CSR Report 20081

Message from the President

Message from the President
CSR Structure Tamron Is Establishing Together
with Stakeholders
To Tamron, 2007 was the year to establish our CSR management structure.
Tamron defined CSR as contributing to the economy, society and environmentby creating eyes for industry. We enacted an action declaration advocating
our posture in working on realizing our CSR policy and action codes,
clearly expressing the ideal stance all employees are to take in discharging
their responsibilities. However, we are still in a nascent stage for actually
implementing CSR management and 2008 will be our first year of full-fledged
CSR management. To address this issue, we held a stakeholder dialogue in
December 2007, to listen to opinions on our work so far and suggestions fromour stakeholders for the future. While stakeholders acknowledged our work sofar, they suggested further efforts for addressing environmental problems andcontributing to society. At Tamron, we are committed to continuing our work to
steadily promote CSR management, step-by-step, fulfilling the expectations of
our stakeholders.

Realizing CSR Management in the Primary Business
Pursuing CSR management in our primary business, we contribute to society
through lenses. Photographic lenses create delight and excitement in our daily
lives while becoming mirrors to reflect social and environmental problems.
Lenses for surveillance cameras and built-in vehicle cameras contribute torealizing a safe society. Part of CSR management is supplying customers withquality products serving these market needs at low prices while focusing onsocial and environmental problems in our primary business. Tamron advocatesgiving clear priorities to employees in order to realize CSR management. We
will only be able to develop and provide environmentally friendly products
and services to our customers, investors, business partners and society if ouremployees are able to work at Tamron with pride. Each and every employee
properly understands our CSR policy and action code, behaving in accordancewith the policy and the code, is important. To realize these objectives, we willcontinue to work on enhancing employee satisfaction as well as CSR education
so our CSR management spreads itself to each and every Tamron employee in 2008.

For Ideal CSR Management
We at Tamron hope to ensure persistent company growth while enhancing ourcorporate value through promoting CSR management. Our goal is to makeTamron capable of using an amount equivalent to one percent of our annual
group ordinary profit for CSR activities in five years from now.
In compiling this report, we changed the title to “CSR Report” and tried to
improve communications with our stakeholders. We would greatly appreciate
your opinions and suggestions for how we can further improve our CSR
management.

Morio Ono
President & CEO
Tamron Co., Ltd.

1 CSR Report 2008

Tamron's CSR Management

Tamron’s CSR Management
Enhancing Corporate ValueOur corporate philosophy advocates contributing to society bysupplying customers with optical products satisfying them andreturning our business profits to society. To realize this policy,
we have defined our CSR Policy as Contributing to Economy,
Society and Environment by Creating Eyes for Industry, andare working to enhance the corporate value of our company

Twelve Themes for Enhancing CSR Management
We have established twelve themes for being a company
that stakeholders (1) acknowledge. Through addressing these
themes, we are discharging compliance responsibility, economic
responsibility, and responsibility to contribute to social issues. The
themes of compliance, corporate governance, risk management,
and information disclosure are essential for implementing

by putting our CSR policy into practice. To achieve this goal,
we will discharge our Compliance Responsibility to ensurecompliance with laws and regulations as well as to meet our
Economic Responsibility. We are working to reward employees,
shareholders and society by ensuring steady growth throughfaithful company management as we wish to meet both our socialand environmental responsibilities.
sound business operations while discharging compliance andeconomic responsibility. The remaining themes are environmental
conservation, quality, product safety, occupational safety andhealth, employment and human resources, human rights,
social contribution, information security, and private information
protection.
(1)

Stakeholders: people and organizations surrounding the company

Enhancement of Corporate Value

Quality/
Product Safety

Employment/
Human Resources

ent

Environm

nal Safety
Occupatioealth&H

Responsibility to contribute toenvironmental and social issues
ights

Human R

SocialContributions

rmationPrivate Infotion
ProtecInformation Security

Society

Environment
EconomyComplianceCorporate
Governace

Risk
Management

ation
Inform veryoDiscEconomic Responsibility
Compliance Responsibility

Supporting the Global Compact Initiative
Agreeing to the Global Compact (GC), an international initiative proposed by the United Nations to support the Ten Principles
related to human rights, labor, environment and prevention of moral corruption, Tamron became a supporter of the initiativein August 2007. The Ten GC Principles became pillars in establishing our CSR promotion structure. For further details on theinitiative, please visit the United Nation website at http://www.unglobalcompact.org/.

CSR Report 20082

目次

Contents
Message from the President …………………………………………… 1
Tamron's CSR Management …………………………………………… 2
Editorial Policy……………………………………………………………

3

Company Proﬁle…………………………………………………………

4

Feature Communication with Stakeholder ………………………… 5
Stakeholder Dialogue………………………………………

6

Relationships with Customers ……………………………………… 7-8
Relationships with Employees ………………………………………… 9
Relationships with Shareholders and Investors …………………… 10
For Establishing Good Relationships with Business Partners … 11
Relationships with Society…………………………………………… 12

For Protecting Our Environment
Environmental Management Structure, Education, Environmental Accounting …… 13
Environmental Loads ……………………………………………………… 14
State of Achievement of 3rd Environmental Objectives and Targets … 15-16
Efforts to Save Energy and Water for Preventing Global Warming ………… 17
Efforts to Reduce Waste, Promote Recycling ……………………………… 18
Working in China ………………………………………………………… 19-20
For Pursuing Environmental Risk Management …………………………… 21
Independent Third Party Assurance Report …………………………………… 22

Editorial Policy

1. This report is issued for informing our customers, employees, shareholders, investors,
business partners, communities and other bodies (local communities, public bodies,
NGOs and NPOs being our stakeholders) about Tamron s work and progress onenvironmental conservation and social responsibility.
2. This report covers Tamron Co., Ltd and Tamron Optical (Foshan) Co., Ltd.
3. The guidelines referred to are Environmental Report Guidelines (2007 Version),
Greenhouse Effect Gas Assessment & Reporting Manual (Ver. 2.1 2007) and
Environmental Accounting Guidelines (2005), issued by the Ministry for the Environment.
4. The needs for disclosing information to stakeholders were determined in accordancewith GRI Sustainability Reporting Guidelines.
5. We strive to disclose information from the perspective of stakeholders by referring to thewarranty processes in AA1000 Warranty Standards.
About the front cover design
The front cover design of this report uses blue, Tamrons corporate color. The design symbolizes the earth
being enwrapped by light entering from a lens element,
expressing the harmony of Tamron and the environmentof the earth with our wish to contribute to our economy,society, and environment.

3 CSR Report 2008

For additional information, please contact:
CSR Promotion Office, Tamron Co., Ltd., 1385 Hasunuma, Minuma Ward, Saitama City,
Saitama 337-8556 Japan
Tel: (048) 684-9190 Fax: (048) 684-9472

E-mail: e-report@tamron.co.jp

Company ProﬁleCompany Profile
Trade Name

Tamron Co., Ltd.

Head Office1385 Hasunuma, Minuma-ku, Saitama City, Saitama PrefectureTel.

+81-48-694-9111

FoundedNovember 1, 1950

Established

October 27, 1952

Capital Amount6.923 billion yen

Representative Director

Morio Ono

337-8556 Japan

Head Office

Employees

Consolidated: 5,064 (including 470 temporary employees)
Non-consolidated: 1,381 (including 466 temporary employees)

Total Sales

Consolidated: 68.204 billion yen (2007)
Non-consolidated: 62.449 billion yen (2007)

Stock Exchange

1st Section, Tokyo Stock Exchange

Domestic Factories Hirosaki, Namioka, Owani
Affiliated Companies The United States, Germany, France, Hong Kong, China (Shanghai,
Foshan)Summary of Business

Surveillance camera
lensesIndustrial-use
optics 11.4%

Photographic lenses
37.2%
Interchangeable lenses
for SLR cameras

By-Category Sales
Composition(2007–consolidated)

Optical components
51.4%
Europe (Germany/France)
North America(United States)
5.8%
4.7%

Asia (Hong Kong, China)

Lens units for digital cameras

34.6%

Net Sales
By-area Sales
Composition

700

Consolidated
Non-consolidated 633

600
500

Domestic
54.9%

Numbers of Employees

519

548

592

636
596
546

682

574

3,842
(610)

4,000
3,000

400

4,266
(594)

3,024
(527)

2,000
1,258
(524)

200

5,064 (470)Consolidated (temporary employees)
Non-consolidated (temporary employees)

624

300

By-area Sales Composition is based on sales tocustomers in Japan and areas where Tamron s
subsidiary companies exist. Sales figures in overseas
markets are primarily sales of interchangeable lenses
for SLR cameras.

5,542 (518)

5,000

1,396
(605)

1,446
(590)

1,386
(511)

1,381
(466)

1,000

100

0

0
2003.12 2004.12 2005.12 2006.12

2007.122003.12 2004.12

2005.12 2006.12

2007.12CSR Report 2008

4

Feature

Communication with stakeholder
Our CSR policy is to contribute to the economy, society andeach group of stakeholders. Also, recognizing that the Earthenvironment by creating eyes for industry, and we advocate

exists as another important stakeholder, we are committed

discharging our CSR through our main business.

to working to preserve the environment. At Tamron, each

However, the ways we act with our CSR policy differ

employee is expected to work, thinking of our stakeholders

depending on the stakeholders. We need to maintainand working based on our action code, which is expressed

communications with stakeholders at home and abroad,in our action declarations.

listening to their opinions and expectations to Tamron and

All of us at Tamron wish to respond to the opinions andresponding accordingly. From this perspective, we classify

expectations of our stakeholders and establish betterour stakeholders into five categories: customers; employees;

relationships to grow together. Recognizing that the behavior

shareholders/investors; business partners; and societyof each and every employee leads to goodness and dignity(local communities, public agencies, NGOs and NPOs),for our company, we will work on promoting our CSR work

enacting our action declarations to clarify our position withas a group.

Feature Communication with stakeholder

From the customer perspective＜Action Declarations＞
Recognizing that customer satisfaction isof the highest importance, we willcontribute to society by supplying safe,
high-quality original products andservices.

