CSR
Report2016
UD Trucks Corporation

CSR
Report2016

Contents
Message from the Top

02

About UD Trucks Corporation

03

CSR Management

05

Feature 1

07

Going the Extra Milefor Fuel Efficiency, Uptime,and Safety
UD Road Support Evolution

Feature 2

Editorial policy
UD Trucks publishes its CSR
reports for our stakeholders,
describing our approaches andpractices of the company's
corporate social responsibilities as
our contributions towards asustainable society. This 2016 issue
includes feature pages, casting alight on our road support service
and business developments in thegrowth markets. The articles in theReport section present various
activities arranged by the sevenprioritized themes at UD Trucks.

Scope of report content
This publication is prepared toreport on UD Trucks Corporation,
but it also encompasses certain
activities conducted by the Volvo
Group for UD Trucks as one of its
business areas.
Coverage period
Fiscal year (FY) 2015 (from January
1 to December 31 of 2015), and it
also partially contains contextual
information and data from previous
periods, as well as reports on some
activities conducted in FY 2016 andfuture action plans.
Published in May 2016

01

09

From Asia to Africa
Opening of a New Stage
to Unleash Quester's Potential

Highlights in 201510

CSR activity report 1: Aiming for Higher Quality

11

CSR activity report 2: Improving Customer Satisfaction

13

CSR activity report 3: Better Collaborative Relationships with Business Partners

14

CSR activity report 4: Aiming at a Higher Level of Safety

15

CSR activity report 5: Allowing Employees to Perform to Their Full Potential

17

CSR activity report 6: As a Member of Society

19

CSR activity report 7: Our Environmental Management
Environmental data21

Message from the Top

Celebrating its 80th anniversary,
UD Trucks continues its endeavor
in furthering transport solutions into the future
In 2015, UD Trucks celebrated the 80th anniversary of its foundation. For this enduring
success, we are deeply indebted to our loyal customers, business partners and members of
local communities as well as many others, for their understanding and support they offer onvarious occasions.
Since our foundation in 1935, UD Trucks has striven to make the truck the world needs todaythat keep with the times by always being open to customer opinions and responding ﬂexibly tochanges in the social climate. We have always aimed to be the number-one choice of ourcustomers for their business partners, as we recognize and offer solutions for them.
As part of our endeavor, we opened a new facility, the UD Experience Center, in May 2015,
which showcases the history and products of UD Trucks. With an extended ﬂoor space, thevenue presents not only our vehicles and engines, but also zones for our solutions to improvevehicle uptime and to minimize costs. On the adjacent test drive course, we offer opportunities
to try our trucks as well as to experience the fuel-efficient driving analysis service. Today, thefacility is equipped with the capability of providing a wealth of programs for wider audiences.
Meanwhile, we saw a completion of our new headquarters building in July, which integrates
the divisions of administration, product development and sales. I have full conﬁdence that thisamalgamation will facilitate better business quality though enhanced internal communicationand collaborations, leading to improvements in product development, and service offering, as
well as prompt and precise responses to customer inquiries.
Furthermore, this past autumn, we participated in the Tokyo Motor Show 2015 with a concept"Going the Extra Mile for Smart Logistics." Here, we presented our new technologies andservices under three major themes that cater to the needs of the transport industry and thewider society: "further improvement in fuel efficiency and minimum environmental impact,""outstanding drivability and safety" and "high uptime and productivity."
UD Trucks will continue to strive in its business activities for our customers' sustainable growthand for a prosperous society.
In this endeavor, we hope to enjoy your renewed interest and support in the future.

Yoshihiro Murakami
President
UD Trucks Corporation

02

About UD Trucks Corporation

Supporting mainstream logistics
as a key manufacturer of commercial vehicles
Founded in 1935, UD Trucks Corporation has been a major player in sustaining
the mainstream logistics through the production of commercial vehicles.
The aspiration of our founder Kenzo Adachi for making robust vehicles is translated into
the brand's core value, the ultimate dependability which stays with us today as
it is expressed in the brand's emblem "UD."Eighty years of reliability and performance

A member of the Volvo GroupIn 2015, UD Trucks celebrated the 80th anniversary of
its foundation. We have worked hard since the pre-WWII
period to earn the trust and garner reputation forsupporting the transportation system as an
indispensable social infrastructure. We
will continue our diligent efforts towards
the Ultimate Dependability as ourultimate goal.

Today, UD Trucks engages in the development,
manufacture and sales of vehicles of the UD trucks
brand while representing the Volvo and Volvo Pentabrands, acting as their Japan base. As part of the
Volvo Group, a global manufacturer of commercial
vehicles, we provide the world-standard qualitytransport solutions.

The history of UD Trucks
1935

1938
1939
1942
1946
1950
1955
1958

1960

03

Establishes Nihon Diesel Industries, Ltd. in
Saitama, Japan, aiming at producing diesel
enginesCompletion of the ﬁrst diesel engine
Completion of the ﬁrst diesel truck, which
undertook a total of 3,000 km test run
The company is renamed Kanega-Fuchi Diesel
Co., Ltd.
The company is renamed Minsei Sangyo
Co.,Ltd.
The company is renamed Minsei Diesel
Industries, Ltd.
Birth of the original UD engines
Launch of Japan's ﬁrst truck with a 10-ton
payload, 6TW, leveraged in the construction of
the Shinkansen network
The Company is renamed Nissan Diesel MotorCo., Ltd.

1962
1975
1990
1996
2004
2006
2010
2013
2014
2015

Ageo plant commences its operation
The launch of the medium-duty truck Condor
The launch of the Big Thumb with improved low
emissions, comfort and safety
Establishes Hangzhou Dong Feng Nissan
Diesel Motor Co., Ltd.in a joint venture in China
Birth of the Quon, our ﬂagship heavy-duty truck
range
AB Volvo becomes a major shareholder in the
Company
The company name changed to UD Trucks
Corporation
Birth of Quester, a brand new heavy-duty truck
range developed for growth markets
Merger with a dealer company UD Trucks
Japan Corporation
Celebration of the company's 80th anniversaryCompany proﬁle (as of April 1, 2016, except for the number of employees)
Company name
UD Trucks Corporation
Date of foundation
December 1, 1935
Representative directors Executive Chairman: Joachim Rosenberg
President: Yoshihiro Murakami
Head office
1-1, Ageo-shi, Saitama 362-8523, Japan
Production sites
Headquarters/Ageo Plant,
and facilities
Kawaguchi Training Center,
Gunma Parts Distribution Center,
Volvo Penta office, and 166 service
network sites throughout Japan
75 billion yen
Capital

Number of
employees
Main
business

Domestic
group
companies

6,520 including consultants: as of the end ofJanuary 2016
Development, manufacture and sale of UD
branded heavy- and medium-duty trucks, as well
as sale of UD branded light-duty trucks.
Manufacture and sale of diesel engines.
Manufacture and sale of vehicle components.
Maintenance of trucks and buses and sale ofservice parts, as well as import and sale of Volvo
branded products.
VFS Japan Co., Ltd., New-Mech, Co., Ltd., Sakura
Tex Co., Ltd., Volvo Technology Japan
Corporation

Main destination countries for export
The Middle East

9

Asia

15

countries

countries

22(1,000 units)

21.3

countries

19.0

21.6 19.8

2013

2014

Oceania

Africa13

The number of global salesof the UD Trucks brand

America4

countries

countries

2012

2015

(ﬁscal year)

The brands marketed in Japan

Volvo Construction
Equipment

UD Trucks

Volvo Trucks

Volvo Penta

UD Trucks heavy-duty truck range"Quon," medium-duty truck range"Condor," light-duty truck range"Kazet" and dedicated model"Quester" for the growth markets.

Import and sales of Volvo brandheavy-duty trucks. Main products
include Volvo FH series 4x2, 6x4,
tractors and 6x2 cargoes.

Import and sales of Volvo Pentabrand vessels and industrial
engines. Main products include
inboards, IPS marine engines andgenerator engines.

Import and sales of Volvo brandconstruction machinery. Main
products include wheel loaders andarticulated dump trucks.

The Volvo GroupThe world's leading manufacturer of heavy-duty commercial vehicles and diesel engines
The Volvo Group, including UD Trucks, is
one of the world's leading manufacturesof trucks, buses, construction equipment,
and marine and industrial engines andhas its headquarters in Gothenburg,
Sweden. The group also provides
complete solutions for ﬁnancing andservice. With production facilities in 18
countries worldwide, the Volvo Group
employs about 100,000 people and sells
its products in more than 190 markets.

48,074 54%

15,534 18%

EuropeNorth America

17,046 19%
Asia

Number of
employees

Proportion

2,430 3% 5,380 6%
Other

South America(data from 2015)04

CSR management

Pursuing the initiative consistently
across the Volvo GroupCSR concepts of the Volvo Group

Taking on board the corporate core values, Code of Conduct,
the Volvo Way and CSR and sustainability approach
The Volvo Group's vision is to become the world leader
in sustainable transport solutions by conducting its
business in a responsible manner socially, economicallyand environmentally.
The corporate core values proclaim the quality, safety,
and environmental care as means to attain this vision.
The Volvo Group pursues business activities incompliance with international standards for corporate
conduct, such as the UN Global Compact, and it leads
initiatives with a focus on the communication withstakeholders. Meanwhile, it identifies the Volvo Group
Code of Conduct, defining the principles and practices
regarding major challenges in performing its corporatesocial responsibilities, such as compliance, customer
satisfaction, supply chain management and humanrights and occupational customs. The group also

provides the Volvo Way, a compass for its corporate
culture. These are shared among all the groupcompanies across the world.
Also, for more effective execution of a diversity of
initiatives, the Volvo Group also deﬁnes its CSR andsustainability approach, a guiding policies for the group's
CSR activities, in its endeavor todevelop in pace with our stakeholders
through engaging in the value
creation. Furthermore, in 2015, thegroup issued a guideline for society
engagement activities, fostering a
united group-wide initiative.
In 2016, the visions and policies are
due to undergo reviews in tandem
The Volvo Group
with the change of administration.
Code of Conduct

Sustainable transport ―― making contributions for the future
SUSTAINABLE
TRANSPORT

Promotes the development of technologies and products that meet the
future needs in society. Encourages to the leverage of innovativetechnologies for a safer and more comfortable society.

