New eyes for industry

CSR Report 20092

Message from the President

Message from the President
Contributing to Society through Our Primary Business
For Tamron, 2008 was the year we started full-fledged corporate social
responsibility (CSR) management. We started working on establishing full-fledged
risk management and environmental protection systems as well as activities
for contributing to society, progressing in our work. Considering contributing
to society, we launched two important events linked to our primary business.
One is the Railroad Scenery Photo Contest that we launched in collaboration
with Saitama City and The Chamber of Commerce and Industry of Saitama
Prefecture. We received a multitude of photographic work from photographers
all over the nation, freshly reminding us that many people are deeply interested
in the world of photography. We also contributed to our community with The
Railroad Scenery Photographic Contest in Omiya known as a city having strong
ties with railroad transportation and where our head office is located.

Morio Ono
President & CEO
Tamron Co., Ltd.

As another important event, we launched a program called “Educational Course
Delivery Services” to elementary schools in Saitama City, using soap bubbles.
We often hear that interest in natural science has been waning among children.
Fortunately, we have our own analysis room capable of measuring materials at
the substance level to prevent harmful substances from entering our products.
On one day, contemplating how to teach the wonder of science and chemistryby linking the image of lens elements, the idea of using soap bubbles large
enough to enwrap a child sparkled in my mind. Based on this idea, we started
our Educational Course Delivery Services, designed to provide opportunities tochildren at local elementary schools to learn chemistry and science. The facesof children being greatly affected when they were wrapped by soap bubbles are
imprinted in my mind.
For us, 2008 was the year marking the beginning of our substantial efforts tocontribute to the economy, environment and society by creating new eyes forindustry, as our corporate slogan advocates. At Tamron, we are committed tocontinuing this kind of work to further contribute to our local community.

Promoting Consolidated Management
In 2008, as part of our work to increase our CSR management efficiency, we
consolidated quality (ISO9001) and environment (ISO14001) management at ourhead office. We are confident that we will be able to pursue environmentallyfriendly designs more efficiently if we focus more on quality and environment
protection in conducting our primary business operations. As the next step,
we plan to consolidate management at all domestic factories in 2009, and allgroup factories including Tamron Optical (Foshan) in China by 2010. We will
be able to discuss CO2 and waste emission reductions, which are global action
assignments, as our own action assignment when our management is globally
integrated in that way.
As part of our efforts to pursue risk management, we also established ourcompany-wide Business Continuation Plan (BCP) in 2008. We aim at establishinga credible structure capable of restoring normal business operations, even in
emergency circumstances such as earthquakes, in order to continue to supply
our customers with high-quality and environmentally-friendly products.

For Ideal CSR Management in Pursuing PrimaryBusiness Operations
Our company started as a manufacturer of interchangeable lenses for single
lens reflex (SLR) cameras, but we are now making a wide variety of opticaldevices including surveillance camera lenses and vehicle built-in lenses. These
products contribute to realizing a safe society where people live with a sense of
security. We believe that, by supplying our customers with high quality productsthat respond to these needs at affordable prices, we will be able to pursue CSR
management through our primary business operations. We wish to continue toworking on the further growth of our company and sustainable developmentof society by pursuing CSR management while striking a balance between theeconomy, social needs and environmental protection.
In compiling this CSR Report, we focused on communicating with our
stakeholders. We would greatly appreciate your comments and suggestions for
how we can further improve our CSR management.

1 CSR Report 2009

Tamron's CSR Management

Tamron's CSR Management
Tamron's CSR Management
Tamron's CSR management is conducted under our basic
corporate philosophy of contributing to the economy,society and environment by supplying customers with quality
products that serve as eyes for industry. Our basic corporate
philosophy advocates performing all operations of ourprimary business based on The Action Declaration, defining
the stance the company should take toward stakeholders
divided into five categories, and The Action Codes, showing
how all Tamron employees should act while dialoguing with
our stakeholders. In addition, we are committed to pursuingenvironmentally-friendly business operations since Earthis an important stakeholder. (For additional information on
Tamron's CSR management, please refer to pages 2 and 5of our CSR Report 2008.)

From the customer
perspective

employeeperspective

From thesociety perspective

From the business
partner perspective

shareholder/investor
perspective

For reviewing our CSR Report, please visit our website at HYPERLINK
http://www.tamron.co.jp/envi/top/index.html

Response to Themes from Stakeholder Dialogue in 2007
Tamron held the first meeting to dialogue with stakeholders
in 2007, learning from stakeholders concerning our workfor reducing environmental loads and enhancing social
contribution. In 2008, we reviewed our activities basedon what we learned from stakeholders, working for
improvement. As a result, for reducing the environmentalload, we started estimating and calculating the quantity of
waste generated at Tamron Optical (Foshan) where productoutput capacity was sharply increasing, based on the same

categorization as used in Japan.
However, the progress of our projects to accurately quantify
all the raw materials used and reduce CO2 emissions at our
three domestic factories in Aomori was behind schedule in2008. We will continue to work on the projects in 2009. As
for contributing to society, we established our Regulationsfor Social Contribution Activities as planned for 2008,
commencing work based on the regulations. For additional
information, please refer to the report below:

Stakeholder Thoughts and Responses■ Theme1. Tasks to Reduce Environmental Loads①Collect data on environmentalloads (both at home and in
China on the same level)■ Status Quo at Tamronand Understanding① Insufficient so far. Generally

speaking, attention to situationsin China is high. Further work isnecessary.

■ Planned for 2008

①Further efforts to estimate andcalculate waste emissions at
Tamron Optical (Foshan) in 2008

② Further work to promoteresource saving (through
Design for Environment)

to be introduced for materials
and projects to strengthen
logistics energy monitoring③Reduce the absolute amount③Managed at the Omiya③ Further work to estimate andof CO2④ Explain performance in the

CSR report in further detail(since performance evaluationdiffers depending upon
factories)⑤ Strengthen management

structure for chemical
substances (for compliance)

Head Office only in 2007

④ Explanation in CSR report

was insufficient(Environment/Social Reportin 2007)⑤ In progress, in compliancewith laws and regulations

Responses to Theme○② Material flow cost accounting②Reduce consumption of raw

materials and energy■ Achievement Level in 2008 andcalculate CO2 emissions of thegroup, and energy monitoringat Namioka Factory△

P20② Promoted work to enhance resource

P8
P16

saving designs to reduce raw materials
usage, but insufficient to attain goals

system to include Tamron Optical (Foshan) in
China in addition to the head office in Omiya
and three Aomori factories. Energy monitoring
done only at the head office in Omiya

P19④Prepared a page for three Aomori factories○⑤Work to estimate and calculate

the total volume of PRTR
substances, and launching a
project to meet the REACH
Initiative of the EU

calculate waste volume at TOF in 2008
and successfully used the same categorizationas used in Japan③ Expanded the CO 2 emissions management△④Easier to understand statements from

our CSR Report 2008. Since available
space is limited, disclosing further
information at Tamron s website is tobe simultaneously studied.

①Commenced work to estimate andto describe differences in environmental
load. Prioritized collecting data on
environmental loads and postponed
information disclosure over the Internet.

⑤ Established a framework to manage substances○

subject to the PRTR at the head office in Omiya andthree Aomori factories. Also, started to prepare aframework to manage additional substances in order
to meet the demands of the REACH Initiative

P19〜21

P10、
P17〜18

2. Projects to Further Contribute to Society (directions of work to further promote CSR management)①Contribution to Saitama City s

project to preserve scenerywith water and greenery① Expected contribution tosociety② Conservation of nature (in②Expected response to③Photographic classroom③④Social contribution

order to preserve naturalscenery for photography)

activities (e.g., to housewives
for photographing their children
using simple point-and-shootdigital cameras)① Improving internal regulations

for social contribution to
include specific activities①Adopted Tamron s Regulations on Social○

Contributions in February and implemented
the Railroad Scenery Photo Contest

P5〜6
P13

requirements of society fornature conservation
through primary business③④ Educational course catering

services to assist chemistry
and natural science lessons at
local elementary schools③④Provided educational catering services

to local elementary schools○

P6

CSR Report 20092

Table of Contents

Table of Contents
Message from the President …………………………………………… 1
Tamron's CSR Management …………………………………………… 2
Table of Contents, Editorial Policy ……………………………………… 3
Company Outline ………………………………………………………… 4
Feature 1: Railroad Scenery Photo Contest ………………………… 5
Feature 2: Educational Course Delivery Services ………………… 6
Relationships with Customers ……………………………………… 7-8
Relationships with Employees ………………………………………… 9
For Establishing Good Relationships with Business Partners … 10
Relationships with Shareholders and Investors ……………… 11-12
Relationships with Society ……………………………………………… 13
Activities in China ………………………………………………………… 14
For Protecting Our Environment
Environment Management Structure ……………………………………… 15
Environmental Loads ……………………………………………………… 16
State of Achievement of 3rd Environmental Objectives and Targets … 17-18
Saving Energy and Water to Prevent Global Warming ……………………… 19
Reducing Waste, Promoting Recycling…………………………………… 20

Efforts at Three Aomori Factories …………………………………… 21
Independent Third Party Assurance Report / Editor's Postscript …… 22

Editorial Policy

1. This report is issued for informing our customers, employees, shareholders, investors,
business partners, communities and other bodies (local communities, public bodies,
NGOs and NPOs being our stakeholders) about Tamron s work and progress onenvironmental conservation and social responsibility.
2. This report covers Tamron Co., Ltd and Tamron Optical (Foshan) Co., Ltd.
3. The guidelines referred to are Environmental Report Guidelines (2007 Version),
Greenhouse Effect Gas Assessment & Reporting Manual (Ver. 2.3 2008) and
Environmental Accounting Guidelines (2005), issued by the Ministry for the Environment.
4. The needs for disclosing information to stakeholders were determined in accordancewith GRI Sustainability Reporting Guidelines.
5. We strive to disclose information from the perspective of stakeholders by referring to thewarranty processes in AA1000 Warranty Standards.
About the front cover design
In compiling the CSR Report for 2009, we tried tofocus on relationships with our stakeholders, by using
a illustration of lens elements used in our products, as
symbols of New Eyes for Industry that contribute tosociety.

3 CSR Report 2009

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

Company Outline

Company Outline
Trade Name

Tamron Co., Ltd.

Head Office1385 Hasunuma, Minuma-ku, Saitama City, Saitama Prefecture
337-8556 Japan

Head OfficeTel.