＜Action Code＞

From the society perspective(1)Respecting customer opinions withproper understanding(2)Communication with customers(3)Supplying safe products and services(4)Supplying original high-quality products
and services

From the employee perspective＜Action Declarations＞＜Action Declarations＞*Maintaining good communications with local
communities, we will strive to contribute totheir growth while upholding their tradition andculture as a good corporate citizen.
*We will observe the laws and regulations,aiming at earning confidence from society as agood corporate citizen.
*We will work hard in NGO and NPO projects
to establish a good society.

*In order to become self-reliant, each employee at
Tamron works with a spirit of challenging difficulties,
maintains good communications with fellow workers
for creating a lively work environment, and strives toyield the best possible results at all times whileobserving the laws and regulations.
*Each and every employee at Tamron respects
human rights to support a good society as a good
corporate citizen.

＜Action Code＞＜Action Code＞(1)Comply with laws and regulations(2)Consider the safety and security of local
communities(3)Contribute to protecting traditions andculture(4)Conserve the environment of the earth(1)Work as a good citizen (2)Acquire proprietary skill(3)Work based on the principle of actual work place,
actual items, and reality(4)Team work (5)Respect human rights and diversity(6)Maintain desire to improve oneself(7)Establish a safe and comfortable work environment

From the business partner perspective＜Action Declarations＞
All of us working at Tamron observe the laws andregulations, aiming to establish relationships that
ensure receiving a supply of quality materials andservices from our partners through transparent
transactions, working to grow and contribute tosociety together with our partners.

＜Action Code＞(1)Conduct fair transactions(2)Work for mutual growth(3)Consider the environment and society in
our transactions(4)Respect human rights

5 CSR Report 2008

From the shareholders/investor perspective＜Action Declarations＞
All of us working at Tamron strive to enhance
Tamron s corporate value through faithfulmanagement, maintain good communications
with our stakeholders, and work on enhancing
stakeholder confidence to be a company
worthy of stable investments.

＜Action Code＞(1)Manage faithfully and positively communicate
with investors(2)Sustain growth by creating eyes for industry

Stakeholder Dialogue
Tamron s 1st Stakeholder Dialogue

Tamron held the first meeting to dialogue with stakeholders in order to understand their impressions and opinions on Tamron s business.
The valuable information obtained at the meeting is reflected in our CSR management, and we will work on deepening our relationships
with our stakeholders by further disclosing information on our CSR management.

The 1st meeting was held in December 2007 for listening to the opinions of our stakeholders
on Tamron s work for reducing environmental impact and the desirable direction of work
to enhance CSR management. After explaining our work so far in these areas, we asked

reviewed the opinions to reflect them in our CSR work.

Stakeholder Dialogue

our stakeholders to inform us of their opinions. We received a variety of opinions from thestakeholders. Our CSR committee composed of directors and officers of our company,

Facilitator: Professor Noriyasu
Kunori of the Graduate Schoolof Ecology Engineering,
Toyohashi National University ofTechnology, who was in chargeof establishing the Sustainable
Society Coordinate Course at theuniversity

Overview of the Event
Date: December 12, 2007 Venue: Tamron s Omiya Head Office Participants: Seven outside participants (as described below) and six participants from Tamron

Yoshifumi Tsuruta, part- Chieko Maeda, editor-in- Yo s h i n a r i K a n e k o , a Masashi Ito representing Heikichi Inaba, chairman oftime lecturer at Hosei chief, Consumption and m e m b e r o f Ta m r o n / corporate customers
residents association
University (environmental
Life (bi-monthly magazine) Bronica Club
management theory)

Shigeo Kurosawa,
subsection chief, water
quality/soil, Saitama City
Environmental Preservation
BureauH a r u n a Ta t e s h i m a ,a student of Human
Environment School, Hosei
University

Opinions Received and Future Directions■ Theme1. Tasks for reducing environmental impact■ Status Quo at Tamron and understanding■ Future Directions(1) Collecting data on environmental loads(both at home and in China on the same level)(1)Insufficient so far. Generally speaking,attention to situations in China is high.
Further efforts are necessary.

(1)Operations to understand waste volume
to be reinforced at Tamron Optical (Foshan) in 2008

(2) Reducing consumption of raw materials(2)Further efforts to promote resource saving(through Design for Environment, p. 8)(2)Material flow cost accounting to be
introduced on raw materials and projects
to reduce usage volume(3) Reducing the absolute amount of CO2(3)Energy monitoring at the head office asa countermeasure to save energy (p. 17)(3)Energy monitoring at Namioka Factoryin 2008 to strengthen efforts to reduce CO2(4) Explaining performance in the CSR
report in further detail (since performance
evaluation differs depending upon factories)(4)Explanation in CSR Report was insufficient(Environment/Social Report in 2007)(4)Easier to understand statements for
our CSR Reports from 2008. Since anavailable space is limited, disclosing
further information at Tamron s website
will be simultaneously studied.

(5) Strengthening structure of managementof chemical substances (compliance)(5)In progress, in compliance with laws
and regulations(5)Further efforts to enhance compliance,by obtaining the latest information on laws
and regulations on a global basis

2. Work to further contribute to society (directions of work to promote CSR management further)(2) Participation in projects for preserving
nature, in order to conserve nature as aphotographic subject(1)(2)Tamron s contribution to conserving
our natural environment being aphotographic subject is greatly expected.
We must work on promoting work worthyof the name Tamron as a lens maker.

(1)-(4) Review of internal provisions forsocial contribution, to study activities in
concrete form

(3) Educational courses on photography
open to stakeholders (utilizing characteristics
of Tamron in the field of optical technology)(3)As we understand, our social
contribution through lenses as our
main products is greatly expected.

(3)(4) Catering services of educationalcourses to assist chemistry and naturalscience lessons at local elementary schools(1) Participation in fostering Saitama City s
Water and Green Preservation Program(4) Photographic class room activities(e.g., to housewives for taking pictures of theirchildren using simple point-and-shoot digital cameras)
CSR Report 2008

6

Relationships with Customers
Tamron works promptly on problem solving when problems are found in any stage fromdevelopment to manufacturing, working hard to supply customers with high-quality safe productsthat will please them.

Relationships with Customers

Valuing and Understanding Customer Opinions

Opportunities for Interacting with Customers

Tamron has a company-wide and cross-sectional quality management
system to develop products pleasing customers, utilizing customer
opinion as important information for improvements. Tamron obtains
opinions of users of photographic interchangeable lenses throughquestionnaires included in display boxes, creating opportunities tolisten to customer opinion. For OEM products, questionnaires entitled
Questionnaire for Surveying Degree of Customer Satisfaction aresent to all OEM customers to discover their opinions on the eightaspects of delivery , price , communications , development
power , technological capability , quality , response tocomplaints , and handling repairs , providing helpful information fordeveloping products and improving services. Overall, evaluation resultsfor 2007 improved by one point, but evaluation results dipped from2006 for price , development power , and handling of repairs .
Related departments are studying now to see how we can improve.
For example, to improve the efficiency of our repair services, we
reviewed the flow for receiving products to be repaired at customer
support points and delivering them to our repair service facilities. These
efforts resulted in shortening repair service lead time by one day, andthe average period for repair services has been shortened from fivedays to four days.

Tamron provides free maintenance services for Tamron lenses at
PIE (Photo Imaging Expo) held every year at Tokyo Big Site. Our
free maintenance services are highly regarded, and the numberof customers bringing Tamron lenses to our workshop in ourbooth increases every year. We would like to take advantage ofthese services as an opportunity to listen to feedback from ourcustomers.

Results of Customer Satisfaction Survey (annual average points in 2006 and 2007)

Free Maintenance Services at PIE

Overall

54Delivery

Annual average in 2006

Price

Annual average in 2007

3
2
1

Handling
Repairs

Communications

0

Development Power

Response toComplaint
Quality

Technological Capability

For Supplying Safe Products
Tamron specifications set strict safety precautions to protect ourcustomers from damage due to product design. Tamron specifications
include confirming the following points as essential elements to ensure
safety:For Developing Original High-quality Products
As a pioneer in high power zoom lenses, Tamron constantly
works on developing new technologies to satisfy customers.
For example, inNovember 2007,
Tamron launched
the AF28-300
mm F/3.5-6.3
XR Di VC (Model
A20), a 10.7X
high power zoom
lens for digital
AF28-300mmF/3.5-6.3 XR DiVC（Model A20）
SLR cameras
with a new vibration compensation mechanism. The vibrationcompensation (VC) mechanism uses Tamron s actuator(1) andalgorithm(2), providing stabilized viewfinder images with excellent
tracking performance(3) for comfortable handheld photography.

(1) Product design preventing human injuries- confirmation of chamfer counter boring to ensure the products
are free of external protruding points- Sun light irradiation tests to confirm that product parts are not
likely to melt down

(2) Durability tests- Sufficient product durability – validation though strength tests byusing rebound pendulum testers, vibration testers, and more

(3) Products free of harmful substances

7 CSR Report 2008

(1) Driving component(2) Computer operation process to compensate for vibrations(3) Performance to precisely track movements of subjects and prevent hand-shakeblurring

Example of accomplishments with DfE

In order to continue to develop products with designs for theenvironment, Tamron enacted product assessment regulations.
The regulations require each new product be evaluated based onsafety and environmental impact in the product life cycle ranging
from manufacture, distribution and use to disposal and recycling.
As a prerequisite, the design and manufacturing processes will be
reviewed as necessary. The main evaluation items include productlife, resource saving, energy saving, recycling and chemical
substance management. Products satisfying standards set for therespective evaluation items will carry Tamron Eco Labels. Products
carrying Eco Labels are expected to become available in 2008.

13VG2812ASII compared with 13VG2812AS
In Model 13VG2812ASII, a new surveillance camera lens, thematerial volume has been reduced by 11% by changing metallic
parts to plastic parts, although the numbers of parts andcubage have been increased for more stability and higher optical
performance.

