Message from the President & CEO

Solving social issues with optical technologies
Without global preservation, companies will unable to achieve stable and continual
growth. To achieve sustained growth in the future, it will be important for Tamron
to contribute to the global environment and society through corporate activities
based on the optical technologies cultivated since its founding. Tamron’s products
are intertwined with society in various ways. Surveillance lenses help achieve a safe
society in which people can live with peace of mind by watching over society as awhole. With advances in autonomous driving, the growing market for automotive
lenses will help realize a society with few traffic accidents. Lenses for medical use
contribute to a healthy society by lightening the burden during surgery and speeding
up recovery. Meanwhile photographic lenses, our core products, excite emotion andhold the power to gratify people when they look back on amazing photos.
On the other hand, in the process of creating products, we impose no small burden
on the global environment. Through measures to reduce CO₂ emissions such as theintroduction of renewable energy, we are also tackling the issue of climate change.
We will conduct marketing activities attuned to the idea that business opportunities
lie in solutions to social issues, create technologies and products that are responsive
to social issues and needs, and contribute to the realization of a fulfilling society inwhich people can live with peace of mind and be moved by our products.

The success of each employee lends significant value to society
In our medium-term management plan, we set the goal of achieving greater
profitability with sales of 72 billion yen, operating income of 6.6 billion yen and
an ROE of at least 9% in the year 2020. To achieve that plan, rather than focusing
only on short-term business results, it is important that we take a long-term view tocreating value and excitement directed towards solving social issues. It is employees

President & CEO
Tamron Co., Ltd.

Shiro Ajisaka

who play the central role in this, and while there are challenges to developing anenvironment in which employees can demonstrate their skills and work with asense of fulfilment and exuberance, through productivity improvements such as
work streamlining and actively promoting work-life balance, we will cultivate thatenvironment. We want our employees to go about their jobs with greater motivationon the recognition that their individual success translates into significant value tosociety.

Supporting the Ten Principles of the UN Global Compact
Tamron continues to be an active supporter of the 10 principles laid out in the
U.N. Global Compact as part of its global expansion. We recognize that these 10
principles represent guidelines that truly multinational corporations must put into
practice, and thoroughly educate our employees on the principles, including those in
our overseas sites. We have compiled this CSR report with a focus on engagementwith stakeholders, and as a tool for disclosing non-financial information, which isencouraged by Japan’s Corporate Governance Code. We would greatly appreciate
your comments and suggestions for how we can further improve.

1

Tamron CSR Report 2019

Corporate Philosophy

With its firm commitment to developing high-quality, innovative and technologically advanced products that satisfy
customer needs, Tamron is securing a leading position in the worldwide optical industry. Our primary objective isto sustain strong corporate growth based on a high level of customer satisfaction achieved by providing superior
products at the right price, thus also contributing to the prosperity of our shareholders and employees.

Brand Message
New Eyes for Industry

Company Profile

Outline of Business Operations

Trade name
Tamron Co., Ltd.
Commercial/
20.6%
Head office	1385 Hasunuma, Minuma-ku, Saitama-shi, Saitama, Japan
Industrial-use Optics
Tel.
+81-48-684-9111
Business(For surveillance, FA,
FoundedNovember 1, 1950
automotive camera
Incorporated
October 27, 1952and medical-use)
Percentage
Capital
6.923 billion yenof salesOpticalPresident & CEO Shiro Ajisaka
5.6%
by business
Components
segment
Employees 	5,046 (consolidated; excluding 924 temporary employees)(FY2018,
Business
consolidated)
Net sales
61.815 billion yen (consolidated; as of December 31, 2018) (For compact
cameras and drones)
Stock exchange First Section, Tokyo Stock Exchange
Production
Domestic
Aomori (Hirosaki, Namioka, and Owani)
Photographic
73.8%
Overseas
Foshan, China and Hanoi, Vietnam
Products business(For interchangeable lens cameras)
Consolidated subsidiaries
	United States, Germany, France, Hong Kong, China(Shanghai), Russia, and India[Employees][Net Sales]

Consolidated (regular employees)

Consolidated (temporary employees)（1）(person)

1,814
935

3,985

1,265

[Operating Income]Net Sales

73.6

71.9
59.9

924

60.4

(billion yen)

Operating Income (billion yen)

8.8%

8.3%

61.8

6.0

4,728

4,640

5,046

2015
（2）

2016

2017

2018

3.9%

4.2

5.4

2.3

2,694
2014

7.0%

6.3%
4.5

5,829

Operating Income Margin

FY

2014

2015

2016

2017

2018

FY

2014

2015

2016

2017

2018

FY

1.“Temporary employees etc. (Consolidated)”shows the average number of temporary employees.
2. The increase in the number of regular employees in 2015 was mainly due to a change in the employment status of workers at Tamron Optical (Foshan) Co., Ltd. (Tamron’smanufacturing subsidiary in China).

Contents●Message from the President & CEO………

1●Corporate Philosophy / Company Profile / Contents……

2●The Value Creation Process…………………

3●Key CSR Issues (Materiality) and CSR Themes… …

5●Initiatives Aimed at Key CSR Issues… ……

6●CSR Management………………………………

7●Dialogue with Stakeholders…………………

8●Contributing to Social Issues through Business……

9

Editorial Policy(1) This report was issued to report on the corporate social responsibility (CSR) activities being
pursued by the Tamron Group to our stakeholders. We have identified issues deemed to beof significant social importance which also have considerable impact on our business, andestablished them as key issues. We are reporting on progress and specific initiatives withregard to those key issues. When considering the content of the report, we consulted thereporting principles laid out in the GRI Standards (2016) and also referred to the following
guidelines.
・ISO26000 –Social Responsibility(2010)
・Guidance for Collaborative Value Creation
・Environmental Report Guidelines(2018 version)・Environmental Accounting Guidelines (2005 version).
・Greenhouse Effect Gas Measuring & Reporting Manual Version 4.3.2(2) This reports covers activities at all the Tamron Group including Tamron Co., Ltd., Tamron
Optical (Foshan) Co., Ltd., and overseas sales subsidiary companies (except for some
information on environment data and so on).
(3) Period Covered by this Report: January to December 2018(4) Detailed information regarding environmental, social and governance (ESG) initiatives in the
Tamron Group are disclosed on the company website. Please refer to the URLs listed on thecorresponding pages to learn more.

●Promoting CSR Procurement… …………… 13●Human Resource Development… ………… 14●Improving the Governance System… …… 15●Risk Management……………………………… 16●Responding to Environmental Issues…… 17●Social Contributions… ……………………… 19

A GRI Standards comparison table is available on the Tamron website.

●Independent Third-Party Opinion… ……… 22

WEB

http://www.tamron.co.jp/csr/

Tamron CSR Report 20192

The Value Creation Process

To achieve the vision declared in our management philosophy, we need to achieve steady and continual growththrough corporate activities leveraging our strengths in optical technologies. With this in mind, we are working todeploy business models in each field of business. This will be accomplished through the proper allocation of“visible
capital”(financial capital, etc.) and“invisible capital”(human capital, etc.), and by recognizing that, in keeping withFields of Business and the Value Creation

Invested Capital(2018)

Medium-to-long Term Issues and Strategies

Reﬂecting Priority CSR Issues

Accelerate global expansion,
capture market demand in
1 developing countries and boost
proﬁtability

Contributing to social
issues through business

Financial Capital

Net Assets

50.8billion yen

Business opportunities lie
in solutions to social issues

Enhance marketing capabilities,
provide products that excite
2 customers, and execute
market-speciﬁc sales strategies

Manufacturing Capital

Capital Investment

2billion yen

Aim for business expansion by

3 enhancing marketing aimed atsolving social issues

Employees

Social Issues

5,046

Intellectual Capital

R&D Expenses

4.3billion yen
Social CapitalCountries and Regionswith a Tamron Sales
Presence
Approx.

70

countries and regions
Natural Capital

Electric Energy Usage

78.319million kWh

Capital inputs to create value

Human Capital

Reinforce our development
structure, shorten development
4 lead times and come out withnew products in a timely fashion
Promote improved production
eﬃciency and reduced costs
5 through automation, labor saving
and improved labor eﬃciency, etc.
In addition to the development ofelemental technologies rooted in
6 optical technology, focus on R&D
in new technological ﬁelds
Strengthen corporate governance
7 to improve the eﬀectiveness ofstrategies and tactics
Develop a pleasant and fulﬁlling
8 working environment for all
employees

Key CSR Issues

P6● Enhancing product quality and safety management● Environmentally friendly design● Reducing harmful chemical substances● Reducing CO2 emissions● Water management● Recycling resources and reducing waste● Promoting CSR procurement

Mechanisms Supporting Corporate Value
Tamron will contribute to the economy, society and environment by creating

Corporate Philosophy

Accumulating capital to create greater
3

Tamron CSR Report 2019

our medium-to-long-term management strategy, business opportunities lie in solutions to social issues. By creating
greater social value and economic value than the capital we invest, we will achieve a value creation cycle thatenables sustained growth.

Value to be Created by the Year 2020

Process

Value Provided to Society

Actions Based on Medium-term Strategies for Each Business Field

Photographic and Video Lenses P11

We will strengthen our product lineup including
for mirrorless cameras to expand market share.
We will enhance our brand with products that
excite emotion.

By providing lenses that create
exciting experiences through photoand video, we help achieve aprosperous societyHigh Growth Field (Drones)

Automotive Lenses

To respond to the demand for LiDAR and sensing
associated with increasingly sophisticated ADAS,
we will actively invest in development andachieve sales growth.

Surveillance and Factory
Automation (FA) Related Fields
We will achieve diﬀerentiation with highvalue-added products through a various ofdevelopment structures involving Japan, China
and outsourcing, and will develop these ﬁelds
into core businesses by boosting development
speeds and strengthening sales of camera
modules.

Reﬂecting the Key CSR Issues● Improving the governance system● Human resource development (improved productivity)● Expanding the disclosure of non-ﬁnancial information● Enhancing internal reporting systems● Fostering the development of the next generation● Preparing for (rebuilding from) major disasters● Comfortable workplace environments and diversity(Governance)
the eyes for industry (CSR Policy)

4.8billion yen

P12

We eliminate traﬃc accidents andhelp to create a society in whichpeople can live with peace of mind

Creating Outputs Beyond Inputs

We will strengthen development aimed at
expanding our business in medical-related ﬁelds,
develop new elemental technologies and work
to build an operating base.

