CMOS transforms light entering
the lens into electronic signals.

4. ‌Numerical control (NC) is the automation of machine tools using programmed
commands, which makes super fine adjustments in fabrication possible.

1. Calculated using production volume from 2014 comparing conventional models.
2. Waste material that occurs when pouring plastic resin during the production process.

NC equipped polisher
Tamron Eco Label：

The label was designed to resemble an eye gently looking at our economy, society
and environment. The eyebrow symbolizes a flowing stream of air and water, the pupil
represents the green in the earth, and the tree in the pupil stands for our work for thethree Rs of“reduce,”“reuse”and“recycle”.
Please visit our corporate website for further details about the Tamron Eco Label.
WEB http://www.tamron.co.jp/envi/top/index.html

Tamron CSR Report 201512

Management Systems
Tamron strive to enhance our product and service quality while reducing environmental impacts
through our integrated management system. Additionally, we ensure the continuity of our businessby avoiding various management risks using our risk management system.

Integrated Management System

Audit System and Identifying Problems

Tamron has obtained blanket ISO9001 (quality) and ISO
14001 (environment) certification applicable to the entire
Tamron Group’s integrated management system, including
Tamron Optical (Foshan) in China as well as Hirosaki Plant,
Namioka Plant and Owani Plant and other sites in Japan.In
2014 Tamron Optical Vietnam also obtained both ISO9001
and ISO14001 certification on a standalone basis.

Tamron regularly performs internal quality and environmental
audits covering the head office and three Aomori plants.
In addition to the internal audit, the Head Office and three
Aomori plants audit each other to check their systems andmanufacturing processes. We periodically arrange to receive
audits from external audit organizations. As a result of external
audits implemented in 2014, the effectiveness of the policy
and management processes adopted at our domestic sites andTamron Optical (Foshan) Co., Ltd. was assessed at level-4 on ascale of one to five. Issues pointed out through this triple audit
system are promptly remedied, and these improvements are inturn rolled out at our other locations within the Tamron Group tocontinually improve activities.

Integrated Management Policy
As a member of the international optical industry, we will continue
to manufacture products that deliver customer satisfaction andhelp achieve our goal of Contributing to Society by Creating Eyes
for Industry, while being considerate of environmental conservation.
1. ‌We will supply our customers with high quality and reliable
products by using our originality, ingenuity and technology,
pursuing sustainable growth with profits arising out of customer
delight and satisfaction.
2. ‌In running our business, we will comply with all related laws,
standards and treaties at home and abroad, respecting therequests and demands made by our customers and the local
community.
3. ‌We will work on preventing environmental contamination
through reducing CO₂, waste emissions and harmful chemicals,
while seeking alternatives and keeping biodiversity intact.
4. ‌We will continue to work on improving the effectiveness of ourintegrated management system.
5. ‌To achieve this management policy, we will establish specificobjectives and targets, periodically evaluating our progress.
6. ‌To enhance recognition of our integrated management, we
will maintain good communications while providing sufficient
education and training to all people working for Tamron.
7. ‌We will closely cooperate with society in all countries andregions where we operate and disclose information as necessary
on our quality assurance and environment conservation efforts.
December 7, 2009
Morio Ono
President & CEO

Integrated Management System Implementation System
Representative
Quality/Environment
Committee(President)

Consolidated Administration
Manager
Secretarial Office(CSR Implementation & Administration Board)

Aomori Consolidated
Administration Manager

Omiya Consolidated
Administration Manager

Hirosaki, Namioka, and Owani Manager

Tamron Optical (Foshan)
Consolidated Administration

Secretarial Oﬃce

Secretarial Oﬃce

Secretarial Oﬃce

(CSR Implementation & Administration Board)(Operation Promotion Section）(ISO Promotion Oﬃce)

Specialty committees (Waste Reduction, Eco-friendly Design, CSR Procurement)

Head Oﬃce

Hirosaki
Plant

Namioka
Plant

Owani
Plant

Tamron Optical(Foshan) Co., Ltd.

*‌Integrated Internal Auditors work at our all sites, while Integrated Management
Promotion Committee members are fulfilling their missions at all domestic sites.

13

Tamron CSR Report 2015

Risk Management System
Tamron’s risk management system covers 10 specific themes inaccordance with its Risk Management Policy.
In 2014, Tamron made changes to the way it identifies risks inadvance of upcoming revisions to ISO standards. We is now
moving forward with integrating its management systems basedon a deeper understanding of risk achieved prior to the slated
revisions to be made to ISO9001 and ISO14001 in 2015. We
have also completed work on our business continuity plan (BCP)and put proper systems in place for our head office and the threeplants in Aomori Prefecture. In 2014, we updated provisions on
related departments and procedural documents in accordancewith the new plan. Moving forward, we will now work to
reinforce our crisis management system to prepare for majordisasters that could occur in the future.

Tamron’s Risk Management Policy
In recognizing all possible risks that may affect our business,
Tamron is committed to all possible prevention measures in orderto minimize damage to the economy, society and environment. In
emergencies, we work to minimize damage and promptly restore
operations by acting responsibly, providing continuous services
to our customers, ensuring continuous growth. We aim for safety
and peace of mind for all stakeholders including our employees,
shareholders, customers and business partners. We will continue
to provide opportunities for learning about risk management to all
employees so that they may work on risk management from a CSR
perspective built on properly recognizing the importance of thepolicy and their mission.
September 30, 2009
Morio Ono
President & CEO

Responding to Emergencies
As part of their risk management initiatives, Tamron’s head office andthree plants in Aomori Prefecture as well as Tamron Optical Foshan
hold firefighting drills led by employees, while departments that
handle chemicals carry out emergency response drills for chemical
spills. Additionally, Tamron’s head office stepped up its initial
response capabilities, by practicing how to start back-up power
generators in case of a blackout in accordance with the BCP and by
making changes to its emergency contact system.