Relationships with Customers

Tamron’s DfE (Designs for Environment)

13VG2812ASⅡ

13VG2812AS

Comparison Table
2812ASⅡ

Vs 2812VS

Volume of materials 79g

71g

Down 11%

Number of parts 44

50

Up 12%

41c ㎥

Up 7%

2812AS

CubageTamron Eco Label

38c ㎥

Interview with a designer*Tamron Eco Label design
The label symbolizes an eye gently looking at our economy, society and environment.
The eyebrow symbolizes a flowing steam or water, the pupil the earth in green, and thetree in the pupil our activities for the three R s of reduce, reuse and recycle.

Masanori Miyauchi
Mechanical Design Department
Design Engineering Division
Industrial Optics Business Unit

Flow of DfE
Product safety, environmental
impact assessment (EIA)

Product safety, environmental
impact assessment (EIA)Yes

Eco Labelaccredited products

Are standards satisfied?

Ordinary productsNoin acceptable quality

Our Model 13VG2812AS has been highly evaluated by ourcustomers since its introduction in 2001 as a high performancehigh-power vari focal lens (1) offering focal lengths varying fromwide angle to telephoto with its 2.8-12 mm 4.2X focal length
range. However, based on the optical design, we reviewed theentire mechanical design of the lens in order to derive the best
performance from the optical design. The new lens thus developed
is Model 13VG2812ASII. This challenging work enabled us tosolve all the quality problems in the previous model while reducing
the material volume and decreasing production costs.
(1)

Vari focal lens – a lens offering dual focal lengths. Angles of view can be changed
after installing the camera/lens outfit. A vari focal lens is a lens as compact as a fixed
focal length lens while offering additional focal lengths, similar to a zoom lens. (Focal
lengths are not continuously variable like zoom lenses.)

CSR Report 2008

8

Relationships with Employees
Tamron works on fostering self-disciplined employees with the spirit of rising to the challengeof creating new ideas in a climate emphasizing ethics. Tamron also strives to create a safe work
environment that encourages working, based on fair evaluations, respect for human rights andmutual understanding.
For Creating a Comfortable Work
Environment Together with Employees

Relationships with Employees

Tamron strives to create an environment that is comfortable towork in and reflects employee opinion. Approaches toward thisobjective include our consulting office for directly listening
to employee opinions. Interviews with new recruits are held
periodically as with employees obliged to work long hours forbusiness reasons, for listening to their opinions and requests. The
total number of employees who visited the office in 2007 wasalmost the same as other years, but the number of consultations
related to work content increased, possibly showing that the
number of employees wishing to engage in challenging jobs has
increased. We are concerned about the number of employees
who cease to function properly for psychological reasons as
this number appears to be increasing. We will work to adopt an
additional system to discover and solve such problems, working
on prevention, pre-critical diagnosis, and follow-up care.
In 2008, we plan to implement our employee satisfaction survey tohear from our employees in detail. We will beef up our educational
programs to enhance coaching techniques and communication
skills for employees on managerial levels since the roles they playat our work sites are important to create a work environment
comfortable for all employees.

For Creating a Safe Work Environment
Tamron works hard to ensure proper management of worksites, preventing occupational accidents and establishing andmaintaining a safe and healthy work environment, in compliancewith related laws and regulations as well as Tamron s own work
regulations.
Tamron enacted safety & health management regulations,established our safety & health committee, and created
our occupational safety & health patrol program to ensure
occupational safety and health management. In addition,
opportunities to take training courses for cardio-pulmonary
resuscitation and first aid treatment for injuries, including thosefrom fire, are provided to employees every year to address
and minimize disaster. In 2007, there were eight occupational
accidents, compared to two in 2006, and six accidents while
commuting, compared to zero in 2006. The occupational
accidents occurred during processes at production sites, andinjuries were light. Recognizing the necessity for preventive
measures, countermeasures have been implemented. Most
accidents while commuting are almost unavoidable as they
happen during commutes by bicycle when other parties suddenly
jump in front of the cyclists. Still, we are working on reducing
such accidents through a variety of means including safe driving
training courses with assistance from the local police.

9 CSR Report 2008

For Nurturing Self-disciplined Employees
New employees come to Tamron with a strong desire to build
careers and grow while breaking through various barriers as
they gain experience. Employees sometimes encounter barriers
that are difficult to break through, becoming unable to advancefurther. To extend support for such employees, Tamron regularly
p ro v i d e s m o t i v a t i o ncontrol courses to
new employees andemployees four years
after starting at ourc o m p a n y, h e l p i n gemployees to learnways to find solutions bythemselves and get on
motivation control courses
their feet again as soon
as possible. The training courses are designed to help participantslearn how to find breakthroughs against psychological barriers
and ways to classify changeable and unchangeable things, like aquiz game. The program is designed to enable each participant tolearn ways to behave while enjoying games and talking.

Employee interview

Yuki Saito
2nd Section, Information
Systems Division

I still clearly remember the friendly atmosphere in the seminarfor we new employees, an atmosphere that was created by thefriendly group work of those of us who were hired in the same
year. We built friendship and solidarity in our seminar. Since theseminar was held immediately after our ceremony to enter thecompany, we did not yet understand our work, but we could
better understand our new fellow workers. I still remember how
the group work taught us to look beyond first impressions. The
motivation seminar Tamron provides to all employees in the 4thyear after entering the company is a good opportunity to stop in
the course of our busy lives and take a new look at ourselves.
During our discussions with fellow employees, I realized thateverybody had hang-ups in the course of gaining experience.
I realized that I was not the only one who was dwelling on
minor affairs. I think Tamron should continue these programsas they provide employees with the opportunity to analyze theircharacteristics and objectively look inward at themselves.

Relationships with Shareholders and Investors
We are striving hard to establish a highly transparent organizational structure by constantly reviewing ourorganizational climate, working on realizing our corporate philosophy by fulﬁlling our responsibilities to ourstakeholders.

Corporate Governance WorkWe at Tamron work on fair management with high transparency.
General Meeting of Shareholders
Election/dismissal

Election/dismissal

Board of Auditors
Audit

Coordination

Election/dismissal

Accontng Auditor
Audit

Coordination

Board of Directors

Coordination

Internal Audit Oﬃce

President

CSR Committee

Management Meeting（MAC）

Compliance Committee

Executive Oﬃcers
Respective Department

Corporate Governance Structure(1) Separation of Management and Executives
Tamron introduced an executive officer system in January 2005.
Under the new system, we expect to focus on management
decisions, working over strategies on a mid/long-term basis as
well as ideas for evolving new business, while executive officers
flexibly and promptly superintend and carry out our daily business
operations.
(2) Organizational Structure for Internal Control
Tamron organized an Internal Audit Board in January 2004 as
an organization under direct supervision by our representative
director. The board audits our business operations based on
our internal audit regulations, independently reporting the stateof compliance with internal regulations to our representative
director. The board also implements follow-up audits some timeafter the initial audit to ascertain that improvements have been
made and ensure compliance with internal regulations. Tamron
also set up a CSR management office in January 2007 to put
CSR management into practice. The CSR management office
is promoting work in line with our Twelve CSR Themes to put
CSR management into practice, in addition to refining quality andenvironment management systems.
(3) Internal Control through Committee Meetings
Budgets variations and countermeasures taken are reported
regularly to monthly business performance discussion meetings
attended by all directors and executive officers, reviewing
business tasks with multifaceted approaches. Our auditors anda representative of the internal audit board also attend eachmeeting to observe.

For Thoroughgoing Compliance
The compliance committee at Tamron meets regularly, chaired bya director in charge of compliance, for reviewing problems othercompanies have in regard to laws and regulations. The committee
also examines issues to be addressed in our company andstudies educational programs for employees.
Activities in 2007
Workshop on preventing insider trading
A lecturer from the Tokyo Stock Exchange was invited and aworkshop was held for members of the compliance committee on
preventing insider trading.

Relationships with Shareholders and Investors

CSR Implementation & Administration Board

Practical guide on compliance
We issued a practical guide on compliance regulations, our internal
regulations on employee behavior, distributing the guide to all
employees.
E-learning on compliance
After educational sessions on compliance for about six months, we
provided an e-learning course so our employees can check theirunderstanding of compliance.
In addition, we refined our information security structure, working
to prevent leakage of trade secrets and confidential information
including private information and to enhance stakeholder confidence
in our company. We have been working to strengthen our intelligent
infrastructure and management systems, while providing educational
opportunities to all employees to enhance information security.

Easy-to-understand IR Activities (1)(1) For better communications with institutional investors
The fiscal year at Tamron is from January 1 through December
31. The results of the interim closing as of June 30 are announcedin August and the full fiscal year results as of December 31 in
February. We hold meetings after our announcements in Augustand December to explain the results in further detail and present ourforecasts for the next fiscal year to institutional investors. At eachmeeting, management, including our representative director, explains
the important points when announcing the results. Institutional
investors welcome these meetings as Q and A opportunities.
Q: What kind of information do you provide at the meetings?
A: First, we describe our business performance for the period under review.
We provide additional explanations on by-segment performance, financial
conditions, cash-flow situations, capital investments, R&D progress, and major
accounting items including inventory assets. Then, we explain our forecast for
the next fiscal year. Lastly, we cover the direction of our business during theseveral years to come as well as the climate of our business for our mid-range
strategies.

Q: Can non-institutional investors review reference materials
used at explanatory meetings?
A: Reference materials used at our meetings are open to all investors. Our
company posts all the reference materials on our website on the day ofeach meeting.

(2) Communications with non-institutional investors
In 2007, Tamron participated in IR Events for non-institutional
investors. At an IR eventin the summer, a company
information session was heldby Shoji Kono, Corporate Vice
President of our company.
It was highly evaluated byparticipants, and we received
the compliment saying
an excellent opportunity
IR Event
wi t h e a sy t o u n d e r st an d
explanations .
(1)IR (Investor Relations,information disclosure toinvestors)

http://www.tamron.co.jp/en/investors/top/index.html

CSR Report 200810

For Establishing Good Relationships with Business Partners
Tamron respects human rights, ensures compliance with laws and regulations and pursues fair andtransparent transactions, in order to establish good relationships with our business partners andsupply society with high quality products and services.