Drones Lenses

We create new innovations forsociety with the use of drones anddeliver exciting experiences of
capturing footage from the air

High Growth Field (Automotive Lenses)

New Business Field (Medical)

49.5billion yen

Drone Lenses P11

We will strengthen relationships with customers
and promote joint development. We willdevelop a structure that allows us to quickly
response to customer needs.

Photographic and Video Lenses

Lenses for Medical Use P9・10
By lightening the burden of surgery
on doctors and patients, we help
realize a healthy society

Surveillance Camera Lenses P11・12
We contribute to a safe society
with minimal crime

Automotive Lenses

4.5billion yen

New Businesses(including medical)

0.7billion yen

Surveillance and FA Lenses, etc.

12.5billion yen

FA Lenses P9

We contribute to greater eﬃciency,
sophistication and improved
quality in industry

Reducing the impact on the global environment P17

By curbing CO₂ emissions throughmeasures such as the introduction ofrenewable energies, we contributeto a sustainable society

Improved job fulﬁllment by achieving
work-life balance P14
We develop working environments
where each employee can realize
their true potential[Medium-term Goals]
Net Sales

72.0billion yen

Operating Income

6.6billion yen

Operating Income Margin

9.2%

Supply chain management P13
We promote CSR activities throughout
the entire supply chain through soundprocurement activities

Provision of other value P6

ROE
At least

9%

Contribute to the realization of a sustainable society by continuing to solve a wide range of social issues

Digital Camera Field

Economic Value(sales in each ﬁeld)

value
Tamron CSR Report 20194

Key CSR Issues (Materiality) and CSR Themes
Working from a medium-to-long-term perspective, Tamron has identified key CSR issues
as social issues to be addressed on a priority basis. Tamron will contribute solutions to social
issues through its core business activities.

Striving to Create a Sustainable Society (Tamron’s CSR Management)
Under a CSR policy¹ of contributing to the economy, society
and environment as eyes for industry to realize its corporate
philosophy, Tamron aims to enhance its corporate value anddevelop a sustainable society. In 2007, we set twelve CSR themes
against the backdrop of the internal and external environment of
the time. In the time since, we have set goals and targets on a
yearly basis to inform our activities. In today’s world, however, as
typiﬁed by the phenomenon of global warming, the sustainability
crisis has steadily advanced, and with various social issues suchas human rights and labor becoming increasingly serious, there isan even greater expectation placed on the initiatives companies
pursue to solve social issues. In December 2017, Tamron
identiﬁed key CSR issues and redeﬁned its twelve CSR themes inorder to promote initiatives designed to solve social issues in themedium-to-long term.
1. Please visit the Tamron website for information about our CSR Policy and Action
Declarations.

WEB

http://www.tamron.com/csr/csr.html

We identified key CSR issues (materiality) in the course of three steps in order to address social issues in a decisive manner.
First, in light of the fact that Tamron’s business is global in nature,
we identified and acknowledged social issues based on various
guidelines and indexes, including ISO26000, the Ten Principlesof the UN Global Compact, SDGs² and the RBA Code of Conduct³
Next, we evaluated the level of importance for each stakeholder
involved with Tamron in a business capacity, and the level ofimportance to Tamron (the probability and the level of impact
on a risk that would occur in relation to a social issue). After

The process for
identifying key
CSR issues

1

STEP

considering the validity of the evaluation results, we identified 15
key CSR issues. These were revised down to twelve CSR themes.

2. SDGs stand for“Sustainable Development Goals,”and as the name suggests,
refer to goals designed to further sustainable development.
3. The RBA Code of Conduct sets out standards for environmental responsibility
and ethical business practices in the electronic equipment industry supply
chain, requiring safe working environments and the treatment of workers with
dignity and respect.

2

Identify social
issuesSTEP

Assess the degree ofimportance for eachissue, and consider
its appropriateness

Key CSR Issues

Twelve CSR Themes

Relevant Page inthis Report

Importance to Stakeholders

High

Contributing to social issues through business

SDGs

P9〜12

Enhancing product quality and safety management

Quality and Product Safety

P9〜12

Promoting CSR procurement

CSR Procurement

P13

Reducing CO₂ emissions
Recycling resources and reducing waste
Reducing industrial wasteHigh

Environmental Impacts
Scope 3
Environmental Accounting

WEB

Human Resources andHuman Rights

P14

Improving the governance system

Corporate Governance

P15

Expanding the disclosure of non-financial information

Information Disclosure

P8

Enhancing internal reporting systems

Information Management

P16

Preparing for major disasters

Crisis Management

P16

Fostering the development of the next generation⁴

Social Contributions

P19〜21

Occupational Health & Safety

P16Compliance

P16

Reducing harmful chemical substances
Water management
Human resource development (improved productivity)
Providing comfortable workplace environments
and promoting diversity

4. F ostering the development of the next generation refers to social
contributions made mainly in regions where our facilities are locatedand takes the form of support for the development of young people who
represent the future of photo and video culture.

Tamron CSR Report 2019

P17〜18Environment

Environmentally friendly design

Importance to Tamron

5

Identify key CSR

and revise
3 issues
the CSR themes

STEP

ISO26000-4.7 Respoct for international norms of behavior

Initiatives Aimed at Key CSR Issues
Tamron has established 19 goals among the key CSR issues and achieved 15 of them.
From FY2019, we will pursue activities aimed at attaining our long-term vision.

Table of Main Goals and Results from FY2018
Key CSR Issues

Contributing to social
issues through business

FY2018Social Value (Relationship with the SDGs)

Goals

Results

Self-Assessment Goal

Considering the formulation of
medium-term goals

Formulated plans to contribute to social
issues (including SDG-related issues) in themedium-term from FY2019 onwards basedon information collected at the UN GC, etc.

○

Target3.6 Halve the number of deaths
from traffic accidents

9.4 I m p r o v e e f f i c i e n c y o fresource utilization

9.5 Promote innovation
9.1 Affordable and equitable

Enhancing productquality and safety
management

Promoting standardization andother measures to eliminate defects
and improve quality

Thoroughly disseminated information about
design factors and manufacturing factors in
defects through standardization○

Promoting CSR
procurement

Ascertaining the status of businessp a r t n e r s ’C S R i n i t i a t i v e s b y
implementing SAQ

Formulated an action plan for FY2019
onwards based on SAQ (questionnaire)
results○

Reducing CO2
emissions

Reducing CO₂ emissions byapproximately 2.6% comparedwith FY2016 levels (on a unit sales
basis)

0.6% reduction

×

Recycling resources
and reducing waste

Reducing industrial waste emissions
by 2% (compared with FY2017
levels) at Tamron Optical (Foshan)Co., Ltd., etc.

11% reduction, etc.

Improved material recycling rate
45% improvement at Hirosaki Plant,
etc.

45.4% improvement at Hirosaki Plant, etc.

○

Promoting environmentally friendly
designs

Reduced weight: 0.3% increase
Compact: 0.5% decrease

×Standardization of production lines /equipment

Standardization of photography-related
equipment: 1 case○

Reducing harmful
chemical substances

Cases of environmental nonconformance: 0

Cases of environmental non-conformance: 0○

Water management

Formulation of medium-term goals

Completed formulation of medium-term
goals

○

6.3 Improve water quality
6.4 Improve efficiency of water

Human resource
development(improved productivity)

Formulation of human resource
development plan to improve
productivity

Considered strengthened training for highlevel managers (general manger class andhigher)○8.2 Economic productivity

Taking action on diversity

Implemented measures leading to diverse
working styles (overtime restrictions,
flexible working arrangements)○

Ratio of females promoted to
management positions: 11%

Ratio of females promoted to management
positions: 10.04%

×

Ratio of hiring of persons withdisabilities: 2.3%

Ratio of hiring of persons with disabilities:
2.56%

○

Improving thegovernance system

Conducting effectiveness assessmentof the Board of Directors

Implemented and improved effectivenessassessment of the Board of Directors

○

―

―

Expanding thedisclosure of nonfinancial information

Appropriate disclosures to theTokyo Stock Exchange

Late disclosures and omitted disclosures: 0

○

―

―

Enhancing internalreporting systems

Establishment of an independentinternal reporting desk

Developed an independent internalreporting system and established aframework (operational from 2019)○

Preparing for majordisasters

Rechecking preparations for majordisasters

Reviewed BCP, Group-wide risks anddepartmental risks○

Fostering thedevelopment of thenext generation

Social contribution activities
including fostering the developmentof the next generation

Conducted a number of social contribution
activities aimed at developing the next generation,
photography culture, art culture, nature, disasters,
regional areas and persons with disabilities○

Reducing industrial
waste

Environmentallyfriendly design

Providing comfortableworkplaceenvironments andpromoting diversity

access to infrastructure

12.4 Minimize adverse effects
on people’s health and theenvironment

12.4 Minimize adverse effects
on people’s health and theenvironment

7.3 Improve energy efficiency
13.2 Integrate climate change
measures into strategies

Partially
achieved
×12.2 Utilize resources efficiently
12.4 Minimize adverse effects
on people’s health and theenvironment
12.5 Reduce waste throughrecyclingutilizations leadership
5.5 Women’
8.5 Equal pay for equal work
10.2 10.2 Inclusion of all people

16.4 Eliminate involvement with
illicit trade

11.b Disaster risk management
4.3 Access to technical andvocational education

Tamron CSR Report 20196

ISO26000-4.7 Respect for international norms of behavior, 6-2 Organizational Governance

CSR Management

Working primarily through the CSR Committee, Tamron promotes Group-wide CSR activities.

Promotion Framework

CSR Education

The Tamron Group holds regular CSR Committee meetings to
set goals for key CSR issues and verify progress. With Tamron’spresident serving as committee chair, the CSR Committee holds
teleconferences with officers and the managers of divisions inhead office and plants in Japan and overseas to consider various
matters.
Initiatives aimed at the key CSR issues are undertaken basedon a comprehensive management system that integrates theISO9001 and ISO14001 standards for quality and environmental
management systems. In addition to all domestic sites including
head office and the three Aomori plants, Tamron’s overseas
production sites including Tamron Optical (Foshan) Co., Ltd. in China(“Foshan Plant,”hereinafter) and Tamron Optical (Vietnam) Co., Ltd.
in Vietnam (“Vietnam Plant,”hereinafter) have also obtained
ISO9001 and ISO14001 certification. On another front, Tamron
is working to obtain TS16949 (to be migrated to IATF16949)
certification, quality management systems for the automotive
industry in relation to automotive lenses requiring greater quality.

