New eyes for industry

Corporate Social Responsibility
Report2012

TAMRON CSR Report 2012

0B

Message from the President
First of all, I wish to express our deep sympathy to those who suffered from the Great
East Japan Earthquake and the tsunami and pray for the early recovery of the affectedareas.

Putting Lessons Learned from Disasters to Good Use
Looking back on 2011, the year obliged us to muse on risks from natural disasters athome and abroad such as earthquakes and floods. Soon after the Great East Japan
Earthquake, immediately after checking on the safety of our premises and employees,
we decided to send commodities as well as relief and condolence money to people
who suffered from the disaster. As a manufacturer of photographic lenses, we also
continued to work on supporting people living in the afflicted areas. Our actions
included cosponsoring photographic exhibitions held to convey the devastation of
the afflicted areas and plight of people living there, and extending preferential repair
services to our lens users. As part of our business continuity plan, we immediately
launched a special project to ensure smooth materials procurement and logistics.
We put the lessons we learned from the disaster in Japan to good use during thefloods in Thailand. We will continue to reflect these lessons in our business in order tostrengthen our crisis management system.

Morio Ono
President & CEO
Tamron Co.,Ltd

Recognizing Anew the Importance of Our Corporate Philosophy:“Contributing to Society by Creating New Eyes for Industry”
Throughout our company history, we have worked hard to develop and deliver quality
optical products, guided by our corporate philosophy of“Contributing to Society by
Creating New Eyes for Industry”. We continue to pursue high quality to meet ourgoal and provide products that satisfy our customers. The A005 tele-zoom lens1 welaunched in 2011, commanding our advanced technologies including our proprietaryultrasonic motor and special high quality optical glass materials, is one example ofsuch eyes. Our new zoom lens won many awards. We must focus on environmental
concerns while pursuing quality and performance. Our pursuit of environmentallyfriendly designs including the use of recycled materials, downsizing and weight saving
enabled us to reduce the gross weight of products we sold in 2011 by 13% . We also
know the importance of improving our after-sales service system in order to continue
to present value for our customers. Providing robust products is the first and foremost
condition but prompt repair services must be provided for when they are necessary.
We currently complete repair services to our domestic customers for consumer
products within seven days including delivery. We will work to provide the same afterservices to customers abroad.
The number of people who participate in our annual photographic contest encourages
us. The continuous growth of the population enjoying photography tells us that ourefforts to contribute to photographic culture are helping. We will continue to work
hard in order to be a reliable manufacturer of quality optical products that meetcustomer expectations.

Management Always Values Employees

At Tamron we contribute to society while responding to customer needs as we
implement corporate management that always highly values our employees. In 2011,
to save electricity after the March 11 disaster, we prohibited overtime work as a
general rule. We are confident that changes in understanding a better work-life balance
will become a driving force behind the Tamron of tomorrow.

Participation in the United Nations Global Compact2

In 2007, Tamron joined the Global Compact of the United Nations3. Since then,we have continued to support the ten principles of the Global Compact initiativethat serves as the basic code of conduct for all global companies. Strengthening ourconsciousness of human rights is particularly important when we deploy our business
operations around the globe. We have therefore included the ten principles in our
Codes of Conduct and have been focusing on education in our organization following
the ten principles.
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）Please refer to page 7 for additional productinformation.
（2）Please refer to page 3 for additional informationon the UN Global Compact.

1

TAMRON CSR Report 2012

Tamron's CSR Management
For Enhancing Corporate Value

Twelve Themes for Enhancing 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 productsthat serve as eyes for industry. Our basic corporate philosophy
advocates performing all of our primary business operations
based on The Action Declarations, defining the stance thecompany should take toward stakeholders divided into fivecategories, and The Action Codes, showing how all Tamron
employees should act while dialoguing with our stakeholders.

We have established twelve themes for being a company
acknowledged by stakeholders. Through addressing these
themes, we are discharging compliance responsibility, economic
responsibility, and responsibility to contribute to social issues.
The themes of compliance, corporate governance and risk
Management are essential for conducting sound business
operations while discharging compliance and economic
responsibility.
The remaining themes are occupational safety, employment andhuman resources, human rights, information security and private
information protection. We will continue to address these
themes to discharge our social responsibility while working on
quality improvement, product quality and safety, resource-saving
designs, environmental protection and more. We will continue
to report on our activities for proper disclosure.
We will work to continue to be a company our customers selectas a reliable supplier1.

《Perspectives from Stakeholders Divided into Five Categories》
From thecustomer perspective

From thesociety perspective

From the business
partner perspective

From theemployee perspective（1）
This is one of our corporate themes.

From the shareholder/investor perspective

All ﬁve perspectives interlink with our environment.

●From the customer perspective
Recognizing that customer satisfaction is of the highest
importance, we will contribute to society by supplying safe,
high-quality original products and services.
●From the employee perspective
In order to become self-reliant, each employee at Tamron
works with a spirit of challenging diﬃculties, maintains goodcommunications with fellow workers for creating a lively work
environment, and strives to yield the best possible results at all
times while observing the laws and regulations.
Each and every employee at Tamron respects human rights to
support a good society as a good corporate citizen.
●From the shareholders/investor perspective
All of us working at Tamron strive to enhance Tamron s corporate
value through faithful management, maintain goodcommunications with our stakeholders, and work on enhancing
stakeholder conﬁdence to be a company worthy of stable
investments.
●From the business partner perspective
All of us working at Tamron observe the laws andregulations, aiming to establish relationships that ensure
receiving a supply of quality materials and services from ourpartners through trans parent transactions, working to growand contribute to society together with our partners.
●From the society perspective
Maintaining good communications with local communities, wewill strive to contribute to their growth while upholding theirtradition and culture as a good corporate citizen.
We will observe the laws and regulations, aiming at earning
conﬁdence from society as a good corporate citizen.
We will be up against all social anti-society forces andorganizations that pose threats to the public order and safety of
our civil society.
We will work hard in NGO and NPO projects to establish a goodsociety.

Information disclosure
Environment

Employment/
Human Resources
Private Information
Protection
Human Rights

Corporate Value

Responsibility to Contribute toSocial and Environmental Issues

The Action Declarations of TamronPower to be
selectedSocialContribution
Quality Products/
SafetyOccupational
Safety & Health
Information Security

Risk Management

Co m p lia n c eSociety

Environment

C o r p o r a t e Go ve r n a n c e

EconomyEconomic Responsibility
Twelve Themes for Enhancing CSR Management

CSR Committee
Our CSR Committee meets monthly to closely watch the progressof activities for pursuing the twelve themes. The committee isan organization under the direct command of our president.
Representatives from all divisions at the headoffice and factories athome and abroad meet monthly through videoconferencing.

TAMRON CSR Report 20122

Participation in the UN Global
Compact
Tamron operates around the world, including a production base in China
and subsidiary sales companies in Europe and America. Agreeing to the
Global Compact（GC）, the international initiative proposed by the United
Nations to support the Ten Principles related to human rights, labor,
environmental protection and preventing corruption, Tamron became asupporter of the initiative in August 2007. The Ten GC Principles became
pillars for establishing our CSR promotion structure. We will continue to
conduct our business following The Ten Principles, fulfilling our social
responsibility.

For further details on theinitiative, please visit the United
Nation website atWEB

http://www.unglobalcompact.org/● COP Report（Communication on Progress）
The following table describes our accomplishments and work at Tamron during 2011 in line with the Ten Principles.

Principle

Human Rights① Business should supportand espec ttheprotection of
We advocated support of basic human rights ininternationally proclaimed human our Action Declarations.
rights② Business should ensure that they
are not complicit in human rights
abuses③ Business should uphold thefreedom of association and theeffective recognition of the rightto collective bargaining

Labour④ Business should support theelimination of all forms of forced
and compulsory labour⑤ Business should support theeffective abolition of child labour⑥ Business should support theelimination of discriminationin respect of employment andoccupation⑦ Business should support apreca utionary approach toenvironmental challenges
Environment⑧ Business Should undertake
initiatives to promote greater
environmental responsibility⑨ Business should encourage
the development and diffusionof environmentally friendly
technologies

Anti-Corruption

3

Tamron’s Policies⑩ Businesses should work
against corruption in all its
forms,including extortion andbribery

TAMRON CSR Report 2012

We declared respect for human rights andabolishment of discrimination in our Compliance
Regulations.

Actions Taken,
Accomplishments in 2011

Established and adopted
Human Rights Protection &Labor Standard Management
Regulations at our domestic
bases and Chinese factory.