For Establishing Good Relationships with Business Partners

Basic Procurement Policy

Green Procurement

We at Tamron believe that maintaining good relationships with ourbusiness partners is essential for developing high-quality original
products measuring up to customer expectation and selling themat prices attractive to customers. In starting to work on CSR
management from 2007, we enacted our action declarations andaction codes based on this.
Action Declarations
Tamron expects all business partners will respect human rights,
ensure compliance with laws and regulations, and supply
Tamron with high quality products and services through fair
and transparent transactions, enabling us to establish good
partnerships, grow and contribute to society together.
Action Codes(1) Fair transactions
Tamron strives to sufficiently and properly understand all related
laws and regulations and pursue fair and transparent transactions
through free competition, focusing on QCDE(1), working together
with business partners.
(2) Mutual growth
Tamron pursues growth together with business partners byreflecting own proprietary technology and competitive edges in our
products and services.
(3) Environmentally-friendly transactions
Tamron works on conserving the environment of our Earth
together with business partners.
(4) Human rights
Tamron respects human rights together with all business partners including
secondary and tertiary partners, eliminating forced and child labor.

Tamron procures raw materials and parts from suppliers withproperly established environmental management and chemical
substance management structures. These suppliers are our eco
partners. Regulations for eliminating harmful chemical substances
have been becoming stricter globally. Tamron strives to ensure
proper management of harmful chemical substances together with
suppliers. Tamron distributes our Environment-related SubstanceManagement Regulations stipulating harmful chemical substancesthat must not be used, Guidance for Environmental Quality
Assurance Structure , a procedure manual for preventing using
harmful chemical substances in products, and our Environmental
Quality Management Procedures to all suppliers, requesting
their cooperation, auditing, and implementing follow-ups ofaudit findings. To guarantee that our products are free of harmful
chemical substances, Tamron introduced advanced equipment
such as XRF (X-ray fluorescent analysis apparatus), ICP-AES(Inductively-Coupled Plasma Atomic Emission Spectrometry) and
GC-MS (Gas Chromatography Mass Spectrometry) for checking
lead, mercury, cadmium, sexavalent chrome, PBB and PBDE (2) inparts, materials and products.

(1) QCDE: Quality, Cost, Delivery and Environment

Tamron Procedures to Select Suppliers
Before commencing transactions with any new suppliers,
Tamron evaluates their quality assurance structures, environment
conservation structures and financial conditions through Tamron
evaluation standards and audits, accrediting only suppliers
satisfying Tamron standards as eco partners to give them priority
in business transactions. In 2008, Tamron plans to introduce our
CSR into procurement, while adding the labor environment, safety,
sanitation and other factors as prerequisites for overseas suppliers,
the same as domestic suppliers.

QualifiedQualified

Process Audit

Qualified
Environmental Qualified
Conservation
Environmental
Structure Evaluation
Quality Audit
Sheet

Environment

Qualified

Eco Partner

Subcontractor
Evaluation Sheet

Overall Evaluation(including financial conditions)

CSR Action Declarations/Action Codes

Qualitymainly as fire retardants in plastic, rubber and tape. They are registered as endocrine
disrupting chemical substances (environment endocrine disrupters), suspected tocause memory failure, central nervous system disorders such as depression, ateleiosis,
liver problems, and hypertrophied thyroid gland.

Interview with a supplierKazuhiko Tanaka
Manager, Environment Quality
Management Division
Kanepackage Co., Ltd.

Managing environmentally harmful substances is our commitment
to the earth and our children.
We at Kanepackage understand Tamron has been striving
to satisfy regulations with intensive systems for eliminating
environmentally harmful substances from Tamron products,
preparing for this era when controlling regulations are becoming
stricter and value their contribution toward protecting the Earth.
Our company supplies Tamron with packaging materials. When
studying how we could cooperate with Tamron, helping users to
be confident in Tamron products and contribute to society, Tamronsuggested introducing an XRF analyzer. This instrument enables
us to show that our packaging materials are free of harmful
substances, particularly RoHS substances(3). We introduced an
XRF analyzer in November 2007. Now, by combining our own
inspections with the analyzer and validation by our raw material
suppliers, we can supply all our customers including Tamron withpackaging materials satisfying all applicable regulations. We wish
to continue to contribute to protecting our environment by utilizing
the XRF analyzer and striving to provide our customers withproducts that are safe and impressing, as we advocate with ourcompany creed for environmental protection.
(3) Lead, mercury, cadmium, hexavalent chrome, PBB and PBDE

Flow of Selecting Suppliers

11 CSR Report 2008

(2) PBB (polybrominated biphenyl) and PBDE (polybrominated diphenylether) are used

Relationships with Society
To grow together with society and continue to be supported and patronized by society, Tamron
also works to support social events and cultural activities, hoping that photography and imaging
culture develop and evolve further.

For Contributing to Development of
Photography and Imaging Culture

http://www.tamron.co.jp/special/macrocon2007/result.html

Tamron works to contribute to developing photography
and imaging culture by taking advantage of knowledge andexperience as a camera lens manufacturer. Photographic
images are formed expressing emotions photographers havewhen facing their subjects. Photographers capture images
when they are impressed with new findings, encountering
people, nature and more. Tamron works to support socialand cultural activities so many people can touch moments inlife through photography.
● Macro Lens Photo Contest
Tamron hosts the Macro Lens Photo Contest on anationwide basis every year. Open to all photographers, any
photographer can participate as long as their work consistsof macro pictures. In 2007, photographers submitted as
many as 3,274 macro pictures of nature, animals, flowers
and other topics.
● Supporting Photographic Institutions
Tamron supports The Tokyo Metropolitan Museum of
Photography, The Photographic Society of Japan, Japan
Professional Photographers Society and Saitama Prefecture
Arts Foundation as a member.
● Tamron Bronica Club
Tamron financially supports the Tamron Bronica Clubby providing a place for serious amateur photographers
to share the splendor of art and photographic culture,
introducing photographic techniques through a clubmagazine.
http://www.tamron.co.jp/tb_club/top/

For Growing Together with Local Communities
Tamron s head office is situated in a residential district in Saitama
City. Tamron engages in business under the benevolent eyesof community residents. Similarly, our employees at the threefactories in Aomori and our overseas subsidiaries share

In November 2007, Tamron s head office in Omiya wasaccredited by Saitama Prefecture as one of Sainokuni( S a i t a m a P re f e c t u re s ) R e p re s e n t a t i v e F a c t o r i e shaving advanced technologies in abundance and being
environmentally friendly. Therefore, as part of our work to
improve understanding on o ur
company, we regularly hold factoryobservation tours, inviting ourneighbors. In June 2007, thirdgrade children from Hasunuma
Elementary School visited Tamron
to see our facilities for making metal
molds and analyzing chemical
Factory observation
substances. We wish to continue
these tours in order to share the joys of manufacturing.
● Cleaning Neighboring Areas
Our employees at the Omiya head office and the threefactories in Aomori cleanup in neighboring areas oncea month. In 2007, our employees collected a total of
125 kilograms of waste during these cleanups. Many
participating employees shared their feelings, saying thatthey feel refreshed as the neighborhood is clean, they wish
to continue to keep clean environments inside and outsideof our company, and more.

Relationships with Society

Grand Prix of the 2007 Macro Lens Photo Contest
Akio Tsuji,“Larva of a mantis on a false freesia narcissus”

the same recognition that local communities are our important
stakeholders. Our CSR action declarations demonstrate that
Tamron is committed to establishing close relationships with local
communities as a good corporate citizen, contributing to themaintenance of safe and healthy lives of people and protecting
the tradition and culture of our local communities.
● Factory Observation Tour

Employee interview
Hidemi Kobayashi
Manager, General Affairs
Department, Personnel &General Affairs Management Unit
(Manager Kobayashi is in chargeof social contribution programs.)

Tamron participated in Saitama Car-free Day Program 2007,
a program Saitama City hosted to promote our relying less on
cars in our daily life. As part of the program, as a member of thesecretariat promoting program participation at Tamron, for people
working at Tamron and commuting by car including directors andofficers, I suggested we use public transportation on Car-free
Day (September 21). As a result, 85 cars, or 90%, of cars usuallyused for commuting to the Omiya head office were not used,
resulting in the reduction of CO 2 equivalent to 561 kilograms*.
Many workers participated in the event to prevent global warming
and their personal commuting was a good opportunity to beinterested in reducing CO2. We wish to continue to refine oursystems to contribute to society by cooperating more closely withother departments.
* Calculated by supposing the average car was driven 20 km to Tamronand back and average fuel consumption per-liter was 7 km on liter.

CSR Report 200812

For Protecting Our Environment
Recognizing the importance of our responsibility to protect the environment of the Earth, we areaiming at environmentally-friendly work in all our business operations.

For Protecting Our Environment

Environment Management Structure

Environmental Accounting

In 2007, Tamron completed all preparations for integrating ourenvironment management and quality management systems,
which we had defined as one of our en
vironmental management objectives. The main objectives of theintegration were simplifying our management systems, reducing
total man-hours for maintenance and operation, and relating
quality objectives with environmental objectives to concentrate
limited management resources on work common to environmentand quality, thus ensuring achievement of the objectives. We
commenced operating the management system thus integrated
from January 2008. As intended under the new management
system, actions necessary for enhancing quality and environment
protection, complying with new laws and regulations, as wellas actions required by our customers, are reported to our CSR
Committee. This reporting enables discussing the means forenhancing the degree of customer satisfaction while reducing theenvironmental load.
We also plan to integrate environmental management systems(EMSs) and quality management systems (QMSs) at the threefactories in Aomori by 2009 and Tamron Optical (Foshan) by
2010, in order to enhance environment management operationsof the entire group including China.