ISO26000-6.2 Organizational Governance / 6.5 The Environment / 6.7 Consumer Issues

Management

Creating Safe and Comfortable Workplace Environments

Compliance with Laws and Regulations

Tamron works hard to ensure safety, to enhance the mental
and physical health of employees and to create comfortableworkplace environments. Tamron drew up its Occupational Healthand Safety Regulations, organized the Occupational Health and
Safety Committee and started patrols with health and safetyadministrators to help prevent labor accidents.
In 2014, there were two occupational accidents and fourcommute-related accidents in Japan, and four occupational
accidents at Tamron Optical Foshan. Occupational accidents
involved burns caused by a fire resulting from damage to a pieceof equipment during the lens cleaning process at Tamron Optical
Foshan, and there was also a minor injury from glass fragments
during the core drilling process. We are working hard to prevent
similar accidents from happening again by analyzing the causes
and changing equipment and work procedures. These accidents
did not have an effect on the external environment.
Commute-related accidents involve mainly automobile orbicycle traffic accidents. We strive to prevent similar accidents
from happening again by analyzing the causes, providing safety
education and raising awareness about safety. Tamron alsoorganizes an annual training session on CPR and other emergency
responses to prepare employees for emergencies and tominimize injuries and damages.
For mental health issues, we hold in-house training seminars.
In 2014, a total of 105 employees participated in the seminars.
We will continue to support employees’mental health and help
prevent mental illnesses by offering health consultations withindustrial physicians and follow-up interviews with personnel
department staff.

There was once incident at Tamron Optical Foshan that involved a violationof environmental laws and regulations. Tamron Optical Foshan actively
implementing environmental conservation activities that include participationin the clean production activities organized by the City of Foshan, which
includes preventing environmental pollutions, conserving energy and reducing
waste. As part of these city-sponsored activities, the plant was inspectedby the city, which found that the PH and COD levels of water at the plantexceeded the legal limit in November 2013. As a result, the city requested thatthe plant make adequate improvements. Later the cause was determined tobe from a leak of pollution from piping in place to prevent leaks in the waste
water treatment tank located onsite. Tamron Optical Foshan immediately
removed the external wastewater pipes at its own discretion and updated its
facilities to improve its wastewater treatment capacity. As a result, a water
quality test performed by an external environmental conservation evaluation
institution found that levels were under the legal limit1.
Work environment readings taken regularly inside the Namioka Plant inaccordance with the Industrial Safety and Health Act found that measured
values temporarily exceeded statutory requirements at a certain workplace.
This particular workplace used organic solvents during lens processing, so all
workers were immediately required to wear protective masks and to carefully
follow the existing rule to dispose of all paper exposed to organic solvents
be disposed of in a receptacle with a lid. In addition, the plant added new
exhaust fans, which has improved the work environment.
Additionally, transformers containing low concentrations of PCBs stored at thehead office were disposed of responsibly. Tamron carefully stores and fully
reports PCB wastes2 to government agencies in accordance with the Act on
Special Measures concerning Promotion of Proper Treatment of PCB Wastes.
The following table contains information on Tamron’s compliance with
important laws and regulations, including those mentioned above. In 2014,
Tamron complied with the expanded scope of REACH substances and also
verified that its use of substances of very high concern (SVHC) were within
reporting guidelines.

Environmental Accounting (Japan)
In 2014, total environmental accounting in Japan amounted toinvestments of 51 million yen and costs of 248 million yen (please visit
our corporate website for the 2014 environmental accounting table).
Of this, trends concerning investments and costs incurred for the
reduction of CO2, one of our most important tasks, are shown in thegraph below.
In 2014, a total of 73.26 million yen was spent on investments andcosts associated with reducing CO2 emissions. Normally, we record
investments and costs of more than 30 million yen, but in 2013 wemade 323 million yen in investments for reconstructing the head
office building and installing high efficiency air conditioners, which
helped us to improve our CO2 emissions per basic unit of sales.
322,997

350,000
300,000
250,000

0.20

200,000

0.19

0.20

64,26847,366

0.25
0.20

0.17

0.16

150,000
100,000
50,000036,459
2010

2011

2012

73,25620132014 FY

0.15
0.10
0.05
0.00

Compliance at Respective Sites◎ : Compliance ○ : Exceeded statutory requirement temporarily△ : Request for improvement made by local government× : Administrative action as a result of violation of law/regulation

Head office Aomori plants

Vietnam5

◎

◎

―

―

◎

◎

―

―

◎

◎

◎

◎

Air

◎

◎

◎

◎

Global environment
conservation costs
Costs

Water quality

◎4

◎

△

◎

Soil

◎

◎

◎

◎

Global environment
conservation costs
Investments

Noise

◎

◎

◎

◎

CO2
Basic unitof sales(Japan)Vibration

◎

◎

◎

◎

Odor

◎

◎

◎

◎

Occupational health & safety

◎

○

◎

◎

*Please see past CSR reports for costs prior to 2014.
*The greenhouse gas coefficient from the Greenhouse Effect Gas Measuring & Reporting
Manual Version 3.5 is used for managing medium-term targets with a benchmark yearof 2012. For consistency purposes, this same coefficient has been used to re-calculate
basic unit of CO2 emissions from 2010 to 2014.
WEB http://www.tamron.co.jp/envi/top/index.html

Energy saving (Energy Saving Act)

Foshan5

CO₂ reduction (Act on Promotion of
Global Warming Countermeasures)

t-CO2/non-consolidated sales(Millions of yen)(Thousands of yen)

1. ‌ The incident occurred in 2013 but was reported in this report because the solution
was instituted in 2014.
2. ‌PCB is an abbreviation for poly chlorinated biphenyl. PCB was generally used in theinsulation oil of electronic equipment and thermal catalysts used in heat exchangers.
Chronic exposure to PCB can lead to a build-up of the substance in the body, which
has led to reported health problems.