Relevant
page

P2

P11,12

Periodically provided opportunities
to discuss labor-management issues
We declared respecting the right of ouremployees to organize (in our labor organization at times including joint management P12
council meetings and annual plan
memorandum).
rollout meetings.
We stipulated the importance of complying
with labor-related laws and regulations andProvided our employees withmaintaining a proper work environment for ouropportunities to learn more
P11〜13,
employees (in our Compliance Regulations).
about the 12 CSR Themes
15
includinghumanrightsandWe declared that we do not use child labor.
labor issues.
(We do not employ any workers under age 15,
which is stipulated in our employment rules.)Achieved challenged person
 e declared our targets for employing physically employment and femaleW
challenged persons and our policy to increase
manager promotion rate
P11,12the ratio of female managers in order to realize a targets.
diversified work place.
Ratio of taking newbornbaby care leave: 100%
We declared our policy in our consolidated
management policy to prevent environmental
Incidences connected todeterioration through work such as the following: environment contamination:(1)Reducing CO2 emissions.
Zero(2)Reducing industrial waste.
Incidences connected to(3)Finding alternative materials to harmful
leakage of harmful chemicalchemical substances.
substances: Zero
(4)Keeping biodiversity intact.
We declared our policy to clearly establish
our environment objectives and targets for thefollowing:(1)Reducing CO2 emissions(2)Reducing industrial waste emissions toultimately achieve zero emissions(3)Promoting environmentally-friendly designs

Reduced CO2 emissions by
7% , compared to 2009 insales units (emissions per
net sales)
Achieved targets, except for
waste plastic reduction at
headquarters

P14 ～ 18

We declared our policy to regulate acts of
The Compliance Promotion
endowment and political donations andCommittee held workshops
P13
terminate ties with anti-social forces in ourfor employees to learn more
Compliance Regulations and Action Declarations. about compliance.

Table of Contents
Message from the President……………………………………………… 1

Relationships with Employees…………………………………………… 11

Tamron’s CSR Management……………………………………………… 2

Relationships with Shareholders and Investors……………………… 13

Participation in the UN Global Compact……………………………… 3

Relationships with the Environment…………………………………… 14

Table of Contents, Company Outline… ……………………………… 4

Environmental Objectives and Targets Achieved… ……………… 16

Feature Article：Learning Lessons from the Great East

Reducing CO₂ Emissions and Energy Consumption… …………

Japan Earthquake… ……………………………………………………… 5

Reducing Waste and Water Consumption…………………………… 18

Management System… …………………………………………………… 6

Relationships with Society……………………………………………… 19

Relationships with Customers…………………………………………… 7

Activities at Subsidiary Companies Overseas… …………………… 21

Relationships with Business Partners… ……………………………… 10

Independent Third Party Opinion… …………………………………… 22

Editorial

17

Policy1. This report is issued to inform 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 on environmental conservation andsocial responsibility.
2. This report covers the whole Tamron group including Tamron Co., Ltd and Tamron Optical (Foshan) Co., Ltd. and subsidiary sales companies
overseas (except for some environmental data).
3. The guidelines referred to are the Environmental Report Guidelines (2007 Version),Greenhouse Effect Gas Assessment & Reporting Manual (Ver.
2.4 2009) *and Environmental Accounting Guidelines (2005), issued by the Ministry for the Environment.
*As for emission coefficients, Ver. 2.4 (2009) was applied.
4. The needs for disclosing information to stakeholders were determined in accordance with GRI Sustainability Report Guidelines and referring toISO 26000: 2010 Guidelines on Corporate Social Responsibility.
5. We strive to disclose information from the perspective of stakeholders by referring to the warranty processes in AA1000 Warranty Standards.
6. About the front cover design We tried to express how our company works with lenses to contribute to the earth, the environment andharmony with people.

Company Outline
Trade Name: Tamron Co., Ltd.

Head Office: 1385 Hasunuma, Minuma-ku,
Saitama City, Saitama Prefecture, Japan

Employees Consolidated: 6,005（excluding 406 temporary employees）
Total Sales Consolidated: 58,507 billion yen（2011）

Tel: +81-48-694-9111

Stock Exchange: 1st Section, Tokyo Stock Exchange

Founded: November 1, 1950

Domestic Factories: Hirosaki, Namioka, Owani

Established: October 27, 1952

Affiliated Companies: The United States, Germany,

Capital Amount: 6.923 billion yen

France, Hong Kong, China（Shanghai, Foshan）

Representative Director: Morio Ono

Summary of Business

Head Office（Saitama）《Net Sales》
Net Sales Consolidated（billion yen）

700

Industrial-use
optics
14.0%

682

600

625
498

500

566

585

2010

2011

400
300
200
100

Opticalcomponents
18.1%

0
By-Category Sales
Composition（2011 consolidated）

2008

2009

《Numbers of Employees》（person）

Photographic lenses
67.9%

2007

8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0

Consolidated employees

572

450

5,064

5,571

5,472

2007

2008

2009

470

temporary employees

355

406

7,198

6,005

2010

2011

TAMRON CSR Report 20124

Learning Lessons from the
Feature Article
Great East Japan EarthquakeF E AT U R E

We at Tamron wish to express our deep sympathy to those who suffered from the Great East
Japan Earthquake and the tsunami and pray for the early recovery of the affected areas. Basedon many lessons we learned from the disastrous experience, we are working hard to continue ourbusiness operations and discharge our social responsibility.
Actions Taken Immediately After the Disaster

For Improving our Business Continuity Plan

Immediately after the earthquake and tsunami, we checked on
the safety of our employees and security of our premises. We
extended support to those facing difficulties in returning homewhile working on prevention of the second disaster.
Since the physical damage at our head office and three factories
in Aomori was comparatively small, limited time was required
to restore our business operations. At our head office in Omiya,
however, some employees found it difficult to return home while
supplies stocked for people living in the neighboring areas of ourcompany were insufficient. In preparation for planned blackouts,
we immediately procured emergency generators to secure a
power supply for our systems. To be prepared for the anticipatedcollapse of our supply chain, we immediately launched a crosssectional project, working on securing a network for logistics
including finding alternative procurement sources. As part of ourefforts to reduce electrical power consumption, we shifted someholidays in May and June to August while basically prohibiting
overtime work.

Problems arose from the earthquake disaster. Our BusinessContinuity Plan (BCP) contained some ambiguous parts because
the actions for some initial responses immediately after a major
earthquake and actions thereafter for recovery and continuationof business operations were mixed. We reviewed our BCP,
issuing the Earthquake Initial Response Manual to clarify actions
to take immediately after a major earthquake, while also issuinga new BCP version to ensure smooth recovery work. In the new
BCP that has been fundamentally reexamined, related divisions
are narrowed down more than before, and action assignments
and countermeasures are expressed more clearly to establish
effective implementation plans for speedier recovery. We
reviewed our emergency communication network as well as the
emergency framework and the state of the emergency stockpile.
We are working on familiarizing all employees about thesechanges, in order to strengthen our risk management system andbe prepared for major disasters that may happen in the future.

《Workflow During a Major Earthquake》
Establishing prearranged
Emergency Headquarters

Normal businessInitial response based
Earthquake on Tamron Earthquake
operations(Proactive program) occurrence Response Manual

Closing Emergency Headquarters

Recovery work
based on BCP

Normal business
operations(Postmortem routine)

Support Actions Extended to Affected Areas
We started to take support actions immediately after theearthquake. At first, we sent essential commodities of life to
our OEM customers who have production bases in the Tohoku(East Japan) district. Then, our head office donated 20 million
yen through the Japanese Red Cross Society, while our threefactories in Aomori donated 5 million yen to the disasteraffected prefectures through Aomori Prefecture. We collected
contributions from domestic employees as well as employees
working at group companies abroad.
As a photographic lens maker, we co-sponsored a photographic
exhibition UNICEF held at the United Nations’Visitor Center forreporting the devastation of the affected areas to people all over
the world. Furthermore, to extend our support to the users of
our products in the affected areas, we provided repair services
at half the regular repair charges.
We will continue to work on helping the disaster-hit areas andpeople living there, making the most of the characteristics wehave as a lens maker.

Establishingprearranged
Emergency
Headquarters

Poster for“Children and the 2011 Japan Earthquake and Tsunami –UNICEF at Work”, a photographic exhibition held at the UN Visitor Center

5

TAMRON CSR Report 2012

Management System

We strive to enhance our product and service quality while reducing environmental loads throughour consolidated management system. Also, we avoid various management risks based upon our risk
management system.

Integrated Management System

Triple Audit Systems for Surveillance and Finding Problems

In 2010, we obtained unified certification applicable to the
Tamron Group including our overseas production base of
Tamron Optical（Foshan）, in addition to all our domestic sites:
Head Office, Hirosaki Factory, Namioka Factory and Owani
Factory. Our management system has completely integrated ISO
9001（quality）and ISO 14001（environment）. We will continue
to produce high quality products that are safe and satisfy ourcustomers, while paying attention to the environment, under our
integrated management system.

We annually audit the implementation of the integrated
management system at the Omiya Head Office and the three
Aomori factories to check the effectiveness of the systemand continually improve it, which are our internal quality andenvironment audits. From the auditing, internal auditors foundsome nonconformity cases and suggested improvements at theOmiya Head Office and three Aomori factories. In addition to theinternal audit, the Omiya Head Office and three Aomori factories
audit each other to check their systems and manufacturing
processes. We periodically audit with contracted external
audit organizations to maintain certifications while continually
improving the integrated management system at Tamron. As aresult of external audits implemented in 2011, the effectivenessof our policy management processes adopted at our domestic
sites was assessed at level-4 on the whole on a scale of one tofive, while the effectiveness of processes used at our production
base in China was rated at level-4. Points at issue as results ofthe triple audit systems have been promptly improved, and weare working on further improvements by deploying activities
horizontally among our group companies.