The total investment for environmental activities in 2006 was \3.84
million, which rose to \51.45 million in 2007. Major investments
included an electric power monitoring system for energy saving
and converting incidental facilities at the Omiya head office toenergy-saving facilities. The conversion investment included
introducing a new independent air-conditioner system enabling airconditioning for necessary work areas at necessary times, energysaving fluorescent lamps and double insulating glass for windows.
The total economic effects also rose from \0.59 million in 2006
to \4.41 million in 2007, which was mainly due to the decrease inelectricity costs that was not posted in 2006.
The total environmental expenses decreased by \6.04 million
compared to 2006. The main items related to the decrease weremanagement costs and environment damage costs. The decreaseof the management costs was due to reducing environmental
management costs at the Hirosaki factory because of enhanced
work efficiency, while the reduction of environment damage costs
was due to removal of a gas venting apparatus for pumped
water following the completion of countermeasures against
contaminated soil at the Omiya head office.
We will continue to work on studies to establish guideposts for
precisely determining the effects of investments, while promoting
environmental conservation and economizing.

Timeline for System Integration
Category

2008

2009

2010

Integration of QSM and EMS

Integration of QMSs/EMSs

Integration of TOF systems

at the Omiya head officeat the three factories in Aomori

with the head office systemwith the head office system

Education of Environmental Management
An e-learning course was provided to all people working at
the Tamron head office including directors. We plan to provide
a similar opportunity to all employees working at the threefactories in Aomori within 2008. The course contents include
global warming, ozone depletion, acid rain, forest diminishment,
desertification and decay of diversity of organisms. The course isdesigned to teach participants the root causes for those problems,
status quo and activities at home and abroad. In 2008, we plan
to participate in the Team Minus 6% under the sponsorship of the
Ministry for Environment(MfE) to connect the
behavior of everyone
w o r k i n g a t Ta m r o nwith our environment
protection work.

13 CSR Report 2008

Pollution
prevention cost

Environmental cost

Environmental
Invested Expenses conservation effect−Prevention of
4,822
Environmental accident

Earthenvironment
Reduction of
51,450 41,873
Cost
conservation
Electric use
with in costbusiness
Recycling ratio of general waste
area
Resourcefrom business operations
cycling− 30,634 improved, recycling ratio
cost
of industrial waste improved
Sub-total
Upstream anddownstream costs

Economic
effectMain activities

Page

−

Management of septic
tanks and boilers−

Electric powermonitoring system
P.11
3,690 New Air-conditioner system
P.17
Energy-saving lamps
Eco glass
Waste reduction
721 and recycling

P.18

51,450 77,329
Environmental quality audit
with business partners

29,140Management
activity cost−

Achieved environmental
43,203
objectives/targets

R&D cost−

Performance of
130,384 13VG2812AS enhanced−

Operation/maintenanceof environmental
P.6
management systems
Budget for green zones
P.13
Stakeholder dialog
Education of environmental
management
Efforts to introduce
environmentally-friendly designs P.8

Social activity cost−

766 Garbage reduction−

Neighborhood cleaning P.12−

Concentration ofcontaminant in ground
1,370 water reduced to a level
better than the environmental
standard at places near PRBs−

Soil contamination
prevention (using air P.21
stripping facilities)

Cost to prevent
environmental
damageTotal

51,450 282,192−

Green procurement, package/
P.11
container recycling

−

4,411

*Scope of environmental accounting
Period: From January 1 through December 31, 2007
Premises covered: Omiya head office (including Tokyo and Osaka sales offices), Hirosaki,
Namioka and Owani factories*Labor costs are calculated based on an average wage.
*The economic effect from the earth environment conservation cost is the amount of electricity
reduced in 2007 compared with that of 2006. The economic effect from the resource recycling
costs is the amount of profit from selling waste metal as valuable resources.
*Depreciation allowance is not calculated as an expense.

Environmental Loads
Energy consumption decreased by 5.14 million GJ Nin 2007,
while CO2 emissions rose by 3,140 t. The emissions coefficientof electricity consumption in China became larger compared tothe coefficient in 2006 (1). The LNG consumption volume at thecompany cafeteria of Tamron Optical (Foshan) (TOF) increased
considerably due to the increase in workers. Copy paper
consumption also rose due to shifting from stock forms to copy
paper following changes in internal systems in 2006. Also, incompiling this report, we calculated CO2 emissions by determining
energy consumed by company vehicles used in the domestic
market in Japan, as well as energy consumption in the distribution
network linking factories and sales offices.
(1) For 2006, by referring to

Method to calculate greenhouse gas emissions

from business enterprises (Version 1.6), the coefficient of 0.000378 isused. For 2007, by referring to CO 2 estimation – Manual for calculating andreporting greenhouse gas emissions (Version 2.1) , energy consumption is
calculated in a formula of (GJ) x 0.000555.

Environmental Loads

INPUT
EnergyTransportation energy

Water

Electric power 46,269,837kWh
232kℓ
Crude oil18.9kℓKerosene oil
0.6kℓ
Diesel oil
23,200 ㎥
PPG
81,000 ㎥
Natural gas
429,600MJ
Total
Paper
Copy paper
Stock forms

20.6t
0.3t

Manufacturing
raw materials/
parts at suppliers

Clean water 405,000 ㎥
Sewage water 12,000 ㎥
Raw/auxiliary materials

Diesel oil
Gasoline
Total

140.8kℓ
80.5kℓ221.3kℓ

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

Development, design
and production
at TamronTransportation between factories
and delivery to stores(logistics/business vehicles)

OUTPUT
CO2 Emissions
Electric power 22,771t-CO2
Crude oil
628t-CO2
Kerosene oil
47t-CO2
Diesel oil
2t-CO2LPG
7t-CO2Natural gas
167t-CO2
Total
23,622t-CO2
Waste entrusted for intermediate treatment
Industrial waste
General waste
Total

608.1t158.6t766.7t

CO2 Emissions during Transportation*1

Recycled
33.9t
48.8t
41.8t
0.4t
33.8t
16.7t
249.3t41.5t466.2tPaper
Cardboard
Metal
Glass
Plastic
Grinding sludge
Waste fluid
Others
Total
Products *2
Total

23,075t

Diesel oil
Gasoline
Total

369t-CO2
187t-CO2556t-CO2

Customers

Scope of INPUT Items
Omiya head office (including Tokyo/Osaka
sales offices), three factories in Aomori,Tamron Optical (Foshan), China
Scope of OUTPUT Items
Omiya head office (including Tokyo/Osaka
sales offices), three factories in Aomori,Tamron Optical (Foshan), China (excluding
Tamron Optical (Foshan) as for waste
entrusted for intermediate treatment)*1 The volume of CO2 emissions duringtransportation is the volume of emissions
from overland transportation of products
and parts between factories and businessvehicles used by business departments
including sales offices.
*2 The output figure for products includes
output from Tamron Optical (Foshan), froma report for 2007.

CSR Report 2008

14

State of Achievement of 3rd Environmental Objectives and Targets
In 2007, Tamron worked on achieving the 3rd environmental objectives and targets. As a result ofcompany-wide participation, the work sites achieved most of the objectives for 2007.
Degree of Achievement of Environmental
Objectives and Targets for 2007

In 2007, the Omiya head office commenced work on the firstyear of the 3rd environmental objectives and targets, while
the three factories in Aomori and Tamron Optical (Foshan)(TOF) worked on their respective environmental objectives.
The Omiya head office almost achieved its objectives andtargets. In particular, the volume of industrial waste declinedby 31.7% and 36.7% at the Aomori factories and TOF incase of general waste, well over targets for 2007. Also, in
terms of DfE designs, engineers steadily worked on achieving

targets for longer use, lighter weight and more compactness.
However, we were unable to meet the standard (BOD value)
for the quality of waste water as we had planned in our workfor preventing environmental contamination, which was due
to delay in the progress of our project to enhance LCA (1)as planned in our work to promote DfE. As for the problemof the overrun of the BOD standard, countermeasures
were taken to increase the frequency for cleaning waterpurifier tanks. As a result, the value has been kept below thestandard in and after March.

Environmental Objectives/Targets for 2007 (Head Office), Achievement Ratios and Targets/Objectives for 2008 and 2009 (Group)
State of Achievement of 3rd Environmental Objectives and Targets

The achievement ratios of environmental objectives and targets for 2007 as well as objectives and targets to be applied uniformly to Tamron as a group are shown in thetable below. To ensure better understanding of the objectives and targets for 2008 and beyond, the xxxxxachievement ratios of our environmental objectives of reducing
waste and promoting recycling by our head office and three factories in Aomori are shown in columns for 2007 together with overall evaluation results.

Environmental Targets, State of Accomplishment
Environmental Objectives

State of Accomplishment

Self-rating(1)Preparations for integrating environmental objectivesof the Omiya head office, 3 factories in Aomori and TOF,

(1)Established objectives to be commonly
applied in 2008,(2)Preparations for integrating environmental
management and quality management systems into
one system(2)Prepared an integration management
manual for integrating management systems
to start operating them from January 2008

Target - Simple reclamation ratio(3) of 5% or less on
industrial waste (i.e., recycling ratio of 95% or more)(Omiya head office) Simple reclamation
ratio: 1.9% (Recycling ratio: 98.1%)(2) Reducing industrial waste volume in basic unit **Basic unit: industrial waste volume/sales) Industrial
waste from 3D Techno Center is to be managed basedon its total waste volume in 2007 and not includedin the group target management figure(to be included from 2008).

Target - Reducing industrial waste volume(4) by 2% inbasic unit, compared to 2006 (waste from 3D Techno
Center to be managed on actual volume)(Omiya head office) Reduced by 31.7%(3) Promoting recycling of general waste

Target - Promoting recycling of general waste(efforts to understand status quo and promote sorted emissions)

As a result of eco patrolling(6), awarenessof sorted emissions was enhanced

A(4) Reducing general waste(5)Target - Reducing general waste volume by 10%,compared to 2006

(Omiya head office) Reduced by 36.7%

A

3 Promoting measures to reduce CO2 emissions

Target - Establishing methods for calculating CO2
emissions volume

Established methods for calculating CO2
emissions volume

A

4 Promoting DfE - positive sales promotion for products（1）Promoting resource-saving designs as planned（1）(i) For longer service life: review of product reliability
test contents,(ii) For lighter weight: 2% reduction (target),(iii) For more compactness: 2% reduction (target),(iv) For easier disassembling: 2% work（2）Eliminating harmful substances in product:zero inconformity incidence (target)(i) Test contents reviewed, introducing
new reliability test methods is under study,(ii) Product weight: reduced by 11.6%,(iii) Product cubage: reduced by 15.7%,(iv) Work man-hours improved by 3.7%,(v) LCA being implemented (2 models)(ⅵ)Recycled materials introduction test
was done.