SHARED VALUE

Shared value ―― Creating value for society and for the Volvo GroupRETHINKING THE FUTURE

MOVING SOCIETY AND
OUR BUSINESS FORWARDRESPONSIBLE BEHAVIOREARNING TRUST, GAINING RESILIENCECSR and sustainability approach05

Resolves diverse issues in relation to transport, drawing on thetechnologies and knowledge that Volvo Group offers and working
closely with stakeholders and members of society.

Responsible behavior ―― a foundation for earning trust from society
Bolster the corporate governance through compliance/riskmanagement, supply-chain management, and considerations forhuman rights to lay a ﬁrm foundation for the Company's CSR activities.

CSR activities at UD Trucks

Pursuing localized CSR activities to the Japanese market working
closely with the Volvo GroupUD Trucks also pursues various CSR activities in linewith these Volvo Group policies.
We work with the Volvo headquarters and global area
companies to exchange information on the "CSR andsustainability approach" case studies and management
methods, and promote our CSR activities alreadyestablished in the Japanese market based on our
stakeholders' perspective.
In 2015, we discussed identifying the aspects of thegroup's CSR guidelines to be adopted and pursued inJapan, and considered the themes and programs for our
UD Trucks activities.

Relationship withstakeholders

Customers

Business
partners

Employees

UD Trucks
Corporation
Community

Industry

Government

CSR management system

Compliance

There are dedicated CSR/environmental management
teams under the Sustainability & Corporate Affairs
Department that are responsible for negotiations withnational/regional governments and industrial
authorities. They also engage in collecting informationon the CSR-related activities that are conducted byeach division, as well as planning and managing
various initiatives in compliance with the Volvo Group
policies and/or ISO26000 requirements. In order toensure the group-wide alignment, each division
appoints its dedicated CSR staff, who meet regularly toshare information horizontally and plan and discussspeciﬁc activities. They also report the progress inthese activities to the top management board, informing
their instructions, decision-making and approval.

We strive to conduct our business in compliance withgeneral principles, prevention of misconduct andpromotion of fair competition, appropriate taxation, andno-conﬂict-of-interest policies, as stipulated in the Volvo
Group Code of Conduct. Regular educational
opportunities are provided to employees, and alladministrative managerial staff through internal training,e-learning, and other means as appropriate to familiarize
them with the laws and regulations, such as thecompetition law and anti-bribery law, as well as the
Volvo Group corporate rules. We also implement a
whistle blower procedure to allow suspected cases of
non-compliance to be reported for appropriate corrective
actions.
In 2015, training was provided to managerial personnel,
with a focus on enhancing the awareness of compliancethrough daily practice.

UD Trucks Corporation

Manufacturing DivisionCorporate Governance Division
Sustainability & Corporate
Affairs Department(CSR/environmental management)Group companies

Product Development Division

Volvo Group Global Organization

Sales and Aftermarket Division

Risk management
The risk management committee has been installed tobolster the operation of the risk management system.
UD Trucks identiﬁes the major natural disasters, ﬁre,infection, information leakage and administrative risks
such as personnel/labor management, to be the risks
that need addressing. Major earthquakes and ﬁre are
deemed particularly signiﬁcant as they may jeopardize
business continuity, and thus we conduct periodical drills
with an emergency response agent, and review ouremergency plans. We also prepared the risk
management and business continuity plans inaccordance with the Volvo Group's security policies.

06

Feature 1

Going the Extra Milefor Fuel Efficiency, Uptime,and Safety
UD Road Support evolution

In order to sustain our commitment to the most important mission
as a logistics operator— to ensure on-time delivery—UD Trucks has been making diligent efforts over the years toprovide solutions to the universal challenges of the industry:
better fuel efficiency, improved uptime, and driver safety and security.
As part of these efforts, UD Trucks delved into the ﬁrst foray in the industry
and opened its dedicated in-house call center in 2015.
The center will be dedicated to develop a new road support system,
leveragingthe information provided through the UD Information Service facility,
which has been operating since 2011.

UD Road Support to provide around-the-clock accessibility to customer
requests UD Trucks opened its dedicated in-house call center
In December 2015, UD Trucks established an in-house

At the call center, specialist engineers are stationed

call center, the ﬁrst of its kind in the industry, to offer allalongside the coordinators, who have been trained indrivers a 24/7 contact point throughout the year, where

technical issues. As the center is located adjacent to thecalls are handled by coordinators employed by theheadquarters, communication between different

company.

divisions of aftermarket has been enhanced. While

In the previous practice, the call center received calls

highly technical requests are handled without delay, thefrom drivers and followed only as far as they made acenter can also communicate the customer feedback

mechanic dispatch request. The new system allows us

straight to the headquarters.

to provide thorough and comprehensive support fromcall reception to completion of response measures, such

Staff commentary

as notifying the customer of the estimated time of arrivalof the mechanics, conﬁrming their arrival, and preparing
a report when the servicing is complete that details thework delivered. With the new system, drivers can afford
not feel stressed even in an unforeseen breakdown as

Hiroko Iwao
Manager
Uptime Support Center
Uptime & Retailprecise information is given on time, while mechanics
are able to arrive at the site promptly and concentrate on
their recovery work.

It is still in the early days of providing services incollaboration of the call center and other sections of
the company. We need to continue building up our
experience and skill-based coordination training inorder to ensure enhanced response quality. We aim tooffer our customers spot-on support throughcollaborating with relevant departments, sharing
information on accident cases and market trends, andleveraging UDIS data such as vehicle positioning andmachine condition information.

07

UD Road Support services
UD Road Support’s
call center
Stationed coordinators have all had
160-hour training. Highly specialized
services are made possible by the dedicatedteam directly operated by UD Trucks.

ONE
STOP

One-stop
supportUD mechanic

A coordinator acts as a one-stop contact
point for customers to provide efficient
support with the solution of vehicle troubles,
through sharing preregistered vehicle
information and communicating closely withmechanics.

Remote diagnostics (UDIS)

Vehicle positioning (UDIS)

The UDIS diagnoses the machineconditions of registered vehicles remotely
and shares the information withmechanics, allowing them to respond
more quickly to any trouble situations.

All vehicles registered with UDIS can belocated instantly via the GPS from thecall center. This will give users
reassurance even when they havemechanical trouble in a strange area.

UD service mechanics are properly
trained in new products, servicing skills
and devices on an on-going basis. Our
expert mechanics will provide prompt
solutions to the problems facing ourcustomers.

UD service van
When road-side maintenance is deemednecessary, our nationwide service
network will dispatch a UD service van
immediately from the nearest distributor
from the site.

UD Road Support service requires preregistration. Please contact your local UD Trucks distributor for more information.

UD Information Service (UDIS)
Transforming "vehicle information" into "services"
The UDIS collects a diverse real-time data from every

including the "ECO Report" and "Operation Facilitation

registered vehicle on its position, fuel efficiency, andSupport." In an event of emergency, the vehicle

engine and machine conditions such as oil pressure andconditions are veriﬁed via the UDIS network, and aﬂuid temperature, which are displayed on multi-purpose

location and response is implemented immediately,

screens. The information is deployed in various services

helping to minimize the downtime signiﬁcantly.

that contribute toward the improvement of fuel efficiency,
vehicle uptime, transport quality, and stress-free driving,

Customer feedback

Staff commentary

Masaya Kawaura

Masahiro Takagi

Comprehensive Safety Manager
Safety Oil Transport Co., Ltd

Senior Manager
Transport Solution
Commercial Aftermarket
Uptime & Retail

The adoption of UDIS makes it evident that our safe &We are proud to report that the UDIS has been very

fuel-saving driving initiatives are drawing outcomes.

well received by many users. The system allows UD

We are seeing a steady stream of skilled drivers who

Trucks to also follow the vehicle positions and therank high among the top nationwide drivers within ourmachine conditions, offering drivers a great peace ofgroup companies. To further improve ourmind. Multitude of data on the vehicles collectedtransportation quality, we ask them to pass on driving

through the UDIS network are used in providing

tips in our monthly safety meetings so that we canfuel-efficiency reports, prompt emergency response,share the information among ourselves. Also, because

and other services. With the new collaboration withtrucks are constantly monitored while in operation,

the call center, we hope to contribute toward

UDIS provides immediate response to emergencies; it

preventive measures by providing relevant

gives us confidence even in night-time driving.

information for this purpose.

08

Feature 2

From Asia to Africa
Opening of a New Stage
to Unleash Quester's
Potential
In 2015, UD Trucks launched Quester in South Africa and Sri Lanka,a heavy-duty truck that meets a variety of industrial needsin the emerging economies.
We will thrive in supporting sustained growth ofthe local economy by expanding the area of distribution in these
economically developing countries.

South Africa

Satisfying the growing demand for heavy-duty trucks

UD Trucks launched a heavy-duty truck range Quester
in 2013, developed for growing markets; the range wasrealized through UD Trucks' 80-year heritage ofJapanese craftsmanship and the global technology of
Volvo Group.
The launch journey started from Thailand, followed byIndonesia, Malaysia, other southeast Asian countries,
and China.* South Africa and Sri Lanka also joined thecaravan, starting in 2015.
For UD Trucks, South Africa is the largest market

outside Japan, and since its first entry into the market in
1962, the company has been catering to the local
logistical needs in the areas including marine containers,
mineral resources, construction materials, lumber, andagricultural produce for more than 50 years. The growthof local economy in recent years is stimulating the great
demand for dump, mixer, and sprinkler trucks forinfrastructure development, such as ports, airports andpower plants, as well as on construction sites. The
deciding factor for the launch of Quester in this market
was the vehicle's high-volume load and versatilecustomization options, easy maintenance, and robust
off-road performance, all of which stand the variety of
local needs.
Quester is assembled at a local UD Trucks plant inSouth Africa. The company plans to expand themarketing scope to Zimbabwe, Zambia, Malawi,
Mozambique, Namibia, Botswana, Swaziland, Lesotho.
*Quester is marketed in China as Kuteng（酷腾）.