Integrated Management Policies
As a member of the optical industry of the world, we
will continue to manufacture products meeting customer
satisfaction and our goal of being Tamron Contributing
to Society by Creating Eyes for Industry, while paying
attention to environmental conservation.
1.We will supply our customers with high quality and reliable
products by using our originality, ingenuity and technology,
pursuing sustainable growth with profits arising out ofdelighting and satisfying our customers.
2.In running our business, we will comply with all related laws,
standards and treaties at home and abroad, respecting therequests and demands postulated by our customers and the
local community.
3.We will work on preventing environmental contamination
through reducing CO₂, waste emissions and harmful
chemicals while seeking alternatives and keeping biodiversity
intact.
4.We will continue to work on improving the effectiveness of
our integrated management system.
5.To achieve this management policy, we will specifically set
up our objectives and targets, periodically evaluating ourachievement level.
6.To enhance recognizing the importance of our integrated
management, we will maintain good communications whileproviding sufficient education and training to all people
working for Tamron.
7.W e will closely cooperate with society in all countries
and regions where we work and disclose information
as necessary on our quality assurance and environment
conservation.

December 7, 2009
Morio Ono, President & CEO《Consolidated Management》
Representative
Quality/
Environment Committee（Prosldent）

Consolidated
Administration Manager

Omiya Consolidated
Administration Manager
Secretarial Oﬃce
（CSR Promotion Board）（representing consolidated administration
managers of three Aomori factories）

Secretarial Oﬃce
（Operation Promotion Section）

Hirosaki Namioka Owani
Factory Factory Factory

Tamron’s Risk Management Policy
At Tamron, recognizing all possible risks that may affectour business, we are committed to all possible damage
prevention in order to minimize damage to the economy,
our society and our environment. In emergencies,
we work to minimize damage and promptly recoverby acting responsibly, providing continuous services
to our customers for continuing growth. We aim forsafety and ease of mind for all stakeholders including
our employees, shareholders, customers and business
partners. We will continue to provide opportunities forlearning about risk management to all employees sothat they may work on risk management from a CSR
perspective built on properly recognizing the importanceof the policy and their missions.
September 30, 2009

Secretarial Oﬃce

Tamron Optical（Foshan）
Consolidated Administration
Secretarial Oﬃce
（ISO Promotion Board）

Specialty Committee (Including sub-committees)

Omiya Head Oﬃce

In January 2008, we assessed all risks in our business operations
and established our risk management policies. Since then,we have been operating our risk management framework
under the ten themes of compliance, corporate governance,
information disclosure, labor safety and sanitation, employment,
human resources, human rights, social contribution, information
security, private information protection, environment and quality
assurance.

Morio Ono, Representative Director & President（CEO）（CSR Promotion Board）

Aomori Consolidated
Administration Manager

Risk Management

Tamron Optical（Foshan）Co., Ltd.

※ Integrated internal auditors are working at our all sites, while integrated management
promotion committee members are fulfilling their missions at all domestic sites.

For Responding to Acute Emergency
At our head office in Omiya, three factories in Aomori and TOF
in China, evacuation and fire extinguishing drills are conducted
every year with all employees participating as part of our risk
management program. All employees and executives participate.
We held a fire and evacuation drill in 2011 for all employeeswith the assistance of the fire department of Saitama City. Our
employees learned about initial stage fire fighting and using fire
extinguishers.
We also held an initial stage drill for earthquakes, using thegovernment's preliminary earthquake flash announcement
program.

TAMRON CSR Report 20126

Relationships with Customers

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

Major accomplishments in 2011

Tasks for 2012

We worked on improving product quality and performance.
We worked on global deployment of our after-service systems.

Creating unique products customers appreciate
Further improvement of our after-service systems

Tamron Products Familiar to Everybody
We make eyes for industry

by commanding

advanced optical technologies we have created
and obtained over many years.

For contributing to photographic
culture and imaging technologies

We contribute to the propagation and development ofphotographic culture and imaging technologies.

For protecting security

For contributing to safety and security ineveryday life, we make lens units.
・Surveillance cameras (including IR cameras),
・Security cameras
・Vehicle built-in lenses.

For supporting
industry・Lenses for DSLR cameras
・Lens units for video cameras
・Lens units for Compact digital cameras.

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

We support factory automationand quality enhancement.
・Industrial lenses.

Tamron Products Highly Acclaimed by Experts
In developing interchangeable lenses for DSLR (Digital Single
Reflex) cameras, we have been stressing high-power zoom lenses
that enable photographers to respond to varied photographic
opportunities, from wide-angle to telephoto, with just one
lens. In developing the SP 70-300mm F/4.5-5.6 Di VC USD(Model A005) tele-zoom lens launched in 2011, we pursued
the ultimate optical quality by employing high-class special
optical glass materials. In designing the 18-270mm F/3.5-6.3 Di

Ⅱ VC PZD (Model B008) high-power zoom lens, we worked on
downsizing, successfully reducing its cubic measurement by 24%
and weight by 20% by improving its VC (vibration compensation)mechanism. We also successfully reduced the AF driving noise
while realizing smoother focusing by improving the AF drive
motor. These two zoom lenses were highly acclaimed by experts
as follows.

《Awards Granted》
ModelAwardsGr ant ed by

EISA Award – European Zoom Lens of the Year 2010-2011 The European Imaging & Sound Association (Europe)
A005

TIPA Award 2011 Best Entry-Level Lens

Technical Image Press Association (Europe)

26th CAPA Lens Grand Prize

Gakken Publishing, CAPA (camera magazine), Japan

Kakaku.com Product Award 2010, Silver Prize, Lens Sector

Kakaku.com, Inc. (Japan)

EISA Award – European Zoom Lens of the Year 2011-2012 The European Imaging & Sound Association (Europe)
B008

7

Camera Grand Prix 2011 – Lens Grand Prize

Camera Journal Press Club (Japan)

Digital Camera Grand Prix 2011 Summer, Gold Prize(Integrated Factors), Technical Award

Ongen Publishing Co., Ltd. (Japan)

Kakaku.com Product Award 2011, Silver Prize, Lens Sector

Kakaku.com, Inc. (Japan)

TAMRON CSR Report 2012

Relationships with Customers

Evaluation by Dealers and OEM Customer
We conduct a Customer Satisfaction Survey annually by asking
our OEM customers and dealers handling products under our own
brand for their assistance. In 2011, this survey showed that we
improved our customer satisfaction concerning delivery capability
by 0.2 points to 5.2 points and price by 0.2 points to 4.3 points.
The improvement was primarily possible due to the combined
efforts by all related divisions including marketing and sales.
However, we lost 0.3 points to fall to 4.6 points for development
capability and 0.2 points to fall to 4.6 points for quality. Some
dealers wanted us to work on shortening development lead-time
further while other customers commented that they could rely on
us to provide quality products.
For items where our customer satisfaction ratings were below
4 points, we immediately took corrective actions. In 2012 andbeyond, we will carefully review the feedback and suggestions
from our customers to take proper measures for improvements.

《Results of Customer Satisfaction Survey》

Continuing Improvement and Global
Deployment of Efficient After-service throughEffectively Using Customer Feedback
To reflect customer feedback and suggestions on productdevelopment and service improvement, we newly created ourCustomer Service Office in January 2011. The office works on
obtaining customer feedback via telephone, mail and exhibitions.
The office also plans to launch, in 2012, a new service that enables
our users to obtain information on new products and events byregistering products purchased with either the registration cards
included or at our website.
Also, aiming at establishing a framework capable of completing
repairs within three days on a global basis by 2012, we worked
on globally completing all repairs within five days in 2011. We
achieved the goal for 97.5% of our repairs, based on the numberof repairs, b the numbers of technicians at our own repair shops
at home and abroad, upgrading technician skills and establishing a
new section for administering repair parts preparation.
In 2012, we will continue to work on improving our customer
service systems, aiming at completing all repairs within three days
on a global basis.

2009
2010
2011

Overall
65Handling repairs“Eternity at a Moment”

Delivery━ Photographic Exhibition as Tamron 60th

4

Anniversary Project3

We celebrated our 60th anniversary in November 2011.