We emphasize raising employee awareness of CSR issues. FY
2018, In order to promote understanding of the latest trends
and our CSR activities, e-learning training was provided. Aiming
for Sustainable Procurement, we educated employees on humanrights issues such as child labor and forced labor in "conflictminerals" and the CSR procurement process.
1,450 people including full-time directors and corporate auditors,
employees in overseas subsidiaries took the course.

[Relevant Achievements in FY2018]
CSR Committee
Meetings

12 (per year)

Results of ISO9001 andISO14001 external audits:

Evaluated at 4 on a rising scale of 1
to 5 (FY2017: same evaluation)

Participation in the UN Global Compact
Tamron has been a part of the United Nations Global Compact
since 2007. Advocated by the United Nations, the UN Global
Compact is an international initiative supporting ten universal
principles related to human rights, labor, the environment andanticorruption. Tamron has adhered to the Ten GC Principles
and continued to engage in corporate activities that fulfill its
social responsibilities. Tamron’s head office takes part in Global
Compact Network Japan, through which Tamron’s activities are
utilized to collect information about practical approaches tosocial issues and for internal CSR-oriented education.
Please visit the Tamron website for information about our Communication on
Progress.
WEB

http://www.tamron.com/csr/csr.html

Category
Human
Rights[Implementation System]CSR Committee

LabourConsolidated / Risk Management Oﬃcer

Secretarial Oﬃce
(General Aﬀairs Dept.)

Hirosaki, Namioka,
and Owani Manager

2 Business should make sure that they are not complicit in human rights abuses.

Foshan Plant
Consolidated
Administration Manager

Vietnam plant
Consolidated
Administration Manager

Secretarial Oﬃce
Secretarial Oﬃce
Secretarial Oﬃce
（Operation Promotion Section） （ISO Information Management Oﬃce） （QA. & QC. Dept.）

4 Business should uphold the elimination of all forms of forced and compulsory labour.
5 Business should uphold the effective abolition of child labour.
6 Business should uphold the elimination of discrimination in respect of employment
and occupation.

Main Secretarial Office（CSR Administration Section）

Omiya Consolidated
Administration Manager

1 Business should support and respect the protection of internationally proclaimed
human rights.
3 Business should uphold the freedom of association and the effective recognition of
the right to collective bargaining.

Representative（President）

Aomori Consolidated
Administration Manager

Principles

7 Business should support a precautionary approach to environmental challenges.
Environment 8 Business should undertake initiatives to promote greater environmental responsibility.
9 Business should encourage the development and diffusion of environmentally friendly
technologies.
 usiness should work against corruption in all its forms, including extortion andAnti-Corruption 10 Bbribery.

Sub-committees (Waste Reduction, Eco-friendly Design, CSR Procurement, CO₂ Reduction）
Head Oﬃce

Hirosaki Namioka Owani

Foshan Plant

Vietnam Plant※In an emergency, we have established a risk management system underrisk management officer.

Please visit the Tamron website for information about our integrated management
policy and quality management policy for the automotive industry.
WEB

7

http://www.tamron.com/csr/quality_environmental_management.html
http://www.tamron.com/csr/vehicle_emissions.html

Tamron CSR Report 2019

For further details about the GC, please visit the United Nations website.
WEB

http://www.unglobalcompact.org/

ISO26000 - 7.5 Communication on Social Responsibility

Dialogue with Stakeholders
Tamron engages in a variety of activities through dialogue with stakeholders.

Dialogue with Stakeholders
The Tamron Group works to maintain communication with stakeholders through the various opportunities detailed
below. Through these efforts we strive to improve stakeholder satisfaction and achieve better management.
Stakeholder

Characteristics

Means of Communication

Customers

Customers of Tamron-branded photographic lenses
are spread all over the world, and we engage indirect communication with users.
Users of our surveillance, FA, automotive andmedical-related lenses represent our corporate
customers.

Shareholders andInvestors

With some 5,000 shareholders, more than 20% ofwhom are foreign shareholders, we make efforts
to engage in communication with both domestic
and overseas shareholders and investors. Tamron
makes the utmost effort to disseminate and provide
information with attention paid to equity, accuracy
and timeliness.

Employees

Tamron’s employee workforce includes 24% basedin Japan, 73% based on Asia including China andVietnam, 1% in the United States and 2% in Europe.
Under this structure, Tamron works to facilitatecommunication between each site.

Business Partners

The local procurement rate for our overseas production
plants is around 80% (on a purchase amount basis)
We ask business partners to assist with theprocurement of raw materials and components for eachproduction plant.

Society

Each site maintains links with the local communityand conducts social contribution activities thatreflect Tamron’s unique qualities.

W ebsite-based consultation services, call centers and service desksC ustomer support through sales and service divisions● D issemination of information through our website and social media
accounts● C ustomer satisfaction surveys● P articipation in trade shows and events● P ress releases through mainstream media, etc.
●●G eneral meeting of shareholders
F inancial results briefings
Information shared on the company website, etc.
● M eetings with individuals and small groups● P lant tours● H andling related to ESG investment, etc.
●●●M essages (from the president) to mark the beginning of the year, etc.
Information disseminated via the internal newsletters company intranet● M anagement council meetings and discussions with labor unions● H uman resources consultation desk
● R
 egular meeting and meetings utilizing teleconferencing systems linking each site
● Internal reporting desk, etc.
●●D ialogue through daily business activities
B riefings, surveys and auditing regarding CSR procurement● Q uality audits, environmental quality audits, process audits, etc.
●●P articipation in local eventsC oordination with NGOs and NPOs through social contribution● P articipation in groups such as the United Nations Global Compact● N otification and reporting to government agencies, etc.
●●

External Recognition
The following table lists some of the ways Tamron has been recognized.
Name

Overview of Recognition

SNAM Sustainability Index Operated by Sompo
Japan Nipponkoa Asset Management

Selected as a brand for investment since 2012
The SNAM Sustainability Index is a social responsibility investment fund thatinvests in companies that rate highly for environmental, social and governance(ESG)

Ministry of the Environment and Global
Environmental Forum
Environmental Communication Awards
Grand Prize (Environmental Report Category)

Tamron has received the award for four consecutive years for its CSR Reports for the years
2014 to 2017.
The Environmental Communication Awards are awarded to excellent environmental reports(CSR reports, etc.). The award scheme is designed to encourage companies to engage ininitiatives related to environmental management and environmental communication.

Saitama Prefecture
Sai-no-Kuni Plant

Designated since 2007
This scheme designates plants exhibiting exceptional technical and environmental
achievements as partners in the development of a richer Saitama Prefecture.

Saitama City
Leading-edge Companies Certification

Certified since 2009
Leading-edge Companies Certification is a scheme to certify companies developing
research and development-oriented production exhibiting superior creativity andinnovation in Saitama City.

Tamron CSR Report 20198

Contributing to Social Issues through Business
VISION: C ontributing to the sustained growth of Tamron and a sustainable society throughinnovation-based businesses
FY2018 Results ommercialization in the medical field andC
improved research and development● 
P roduct diversification and development ofcamera modules in existing business fields●

2019 Targets●●

 chieving annual plans in each business fieldA
E stablishing the necessary structure for the
medical field

The value and economic value provided to society through our products
Economic Value(FY2019 Sales Targets)

Photographic
andimaging culture

Photographic and Video Lenses

47.9billion yen

Contributing to the development ofa fulfiling society through exciting experiences

Daily life

Lenses for SLR cameras (including mirrorless cameras)
Lenses for video cameras
Lenses for compact digital cameras
Lenses for drones

Contributing to society throuth
providing safety and securityin everyday life

Drones Lenses

Manufacturing

MedicalContributing to the realizationof a healthy society
Lenses for medical applications

Automotive Lenses

3.4billion yen

Helping to streamline industry
and boost quality

Lenses for security cameras
Lenses for automotive cameras, etc.

1.5billion yen

Lenses for factory automation (FA)
Lenses for machine vision

New businesses

0.1billion yen

Surveillance and FA Lenses, etc.

12.1billion yen

Total
Tamron also expects to have its camera
modules embedded across a wide range
of applications.

65billion yen

Technologies addressing social issues
In addition to the photographic, lens, commercial and industrial
use-related businesses it has cultivated to date, Tamron is also
developing new businesses with the aim of making contributions
in new fields.

In Japan, regarded as a pioneer in taking on challenges, a wide
range of issues including the aging population have emerged, andTamron is striving to contribute solutions to these issues throughtechnological innovation.

Interview with General Manager of the New Business Development GroupThe New Business Development Group takes a medium-term view
as it tackles themes that can utilize the technologies and resourcesof Tamron while solving social issues, with the aim of creating theseeds of future core businesses and potential new businesses.
Tamron’s strength lies in the cutting-edge technologies to provide
the input units (optical technologies) for imaging devices andequipment. From large to small, we work on all kinds of lenses.
In FY2018, Tamron gain the opportunity to expand into the
medical field and began supplying optical components to a
medical device manufacturer.
In the medical field, procedures utilizing equipment have beendeveloped to reduce invasiveness, such as side effects andcomplications, that tend to occur during surgery and othertreatment, and Tamron’s products function as the eyes for such
efforts.

9

Tamron CSR Report 2019

Amid the trend towards less invasive medical procedures, there
is a growing need to make optical systems even more compact.
To respond to these market need, Tamron has persisted withconcerted company-wide efforts to develop the necessary
technologies. We are also looking
to obtain ISO13485 certification, theinternational standard for quality
management in the medical device
industry, and will ensure proper
management of quality issues in
FY2019.
Looking ahead, we will continue
working to develop products that
help people and create a better Nobuyuki Adachi, General
Manager, New Businessfuture.
Development GroupISO26000 - 6.5 The Environment / 6.7 Consumer Issues

Research and Development to Create New Businesses
Tamron’s Research and Development Structure andCurrent Initiatives

Tamron is engaged in a wide range of R&D efforts, including
new technologies that will serve as the seeds of new
businesses.
R&D Policy
Tamron has developed products including interchangeable
lenses, lens units and camera modules by utilizing its basetechnologies in optical design, lens processing and other areas.
In the future, as well as making improvements to these basetechnologies, Tamron also aims to develop products in new
fields by acquiring and combining new base technologies.
R&D Structure
In acquiring new base technologies and developing products for
new fields, the Opto-Science R&D Center has played a central
role in accelerating development through a joint structurethat combines the three units. Additionally, the departments
responsible for managing intellectual property have also united
to reinforce the development structure. Moreover, Tamron has
harnessed not only its internal development resources, but has
engaged in numerous joint research projects with a range ofstart-up companies and universities.
Product development that responds to a changing society
It takes a long time to create new products by acquiringand combining new base technologies. Given this, we selectdevelopment themes based on thorough research of social
trends while working to predict future needs. We also use thetechnique of scenario planning to ensure that technologies canbe developed even when our predictions of future needs are
off the mark. This allows us to envisage all manner of needs
and develop technologies that benefit people.
New fields of development
In fields such as medicine, security, agriculture, moving objects(robots) and son on, we select particular development themes.
It will be necessary to perform product development for these
new fields in concert with market development, and Tamron
is pursuing these approaches in conjunction with the New
Business Development Group and outside organizations.