Sri Lanka

Working together with local partners

In Sri Lanka, UD Trucks has been supporting the local
industrial infrastructure development collaborating with aprominent local business for over 30 years throughmaintenance and sales. Through our products, we give
support to the development of marine ports, airport
terminals, irrigation systems and power plants as well as
the transport capabilities for oil and LP gas. With theQuester launch in South Asia, UD Trucks will further
continue to make contributions to the country's

09

sustained economic growth by enhancing the efficiency
of local transport.

Business Partners

Support for independent
dealers for higher skills

Quality

Participation in
VISTA 2015‒2016

For the purpose of enhancing ouraftermarket quality, 68 teams fromthe dealers in Japan participated in
Volvo Group's training event,
VISTA.

We offer the same training
materials and opportunities to our
independent dealers as we do to
our own dealers to give support forhigher levels of skills andknowledge.

SafetySafe-driving seminar
In 2015, we held the safe-driving
seminar on driving safety for ourcustomers: 3,901 customers
participated in 121 sessions held
throughout Japan.

Employees

Promotional eventfor diversity
and inclusion (D&I)
During the "D&I Week" in
September, we organized a photo
contest on the theme of thediversity and a social event for
employees to raise awareness ofdiversity and to nurture mutual
understanding.

Highlights in 2015

UD Trucks pursues activities and initiatives in alignment with Volvo Group's CSR and sustainability approachand the international standards for corporate social responsibility, such as the UN Global Compact and ISO26000.
Here are some of the major events from 2015.

Customer Satisfaction

Industrial-engine certiﬁed
with the Tier 4 Finalstandards for emissionreduction requirements
The new engines D5 and D8 by
Volvo Penta were successfully
certiﬁed with the emission reduction
standards Tier 4 Final. The enginesof a full range between 5 and 16
liters now deliver highenvironmental and maintenanceperformance.

Test drive events
Events were held in June for ourcargo truck, and in July for ourtractor, to which a total of 77 people
from 67 companies, and 63 people
from 42 companies, respectively,
participated and experienced
driving of in-operation vehicles.

Society

Internship program
in collaboration
with Sophia University
As part of the industry-academia
partnership program, we offered
university students with a hands-on
learning opportunity.

Environment

New headquarters building
completed with safety andthe environment in mind
In July, our new headquarters
building was completed andinaugurated. This building has
adopted the latest anti-seismic
structure as well as energy-saving
technologies.

10

CSR activity report 1

Aiming for Higher Quality
UD Trucks takes "quality" very seriously in our business management and pursues various initiatives
to ensure and improve quality of excellence in all business activities, including ISO certiﬁcation.

Quality management policy

Pursuing "better quality"
in all business activities"Quality" is one of the pillars in the Volvo Group's
corporate core values. To ensure customer
satisfaction, it is essential that we continue providingthem with products and services that are of excellent
quality. In alignment with this, UD Trucks observes
three guiding principles of “customer focus,”“commitment and participation by everyone” and“process approach and continuous improvement” inour efforts to ensure and improve quality in all of ourbusiness activities, from product development toproduction, sales and aftermarket services.
Quality management systemservices.

Efforts in obtaining ISO9001
certiﬁcation

During FY 2002, our Manufacturing Division attained
the ISO9001 certiﬁcation, a framework of international
standards on quality management systems. In FY
2015, the Powertrain Department renewed its
certiﬁcation as the Volvo Group Powertrain Division,
while maintaining the certiﬁcation awarded to the UD
Trucks Cab & Vehicle Assembly Department.
Meanwhile, the Product Development Division isaiming to obtain certiﬁcation as the Volvo Group
Product Development Division.
Each division regularly observes thePlan-Do-Check-Act (PDCA) cycle to further improveits quality aspect.
Major activities

Setting up and implementing
quality targets for each section
Product Development Division

Periodical audits conducted across the group
Based on the Volvo Group's shared processes, we set agate at each development stage and conduct audits foreach quality item, including performance, functionality,
durability, and reliability. Representatives of the Sales
Division and Technology & Quality Assurance Department
are responsible for conducting the audits across thecompany. The audits are found valuable as they prompt11

useful measures and facilitate sharing of challenges in
improving product quality.We ensure the quality ofcomponents delivered by our suppliers by taking themthrough the delivery and/or quality-assurance systems
based on the procedures covering from product planningand development to mass production.
Boosting employee competence
In order to keep a high awareness of quality issues in ourdaily practices, we provide our product development
employees with training opportunities on the ISO9001
basics and the Volvo Group quality-management
policies, for those employees to develop awareness of
how these are relevant to their daily tasks. In order toensure that the message reaches each employee, ourtraining programs are tailored to suit the employee's
work and competence.
Manufacturing Division

Conducting internal audits toensure appropriate function of quality
assurance managers in all departments
In the Manufacturing Division, the responsibility andauthority over the establishment and maintenance ofquality-management systems are delegated todepartment managers. UD Trucks adopts its uniquecontrol method in manufacturing activities, where
nonconformance is checked daily in delivered parts aswell as in production and quality in manufacturing
processes in an effort to secure intended quality levels
and meet various quality requirements. This method has
been also adopted by other Volvo Group operators
globally, demonstrating its value as viable quality
assurance standards in manufacturing.
We also plan and implement internal audits to evaluate
in-ﬁeld performance. The outcomes of the audits provide
the relevant departments with insights into the areas thatneed corrective measures to be developed. In this way,
all departments can strive to improve and ensure that all
requirements are met. In FY 2015, we conducted theinternal audits in November at the Ageo and Hanyu
plants, focusing on the Powertrain Department and Cab& Vehicle Assembly Department.
Boosting employee competence
UD Trucks designates November as Quality Month,during which period all departments review theirprocesses and improve the skills involved in quality
management and competence, in order to bolster
company-wide quality awareness.

Sales and Aftermarket Division

Diverse initiatives to improve
the quality of aftermarket services
For our customers' peace of mind in driving our
products, UD Trucks strives to ensure and improveaftermarket service quality mainly by polishing the skillsof our service mechanics.
Better quality of aftermarket services
In order to prevent the need for re-servicing at
dealers, the Aftermarket Division makes sure thateach servicing factory analyzes their re-servicing
cases and reports key factors to the division. Where
there is a critical re-servicing case, a meeting iscalled within the factory to discuss corrective
measures. Information on these corrective measures
is shared to other factories via the aftermarket head
office, to prevent similar cases.
Quality Technical Conference 2015
The Aftermarket Division has been organizing aseminar, Quality Technical Conference, formechanics and trainers since 2014, as part of theirinitiatives to train knowledgeable, skilled service
mechanics who are competent in dealing with
unexpected machine trouble quickly and precisely,
leading to high-quality services for our customers.
The 2015 event was organized in November, held inOsaka, and had 250 participants. Four sessions were
provided during the two-day program, with the topicsof the latest quality improvements made on UD
branded trucks, data analysis on breakdown datausing dedicated tools, repair and servicing advice on
frequently quoted defects, and the new method of
quality information processing.

Participation in the aftermarket competition eventon a global level
The Aftermarket Division strives to improvemechanics' skills on a global level through theparticipation in the Volvo Group's international
training event.
September 2015 saw the commencement of the
VISTA 2015‒2016, a competition event formechanics and service parts engineers as well as
service front staff engaged in aftermarket work for
Volvo Trucks and Volvo Buses. From Japan, 68
teams from UD Trucks and Volvo Trucks dealers,
totaling participated. In the competition, teams
underwent paper examinations and practicaldemonstration, and the efforts made in winning therace translated into the participants' enhanced
knowledge and skills as well as the team work.
The world ﬁnal of VISTA 2015‒2016, the biggest in
scale since the ﬁrst eventin 1957, is scheduled forJune 2016 in Sweden.
UD Trucks also hosted its
own training event, theUD Trucks Gemba
Challenge between Juneand November 2014; with102 teams from Japanand dealers from Southof Kanazawa
Asia, Southeast Asia, and Members
Customer Centerparticipating
South Africa participated. in VISTA 2015‒2016
Disclosure of information on product quality
In an event of defects that may have impact on customer
safety or the environment, UD Trucks exercises prompt
information disclosure in accordance with the guidelines
provided by the Ministry of Land, Infrastructure,
Transport and Tourism of Japan.
Number of cases notified(each year in January‒December period)
2013

RecallEmployees at the Quality Technical Conference 2015

Improvement
campaigns
Services
campaigns

2014

2015

UD
TrucksVolvo
TrucksUD
TrucksVolvo
TrucksUD
TrucksVolvo
Trucks

7

1

5

2

4

2

0

0

0

0

0

1

0

0

3

0

1

1

12

CSR activity report 2

Improving Customer Satisfaction
For perpetual efforts to improve customer satisfaction, UD Trucks engages in obtaining knowledgeof potential customer needs from the product development stage through a variety of communication opportunities
and leverages their feedback in our daily business activities.