+81-48-694-9111

FoundedNovember 1, 1950

Established

October 27, 1952

Capital Amount6.923 billion yen

Representative Director

Morio Ono

Employees

Consolidated: 6,143 (including 572 temporary employees)

Total Sales

Consolidated: 62,537 billion yen (2008)

Non-consolidated: 1,569 (including 568 temporary employees)
Non-consolidated: 58,414 billion yen (2008)
Stock Exchange

1st Section, Tokyo Stock Exchange

Domestic Factories

Hirosaki, Namioka, Owani

Affiliated Companies

The United States, Germany, France, Hong Kong, China (Shanghai,
Foshan)Summary of BusinessPhotographic lenses
46.3%

Industrial-use
optics 13.7%

Surveillance camera
lensesInterchangeable lenses
for SLR cameras

By-Category Sales
Composition(2007–consolidated)

Optical components
40.0%
Europe (Germany/France)
North America(United States)

Asia (Hong Kong, China)

3.9%
11.8%

Lens units for digital cameras

7.7%

Net Sales
By-area Sales
Composition

700 Consolidated
600

Domestic
76.6%

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

592

633

Numbers of Employees
Non-consolidated
596
546

636
574

682
584

6,000

500

5,000

400

4,000

300

3,000

200

2,000

100

1,000

0

2004.12 2005.12 2006.12

Consolidated (temporary employees)
Non-consolidated (temporary employees)

625

624

5,542 (518)
4,266
(594)

3,842
(610)

1,396
(605)

6,143(572)

5,534 (470)

1,446
(590)

1,386
(511)

1,381
(466)

1,569
(568)

0
2007.12 2008.12

2004.12 2005.12 2006.12 2007.12 2008.12

CSR Report 20094

Feature 1: Railroad Scenery Photo Contest

Feature 1:

Railroad Scenery Photo Contest
We ran the Tamron Railroad Scenery Photo Contest in 2008. Our head office is located in Saitama City where a large museum on railroad
equipment opened in 2008. We held the photo contest to acquaint many more people with the joy of photography through railroad
photography, contribute to photographic culture through railroad photography, and contribute to the area of Omiya known as The Railroad
Town. We received a multitude of applications far beyond our expectations, including many interesting works depicting the lives of people
connected with stations, equipment and other railroad facilities. The photo contest was held in collaboration with Saitama City, The Chamberof Commerce and Industry of Saitama City, and Takashimaya Department Store. We received 3,741 works altogether.
As a result of impartial evaluation by a judging committee, Grand Prizes were bestowed on two photographic works: one for photographersin general and one for primary and secondary school students. The two works were introduced at an exhibition held at Takashimaya
Department Store, together with other prizewinning works. A number of people visited the exhibition. We were delighted to provide
an opportunity to introduce photographic works to many photo enthusiasts. In planning the photo contest, we decided to open it topeople using all lenses and in all age brackets to increase participation. We will continue to hold similar contests so that we may provide
opportunities to let many more photographers and visitors feel the joy of photography. The excellent images received from many photoenthusiasts will become heartening works for our employees. We hope that similar events will help our engineers to develop many morequality products that measure up to the expectations of photographers.

Grand Prize Winning Work (For adults: Saitama City Mayor Prize)
Goers and Comers by Masao Ito

Grand Prize Winning Work (For primary and secondary school
students: Chamber of Commerce and Industry Chairman Award)
See You Again Next Summer by Haruna Miyamoto

Interview with Grand Prize Winners

Grand Prize Winner Work (For primaryand secondary school students:
Chamber of Commerce and Industry
Chairman Award)
Haruna Miyamoto (High school
junior in Chiba)

Grand Prize Winner (General
Segment: Saitama City Mayor Prize)
Masao Ito (Kyoto)

Photography has been my hobby for decades. Since I often takerailroad scenery pictures, I wanted to enter the contest, attracted
by the contest theme. I took the picture as I was impressed by thetwilight images when I was making a connection to another train at
Kyoto Station. I was surprised, unable to believe it, when I heard thenews of the prize. I am delighted to be awarded this prize.

I started photography two months ago. I took many pictures atonce in a photo session held by our Photo Club, using a digital
camera. I took the picture along Isumi Railway s track, paying
attention to the background, the car and the boy. I wish to learn
more about photography, taking many more pictures.

Brief Summary
Entry period: From March 19 through August 15, 2008
Winners announced: September 29, 2008
Photo Exhibition: From October 15 through 21, 2008 at
Takashimaya Department Store in Omiya
Total number of visitors: About 2,500

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

5 CSR Report 2009

Total number of entries: 3,741
Sponsored by: Saitama City,
Chamber of Commerce andIndustry of Saitama City

The exhibition

Feature 2: Educational Course Delivery Services

Feature 2:

Educational Course Delivery Services
Accepting suggestions from the stakeholder dialogue held in 2007 as part of our CSR management and given
the recent problem of waning interest in science among school children, we started work to provide educationalcourse catering services to local elementary schools. In 2008, our engineers engaged in analyzing chemical
substances began by delivering chemistry courses. They studied the flow of coursework, focusing on themes
based on chemistry and science. As a result of our proposal to elementary schools within our area, which is
Minuma ward where our head office is located, two schools asked us to teach. We also received requests laterfrom another elementary school and a nursery school in Saitama City. In total, over 400 children participated in
the four educational courses we gave four times. Since the content differed from normal coursework, children,
teachers and parents were interested. Employees in charge of the services were also delighted, saying that they
were motivated due to finding job satisfaction when they saw many children were delighted. We will continue towork on our courses, and we wish to offer similar services on a broader range of themes befitting Tamron as alens manufacturer.

Air Popper Coursework＜ Coursework Content ＞
Educational courses designed to allow children experience thewonder of science and chemistry were delivered.
・Huge soap bubbles, bubbles that don't pop
Coursework to have children experience how the nature of soap
bubbles changes depending upon differences in chemical
substances and that bubbles can be made large and strong.
・ Air popper
An air bullet dashes out each time when a cardboard box
with a hole is hit by both hands. Coursework is designed
to help children understand the strength of air bullets differing
depending upon the box dimensions.
・ Vitamin C checker
Coursework to have children examine if cookies and juice contain
Vitamin-C with test fluid made by attenuating commerciallyavailable mouth wash with water. The program enables children
to graphically see the effect of the chemical reaction observed
when iodine reacts to Vitamin-C, changing color.

＜ Impressions of children ＞
More than 90% of children participated found the courses interesting.
① Comments
・ It was fun to be wrapped up in a bubble.
・ Next time, I want to be wrapped up in a larger bubble together
with my friend.
・ I want to try it again at home.
・ It was interesting to do various experiments.
② Question – What kind of experiment do you want to do next time?
・ Experiment to make colored soap bubbles
・ Experiment to ride on a soap bubble
・ Boomerang!
・ Musical performance using familiar devices at hand

Soap Bubbles Coursework

Interview with an employee engaged in the educational course delivery services
prepared, in ways beyond our imagination. Teachers gave us
helpful techniques for teaching children, while children foundways to enjoy our programs on their own terms. I could feel asense of togetherness. Many children said they enjoyed ourprograms very much, so we accomplished our aims.
Mari Arai, CSR Promotion Ofﬁce

From preparation to actual implementation, I tried toemphasize enjoyable lessons. In the classrooms, the vivid
facial expressions of children were impressive. Also, eachtime, I was surprised to see children get new ideas from ourpresentation. They found new methods to play with what we

Since I started to work delivering educational services, myattitude toward my regular work has changed because I am
more aware of the people in our local community. I will behappy if many more people in our community feel kinshiptoward our company from these kinds of activities.

CSR Report 20096

Relationships with Customers
Tamron works promptly on problem solving when problems are found anywhere from development
to manufacturing. We work hard to supply our customers with safe high-quality products that willplease them.

Continuous Improvement through Effective
Use of Customers Feedback

Relationships with Customers

Tamron's company-wide quality management develops
quality products pleasing customers, always working tocontinuously improve. Tamron asks users of photographic
interchangeable lenses for feedback through questionnaires
included in display boxes as well as listening to customers
at events such as photo sessions. For OEM products,
questionnaires entitled Questionnaire for Surveying Degreeof Customer Satisfaction are sent twice a year to all OEM
customers to ask them for feedback on the eight aspects
of delivery, price, communications, development, technicalcapability, quality, response to complaints and handling
repairs.
Unfortunately, the overall evaluation results for 2008 dropped
0.3 percentage points while evaluation results for sevenaspects except for delivery dropped slightly. Evaluation
results for communications and response to complaints
showed the largest decline in points because of delays
in informing customers of findings and responding tocomplaints. For instance, the head office in Omiya handled
product complaints as well as factories on a case-by-casebasis. Investigation was prompt, but there were delays inreporting findings to customers because systems integrating
information on investigation progress and reporting were notsufficient. We therefore reviewed those systems, and decided
to integrate the systems pertaining to investigation, reporting
and logistics. Now, all related information is understood at
the head office and direct communications conducted withcustomers on a timely basis.
As for products received for repair from private users, weaimed at improving our repair services, working to complete
repairs within three days after receipt at our customer
service points. This was an improvement of one day fromour previous policy. We met our target by 100% in and after
October 2008. We wish to maintain and further improve ourcustomer service structure in and after 2009, as we continue
to work to increase customer satisfaction.
Results of Customer Satisfaction Survey(annual average points in three years from 2006 through 2008)
5.0
4.0

Overall

Delivery

Results of Customer Satisfaction Survey

Price

3.0
2.0
1.0

Handling
Repairs

Annual average in 2006
Annual average in 2007
Annual average in 2008

Free Maintenance Services at PIE

For Developing Original High-quality Products
As a pioneer in high-performance interchangeable
photographic lenses, Tamron consistently works on
developing new products based on our advanced technology
in order to satisfy our customers. For example, in September
2008, Tamron launched the AF18-270mm F/3.5-6.3 Di-II VC
LD Aspherical (IF) MACRO (Model B003), an interchangeablelens with built-in vibration compensation (VC)(1) mechanism
based on Tamron's proprietary technology. The zoom lensrealizes 15X zoom power for the first time in the world asa high-performance interchangeable lens for single lensreflex (SLR) cameras, covering an equivalent focal length
range from 28mm wide-angle to 419mm telephoto whenconverted to the 35mm format. The lead time we needed forthe one-does-it all zoom lens was six months from design
to mass-production.(2) We will continue to work on the
speedy development of new products that meet customer
satisfaction.
(1) Vibration Compensation. A mechanism compensating for camera-movement to(2) Normally, it takes almost eleven months from design to prototype (twice or threetimes) including prototype evaluation periods.