1 Integrating environmental management andquality management systems into one system,
integrating ISO systems of the Omiya head officeand 3 factories in Aomori into one system

A

2 Reducing waste, promoting recycling(1) Achieving zero emissions target **Definition of zero emissions: The volume of waste
eventually sent to simple reclamation disposition
becomes 2% or less of the total volume of industrial
waste (i.e., recycling ratio of 98% or more)*Basic unit: CO2 emissions/sales

developed in DfE (Designs for Environment)(1) Each implementation item is to be assesse on the basisof cross-comparison with other products in productdevelopment and design stages.
(2) Target achievement ratios in each year are to be
determined by compiling assessment results at
development and design stages(*Achievement ratios for items with specific target figures
are to be assessed by comparing with other products
in similar specifications.)

5 Proper management of chemical substances(PRTR applicable substances）**Basic unit: Volume of chemical substances used/sales

A

A

B

（2）Inconformity incidence: zero

Establishing methods to grasping the volume ofchemical substances used

Established methods

Improved to a lavel better than meeting thestandard value at groundwater contamination
PRB(7) to a level better than meeting the environmenal measuring points outside PRB.
standard
Quality of miscellaneous water (BOD value):（2）Zero environmental contamination accident
BOD value did not meet the standard value
in the single month of February. No otherenvironmental contamination.

A（1）Suppressing contamination on groundwater outside

6 Preventing environmental contamination

A: Satisfactory B:Partly Unsatisfactory

15 CSR Report 2008

B

LCA (Life Cycle Assessment) work was performed in2007 and is continued in 2008. Also, the three factories in
Aomori and TOF in China set objectives for pursuing sevenenvironmental policies of compliance with environmental
laws and regulations, protecting resources, preventing
environmental contamination, promoting activities forconserving the environment, managing green procurement,
promoting education on the environment, and disclosing
environment-related information. We worked on the policies
and established objectives and targets.

Tasks for 2008

In recent years, the tendency to shift production of massproduction items to our factory in Foshan has become
more conspicuous. Our company has decided to integrate
environmental objectives and targets of the Omiya head
office, three factories in Aomori and TOF in China from

(1) LCA (Life Cycle Assessment): A method to assess environmental impact by

evaluating all stages from raw materials procurement, manufacturing, transportation
and use to disposition.

(2)Our 3D Techno Center established in August 2005 is a factory for manufacturing

metal molds with three-dimensional fabrication equipment. While managed separately
so far, it is planned to be included in our CSR report from 2009 since the factory is
expected to start full operations in three shifts from 2008.

State of Achievement of 3rd Environmental Objectives and Targets

Environmental Objectives for 2008

2008 so that Tamron may work on the same objectives
and targets as a group. While the three factories in Aomori
attained the target for reducing general waste, the volumesof industrial waste from the Hirosaki and Namioka factories
have been increasing. Also, at TOF in China, the structure
to determine the volumes of industrial waste has not been
sufficiently established. Therefore, building a structure
capable of keeping track of the volumes of waste generated
is necessary. The Omiya head office must employ stronger
countermeasures for reducing waste in 2008 and beyond
since the scope of waste management is expected to beenlarged to include our 3D Techno Center (2) .

Environmental Objectives for 2009

Integrating environmental objectives of the Omiya head office,three factories in Aomori and TOF as well as Tamron s
environmental management and quality management systems

Integrating ISO systems of the Omiya head office andthree factories in Aomori

Confining the simple reclamation ratio of industrial waste
to 4% or less (i.e., recycling ratio of 96% or more)

Confining the simple reclamation ratio of industrial waste
to 2% or less (i.e., recycling ratio of 96% or more)

Reducing industrial waste emissions by 3% compared to2006 in specific productivity units

Reducing industrial waste emissions by 5% compared to2006 in specific productivity units(target management by including 3D Techno Center)(target management by including 3D Techno Center)

Enhancing recycling ratio of general waste(statue quo analysis and promotion of sorted disposition)

Enhancing recycling ratio of general waste(statue quo analysis and promotion of sorted disposition)

Reducing general waste emissions by 15% compared to 2006

Reducing general waste emissions by 20% compared to 2006

Reducing CO2 emissions by 3% compared to 2007

Reducing CO2 emissions by 6% compared to 2007

（1）Introducing resource-saving designs as planned:（1）Introducing resource-saving designs as planned:(a) Setting targets for longer serviceability andfollow-up studies,(b) For lighter weight (2% reduction in product weight),(c) For more compactness (2% reduction),(d) For easier disassembling (2% reduction),(e) Better methods for utilizing LCA,
(f) Use of recycled materials in products（2）Complete elimination of harmful substances fromproducts (zero incidence)(a) 100% pass ratio of inspection for longer serviceability(b) For lighter weight (2% reduction in product weight),(c) For more compactness (2% reduction),(d) For easier disassembling (2% reduction),(e) Better methods for utilizing LCA,
(f) Use of recycled materials in products（2）Complete elimination of harmful substances fromproducts (zero incidence)

Reducing ratio of chemical substances used in products
by 0.5% per specific productivity unit, compared to 2007

Reducing ratio of chemical substances used in products
by 1% per specific productivity unit, compared to 2007

(1) Suppressing contamination of groundwater outside
PRB to a level better than an established environmental
standard,(2) No environmental contamination accidents(1) Suppressing contamination of groundwater outside
PRB to a level better than an established environmental
standard,(2) No environmental contamination accidents(3)Industrial waste from the Omiya head office
and Tokyo sales office. Simple reclamation
ratios (recycling ratios) are calculated basedon amounts of all waste excluding valuable
resources, and the scope includes the Omiya
head office, 3D Techno Center and Tokyo
office.
(4)Based on the volume of waste from theOmiya head office and Tokyo office. The
volume of industrial waste does not include
metal and wood scraps.
(5)General waste excluding recyclable waste(6) Structure to evaluate if instructions for
sorting waste materials as well as setting
air-conditioner temperatures within theprescribed range are being complied with(evaluation through bimonthly investigation byrepresentatives of respective departments)(7)PRB: permeability decontamination bath.
For further details, see page 21.

CSR Report 200816

Efforts to Save Energy and Water for Preventing Global Warming
Tamron strives to reduce CO2 emissions by introducing energy-saving facilities in addition to
working to save electric power at ofﬁces and factories.

Energy/Water Saving
Electric Power
Consumption

Omiya

Reducing CO2 Emissions
Hirosaki

Namioka

Owani

FushanBasic unit

(kwh)
50,000,000

Efforts to Save Energy and Water for Preventing Global Warming

46,491,482
46,269,837
The total group volume
45,000,000
6,101,920
6,054,605
41,349,469
of electric power
1,332,462
1,255,302
40,000,000
4,223,259
consumed at the
1,542,910
4.4
35,000,000
10,889,280
10,973,660
Om iy a he a d o ff ic e , 30,000,000
4.2
4.27
2,034,520
1,817,570
three Aomori factories 25,000,000 11,507,130
4.0
2,374,370
3.68
and Tamron Optical 20,000,000
3.8
3.6(Foshan) (TOF) in 2007 15,000,000
26,133,300
26,168,700
3.4
d e c l i n e d b y 0 . 5 % 10,000,000 21,701,800
3.04
3.2
5,000,000
y e a r o n y e a r. U n i t00
consumption rose by
2005
2006
2007 kwh/
Work hours
0.6 kWh because work
hours increased in 2007 following the expanded output capacity
at TOF. Both the Namioka factory and TOF increased. Electricity
consumption at the Namioka factory increased slightly due tointroducing six new machines for processing aspherical lenselements in addition to conventional heaters for processing. TOF
electricity consumption grew slightly (0.1%) following our decision
to shift more mass-production items to TOF.
The volume of electric power consumed at the Omiya head
office, Hirosaki factory and Owani factory are declining due tooperations shifted to TOF and campaigns to switch off the lights
in unnecessary places.

To decrease energy consumption further, Tamron improved
incidental facilities at the Omiya head office. The improvements
include introducing air-conditioning systems equipped with devices
to allow adjusting temperatures independently at the places andtimes necessary, energy-saving fluorescent lamps and double
insulating glass for windows. In addition, studies to determine
electricity consumption by major facilities were made at the Omiya
head office in August 2007, installing electric power consumption
monitoring apparatuses for enhancing energy saving. As a result,monitored data were updated constantly, enabling us to precisely
determine our electricity consumption and work to save energy.
As a result of monitoring, we found that the relative ratio ofelectricity consumed at our manufacturing facilities and offices was
73% to 27%. Since confirming that reducing power consumption
at production facilities directly means overall energy savings, wewill continue to work on measures to eliminate waste losses andenhance productivity.

Interview with a leader of our Sub-committee
on Logistics

Water Consumption
Water consumption
Omiya
Hirosaki
Namioka
Owani
FushanBasic unit
(m3)
declined about 0.5%
543,657
1,000
600,000
527,778
525,338
7,147
compared to 2006.
6,110
7,272
7,969
6,100
7,600
900
Water consumption 500,000
919
169,000
912
in terms of specific155,000
800
400,000
841
260,000
p ro d u c t i v i t y, a u n i t
581
966
700
t o d e t e r m i n e w a t e r 300,000
743
consumption volume
600
200,000
356,628
342,000
per sales, is declining.
269,700
Consumption at the 100,000
500
N a m i o k a f a c t o r y,
0
m3/
2005
2006
2007
where water is used forSales
cleaning lens elements,
rose slightly. At the Owani factory, water leakage occurred due todegraded ductworks and a delay in taking countermeasures. We
will work on stricter risk management so we will detect problems
such as water leakage, in addition to countermeasures to reducewater consumption at the Namioka factory.