Policy on the improvement of customer satisfaction

Planning and pursuing product plansand development plansfrom the customersʼ points of view
In order to provide our customers with products they
feel highly satisﬁed with, UD Trucks starts productplanning by ﬁnding out and understanding what ourcustomers are faced with in their daily operations. We
then proceed with the development plans upon
considering the future trends—society and industry in
10 years' time, new laws and regulations, etc. —taking
into consideration the knowledge and expertise Volvo
Group offers.
Since trucks are long-lasting assets, we also consider
how to minimize lifetime cost while maximizing thereturn on investment, on which the development goals
will focus, and include these considerations into thedevelopment plans. Upon a release of our products, we
pay attention to clearly convey our goals and theadvantages of the product in the perspective andlanguage of our customers.

programs for test driving,comparing heavy-duty
cargo trucks with
automatic and manualtransmission as well as
UD Trucks's Quon and its
counterparts bycompetitors. We had 77
participants from 67 companies. They appreciated theopportunity to have ﬁrst-hand experience of thedifferences in operability, drivability, and physicalstress. Participant feedback included: "It was a great
opportunity for users to gain insight" and "First time torealize that there are differences even between
automatic transmission vehicles."In July, we organized a test-drive event for Quon
tractor, and received 63 attendees from 42 companies.
Providing information regularly

Dissemination of information
for customers
UD Trucks issues themonthly magazine “Diesel
Making smart work
News” to our customers.
of heavy lifting
The magazine includes
articles on subjects usefulfor customers in theirbusiness challenges, such Diesel NewsPå vägas talent education, laboradministration and case studies on competitors'
successes, together with other information such as
academic advancement.
Volvo Trucks publishes its magazine “På väg” ("On theroad" in Swedish) two to three times annually, impartinga variety of information with plenty of photographic
presentations, including their products, aftermarket
services, and customer feedback from across the world.
January
2016

Major activities

Promoting customer communication
initiatives

DRIVING REPORTINSIDE VOLVODRIVIING CHALLENGE

世界有数の危険な道路を走り続ける

想定外の車両停止ゼロへの取組み

稼働時間を最大化する秘訣

A MAGA ZINE FROM VOLVO TRUCKS JAPAN OCTOBER 2015 NO .60

特殊輸送のエキスパート

特別シリーズ
人材不足を乗り越える——「乗務員さん確保に向けた取り組み」④

有望な戦力として期待が高まる

女性乗務員さんの採用
シリー

建造物移動のスペシャリスト
株式会社恩田組

リーダーシップが組織を変える「キャリア開発における上司の役割」
UD INFORMATION

VTM_2_15_JP_ja.indb 1

Direct input from customers

Constant survey on market trends
In our Product Development Divisions, we continue ourdiligence in the initiative that our staff members withspecialist competence visit customers and listen tothem directly so as to understand their needs. Because
a great variety of bodywork customization options areavailable in Japan, we also visit body builders andgather information on the current overall market trends
to leverage in our product planning.
Test drive events

Providing opportunities to experience
the trucks ﬁrst hand
We organize test drive events for our customers tobetter understand the product characteristics and makedecisions on the products that best meet theirrequirements. Our new UD Experience Center that justopened in May 2015 and the test-drive course adjacent
to it together provide a great venue for these events.
In the June event 2015, we organized thematic

13

2015-09-04 14:48

Consulting services to our customers

Accounting for customer feedbackin products and business activities
We provide our customers with a customer contact point,where we respond to calls of queries, opinions andrequests from our customers. We have developed
manuals for each possible question to facilitate promptand smooth responses. The inquiries are shared with
relevant internal divisions as points of reference for theirproduct improvements and operational activities. The
total number of calls we received were 5,255 and 5,384
in 2014 and 2015, respectively.

CSR activity report 3

Better Collaborative Relationships
with Business Partners
Suppliers and independent distributors are invaluable partners indispensable for our business.
We strive to develop and enhance our relationships with them, respecting the Volvo Group policies
and customer satisfaction.

Policy concerning suppliers

Striving to build appropriate
relationships and executing
purchasing as part of CSR action
processes
Providing not only raw materials and facilities but also
services and consumables necessary in daily work, oursuppliers play an important role in UD Trucksʼsbusiness activities. Keenly aware of this, UD Trucks
engages them in developing appropriate relationships
in accordance with the Volvo Group purchasing
policies.
Recognizing the purchasing activities to be part of CSR
processes, Volvo Group encourages us to build
long-lasting relationships with our suppliers by ensuring
our "responsible purchasing" that contributes toward
the realization of sustainable society and minimizing
the environmental load, while promoting ethicalpractices in businesses and managing risks in the
supply chains. Therefore, we ask our suppliers tocomply with the laws and regulations of the areas
where they operate, as well as the provisions in the
Volvo Group Code of Conduct, and respect
international agreements such as the UN Global
Compact. We also encourage them to obtain ISO14001
or equivalent third-party certiﬁcation concerning
environmental protection and reducing environmentalload.
In addition, UD Trucks request that all Tier 1 suppliers
to observe these practices and promulgate theexercise to Tier 2 and Tier 3 suppliers through them.
Major activities

Building appropriate supply chains
Centralization of supply chain-management

Dedicated department managing
the purchasing of all companies
UD Trucks delegates the management of allpurchasing practices to its Purchasing Department,
which is responsible for the selection of suppliers andassessments of product quality, services, and costs inaccordance with the Volvo Group's purchasing
policies. Where considerations are required toevaluate new suppliers, the Purchasing Department
works with the divisions in need of purchasing goods
or services to deliberate on the items, conditions andbudgets before reaching a ﬁnal decision on theselection of suppliers.
Initiatives regarding conﬂict minerals
and mineral mining

Bolstering practices as a signiﬁcanttask from global perspectives
Some mineral materials such as tin, tungsten, tantalum
and gold ore are in high demand in developed
countries as they are indispensable for the manufactureof, for example, computer parts. These minerals aremainly extracted in the Democratic Republic of theCongo and surrounding areas, a known conﬂict zone,
and there is an international concern that purchasingfrom this region inadvertently results in funding thearmed groups and perpetuating the ﬁghting. Volvo
Group takes the conﬂict minerals issues seriously in its
global supply-chain management and bolsters its
responses to international appeal.
Policy concerning independent distributors

Giving each company support
to improve skillswhile respecting
their own business operations
UD Trucks supplies products and services to ourcustomers through the group dealers as well as
independent dealers, including six companies with a
total of 32 distribution sites. We share with them theimprovement of customer satisfaction as a common
goal and give support to their acquisition of higher
skills and knowledge by offering them the same
training materials and opportunities as we do to ourown dealers, while respecting their own businesspractices established in the local areas.
Major activities

Provision of technical training opportunities
UD Trucks is proactive in supporting staff members to
improve their skills in aftermarket services. Twenty
people from independent dealers participated in theskill seminar, Quality Technical Conference 2015, while
12 joined us in Volvo Group's international training
event, VISTA 2015–2016.

14

CSR activity report 4

Aiming at Higher Level of Safety
At UD Trucks, we are dedicated to the enhancement of "safety" as a truck manufacturer on an ongoing basis.
While focusing on the development of advanced safety technologies,
we also disseminate safety-related knowledge and undertake safety-promotion events.

Safety management policy

Striving to be a leading company
in safe transport solutions"Safety" is one of the pillars in the Volvo Group's
corporate core values. As our contribution toward
people's healthy, prosperous lives, we make perpetual
efforts for improved safety, with our ultimate objective
to achieve zero accidents involving the group's
products as the cause.
At UD Trucks, we focus on furthering our knowledge on
how our customers use our trucks and evaluating
potential safety issues systematically throughout thedevelopment of products and services. We also strive
to provide products and services equipped with safety
features that cater to customer and market needs aswell as the requirements of given transport
infrastructure.
Major activities

Enhancing product safety leveraging"technology" and "awareness"
Monthly meeting on the environmentand safety technologies

Holding periodical meetings
to ensure product safety
UD Trucks makes it a principle that it respects andcomplies with laws and regulations in countries where
we operate as well as the regional/industrial
self-imposed regulations in our product development,
based on Volvo Group's safety policies.
To ensure our practice adhere to this principle, we holda monthly meeting on the topics of the environment andsafety technologies, involving personnel in productdevelopment and planning. Here, we share various
safety-related information from Japan and abroad,including the latest development in laws andregulations, the trend in the industry, and newtechnologies. Where there is a potential issue that may
affect our product development, managers in sections
relevant to advanced development and productstrategies deliberate and decide on the courses to takefor the products as necessary.

15

Development and use of safety technologies

Introducing advanced safety
technology ahead of regularization
In response to the growing safety needs in society andamong customers, we direct our efforts toward thedevelopment of innovative safety technologies. At thesame time, we engage in promotion of safety
technologies by introducing them into the market even
before laws and regulation are implemented.
The heavy-duty truck Quon, launched in May 2014, has
Autonomous Emergency Braking System (AEBS) as astandard feature (made mandatory for new products
after November 2014). The lane departure warning
system (LDWS) is available as an option (mademandatory for new models after November 2017).
The AEBS, with a millimeter-wave radar used in the
distance measurement device, detects the risk ofcollision with a car driving in front and alarms the driverwith a warning indicator and buzzers. If no aversion
actions are taken by the driver, an automatic braking
system is activated to avoid collision or minimize thedamage on the impact.
The LDWS is a system designed to alert the driverwhen the vehicle makes an unintended move to veer
out of the lane. The on-vehicle camera monitors thelane on the front side and alerts the driver with buzzers
when the vehicle divulges from the lane while driving athigh speeds.
Vehicle testing
In order to ensure the safety features are functioning
properly, we run a variety of tests on the vehicles insimulated actual driving conditions.
In developing a new model, we research the market togain insights into the purposes and environments ofusage by customers, and based on this knowledge, we
conduct drive testing to verify each feature as well as
the overall balance in a vehicle, on test circuits as wellas on public roads. Our efforts to enhance safetyinclude the on-road drive test, which is the last stage oftesting, where the trucks are placed under theconditions of actual operation and undergo repeatedtests. In order to ensure high safety standards, UD
Trucks strives to enhance safety features andperformance such as anti-collision braking system andthe visibility through the front window and mirrors. We
are also proactive in the efforts to reduce the risks oftraffic accidents, taking into account perspectives of thetruck drivers and various road users, including othercars, and pedestrians. These approaches to safety
translate to our assessment in drive testing, which
includes not only the safety technologies but also otheraspects of driving;for example, to see if
the vehicle enables
drivers to operate an
extended period
without feeling tired,and maneuver
without stress, or it
Arctic test in Kitami proving groundcan minimize thepassenger damage in an event of a collision between
the truck and a car.
Meanwhile, UD Trucks has been conducting arctic tests
in the proving ground in Kitami City, Hokkaido, over 30
years since 1985. Experiment engineers, numbering a(cumulative) total of 200, participate in this 3-weekprogram to evaluate the vehicle driving and safety
performances in the cold climate, as well as theperformance of various components. The assessment
not only focuses on the impact of the cold weather onvehicle bodies but also includes all possible
environments for use, such as snow-covered andfrozen surfaces, to enable a comprehensive
assessment. As we conduct the tests in the extreme
conditions of sub-zero temperature as low as -20
degrees Celsius, we strive to ensure that our products
bring users comfort and peace of mind in driving themin cold regions.
Collaboration with European counterparts
For efficient development of safe and highly reliable
trucks leveraging the Volvo Group's latest technologies,
UD Trucks engages in joint product development,
working with counterparts in Europe and Asia, as we
observe international laws and regulations as well as
market trends. For instance, our current heavy-duty
truck range Quon undergoes drive tests on the test
circuits in Europe.
Safe-driving seminar