Response toComplaints
Quality

Development
Technical Capability

Response to Handling
Delivery Price Communications Development Technical
Capability Quality Complaints Repairs Overall

Annual average in 2006

3.3

3.8

3.8

4.0

4.1

3.8

4.1

3.9

3.8

Annual average in 2007

3.6

3.4

4.5

3.9

4.3

3.9

4.2

3.8

3.9

Annual average in 2008

3.6

3.2

3.5

3.8

3.8

3.6

3.6

3.5

3.6

7 CSR Report 2009

Tamron provides free maintenance services for Tamron
lenses at PIE (Photo Imaging Expo) held annually at Tokyo
Big Site, one opportunity for interacting with our customers.
Our free maintenance services are highly regarded, andthe number of customers bringing Tamron lenses to ourworkshop increases every year. The total number of lenses
brought to our booth during the four-day period was 144
in 2005, but the number increased to 381 in 2008. We arepleased that the number of customers who regularly use our
products is increasing. We would like to take advantage ofthese services as an opportunity to listen to feedback fromour customers.

prevent blurring.

Communications

0.0

Opportunities for Interacting with Customers

B003

Tamron's DfE (Designs for Environment)

Product Development Paying Attention to
Resource Saving
Investments in new metal molds can be saved if existing
molds are commonly used, which also contributes toresource saving and CO 2 reduction. In designing the
M12VG412 Vari-Focal Lens(1) for surveillance cameras, ourdesigners dared to use the same designs for its lens barrels(2)as in its predecessor (12VG412SIR) while pursuing highperformance characteristics and precision. As a result, we
could use eight existing models, contributing to resourcesaving and CO2 reduction.

Relationships with Customers

In order to continue to develop products with designs friendly
to our environment, Tamron enacted Product Assessment
Regulations, working on DfE (Designs for Environment)
approaches. The regulations require each new product beevaluated for parameters such as product life from design
to disposal, resource saving, energy saving, recycling andchemical substance management. Products satisfying
standards set for the respective evaluation parameters will
carry Tamron Eco Labels. In 2008, we reviewed evaluationsof all existing products.

(1) Lenses with variable focal lengths allowing adjustments of angles of view after
installation. Vari-focal lenses combine the compactness of prime (fixed focal
length) lenses with the advantages of zoom lenses, which allow adjusting focal
lengths steplessly.
(2) Cylindrical part of a lensTamron Eco Label※ Tamron Eco Labels
The label symbolizes an eye gently looking at our economy, society and environment.
The eyebrow symbolizes a flowing stream of wind, air and water, the pupil the green
earth, and the tree our three Rs of reduce, reuse and recycle.

Example of Accomplishments with DfE

67DN

A001N

● Example of Accomplishments with DfE

In the Model A001N 70-200mm tele-zoom lens, we reduced
the number of parts by 31% while saving weight by changing
materials from metal to plastic. This was achieved mainly by
reducing the number of stainless steel balls used as bearings
for smoothly rotating lens barrels in focusing and zooming.
The design change also contributed to improving operability.

Comparison Table
67DN

A001N

Vs 67DN

Focal length70-210mm

70-200mm̶Aperture

F/2.8 LD

F/2.8 Di̶

Weight1,273g1,140gDown 10.4%

Number of parts 453

313

Down 31%

Cubage996.0cm3

Up 2.7%969.7cm3

M12VG412

Efforts at Points of Production for Enhancing
Quality
One quality problem common to optical devices is dust
and dirt. Required levels differ depending upon productcategories. For camera phone lenses, for example, evendust invisible to human eyes impinges on the performance.
To meet standards on dust and dirt on optical devices forcamera phones and to solve the problem common to all
optical devices, Tamron completed the 3rd stage factory
construction plan in November 2007, building a new factorywith a clean room with a floor space of 2,583 square meters(equivalent to six tennis courts) at Tamron Optical (Foshan)(TOF). Assembling lines for existing products were moved
to TOF in the autumn of 2008, and assembling lines for new
products have been built one after another since then. As
a result of these measures, the total number of defective
products due to dust and dirt is on the decline.
In addition, manufacturing engineering divisions of threedomestic factories have worked on reducing defects due todust and dirt, introducing utilities they originally developed.
As a result, enhancing cleanliness is now regarded as one of
the most important key phrases at our production points. In
addition, Tamron regularly holds Regular Meetings for Quality
Assurance (RMQA) monthly at TOF, a joint meeting of thethree Aomori factories once a month, and In-process Quality
Audits3 every two months, working to share information oncommon problems and find solutions by all related divisions.
Each factory continues to work on quality improvement,
based on corrective actions adopted as results of RMQAs
and findings resulting from In-process Quality Audits.
(3) Audit to objectively check if products are assembled in accordance with stipulated
processes, and if the working environment is adequate to maintain product quality, inorder to instruct further study or propose improvements as necessary.

CSR Report 20098

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

Relationships with Employees

Employee Satisfaction Survey

For Nurturing Human Resources

As we can deliver high quality products that meet customer
satisfaction if every employee feels a sense of fulfillment inworking at Tamron, we implemented the first round of Employee
Satisfaction Survey in 2008 by sending questionnaires to ouremployees. Questionnaires, each containing a total of 100
questions on the following ten themes, were sent to all employees
working at the Omiya Head Office and three Aomori factories,
except for directors, executive officers and new recruits. We foundthat about 70% of employees are satisfied overall. Analyzing thesurvey results sorted by categories of managerial level employees,
factory, and gender has clarified some problems we need to solve
for further improvement. We plan to implement the same survey in2010, and wish to address the problems, based on the results ofthe survey, maintaining communications with employees throughhuman resource departments.

Technical Specialist Nurturing System for Upgrading
Technical Capabilities

Ten Themes:

1．Overall satisfaction
2．Management policy
3．Corporate climate, atmosphere
4．Human relations
5．Sense of satisfaction in job
responsibility

6．System of personnel management system
7．Human resource development
8．Wage system
9．Welfare program
10．Personnel evaluation system

Mental Health Diagnoses
The necessity of helping people with mental health problems has
been recognized more than ever as the number of people injured
by stress and suffering from emotional disorders increases. We
worked on strengthening our mental health care, providing mental
health maintenance seminars for managerial employees by inviting
outside experts. Unfortunately, the number of employees whoneed long-term therapy has been rising in recent years. Therefore,
we introduced a mental health diagnosis program on a trial basis
at the head office in Omiya, in an effort to ensure early recovery
through early detection. (The ratio of employees who underwent
diagnosis reached 95%.) Diagnosis results and other related
information are directly sent to employees and private information
is not disclosed to the company. Employees can have their mental
health diagnosed without worrying about private information
disclosure. In addition, they can receive support from specialized
counselors or doctors after diagnosis. The mental health careprogram is also supported by a contact office to directly confer
with personnel department members. We will continue to workon preventing mental health problems, refining our pre-clinicaldiagnosis and follow-up care programs.

For Creating Safe and Comfortable Work Environment
Tamron works hard to ensure security, maintain and enhance themental and physical health of employees, and create a comfortableenvironment to work in. Unfortunately, however, eight occupational
accidents and six commute accidents arose in 2008. The major
causes of the occupational accidents were falling due to snow androad surfaces freezing on the premises of the three Aomori factories
as well as bodily injury while using machines. We analyzed causes andtook countermeasures to avoid reoccurrence. As for accidents duringcommuting, the ratio of accidents while commuting by bicycle washigh. A lecture class was held at the head office in Omiya in October
to help employees to ride their bicycles more safely. In addition, inorder to be prepared for the worse-case scenario, an emergency
treatment seminar on cardio-pulmonary resuscitation and treatment ofburns and external injuries was held in order to minimize risks.

9 CSR Report 2009

Human resources support the technical capabilities of ourcompany. Nurturing engineers is extremely important, dictating thefuture of any company. We work hard on nurturing our engineers
by creating a work environment where young engineers are able
to learn the essence of manufacturing and express their views
freely while working under a personnel evaluation system, one
designed to fairly evaluate the abilities and accomplishments ofeach engineer. As part of our engineer-nurturing program, we havea technical specialist system, which awards appropriate internal
positions to those engineers with technical capabilities. We award
four job titles of engineer, senior staff engineer, chief engineer
and executive advisory engineer. Engineers are given their titles
as positions corresponding to assistant section manager, section
manager and department manager on administrative or clerical
office staffs, through strictly fair screenings. In addition, theirtechnical capabilities are periodically checked in order to enhancetheir levels. Approximately 20 engineers now have titles as technicalspecialists. The system functions well, supporting engineers whowant to enhance and master technical skills. Those who are given
the titles are technical specialists whom other engineers rely on.
They are the future role models for young engineers.

Training Program for Overseas Trainees
With the aim to nurture personnel with international
sensibility, Tamron frames a program called the Overseas
Trainee System, designed to give on-the-job training atoverseas affiliated companies.

Interview with Employee Who Participated in theOverseas Trainee System

Taishi Saito, Repair Section,
Mfg Division, Hirosaki Factory

When I worked at repair jobs day after day at Hirosaki Factory,
I wanted to become an engineer capable of giving technicaltraining courses to repairmen overseas like my current directsupervisor. I therefore applied for a position as an overseas
trainee. I also wanted to experience abroad. When I heardthat I had obtained a position, I felt incredible. Fortunately, mysuperior and colleagues readily understood my desire.
Basically, English was one of the languages spoken at Tamron
Germany. Since my English was poor, I worked on learning
spoken English, even on my days off at the beginning. Since
my job responsibilities were basically almost the same as
my job at Hirosaki Factory, I was confident except for the
language barrier. I wish to be an engineer capable of working
at Tamron in Germany and around the world by masteringskills that hold true overseas. I am working to be like thesupervisor, the model I wanted to follow.

For Establishing Good Relationships with Business Partners
Tamron started to work on CSR procurement in line with our CSR management philosophy. We willcontinue to work on supplying our customers with high-quality products while paying attention tohuman rights, labor, safety and sanitation together with our business partners.

Tamron Procedures to Select Suppliers

Chemical Management Structure

Working to strengthen our administrative structure on
environment-related substances used in our products,
Tamron introduced the Eco Partner Accreditation System
into our supply chain several years ago. All production
facilities of business partners who manufacture products,
components and parts for us must be screened under theauthentication system. We certify those business partners
who implement evaluations and audits as prescribed, haveestablished environmental quality management systems, andare willing to collaborate with us in environmental researchand submission of required data. They are our Eco Partners.
We exempt our Eco Partners from the obligation to submit
environment-related data(1) subject to certain conditions andconsider partnerships when deciding on purchasing.