Chemical substance management3

3. ‌Laws related to managing and investigating chemical substances apply to domestic
sites; international directives including RoHS and REACH apply to the entire group.
4. ‌Values for groundwater temporarily exceeded certain standards, but our treatment
measures prevented contamination from spreading outside our facilities.
5. ‌Compliance is evaluated with regards to the laws of China and Vietnam as well asinternational laws concerning the handling of chemical substances, such as the RoHS
Directive and REACH regulations.

Tamron CSR Report 201514

ISO26000 - 6.5 The Environment

Relationship with the Environment
Tamron is considerate of the environment in all aspects of its business operations and constantly
works to be in harmony with the environment.

Summary of Activities in 2014

Tasks for 2015

Established environmental management system at Tamron Optical Vietnam● ‌Examine ways to reduce CO2 emissions further● ‌

Reduced CO2 emissions thanks to improvements in logistics● ‌Environmental Impacts
In Japan, Tamron carries out design work, creates prototypes andfabricates metal molds at its head office plant located in Saitama
Prefecture, while the Namioka Plant manufactures lenses, theOwani Plant molds plastic components, and the Hirosaki Plant
assembles products. Tamron manufactures parts and assembles
products at Tamron Optical (Foshan) in China and at Tamron
Optical (Vietnam).
These sites use electricity, heavy oil, kerosene and other energy
sources for developing, designing and manufacturing, which
produce CO₂. Our plants in Namioka, Foshan and Vietnam also

use water for polishing and cleaning lens elements.
The Owani Plant and Tamron Optical (Foshan) manufacture
plastics used to make peripheral components for lenses, andthese processes produce runner materials1 and other waste.
Air cargo, marine shipping, and trucks are used to transportcomponents and products between plants, which results in CO2emissions from the burning of fuel.
1. ‌Waste material that occurs when pouring plastic resin during the production
process.

InputsEnergyElectric power 73,917,000kWh
207kℓ
Heavy oil
15kℓ
Kerosene
20kℓ
Diesel1kℓ
Gasoline
5,000㎥
LPG
122,000㎥
Natural gas
Total

685,000GJ

Paper

Copy paper

22t

Water

Transportation energy2

Clean water
Groundwater

633,000㎥
136,000㎥

DieselGasoline

174kℓ
60kℓ

Total

769,000㎥

Total

234kℓ

Raw/auxiliary materials

Metal (brass and aluminum)
Glass
Plastic
Chemicals (drugs, solvents, and cleaners）
Gas (nitrogen, oxygen, and argon)
Electrical components
Cardboard

Sites covered:
Head oﬃce (including Tokyo Sales
Oﬃce and Osaka Sales Oﬃce), thethree plants in Aomori Prefecture,
Tamron Optical Foshan) and Tamron
Optical Vietnam.
2. Data for transportation covers
energy used to transport partsand ﬁnished products by groundand commercial vehicles
connecting Tamron s ﬁve satellite
oﬃces in Japan. Tamron Optical
Foshan data covers company
owned vehicles only. Tamron
Optical Vietnam is excluded fromthe scope because it began
operations in the summer of2013.
Site coverage: 96%

Manufacturing of raw materials/
components at suppliers

Development, design andproduction at Tamron

Transportation between
factories and distributors(logistics/commercial vehicles)

Use by customers

Outputs
CO2

40,335t-CO2
CO2
Electric power
560t-CO2
Heavy oil
38t-CO2
Kerosene
53t-CO2
Diesel3t-CO2Gasoline
33t-CO2
LPG
272t-CO2Natural gas
Total

41,294t-CO2

Waste contracted for intermediate processing

Industrial waste3
General waste
Total (Japan)

15

834t
735t

1,569tTamron CSR Report 2015

Recycling

Plastic
Cardboard
General waste (thermal recycling)
Waste liquid
Waste oil
Metal
Paper
Polishing sludge
Other
Total

251t
266t
185t
119t
90t
150t
36t
17t
13t
1,127tProducts

Total for products

1,774tCO2 emissions during transport2

DieselGasoline

456t-CO2
139t-CO2

Total

595t-CO2

Reference guideline:
Greenhouse Eﬀect Gas Measuring &Reporting Manual Ver. 3.5
3. Industrial waste includes 2 tonsof Pollutant Released & Transfer
Registered (PRTR) substances.
One ton of a PRTR substance(xylene) was also released into
the atmosphere.

ISO26000-6.5 The Environment

Environmental Objectives and Targets Achieved
In 2014, we worked toward achieving the environmental objectives and targets for the second
year of our phase-five environmental protection program, and achieved our CO2 reduction targets.

Environmental Objectives and Targets Achieved in 2014
The Tamron Group has established a target to reduce its CO2
emissions compared to its benchmark year of 2012 by 1% peryear on average in terms of basic unit per sales1 and also a midterm environmental target to reduce emissions 7.7% by 2020.
In 2014, we achieved a 7.0% reduction in CO 2 emissions
versus 2012 compared to the target of 2% (basic unit per
sales). Although 2014 sales and CO2 emissions both increased
compared to 2013, improvements were made in the basic unit
versus 2012 (please see page 17 of this report for more data on
our CO2 emissions).
As for environmental impacts other than CO2 emissions, each sitehas set individual targets because of each site manufacturers a
different category of products.
In 2014 we were unable to achieve two targets. First was a
reduction in the amount of waste plastics generated by thehead office’s Mold Techno Center. This target was not achieved

2013 to 2020 Mid-term Environmental Targets
Reduction
rate ofCO2
emissions
per basic
unit ofsales

because part of the operations conventionally performed at the
Owani Plant was moved to the Mold Techno Center during 2014,
causing an increase in waste volume. Second was the material
recycling ratio3 of waste plastics at the Namioka Plant. This isbecause the volume of the type of waste plastics that can beused in material recycling decreased. (Please see page 18 of thisreport for our waste reduction efforts.)
In 2015, Tamron’s Waste Reduction Sub-committee will handle
matters related to the reduction of industrial waste, while theIntegrated Design, Engineering and Production Sub-committee
will address the promotion of environmentally-friendly products.
These sub-committees manage horizontal targets and carry out
their activities throughout the manufacturing process.
The organizational chart for each sub-committee is provided in
Integrated Management System Implementation System diagramon page 13 of this report.