[Tamron technologies and contributions to new areas]
Security

Agriculture

Objects
New Fields Mobile(Robots)

Medical

New Technologies
Base Technologies
Optical Design
Actuators

Thin Film Processing

Precision Processing

The technologies supporting quality
Automotive lenses: improving quality through automation

As automotive camera lenses in particular require high quality andstable mass production, we automated our assembly lines andswitched to a production system involving only a few people.
That production system, from automation equipment
mechanism design and electrical design to softwaredevelopment, image processing development, assembly,
adjustment and installation was implemented entirely on-site
at our Foshan Plant in China. This allowed us to develop highly
versatile, precise, fast and low-cost automation equipment thatmet customer needs, and production volume rose 18% as aresult.
We also aim to make ongoing improvements to the production
system going forward, by enhancing process data analysis andintroducing paperless operation

Before improvements

After improvements

Product development and services utilizing customer
feedback

To ensure that we deliver safe and high-quality products, weleave nothing to chance in terms of quality control. Even in theevent a defect occurs in one of our in-house brand products,
we have established a quick response system guaranteeing
return within three days of receiving an item for repair.
As for the feedback received from customers during this repair
process, we confirm the current situation, consider response
measures within the quality control and design divisions, andconsider expanding the scope of the response beyond the itemin question to other models, products and successor models
as needed. This approach leads to products and services that
better satisfy our customers.
We also have our OEM customers and distributors dealing
with our in-house brand products cooperate with customer
satisfaction surveys, on the basis of which we consider
measures and take action on items that fall short of ourtarget values. The response rate for our FY2018 survey was
100%, and we checked with those companies that indicated“development capabilities”as an item falling below target
values and improved our response. Although our overall scorein the FY2018 survey was 5 points, the same as the previous
year, we will continue to work on improvements with the aimof providing higher levels of satisfaction.
Details of our customer satisfaction evaluations are available on the Tamron website.
WEB

http://www.tamron.com/csr/csr_reports/

Lens Processing (including GM)

Tamron CSR Report 201910

Lenses that excite emotion
Mirrorless camera lenses that the times demandWith sales of mirrorless cameras growing around the world, Tamronis also engaged in the development and sale of interchangeable
lenses for mirrorless cameras. Packing cutting-edge technology
into a compact body, Tamron has created a high-speed zoom lens
specifically designed for mirrorless cameras: the 28–75mm F/2.8 Di III
RXD (Model A036). A great addition to the Sony E-mount, the A036
strikes a beautiful balance between vibrant image quality, superb
bokeh, compact size and lighter weight.¹
Specialized glass elements throughout control various aberrations andproduce stable resolution across the entire zoom range. All the lenssurface is treated with Tamron’s proprietary BBAR (Broad-Band AntiReflection) Coating, which dramatically reduces ghosting and flaring²
while preserving crisp image quality. The A036 also incorporates an

all-new high-speed precision AF drive system with an RXD (Rapid
eXtra-silent stepping Drive)³ motor unit that is remarkably quiet.
In addition to portraits, nature shots and street photography, the0.19m Minimum Object Distance (MOD) lets you enjoy new formsof photographic expression with close-up shooting at the wide-angle
end. With Moisture-Resistant Construction and Fluorine Coating, thislens offers exceptional
mobility and outdoor
functionality. It is the
only zoom you need toportray the world in allits full-frame beauty.

28-75mm F/2.8 Di III RXD（Model A036）[Lens Awards]
Model

A036

Award

Awarding Organization

EISA MIRRORLESS STANDARD ZOOM LENS 2018-20194

EUROPEAN IMAGING AND SOUND ASSOCIATIONTIPA AWARD2019 BEST MIRRORLESS STANDARD ZOOM LENSTechnical Image Press Association

Grand Gold Prize (Interchangeable Lens / Mirrorless category) at Digital Camera Grand Prix 2019

Digital Camera Grand Prix Executive Committee

DPReview Product of The Year Award

Digital Photography Review

EISA DSLR TELEZOOM LENS 2018-2019

EUROPEAN IMAGING AND SOUND ASSOCIATIONTIPA AWARD2018 BEST DSLR TELEPHOTO ZOOM LENSTechnical Image Press Association

4

A034
A041

The Digital Camera Grand-Prix 2019 The Gold Prize

A037

The Digital Camera Grand-Prix 2019 The Gold Prize

Digital Camera Grand Prix Executive Committee

1. Weight is 550g, and length from the tip of the lens to the mount surface is 117.8mm.
2. Ghosting and flaring refer to phenomena involving the inclusion of sparking gem-like artifacts (ghosting) or a portion of the image becoming washed out (flaring) when thelens is pointed toward a strong light source.
3. RXD uses an actuator to precisely control the rotational angle of the motor, allowing it to directly drive the focusing lens without passing through a reduction gear.

4. Tamron lenses have received an EISA award for thirteen consecutive years since 2006. EISA is an acronym for European Imaging and Sound Association. This organization
sponsors the EISA Awards along with editors and senior engineers from related media including photography, video, sound, and mobile electronics. Every year the awards
recognize leading products in the fields of photography and audio visual media.

Lenses producing new excitement
Drone lenses
Tamron develops and supplies lenses suitable for aerial photography
as well as cinema and video lenses as part of its lineup of lenses for
consumer drones.
With drone lenses, it is necessary to appropriately control changes
in center of gravity when the lens moves to ensure flight stability.
Tamron leverages the technologies it has built up over many years todevelop products to meet this requirement.
We also have our sights set on lenses for industrial drones, which
are expected to be in higher demand in the future. Our development
efforts are focused on producing more compact, high-performancelenses for this market.

Compact camera modules equipped with opticalvibration compensation mechanism

Tamron continues to enhance its lineup of lenses to meet thediverse needs of customers. In 2016, we combined a zoom lenswith an image processing circuit to commercialize the Model
MP1010M-VC compact camera module. In 2018, we released
the Model MP1110M-VC, a model with enhanced functionality.

11

Tamron CSR Report 2019

While inheriting the Full HD video output (1080/60p) support,
built-in optical vibration compensation mechanism and compact,
lightweight body at 58.4mm in length and weighing 77g,
we incorporated improved functionality including a motion
detection feature, digital zoom up to 16x, and a lens distortioncompensation feature.
Additionally, in terms of video output, the module now supports
output of analog video signals, allowing Tamron to propose thecamera module tocustomers who use
analog video systems
as well.
The module can beused in a wide range ofapplications, including
drones that require
vibration compensation,compact size andreduced weight.
MP1110M-VC

ISO26000 - 6.5 環境

6.7 消費者課題

Contribution to social issues by business

Lenses delivering peace of mind
Lenses that support car-driving society
Tamron has focused on developing lenses to support car-drivingsociety. The lenses used in automotive cameras are broadly divided
into two categories, the lenses used in visibility cameras such as rearview cameras, and the lenses used in sensing cameras applied to
ADAS¹ and autonomous driving systems to recognize lane markers,
monitor the driver and perform other functions. Tamron develops
lenses for both of these fields.
The Japanese government has unveiled a roadmap to the introductionof autonomous driving, kicking off a nationwide effort to promote thewidespread adoption of autonomous driving technologies.
In 2018, the Kids and Transportation Safety Act² went into effect in
the United States, requiring the installation of rear view cameras andunderpinning the growing awareness of automobile safety in Japanand overseas. In this way, there have been increasing demands forlenses tailored to this car-driving society, and Tamron will actively
pursue development in this field.

Lens for Cameras that Visually
Recognition the Surrounding Area（side view）
Sensing Camera Lenses（vehicle spacing control,
front collision avoidance, etc.）

Sensing Camera Lenses（nighttime pedestrian detection）

Sensing Camera Lenses（passenger detection）

Headlight Lenses（light dispersion）

Sensing Camera Lenses
Sensing Camera Lenses（lane-keeping detection） （driver monitoring）

Rear View Camera Lens
（rear view）

1. ADAS stands for Advanced Driver Assistance System, and is a collective term
for systems equipped in cars that use on-board radar, cameras and various
sensors to help ensure the safe operation of a vehicle.
2. K ids and Transportation Act. This law requires that all new cars comeequipped with a rear-view monitor.

[Roadmap for the Practical Application of Different Autonomous Driving Levels]
Easy

Hard

Autonomous Driving Level Timing for Practical Application

Description of the Technologies

Principal Agent of Safe Driving

Level 1: Driver assistance

Already implemented

The vehicle controls a single system out of acceleration, steering or braking

DriverLevel 2: Partial automation

Implemented in an increasing
number of models

The vehicle controls multiple systems out of acceleration, steering or braking

Driver
System (except in emergencies)

Level 3: Conditional automation

Around 2020

The vehicle has control under normal conditions within a limited scope. The driver takes overin an emergency

Level 4: High automation

2025 - 2030

The vehicle has full control within a limited scope, such as driving on an expressway

SystemLevel 5: Full automation

Timing not set

The vehicle has full control

SystemAchieving autonomous driving

Global shutter camera module

To facilitate the realization of autonomous driving, Tamron
is developing products for LiDAR, which is expected to be
used in Autonomous Driving Level 3 (conditional automation)systems and higher. LiDAR, which stands for Light Detection andRanging, has attracted attention as one of the key items neededto achieve autonomous driving in cars, and is being actively
developed by various companies. LiDAR utilizes light-based
remote sensing technologies to detect and measure the distanceto an object. By shining a laser and measuring the time it takes
for the laser to hit an object and reflect back, the distance to an
object and its direction can be measured.
Tamron will support customers in two areas where its strengths
lie - those of optical design and manufacturing technologies - andcontinue to develop elemental technologies cognizant of future
market trends.