2
Response tocomplaints

1

Price

0

As an important event to celebrate the anniversary, weheld“Eternity at a Moment”, a photographic exhibition
introducing pictures 60 professional photographers took.
To hold this exhibition, we asked 60 famous Japanese
professional photographers to capture“Eternity at a
Moment”with the 18-270mm F/3.5-6.3 Di Ⅱ VC PZD

QualityCommunications(Model B008), our 60 th anniversary model for DSLR
cameras. Pictures taken were exhibited at 3331 Arts

Technical capability

Chiyoda, a gallery in Chiyoda-ku, Tokyo, from October 5

Development strength

through 11. About 6,000 people visited the exhibition,
and we logged many accesses to our special page at our

1.Greatly dissatisfied
4.Slighly satisfied

Overall Delivery

2.Dissatisfied
5.Satisfied

3.Slightly dissatisfied
6.Greatly satisfied

Price

Communications

Development
strength

Technical
capability

Quality

Response tocomplaints

Handling
repairs

2009

4.6

4.9

4.0

5.1

4.7

4.7

4.5

4.5

4.4

2010

4.8

4.8

4.1

5.3

4.9

4.9

4.8

4.8

5.0

2011

4.8

5.2

4.3

5.2

4.6

4.8

4.6

4.9

5.0

website from people in 135 countries and regions in theworld.

Photo exhibition

TAMRON CSR Report 20128

Relationships with Customers

Contribution to Enhancing Surveillance/
Security Camera Performance
In direct response to the growing demand for lenses capableof supporting surveillance and security cameras equipped withimage sensors with pixel counts over one million 1 for higher
definition, we developed the M13VG288IR, a vari-focal lens2 that
supports mega-pixel cameras and is capable of working in thenear infrared region3. With conventional lenses, image quality
inevitably deteriorates in the near infrared range compared to
the visible light range4. The M13VG288IR maintains high optical
performance from the visible light range to the near infrared
range, even allowing surveillance at night without image quality
deterioration. We will continue to work on developing newer
and better next-generation lenses for security and surveillance,
to contribute to the needs of society.

M13VG288IR

Quality Enhancement through MAP
Tamron works hard on enhancing product and service quality
to provide greater customer satisfaction. Our goal is that each
employee performs his/her own job, always thinking of his/her
next process to unite the minds of employees6.
We have been promoting MAP as part of our quality
enhancement program. MAP stands for maekohtei, meaning
pre-processes, atokohtei, meaning post-processes and PDCA
(Plan-Do-Check-Action). Each employee should always think of
the next process when performing his/her job, for eventuallyenhancing the quality of all products and services. We promote
MAP, working on current problems, by using seven tools
essential for QC (characteristic diagrams, Pareto diagrams, checksheets, graphs, dispersion diagrams, histograms and control
charts) in accordance with the QC scenario (deciding the theme– grasping the current status – cause analysis – establishingcountermeasures – implementation – effect evaluation –standardization – wrapping up and defining future tasks).
In 2011, our factory in Namioka organized eight small QC circles(small groups of workers) for the above processes to deploy
MAP activities and establish conditions for enhancing production
efficiency and product quality and reducing scratches, dents,
dusts and dirt on lens elements. In 2012 and beyond, we willcontinue to work on
improving the quality ofour products and services
through MAP activities.

(1)Camera equipped with an image sensor with pixel counts over one million (Thestandard pixel count is about 0.4 million)(2)Lens capable of changing focal lengths for different angles of view(3)Light invisible to human eyes. When a surveillance camera lens and a lens,both capable of handling light in the near infrared range, are combined,around the clock surveillance is possible without changing lenses.

(4)Light visible to human eyes

Interacting with Businesses in Different Fields
As part of our programs to interact with businesses in different
fields, our factory in Namioka welcomed seven inter-businessengineer interns for four days in 2011. The interns wereparticipating in the advanced course of the Medical System
Development Meister School 5 jointly organized by Aomori
Prefecture and Hirosaki University. They worked on reducing
scratches, dents and other damage on lens elements by grinding
and polishing together with our engineers. Our engineers at
the factory in Namioka found the program meaningful as some
improvement suggestions were made on aspects they usually
overlooked due to the different perspectives of engineers
working in different fields.
(5)T he Medical System Development Meister School is operated mainly byHirosaki Factory as a project financed by the Ministry of Education, Culture,
Sports, Science and Technology. The project uses classroom lectures andfieldwork at businesses in Aomori to foster young engineers capable ofplanning and developing practical medical systems.

On-site seminar

9

TAMRON CSR Report 2012

A scene of an accomplishment
announcement meeting

A scene of MAP work at Namioka
Factory(6)“Uniting the minds of employees”is a phrase from the statement of ourpresident in the beginning of 2011. Our president stressed the importanceof uniting the minds of employees working at pre- and post-processes for
improving the quality of our products and services.

Tamron’s DfE (Designs for Environment)
To continue to develop products with designs friendly to theenvironment, Tamron enacted product assessment regulations
based on the DfE philosophy several years ago. There are ninefactors to consider in assessing designs; achievement objectives
are established based on important factors among the ninefactors. In 2011, we reduced the overall weight of all products
developed by 13% and overall cubic capacity by 12% 7. Productswith designs acknowledged as DfE designs wear the Tamron
Eco Label and are reported on our website.
(7)Compared with conventional products and on a production basis in 2011
WEB http://www.tamron.co.jp/envi/top/index.html

Tamron Eco Label Design：
The label symbolizes an eye gently looking at our economy, society andenvironment. The eyebrow symbolizes a flowing stream of air and water,
the pupil the green in the earth, and the tree in the pupil our work for thethree R’s of reduce, reuse and recycle.

Relationships with Business Partners

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

Major accomplishments in 2011

Held seminars on CSR procurement and compliance with

the REACH Initiative
Provided opportunities to learn more about procurement
and related laws

Tasks for 2012Investigation of means to ensure compliance with CSR

procurement
Expanding the scope of substances to be controlled toensure compliance with the REACH Initiative

Business Partner Accreditation System

For Maintaining Product & Environment Quality

Since 2008, we have asked all suppliers and business partners
to follow the Tamron Codes of Conduct that includes prohibiting
child and forced labor and ensuring compliance with CSR
procurement. In 2009 we also asked all suppliers to assess theiradherence to the codes. In 2010 we introduced our work forensuring labor safety, sanitation, human rights protection andinformation security to all our business partners.
For maintenance and protection of product and environment
quality 1, we conducted a survey to check the work of our
suppliers through on-site audits and document examination
based on our assessment standards. We accredited suppliers
based on the survey results, asking them to work on improving
their systems to pursue product and environment quality.
In 2012 and beyond, we plan to check the work of our suppliers
for social issues including human rights protection.

We have been closely watching for harmful chemical substances
to prevent using them in our products. We use a system to check
substances regulated by the RoHS Initiative of the EU based on
environment data obtained from our suppliers2. In 2011, we
continued to internally implement analytical work with advanced
equipment including ICP-AES (Inductivity Coupled Plasma Atomic
Emission Spectrometry) and GC-MS (Gas Chromatography Mass
Spectrometry) to deliver safe products to our customers.
In addition, we asked all our suppliers to ensure compliancewith our environment quality assurance system, and conducted
document examinations and periodical on-site audits at domestic
sites and overseas subsidiaries. We completed the audits andexaminations as planned in 2011, recommended improvements
as necessary and asked for adherence to our standards.

(1)
“Maintenance and protection of environment quality”as used in this reportmean regulating the use of harmful chemical substances in products our
suppliers deliver to us to below the threshold level stated in our standards.

《Procedures to Select Suppliers》

Seminars to Learn More about CSR
Procurement and the REACH Initiative

Request suppliers follow Tamron Supplier Codes ofConduct covering aspects including labor safety,
sanitation, environment protection, administration
systems and ethical management in addition topromoting environment quality assuranceOK

Appointment as selected business partners

NG

Periodical evaluation

Submission of reports by candidate business partners
describing results of voluntary evaluation of work tofollow the Tamron Supplier Codes of Conduct

Product quality, environment quality andprocess audits, documentary examination(2)Such data and documents as the certificate of non-use of harmful chemical
substances, ICP analytical data and MSDS

Implementation of CSR management bybusiness partners following the Tamron
Supplier Codes of Conduct

During the two-month period from December 2011 to January
this year, we held seminars for all suppliers at home and abroad
to learn more about CSR procurement and additional means
to ensure compliance with the REACH Initiative. We examined
problematic labor issues that arose globally in recent years in
relation with CSR procurement, emphasizing the importance of
paying attention to economic, social and environment issues
throughout our supply chain.
Also, since 2008, our company has worked on establishing asystem to comply with the EU REACH Initiative as part of ourenvironment quality assurance program. To respond to customer
requests for information disclosure based on the Initiative, we
continued to collect data on chemical substances included in our
products. Simultaneously, we asked all our suppliers to submit
reports of chemical substances used in their products andmaterials they supply to us. At the seminars held in 2011, we reexplained the outlines of the REACH Initiative and introduced ourrevised format to state information on substances subject to theInitiative, asking our suppliers to give us accurate information.
We will continue to work together with our suppliers on CSR
procurement and adhering to the REACH Initiative for assuring
product and environment quality.

Internal Education on CSR
While asking our suppliers to work on CSR, we held internal
CSR seminars for all employees as well as workshops forour employees in charge of procurement operations to learn
more about CSR. In 2010, we held seminars and workshops
on fair transactions (the Subcontractor Protection Law), risk
management and chemical substance management. And in
2011, we held seminars to learn about our CSR 12 Themes
including human right protection, labor safety and sanitation.