Yuichiro Shimada
Section Manager, Repair Section,
Quality Management Unit

In April 2006, the Law Related to Energy Consumption (Energy
Consumption Law) was revised, requiring shippers to save energy.
The total volume of CO2 emissions from our domestic logistics
operations is about 500 t CO2, (1) which means Tamron is notregarded as a specific shipper bearing special responsibilities.
However, recognizing our corporate social responsibility asa good corporate citizen amid the growing concern over the
global warming problem, Tamron voluntarily organized a logistics
sectional committee in June 2006 to determine CO2 emissions
from logistic operations and promote greener operations. Ourtasks from now on are to enhance the accuracy of our CO 2
emissions calculation method and work out means to determine
CO 2 emissions from operations to transport materials andproducts to overseas facilities.
(1) The volume of CO emissions from company vehicles is deducted from the volume
2of CO2 emissions from transporting operations (556 t CO2 as shown on p.14).

17 CSR Report 2008

Efforts to Reduce Waste, Promote Recycling
Tamron works to reduce waste and promote recycling.

Efforts to Reduce Waste
General Waste
from Business

Omiya

HirosakiEfforts to Enhance Recycling Ratio
Namioka

Owani

Recycling ratio(kg)
225,000.0

100%

Industrial Waste
Waste levels during
Recycling ratio
Omiya
Hirosaki
NamiokaOwani(kg)2007 increased at all 800,000.090%549,747.7
sites, except for the
608,033.5
632,734.6
88%
700,000.0
86.8
Owani factory, mainly
17,938.8
17,474.585.9
86%600,000.0
99,512.0
due to the disposal
15,539.5
133,940.0
60,961.0
84%
500,000.0
84.2
of discontinued
82%
400,000.0
items in inventory
340,461.0
308,962.0
333,369.0
80%
i n l a r g e a m o u n t s . 300,000.0
Our recycling ratio 200,000.078%
i n 2 0 0 7 d e c l i n e d 100,000.076%
175,287.1
164,285.2
122,785.7
by approximately
0.0
2005
2006
2007 Note 2
1% year-on-year to
85.9%. We must takeadditional measures to refine our systems to decide production
volumes to match demand and manage inventories.
Notes 1 and 2
Environmental objectives and targets of the Omiya head office, three factories in
Aomori and TOF are planned for integration from 2008. Checking methods tocalculate volumes of general waste from those sites, we found differences in rules tocalculate emissions volumes. We revised our calculation methods as outlined below,
and emissions volumes and recycling ratios are changed from the figures in reports for2005 and 2006.
Major changes

Effects on emissions volumes and recycling ratio

Cardboard emissions from Hirosaki andNamioka factories changed from industrial
waste to general waste

Enhancement of recycling ratio ofindustrial waste

Metal and wood scraps (including valuable
resources) were added to industrial wastefrom the Omiya head office

Increase of emissions volume because of
the decrease of metal scraps (300 tons)
in 2007 in particular

Efforts to Reduce Waste, Promote Recycling

236,853.9
Emission levels of
187,488.8
48,850.4
200,000.0
90%
general waste from
158,603
36,105.5
175,000.0
80%business declined at
77.4
77.4
76.6
150,000.0
70%
34,214all business sites, and98,577.0
125,000.0
60%
53,09165,062.0
the total group volume
100,000.0
50%
of general waste in
75,000.040%2007 was reduced
50,000.030%
76,396.0
67,72672,877.0
b y 1 6 % c o m p a re d
25,000.020%
to 2006. Emissions
13,030.5
3,572
13,444.3
10%0from the three
2005
2006
2007 Note 1
domestic factories in
Aomori were reduced mainly because of shifting operations to
manufacture some mass-production items at TOF. Our recycling
ratio in 2007 remained almost flat at 76.6% from 2005. Reducing
the volume of waste from the Namioka factory, a major sourceof general waste from business, enhancing its recycling ratio
and establishing a system to determine the volumes of waste
emissions from TOF with increased output capacity are ourimportant tasks for 2008 and beyond.

In 2007, as a new approach, we checked the practical possibilityof recycling waste plastic materials as materials for products.
Conventionally, we thought that using injection-molded plastic
components as recycled materials would involve problems fordurability and accuracy. Therefore, we had not worked on afeasibility study. Up to 2007, a large volume of runner materials (3)was generated during injection molding operations in every year.
The total volume of plastic materials disposed of in 2007 at the
Owani factory, where plastic materials are molded, reached 113
tons, accounting for about 90% of all industrial waste from thefactory in 2007. Recycling waste plastic materials is the key for
reducing industrial waste.
Therefore, with the assistance of our plastic pellet supplier, weconverted waste plastic to pellets, making prototype components
by mixing the pellets with injecting molding plastic materials. Aftergoing through processes to evaluate performance to withstanddrastic changes in temperatures and humidity, durability andexternal appearance, we confirmed that no quality problems
were involved for components for our products. We will continue
to work on further evaluation of the degree of precision in actual
injection molding processes to ascertain the possibility of using
such components on a large scale. We will also strive to reducerunner materials themselves.
(3) Materials used in portions equivalent to paths to route resin for making plastic

components

Interview with a Product Recycling
Subcommittee member

Yasunori Watanabe
Deputy Section Manager, Production
Engineering Section, Manufacturing Division,
Owani Factory

Recycling runner materials for reducing environmental risks andlowering production costs was a dream for a long time. Due to the
problems involved, those of us at the Owani factory had to delay
pursuing this dream. In 2007, we were finally able to start working
on the project jointly with the head office amid the increasing needfor recycling.
There were no material suppliers with the capability to convert
runner materials into pellets in Aomori, but we found such a
supplier in Akita. We hope that we will be able to introduce newfacilities in the future as soon as the possibility of using recycledplastic materials is confirmed, enabling us to re-pelletize runnermaterials that have so far been only waste. Reliability and freedom
from harmful chemical substances must also be confirmed. We
will continue to work on this project, aiming at recycling runnermaterials as resources.

CSR Report 200818

Working in China
Recognizing its social responsibility increasing year by year as output capacity grows, Tamron
Optical (Foshan) has been striving hard to address CSR in addition to environmental concerns.

Tamron Optical (Foshan) (TOF)
TOF was established in 1997 in Foshan, a city famous for ceramic
wares and called the Town of Ceramic Wares . At present, thefactory is equipped with fully integrated production facilities tomanufacture interchangeable lenses for SLR cameras, lens units
for digital cameras, and surveillance camera lenses, manufacturing
the greater majority of Tamron s main products. In November
2007, Tamron completed its 3rd phase of factory construction
work, building a new factory on TOF premises that is equippedwith clean rooms and capable of manufacturing lens units forcamera phones and vehicle-built-in cameras. The new factory
now accounts for almost half the total floor space at present.
As the scale and number of people working there increase, theenvironmental load and social responsibility increase too.

Environmental Management Efforts at TOF- Environmental Management Structure Under the lead of our ISO Promotion Office, TOF established
its environmental management system and is now working
on projects to reduce the environmental load while complying
with related laws and regulations in China. In 2006, TOF wascommented by Foshan City as an exemplary corporation inrecognition of its distinguished work to suppress environmental
pollutants, maintain scenery and pursue efficient use of resources.
At present, TOF is working on reducing chemical substances
and using less electricity, water and copy paper. Also, TOF
plans to work to further reduce waste and CO2 emissions frommanufacturing operations while promoting recycling.

Person Responsible for Environmental Management
Environmental Quality
Internal Audit Committee

ISO Promotion Office
Logistics
Control
Department

Human Resources &General Affairs
Department

Technology
Development
Department

OpticsManufacturing
Department

Metal Mold
Manufacturing
Department

Assembling/
Manufacturing
Department

Production
Planning
Department

QA & QC
Department

Working in China

Official Responsible for Environmental Management

Environmental Management Structure- Environmental Considerations in 3rd Construction Stage Amid rapid
economic
growth in thepast decade,electricity
shortages havebecame aserious social
problem in
China including
Guangdong
Inside TOF after the 3rd phase construction workwhere TOF is
located. During the summer last year, although TOF was not directly
affected, electric power failures occurred almost every day in various
areas within Guangdong. In some areas, the power supply waseven intentionally suspended by schedule in time blocks for a few
days each week. The 3rd stage construction work began as Tamron
recognized the necessity of measures to address the problem.
Tamron employed energy-saving lighting and air-conditioning indesigning factory facilities. As a result, compared to a factory of similar
scale equipped with conventional systems, the volume of electricity
consumed for lighting and air-conditioning has been reduced by
2,735,000 kWh a year, or emissions equivalent to 1,518 tons of CO2- Education on Environment As an attempt to enhance employee knowledge and environmental
consciousness,
TOF held a quiz
tournament
where workers
a t t h e i rworksites vie
each other. In
this way, ouremployees
learn about
environmental
issues while
A scene from ISO Quiz Competitione n j o y i n gchallenging quiz questions related to environmental issues in general
as well as harmful substance management.

External view of Tamron Optical (Foshan)

19 CSR Report 2008

- Environmental Considerations in 3rd Construction Stage TOF works on
managing chemical
substances in
products in linewith the chemical
substance
management
structure of the
Ta m r o n h e a d
office. Tamron s
Environmentrelated SubstanceManagement
XRF Analyzer
Regulations andGuidance on Environmental Quality Assurance, as well as special
requirements by OEM customers are translated into Chinese to
distribute to TOF and material suppliers. In addition, TOF regularly
implements environmental quality audits to check if chemical
substance management systems are properly established by andmaintained at material suppliers. TOF also installed two XRF (X-ray
fluorescent) analyzers in 2007 in order to ascertain that production
lots are free of cadmium, lead, mercury, sexavalent chrom andbromo(1) .

Efforts to Secure Human Resources Suited to
TOF’s Corporate Structure
TOF is a 100% subsidiary of Tamron, and approximately 90% of
the management team, including the president and managerial
employees, are local residents. To vigorously pursue further
localization and develop the skills of engineers and managerial
employees, TOF provides opportunities to participate in seminars,
technical workshops and educational course held at Tamron shead office and universities in Japan.