In July 2006, the EU enforced the RoHS Directive restricting
the use of specific hazardous substances in electrical andelectronic products. In China, the Governance Law for Preventing
Electronic Information Devices from Contamination was enacted
in March 2007, covering electronic information devices and the
manufacturing facilities and metal molds for making the devices.

Recommendation Qualified
as Candidate

QualifiedQualified

Environmental
Conservation
Structure Evaluation Sheet
Environmental
Quality Audit

Deliberation by the leaders of the CSR Procurement Committee andEnvironmental Issue Specialists Committee

Overall Evaluation(2)CSR Committee Approval
Signing Agreement on Eco Partner Accreditation System
Accreditation Certificate Issuance
Eco Partner Accreditation Procedures(1) analyses of containing substances(ICP analyses and ingredients, and so on)(2) We evaluate suppliers by activities on environmental issues, management system,
harmful substances reduction and so on.

For Establishing Good Relationships with Business Partners

Process Audit,
Product Audit

Qualified

Environment

Quality

Evaluation Sheet I, II

We introduced and maintain the Eco Partner Accreditation System
together with our business partners to meet the stricter regulations
on chemical substances. We distribute our Environment-related
Substance Management Regulations prohibiting the use of harmful
chemical substances and Environmental Quality Management
Procedures as well as Guidance for Environmental Quality Assurance
Structure. The three publications serve as procedure manuals for all
our business partners for preventing harmful chemical substancesfrom being mixed in our products, asking them to audit andcooperate. In addition, working to guarantee that our products are freeof harmful chemical substances, we introduced advanced equipmentusing technologies such as XRF (X-ray fluorescent analysis apparatus),
ICP-AES (Inductively-Coupled Plasma Atomic Emission Spectrometry)
and GC-MS (Gas Chromatography) Mass Spectrometry for checking
lead, mercury, cadmium, sexavalent chrome, PBB and PBDE(1) inparts, materials and products. In addition, in 2009 and beyond, we will
work to manufacture safe products in line with the REACH Initiative(2)that will be enforced in the EU in 2009.
(1) PBB (polybrominated biphenyl) and PBDE (polybrominated diphenyl ether) areused mainly as fire retardants in plastic, rubber and tape. They are registeredas endocrine disrupting substances (environment endocrine disrupters),
suspected to cause memory failure, central nerve system disorders such as
depression, and arteriosus, liver problems, and hypertrophied thyroid gland.
(2) EU s new directive aimed at protecting human health and environment throughpreliminary registering and evaluating certain chemical substances in products
entering the EU.

Interview with a Supplier

CSR Procurement
Tamron joined the Global Compact of the United Nations* toaddress global environmental and social issues. Considering
the five important parameters of labor, safety and sanitation,
environment conservation, management frameworks
and ethical management, we instituted Tamron SupplierCodes of Conduct that all suppliers are to uphold. As CSR
management is essential for business, we incorporated thecodes of conduct into our Basic Agreement with Business
Partners to jointly establish supply relations for a new era
with our business partners. In 2009, we plan to further review
our internal frameworks and educate procurement personnel
to increase and enhance our CSR procurement.
*International initiative to support 10 principles related to human rights, labor,
environment conservation, and preventing moral corruption. Tamron decided to support
the initiative in August 2007. For further detail on the Global Compact, please visit theUnited Nations website.

http://www.unic.or.jp/globalcomp/index.htm

Keiji Miyamoto
Manager, Quality Assurance
Division, Nidec Sankyo

Our company assists Tamron with green procurement, primarily
through supplying stepping motors. Since the major manufacturing
operations of our company are overseas, strictly controlling
manufacturing operations at our overseas factories is extremely
important for meeting Tamron requirements. All the businesspremises of our company acquired ISO certifications and establishedframeworks to manage quality, protect the environment and prevent
harmful substances from entering our products. We are ensuring
structures sufficient to prevent mixing harmful substances from design
to delivery. We introduced XRF analysis apparatuses at all businesspremises to verify that our products are free of harmful substances
while promoting accreditation of IEC QC08000(3) at factories in China.
We will continue to work hard on improving our assurance levels
further. In the EU, a new REACH directive is expected to be enforced
this year. We are committed to meeting new stricter regulations andcontinuing to supply our customers with safe products.
(3) Requirements under a process management system for controlling harmful
substances specified by the International Electrotechnical Commission (IEC).

CSR Report 200910

Relationships with Shareholders and Investors
We are striving to establish a highly transparent organizational structure by constantly reviewing ourorganizational climate, working to realize our corporate philosophy by fulﬁlling our responsibilities
to all stakeholders of our company.

Corporate Governance Framework

For Thoroughgoing Compliance

General Meeting of Shareholders
Election/dismissal

Election/dismissal

Board of Auditors
Audit

Coordination

Election/dismissal

Accontng Auditor
Audit

Coordination

Coordination

Board of Directors

Relationships with Shareholders and Investors

CSR Implementation &Administration Board

President

CSR Committee

Management Meeting（MAC）

Compliance Committee

Executive Oﬃcers

Internal Audit Oﬃce

The Compliance Committee at Tamron meets monthly,
chaired by a director in charge of compliance, to review
problems related to laws and regulations. The committee
also reviews educational programs for all employees andexamines issues to be addressed in refining our crosssection compliance structure.
1. Workshop on Insider Transactions
In 2008, inviting a lecturer from the Tokyo Stock
Exchange, we held a workshop on insider transactions
to better understand the regulations, learning more abouttransactions running afoul of the regulations and how
to prevent insider transactions. We wish to hold similarworkshops again to prevent employees from violating
insider transaction regulations.
2. Workshop on Subcontracting Transactions

Respective Department

Corporate Governance Framework

In 2008, we also conducted a workshop to help employees
working at departments related to subcontracting tolearn more about the Subcontracting Law and relatedtransactions.

(1) Separation of Management and Executives
Tamron introduced an executive officer system in January
2005.
Under the new system, we expect to focus on management
decisions, working over strategies on a mid/long-term basis
as well as ideas for evolving new business, while executive
officers flexibly and promptly superintend and carry out ourdaily business operations.
(2) Organizational Structure for Internal Control
Tamron organized an Internal Audit Board in January 2004 as
an organization under direct supervision by our representative
director. The board audits our business operations based on
our internal audit regulations, independently reporting
the state of compliance with internal regulations to ourrepresentative director. The board also implements followup audits some time after the initial audit to ascertain that
improvements have been made and ensure compliance withinternal regulations. Tamron also set up a CSR management
office in January 2007 to put CSR management into
practice. The CSR management office is promoting work inline with our Twelve CSR Themes to put CSR management
into practice, in addition to refining quality and environment
management systems.
3) Internal Control through Committee Meetings
We regularly report business tasks such as budget changes
and countermeasures in monthly business performance
discussion meetings (MAC meetings) attended by all
directors, full-time corporate auditors and executive officers.
External auditors and a representative of our Internal Audit
Board also attend each meeting to observe. At each meetingof our CSR Committee, which was organized in 2007,
aspects related to CSR management are discussed withan eye to all divisions concerned, pursuing unified business
operations, and resolutions adopted are brought up for
discussion at MAC meetings.

11 CSR Report 2009

Efforts for Stricter Internal Control
In line with the Corporate Law enforced in May 2005, we
resolved basic policies for strengthening our internal control
systems at a meeting of the board of directors held inthe same month. Since then, we instituted our Corporate
Philosophy, Action Declaration and Codes of Conduct as
prerequisites for all business operations at Tamron, requiring
compliance and continuing to refine our structure.
Based on the Financial Instruments Transaction Law, aninternal control reporting system (1) was enacted in April
2008. Since our company works on a fiscal year ending
December 31, we started to put the system into practicefrom January 2009. In 2008, we promoted work operations
to put related documents in writing while defining risk control
steps in processes to secure stakeholders confidence in our
financial statements. We will continue to work on reviewing
our internal control systems in order to refine our systems tomeet our social responsibility for reliable financial statements.
(1) The Financial Instruments Transaction Law requires refining corporate frameworks tosecure accuracy in financial statements and information disclosed as well as creating
and submitting internal control reports evaluating the effectiveness of the frameworks.

State of Progress of Internal Control Projects
2007

2008

2009

Inaugurated Internal
Control ProjectTeam(with 23 members)

Defined risk control
measures↓Put workflow in writing(reviewed workflow)↓
Evaluated our company-wide
internal control system↓
Refined and evaluatedthe state of operations

Full-fledged
introduction(Refinement andimprovement of theinternal control system)

Communications with Shareholders and Investors(1) IR (Investor Relations) means providing shareholders and investors with informationsuch as financial standings that is necessary for them to make investing decisions.

IR Event

Kono vice-president

Soil Contamination Management
Our voluntary investigation in 2003 on groundwater andsoil on the premises of the Omiya head office revealed
soil contamination by volatile organic compounds such astrichloroethylene and tetrachroloethylene and heavy metal suchas lead and boron, exceeding permissible standard values. We
formulated countermeasures against increased groundwaterand soil contamination, commenced engineering work to install
PRB facilities of walls and tanks using neutralizing iron powder,and completed the engineering work in 2005. (For additional
information on countermeasures taken up to 2007, please referto page 21 of our CSR Report for 2007.) Since then, we havecontinued to periodically monitor groundwater to ascertain theeffectiveness of the engineering work. The concentration ofcontaminants in groundwater sampled from monitoring wells
near the boundary between neighboring areas is below thespecified level.

In January 2008, we commenced risks assessment
across the board in accordance with our risk management
policies. We are now managing important risks involved inour business operations in order to maintain continuity ofour business. In 2008, we formulated our BCP (BusinessContinuity Plan) for ensuring smooth recovery of business
operations from natural disasters such as large-scale
earthquakes or other accidents. The plan defines procedures
we should follow on a routine basis and countermeasures
to take in emergency situations in order to recover ourcore business operations and maintain continuity, even in
emergencies, by minimizing damage to our assets. Based on
the plan, we will organize an organizational control committee
chaired by our representative director to promptly respondto problems if an emergency arises. We also implement ourrisk management system on a company-wide basis, andwork on enhancing its effectiveness through auditing theimplementation and periodically reviewing the system itself.
Emergency such as
an earthquake
Operation Degree (Normal capacity to supply products)

For further details, please visit our website at
http://www.tamron.co.jp/investors/top/index.html

Business Continuity Plan as Part of Risk
Management

Shutdown

100％

Relationships with Shareholders and Investors

The importance of information disclosure (IR)(1) for securing
the soundness of management and transparency has been
growing every year. Tamron implements adequate information
disclosure on a timely basis, while paying attention to fairness,in compliance with related laws and regulations, participating
in seminars the Tokyo Stock Exchange holds from time totime. For instance, Tamron holds briefing sessions twice ayear (intermediate stage and term end) for explaining accountsettlement results to institutional investors and security
analysts, in addition to individual IR meetings. To eliminate
discrepancies between our stakeholders, we also regularly
insert explanatory materials on account settlement and press
releases in English too. We participate in IR events to explain
our business and management philosophy to as many
individual investors as possible. We will continue to work onenriching our IR activities.