Tamron has developed the MP2030M-GS camera module, whichis equipped with a global shutter image sensor. Camera modules
typically employ rolling shutter image sensors. As these sensors
are structured so that when footage is recorded the exposure
starts from the top line of the sensor element and works its way
down, deformation can occur due to exposure time lag. On theother hand with a global shutter image sensor, since all lines ofthe sensor element are exposed simultaneously, it is possible tocapture images free from deformation even when recording a fastmoving object. This was combined with Tamron’s strength inzoom technologies to develop a global shutter camera modules
that supports 30x optical zoom. The module also supports full HD(1080/60p) video output, delivering excellent effects when subjects
are moving at high speeds such as license plate authentication orwhen a camera is equipped in a moving object such as a drone.

Tamron deals in a wide range of products. Please check the Tamron website
to learn more.
WEB

http://www.tamron.com/products/

Filming with a rolling shutter camera

Filming with a global shutting camera

Tamron CSR Report 201912

ISO26000 - 6.6 Fair Operating Practices

Promoting CSR Procurement

VISION: R educe risks to society, customers and Tamron through supply chain-wide initiatives
to tackle social issues
FY2018 Results●

FY2019 Target

 nalyzed SAQ survey results of domesticAbusiness partners●

Business Partner Accreditation Program for CSR Procurement

Working Together with Business Partners to Manage Chemical Substances

Tamron works with its business partners not only on productquality considerations but also on issues such as human rights,
working environment, health and safety and the environment.
In FY2018, Tamron revised the Tamron Supplier Code of Conduct
based on the latest version of the RBA Code of Conduct¹, andrequired all of its business partners to comply. Additionally, we
analyzed the results of an SAQ survey² collected from domestic
business partners.
In FY2019, we will engage in communication with the business
partners determined to pose potential risks while pursuing activities
aimed at improvement. We also plan to expand our improvement
activities based on SAQ surveys conducted for business partners
in China and Vietnam.

Tamron develops products in line with the policy of not using
harmful chemical substances in its materials. We also ask ourbusiness partners to perform management based on the standardsof our own environmental quality assurance system through the
chemSHERPA³ scheme.
Tamron also implements internal analysis work using equipment
including Inductively Coupled Plasma Atomic Emission Spectrometry(ICP-AES) and Gas Chromatography Mass Spectrometry (GC-MS)
to ensure only the safest and most secure products are delivered
to customers. In July 2019, the scope of application of RoHS isbeing expanded from the original six substances ‒ Cadmium,
Lead, Hexavalent chromium, Mercury, Polybrominated biphenyls(PBB), and Polybrominated diphenyl ether (PBDE) – to include
four additional substances, all of which are types of phthalates：
Bis (2-ethylhexyl) phthalate (DEHP), Benzyl butyl phthalate (BBP),
Dibutyl phthalate (DBP), and Diisobutyl phthalate (DIBP). Tamron’ssystems also allow it to analyze these four substances.
Tamron is also establishing the frameworks and systems needed
to ensure compliance with other new regulations relating to thecontrol of harmful chemical substances that may be established indifferent countries around the world in the future.

1. The RBA Code of Conduct sets out standards for environmental responsibility
and ethical business practices in the electronic equipment industry supply
chain, requiring safe working environments and the treatment of workers with
dignity and respect.
2. S elf-Assessment Questionnaire. This is a table of questions designed toenhance CSR procurement that is made up of themes such as“Corporate
Governance Related to CSR,”“Human Rights,“Labor,”“the Environment,”“Fair
Corporate Activities,”“Quality and Safety,”and so on.

3. chemSHERPA is a new scheme for sharing information about the chemical
substances in products in the supply chain. Through widespread adoption
the scheme aims to reduce the burden on those providing and receiving
information.

[Procedures for Selecting Suppliers]
Request the supplier to make efforts in CSR, covering aspects
including labour, health and safety, environmental protection,
management and operational mechanisms and ethical management,in addition to promoting environmental and quality assurance

Response to Conflict Minerals

Carry out quality audits, environmental quality
audits, process audits and paperbased audits
Yes

Accreditation as business partner
CSR management implemented
by business partners

No

Periodical evaluation

Check whether the supplier complies with the
Tamron Supplier Code of Conduct

History of Our Activities
2008 R equested all business partners to comply with the Tamron Supplier
Code of Conduct
2009 Requested business partners to perform SAQ
2010 Introduced case examples on“occupational health and safety”and“human rights protection”
2011 Held CSR Procurement Workshops for all business partners in Japanand abroad2012 H eld internal training sessions and in-house hearings
2015 Requested business partners to perform SAQ
2016 Q uestionnaire Collection and Evaluation2017 The Tamron Supplier Code of Conduct was revised and distributed
to partners with a request for compliance. The SAQ survey was
conducted in conjunction with this.

13

 etermine risk assessment indicators forDbusiness partners

Tamron CSR Report 2019

A portion of the minerals(tantalite, tin, gold and tungsten)produced in the Democratic Republic of the Congo andneighboring countries of Africa are being used to fund armed
militants. These minerals are now collectively referred to as
conﬂict minerals and are regulated.
Tamron has declared a policy of not using illegal conflict minerals
related to the violation of human rights or environmental
destruction in order to fulﬁll its corporate social responsibilities
within its procurement activities⁴. In FY2018, Tamron asked
265 of the company’s suppliers to complete surveys relating
to conflict minerals. All of the suppliers responded, submitting
completed questionnaires in relation to a total of 6,298
component items. The survey results show no evidence that
Tamron makes use of conflict minerals that are used to fundarmed militants.
4. Please see our corporate website to view our policy on conflict minerals.
WEB

http://www.tamron.com/csr/procurement.html

CSR initiative improvement activities at Tamron Group plants
Tamron utilizes SAQ at its production plants, and continually
implements monitoring and improvement activities. In
FY2018, we verified activities at our plants in Foshan (China)
and Vietnam.
As a result, we made enhanced fire prevention measuresand made improvements to ensure that industrial physiciansmonitor the state of health of employees working a lot of
overtime.

ISO26000-6.3 Human Rights / 6.4 Labour practices

Human Resource Development
VISION: Develop highly productive human resources to realize management plans, andutilize diverse human resources
FY2018 Results

FY2019 Target

 trengthening Human Resource Development
S
to Improve Productivity● P ercentage of female managerial staff
％
●

10.04

 trengthen development of human resourcesS
capable of generating high value● 
Percentage of female managerial staff％●

11

Human Resource Development System

Promoting Diversity

We aim to train autonomous employees by developing ourhuman resources based on the following education system.

Tamron pursues a number of initiatives aimed at promoting
harmony between work and home life. Regarding overtime, we
introduced a system where employees must obtain approval fromtheir department general manager and officer in charge in advanceand wear a permit in order to work overtime. Since FY2017,
we have implemented twice-weekly no-overtime days without
exceptions to better enhance the effectiveness of the initiative.
Tamron helps both male and female employees balance theirwork with their childcare responsibilities. For instance, theTamron Kids Day-Care Center¹ was opened at the head office.
The center employs permanent nurses and also offers care forsick children to ensure peace of mind. One hundred percent offemale Tamron employees in Japan who have had a child havemade use of leave before and after childbirth and the parental
leave systems and subsequently returned to work.
We have also developed schemes to help employees balance
work with the responsibilities of raising a child. Employees canmake use of the reduced working hours scheme, for example,
until the end of April when their child is in the fourth year ofelementary school. Japan requires companies to maintain a 2.2%
hiring ratio for people with disabilities, and in FY2018 Tamron
again exceeded this ratio at 2.56%.
Through these initiatives, Tamron has met the standards set forthin the Act on Advancement of Measures to Support Raising Nextgeneration Children, and had also been awarded the“Kurumin
Mark,”which is given to companies that promote a childcarefriendly workplace.
Tamron has also been certified as a“Platinum +”company
practicing diverse work styles as part of the Saitama
Womenomics Project being promoted in Saitama Prefecture,
where our head office is located.

[Training System Diagram]Occupation-based training

Rank-based training programs

Company-wide training programs
On-the-job
training

E-learning

Training for sales andadministrative staff

Training forengineers

Manager training
Training for mid-careerhires
Training for new
graduate hires

In the education by position, we renewed basic training for
section managers. Management training for general managers
was also provided in the Aomori area to strengthen education for
managers.
In the job-specific education, a training course on anti-vibration
technology was newly held. We have reviewed the system sothat not only engineering departments but also those who wish
to participate in other departments can participate widely, andare working to support knowledge sharing and cross-sectional
exchanges within the company.

The Project for Improving Productivity
The Project for Improving Productivity aims to improve the speed
and quality of value delivery to customers and other stakeholders,which is the key to realizing mid-term plans and work style reforms.
The Project for Improving Productivity reviews using of hours (input)
to improve speed and quality (output), and promotes theestablishment of PDCA to improve practical skills.
The results for FY 2018 include (i) reviewing and clarifying theroles and functions of each division, and (ii) formulating plans toincrease the efficiency of working hours in target divisions by 5%.
In FY 2019, we will examine and strengthen operations thatcreate higher value, and develop the capabilities and skills to
realize those tasks (human resource development), with the aimof creating a system that will support PDCA.

1. "Tamron Kids Day-Care Center" has been certified as a small-scale officenursery office, five children of the area are also accepted.

[Project overview]
Strategy
Presidential policy
Medium-term
plan

Division policies

Practical skills

Scene from an open day for parents at the Tamron Kids Day-Care Center

Roles and functions Business inventory Capabilities and skills
To further improve andstrengthen eﬃciency

Clarifying

Development

A
Implementation planP

D

C
Please visit our website for information about precise of human resource development.
WEB

http://www.tamron.co.jp/recruit/
http://www.tamron.co.jp/csr/csr_reports/

Tamron CSR Report 201914

ISO26000-6-2 Organizational GovernanceImproving the Governance System
VISION: B uild a sound organizational structure and enhance decision-making ability andeffectiveness towards achieving sustained growth
FY2018 Results●

FY2019 Target

 onducted effectiveness assessment andCidentified issues

 ake improvements to issues and enhanceMachievement level of the medium-term plan

Corporate Governance

Board of Directors Effectiveness Assessment

Basic Policy

Since 2016, Tamron has conducted effectiveness assessments ofall directors and corporate auditors by way of a questionnaire.
Four items are assessed, namely the Board of Directors’
composition, operation, agenda items and systems supporting
the Board of Directors. The major issues that were identified andour response policies are as follows.