Progress in 2013 and 2014 and Targets for 2015
2013

Average annual
reduction of 1%

2012(benchmark year)

7.7%
reduction

2020(mid-term target year)

2014

CO2 reduction target(versus 2012 basic unit of sales; cumulative annual average)

1% reduction

Results

3.6% reduction 7.0% reduction

Status2015

About a 2% reduction About a 3% reduction

○

○

−
−

Environmental Targets Achieved in 2014
Environmental targets

2014 targets

Reduce industrial waste

Head Office(Mold & Tooling Waste plastics volume 5% reduction vs. 2013
Technology Center)(basic unit of sales)
Material recycling rate for waste plastics

Hirosaki Plant : 45%
3 Aomori plants
Namioka Plant : 34%
Owani Plant : 6%
Industrial Waste
Tamron Optical (Foshan)
Reduce 2% compared to 2013 (basic unit of sales)

Promote environmentallyfriendly products4

All sites

2013 results
42% increase

Status×○

Hirosaki Plant : 57%
Namioka Plant : 22%
Owani Plant
: 9%

×
○

3.3% reduction○

・Promoted environmentally-friendly designs
・Promote environmentally-friendly designs
Lightweight : 1% reduction Compact : 1% reduction(compared to conventional models; calculated based on 2014 production volume)
・Incidents of environmental non-conformity: 0
・Incidents of environmental non-conformity: 0○

Environmental Targets for 2015
2015 targets

Environmental targets

Reduce industrial
waste

Promote environmentallyfriendly products4
1. Basic unit per sales:

Head Office(Mold & Tooling Waste plastics volume 5% reduction vs. 2014(basic unit of sales)
Technology Center)
Material recycling rate for waste plastics 35％
Material recycling rate for waste plastics Hirosaki Plant : 50%
3 Aomori plants Namioka Plant : 25%
Owani Plant : 6%
Tamron Optical (Foshan) Industrial Waste Reduce 2% compared to 2014 (basic unit of sales)
・Promote environmentally-friendly designs
All sites
・Incidents of environmental non-conformity: 0
Total CO₂ emissions（ｔ－ CO₂）
Consolidated sales (million yen)

2. ‌The greenhouse gas coefficient from the Greenhouse Effect Gas Measuring & Reporting Manual Version 3.5 is used for managing medium-term targets with a benchmark
year of 2012. For consistency purposes, this same coefficient has been used to re-calculate basic unit of CO2 emissions from 2013. (Prior the change the reduction was 9.6%,
but after the change the reduction was 3.6%.)
3. ‌Material recycling refers to the collection and utilization of used products and waste generated from production processes as raw materials to make new products.
Tamron recycles runner materials as waste plastics and prioritizes material recycling over thermal recycling so that recycled materials can be reused offsite. The material
recycling ratio of waste plastics indicates the percentage for which material recycling was carried out compared to the total amount of waste plastics.
4. ‌Promoting lightweight, compact designs and the use of recycled materials in line with our product assessment regulations

Tamron CSR Report 201516

ISO26000-6.5 The Environment

Reducing CO2 Emissions and Electricity Consumption
Tamron strives to reduce CO2 emissions and electricity consumption at plants using its integrated
management system.

Sources of CO2 emissions

Reducing CO2 Emissions through Improvements in Logistics

Looking at sources of CO 2 emissions, excluding distribution
and logistics, from the head office, the three Aomori plants andTamron Optical Foshan in China, electricity accounts for 98%,
followed by heavy oil at 1%. Given this mix, our energy saving
activities focus on reducing electricity consumption.

Tamron products manufactured at Tamron Optical Foshan in China
are delivered to points around the world. Up until 2008 inventory wascentrally managed in Japan, meaning products were shipped by airinternationally via Narita Airport to destinations worldwide, but startingin 2009 we made changes to our logistics network in which our logistics
hub was relocated to Hong Kong to increase the number of shipmentsby air sent from there to our sales subsidiaries, distributors and retailers(excluding certain regions). These improvements in our logistics scheme
helped reduce CO2 emissions by 2,580t-CO2 between 2009 and 20142.
In 2014 we made two additional improvements. First, we improved thelogistics route for our products shipped from Tamron Optical Vietnam. As
with Tamron Optical Foshan, these products are now routed through our
hub in Hong Kong to points in Europe and North America. This change
helped reduce CO2 emissions by 113t-CO2 in 20143.
Second, we improved the routing used for shipping parts from our threeplants in Aomori Prefecture to Tamron Optical Foshan. Until now, parts
were shipped by air from Narita to Hong Kong and then placed ontrucks for the final leg to Tamron Optical Foshan. We decided to reroute
products through Guangzhou Airport, which is closer to Tamron Optical
Foshan, with the final leg still left to local ground transport.
In 2015, we will examine ways to make further improvements inshipment methods for shipping products from Tamron Optical Vietnam toneighboring countries.