Complete Recovery

Recovery activities

State of recovery
with BCP

Establishing recovery
programs adaptable
promptly

Maintenance of theminimum necessary
operations

State of recovery
without BCP

Minimum operation
degreeElapsed time

BCP Diagram

Training for Emergency Situations
Since our head office is located in a residential area, ensuringsmooth evacuation and preventing fire hazards are essential aspart of our risk management program for earthquakes and fires.
We hold fire drills annually with all employees participating andfire department assistance. In November 2008, our employees
learned about initial stage fire fighting and methods to use fire
extinguishers and water-gun hoses, including actual practice.
We also held an initial stage drill against an earthquake, using
the preliminary earthquake flash announcement program of thegovernment.

http://www.tamron.co.jp/envi/top/index.html

CSR Report 200912

Relationships with Society
Tamron employees recognize the signiﬁcance of being part of their local community and working at
Tamron. To grow together with society and continue to be supported by society, Tamron works tosupport social events and cultural activities, hoping that photography and imaging culture develop
and evolve further.
For Contributing to Developing Photography
and Imaging Culture

Growing Together with Local Communities
Relationships with NGOs and NPOs
In 2008, we were fortunate to be able to work with NPO
Hand-on Saitama operating in Saitama City. Discussing thechallenges Saitama City needs to address is informative forour work to contribute to society.

Interview with a NPO
Relationships with Society

NPO Hands-on Saitama
Akiko Wakao, Secretariat

Grand Prix of the2007 Macro Lens
Photo Contest
Shozo Tanaka,Firefly

Tamron works to contribute to developing photography andimaging culture through using our experience as a camera
lens manufacturer. Tamron hosts events such as photo
contests and seminars as part of our mission to share thejoy of photography with participants and viewers of pictures
taken with Tamron lenses.
Macro Lens Photo Contest
Tamron hosts the national Macro Lens Photo Contest
annually. Open to all photographers, the photos must be
macro pictures. In 2008, photographers submitted 2,752
macro pictures. Professional photographer Shin Yoshino,
who was on the panel of judges, commented that, among
the many usual insect and flower pictures, photographers
also expressed their photographic creativity by selecting
subjects such as water droplets, crystals and even portraits.
We will continue to hold the photo contest in order to sharethe joy of viewing the small worlds of macro photography
captured with lenses, with as many people as possible.
http://www.tamron.co.jp/index_p.html
Tamron Bronica Club
Tamron supports the Tamron Bronica Club by providing aplace for serious amateur photographers who use Tamron
lenses or Bronica products to share the joy of photography.
In 2008, in addition to introducing photographic techniquesthrough a club magazine, Tamron hosted events including
workshops for indoor portraits and photographic seminars
at Kyoto Prefectural Botanical Garden and Shinjuku Gyoen
National Garden.
http://www.tamron.co.jp/tb_club/top/index.html

13 CSR Report 2009

Hands-on is a non-profit organization working to improve
Saitama City together with citizens, striving to encourage
people to invest themselves in making Saitama City a better
place for everyone. In 2007, in collaboration with Saitama
City, we worked on the Mikan Project, a research project.
In Japanese, the project name represents thinking aboutcompanies in the future. As part of the project, we visited
Tamron to obtain information. Since then, we have worked
together through events such as CSR workshops. We
learned that Tamron is working to establish CSR management
through the voluntary CSR work of employees, annually
publishing a CSR report that employees write and compile.
Hearing that Employees are attached to CSR reports they
write, we thought that the same thing holds true since wework on creating communities participated in by citizens. The
ratio of nuclear households in Saitama Prefecture is 64.4%,
which is the second highest in Japan. Relationships amongpeople are diminishing. Families are becoming isolated morethan ever, presenting problems for nursing aged people orsmall babies. However, we will be able to create a better
society if businesses and NPOs work together. Let scontinue to work together.

Activities for Local Community Security
Crimes including breaking in to homes and cars occur in
Saitama City. Therefore, our Omiya head office establishedclose communications networks with Omiya East Police Station
and businesses in our neighboring area. We also concluded
a local community safety assurance agreement with our local
community to prevent crime, attempting to create a local
community where people can live with ease of mind. As a result,in December 2008, the Omiya East Police Station and Saitama
City commended our company for our work to prevent crime.
Participation in Car-free-day Program and No My-car Days
Our Omiya head office supports the Saitama Eco Car-fair & Carfree-day Program to establish traffic systems avoiding overly
relying on cars and to review our lives from the perspectiveof Earth. In September last year, we suggested all employees
voluntarily refrain from using cars and motorcycles and instead use
public transportation, which was a good opportunity for them tothink about global warming and commuting by car. In addition, in
October 2008, we stipulated the 3rd Friday of every month as a
No My-car Day to suggest our employees refrain from commuting by car.

Activities in China
Tamron Optical (Foshan) is also striving to address the twelve themes under Tamron's CSR
management philosophy, emphasizing social contributions matching the needs of the local
community and education to enhance employee motivation.

Efforts to Develop Human Resources at TOF

On May 12, 2008, a major earthquake of 8.0 magnitude
hit Szechuan, causing great damage. Fortunately, allemployees were safe since the stricken area was far from
where TOF is located, and there was no actual damage
to TOF s facilities. Employee families suffered no fatalities
or total losses of houses. However, TOF decided to allow
employees from Szechuan to return home temporarily, if
and when they wished to return home to support or carefor their families, based on the company regulations, after
public transportation was available. TV news was full of
tension-packed scenes ofrescue teams saving lives
in smashed buildings.
Given the high degreeo f s u f f e r i n g , Ta m r o ndonated 5 million yen
through the Foshan Red
Cross to help the prompt
recovery of the afflicted area. In addition, TOF and Tamron
Optical (Shanghai) collected contributions from employees
and donated 1.5 million yen. The donated money wasused for supporting victims. Since Tamron's action was theearliest in Szechuan and the total amount of donations waslarge, the Government of Foshan City commended Tamron.
Tamron will continue to work on social contribution throughwork matching the needs of local communities.

In the past, TOF concentrated on building production capacity. On
the occasion of the 10th anniversary in 2007, TOF implemented
internal seminars for refining systems from the perspective ofhuman resources, in addition to efforts to improve systems fromthe perspective of the physical facilities. Lessons were prepared,reflecting employee requests, and the audience totaled 4,500.
Since a unit accreditation system is introduced in the seminarprogram, participation in the seminars constitutes an assessment
item for pay raises and promotions. TOF plans to refine theeducational program further as a long-term educational program
necessary for the future of TOF.

Activities in China

Support for Victims of Major Earthquake in Szechuan

Main Contents
Category
External
education

Subject

Objective

Seminar at Zhongshan Japanese conversation
University (1 year)
Seminars in Japan(6 months)

Internal
education

Contents

Japanese language andbusiness studies in Japan

Nurturing engineers and key
persons necessary for thegrowth of TOF

Skill learning program Management methods
for middle echelon

Skill learning

Japanese language

Basic Japanese language

Improving skill to communicate
with Japanese employees

Quality management

Basic knowledge on quality
management and methods

Enhancing quality consciousness
and quality management skill

Interview with an Employee Who Participated in the Program(Damage to Employees and Their Family Members)(In May 2008)
Total number of employees at TOF: 4,900 (567 from Szechuan)
Damage to houses: 79 employees
Family injuries: 3 (light injuries)

Response to Emergency Circumstances
Witnessing the devastation after the terrible earthquake, allemployees at TOF recognized the importance of preparing
for emergencies. In 2008, TOF also implemented risk
assessment for the surrounding environment, in accordancewith the risk classification table stipulated by Tamron'sinternal regulations, clarifying tasks and countermeasures
to reduce future risks. Since the necessity to focus clearlyon countermeasures against new types of influenza washighlighted as a result of the risk assessment, TOF plotted
out a business continuity plan assuming a new influenza
outbreak.

Deputy Section Manager,
Receiving Inspection Section,
Quality Assurance
陳暁分 CHEN XIAO FEN

After studying Japanese at Zhongshan University, I continued
to study Japanese at Tamron Japan. I could greatly enhance
my Japanese proficiency through working in Japan. After
return to China, communications with Japanese employees at
TOF became much easier, and I could work more efficiently.
In Japan, I could learn more about the Japanese language
and the minds and values of Japanese. For instance,
knowledge of Japanese courtesy and culture, consciousnessof the 5S and posture toward persistent improvement were ofgreat help for me to do my quality assurance work.
My thinking and methods for doing my job changed. I begun
to pay more attention to the five disciplines, and my quality
consciousness rose. I could learn more about quality
management techniques. I wish to continue to work on
improving the quality of our products including introducing
new management methods to our business practices.

CSR Report 200914

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

Environment Management Structure

Environment Management Structure

Environmental Accounting

Tamron decided to integrate our management systems
into one system with a 3-year plan from 2008. In 2008, an
integrated system for quality and environment management
was established and implemented. The main objectives
were simplifying our management and reducing total hours
for maintenance and operation. We achieved the objectives
by connecting quality with environmental objectives, thus
concentrating our limited management resources on workcommon to both the environment and quality. (For additional
information on environmental objectives and achievements,
please refer to pages 17 and 18.)

The total investment for environmental protection in 2008
was 6.22 million yen while the total environmental expenses
reached 283.63 million yen and the total economic effects
stood at 0.66 million yen. The investment amount decreasedby 45.23 million yen compared to the 2007 investment
amount and the total economic effects also fell by3.74 million
yen year on year.

In January 2009, we expanded the scope of the integrated
system for environment and quality management to thethree Aomori factories. We are confident that through thisexpansion our manufacturing operations will be controlled
in a consistent system, which will lead to enhancing ourworkflow and product quality. In 2010, we plan to integrate
environment management systems (EMSs) and quality
management systems (QMSs) at Tamron Optical (Foshan)(TOF) into one system to enhance environment management
operations of the entire group, including TOF where thescope of operations has been expanding.