Ever since the company was first established, we at Tamron havesought to forge good relationships with all stakeholders, achievesustainable growth and enhance corporate value in line with
our management philosophy. In support of those goals, we haveadopted the basic approach of ensuring fair and transparent
management practices while developing a highly effective
corporate governance system that seeks to improve the speed
and efficiency of decision making and business execution.
Moreover, through the continual improvements to our corporate
governance system, we implemented all of the principles foundin the Corporate Governance Code prescribed by the Tokyo
Stock Exchange in 2018 and established Corporate Governance
Guidelines that summarize our approach to corporate
governance.

Corporate Governance System Overview
Tamron is a company with corporate auditors and includes a
Board of Directors that functions as a body to make important
decisions and supervise the execution of operations, as wellas an Audit & Supervisory Board as an auditing body that is
independent of the Board of Directors. Tamron also appoints
multiple independent external directors possessing a wealthof knowledge, expertise and independence and has set up
a Nominating Committee and Compensation Committee asadvisory bodies to enhance supervisory functions. To the Boardof Directors, Tamron appoints 12 directors (two of whom areexternal directors), including one foreign director and one female
director, as well as 4 corporate auditors (three of whom areexternal auditors).

[Corporate Governance Structure]
General Meeting of Shareholders
Election/
dismissal

Audit

Election/
dismissal

Election/dismissal

Board of Auditors（Corporate Auditors andIndependent Auditors）

Coordination

Accounting Auditor
Audit

Coordination

Board of Directors（Directors and External Directors）
Nominating Committee

CSR Committee

Management Meeting

Compliance Committee

Coordination

Compensation Committee

President & CEO

Internal Audit

Please visit our website for information about precise of corporate governance.
WEB

http://www.tamron.com/ir/management_policy/corporate_governance.html

Tamron CSR Report 2019

Issue

Response Policy

Content andquantity ofmaterials

Thoroughly implement the creation oforganized and analyzed materials to ensure
the main points can be easily ascertained

Distribution ofmaterials

Improve the methods and timing of
distribution

Scope ofdelegation

Consider revisions to the Official Authority Regulations withthe aim of enhancing the items brought up for discussion
by the Board of Directors and speeding up decision making

Moving forward, Tamron will strive to further boost theeffectiveness of the Board of Directors by tackling these issues.

Officer Compensation System
In 2018, Tamron revised the system of compensation forcompany officers and adopted a system comprising “basic
compensation,”which is a form of fixed compensation,“shortterm incentive compensation,”which is a kind of performancelinked monetary compensation based on factors such as businessperformance in a single fiscal year, and“medium-to-long-term
incentive compensation,”as a kind of performance-linked stockbased compensation.
The newly adopted performance-linked stock-based compensation
aims to clarify the links between business performance,
share prices and the compensation of directors, and raise themotivation of directors to contribute to medium-to-long-term
improvement in business performance and corporate value.
Category
Basic Compensation(Fixed monetarycompensation)
Short-term Incentive Compensation(Performance-linked monetarycompensation)

Internal Auditl
Supervision Board

Each department/subsidiary15●

Medium-to-long Term
Incentive Compensation(Performance-linked stockbased compensation)

Policy and Process for Determination
In light of each person’s position, level ofcontribution, levels in the industry or othercompanies of the same size and businessperformance, etc., compensation is determinedby the Board of Directors following a review
by the Compensation Committee chaired by
an external director
・Stocks in Tamron are acquired by a trust set
by Tamron contributing a monetary amount.
S tocks in Tamron are issued throughthe trust based on the points granted
s position, businessaccording to each person’
performance, and so on, in accordance with
the Share Issuance Regulations establishedby the Board of Directors.
・The level of medium-term management planachievement such as ROE is also assessed(Compensation for external directors and corporate auditors consists only of the basic
compensation.)Risk Management

ISO26000-6.2 Organizational Governance

VISION: Adopt a risk management posture to develop a safety-conscious workplaceenvironment and implement thorough information management
FY2018 Results●

FY2019 Target

Established an independent internal reporting desk● trengthen countermeasures to address theSrisk of information leaks across the Group

Risk Management

Occupational Health & Safety

Based on its risk management system, Tamron identifies risks andopportunities, makes various decisions and implements relevant
activities.

To protect the safety of its employees, Tamron aims to maintainand improve mental and physical health, and create a safe,
healthy and comfortable workplace environment. In FY2018,
there were 8 occupational accidents, 6 of which occurred inJapan, 2 of which occurred in Tamron Optical (Foshan) in China
and 13 commuting-related accidents, 6 of which occurred inJapan, 1 of which occurred in Tamron Optical (Foshan) in China
and 6 of which occurred in Tamron Optical (Vietnam). Most
occupational accidents involved injuries sustained at production
sites, while most commuting-related accidents occurred while
employees were commuting by bicycle or on foot. Tamron
analyzes the cause of each accident and thoroughly ensures
measures are taken to prevent repeat occurrences. With regard
to commuting-related accidents, we are holding traffic safety
workshops in an effort to prevent repeat occurrences. Regarding
mental health issues, periodic mental health checks are
conducted twice a year, with information on the situation at eachsite provided as feedback to facilitate improvements. We also
conduct in-house seminars on self-care and caring for one’s directsubordinates; in FY2018 a total of 91 employees participated inthese seminars.

[Risk Management Flow Diagram]Business Division

Opportunity

Management Plan

Strength

Risks

Consider environmental
aspects and legal compliance

Threat

Key Risks andOpportunities

Medium-term
Strategic Concept

Weakness

Company

Consideration
Group Risk Control

Identify the risks that have not been suﬃciently addressed, including
at overseas sites, and ask departments to undertake initiatives(members: managers of the relevant departments, auditors, etc.)

Risks identified at the business divisional-level are summarizedfrom a company-wide perspective and considered whenmanagement plans are formulated. Additionally, through grouprisk control activities, company-wide risks including risks atoverseas sites are visualized and targeted for improvements.
In FY2018, we established an independent internal reporting
desk with stringent confidentiality requirements externallyto ensure the thorough implementation of compliance. The
reporting desk has begun operating from FY2019. As a riskthat includes overseas operations, we have also identified theprevention of information leaks including trade secrets as a key
issue, and will further strengthen our management of this issue
going forward.

Crisis management and BCP
Tamron builds business continuity plans (BCP) that take theidentified risks into account. In FY2018, the Vietnam plantcreated a BCP and verified that related departments were able torespond in line with the BCP. In light of risks due to topographicalfeatures such as the flooding that has occurred in recent years, in
FY2019 we plan to revise our BCP and consider target values forrisk mitigation.
As part of their risk management initiatives, Tamron’s head officeand three plants in Aomori Prefecture, Tamron Optical Foshan,
as well as Tamron Optical(Vietnam) hold firefighting drills led by
employees, while departments that handle chemicals carry out
emergency response drills for chemical spills.

Please visit our website for environmental accouting.
WEB

http://www.tamron.co.jp/csr/environmental_activities.html

Compliance
To promote compliance, Tamron has established the Compliance
Committee, which is chaired by the Representative Director anddeliberates on basic items for the promotion of compliance,
and the Compliance Promotion Committee, which comprises
members selected from each business division and provides
training and education on legal compliance.
In FY2018, the committee conducted training on themes such as
insider trading regulations and the Subcontract Proceeds Act. In
addition, the committee offered support to overseas subsidiaries
in developing their own personal information management
regulations. Information security and the protection of personal
information are managed appropriately in accordance withinternal regulations. Thanks to these company-wide initiatives,
zero legal violations were reported in FY2018.

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

Energy saving (Energy Saving Act)
CO₂ reduction (Act on Promotion of
Global Warming Countermeasures)
Chemical substance management1

Air
Water quality
Soil
Noise
Vibration
Odor

Occupational health & safety

Head office

Aomori

FoshanVietnam

◎

◎

◎

◎

◎

◎

―

―

◎
◎
◎2
◎
◎
◎
◎
◎

◎
◎
◎
◎
◎
◎
◎
◎

◎
◎
◎
◎
◎
◎
◎
◎

◎
◎
◎
◎
◎
◎
◎
◎

1. Laws related to managing and investigating chemical substances apply to domestic
sites； international directives including RoHS and REACH apply to the entire group.
2. Values for groundwater temporarily exceeded certain standards, but our treatment
measures prevented contamination from spreading outside our facilities.

Tamron CSR Report 201916

Responding to Environmental Issues
VISION: M anage the Earth’s limited resources appropriately and contribute to thedevelopment of a sustainable society.
FY2018 Results●

FY2019 Targets

0.6

 educed CO₂ emissions byR％ comparedwith FY2016 levels (on a unit sales basis)

CO₂ Emission Reduction Activities and Results

Initiatives to cut CO₂ emissions

With initiatives such as the Paris Agreement¹ and SDGs, actions
aimed at achieving a globally sustainable society targeting theyear 2030 are accelerating. In light of the Paris Agreement and
JEITA² targets, Tamron has set the medium-term environmental
targets working from FY2016 as a benchmark year to cut Groupwide CO₂ emissions on a unit sales basis³ by an average ofaround 1.3% each year, and by 16.55% by FY2030.

In FY2018, we used simplified electric power measurement
devices to identify surplus power. When possible, we
implemented reduction measures such as operational
improvements and confirmed the effects. Solar power generating
systems have been installed at Tamron Optical (Foshan) in China
and Tamron Europe (Germany). FY2018 generating capacity
was 327,000 kWh at Tamron Optical (Foshan), representing a
reduction effect of 180 tons of CO₂. At Tamron Europe, 69,000
kWh were generated with a reduction effect of 53 tons of CO₂.
Additionally, Tamron Optical (Foshan) achieved a reduction effectof 1,076t by replacing lighting with LED equivalents whenevernecessary.

[FY2030 Mid-Term Environmental Targets]
Reduction rateof CO₂ emissions
per basic unit of sales

1. A multilateral international agreement
to curb climate change adopted
16.55％
on December 12, 2015 in Paris,
reduction
where the 2015 United Nationals
Climate Change Conference (COP21)
Average annual reduction of 1.3%
was held, and went into effect on
2030
2016
November 4, 2016. The agreement(benchmark year)(mid-term target year)
set forth overall targets such as
limiting the average rise in global
temperatures to under 2°C compared with pre-industrial levels.
2. The Japan Electronics and Information Technology Industries Association (JEITA) is anindustrial group representing companies in the fields of IT and electronics that seeks
to contribute to the comprehensive development of the electronics and information
technology industry.
3. Basic unit per sales： Total CO₂ emissions (t-CO₂)
Consolidated sales (million yen)

In FY2018, while the target was to achieve a reduction of around
2.6% in CO₂ emissions (on a unit sales basis) from FY2016 levels,
emissions only fell by 0.6%, missing the target. This was primarily
due to the fact that we missed our initial sales targets and werethus unable to achieve CO₂ reductions consistent with sales.