For Motivating Employees
TOF regularly holds entertainment events so local employees canenjoy working together with fellow workers at TOF. For example,
TOF holds a birthday party every month to celebrate workers
birthdays during the month. Also, a sporting event is held eachyear, providing employees with the opportunity to enjoy basketballgames and tug of war competitions between teams from different
worksites.
TOF celebrated its 10th anniversary in 2007, holding a cultural
festival in commemoration of the special year. All of us at TOF
enjoyed the event that included plays, dancing performances andsongs by local employees.

(1) Generic name of brominated compounds including PBB and PBDE

Efforts to Discharge CSR at TOF
中国における取り組み

Tamron s CSR
mid-term plandeclared apolicy to startworking on CSR
management as agroup from 2008.
In preparation,
TOF translated
Tamron s CSR
P ro m o t i o n
Guideline andsmall booklets
into Chinese to
distribute to ouremployees. TOF
re g u l a r l y h o l d s
meetings with
Tamron s CSR
promotion office
CSR Poster
for discussion, inorder to establish a CSR structure that is in line with how we caneffectively proceed in China.

A scene of the sporting event (tug of war competition)

Basketball game

CSR Report 200820

For Pursuing Environmental Risk Management
Tamron works on protecting the environment and ensuring the safety and health of our
stakeholders. We aim at sustained growth through work that properly addresses environmental
risks that may exercise serious impacts on our business operations.

Countermeasures against Soil Contamination

To Be Prepared for Emergencies

History of Tamron’s Soil Purification Operations

Evacuation drills anddrills for handling harmful
chemical substances arecarried out every year at
the Omiya head office
and factories at home
and abroad as part of risk
management. In addition,
fire drills were implemented
A Scene of the fire drill
at the Omiya head office
for learning fire fighting in the early stages. As an important
obligation of a manufacturer discharging industrial waste, Tamron
regularly visits waste disposers and recycling facilities to audit
operations and contribute to preventing illegal dumping.

2003
Voluntary investigation of groundwater and soil on the premisesof the Omiya head office reveals contamination of soil by volatileorganic compounds (such as trichloroethylene andtetrachroloethylene) and heavy metal (such as lead and boron)
in excess of permissible standard values.

2004
Based on the results from the 2003 investigation, commences
countermeasures against increased contamination ofgroundwater and soil. The countermeasures include(i) excavating and removing contaminated soil and building PRB
walls(1) using iron powder and crushed stones along the borderof the premises to prevent contaminated groundwater fromspreading,(ii) landfill with sound soil and(iii) installing pumping/purifying facilities for contaminatedgroundwater(2).
(1)PRB walls – Contaminated groundwater is neutralized with iron powder

and purified when passing through the walls.
(2)Pumping/purifying facilities – Facilities for pumping groundwater up,

gasifying and absorbing pollutants for purification

2005
The work to replace contaminated soil with sound soil
completed. The three factories in Aomori confirmed free ofsoil contamination.

For Pursuing Environmental Risk Management

2006
Continues operations to pump up, monitor and gasify (OK)groundwater(2) Major Efforts in 2007
Countermeasures to prevent contaminated groundwater fromspreading were taken in 2004 as stated above. However, Tamron
continues monitoring groundwater to confirm the intended effectof the PRB walls. The results have validated that the qualityof groundwater pumped up from monitoring wells around theborderline has improved to a level which does more than meetthe environmental standard value. Operations to purify pumped
up groundwater were discontinued in 2007 since it was confirmedthat the concentration of contaminant was below the specified
level.

21 CSR Report 2008

State of Compliance with Environmental
Standards
There were no environmental-related lawsuits in 2007. Our
environmental standard values as prescribed by environmental
regulations such as the Clean Air Act, the Water Pollution Control
Law and the Soil Contamination Control Law and the state ofcompliance with those regulations as voluntary standard values
are as shown in the table below. Tamron was unable to satisfy
emissions standards in February 2007 due to polluted andaccumulated mud. However, beside this exceptional case, there
was no other incident of surpassing standard values in otherregulations at the Omiya head office and three factories in Aomori.

State of Compliance with Environmental-related Laws and Regulations
Standards on

Omiya

AomoriTOF

Air pollution

−

A

A

Water quality

B

A

A

Soil contamination

A

A

−

Ambient noise

A

A

A

Vibration

A−−

Bad odors−

A−

Harmful substances

A

A

−

A:Satisfactory B:Partly Satisfactory

For Establishing Comprehensive Risk
Management Structure
In 2007, as part of our CSR work , we created a risk management
manual, establishing our risk management structure. From 2008and beyond, we plan to work on preventing environmental andall other risks by determining and managing the possibilities
of risks involved in our business, while strengthening our risk
management structure for ensuring speed recovery in the eventthat any risk actually materializes as a problem.

Independent Third Party Assurance Report ／ Editor’s Postscript
Independent Third Party
Assurance Report

Hideki Murai
Academic Background:
Completed the doctoral program, the Graduate School of Nihon
University on March 1992.
Master of Commerce, Nihon University on March 1988.
Position:
Professor, the College of Commerce, Nihon University (since 2004),
Visiting professor, University of Lodz, Poland in September 2006
Visiting researcher, University of Waterloo, Canada from 1996-1998.
Adviser of the Ministry of Environment
Research Theme:
Management and accounting problems concerning greenhouseeffect gas emissions rights.
At present, a leading authority in the field of validating environmental
performance data as well as academic research of handlinggreenhouse effect gas emissions rights. Also, many CSR reports withsustainable growth ratings used by the Sustainable Management
Forum of Japan are highly evaluated.

Hideki Murai, Yoshiro Kimizuka, Over the waves: accounting flowed
into Japan , Zeszytty Teortetyczne Rachunkowosci, The Science
Council of The Association of The Accountants in Poland, January
2007, Warsaw.

The social mission of Tamron is to create
the eyes of industry and contribute to theeconomy, society and environment . The
corporation established the Rules for Social Contribution in January 2008. These
do not mean to drive the mecenat activities as we have seen in big businesses
but to help the society furnish the lensesof high quality which are based, to theend, on the business activities. In short,
Tamron intends to help the society on thebasis of monotsukuri or making things
which forms the foundation of management. In order to attain the object, it is

Ⅱ．The First Year of CSR~ The design of Tamron lies in this year.~Year by year the corporation has evolved:
first is Environment Report in 2004,
Environmental & Social Report in 2006,
and CSR Report from 2008 which was
written together with shareholder s meeting. It may be epoch-making among theJapanese business circles. It contains
Dialogue with Stakeholders for the firsttime. The necessity of dialogue implies,
as it were, the stakeholder s response to
the corporation field or the request for the
betterment of management. Therefore
the dialogue is indispensable for CSR
management.

important, in my opinion, to be continuous enhancement of techniques and thetraining of members.
I fear the corporation may be confronted
with the possible M&A as it has hightechnological power and was one of thelisted companies on the first part of Tokyo Stock Exchange since 2006. But,
we believe that the Japanese economy
has sustained by the enterprises having
high technological potential headed by
Tamron. We do hope that you will makeevery effort and will spread your intention
that the various stakeholders may understand.

The task of CSR management will
be exampled as follows. 1. Measuresagainst global warming accompanied withexpansion of the plants in China. (switching from CO2 intensity target to overall
reduction target) 2. Interlocking between
the traditional technical-intensive production with the digitalized plant operation. 3.
the discussion as to the need of validation by the third party and how to realize
the calculated figures which may be thequestion to be solved in future.
We expect that Tamron will control itself
through monotsukuri and adhere to theaxis focusing always on the higher goal inorder to be the Social Institution .

／Independent Third Party Assurance Report

Major Papers:
Measures for Renewable Energy and Environmental Issues ,Accounting Research, Vol.21, Research Institute of Accounting,Nihon University, March 2007.
Emissions Rights and Accounting , Environmental Accounting:
Theory and Reality (2nd edition), written and edited by Susumu
Katsuyama, Chuo Keizaisha, July 2006.
Legal and Accounting Problems of CO 2 Emissions Rights andOverseas Afforestation , Accounting Research, Vol.19, ResearchInstitute of Accounting, Nihon University, Febuary 2005.
Construction of a Sustainable Society and Accounting , in
Structure and Transformation of Corporate Accounting, written andedited by Osami Narita, Minerva Shobo, February 2006
Accounting Standards for Transactions of CO2 Emissions Rights in
America and Examination and Implications, Accounting Research,
Vol.18, Research Institute of Accounting, Nihon University, November
2004.

Ⅰ．Stable axis and focus

Academic Society:Japan Accounting Association, Accounting Theory Association(trustee), Japanese Association for Research in Disclosure (standing
trustee), Japan Corporate Social Accounting and Reporting
Association (trustee), American Accounting Association

Editor's Postscript

CSR year for Tamron. We wish Tamron tocontinue to be a company capable of contributing to society by reflecting the opinionsof our stakeholders in our CSR management. We would greatly appreciate hearing
your opinions and suggestions.

Editor's Postscript

Editors at Omiya head office

In issuing this report for 2008, we changed
the title to CSR Report . In 2007, we established our CSR policy, action declaration
and action codes for promoting our CSR
management, making 2007 the first year of
our CSR management.
One of our important tasks for this year andbeyond is to ensure management of theenvironmental load at TOF in Foshan, China
as pointed out in third party comments.
We plan to deploy CSR themes in Japanand at overseas subsidiaries including TOF.
Therefore, 2008 will practically be the 1st

Editors at factories in Aomori Editors at Tamron Optical (Foshan)

CSR Report 2008

22

TAMRON CO., LTD.
CSR Implementation & Administration Board
1385 Hasunuma, Minuma-ku, Saitama-city, Saitama 337-8556
TEL (048)-684-9190 FAX (048)-684-9472
E-mail:e-report@tamron.co.jp URL http://www.tamron.co.jp
Issued date: March 2008
Responsible publisher: General manager of CSR Implementation &Administration Board, Shinichi Yasuda
Responsible planner/editor:
Omiya head office: CSR Implementation & Administration Board,
Kota Misawa, Yoshie Usui
Factories in Aomori: Section Manager of ISO Compliance Administration,
Koyonori Imai
Tamron Oprical (Foshan): Section Manager of ISO Implemention ＆Administration Board, Zhang Kai
Issued unit: CSR Implementation & Administration Board

23 CSR Report 2008