Timeline for System Integration
2008
Integration of QSM and EMS
at the Omiya head office

2009

2010

Integration of QSMs and EMSs
at the three Aomori factories
with the head office system

Integration of TOF
systems with the head
office system

Resource recycling costs such as those for disposing or
recycling waste and upstream and downstream costs, which
are costs for environment management after procurement
and sales, were on the decrease since new activities were
not required on top of established management systems.
Earth environment conservation costs decreased by 45.22
million yen compared to 2007 in terms of investment and5.33 million yen in terms of expenses. As a new investment,
we procured microwave sample dissolution systems thatare required at pre-processing steps for measuring chemical
substances in electronic parts, working to enhance ourstructure for managing chemical substances.
In addition, costs for energy saving monitoring apparatuses
introduced in 2007 to realize real-time monitoring as wellas timers for simultaneously controlling air-conditioning are
included in the investment. We reduced electricity usage at
the Omiya head office, but the reduction was not reflected in
the economic effects due to an increase in power rates. We
will continue to review our systems so that we may increase
our environment conservation and economic effects inproportion to investments and expenses.
Category

Pollution
prevention
costCompleted

In operation

System coordination in
China as was done in Japan

Earth
Cost
environment
with inconservation
business costarea
Resource
cycling
cost

Education of Environment/Quality Management
Following the introduction of the integrated management
system, an e-learning course was provided for all employees
working at the Tamron head office to run through the basics
of establishing numerical objectives as much as possible,
aiming at achieving the objectives to enhance product quality.
In addition, as part of CSR education, CSR Procurement
Lesson Courses were provided to all managerial level
employees to learn about social problems in the world
including environmental problems and child labor and theirrelationships with our business operations.
As for environment management education, we provided
educational courses to employees working at related
departments, to teach methods to reduce waste and CO 2
to address problems carried forward from 2007. We willcontinue to provide similar opportunities to our employees,with an eye toward developing human resources capable ofcreating and implementing solutions for problems concerning
their jobs.

15 CSR Report 2009

Sub-total
Upstream anddownstream costs

Environmental cost
Environmental
Invested Expense conservation effect0

Zero environment
12,875 contamination
accident

Kept products free
6,220 36,535 of harmful chemical
substances
Enhanced recycling
ratios of general
25,528 waste frombusiness as well as
industrial waste
6,220 74,938
Implemented environmental
27,783 quality assessment at customers
0business premises
0

Economic
effectMain work

Page−

Sewage systems coupling
work (Omiya head office),
repair work for boiler/
cooling tower piping
arrangements(three Aomori factories)−−

Simultaneous controllingof air-conditioners withtimers, chemical
substance analysis

P10
P19

666

Waste reduction
and recycling

P20−

Green procurement,
recycling containers andpackaging materials

P10

−

−

Management
activity cost

045,036

Achieved
environment
objectives andtargets−

Maintenance ofenvironment
management systems, P15
environment education,
expansion of green zones

R&D cost0

Enhanced performance
135,256 through DfE approaches−

Additional activities
to promote DfE

P8Social activity cost

0623 Reduced waste−

Clean-up of neighboring areas

−

−

−

P12

Cost to prevent
Environmental damage
Total

0

0 −

6,220 283,636

666*Scope of Environmental Accounting
Period: From January 1 through December 31, 2008
Premises covered: Omiya headquarters, branch offices in Tokyo and Osaka, three
Aomori factories*Labor costs are calculated based on the average wage.
*The economic effect from the resource recycling cost is the amount of profit fromselling metal waste as valuable resources.
*Depreciation allowance is not calculated as an expense.

Environmental Loads
Energy consumption rose 25% in 2008, which was mainly
because power consumption at Tamron Optical (Foshan)
increased by about 11 million kWh while natural gas
consumption at the company cafeteria increased by about
110,000 cubic meters due to the increase in workers. (Foradditional information on power consumption, please refer topage 19.) At TOF, kerosene oil consumption decreased while
diesel oil consumption increased because of the water heatingchange from kerosene oil to diesel oil. Other changes from 2007

include energy consumption for logistics. Gasoline consumption
increased due to the increase in the volume of delivery to OEM
customers. Also, diesel oil consumption at the three Aomori
factories increased because diesel oil consumption was
included in the calculation following the completion of a system
to estimate and calculate oil consumption used by trucks
exclusively run for transportation of parts among the threefactories. Our tasks from now on include enhancing logistics
efficiency.
Environmental Loads

INPUT
EnergyWater

Electric power 57,906,788kWh
194kℓ
Crude oil10.3kℓKerosene oil
57.7kℓDiesel oil
4,000 ㎥
LPG
92,000 ㎥
Natural gas
537,000GJ
Total

Clean water
49.8 万㎥
Sewage water 13.0 万㎥
62.8 万㎥
Total

Paper
Copy paper

20.5t

Manufacturing
raw materials/
parts at suppliers

Transportation energy*1
Diesel oil
Gasoline
Total

276.4kℓ
104.9kℓ381.3kℓ

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

Development, design
and production
at Tamron

Reference Guideline:
Greenhouse Effect Gas Calculation/
Reporting Manual (Ver.2-3) issued by The
Ministry of Environment

Transportation between factories
and delivery to stores(logistics/business vehicles)

OUTPUT
CO2 Emissions during Transportation*1

CO2 Emissions

Recycled

Electric power 29,077t-CO2
Crude oil
525t-CO2
Kerosene oil
26t-CO2
Diesel oil
151t-CO2
LPG
25t-CO2Natural gas
192t-CO2
Total
29,996t-CO2

36.5t
Paper
Cardboard
69.2t
Metal
71.4t
Glass
123.8t
Plastic
155.1tGrinding sludge
22.8t
Waste fluid
175.0tOthers7.0t
Total
660.8tWaste entrusted for intermediate treatment
Industrial waste 598.0t
165.3tGeneral waste
763.3tTotal（reference）TOF
Industrial waste 171.9t
General waste 789.6t

Products
Total*2

2,092.0t

Diesel oil
Gasoline
Total

725.4t-CO2
243.8t-CO2
969.2t-CO2

Customers

Scope of INPUT Items
Omiya head office (including Tokyo/Osaka
sales offices), three factories in Aomori,Tamron Optical (Foshan), China
Scope of OUTPUT Items
Omiya head office (including Tokyo/Osaka
sales offices), three factories in Aomori,Tamron Optical (Foshan), China (excluding
Tamron Optical (Foshan) as for waste
entrusted for intermediate treatment)*1 The volume of CO 2 emissions duringtransportation is the volume of emissions
from overland transportation of products
and parts between factories and businessvehicles used by business departments
including sales offices.
*2 The output amount for the product total
in our CSR report for 2007 was incorrectlystated as 23,075t. The correct amount was
2,533t.

CSR Report 200916

State of Achievement of 3rd Environmental Objectives and Targets
In 2008, Tamron worked on achieving the 3rd environmental objectives and targets. Objectives
and targets were mostly achieved. However, we were unable to achieve a few items related toenvironmental loads, and our challenges from now on were clariﬁed.
Degree of Achievement of Environmental
substances. Our tasks for the future include reducing industrial
Objectives and Targets for 2008
and general waste emissions as well as CO2, promoting recycling
Degree of Achievement of Environmental Objectives and Targets
for 2008 (Entire Group)
In 2008, our Omiya head office and three Aomori factories worked
on environment conservation, establishing uniform environmental
objects and targets. Tamron Optical (Foshan) (TOF) also worked
in the same direction by setting the same targets. However, only
targets for CO2 emissions reduction and preventing environment
contamination were incorporated in the objectives and targetsof the whole group, in view of differences in methods for
estimating and calculating waste volume and regulated chemical

and implementing LCS (Life Cycle Assessment). (For additional
information on waste emissions from our sites and the transitionof power consumption amounts which become CO2 emissions
factors, please refer to pages 19, 20 and 21.)
In order to refine our integrated management structure, we createdan integrated management manual for quality and environment
and improved related documents. In 2008, our company received
conformance accreditation from an ISO certification organizationfor our integrated quality/environment management system.

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

In 2008, we worked on calculating the achievements of environmental objectives and targets at the Omiya head office and three Aomori
factories. As for targets for reducing CO2 emissions and preventing environment contamination, Tamron Optical (Foshan) worked on thesame objective management under a uniform system.

(1) Structure to evaluate if instructions for sorting waste materials as well as setting air-conditioner temperatures within the prescribed range are being complied with (evaluation
through bimonthly investigation by departments representatives )(2) Based on the volume of waste from the Omiya head office, Tokyo office and three Aomori factories.
(3) Based on the volume of waste from the Omiya head office, Tokyo office, Osaka office, three Aomori factories and Tamron Optical (Foshan).

17 CSR Report 2009

Tasks for 2009
As tasks for 2009, we have changed the target for reducing
general waste emissions to 10% from 20% compared to2006 and CO2 emissions to 3% from 6% compared to 2007
to set targets matching the actual conditions. Promptly
devising further countermeasures in accordance with the
management system that integrated management systemsof the head office and three Aomori factories from January
2009 is necessary. Countermeasures for reducing CO 2
emissions are particularly important given that CO2 emissions
in 2008 increased by 37.5%. For this purpose, we organized
an energy saving promotion subcommittee comprised ofmainly persons in charge at our sites, to sort out a structure
capable of devising and carrying out countermeasures.
After the example of the Omiya head office, the three
Aomori factories and Tamron Optical (Foshan) similarlyorganized waste reduction subcommittees, energy-saving
designing/manufacturing subcommittees, CSR procurement
subcommittees and environmental impact assessment
subcommittees in order to deploy operations on a companywide basis. We see the need to work on the final details
since there are differences between Japan and China inmethods for managing waste and chemical substances due
to differences in regulations.
State of Achievement of 3rd Environmental Objectives and Targets

Self-rating: A = Satisfactory, B = Partly unsatisfactory(4) CO2 emissions amount: Energy usage amount (GJ) x discharge coefficient
Omiya headquarters and branch offices in Tokyo and Osaka: 0.000337
Three Aomori factories: 0.000441 TOF: 0.000555

CSR Report 200918

Saving Energy and Water to Prevent Global Warming
Tamron strives to reduce power and water consumption at factories based on our integrated
management system.