Change in CO₂ emissions
CO₂ emissions have remained largely flat since FY2014.
In FY2018, CO₂ emissions fell by around 1.4% compared with
FY2017 by volume, marking an improvement. On a per-site basis,emissions decreased 2.4% domestically, while the switchover to
LED lights and solar power generation helped Tamron Optical(Foshan) in China achieve a 2.1% reduction. On the other hand,emissions rose 2.5% at our plant in Vietnam, which has seen an
increase in capital investment.
In FY2019, we will make reductions through equipment replacements
and process improvements at each site, and work on comprehensive
energy measures taking into account the external purchasing of
renewable energies.
Head office

44,281
5,848

0.601

Hirosaki

Namioka

45,814
7,084

Owani

Tamron Optical (Foshan)[2018 CO₂ reduction effects due to the main electric power reduction measures implemented to date]4Site

42,432

0.637

6,224

43,492

7,542

7,731

0.708

Replacement of compressors andoperational improvements

18

Owani

Improvements to cooling water circulation pumps
Replacement of air conditioning equipment

25
57

FoshanSwitching over to LED lights
Solar power generating system

TamronEuropeSolar power generating system (allcapacity sold)

25,63026,272

25,710

640
5,384
1,200
2,980

636
5,965
1,238
3,065

483
6,043
1,028
3,024

369
5,971
919
3,041

391
5,928
826
2,906

Tamron CSR Report 2019

2016

2017

1,076
180
53

4. Calculated based on the Ministry of the Environment’s Greenhouse Effect Gas
Measuring & Reporting Manual Version 4.3.2.

The third Friday of every month has been designated as No
My Car Day, and certain days in the summer and winter aredesignated as Eco Life Days (an initiative launched by Saitama
Prefectural Government). In FY2018, Tamron’s ongoing Eco Life
Days activities were recognized by Saitama Prefecture with thereceipt of a letter of appreciation. CO₂ emissions were reducedby 12.6t-CO₂ throughthese efforts in 2018.

2018

Presentation of the letter of appreciation from
Saitama Prefecture

Ascertaining CO₂ emissions in the supply chain
In addition to calculating direct emissions (Scope 1) and energyderived indirect emissions (Scope 2), Tamron also calculated
indirect emissions (Scope 3). As a result, we verified that among
Scope 3 emissions, Category 1 emissions (emissions generated
from the extraction and production of all products and services
that have been purchased or acquired) accounted for a large
proportion of the total.

0.704

27,8262015

Reduction
Effect(t-CO2)

Tamron Optical (Vietnam)（t-CO₂）

44,1140.729

MeasureHead
OfficeBasic unit t-CO₂/net sales (Millions of yen)

28,229

2014

17

3.8

 educe CO₂ emissions byR％ comparedwith FY2016 levels (on a unit sales basis)● Consider renewable energy adoption measures●

FY

Please visit Tamron’s website for information on CO₂ emissions including Scope 3 emissions.
WEB

http://www.tamron.com/csr/environmental_activities.html

ISO26000-6.5 The Environment

Recycling resources and reducing waste

Water Management

The total amount of waste generated in FY2018 by the TamronGroup decreased 5% compared with FY2017. Although waste
generation increased at the Tamron Optical (Vietnam), Tamron
Optical (Foshan) in China achieved a 17% reduction. Previously,
the detergents used in the lens cleaning process were treatedas waste, but a change was made by implementing COD
destruction and releasing the waste detergent once it met
wastewater standards, which explains the reduction. As a result,
Tamron Optical (Foshan) in China reduced its waste generationby 221 tons annually.

The production process for optical components requires a great
deal of water resources. Total water consumption of the TamronGroup in FY2018 increased 9% compared with FY2017. Thiswas due to factors such as the switch from organic solvents that
had been used in lens cleaning processes to ultrapure water,which resulted in a 15% increase in water consumption at
Tamron Optical (Foshan) in China. Moving forward, Tamron willcontinue to implement appropriate wastewater management
in compliance with laws and regulations, and make every effort
to reduce water consumption by working on re-use and otherinitiatives.

[Waste generation][Water Consumption]

Head office

99.9

Hirosaki

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

Namioka

98.6

2,080
161

98.6

1,933
203

1,569

98.2

2,052
291

Head oﬃce

Hirosaki

Namioka

97.4

849

1,946

Tamron Optical (Foshan)

39

775

78

367

999

49
247

61
263

90
86

93
85

2015

75

78
13.6

13.2

12.9

471

455

523

4.1

0.3

0.5

220

226

232

11.8
1,417

Tamron Optical (Vietnam)

846

789

66

769

98

2014

Owani

Thousand ㎥
Basic unit Thousand ㎥ / sales (billion yen)

10.4
1,283

1,301

40
226

30
278
68
84

99
82

2016

2017 1

1,080

533

31
298

0.6

56
114

2018

566

0.5

179
7 10

2014

FY

199
8 9.9

2015

7 8.9

2016

7 8.7

2017

7.1 8.4

2018

FY

1. As the amount of waste generated at Tamron Optical (Vietnam) in FY2017
included items such as glass waste, some of which was not counted, thefigure was revised from 287t to 291t.

Environmentally Friendly Design
Tamron performs product assessments starting from the design
stage. Of the various product assessment items, particularemphasis has been placed on effective management of thelight weight design and reduced volume items. Environmentallyfriendly design results with respect to new models released
in FY2018 included a 0.3 % increase in light weight design
and a 0.5% decrease in volume.¹ The main reason for theincrease was the switch to metal for some components toimprove interchangeable photographic lens performance and fit
design concepts. Moreover, Tamron practices the appropriate
management of chemical substances based on its internal, whichreflect the requirements of the RoHS directive and the REACH
regulation. Tamron products that feature environmentally friendly
design bear the Tamron Eco Label.²
Following on from its efforts in 2017, Tamron proceeded withefforts to standardize production lines and equipment. We willcontinue these efforts to reduce the environmental impact interms of resources and energy consumption during production.
1. Calculated using production volume from FY2018 comparing conventionalmodels.
2. For more information about Tamron Eco Label certified products, please visit
the Tamron website.
WEB

http://www.tamron.com/csr/environmental_activities.html[Product Assessment Item Table]
Evaluation Items
１. Extended usage of lens
２. Light weight design

７. Reduced use of packaging
materials
８. Use of recycled materials for
packaging materials

３. Reduced volume

９. Product labeling requirements

４. Energy efficiency during usage

10. Packaging labeling requirements

５. Use of recycled materials

11. Proper management of controlledenvironmental substances

６. Ease of disassembly

Tamron Eco Label
The label was designed to resemble
an eye gently looking at our economy,society and environment. The eyebrow
symbolizes a flowing stream of air andwater, the pupil represents the green
in the earth, and the tree in the pupil
stands for our work for the three Rs of“reduce,”“reuse”and“recycle.”
Please visit our website for more information of environmental activities.
WEB

http://www.tamron.com/csr/environmental_activities.html

Tamron CSR Report 201918

Social Contributions

VISION: C ontributing to the development of the next generation rooted in the community,
aiming at the development of photography and image culture
FY2018 Results●

FY2019 TargetsImplementation of activities tailored to eachregion in the group● eveloping the next generation to contributeD
to the development of photographic and image
cultureContributions to Photographic Culture
The 11th Railroad Scenery Photo Contest
Tamron sponsors the Railway Scenery Photo Contest inorder to promote train culture and local revitalization in
Omiya, known as an important railroad town in Japan andalso site of our head office. As part of this contest, all 87
winning entries are showcased at a photo exhibition held at
the Omiya Sogo Department store. This local event is madepossible with the much-appreciated support of the City of
Saitama, the Saitama Chamber of Commerce and Industry,and Saitama City Board of Education. The 11th iteration of
the contest was supported by a wide range of participants
including general camera users and railway enthusiasts, witha record total of 7,460 submissions received for the generaland student divisions combined.
WEB

http://www.tamron.jp/special/contest/train2018/result.html

General Division Grand Prize(Saitama City Mayor’s Prize)Mr. Hiroshi Wada“Smile”

Student Division Grand Prize (Saitama City Board of Education Superintendent’s Award)Mr. Kouya Tamada“The Color of Summer Flowers”

Humorous Photo Contest Award (Saitama City Chamber of Commerce and Industry President’s Award)Mr. Yoshihiro Hashimoto“Falling”

15th Macro Lens Photo Contest
This photo contest accepts entries shot from any macro lens,
regardless of manufacturer. For the 15th contest a total of 4,954
entries were received. The contest accepts entries in two categories:
the Nature Division aimed at perceiving biodiversity throughsubjects such as flowers and insects, and a Genre-Free Division forphotography enthusiasts to convey the joy of macro lenses withphotos not limited to nature, such as shots of people, accessories,
cooking or food shots. Many of the entries featured beautiful, warm
natural scenes captured delicately in only ways a macro lens can.

WEB

http://www.tamron.jp/special/contest/macrocon2018/result.html

Grand Prize

19

Tamron CSR Report 2019

Mr. Hirofumi Sekine“Three Butterflies”

ISO26000 - 6.8 Community Involvement and Development

Developing future generations through the Tamron Group
Cultivating future generations through a photo contest (Shanghai)

Exhibition at the Saitama City Museum

To help the younger generation who will lead the future realize
their dreams, since 2016 Tamron Optical (Shanghai) Co., Ltd. hascontinued to hold a photo contest in the fourth quarter of eachyear in conjunction with the East China University of Science andTechnology, one of the renowned universities in the Shanghaiarea. Over a period of two months, more than 300 entries intotal were received from the university’s students. The entries
were then exhibited on campus and judged by the students
themselves. In early December, a presentation ceremony washeld on campus to present awards to six winning entries. Afterthe ceremony, a photography class was held for the visiting
students, where they got hands-on experience with Tamron
lenses.

From July to August 2018, Tamron ran an exhibition in support ofthe“Children’s Museum in Summer”project where children learn
about regional industry at the Saitama City Museum. The 4,524
visitors including elementary and junior high school students
viewed lens samples from each lens processing including
materials, sanding, polishing and coating, as well as a display ofcomponents from a disassembled interchangeable DSLR camera
lens.