Electricity

Heavy oil

Natural gas and others

Natural gas
and others

Heavy oil
1.4%

0.9%

Electricity
97.7%

Trends in CO2 Emissions
Over the past five years CO2 emissions from the head office, three
Aomori plants, and Tamron Optical Foshan have been on the rise,and in 2014 the total volume of CO2 emissions from the company
rose 4% compared to 2013. Viewed by geographic location, oursites in Japan saw a 5% increase, while Tamron Optical Foshan
saw a 8% decrease due to reduced production volume, and while
Tamron Optical Vietnam, which began operations in the summerof 2013, saw a 134% increase.
Our energy conservation measures included the launch of avisualization system at the head office as well as a shift to energy
efficiency compressors and air conditioners and replacementof radiator heater/heating piping at the Hirosaki Plant, andupgrading of resin material driers to more energy efficient models
at the Owani Plant. These efforts helped to reduce CO2 emissionsin terms of the basic unit of sales by 3% compared to 2013.
In 2015, we will examine ways to make energy saving
improvements at the three plants in Aomori Prefecture throughthe use of visualization and other methods.
Head oﬃce

Hirosaki

NamiokaOwani

Tamron Optical Foshan

Tamron Optical Vietnam

45,000（t-CO₂)
40,00035,00030,00025,00020,00034,44135,14738,826

0.608

0.601

0.603

24,01025,201

27,49239,7442,504

41,294
5,848

5,000
0

t-CO₂/
net sales(Millionsof yen)

0.60
0.581

0.561

27,54525,242

15,00010,000

Basic unit1

0.50
0.40
0.30

727

726

653

5,702
1,158
2,845

5,452

6,478

1,104
2,737

1,207
2,922

2010

2011

2012

671

640

5,149

5,384

1,143
2,732

2013

1,200

0.20

Tamron CSR Report 2015

To Europe

TamronOpticalVietnam

New routeHong Kong

To theUnitedStates2. ‌The number of flights between Hong Kong and Narita Airport was reduced.
As a result, this amount was calculated based on transport volume.
3. ‌The number of flights between the airport closest to Tamron Optical
Vietnam and Narita Airport was reduced. As a result, this amount wascalculated based on transport volume.

Environment Training and Initiatives to Save Energy
Tamron regularly holds training on the environment. In 2014, we
provided training on energy conservation activities for 45 members of theIntegrated Management Promotion Committee, focusing on international
trends and legislation concerning global warming.
In addition, the third Friday of every month has been designated No
My Car Day, while certain days in the summertime and wintertime aredesignated Eco Life Day (organized by Saitama Prefecture), as part of thecompany’s efforts to raise awareness about the environment among all of
its executive officers and employees at the head office4.
Furthermore, in 2014 we contracted an external institution to analyze dataon the previous three years’worth of electricity usage by our three plants
in Aomori Prefecture as well as the electricity usage of certain facilities.
4. ‌2014 Approximately 13 tons of CO2 emissions were reduced as a result of
No My Car Day and Eco Life Day in 2014.

0.10

2,980

2014 FY

1. ‌The greenhouse gas coefficient from the Greenhouse Effect Gas Measuring &Reporting Manual Version 3.5 is used for managing medium-term targets with abenchmark year of 2012. For consistency purposes, this same coefficient has beenused for this report to re-calculate basic unit of CO2 emissions from 2010 onward.

17

Improvements in Product Shipment Routing from Tamron Optical Vietnam in 2014

Energy reduction potential diagnostics being carried out at the three Aomori plants

ISO26000 - 6.5 The Environment

Reducing Waste and Water Consumption
Tamron is working to reduce waste and water consumption by improving the way in whichbusiness division operates.

Trends in Waste Volume

Trends in Water Consumption

Tamron’s total volume of waste emitted by the entire groupin 2014, including Tamron Optical (Foshan), increased 3%compared to 2013.
In 2014, Tamron’s total volume of waste emitted in Japan waslargely unchanged from 2013. Tamron Optical Foshan reduced
its waste emissions by 4% compared to 2013. This was because
it reduced its 2014 waste plastics volume 25% compared to2013 by reusing trays and recycling rear caps in order to reduce
waste plastics. Tamron Optical Vietnam, which began full scale
operations in 2014, was added to the scope of the TamronGroup, resulting in a slight increase in waste emissions.

Tamron’s total water consumption volume by the entire groupin 2014, including Tamron Optical Foshan and Tamron Optical
Vietnam, dropped 7% compared to 2013.
Water usage in Japan increased 9% in 2014, which was
attributed to an increase in production volume at the Namioka
Plant because large amounts of water are used in cleaning
equipment during the lens manufacturing process. At Tamron
Optical Foshan, water consumption dropped 18% due to a
decline in production volume, and it also decreased 14% per
basic unit of sales as well. Going forward, Tamron is committed
to reducing its water usage further by using molded lenses3 that
do not require polishing and by continuing to reuse rainwater.

Head oﬃce

Hirosaki

1,600

Owani

Tamron Optical Foshan
Tamron Optical Vietnam
Recycling ratio of industrial waste (Japan)