Reducing Power and Water Consumption
Electric Power
Consumption

Omiya

Hirosaki

Namioka

Owani

FoshanBasic Unit

(kWh)
70,000,000

Saving Energy and Water to Prevent Global Warming

The total group59,906,788
6.0
volume of electric 60,000,000
p o w e r c o n s u m e d 50,000,000 46,491,482 46,269,837
4.76
5.0
in 2008 rose 29%
3.68
26,168,700
40,000,000
4.0
year on year. Power38,416,200
3.03
3.0
c o n s u m p t i o n a t 30,000,000 26,133,300
Ta m r o n O p t i c a l 20,000,000 2,034,520 1,817,570 1,986,620
2.0(Foshan) (TOF)
10,889,280
12,011,690
10,973,660
10,000,000
1.0
1,332,462
1,255,302
1,500,590
increased by about
6,101,920
6,054,605
5,991,6880kWh/ 046% compared to
2006
2007
2008 work hours
2007 because thefactory equipped with integrated manufacturing systems
started to produce optical devices for new application fields,
including camera phone lenses and vehicle-built-in opticaldevices. Per-hour power consumption at TOF rose because
the total number of employees increased by about 400 in2008 and due to new machinery being introduced. Powerconsumption at the three Aomori factories also rose about
10% year on year, primarily because of new lens processing
machines installed at the Namioka factory, new mechanicalequipment introduced to the Owani factory, and increased
machining and assembling operations for new products atthe Hirosaki factory.
Power consumption at the Omiya head office declined byabout 2% with the new facilities to control air-conditioning
systems individually and energy-saving fluorescent lamps
introduced in 2007. We will continue to work on reducing
power and water consumption at our factories.
Reducing CO2 Emissions
Our CO 2 emissions are mostly from electric power
consumption.From the results of energy saving monitoring
conducted in 2007, we understand the importance ofenhancing productivity at manufacturing sites in Omiya andare working on measures to do so. We also need to savestand-by power consumption by changing the operationsof our metal mold fabrication facilities and clean room airconditioning systems at night and on weekends. We arereviewing facilities requiring operation 24 hours a day
and those without such need. From November 2008, to
begin with, we started to urge all employees to turn off airconditioners after regular work hours, and commenced
to dim all lights on No Overtime Working Days twice a
week, starting in January 2009. We will continue to work toprevent global warming by introducing relevant measures
one by one at our three Aomori factories and TOF in China
too, based on our integrated management system.

19 CSR Report 2009

Water Consumption

Omiya

Hirosaki

Namioka

Owani

FoshanBasic Unit(m )The total volume of 700,000
634,910
water consumed in
1,2002008 rose by about 600,000
527,778
525,338
1,015
20% year on year. Our 500,000
1,000
828
342,000
factories use water to456,000
770
800
clean glass materials 400,000
356,628
before processing.
600
300,000
Water consumption
400
at the Omiya head 200,000
581
966
560
office and three200
155,000
169,000
165,930
100,000
Aomori factories
6,100
5,880
7,600
7,969
7,272
6,540
declined in 2008, but
0
m/
sales
2006
2007
2008
consumption at TOF
rose by about 30%. Water consumption at TOF is relative to thenet working rate. Group water consumption in terms of specificproductivity, a unit to determine water consumption volume
per sales(1), was on the rise because many new products
developed were on the stage of marketing and did not directly
contribute to our sales in 2008. We will continue to work on
saving water consumption by reviewing our work and installinga new recycling-oriented cooling system at the Namioka factory.
33(1) From this report, we amended sales in the three-year period from 2006 to 2008
to consolidated sales and recalculated the specific productivity.

Interview with a Member of the Power Consumption
Reduction Team

Tatsuji Ogaki,
Deputy Section Manager,
General Affairs Division

Power consumption at the Omiya head office doubled
from 2005 due mainly to a new building. As a result of theconstruction of the new building accommodating a moldmaking factory, it became a second-class specified energy
management factory in 2007. Since our power consumption
at the Omiya head office relies almost 100% upon electricity
purchased, reducing power consumption automatically means
reducing CO2 emissions. Therefore, while trying to devise means
to visually show power consumption as much as possible, we
switched our air-conditioning and lighting systems to energysaving systems in the order of precedence. In addition, we
started an eco-patrol program to check if temperatures areadequately controlled, if power is used more than is necessary
for lighting and so on. From November 2008 we started to cut
air-conditioning systems off after regular work hours and fromJanuary 2009 we started to turn off lights on No Overtime
Work Days . Thanks to these efforts, we could reduce power
consumption at the Omiya head office every year since 2006.
Power consumption in 2008 declined 2% compared to 2006.
We started a power saving program integrated with our
Production Management & Administration Unit in January 2009.
So far, we have worked on reducing power consumption bycentering on office work departments, but from now on ourwork to reduce power consumption at production departments
holds the key in reducing CO2 emissions in the Tamron group.
Power consumption at production departments is proportionallythe highest. We also wish to study alternative power options,looking at natural energy such as sunlight.

Reducing Waste, Promoting Recycling
We are working on industrial waste reduction and resource recycling.

Reducing Waste
General Waste
from Business

Reducing and Recycling Waste at Omiya Head Office and TOF, China
Omiya

(kg)
200,000

Hirosaki

Namioka

Owani

Recycling ratio

100%

187,489

Industrial Waste

Omiya

(kg)
700,000

Hirosaki

Namioka

Owani

Recycling ratio
598,843

100%
Our group industrial
623,241
waste level during
98.8
96%557,132
2 0 0 8 r o s e 8 % 600,000
122,786
155,041
compared to 2006 500,000
92%
164,285
but declined by 2%
compared to 2007. 400,000
88%
Industrial waste
84%
85.9
85.6
318,213e s p e c i a l l y l a r g e i n 300,000
333,369
308,962
quantity was liquid 200,00080%solution from theN a m i o k a f a c t o r y, 100,000
76%
133,940
85,31360,961
plastic from the Owani
22,92433,14640,2760
factory, metal from the
（2）
2006
2007
2008
Omiya head office andoil from the Namioka factory, in order of volume. The Owani factory
generates a large amount of runner materials(1) as injection-molding
plastic materials comprise the major portion of the waste plastic.
We developed new technology to allow recycling plastic parts in
our products by mixing pelletized waste plastic into molding resin.
Prototypes have been found to be free of quality problems, but wemust confirm that the new technology presents no problems in
mass-production lines before starting to use it for mass-production.

We also wish to take additional measures to reduce waste liquid
solution and waste oil from the Namioka factory. (For further information
on measures against metal waste from the Omiya head office, pleaserefer to the interview section on the right of this page.) We improved ourgroup recycling ratio to 98.8% by introducing a new material recycling
method for waste glass that was unrecyclable in the past, working withan external business partner specializing in recycling.
(1) Materials used in portions equivalent to paths to route resin for making plastic components(2) Corrected the statement since the industrial waste volume in our CSR reports for2006 and 2007 did not contain metal waste that included valuable goods or wood waste.

Reducing Waste, Promoting Recycling

165,325T h e t o t a l v o l u m e 180,000
13,444
90%
158,6035,455
of general waste in 160,000
3,572
80%
82.7
2008 was reduced 140,000
77.4
70%
76.6
49,83372,877by 10% compared to120,000
60%
67,726
2006 but rose by 4%
100,000
50%
compared to 2007.
40%
Wa s t e e s p e c i a l l y 80,000
77,14465,06260,00030%
53,091large in quantity was
20%
combustible waste 40,000
10%from the Namioka 20,000
36,10634,21432,893factory (about 32
0%
0
2006
2007
2008
tons), paper fromthe Omiya head office (about 22 tons) and cardboard boxes
from the Hirosaki factory. At the Namioka factory, paper used
when polishing lens elements comprises the major portion of
combustible waste. At the Omiya head office, we reviewed job
routines at departments, promoted document digitalization andencouraged submitting and implementing proposals for further
improvement, but the necessity of reducing the absolute quantityof paper used, including documents for meetings, still remains. All
cardboard boxes from the Hirosaki factory were recycled, but the
total volume increased by about 59% since parts from suppliers
were delivered at first to the Hirosaki factory due to changes in theworkflow. We plan to switch to returnable boxes, depending uponparts. Our recycling ratio at the Hirosaki factory rose to 82.7%.

Our Omiya head office worked on estimating and calculating
the waste volume more precisely, working to reduce waste.
Total industrial waste generated from the Omiya head officerose by about 22% compared to 2007, primarily because of
the increased waste plastic materials, waste oil and waste
metal resulting from the increase in capacity utilization at our
3D Techno Center.(3) Metal mold shapes differ depending uponplastic components to be produced, requiring each moldbe designed to precisely match the component. Defining aprecise shape in one try is almost impossible, and processes
to finely adjust the mold and machine the mold to the precise
shape are essential. Waste plastic components are generated
from these processes. In 2009, however, we will work on
reducing waste plastic components by establishing a target
number of correction times required to derive accurate shapes.
Another factor for increased waste at the Omiya head office is theincrease of mold ascertained prototypes(4) and waste products,
which account for about 40% of industrial waste there. Therefore,
it is necessary to study the means to reduce the number ofdesign changes and improve methods for controlling the numberof prototypes and administering quantities to be mass-produced.
Tamron Optical (Foshan) (TOF) started to work on estimating
and calculating the volume of waste from 2008. Waste disposal
contractors had not precisely done so. Therefore, employees at
TOF started from attempts to estimate waste generation using
product unit information. TOF could roughly calculate the volume
of waste from its manufacturing operations, recognizing thenecessity of proper management. TOF plans to pursue tasks to
improve data accuracy, defining important waste to focus on.
(3) 3D Techno Center is a business unit established in 2005 for machining metal
molds for plastic components using 3D blast machining technology.
(4) The term mold-ascertained prototypes means pre-production samples that are
confirmed to meet the specifications and quality standards required by customers
among pre-production units.

Interview with a Waste Reduction Project Team Member

Kenji Shindo, Section Manager
2nd Manufacturing Department,
Manufacturing Division, 3D Techno
CenterOur 3D Techno Center inevitably generates waste oil, plastic
brocks as sample components made for testing metal molds,
and metal waste from the mold fabrication processes. In April
2008, we introduced machinery to remove oil spots frommolds, contributing to reducing waste oil since it enabled
recycling oil and lengthening duration of service. As a result,although the absolute amount of oil used increased by about
2.5% due to an increase in production volume, the specificproductivity obtained by dividing waste volume by the numberof hours worked was reduced by about 40%. We will continue
to work on reducing metal waste in 2009 by introducing a
new method to machine each mold more precisely in a form
matched to it, working from material procurement.

CSR Report 200920

Efforts at Three Aomori Factories
Our three Aomori factories manufacture high-performance products while paying attention to
reducing waste and other issues concerning environmental impact.