Seminar held at TOF, China

TAMRON CSR Report 201210

Relationships with Employees

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

Major accomplishments in 2011

Tasks for 2012

Continued to work on strengthening educational programs forContinuing efforts to create a healthy work environment, bothengineers

Continued efforts to create a comfortable work environment

mentally and physically
Human resource development through seminars

For Strengthening Educational Programs for Young Engineers
To quickly respond to customers who always require increasing
quality of products and services, we have implemented
professional training courses for young engineers. In 2011, we
continued to focus on them, providing opportunities for theengineers to enhance their engineering capabilities. We divided
our seminars into three categories of in-house seminars, inhouse on-site workshops and external seminars/workshops,
preparing 17 different courses for young and middle-career
engineers. Compared with seminars held in 2010, we increased
the number of practical seminars answering immediate needs byfour courses to a total of 17 courses.

Fundamental technology seminar《Seminars & Workshops Held in 2011 for Engineers》
Seminar Name

1

2

3

TargetPeriodContent

Fundamental
Technology
SeminarFundamental knowledge as Tamron engineers (optics, technology
Engineers with work experience under2 hours/6 times development, mechanical design, electronics, product disassembly, CAE,
5 years
metal mold fabrication, quality administration and cost accounting

Metal Mold
Fabrication
SeminarEngineers with work experience under
5 years

1 hour/4 times Designing easier to fabricate metal molds

On-site Seminars
at Related
Workplaces

New graduates hired in 2011 forengineering fields

4 to 6 months

On-site seminars at related workplaces (production sites)
expected to have close relationships in actual jobs

MeasuringTechnology
SeminarEngineers with work experience under
5 years

2 weeks, intotal

Fundamental knowledge on measurement methods, analysis andprinciples (using measuring tools)

QualityEngineering
SeminarEngineers

2 daysKnowledge on quality assurance methods such as FMEA and
SQC

Problem
Solution
Workshops

Engineers with work experience
between 5 and 10 years

2 daysBasic knowledge of problem solution techniques andimplementation

For Creating a Safe and Comfortable Work Environment
Tamron works hard to ensure safety and enhance thepsychological and physical health of employees and create acomfortable work environment.
In 2011, recognizing the importance of administrating
occupational safety, we enacted Labor Safety & Sanitation
Regulations, organized the Tamron Labor Safety & Sanitation
Committee and started patrolling employee work sites withadministrators to help prevent labor accidents. As a result, wereduced the number of occupational accidents from five cases tothree and the number of accidents when commuting increased
from five to three. Since the numbers of minor traffic accidents
during commuting by bicycle and minor external injuries at
production points were large, we implemented route cause
analysis on each case and called employee attention to prevent

11

TAMRON CSR Report 2012

similar cases. In addition, to be prepared for worse cases, we
continued to hold seminars including emergency treatment
seminars on cardiopulmonary resuscitation.
For mental health issues, we continued to hold seminars so that
employees may learn more about mental health care. In 2011,a total of 109 employees participated in the seminars. They
learned about the means for performing self-analysis and selfcare measures. We will continue to support the mental health of
our employees through consultation with contracted industrial
physicians and interviews with staff of personnel departments sothat our employees may prevent emotional disorders.

R e l a t i o n s h i p s w i th E m p l o y ees

For Maintaining Life-Work Balance
Interest in good life-work balance has been growing internationally.
In Japan, the problem of the declining birthrate and growing elderly
population has been rapidly increasing.
Firms must work hard to support employees who take maternity
leave or live with elders to care for. Under this social situation,
Tamron has been working on improving support for employees forgood work-life balance.

Overtime-free Work Days
Up to 2010, we specified all Mondays and Wednesdays as
overtime-free days, recommending all employees, except for
those who must work overtime at jobs such as equipment
maintenance, leave at closing time.
In 2011, as part of our scheme to support the energy saving
campaign of the Japanese government after the disaster inMarch, we specified all weekdays as overtime-free days. To
those who must inevitably work overtime, we permitted working
in the early morning instead to avoid using electricity during
peak hours. As a result of this approach, we considerably
reduced gross overtime compared to 2010. Many employees
say that they realized increased efficiency by starting work earlyin the morning. We plan to continue the current system for thetime being.

Relationships with Employees at Tamron
Optical (Foshan)
Tamron Optical (Foshan) (TOF), our main production base in China,
continued to work on creating a comfortable work environment.

Efforts to Develop Human Resources
TOF continued to hold seminars and workshops for upgrading
employee skills, including business base training courses for
newly hired employees and management training seminars.
TOF particularly focused on management training. In 2011,
management training seminars were held twelve times in total totrain 219 employees.

Employees participated in management training seminar

For Creating Safe Work Environment

Employee Interview

Mechanical Design Section
Design & Engineering Dept. #1
Imaging Products Business Unit

Atsushi Shimane

Previously, I customarily used a substantial part of myregular work hours for meetings with colleagues at otherrelated divisions and responding to inquiries from otherdepartments, engaging in my main job of designing atnight during overtime work hours. After breaking myselfof the habit, I realized that I could concentrate on mydesign work, feeling refreshed, by starting to work earlyin morning. Besides, commuting became much easier for

The number of industrial accidents at TOF in 2011 was three.
In order to enhance safety awareness among our employees
and remind them of our important administrative points forpreventing accidents at work and ensuring safety and sanitation,
we posted them in our Safe Work Environment Newspaper(issued 12 times so far). We also implemented safety patrols on
regular basis.

For Creating A Safe Work Environment
TOF also worked hard on creating a safe work environment
while letting its employees feel at home, under the slogan of
Employees First . Feedback boxes are installed for obtaining
employee feedback and improving communications between
labor and management. Every month, the management reviews
feedback and suggestions submitted by employees, posting
replies on the company bulletin boards. Also, TOF holds a party
every month to celebrate the birthdays of employees born inthat month as part of its recreation program.
The management at TOF will continue to work hard on
improving the work environment by assuring appropriate labor
conditions for employees so that they may maintain good lifework balance.

me as I use trains before rush hour. I was also able tospend my time after getting home and before going to
bed more freely. My operating effectiveness has been
increased. The life style of starting to work early in themorning and leaving at closing time is better for me.

TOF cycling club picnic

TAMRON CSR Report 201212

Relationships with Shareholders and Investors

We strive to enhance the corporate value of our company by pursuing faithful management andmaintaining communications with our stakeholders including shareholders and investors.

Major accomplishments in 2011

Held briefing sessions to inform shareholders andinvestors
Worked on implanting thorough governance

Tasks for 2012
Continued efforts for implanting through governanceCorporate GovernanceCommunications with Shareholders and Investors

１．Basic Policy
We at Tamron have constantly pursued fair and transparent
management under our management philosophy since thefoundation of the company and in line with our brand message,
Contributing to Society by Creating Eyes of Industry , respecting
the rights and equality of our shareholders and working hard on
maintaining good relationships with all stakeholders.

We continued to disclose information at appropriate times and incompliance with related laws and regulations, while paying due
attention to fairness. We are working to ensure sound management
and transparency, and to obtain understanding and credence ofall stakeholders. As part of our IR2 work, we held explanatory
meetings on our financial statements during 2010 at the end of thesecond quarter and the fiscal year for institutional investors andsecurities analysts, in addition to individual interviews with themfrom time to time.
We also simultaneously post our financial statements, press
releases and other information on our website in Japanese andEnglish whenever possible to keep our shareholders and investors
informed. We are working hard to eliminate information disclosure
imparity.
In addition to briefing sessions held regularly for domestic individual
investors as before, Tamron participated in a conference held forinternational investors in 2011 for the first time. We will continue towork on maintaining good communications with our shareholders
and investors at home and abroad through sufficient IR activities.

２．Outlines of Structure for Ensuring Corporate GovernanceTamron is a company with a board of auditors. We have twelve
directors and four auditors, including three external auditors.
(1)Board of Directors
Meetings of the board of directors are held twice a month inprinciple, attended by all directors and auditors, for reviewing theexecution of duties by the directors and deciding on important
issues as set forth in the basic policy of the company and related
laws and regulations.
(2)Board of Auditors
The board of auditors audits the processes of decision making
by the board of directors and the execution of duties of directors
by attending the board of director meetings and checking the
documents presenting their decisions. The board of auditors meets
monthly in principle.
(3)Executive Officer System
Tamron introduced an executive officer system over ten years ago.
Directors focus on management decisions, working with strategies
on a mid- to long-term basis as well as ideas for evolving new
business, while executive officers flexibly carry out daily business.
(4)Internal Control through Committee Meetings
We regularly hold monthly business discussion meetings (MAC
meetings) attended by all directors, full-time corporate auditorsand executive officers to discuss management issues and respondto the fast changing management environment.