1,777

1,729

1,800

99.7

99.2

99.7

（ t）

1,800

Namioka

（%）

99.9

1,516

1,400

99.9

100

1,569
98

1,200
1,000

1,265

1,262

1,316

1,045

999

800
600
400
200
0

74
224
145
69

2010

73

89

214

206

110
70

97
92

2011

2012

57
202
123
89

2013

49
247
90
86

2014 FY

95
90

Head oﬃce

80

700

75

600

70

500

65

400

50

300
200
100
0

Waste Reduction Initiatives
The Waste Reduction Sub-committee is working diligently
to reduce waste and recycle more in order to reach its zero
emissions target1.
We have been working since 2012 to improve our material
recycling2 ratio by consigning the recycling of waste plastics thatwere normally discarded to an external provider.
These activities, which were started at the Hirosaki Plant, wereexpanded to the head office, Namioka Plant, Owani Plant andTamron Optical Foshan in 2013 and 2014. The scope of waste
plastic is also being expanded from plastic packaging trays toedge materials of peripheral parts for lenses and defective parts.
The total material recycling amount contracted to a third party in2014 was 187 tons.
In addition, the Integrated Design, Engineering and Production
Subcommittee is promoting the reuse of waste plastics in Tamron
products to help reduce plastic waste (please see page 12 of thisreport for more details.).
In 2015 we will continue to reduce waste with confidence
through these activities.
1. ‌Tamron’s definition of zero emissions is recycling more than 98% of the industrial
waste it produces.
2. ‌Material recycling refers to the collection and utilization of used products andwaste generated from production processes as raw materials to make new
products. Tamron recycles runner materials as waste plastics and prioritizes
material recycling over thermal recycling so that recycled materials can bereused offsite.

Owani

Tamron Optical Foshan

Tamron Optical Vietnam

969

900
800

55

Namioka

1,000

85

60

Hirosaki

Basic unit

(thousand ㎥)

852
722
14.6

831

thousand ㎥/
sales(billion yen)

769

39

15.1

12.7

16
14
12

12.1
10.4

10
8

546

671

789

650

533

0.4

0.4

0.8

0.5

0.6

4

161

165

162

162

179

2

6 9

2010

7 9

2011

7 10

2012

7 11

2013

6

7 10

2014 FY

3. ‌Molded lenses are made by heating glass and other materials until soft andthen pressing them in mold.

Interview withan Environmental Manager

I n t e r v i e w

HAN NGUYEN

Deputy Section Manager
ISO Promotion Section
Quality Assurance Department
Tamron Optical Vietnam

I’m responsible of the plant’s environmental management system,
employee training and overall environmental management. In 2014, we
carried out periodic measurements of our environmental impacts on the
air and water in order to establish our environmental management system.
We also had each department prepare documentation and carried out
an internal audit. The culmination of these efforts was in October when
we obtained ISO14001 certification. At Tamron Optical Vietnam wehave set targets for legal compliance, preventing environmental pollution,
the management of chemical substances as well as numerical for the
reduction of copying paper usage and use of electricity per employee.
In 2014, we achieve every single one of our targets. We also focus onenvironmental training as a means to ensuring employees carry out
operations safely and in consideration of the environment. This training
includes seminars on environmental procedures led by ISO managers andevacuation drills in case of fire, among others.
In 2015, I will be making greater efforts to improve our current system sothat we can implement even better, more beneficial activities in the future.
Tamron CSR Report 201518

Relationship with Society
Tamron supports activities that contribute to photographic and imaging culture, while its employees are actively
involved in their local communities, which helps them to recognize the importance of their work and close
connections with society. In this way, Tamron is aspiring to be a company beloved by the local community.

Contributions to Photographic Culture
The 7th Railroad Scenery Photo Contest
Tamron sponsors the Railway Scenery Photo Contest inorder to promote train culture and local revitalization in
Omiya, known as an important railroad town in Japanand also site of our head office. As part of this contest, aphoto exhibition is held at the Omiya Sogo Department
Store showcasing the winning entries. This local event ismade possible with the support of the City of Saitama,
the Saitama Chamber of Commerce and Industry and theSaitama City Board of Education. The 7th Railroad Scenery
Photo Contest received strong support from a host ofdifferent individuals, including amateur photographers andrailway fans. A total of 7,000 submissions were received
for the general and student divisions, which was higher
than the 6,584 entries received the previous time.
WEB http://www.tamron.co.jp/special/train2014/result.html(Japanese)

General Division Grand Prize (Saitama City Mayor’s Prize)

Mr. Seiichi Higuchi Colorful Shower

I captured a heavy snowfall illuminated in different colored lights on the Ban’etsu WestLine between Yamato and Kitakata stations, making the falling snow appear like acolorful shower.

Student Division Grand Prize (Saitama City Board of Education Superintendent’s Award)

Ms. Ayana Youda

Light, Shadows and Camera GirlsI captured this low angle silhouette of my friends in Ohikage Tunnel, a railroad
heritage site from the Meiji period, by placing my camera on a railroad tie.

Humorous Photo Contest Award (Saitama City Chamber of Commerce and Industry President’s Award)Mr. Takumi Hashimoto

Station MasterI took a picture of a train as it passed by the cut out part of a photo caricature, hoping to geta laugh out of people uninterested in trains (at Asakusa Station on the Tokyo Sky Tree Line).

11th Macro Lens Photo Contest
This photo contest accepts entries shot from any macro lens, regardlessof manufacturer. For the 11th contest a total of 4,806 entries werereceived. The contest has two categories: the Nature Division for nature
enthusiasts that enjoy taking pictures of plants and insects and theGenre-Free Division for amateur photographers using DSLR cameras totake pictures of food, their children or pets. Many of the entries featured
beautiful, warm natural scenes captured delicately in only ways a macrolens can.

WEB http://www.tamron.co.jp/special/macrocon2014/result.html(Japanese)

19

Tamron CSR Report 2015

11th Macro Lens Photo Contest Grand Prize

Mr. Masayuki Mitsugi

Ground Filled with LightISO26000 - 6.8 Community Involvement and Development

Relationship with Society

Growing Together with Local Communities
Supporting Adaptive Athletes

Contributions of the Three Aomori Plants

Tamron has provided support to adaptive athletes since 2013.
World famous wheelchair track and field athletes Wakako
Tsuchida and Kota Hokinoue as well as prosthetic legged runner
Saki Takakuwa are currently training hard for the upcoming Riode Janeiro Paralympic Games.
In May 2014, Wakako Tsuchida gave a lecture at the Tamron
head office and employees were inspired by her efforts toovercome her disability to compete on the world stage. This
lecture was indeed a meaningful event for all who attended.
Tamron is committed to supporting the activities of thesecourageous athletes as they attempt to fulfill their dreams.