Activities at Three Aomori Factories

Green Zone Development

Our three Aomori factories that are part of the Production
Management & Administration Unit of our company are responsible
for manufacturing high-performance products for our OEM
customers. The Hirosaki factory is the mother factory, working on
maintaining and enhancing the quality assurance structure of ourgroup. The three factories acquired ISO140001 certifications in
2000, and have worked on environmental conservation since then,establishing objectives and targets every year. The work is led by
five environmental subcommittees: Energy Saving Subcommittee,
Zero Emission Factory Promotion Subcommittee, Environmental
Accounting Promotion Subcommittee, Green Zone Development
Subcommittee and Safe and Healthy Environment Promotion
Subcommittee. Environmental protection work at each factory is
performed under the leadership of the five subcommittees. For
instance, the Namioka factory switched from reclamation to recycling
in June 2008 for recycling glass waste by contracting with anindustrial waste disposal contractor in Aomori. As a result, the factory
could confine the simple landfill ratio of industrial waste to less than
4%. The Owani factory worked on commercializing recyclable runnermaterials in close cooperation with the resource saving design
promotion project team at the Omiya head office, and prototype
components are now being evaluated. As to saving energy, theNamioka factory changed its emergency exit sign lighting system toan energy-saving lighting system. The new system is expected tosave about 2,283Kwh electricity (equivalent to about 1tCo2) annually.

The Green Zone
Development
Subcommittee of thethree Aomori factories
planted flowers andfoliage as part of a
campaign to beautify
the premises of
the three factories.
Green zones are
not sufficient at
this stage, but wecreated some healing spaces.

For the three Aomori factories, 2008 was the year to take the first step toshare the same environmental objectives and targets with the Omiya head
office. In 2009, we plan to integrate the environmental subcommitteesof the three Aomori factories with the subcommittees of the Omiya head
office. We also wish to work together with Tamron Optical (Foshan).

Interview with Production Division Manager at
Owani Factory
Efforts at Three Aomori Factories

Masahiko Yoshihara
Manager, Production Division

As part of our environmental protection efforts at the Owani
Factory, we focus on reducing waste generated from operations to
injection-mold1 plastic components. In 2008, we confirmed thatrunner materials of injection-molded plastic components could
be recycled without causing any quality problem, by blending
recyclable materials into new materials by about 20%, as long as
they were components used inside finished products. What remains
to be pursued is to identify products and parts allowing the use ofrecyclable materials and working to develop runner-less injection
molding technology. We also wish to devise means to stabilize
product quality at an early stage of mass-production by ascertaining
injection conditions matching particular metal molds, hopefully at thestage of test-injection molding for new mold-ascertained prototype
products. (Refer to the note on page 20.).We hope this will also
eventually lead to reducing waste. In 2009, we wish to continue ourenvironmental work, based on the integrated management system,with an across-the-board perspective while recognizing our role asa manufacturing site.
(1) Injection-molding means a method to make plastic components by injecting
heated resin into a metal mold and pressing it.

21 CSR Report 2009

Green zone at the Namioka factory

Safety and Sanitation
The Safe and Healthy Environment Promotion
Subcommittees of the three Aomori factories regularly patrol
the working environment at the work sites to check thestate of security and compliance with environment-related
laws and regulations. The subcommittees jointly establish
an annual patrol plan at the beginning of the year, andsubcommittee members alternately inspect, pointing out
their findings at other factories for improvements. In 2008,
the subcommittees added items to check compliance withlaws and regulations related to adequate display of chemical
substances on their check sheets in order to make theirwork more effective.

Contributing toLocal Communities
Up to 2007, cleaning
focused on our own
premises. However,
we expanded
the scope toneighboring areas,cleaning during theeight-month period
from April throughN o v e m b e r. D u e
Local Cleaning
to heavy snow in
winter, we are unable to clean throughout the entire year, but
we wish to continue cleaning when we can. The Hirosaki
factory also sponsored the Hirosaki Castle Snow Lantern
Festival, the Hirosaki Maple Leaves & Chrysanthemum DollFestival and the Hirosaki Neputa Festival and offered the useof its premises as a baseball practice ground to the Hirosaki
Yankees, a local Little League baseball team.
The Namioka factory supported the Kitabatake Festival withsuch events as the feudal lord s procession and fireworks
display, while the Owani factory supported the Owani Hot
Spa Summer Festival. The three Aomori factories wish tocontribute to the local communities, always valuing theirrelationships.

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

Hideki Murai
Academic Background:
Completed the 2nd stage of the doctoral course of the School ofCommerce of the Graduate School of Nihon University, in March 1992.

Current Positions:
Professor of the College of Commerce, Nihon University; Visiting
Professor, University of Udge, Poland; Visiting Researcher,
University of Waterloo, Canada

Research Theme:
Management and accounting problems associated withgreenhouse effect gas emissions right trading. At present,a leading authority in the field of validating environmental
performance data as well as academic research of handlinggreenhouse effect gas emissions rights. Also, many CSR reports
concerning sustainable growth ratings used by the Sustainable
Management Forum of Japan are highly evaluated.

Offices of Committee Members Held Successively:
Chairman of the Environmental Accounting Study Committee,
Iwate Prefecture;Member of the Domestic Emissions Rights Trading Study
Committee, Ministry of Environment;
Member of the Committee on Accounting of Emissions
Reductions and Environmental Problem Study, Global Industry &Culture Research Institution (judicial foundation);
Adviser to Japan Carbon Offset Forum (J-COF) formed byOverseas Environmental Corporation Center (incorporated body)

Major Papers:

Belonging Academic Societies:
Japan Accounting Theory Research Association;
Accounting Theory Institution (member of the board);
Japan Corporate Social Accounting and Reporting Association(member of the board);
Japanese Association for Research in Disclosure (member of thestanding board); Member of Political Measure & Environmental
Economics Study Committee;
Member of American Accounting Association (AAA)

Editors Postscript

Editors at Omiya head office

To b e g i n w i t h , I w i s h t o b r i e f l ycomment on Tamron in the current
harsh economic times with the global
downturn and declining stock prices in
the Japanese market. Tamron's stock
price declined almost one-third of theprice in March last year. However, it
does not mean that the corporate
value of Tamron dropped by one-third.
A business entity should be valued bymore than stock price and businessperformance. It should be evaluatedfrom a comprehensive perspective
including its posture toward social
issues and environmental problems. In
fact, the decline of Tamron's businessperformance that started with the fulloperation of its factory in China whileworking to contribute to society as
stated in this report was confined within
the scope of 10% compared to 2007,
under the severe economic downturn.

II. For refining CSR management
further, with an eye to grass roots
From 2008, Tamron started to announce
the financial statement and annual CSR
report simultaneously on the day of thegeneral meeting of shareholders. Only
about 10% of all companies announce
the said two reports simultaneouslyon the day of the general meeting ofshareholders. Tamron also announced
a policy to integrate management
systems in order to promote CSR
management efficiency. The move is
to integrate ISO9001 and ISO14001
in order to manage quality and theenvironment at the same time. By
promoting work under the integrated
management system, cutting labor andmanagements costs becomes possible.
One theme that needs to be addressedis reducing the environmental impact at
Tamron Optical (Foshan). The factoryhas started to work on reducing waste,enhancing its recycling ratio, circulating
In compiling this document, we tried toreport our accomplishments, focusing
on communication with our stakeholders. We tried to make this report asmuch reader-friendly as possible, by
picking up topics such as our Railroad
Photo Contest and Educational Course
Delivery Services while preparing different chapters for respective stakeholders.
We also tried to include employee andbusiness partner feedback through ourinterview columns. Our important themefrom now on is environmental impact
management and reducing waste fromour factory in China as suggested in
the third party assurance report. We will

I reviewed Tamron's CSR Report for2009 based on the three primary
themes I proposed in my assurance
report last year. As one result, I saw
that the total CO 2 emissions from
Tamron Optical (Foshan) increased byabout 40% due to the introduction ofa clean room and additional machining
equipment. Seeing its actual shop-floor,
I thought that sites for manufacturing
products through conventional
technology-intensive methods anddigitized factory operations were
properly harmonized. Carrying on the
tradition of technology takes a longtime, but I am confident that Tamron s
attention to detail in making metal molds
supports the quality of Tamron products
and eventually Tamron as a business.
Tamron has not yet introduced a third
party assessment program in regard toCO2 emissions, but it will be essential
in the future when including information
related to CO 2 emissions in financial
statements becomes mandatory.
water and saving power consumption,
but a management program forreducing CO2 emissions has not yet
been introduced. As stated already, thetotal volume of CO2 emissions from thefactory in China increased for making
high quality products at low costs andin large quantities. Since environmental
performance data are already available
on a monthly basis, establishing a
CO 2 reduction management system
workable in China is an important task
to Tamron.
Tamron wishes to be a company
capable of supplying customers withhigh quality products at reasonable
prices while paying attention to ourenvironment and social contribution.
Tamron's goal is to be such a company
with an image that shows this tocustomers and stakeholders. I hope andtrust that Tamron will continue to focus
on this path, going forward undaunted,
with unswerving management.

Independent Third Party Assurance Report / Editor's Postscript

Current Status of Emissions Right Trading Systems in the EU(EUETS) and Directions for Accounting Standards , contributed to
December 2008 issue of Corporate Accounting, Chuokeizai-sha Inc.
Measures for Renewable Energy and Environmental Issues ,Accounting Research, Vol.21, Research Institute of Accounting,Nihon University, March 2007.
Emissions Rights and Accounting , Environmental Accounting:
Theory and Reality (2nd edition, in Chapter 12), jointly written andedited with Susumu Katsuyama, Chuo Keizaisha Publications, July 2006.
Legal and Accounting Problems of CO2 Emissions Rights andOverseas Forestation , Accounting Research, Vol.19, ResearchInstitute of Accounting, Nihon University, February 2005

I. Reviewing 2008 as the 1st
CSR yearcontinue to promote our CSR management as a whole group in this direction.
We hope Tamron will continue to be
a company contributing to society byreflecting the views of our stakeholders.
We would greatly appreciate hearing
your feedback and suggestions.

Editors at Aomori factories Editors at Tamron Optical (Foshan)

CSR Report 200922

TAMRON CO., LTD.
CSR Implementation & Administration Board
1385 Hasunuma, Minuma-ku, Saitama-city, Saitama 337-8556
TEL (048)-684-9190 FAX (048)-684-9472
E-mail:e-report@tamron.co.jp URL http://www.tamron.co.jp
Issued date: March 2009
Responsible publisher: General manager of CSR Implementation &Administration Board, Shinichi Yasuda
Responsible planner/editor:
Omiya head office: CSR Implementation & Administration Board,
Haruhisa Ikemura, Yoshie Usui
Factories in Aomori: Section Manager of ISO Compliance Administration,
Koyonori Imai
Tamron Oprical (Foshan): Section Manager of ISO Implemention ＆Administration Board, Zhang Kai
Issued unit: CSR Implementation & Administration Board

1 CSR Report 2009