Providing practical programs
that suit customer needs
The Sales Division offers
our customers safe-driving
seminar, as a form of ourcustomer support toenhance safety during
vehicle working. In 2015, a
total of 3,901 people
participated in 121
sessions (3,164 people through 142 sessions in 2014).
The sessions are arranged so as to select the topics
relevant to the customer needs, such as safety

management in transportation, hazards indrunk-driving, blind spot of trucks, traffic accident casestudies and preventive measures, risk avoidance, andhuman errors. The programs consist of lectures andhands-on exercises so that the knowledge gained
through the training can be applied in practice withease. To maximize the effect, we mobilize ourresources and make effective tools for our safe-driving
seminar. For example, we use images taken from drive
recorders mounted on vehicles involved in actual
accidents and visually recreate the accident situationfor our customers' virtual experiences so that they can
own the safety issues.
We ask participants to give their feedback on theorganizational aspects of these events, such as
content, materials provided, lecturers and time
allocation, which become invaluable information forreviewing the programs and materials.
Road safety campaigns

Participation in Japan Automobile
Manufacturers Association (JAMA)
campaign
UD Trucks is a memberof the Japan
Automobile
Manufacturers
Association (JAMA), a
corporation whose
membership include
many Japanese
automobile
manufacturers. JAMA has been pursuing safety
awareness campaigns on an ongoing basis. The deaths
due to traffic accidents totaled 4,113 in 2014, which is on
a decline for the last 14 consecutive years. However, theﬁgure is still at a very high level. The elderly account fora large portion of the traffic-accident victims, and that
portion is growing by the year. This makes it urgent thatroad safety campaigns target senior generations. In
2015, in tandem with the seasonal nationwide traffic
safety initiative, UD Trucks participated in the JAMA
Autumn Road Safety Campaign, joining the caravan ofroadside advocacy in Shizuoka Prefecture, one of thehigh priority area. Given that many senior citizens aspedestrians fall victims of traffic accidents, especiallyduring evenings and night hours, we preparedself-glowing reflectors for distribution in the streets as we
campaigned for road safety. We also set up campaign
banners at our dealers' shop fronts, appealing to drivers
to start using headlights in the early evening, which is aneffective way to identify pedestrians while driving.

16

CSR activity report 5

Allowing Employees to
Perform to Their Full Potential
In order to recruit people with competence to make us a world's leading company in sustainable transport solutions
and provide them with training and optimal positions, we design and operate an HR system to leverage
the diverse individual talents, as well as activities to promote work-life balance.

Human resource management policy

Fostering "global
and high-performing" talents
Aspiring to embody the Volvo Group's vision of
becoming the world leader in sustainable transport
solutions, UD Trucks holds an idea for ideal employees
to be "global and high-performing." We seek highly
talented people to hire, and also make diligent efforts indeveloping well-structured training systems and fairand square assessment schemes.
In designing and implementing these systems, weplace an emphasis on the values expressed in the
Volvo Way, such as “respect for the individual,” “taking
initiatives,” “diversity and cross-functionality,”“teamwork,” “passion and sense of commitment,” and“open dialogue,” while paying attention to the resultsfrom the employee awareness survey and making our
initiatives work so that they facilitate appropriate
corporate culture for UD Trucks and provide work
environment where each employee is allowed todemonstrate their potential.
Major activities

Developing a safe environment
where a diverse employees areallowed to demonstrate their abilities
Diversity and inclusion management

Laying policies for pursuing
diverse activities
The Volvo Group provides the Diversity and Inclusion(D&I) policy thereby striving to realize continuous
growth through diversiﬁcation of personnel and theenvironment that allows individuals to perform to theirfullest potential. In the annual employee awarenesssurvey, we evaluate diversity mainly in terms of theparameters of gender, nationality, and age, while thediffusion of the inclusiveness is measured throughquestions such as whether individuals have a sense of
involvement.
What is diversity?

Diversity refers to the state of a group of people who have different attributes
such as gender, nationality, racial background, age, sexuality, religion,
political orientation, socioeconomic status and physical abilities.

What is inclusion?

Inclusion addresses the conditions in which individuals can feel respected of
their being and accepted by others. This also includes the sense of being
involved and supported by others so that they are able to perform to their fullabilities. Today, the inclusion initiatives have evolved into a dynamic
movement involving offices and distributors in Japan and abroad.

17

Our employees also take a proactive role in D&I
promotion through the Diversity & InclusivenessCommunity Japan (DICJ), where members electedfrom different divisions plan various activities, and thefemale employee group, Women's Inclusive Network(WIN).
In FY2015, we organized “Diversity and InclusivenessLeadership Training,” which targeted all managers andwe had 57 participants. In the training, lectures andworkshops were organized so that the participants
developed better understanding of D&I issues andthought about how to integrate D&I activities into their
daily work as well as relationships in the workplace. In
September, we designated a D&I Week, to raiseawareness for diversity and inclusiveness. During theweek, a photo contest was held, calling participationfrom employees with their photos expressing diversity.
We also enjoyed Fika* to promote mutual
understanding and socialization among employees withvarious nationalities and otherbackgrounds.
* Fika is a casual gathering practiced in
Sweden, where people enjoy having tea
during a break.
Employees enjoying with Fika

Recruitment and appointments

Recruitment based on personal merits
and business strategies
Promotion of contributions
from female employees
We conduct our recruitment activities bearing in mind
individual interest, preferences and abilities as well as
the company's mid-/long-term strategies. In FY2015, we
recruited 144 new graduates and 33 people withprevious work experience.
We are also proactive in promoting gender equality atwork. All available positions in the organization are ﬁlled
by open call, and today we have 40 female managers
who demonstrate their abilities in respective positions.
Number of employees(as of Dec. 31, 2015)
GenderNumber of
employees

Gender ratio

Female

464

7.4%

Male

5,769

92.6%

Total

6,233

100.0%

Nationalities:
from 23 countries
Ireland, USA, UK, India, Australia,
Canada, Sweden, Sri Lanka,
Thailand, Germany, Turkey,
Nepal, Brazil, France, Vietnam,
Belgium, Malaysia, Myanmar,
Mexico, South Korea, China,
South Africa and Japan

Training and education

Career-up support in long-term
perspectives
For the purpose of allowing employees to develop
their career in long-term perspectives, we include a
discussion on training plans between managers andemployees at the annual performance assessment.
We also implement planned talent development
programs through preparation and implementation of
succession plans, arranged for the middle- tosenior-management levels.
The training is based on a combination of the Volvo
Group University programs, which are globally
standardized, and the local training programs,
adapted to the unique business environment inJapan. In addition, we operate various focus
programs such as level-speciﬁc leader training
sessions and function-centered training implemented
by each business division.
Fair assessment and treatment

Semi-annual evaluations upon
12-month goal
All employees set their annual goal every year andevaluate their progress with their supervisorssemi-annually. We also run a remuneration system
based on personal performance on the set goals, withconsiderations on the team/company performance.
Employee awareness survey

Preparing action plans basedon survey results
We conduct an employee awareness survey every yearwith the intention of promoting better communications
with employees and encouraging their active
participation in the business management.
With parameters, such as an employee's sense of
pride to be part of the company and levels ofsatisfaction with the institution, we measure their
willingness to participate in terms of the corporate
values, objectives, and strategies. For the aspects withlow scores, we prepare action plans and pursue
improvement.
Work-life balance

Striving toward practical systems
Our HR Department takes the central role in promoting
better work-life balance. We at UD Trucks also offer our

employees with schemes and policies that allow themto have choices in the ways they work so that they canachieve more efficient work-life balance. This includes
the work-from-home scheme (anytime or time-framed)
and the Flex-time system, with more flexible settings on
working hours.
Major systems and policies to support work-life balance• Child care leave• Nursing care leave• Work from Home scheme• Flex-time (flexible working hours) system• Policies on respect for the individual at workplace(prevention of harassment)

Health and safety at work

Promoting a safe workplaceenvironment
Providing employees with a safe working environment
is not merely a basic corporate responsibility but animportant factor for a successful business. Volvo Groupfocuses on "involvement and engagement," "preventive
and proactive approach," and "realizability andeffectiveness" as three key pillars to develop a safe
work environment.
Building a safe and pleasant new headquarters
building
The 2011 Great East Japan Earthquake shed light on
the fact that some of our facilities were built inaccordance with obsolete anti-seismic regulations. As
part of the effort to rectify this, we renewed ourheadquarters building to meet the latest safety
regulations, and it opened its door to business in July
2015. For the new building, we took into consideration
various aspects that affect pleasant work environment,such as lighting and acclimatization. The plot where theold building was situated is now turned into a turfed
square for employees to enjoy themselves.
Prevention of industrial accidents at production
sites
Occupational safety is among the top priorities in our
manufacturing activities. Our health and safetycommittee facilitates dissemination of relevant
information to employees, and regular meetings are held
as opportunities to share information on cases from daily
operations, promoting a higher awareness of health andsafety issues among employees. Leveraging these
activities, our Ageo plant has been free from industrial
accidents that resulted in operational impairment due toa worker's injury, consecutively since 2009.