General Meeting of Shareholders
Election/dismissal

Accounting Auditor
Audit

Coordination

Election/dismissal

Accounting Auditor
Audit

Coordination

Coordination

Board of Directors
CSR Promotion Board

President

CSR Committee

Management Meeting（MAC）

Compliance Committee

Executive Oﬃcers

Internal Audit Board

Internal audid

Each department/Subsidiaries

13

TAMRON CSR Report 2012(1)IR stands for investor relations and means providing shareholders andinvestors with information such as financial standing that is necessary forinvestors to make investing decisions.
WEB IR サイト

3.Outlines of Structure for Corporate GovernanceElection/dismissal

IR conference held overseas (Vice president Kono)

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

For Ensuring Compliance
At Tamron, a meeting of the Compliance Promotion Committeeorganized under our Compliance Committee is held monthly,attended by representatives from Tamron departments topromote compliance on a company-wide basis. In 2011, we
also held workshops for learning more about our complianceaction guidelines and related laws and regulations in performing
our business operations, including the export control law. We
will continue to work hard on promoting compliance as a group
including subsidiaries overseas.

Relationships with the Environment
We pay attention to protecting the environment in deploying our business operations, working to be acompany pursuing harmony with the environment.

Major accomplishments in 2011

Tasks for 2012

Implemented measures to reduce CO₂ emissions
Monitored water consumption for finding measures tosave water consumption further

Implementing CO₂ emissions reduction measures on
a company-wide basis to achieve our group target
including TOF in China

Environmental Loads
Products are designed, prototypes made and metal molds
fabricated at the Omiya head office. In Japan, we also operate
our Namioka Factory for manufacturing lens elements, Owani
Factory for injection-molding plastic components and Hirosaki
Factory for assembling final products. We also operate Tamron
Optical（Foshan）in China as our manufacturing base abroad.
The factory in China is an integrated factory performing all
operations ranging from component production to assembly.
We use electricity, heavy oil, kerosene and other energy sources
for developing, designing and manufacturing, emitting CO₂. Our
factories in Namioka and Foshan use much water for polishingand cleaning lens elements, generating polluted sludge andwaste liquid containing melt chemicals. Our factories in Owani
and Foshan also generate plastic runner materials 1 while
manufacturing plastic components used in peripheral lens parts,
in addition to waste liquid.
We emit CO₂ as we mainly use trucks for transporting materials,
parts and products between factories. In 2011, we reduced ourenergy consumption volume for gasoline and diesel oil used fortransportation and our CO₂ emissions by 20% , by more
efficiently using trucks compared to 2010.

(1)Materials left in portions equivalent to paths to route resin for making plastic
components

INP U T
EnergyElectric power
Crude oil
Kerosene oil
Diesel oil
Gasoline
LPG
Natural gas

63,008,000kWh
231kℓ
15kℓ
53kℓ
2kℓ
2000㎥
108000㎥

Total

570,009,000GJ

Paper

Copy paper

20t

Manufacturing raw materials/
parts at suppliers

Water

Transportation energy

2

Clean water
Sewage water

724,000㎥
128,000㎥

Diesel oil
Gasoline

276kℓ
64kℓ

Total

852,000㎥

Total

340kℓ

Raw/auxiliary materials(2)The energy consumption data fortransportation cover energy used bytrucks for transporting parts and ﬁnal
products and commercial vehicles
connecting ﬁve sales oﬃces in Japan.
The Tamron Optical（Foshan）, Chinadata covers company cars only.

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

Development, design andproduction at Tamron

Sites covered: 97%（based on the total number of employees）

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

OUTPUT
CO2 Emissions

Recycled

Electric power
Crude oil
Kerosene oil
Diesel oil
Gasoline
LPG
Natural gas

32,344t-CO2
627t-CO2
37t-CO2
112t-CO2
4t-CO214t-CO2
226t-CO2

Paper
Cardboard
Metal
Plastic
Grinding sludge
Waste ﬂuid
Others

27t
44t
46t
103t
11t
146t
75t

Total

33,364t-CO2

Total

452t

Waste entrusted for intermediate treatment

Industrial waste
General waste

374t
93t

Total

467t

Total

Products

2,734tScope of INPUT 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 forintermediate treatment）

Customers

CO2 Emissions during Transportation2

Diesel oil
Gasoline

724t-CO2
148t-CO2

We report amount of waste which was
entrusted for intermediate treatment in
Tamron Optical（Foshan）, China below
for reference.

Total

872t-CO2

Tamron Optical（Foshan）,China（estimated amount）
Industrial waste
517t
General waste
745t
Total

1,262tReference Guideline：
Greenhouse Eﬀect Gas Calculation/
Reporting Manual（Ver. 2.4）issued
by The Ministry for the Environment

TAMRON CSR Report 201214

Relationships with the Environment

Compliance

Education & Training

Tamron regularly checks compliance with laws and regulations
related to quality assurance and environmental protection inorder to ensure the compliance of the entire group. Major issues
and compliance at Tamron are as shown in the table below.
In Japan, we reported on the energy consumption and actions
taken to reduce consumption as a specific business entity under
the Revised Energy Saving Law. Also, we continued to inquire
into chemical substances contained in parts and materials our
suppliers deliver to us. We confirmed that the SVHC (substancesof very high concern) content was below the standard thresholdlevel requiring special reports.

We periodically hold CSR seminars including a course on
environmental management.

《Compliance at Respective Sites》○：Satisfactory △：Insufficient ―：Not regulated（Not applicable）
Energy saving（revised law）
CO₂ emissions reduction
Chemical substance management1
Air
Water quality
Soil
Noise
Vibration
Odor
Occupational safety

Head office Aomori Factories
○
○
○
○
○
○
○
○
○2
○
○
○
○
○
○
○
○
○
○
○

Foshan3
―
―
○
○
○
○
○
○
○
○

international directives including RoHS and REACH apply to the entire group.
(2)Values exceeded standard values at some points of measurement, but our measures
securely prevented contamination diffusion outside our facilities.
(3)Compliance with related laws and regulations enforced in China as well as international
regulations such as the RoHS and REACH initiatives

Environmental Accounting
The outlines of our environmental accounting were as follows（unit : thousand yen）
Category
Pollution
prevention
cost
Earth
Cost
environment
with inconservation
business costarea
Resource
cycling cost
Subtotal
Upstream anddownstream costs

Main work

invested Expense
900・Modified ductwork to prevent
water leakage (Namioka)

Economic
EnvironmentalPage
effect conservation effectEnsuring environmental
Standards

P18

・Installed individual air-conditioning
systems and introduced heat・Preventing harmful
shield film on window panes ofchemical substances
our building (Omiya)
22,229 ・Installed new chemical substance 15,005 use in products
・Reducing energy
analytical equipment (Omiya)consumption
・Installed private power generators(Namioka)

P10
P17

7,543 ・Inspected and repaired facilities―

and equipment as necessary

42,039042,93916,838 Reducing and recycling waste
46,610Enhancing waste

P18

223 recycling ratio
15,22802,548 Green procurement―

Implementing audits
at business partners’

P10Management
activity cost0・Maintenance and operation ofenvironmental management
38,371 systems
・Environmental education―

Achieving envir onmental objectives andtargets

P16

R&D cost

0 146,097 Efforts for DfE―

Enhancing productperformance through DfE

P9―Reducing disposed of
garbage――

Contamination accident
free

P15

Social activity cost0

Cost to prevent
Environmental damage

0

Total

555 Cleaning neighboring areas
042,939 234,181―

TAMRON CSR Report 2012

Our company deploys business operations based on our
integrated management system that conforms to ISO 9001 and
14001. In 2011, we held seminars and workshops prepared for
different areas such as sales/marketing, design, procurement andproduction so that employees may recognize ISO requirements
imposed on them and followed the PDCA (Plan-Do-Check-Action)
cycle for improvements. Employees engaging in procurement
operations learned more about CSR procurement, thought about
improvements necessary for upgrading their current practices,and exchanged opinions among participants.

Education on CSR
In addition to seminars on the Ten Principles of the UN Global
Compact and the UN Millennium Development Goals, we
worked on educating our employees on global issues byintroducing, for example, the International Days specified by the
UN on our company bulletin boards under the title of“What day
is it today?”To respond to social needs through our own business operations,
we held seminars for learning about identifying stakeholders aswell as recognizing stakeholder expectations and tasks imposedon us. Employees participating in the seminars discuss the means
necessary to respond to the expectations of our stakeholders
in small groups. We will continue to work on strengthening our
CSR educational programs so that our employees may engage intheir daily jobs while thinking about relationships with society.

15,228＊Scope of Environmental Accounting
Period: From January 1 through December 31, 2011
Premises covered: Omiya headquarters（including sales offices in Tokyo and Osaka）and three
Aomori factories.
＊Labor costs are calculated based on the average wage.
＊The economic effect in comparison with Earth environment conservation costs is calculated bycomparing power consumption figures in 2009 and 2010, while the economic effect incomparisonwith resource recycling costs is represented by a gain from metal waste sales.
＊Depreciation allowance is not calculated as an expense.