Tamron’s three plants in Aomori Prefecture contribute to theircommunity by sponsoring a local festival (Hirosaki: Nebuta
Festival; Namioka: Kitabatake Festival; Owani: Fire Fighting
Exhibition).
Each of the plants also takes part in monthly clean-up activities
around their sites, with the exception of winter months from
December to March. The three plants collected a total of 53.9kg
of garbage in 2014. The plants also collect pull-tabs, with thetotal reaching 80kg in 2014.
The three plants are more committed than ever to giving back totheir local communities going forward.

Participation in the Saitama City CSR Promotion Council
Tamron’s head office was a member of a CSR promotion
council organized by the City of Saitama, which instituted a
CSR certification program and established the CSR Promotion
Council in order to heighten CSR activities being undertaken bysmall and medium-sized enterprise in the city. As a member ofthis organization, Tamron offers advice on CSR activities as well
as standards and screening methods for the CSR certification
program for SME in the city.

For further details, please visit the website at :WEB http://www.tamron.co.jp/en/special/athlete/

Science Classes for Children
Ms. Tsuchida

Ms. Takakuwa

Mr. Hokinoue

Supporting Nature Restoration
Tamron’s head office continues to support the nature restoration
project carried out by the Ecosystem Conservation SocietySaitama together with local citizen groups at the Shibakawa
Daiichi Flood Control Reservoir and surrounding areas. Many
years ago the Minuma Tambo area of the reservoir area wasan abundant wetland with white herons. Today the reservoir
continues to see a number of wildfowl such as swans and evenshort-toed eagles visit the area to feed.

Tamron has organized scienceclasses for children at local publichalls and elementary schools
since 2008 to spur interest in thesciences. In 2014, we held six
science classes at local public halls
and elementary schools, with a
total of 162 children in attendance.

Learning how to make a camera
out of a milk carton at one of thescience classes

Supporting the Cookie Project
Tamron provided advertising
support and donations to Cookie
Bazaar 2014 held in Saitama Cityin January and February 2014 andorganized by the Cookie Project.
This organization works to help the
disabled live independently in thecommunity.

Cookie bazaar

Enabling Access to the Polio Vaccine

Shibakawa Daiichi Flood Control Reservoir
A letter of appreciation received from the
Ecosystem Conservation Society-Saitama.
Pull-tabs collected by employees were also
redeemed for cash that was donated to theorganization.

Ta m ro n s u p p o r t s P E T b o t t l e
c a p co l l e c t i o n a c t i v i t i e s t h a tfund ef for t s for environmental
conservation and the eradicationof polio. From 2008 to 2014, wehave collected about 1,400kg of
PET bottle caps, which have beenredeemed for money to cover thecost of polio vaccinations for about
700 people in need.

Letter of appreciation from theOmiya East Rotary Club

Tamron CSR Report 201520

ISO26000 - 6.8 Community Involvement and Development

Activities at Tamron’s Overseas Subsidiaries
Tamron’s subsidiaries outside Japan continue to strengthen their relationship with local communities.

Tamron Europe GmbH

Tamron Optical Shanghai

Four years have passed since Tamron Europe installed 344 PV
panels on its rooftop to generate its own power and reduce
CO2 emissions when adding on to its head office building. The
weather was good in 2014 which led to an increase in generated
electricity by 4.6% year on year to 64,000kWh, which lowered
CO2 emissions by 45 tons. To date the system has produced atotal of 250,000kWh and reduced CO2 emissions by 175 tons.
Tamron Europe also continues to provide donations of 10,000
euros to an organization that supports children with cancer
located in Cologne, Germany as part of its commitment to giveback to local communities. This organization was establishedin 1990 by the parents of children with cancer in order to aid
children battling cancer and their families. This organization
undertakes a wide range of activities, from building andremodeling university hospital wings, building and operating
facilities where family members can live temporarily, providing
financial support to families, promoting clinical research andoffering after care.

To promote photographic culture to the younger generation,
Tamron Optical Shanghai has held a photo contest andphotography classes continually since 2010.
In September 2014, Tamron Optical Shanghai launched a newscholarship program called Tamron – Stars of Tomorrow at
Sichuan University of Media and Communication, one of China’s
two largest media universities. Under the program, every year
students with the top grades are awarded a scholarship inorder to develop the human resources of tomorrow who will be
actively involved in photography or media or who will inspire
the world. Going forward, Tamron Optical Shanghai plans on
holding photography classes at Sichuan University of Mediaand Communication to help photography department students
enjoy taking photos with Tamron’s interchangeable lenses toexperience their leading quality.
Tamron Optical Shanghai also donated to the official aid receiving
center in Shanghai to provide clothing articles to schools in needlocated in Inner Mongolia as part of its continuing donation activities.

Scholarship presentation ceremony

Rooftop PV panels at Tamron Europe GmbH

Tamron USA
Tamron USA focuses on communicating information about theecology and the environment utilizing the Internet. In 2014,
Tamron USA launched a channel on YouTube called Tamron
Vids where it provides a host of information about using Tamron
products that cannot be conveyed by paper alone. Consumers
can check out a behind the scenes look at Tamron USA’s Tamron
Tailgate Tour and Tamron 3-Days, where products are repaired
within three days.
Tamron USA will continue to share information on its initiatives
that normally go unseen so that product users and peopleinterested in Tamron can use its products with greater peace ofmind.