18

CSR activity report 6

As a Member of Society
Building a trust with a society is indispensable for a smooth command of business operations.
To this end, UD Trucks mobilizes its business resources and conducts activities to educate young generations
and promote road safety as our contributions to society.

Policy for contributing to society

Paving a way to sustainable society
Volvo Group pursues social activities closely relevant tothe countries and localities where they operate.
Sustainability of the global environment, society, and its
inhabitants is a prerequisite for companies to maintainlong-term growth. Building better relationships withdiverse stakeholders, such as customers, business
partners, and local communities, UD Trucks plans andoperates social-contribution activities wherever
possible as a corporate citizen.
Major activities

Leveraging business resourcesin pursuing various activities
Instructing technical training an automobile
maintenance college

college. He was so impressed when he experienced
the internship at our Matsumoto Customer Center that
he wished to extend the beneﬁt of this experience toother students at the college, so he made a request to
the company. In the event, staff members from our
Matsumoto Customer Center gave lectures andexplained the structure and features using theheavy-duty trucks Quon and Volvo FH. The college
curriculum mainly focuses on passenger cars andmotorbikes, so students are not well exposed toheavy-duty trucks. Although the seminar did not include
ﬁrst-year students, they came in to take a look at thetrucks during breaks, and the seminar was a great
success.
UD Trucks willcontinue thisinitiative andextend it to otherparts of thecountry in the
future.

Fostering future automotive engineers
UD Trucks aspires to foster potential talents tocontribute in the future automobile industry and offers
support to young mechanics-to-be to understand thebeauty in trucks as well as to acquire practicalknowledge in the ﬁeld.
Since FY2011, the Tohoku branch office has been
providing training on new technologies in heavy-duty
trucks for teachers and students at automobile
servicing colleges. In August 2015, a workshop took
place at Kadan Automotive Technical College Sendai in
Miyagi prefecture, and 35 students attended from thethird-year class of the Grade 1 automobile course.
Lectures were given by staff members of the Tohoku
branch office, who explained the structures of themedium-duty truck Condor, heavy-duty truck Volvo FH,
and transmission ESCOT-V with real machines.
Though the college curriculum includes diesel engines,
it is mainly with passenger cars, and many students
had no previous experience with truck diesel engines
and components. The participating students were
impressed by the latest technologies and component
sizes used in trucks. In the open discussion, they were
well engaged, with many questions on fuel efficiency,
the proportion of engine oil, and so on.
In December, we organized a technical seminar on
heavy-duty trucks for second-year car mechanic
students at Matsumoto Technical College in Nagano
prefecture. The idea for this event originally came froman employee who joined UD Trucks in 2016 from the19

Dealer's initiative: road safety campaign

Road safety events for children
Yokohama Customer Center organizes a servicing
factory tour for schoolchildren from local communities.
Into their ﬁfth year, the center had its ﬁrst foray to hold aroad safety workshop in tandem with the tour in 2015.
During the factory tour, the children delved into theservicing bay and observed a truck from below, then had
a close look at a large tow truck, mounted into a driving
seat of a heavy-duty truck, and learned about the blindspot for truck drivers. As they had heard about the blindspot during the workshop, they were excited to verify itfrom the driver's seat as their friends waved their handsin front of the vehicle and disappeared as soon as they
stepped into the blind spot. To help the children
remember what theylearned in the road safety
workshop, we presented
them with reﬂectors in the
shape of a truck at the endof the event.
Although the number oftraffic accidents involving
trucks is smaller thanthose with cars, once theaccident happens, it islikely to have serious
consequences. We willcontinue this road safety event as a regular feature toeducate children with certain aspects of trucks and lower
the risk for them to get involved in an accident.
Industry-academia collaboration programwith Sophia University

Our contributions to foster talentswith global competence
Volvo Group provides a variety of educational
opportunities for students to foster globally competenttalents.
In Japan, the group came into a partnership with
Sophia University in 2014 with the same intention. The
partnership is on a 3-year term, during which theuniversity and UD Trucks work together to discuss andplan various projects. So far, we have conducted a
4-week internship program, where students engaged in
specific tasks and provided scholarship for research
projects developed by students. We also delivered an
official module on global business during the autumn
semester, where our employees participated as
specialist lecturers.
For 2016, we are planning a global internship program,which will send students to Volvo Group sites outside
Japan for 3 months. The selection of participants iscomplete.

Nobel Prize Dialogue in Tokyo 2015

Inviting students to the symposiumwith eminent scientists
The Nobel Prize Dialogue is an international
symposium attended by many world-leading scientists
held in Stockholm, Sweden in tandem with the Nobel
Prize Award Ceremonies. The ﬁrst dialogue was in2012, and Volvo Group has been contributing to its
organization.
The symposium took place in Japan in March 2015 as
the ﬁrst event to be held outside Sweden. To thisoccasion, UD Trucks invited students from Sophia
University, our partner in the industry-academia
partnership program. The symposium invited economic
researchers, policymakers, and other specialists in avariety of ﬁelds from Japan and abroad, including Prof.
Hiroshi Amano (2014 Nobel Laureate in Physics) andProf. Shinya Yamanaka (2012 Nobel Laureate in
Physiology or Medicine). During the event, lectures andpanel discussions revolved around the theme "Genetic
science and future society."
Comments from the attending students of Sophia
University included "Theindustry-academia
partnership program gaveme an invaluable
opportunity" and "To seereal world-leading
scientists discussing wasin itself an inspiration."

Voice Intern's feedback
Learning the fundamentals of marketing through practice
I was a member of a marketing seminar at the university.
When I heard about the internship opportunity at UD
Trucks, I applied hoping to have some branding exercisesin an environment with real working people. I spent fourweeks in the company's branding division.
I was most struck by the fact that I was allowed to takemy own initiatives freely. At UD Trucks, they organize theinternship program in such a way that one division
receives one intern, the intern expresses his/her idea
about what he/she wants to do, and a task is assigned
according to this. It was all left to me to manage, fromdeciding on the approach to the given task, to collecting
and analyzing data and developing a project. The I
enjoyed communicating to my colleagues during lunch

and coffee breaks, where I presented my ideas andreceived their feedback.
I was also given opportunities to drive the product trucks
and participate in customer events. It was an invaluablelesson to recognize the importance of "listening to theopinions from the ﬁelds and customers," which isfundamental to marketing.

Keisuke Mishina

Student at Dept. of Management
Facullty of Economics
Sophia University(Grad. March 2016)20

CSR activity report 7

Our Environmental Management
Based on our environmental programs in line with the Volvo Group visions and mid-/long-term plansfor environmental management/conservation, UD Trucks is dedicated to contribute toward a sustainable society
through the improvement of product environmental performance and the reduction of environmental loadfrom our business activities.
Environmental management policy

Four programs as our contributions
to sustainable society
Volvo Group holds "environmental care" as one of its
corporate core values and strives to be a leading
company in this area.
In alignment with this vision, UD Trucks pursues“holistic view,” “continual improvement,” “technicaldevelopment,” and “resource efficiency” as componentsof our environmental program, paving a way toward asustainable society.
Environmental program
Holistic View
Practice to reduce impact on the environment from our products,
business activities, and services with a comprehensive view on the
product lifecycle
Continual Improvement
Initiatives pursued by employees in their work in a dedicated,
continued effort
Technical Development
Proactive and innovative research and development to meet andsurpass expectations of customers and society
Resource Efficiency
Practices leading to economize the use of natural resources andreduce waste generation

Environmental management system organization

Committed to company-wide
environmental plans through"structural environmental management"
UD Trucks operates an "structural environmental
management" membered by the president as theenvironmental chief executive officer andenvironmental chief managers appointed from alldivisions. This formation is responsible for formulating
medium-/long-term plans of environmental
management and conservation across the company,
and it is deliberate and approves major agenda. Eachchief manager is supported by environmental officers
and a management team and pursues various activities
in accordance with the ISO14001, an international
standard for environmental management systems, aswell as with the company environmental plan.
Furthermore, we organize the environment partner
team, which aims to ensure all concerned, from the top
management to employees and agencies such as
maintenance service providers, properly understandthe Volvo Group's corporate core values and21

demonstrate the horizontal unity in tackling various
environmental challenges, taking the structuralenvironmental management policies on board.
Environment management system organization
Environmental
Chief Executive Officer

Manufacturing Division(Cab & Vehicle Assembly)
environmental
chief manager

Product Development
Divisionenvironmental
chief manager

Manufacturing Division(Powertrain)
environmental
chief manager

Sales Divisionenvironmental
chief manager

Environmental
manager

Environmental
manager

Environmental
manager

Environmental
manager

Environmental partner team

Progress in obtaining ISO14001 certiﬁcation

Operating the environmental
management systemin each division/site
UD Trucks is certiﬁed with ISO14001.
Starting with the certiﬁcation of theAgeo plant in FY1998, our ProductDevelopment Division and Hanyu
plant subsequently obtained thesame certiﬁcation before FY2009.
Today, our Product Development andManufacturing Divisions operate theISO14001 certiﬁcation
environmental management system
as a business unit of Volvo Group, while theheadquarters and Sales and Aftermarket Division
manage their own systems as one site in our diligence
to meet the targets and goals speciﬁed in ourenvironmental activity plans.
Internal/external audits on the environmental
management system

Regular evaluation of operational
statuses and effectivenessIn order to ensure appropriate operation of theenvironmental management system, we conduct anannual internal audit based on company regulations.
The internal audits are conducted by a team of qualiﬁed
audit committee members who investigate and assess
the operational state of the environmental management
system as well as the compliance with the internal
standards and relevant environmental laws andregulations.
Our environmental management system is audited by an
external organization every year. The FY2015 external
examination found no major recommendations.

technologies to reduce fuel consumption and filter
exhaust gases, as well as by controlling
environmentally hazardous materials.
Energy saving and mitigation of global warming

Developing technologies
to enhance fuel efficiency

Impact of business activities on the environment

Pursuing effective use of resources
and minimization of environmental load
at all stages of the product lifecycle
UD Trucks analyzes environmental load in all stages ofthe product lifecycle from development and design up
to waste and recycling in order to provide
environmentally considerate products while working on
the effective utilization of resources and reduction ofenvironmental impacts.
Improvement in product environmental performance

Striving to develop technologies thatenhance environmental performance
UD Trucks is dedicated to comprehensive
environmental protection through the development of

The trucks' fuel consumption is both a signiﬁcantburden on business management cost and a major
cause of CO2 emissions. For this reason, UD Trucks
considers fuel efficiency to be one of the top agenda inits environmental activities and has been delivering
improvement over many years. In Japan, theHeavy-Duty Vehicle Fuel Efficiency Standards 2015
was implemented, which prescribed the targets of fuelefficiency by vehicle categories in terms of weight andso on, to be achieved by manufacturers within the ﬁscal
year. During FY2014, more than 96.1% of the entire
units sold satisﬁed the target fuel efficiency, which
helped us achieve our company target on the average
fuel efficiency score.
In addition to the efforts in improving fuel efficiency of
our vehicles, we continue the nationwide initiative of
eco-driving seminars, where we provide truck drivers
with lectures and practices on green driving.