The running exhibition

Developing future generations through donations (USA)Judging underway

Scene from the presentation ceremony

Science Classes for Children
Tamron has organized science classes for children at local publichalls and elementary schools in Saitama City to spur interest in
the sciences. In FY2018, we held a total of 4 classes, with a totalof 112 people participating.

TAMRON USA, INC. (“Tamron USA,” hereinafter) works onsocial contribution activities with a focus on donations. Eachyear Tamron USA takes part in“Backpack Pirates Festival,”anevent to provide stationery supplies to children growing up ineconomically disadvantaged environments. In FY2018, Tamron
raised around $350 in donations from employees and dispatcheda photographer to the event. Tamron also took part in the Toys
for Tots project that delivers Christmas presents to children insimilarly economically disadvantaged circumstances, and many
toys were collected from employees to donate to the project. In
addition, Tamron donated to a charity golf event organized by
one of its major distributors. The money raised through the event
went to people suffering from various types of brain disorders.
As a new endeavor well suited to a camera lens manufacturer,
Tamron USA held the event Portraits of Love, where it invitedthe families of those taking responsibility to serve the local
community such as military, firefighters and police to havefamily photos taken free of charge at the Tamron USA offices.
14 families took part in the event. Moving forward, Tamron USA
will continue to actively pursue CSR activities through activities
for children who will lead the future and those in positions ofresponsibility to protect them.

WEB

Visiting science classes for children:“Let’s get inside a giant bubble”

Backpack Pirates http://www.addressthehomeless.org/
Toys for Tots http://www.toysfortots.org/

Scene from the Backpack Pirates event

Photo from Portraitsof Love

Tamron CSR Report 201920

ISO26000 - 6.8 Community Involvement and Development

Social Contribution

Contributions to Society
Supporting Adaptive Athletes

Social contribution activities in Aomori

Tamron supports adaptive athletes to promote and spreadrecognition of adaptive sports and to communicate the activities
of adaptive athletes through photography. For two of the athletes
we support, 2018 was a year of challenges due to changes toevents and comeback from injury. Despite these difficulties, eachathlete has boldly taken on the challenge of competition andcontinued with unrelenting efforts on a daily basis towards theirgoal of competing at the 2020 Tokyo Paralympics. Together withthe power of photography, Tamron will continue to support eachathlete delivering hopes and excitement to the world throughtheir sporting endeavors.

The three Tamron plants in Aomori Prefecture run bottle top
and pull-tab collection activities with the aim of donating theproceeds. Each plant also sponsors various local festivals (Hirosaki
Cherry Blossom Festival paper lanterns, Hirosaki Neputa Festival
paper fans, Namioka Kitabatake Festival). In addition, each planttakes part in monthly neighborhood clean-up activities, with the
exception of the winter months from December to March. Goingforward, the three plants will continue to contribute to their local
communities.

WEB

http://www.tamron.co.jp/en/special/athlete/

Mr. Kota Hokinoue

Sponsorship and support of the Cookie Project
Cookie Project is a specified non-profit organization (NPO)that believes that a society is made interesting whenvarious people, from those with and without disabilities
to company workers, students and part-timers, adults
and children alike become part of a“mazekoze”(meltingpot), and is committed to the furtherance of this concept.
Cookie Bazaar 2018, which is organized by the Cookie
Project and is now in its tenth year, is an activity thatinvolves selling welfare workshop products in Saitama
Prefecture. Tamron supports the activity as an advertisingsponsor.

Ms. Wakako Tsuchida

Support for the Loco Solare women’s curling teamIn August 2018, Tamron entered into a sponsorship agreementwith Loco Solare, a women’s curling team based in Tokoro,
Kitami City, Hokkaido. Loco Solare is a curling team established inAugust 2010. After winning its first Japan Curling Championshipin February 2016, the team established the top record in Japanand represented Japan at the 2018 Pyeongchang Olympics,
where they won Japan’s first ever bronze medal in curling. The
team’
s name, which means“local sun,”incorporates the concept
of“children of Tokoro’s sun”forming a team that will shine likethe sun of their native town of Tokoro and compete with thespirit of“from Tokoro to the World.”Tamron identifies with thisteam sentiment and will continue to support Loco Solare as it
strives to reach greater heights while conveying the appeal andpotential of the sport through the power of photography.

The members of Loco Solare

21

Tamron CSR Report 2019

Cookie bazaar 2018

Supporting Nature Restoration
Tamron’s Omiya head office continues to support the nature
restoration project carried out by the Ecosystem Conservation
Society-Saitama together with local citizen groups at the
Shibakawa Daiichi Flood Control Reservoir and surrounding
areas. Many years ago the Minuma Tambo area of the reservoir
area was an abundant wetland with white herons. Today thereservoir continues to see a number of wildfowl such as swans
and even short-toed eagles visit the area to feed. In 2018, awooden fence for a path around the Minumadai Irrigation Canal
Promenade previously supported by Tamron was completed.

Shibakawa Daiichi Flood Control Reservoir

ISO26000 - 7.5 Communication on Social Responsibility

Independent Third-Party Opinion[Current Title]

Associate Professor, Faculty of Economics and Business,
Saitama Gakuen University(current position since 2018)
Part-time Lecturer, Yokohama City University / Kawaguchi
Junior College［Career History］

MBA / Small and Medium Enterprise Management Consultant(both acquired in 2008)
Doctor of Economics (2014, Completed the Doctor's Programof the Graduate School of Economic Science, majoring
Economic Science, Saitama University)

Mr. Kimio Shibata

After working as an editor for a publishing firm, from 2008
to 2015 Shibata was responsible for CSR support as amanagement advisor (handling Yokohama’s program tocertify companies contributing to the local region) at IDEC
Yokohama (Yokohama City Small and Medium Enterprise
Support Center) .

［Areas of Specialization］

Research into regional CSR and CSV, strategic marketing, andinternal marketing (to penetrate management philosophies)［External Activities］

Judge in the OICHI Business Awards run by the NPO OICHI(Cooperative Labor Association) since 2012

［Works Authored］

Japan Management Society Yamashiro Award (Main award) (2018)
Penetration of Management Philosophy in Practice (Soseisha, 2017)
CSR evaluation system by local governments：About the subjectof regionality evaluation and operation in the authorization
system of Yokohama type area contribution company (Journal of
the Japan Association of Regional Development and Vitalization,
Vol. 4, Pages 237-246, 2013)
69th Zen-Noh-Ren Conference Outstanding Research Paper(FY2017)‒ A Study on Efforts of Managements to Promote
Management Philosophy：the Case of Enterprises Engaged in
Regional CSR as Examples

The key to resolving social issues lies in facing the company’s own business activities with honesty
From last year to this year, Tamron’s CSR management hascontinued its transformation into management reflecting agreater awareness of the Sustainable Development Goals (SDGs).
The SDGs listed in“Transforming our world: the 2030 agenda
for sustainable development,”which was adopted at the United
Nations headquarters in September 2015, is a roadmap that laysout a path towards a vision for 2030 for nations, companies andall of humanity to each consider the planet’s future as their own
based on the concept of“no one left behind.”
By 2018, many companies were touting business activities
aimed at achieving“sustainable society,”but among them arecompanies that treat all of their business activities as SDGs. Thishas given rise to concern over whether such companies areengaged in SDG-washing (the outward appearance of addressing
the SDGs) as a means of lending affirmation to their businessactivities. This is because the more an organization seriously
considers the SDGs, the more it realizes that it is necessary to not
only recognize and put into practice the 17 goals and 169 targets
but also the 232 SDG indicators, and this requires action rather
than the outward appearance addressing the SDGs. It is also
important to clearly establish the SDGs as part of a company’sbusiness goals for the year 2030.
This is not about a possible future ten years from now; it isabout setting goals for how the future has to be. Amid a climate
where companies are prone to pursue short-term profits due totheir relationship with stakeholders, this is also a“declaration”acompany makes to secure short-term profits while creating future
value in order to realize a sustainable society.
When looking at Tamron’s business activities in light of thesepoints, I would describe its SDGs as at a midpoint. Tamron isaware of its own sustainable growth and has carefully linked eachof its key CSR issues with corporate value as it shifts from a focus
on short-term business performance to resolving long-term social
issues, while plainly and honestly stating its goals and results infulfilling these issues. Tamron deserves recognition for revisiting
the question of how it engages in the necessary communication
with stakeholders to this end. In addition, to achieve sustainablegrowth a company also needs to be aware of its evaluation by
the stock market and maintain a good relationship with local
communities as stakeholders. Major corporations tend to forget
about the local communities at their doorstep due to theirsize. Tamron, however, has actively endeavored to cultivate
future generations in regions throughout the world to develop
photographic and video culture in connection with its core lensbusiness. These activities also deserve recognition as being linked
to the SDGs. Unfortunately, however, Tamron’s goals for 2030
have not yet been clearly stated. In FY2020 as Tamron celebrates
its 70th anniversary, I look forward to Tamron presenting clear
goals and working vigorously towards them.

Editorial Team’s Postscript
This report contains non-financial information on Tamron’sannual activities as a way to facilitate engagement with our many
stakeholders. Pages 3-4 of the FY2019 edition of the report
describe the value creation process for a sustainable society andTamron’s sustainable growth. We also used a universal design font
so that as many people as possible can read the report. We hopethat this further deepens the understanding of Tamron on the partof stakeholders.
We will accept the views expressed in the independent third-party
opinion in all seriousness and undertake various considerations toensure that Tamron becomes a company that creates economic
and social value over a longer term. We encourage readers toshare their frank comments and requests.

<Reference>
The actions we took in response to the opinions expressed byProfessor Shibata in the CSR Report 2018 issued in 2018 are givenin the following table.
Main Opinion

Tamron’s Response

Enhancing CSR education(including at overseas sites)
to deepen recognition of therelationship between thecorporate philosophy and SDGs

Conducted CSR training on human rights
issues related to Tamron’s business,such as conflict minerals, and training on
the SDGs (1,450 employees underwent
training, including employees from overseas
sites and members of top management)

Tamron CSR Report 201922

Tamron Co., Ltd. Corporate Business Planning & Administration Board
1385 Hasunuma, Minuma-ku, Saitama-city, Saitama 337-8556 Japan
Tel. +81-48-684-9114 Fax. +81-48-683-8282
E-mail：e-report@tamron.co.jp Website：http://www.tamron.com/
Published June 2019