15

In 2011, as part of our environmental management educational
program, we held a seminar for our employees to learn more
about biodiversity over the Internet. In total, about 1,000
employees from our domestic sites, TOF in China and overseas
sales subsidiaries participated in the seminar. We also provided
opportunities to learn more about waste sorting, energy saving
and green procurement to the members of our integrated
management promotion committee. The committee members
undertake the role of conveying what they have learned to theircolleagues in their work places and promoting energy saving
including efficiently using air-conditioning.

Education on Environmental Management System(1)Laws related to managing and investigating chemical substances apply to domestic sites;

Environmental cost

Environmental Management Education

CSR Seminar

Environmental Objectives and Targets Achieved

The 4th mid-range environmental management program continued in 2011. We worked hard on achieving
our objectives and targets for the year.

Environmental Objectives & Targets Achieved in 2011
In 2011, we focused on reducing CO₂ emissions as the mostimportant environmental objective of the Tamron group,
managing reduction in terms of the basic sales unit. Our
objective for 2011 was reducing CO₂ emissions by 10 % . We
achieved our CO₂ emissions target in terms of absolute volume,
but our reduction stood at 7% due to our total sales being below
our original target. The flooding in Thailand and appreciation of
the yen reduced our sales.
The CO₂ emission reduction target for 2012, during our threeyear mid-range plan, was 15 % , but we have realigned thetarget to 5 % . We prioritized thorough management of thetotal CO₂ emission volume while pursuing production efficiency
enhancement, given the total in-house production volume of TOF
in China is expected to increase. We will continue to work onenhancing our production efficiency while introducing additionalenergy saving measures for our production facilities.
As for environmental loads other than CO₂ emissions, our worksites established their own reduction targets as their operations
and products differ. Sites other than the head office in Omiya
achieved their targets. The head office in Omiya failed to achieve
its waste plastic reduction target.
For reducing industrial waste, our Waste Reduction Promotion
Sub-committee established and managed our reduction target.
Our Integrative Design/Manufacturing Engineering Promotion
Sub-committee, a cross-section organization to vertically manage
operations from design to manufacturing, established andmanaged our target for promoting DfE designs.
For organizational structure, please refer to page 6(Consolidated Management System).

《CO₂ Reduction Targets Achieved and Three-year Plan》
2010

2011

Target in 2012

Reduction target compared to 2009
（In terms of basic unit per net
sales）

-5%

-10%

-5%

Actual-6%-7%

Achievement

A

B《Environmental targets Achieved in 2011》
Targets

Reducing
industrial waste

Targets in 2011

A
B

Hirosaki Factory

Waste plastic reduction rate：32%

A

Namioka Factory

TOF in China

1% reduction from the emissions volume
in 2010（in absolute value）
2% reduction from the emissions volume
in 2010（per net sales unit）

Reduction rate

A

Waste plastic reduction rate：14%

A

Reduction rate

A

Head OfficeContinuation of zero emissions

inal disposition rate：０％

A

TOF in China

Continuation of zero emissions

final disposition：0t

A

A

A

Promotion of
DfE3

All sites

・ales of Tamron Eco-Label products
・Promotion of DfE・No environmental contamination accidents

Preventing environmental contamination

Pronouncement of Eco-label products: July 2011
Promotion of DfE designs: Reduced gross weightby 13% and gross cubic volume by 12% compared
to 2011 (conventional products), on a total unit
production basis

Three Aomori
factories

No environmental contamination accidents

Environmental contamination accidents: Zero

《Targets for 2012》
Targets

Achievment

Metal scrap reduction rate：22%
Waste plastic growth rate：7%

Owani Factory

Zero industrial
waste emissions2

Results in 2011

3% reduction of metal scrap and waste
Head Officeplastic compared to 2010
（3D Techno Center）(waste at time of mold fabrication)

Targets in 2011

3% reduction of metal scrap compared to 2010
Head Office
3% reduction of waste plastic compared to 2011（3D
TechnoCenter）
Reducing industrial(Waste at time of mold fabrication)waste
2.5% reduction from the emissions volume
TOF in China
in 2011（per net sales unit）
・Promotion of DfE
Promotion of DfE All sites
・No environmental contamination accidents
Each site continued to work on zero emissions and preventing environment contamination.

(1)Basic unit per sales:

Total CO₂ emissions（t-CO₂）
Consolidated sales（million yen）

(2)Definition of zero emissions: The volume of waste eventually sent to simple reclamation disposition becomes
2% or less of the total volume of industrial waste (i.e.,
recycling ratio of 98% or more).
(3)Work to pursue light weight, compactness and the useof recycled materials in line with our product assessment regulations(4)For further information on Tamron Eco-label Products,
please visit
http://www.tamron.co.jp/envi/top/index.html

TAMRON CSR Report 201216

Reducing CO₂ Emissions and Energy Consumption
Tamron strives to reduce CO₂ emissions and water consumption at factories based on our integrated
management.

By-source CO₂ Emissions

Our Response to Government Request to Reduce Power Consumption

Looking at sources of CO₂ emissions from the Omiya head office,three Aomori factories and Tamron Optical（Foshan）in China,
electric power accounts for 97% , crude oil 2% and natural
gas/kerosene/diesel oil/LPG/gasoline 1 % altogether. Reducing
power consumption is the key to reduce CO₂ emissions.

In summer 2011, the Japanese government requested allbusiness entities and households to reduce electric power
consumption by 15 % during peak hours compared to 2010 tocope with the anticipated power shortage after the Great East
Japan Earthquake. Our Omiya head office and Namioka Factory,
receiving electric power supply from the Tokyo Electric Power
Co. and Tohoku Electric Power Co., worked on reducing power
consumption with the following measures:Electric power
LPG

Crude oil

Natural gas

Kerosene

Diesel oil

Gasoline

Kerosene 0.1%

Diesel oil 0.3%
LPG
0.04%

Natural gas
0.7%

Gasoline
0.01%
Crude oil

Measures to reduce energy❶C hanges in labor scheduling (working on more Sundays in May andJune and extending summer vacation in July August❷ S hifting to night work (process stages and operations consuming large
amounts of power)❸ S hifting to holidays (operations consuming large amounts of power)(Omiya head office)❹ Overtime-free campaign

1.9%

❺A
 dditional measures to reduce power consumption at manufacturing
facilities (for example, by managing compressor operations andreducing standby power of processing machines)

Electric power❻T horough administration of air-conditioning (regulating preset
temperatures to over 28 degrees C, allowing the use of air-conditioning
at offices only within the time frame from 8 to 17 o’clock)96.9%❼ Reducing lighting❽ Unplugging computers and other devices when not in use

For Reducing Electric Power Consumption
The ratio of electric power consumption at our domestic
sites and Tamron Optical (Foshan) (TOF) is about 3:7. Out
total electric power consumption including TOF has been
increasing during the past five years. Our total consumption
in 2011 increased 2 % compared to 2010. Consumption at ourdomestic sites declined as there was no new installation of big
equipment. The slight decrease in domestic production andwork to save energy contributed. Power consumption at TOF in
China increased due mainly to the installation of a new metal
processing line in 2010 and the increase of the total production
volume by 24 % . TOF plans to reduce power consumption further in2012 through enhancing production efficiency while improving
facilities.

Head Office

Hirosaki

Namioka

Owani

Foshan（thousand kWh）

70,00059,90758,317

61,89963,00860,00046,27040,00026,1680

Accompanying electric power consumption, CO₂ emissions
from our three factories in Aomori and Tamron Optical (Foshan)
have been increasing during the five past years. Our total CO₂
emissions in 2011 increased by 3% compared to 2011.

38,924

43,18145,24135,00030,000

1,818

1,987

1,316

1,255

1,118

10,97412,012

10,87010,028

9,481

1,255

1,500

1,224

1,315

1,283

6,055

5,992

5,983

6,120

5,885

2007

2008

2009

2010

2011

25,00023,69720,0000.37

15,00014,69010,0005,000
017Hirosaki

Namioka（t-CO₂)

38,41630,00010,000CO₂ Emissions

Head Office50,00020,000In addition, at our factory in Namioka, we operated private
power generators during peak power consumption hours. We
also tried to make our employees more conscious of saving
power by updating them on our power consumption.
These measures enabled us to reduce power consumption at
the head office in Omiya in July-September 2011 by 14% and 10% at
our factory in Namioka. Power consumption during peak hours inthe same period declined 36% at the head office and 8% at the
Namioka Factory, compared to the same period a year earlier.
In 2012, we will continue to work on saving energy at all oursites.

TAMRON CSR Report 2012

29,99730,5070.48

0.61

20,55521,947

Owani

FoshanBasic Unit

32,53733,364t-CO₂/
sales（million yen）

0.57

0.57

0.60
0.50

24,212

25,413

0.40
0.30

842

919

620

593

5,001
987
2,177

5,501

5,013

987
2,035

891
2,036

4,639
1,012
2,081

968
2,001

2007

2008

2009

2010

2011

535
4,447

0.20
0.10

Reducing Waste and Water Consumption
We are working on reducing waste by enhancing production efficiency and improving business operations.