Material flow

Input
1. Development
and design

Development of technologies•Reduction of exhaust-gas
emissions•Fuel-efficiency improvement•Reduction of environmental load
•Reduction of noise pollution•Enhancement of recycling
capability

OutputMaterial
components

Energy2.Purchasingmaterials andcomponents

Transportation
green
purchasing/energy-efficienttransport

CO2
PM/NOxResource
energyResource
energyEnergyWater/
electricity/oil

Tire exchange/
fuelPower/fuel for
facilities/equipment

3.Production

4.Customer use

Medium-/heavy-duty truck engines
and components
Reducing hazardous substances/saving resources and energy/
facility maintenance, etc.

CO2
NOx
SOx
Dust
Odor

Effluent

Waste

5.Waste disposal/
recycling

Cast/press/heat treatment/machining/
paint work/assembly/inspection

Noise
Vibration

Driving trucks
Energy-efficientdriving

CO2
PM/NOxWaste(disposed tires, etc.)

Noise/Vibration

Disassembly/
sorting
Reuse/recycle/
waste collection
and treatment

Waste
ASR
Airbag
CFC

The environmental impact from trucks throughout their lifecycle is mostly attributed to the emissions of CO2 and exhaust gases (PM, NOx) in use.

22

Technologies enhancing fuel efficiency
We have achieved 105% or more success in about
70% of the main models of our heavy-duty truck Quon
against the target set by the Heavy-Duty Vehicle Fuel
Efficiency Standards 2015. This was made possible byintroducing various advanced technologies forenhancing fuel efficiency to improve powertrain
performance (engine and transmission) and ﬁne controlof driving conditions.
Major technologies applied in heavy-duty trucks
EngineImprovement in torque performance /friction reduction/
setting up options for idling stop system

Power
train
systemdirect-mount ESCOT (changed the top-gear ratio fromthe overdrive to direct-mode) / change of ﬁnal gear
ratio / new economy-E/D mode (addition ofacceleration limiter and soft cruise control functions) /ESCOT ROLL (for controlling the slowing down during
coasting) / electronically controlled air dryer(optimization of air compressor activation)

UD Trucks' improvement on fuel efficiency
Fuel efficiency achievement rate (%)

Thorough control of chemicals usedin products
In compliance with laws and regulations, as well as with
self-regulated industrial standards about manufacture,import, management, environmentally aware design,
and recycling of chemical substances, we strive tomanage the chemicals we use in our products basedon the Global Automotive Declarable Substance List
(GADSL).
Controlling chemical substances
Development/design phase• Verify use of chemical substances in each process,including at suppliers• Register data with IMDS*1 as necessary
Production phase• Annual registration and reports based on the PRTR
system*2• Implement as internal standards and promote
substitution of hazardous substances*1 Materials database jointly managed by automobile manufacturers
across the world for the purpose of environmental conservation.
*2 A law for managing and controlling the emissions of special
designated chemical substances into the environment: Pollutant
Release and Transfer Register.

102
101
100
99
98

Reducing environmental load in business activities

97
96

2009

2010

2011

2012

2013

2014

(Fiscal year)

Figures are a weighted harmonic mean of net sales
by units for medium/heavy-duty trucks against 2015 ﬁgure as 100%

Eco-driving seminar
Since 2007, we organize eco-driving seminars for truck
drivers, leveraging our UD Information Service (UDIS).
Each session is arranged for 10 to 15 drivers and offersa hands-on seminar using in-operation trucks to learn
maneuvers and speed-reduction techniques, offering
useful knowledge, and passing practical skills
concerning green driving. The seminar is backed bysurvey data, which indicates an 18% improvement onfuel efficiency after the program. Thus, it helps ourcustomers to improve fuel efficiency and cut CO2
emissions. In 2015, we held sessions in 103 locationsfor 1,384 participants (182 locations for 3,103
participants in 2014).

23

Control of chemical substances

Dedicated in energy conservation,
global-warming mitigation
and waste reduction
UD Trucks is proactive in reducing environmental
impacts from our business activities throughCO2-emissions reduction by ﬁnding energy-efficient
items, horizontal roll-out of good practices, andwaste-reduction initiatives when working with ourdealers.
Energy-saving and mitigation of global warming

Company-wide initiative
to reduce CO2 emissions
Volvo Group is the ﬁrst automotive manufacturer whojoined the WWF Climate Savers Program* in 2011. The
group set its own target to reduce CO2 emissions fromthe group factories by 12% of the 2008 ﬁgure by 2014.
In 2013, the group had already exceeded theemissions-reduction target (20%).
Continuing on this result, a new target was set in 2015

to reduce further 8% on 2013
emissions by 2020, and weare boosting our activities. Inan effort to align with thisreduction target, UD Trucks also arranges speciﬁc
action items and plans through discussions at ourEnergy Saving Promotion Council, which is memberedby representatives of each division.
Our 2013 target was to reduce CO2 emissions by 39%
from 1990, and we achieved the target by a large
margin at 68.9%. We will continue our diligent efforts in
the reduction, accounting for the emissions due tofuture production growth in production.
* A program for reducing the greenhouse gas emissions at the initiativeof WWF in partnership with world businesses.

New headquarters building designed to beenergy-efficiency
Completed in July 2015, the new headquarters is asteel-framed building with 10 floors. It has the latest
anti-seismic structure together with a variety of features
to reduce environmental impact.
The exterior design is one example. The corrugatedexternal wall increases the sun-blocking effect andreduces the load on the air-conditioning system. We
selected Low-E glass for the windows, whichreflects/blocks external heat and secures light in, andviews from, the office space while lowering the thermalload in the building. The work areas are located on thenorth side, and utilities such as toilets and elevators areplaced in the south of the building. This will reduce thewindow area and minimize the heating effect of thesunbeam.
In addition, the internal lighting system uses the latest
LED. The human sensors detect the people's presence
and automatically control on/off and dimming,
furthering the energy savings.
Waste Reduction

Reducing the environmental load
through waste disposal
In the product lifecycle, waste generation is at its peakduring the product disposal at dealers. In view of this,UD Trucks has developed its own waste-management
system and introduced internal standards on wastesorting and management at our dealers since 2014.
Each dealer has installed dedicated facilities according
to these standards and observes detailed waste sorting.
In terms of product development, we design our
products keeping in mind that disassembling should bemade easy. This results in ideas for components suchas the three-way split bumpers. In production, we workon reducing waste and replacing with recyclable
materials in order to minimize the volume of ﬁnal
disposal. In FY2014, we pursued the recycling ofincineration residues and waste-sorting initiatives, which
resulted in a 99.8% reduction of ﬁnal waste disposal
compared to FY1990. We also keep our recycling rateover 99% (zero-emission) across the company. In
logistics, we are active in introducing returnablecontainers for shipping service parts to reduce theconsumption of packaging materials.

Voice Eco-driving seminar: participants' feedback
Acquiring practical skills in green driving
The eco-driving seminar is a very valuable program forus, where we are given an opportunity to correctly
understand actual driving data, such as fuel consumption,
and we can also learn about the trucks in terms of theircharacteristics and points for daily inspection. Many ofour drivers also say that the training sessions arevaluable, conducted in all seriousness, and very
beneﬁcial in gaining knowledge and skills.
We need to put everything we learned from the seminar
into our daily practice in order to achieve our target to
reduce fuel consumption by more than 1%. Merely giving
the target ﬁgure such as "1%" is not enough. We need toknow more about how to set the target and how to give
instructions. In this sense, we ﬁnd many valuable ideas in
the seminar. We are also aware of the need to raise
drivers' awareness of the environmental issues. We are
grateful for this opportunity and look forward to learning
more from this seminar in the future.

Takeshi Satou

Assistant Group General Manager
Business Division
NIPPON EXPRESS CO., LTD.

24

Environmental Data

Energy/CO2 related data
The amount of CO2 emission by energy types

The total amount of CO2 emission/basic unit
Gross emissions

Target (JAMA)

Basic unit

Gross emissions (1,000 ton-CO2)

Basic unit (ton-CO2/unit)

150
120

Electricity
LPG

8

137

Cokes

Diesel oil

140

0.3%
2.3%
34.2%
12.2%

12.4%
90

6

74

60

69

14.7%

4

69
55

56

30
0

9.0%

17.5%

2

52

City gas

Other

0.5%
5.3%
5.9%

10

140

Heavy oil

52

43.7%

1.3%

40.6%

0

1990

1995

2009

2010

2011

2012

2013

2014

1990

(Fiscal year)

Electric power consumption

2014(Fiscal year)

The heat balance of the large natural gas
co-generation (FY2014)(the total usage of Ageo, Kounosu and Hanyu plant and Gunma Parts Distribution Center)

80 (million kWh)

60

65.5

68.5

Waste loss

65.6

Available heat

37.1%
55.9

40

62.9%

51.7

50.6

Input

100%

20

Steam

Power generation

20.9%

42.0%

0

2009

2010

2011

2012

2014

2013

*The ﬁgure for the FY2014 Kounosu Plant is a total of ﬁgures
between April and December.