Event to benefit children with cancer

WEB https://www.youtube.com/user/TamronVids

In addition to the above, Tamron’s other business sites
in Hong Kong, France, Russia and India will continue topromote social contribution activities that meet the needsof their local communities in ways that only Tamron can.

21

Tamron CSR Report 2015

ISO26000 - 7.5 Communication on Social Responsibility

Independent Third-Party Opinion
Environmental Credentials

Current Title

Associate Professor
Department of Social-Human Environmentology
Daito Bunka University
Career History

2004 ‌Completed coursework without degree at Yokohama
National University’s Graduate School of Environment andInformation Science
2008 ‌Guest Associate Professor, Graduate School of Innovationand Management, Hosei University
2010 ‌F u l l - t i m e I n s t r u c t o r , D e p a r t m e n t o f S o c i a l - H u m a n
Environmentology, Daito Bunka University
2013 ‌A s s o c i a t e P r o f e s s o r , D e p a r t m e n t o f S o c i a l - H u m a n
Environmentology, Daito Bunka University

Academic Societies
Associate Professor

Yoshifumi Tsuruta

Sustainable Management Forum of Japan, Japan Academyof Business Administration, The Academic A ssociation for
Organizational Science, Academy of Management, Japan Society
for Applied Management, Association for the Study of Industrial
Management, Japan Academy of International Business Studies,
The Japanese Association for Environmental Sociology

Eco Action 21 Screener and Environmental Counselor (Business
Division/Civic Division)

Areas of Specialization

All aspects of corporate management and sustainability, including
environmental management, management strategy theory, CSR,
environmental management systems, carbon management

Committees

Review Committee for a Japan-ASEAN Coordinated Transportation Environmental
Action Plan (Ministry of Land, Infrastructure, Transport and Tourism; 2009)
Review Committee for Co-benefit Type Global Warming Prevention
Measures and CDM (Ministry of the Environment; 2010)
Environmental Management System Assessment Committee (Saitama Prefecture; 2011)
Working Group Committee for the Environmental Communication
Awards (Global Environmental Forum; 2014)

Works Authored

Carbon Disclosure (author and editor) published by Zeimu Keiri Kyokai
Sustainability and Business Administration (co-author) published by Minerva Shobo
Modern CSR Management Principles (co-author) published by Soseisha Co., Ltd.
Environmental Management for Everyone (author and editor) publishedby Minerva Shobo

Nurturing Self-disciplined Human Resources
Working diligently to develop self-disciplined human resourcesthat can think and act correctly on their own is beneficial
not only to general human resource development but also to
working with various stakeholders. It is also important from theperspective of CSR management.
Tamron is al so working on making its workplaces more
employee-friendly and female-friendly. Tamron has establishedparent leave systems that make working easier for women andcan also be accessed by its male employees as well. This fall

the company will set up a daycare at its head office to further
improve its support for work-life balance. This daycare will also
accept children from the local community not affiliated withthe company, which will help to alleviate the social issue ofchildren wait-listed for daycare. The construction of the daycare
also involves soundproofing and other considerations for the
local community as well as safety facilities for users, which
demonstrates the company’s faithfulness and integrity.

Achieving Global CSR Management
I feel the underlying strength of Tamron from the fact that it
continues to work diligently toward higher performance andhigher quality as well as its inroads into lenses for surveillancecameras and automotive cameras in search of business growth.
I believe this is made possible by not only its technical strengths
but also its close, eco-partner relationships with suppliers
grounded in trust. Depending on the product, Tamron serves as
its own supplier, so I think its deep understanding as a suppliercontributes to sustainability in its supply chain. As part of its
global expansion, Tamron has built environmental and quality
management systems at Tamron Optical Vietnam and also
made changes to its logistics systems at its plants in China ands
Vietnam as well in an effort to lower CO2 emissions. Tamron’
production of molded lenses that do not require polishing at
its Namioka Plant have also helped it to reduce water usage.
I expect the company to work on further water conservation
initiatives both in Japan and overseas in light of the need toconserve international water resources. The fact that Tamron

is focusing on shifting from lowering CO2 per basic unit of sales
to total emissions demonstrates its stance to faithfully fulfill its
responsibility as a global multinational corporation.
Additionally, I feel the company’s dedication to realizing global
CSR management through its participation in the UN Global
Compact. I also feel Tamron’s high awareness of building aninternationally ethical supply chain through its efforts to address
the issue of conflict minerals.
However, I feel that Tamron has yet to systematically coordinate
its 12 CSR themes and the 10 principles of the UN Global
Compact with its actual CSR initiatives. This may be because
defining materiality and the process involved with this definitionis rather difficult to see. By reflecting the marked effects on
the economy, environment and society, and organizing themateriality of stakeholder evaluations and fundamental impactsof decision making, I believe Tamron will be able to further
enhance the consistency of its CSR management.

Editorial Team’s Postscript
This report contains information on Tamron’s annual activities
as a way to facilitate engagement with our many stakeholders.
The special feature section of the 2015 report focuses on thedevelopment of diverse human resources and the company’s
employee benefits program for achieving work-life balance. In
addition, universal font has been used to ensure even more
people have access to this content. We sincerely hope that these
initiatives have helped our readers learn more about Tamron.
Based on the views expressed in the third-party opinion, we
will make systematic changes to our systems and continue withour commitment to achieve global CSR management. We also
encourage readers to share their honest opinions and requests sothat we may be able to use these to improve next year’s report.

Head office

Tamron Optical (Foshan)

The three Aomori plants

Tamron CSR Report 201522

Tamron Co., Ltd.

CSR Implementation & Administration Board

1385 Hasunuma, Minuma-ku, Saitama-city, Saitama 337-8556 Japan
Tel. +81-48-684-9190 Fax. +81-48-677-6653
E-mail: e-report@tamron.co.jp Website: http://www.tamron.co.jp
Published March 2015