(Fiscal year)

Resource related data
Waste treatment status (FY2014)(Unit: 1,000 ton)

Recycled internally

Total waste
generated

Internal disposal

Recycled
internally

4.2

1.2(6%)

(23%)

19.9
External disposal

Recycled
externally18.2(91%)14.0(77%)

To the destinationof recycling

Final disposal

Incineration (internal/external)

Thermal recycling (heat recovery)

25

Final disposal

0.5(3%)

Recycled externally 0.1

0.26

To the destinationof recycling

Final
disposalvolume
Total

0.025

Waste final disposal volume (landﬁll)/recycling rate
LandﬁllTargetLandﬁll (ton)20,000
2,000
1,000

99.3

19,26899.7

99.9

Water consumption/basic unit

Rate of recycling

Consumption

Recycling rate (%)
100

Consumption (1,000 m3)
2,500

99.9

Basic unit
Basic unit (m3/unit)
100

99.9

89.4
2,273
68.5

100

80

2,000

60

1,500

40

1,000

80

2,070

60

1,643

40

994
50

34

0

1990

1995

2010

21

11

17

25

2011

2012

2013

2014

20

500

0

0

881

780

678

2013

2014

20
0

1990

(Fiscal year)*The target ﬁgures underwent review from 2004 basedon the initiatives conducted by the Japan Automobile Manufacturers
Association's Recycling and Waste Reduction Subcommittee.

928

1995

2010

2011

2012

(Fiscal year)

PRTR data
Ageo Plant (FY2014)

Unit: kg/year (mg-TEQ/year for dioxin and other chemical compounds)

Class

Ordinance
numberChemical substance

VolumehandledSpeciﬁc class 1
designated chemical
substances

243

Dioxins and compounds

65.44

1

Water-soluble zinc compound

2,730

Class 1
designatedchemical
substances

Emissions
Soil

Mileage
Waste

Removaltreatment

Recycled

7.64

0

0

57.8

0

0

0

0

27

0

0

792

0

1,911

53

Ethylbenzene

36,953

16,119

0

0

0

3,422

17,36745

80

Xylene68,136

23,623

0

0

0

3,735

40,522

255

296

1,2,4-Trimethylbenzene

3,585

2,203

0

0

0

1,062

0

320

297

1,3,5-Trimethylbenzene

8,655

1,093

0

0

0

108

7,397

57

300

Toluene13,253

10,429

0

0

0

2,265

161

398

438

Methylnaphthalene

1,540

22

0

0

0

0

0

1,518

Kounosu Plant (FY2014)
Class

Class 1
designatedchemical
substances

Consumption(products)

Water

Atmosphere

Unit: kg/year

Ordinance
numberChemical substance

VolumehandledEmissions
Atmosphere

Water

Soil

Mileage
Waste

Removaltreatment

Recycled

Consumption(products)

31

Antimony and compounds

1,485

0

0

0

30

0

0

1,455

37

Bisphenol A

4,721

0

0

0

0

0

0

4,721

53

Ethylbenzene

2,943

2,936

0

0

0

0

0

7

80

Xylene

4,396

4,326

0

0

0

0

0

70

87

Chromium and trivalentchromium compound

18,030

0

0

0

361

0

0

17,669258

Hexamethylenetetramine

20,676

0

0

0

0

0

0

20,676277

Triethylamine

5,927

0

0

0

0

0

0

5,927

296

1,2,4-Trimethylbenzene

1,500

173

0

0

0

0

0

1,326

300

Toluene

8,270

8,210

0

0

0

0

0

60

308

Nickel

1,219

0

0

0

24

0

0

1,195

349

Phenol

1,662

0

0

0

0

0

0

1,662

412

Manganese and compound

44,260

0

0

0

6,144

0

0

38,116

438

Methylnaphthalene

1,439

7

0

0

0

0

0

1,432

448

Methylenebis (4,1-phenylene)=Diisocyanate

4,680

0

0

0

0

0

0

4,680

453

Molybdenum and compound

4,425

0

0

0

89

0

0

4,337

* Inclusion criteria are 0.5 tons or more of the speciﬁc class 1 designated chemical substances and 1 ton or more of other designated chemical substances handled.
* No applicable substances are handled at the Hanyu Plant.

26

Environmental Data

Environmental data of environmental facilities in FY2014(Environment Data Measurement Period: From April 2014 to March 2015)

Ageo Plant
Water quality

Unit

Measured itemMin.

Average

―

7,484

0

1,504

―

5.6 -8.6

7.8

6.6

6.7

BOD

mg/ℓ

25 (20)

6.7

ND

3.1

COD

mg/ℓ

160 (120)

10.5

3.4

7.5

SS

mg/ℓ

60 (50)

5.0

ND

1.3

N-Hex (mineral oil)

mg/ℓ

5

<2.5

ND

0.2

Phosphorus

mg/ℓ

8

0.4

ND

0.08

Nitrogen

mg/ℓ

60

4.2

1.0

2.5

Zinc

mg/ℓ

2

0.2

ND

0.05

Fluorine and compound

mg/ℓ

8

<0.8

<0.8

<0.8

Measured
item

Unit

Regulation
designation

Max.

Min.

Average

Water boiler

NOx

ppm

150

89

84

86.5

Cogeneration (gas engine)

NOx

ppm

200

140

110

125

NOx

ppm

230

30

15

23

Dust

g/m3N

0.2

0.002

0.001

0.001

NOx

ppm

250

6

6

6

Dust

3

g/m N

0.35

0.005

0.005

0.005

NOx

ppm

180

Dust

g/m3N

0.1

Hydrogen chloride

g/m3N

0.2

ng-TEQ/m3N

10

Unit

Regulation
designation

Max.

Min.

Average49

08Atmospherem3/dayFacility

Dry furnace 1
NOx: Nitrogen oxide

Max.

pH

Discharged volume

BOD: Biochemical Oxygen Demand
COD: Chemical Oxygen Demand
SS: Suspended SubstanceND: Not Detected
Figures within parentheses( ) show average per day

Regulation
designation

Dry furnace 2

Burner furnace

DioxinTerminatedHanyu Plant
Water quality

Measured item

m3/day―pH―

5.6-8.6

7.4

6.8

7.1

BOD

mg/ℓ

25 (20)

1.7

ND

0.6

COD

mg/ℓ

160 (120)

3.9

2.2

2.6

SS

mg/ℓ

60 (50)

ND

ND

ND

N-Hex (mineral oil)

mg/ℓ

5

ND

ND

ND

Nitrogen

mg/ℓ

60

20

1.7

14.5

Zinc

mg/ℓ

2

0.2

ND

0.1

Unit

Regulation
designation

Max.

Min.

Average

Discharged volume
BOD: Biochemical Oxygen Demand
COD: Chemical Oxygen Demand
SS: Suspended SubstanceND: Not Detected
Figures within parentheses( )show average per day

Atmosphere

Facility

Boiler heavy oil(1.2 tons)
NOx: Nitrogen oxide
SOx: Sulfur oxide
Water cooler/heater27

Measured
item
NOx

ppm

180

95

69

85

SOx

m3N/h

0.493

0.006

0.002

0.004

Dust

g/m3N

0.3

0.005

0.003

0.004

NOx

ppm

180

74

74

74

SOx

3

m N/h

0.531

0.011

0.001

0.006

Dust

g/m3N

0.3

0.004

0.003

0.004

Gunma Parts Distribution Center
Unit

Regulation
designation

Max.

Min.

Averagem3/day

―

31

0

7.0

pH

―

5.6 -8.6

7.2

6.5

6.9

BOD

mg/ℓ

80

6.5

2.7

5.1

SS

mg/ℓ

20

6.0

1.0

3.7

N-Hex (mineral oil)

mg/ℓ

1

<0.5

<0.5

<0.5

Measured
item

Unit

Regulation
designation

Max.

Min.

Average

NOx

ppm

180

73

49

59

Dust

g/m N

0.2

0.001

0.001

0.001

Water quality

Measured item
Discharged volume

BOD: Biochemical Oxygen Demand
SS: Suspended SubstanceND: Not Detected

AtmosphereNOx: Nitrogen oxide

Facility
Boiler heavy oil
Nos.1, 2 and 3

PCB storage status

ISO14001 certiﬁcation status

Ageo Plant
Reactor

1,125 kg

Discharge coil

40 kg

Condenser

5,823 kg

Stabilizer

10,886 kg

Transmitter

17,976 kg

Breaker

220 kgContaminated materials(waste clothes, etc.)

10 kg

Total

3

36,080 kg

FY1998Headquarters/Ageo Plant

FY2002

Product Development Division

FY2004

Kounosu Plant

FY2004

Hanyu Plant *Transferred to UniCarriers Corporation in March 2016

FY2005DRD Co., Ltd. *Transferred to Tempstaff Co., Ltd. in June 2013

FY2005

Techsus Co., Ltd. *Transferred to Tempstaff Co., Ltd. in July 2013

FY2006

N-Tech Co., Ltd. *Transferred to Kihara Manufacturing Co., Ltd. in March 2015

FY2008Japan Vehicle Co., Ltd. *Acquired by UD Trucks Corporation in July 2011

FY2009*Transferred to Global Component Technologies Corporationin January 2015

Volvo Logistics Corporation Japan Co., Ltd.
*Acquired by UD Trucks Corporation in April 2014*"Trans" includes the weight of the transmitter main body.

28

UD Trucks Corporation
1-1, Ageo-shi, Saitama 362-8523, Japanudtrucks.co.jp