Work to Reduce Waste

Water Consumption

The total volume of industrial waste from our domestic
business operations has been declining over the past five
years accompanying the decline of our domestic production
volume. The total decreased by 5% in 2011 compared to 20101.
Industrial waste from our factory in Hirosaki decreased by 14%
in 2011 compared to 2010. The factory in Hirosaki recalls plastic
packages used for delivering products from TOF in China todomestic OEM customers. In 2011, the total volume of recalled
plastic packages decreased.

The total water consumption volume of our group has been
rising, following the output growth. In the first half of 2011, weinvestigated the causes for the increases. As a result, defects in
ductwork and pumping facilities were found at the head office inOmiya and the Namioka factory. The repair work was completedby June. However, the total volume of our water consumption
increased by 18 % in 2011. We will continue to manage water
consumption at TOF in China where much water is consumed
following the installation of additional lens processing facilities.
We will also closely monitor water consumption at other sites
monthly so we may promptly act when signs of increases areshown, while evaluating the effects of repair work in 2011.

Head Office

Hirosaki

（ t）

700
600

623

300
200
100
0

Owani

Recycling ratio(domestic data)

598
98.8
155

333

318

99.8

99.9

99.2

418
88

394
70
210

374
69

33

Namioka

Owani

Foshan

95%

852

74
40

64
42

2008

2009

2010

2011

500

636
525

10.7

8.3

12.7

14.6

Basic Unit
thousand ㎥ /sales（million yen）

14

549

12

11.0

10

400
85%

61
37

722

700
600

199

85
40

Basic Unit

（thousand ㎥）

90%

134

2007

Hirosaki

800

232

83.8

Head Oﬃce

100%

123

500
400

Namioka

8

300

342

456

386

546

671

6

200

1

0.6

0.4

0.4

0.4

4

165

2

100
0

169
7

6

2007

166
7

6

2008

149
8

6

2009

161
9

6

2010

9

7

2011

General Waste from Business Operations
The total volume of general waste from our domestic business
operations has been declining for the past five years. The 2011
decline was 21 % of general waste in 20101. Looking at sites,
waste from the Namioka factory slightly increased, but wastefrom other two domestic sites declined. Waste from the Hirosaki
factory declined by 35 % . The same as industrial waste, the volume
of cardboard boxes used for transporting products has been
declining.
Head Office

Hirosaki

Namioka

Owani

Recycling ratio(domestic data)

（ t）

200

100%

159

150

4

68

100
50
0

76.6

166

91.3

5
50
82.7

110
4
16

89.2

118

4
14

93
4
15

78.0

Interview with Manager in Charge ofEnvironment Management at TOF

53

78

60

71

46

34

33

30

29

28

2007

2008

2009

2010

2011

90%

80%

Deputy Section Manager, General
Affairs Dept.

Zhou Zhibin

At TOF, in line with our environmental objectives, we
improved our infrastructure in 2011 to reduce ourelectric power consumption and increase our efficiency
in using compressed air. At the same time, we launched
an internal campaign for saving energy. Compared to70%(1)TOF in China has been measuring industrial waste since 2008, but we arefocusing on data consistency because of the difficulties of obtaining dataon some products. We therefore report the waste reduction from domestic
production sites. The estimated volume of industrial waste from TOF in 2011is reported on page 14.

2010, our power consumption in terms of basic unit per
net processing charge decreased by 15% . For waste, weestablished our Industrial Waste Sorting Standard andre-used cardboard boxes for packing parts. As a result,
we reduced industrial waste by 3 % compared to 2010in terms of basic unit per net sales. In 2012, we willcontinue to work on reducing waste and saving energy.

TAMRON CSR Report 201218

Relationships with Society

To grow together with society and continue to be supported and patronized, Tamron also works tosupport social events and cultural activities so photography and imaging culture can develop and evolve.

Major accomplishments in 2011

Continued photo contests and educational programs forelementary school children
Provided financial support to local welfare event
promoters

Tasks for 2012
Continuing participation in local events for social
contribution

For Growing Together with Local Communities
Class for Children

Social Contributions at Three Aomori Factories

Tamron employees contribute to the local communities where
our business sites are.
Since 2008, we have continued to have classes to arouse
elementary school children’s interest in science including classes
for learning about global warming. In 2011, we held such classes
once at an elementary school and in four community hallsin Omiya. Children in double the number of our original plan
applied for in both cases. In total, 141 children participatedin our educational classes. Since 2008, 1,456 children haveparticipated in our educational classes.
Our employees work out the educational programs and four tofive employees serve as a lecture team. We always think themost about whether the children can enjoy and learn.Children
found science interesting by observing how the nature of soap
bubbles changes depending upon differences in chemical
substances and making paper dragonflies. We are pleased toknow from our questionnaires after classes that our classes
were enjoyable. We will continue to contribute to our local
communities by having similar classes for school children tolearn more about science.

Our factories in Aomori continued to clean neighboring areas
regularly during the period from April through November when
the ground is snow-free. The trash collected by the three Aomori
factories weighed 78.2 kg. The campaign to collect pull-top
caps that the three Aomori factories started in 2005 was also
continued. In 2011, the three Aomori factories donated pull
tops weighing 33 kg to the Social Welfare Council of Owani
Town for supporting its welfare projects. Our Hirosaki Factoryalso continued to offer its compound as a practice field for local
children’s soccer teams to contribute to society.

Support to Cookie Bazaar
We donated to Cookie Bazaar 2011 held in November 2011 byHands-On, an NPO, while inserting an ad in its flier for notifying
many more people of the event. The event was held to promote
the sale of cookies physically challenged persons make. We
supported the event financially as encouraging the self-help ofphysically challenged persons is meaningful.

Car-free Day/Eco Life Day (Head Office)Interview with Elementary School Teacher
Kishimachi Elementary School,
Saitama City

Tetsushi Yamaguchi
Children love to blow soupbubbles. Children at our school
were excited to learn how tomake giant soap bubbles. The
teacher from Tamron did a great
job with the class. Our children
certainly took interest in theclass. Providing question and answer time for the children
was also good to enable them to think independently.
Preparing time for questions and answers would

have made the class even better. One regular class inelementary school is 45 minutes. The Tamron class wasinteresting to me as a teacher as I found the idea usefulto enrich our educational programs.

19

TAMRON CSR Report 2012

In 2008, we introduced our own program to suggest ouremployees refrain from using their cars for commuting on thethird Friday of every month as a car-free day and establishingspecific week days in summer and winter as eco-life days1. In
2011, as a result of the car-free day campaign, we reduced
CO₂ equivalent to 11 tons2 and CO₂ equivalent to 2 tons withthe eco-life day campaign. The total number of people who
participated in the eco-life day campaign in summer and winterof 2011 grew 48% to 1,951 including families of our employees.
(1)E co-life day is a campaign held by Saitama Prefecture to suggest checking airconditioning settings, switching off unnecessary lamps and reducing water consumption
at offices and households.
(2)We obtained this figure by assuming that the average distance driven by our 168
employees commuting by car is 30 km round trip with an average fuel consumption of
12km per liter.
(3)The volume of reduction of CO₂ emissions on car-free and eco-life days（11 tons）isequal to the gross volume of CO₂ emitted from a typical household during a period of
two years and three months.

Plastic Bottle Collection
We have continued to collect empty plastic bottles for donating
the money received from selling them for procuring polio
vaccine. The total volume of plastic bottles we donated since2008 was equivalent to polio vaccinations for 431 children.
We will continue to collect plastic bottles to protect children indeveloping countries from polio.

Relationships with Society

Contributing to Developing Photographic Culture
Tamron constantly works on contributing to developing photographic culture. We work in this direction by developing interchangeable
lenses enabling photographers to capture precious moments and holding photographic exhibitions.

The 4th Railroad Scenery Photo Contest
We hosted the Railroad Scenery Photo Contest again in 2009 tocontribute to revitalizing our local community and developing
photographic culture as a company with our head office inOmiya, a city known as The Railroad Town. We held a photo
exhibition and showed the award winning photos at Omiya
Sogo Department Store, working together with Saitama City,
the Chamber of Commerce and Industry of Saitama City and the
Educational Commission of Saitama City to make the exhibitionan event rooted in the local community.
The 4th Railroad Scenery Photo Contest we held in 2011 wasopen to all from photo enthusiasts to photographers in general.
We received 5,708 works altogether, up 17 % from 2010, fromphotographers ranging from entry-level to advanced amateurs
and railroad photo enthusiasts.
WEB http://www.tamron.co.jp/special/train2011/result.html

Grand Prize（For students; Saitama City Education Board Superintendent Prize）“J.U.M.P.”by Tsubasa Karaki“I captured this moment, imaging a scene jumping into the sunset”.
(At Shimonada Station, JR Yosan Line)

Grand Prize（For adults;
Saitama City Mayor Prize）“Glow of Sunset”by Minoru
Iwamoto“I tried to express the glow ofsunset by capturing a bullet
train clothed in the evening
glow, in low-key, to control

contrast between red andblack”.

Humorous Photo Contest Award“My father and younger sister”by Noa Kurihara“My younger sister was sleeping on my father’s shoulder. She wasso cute, looking like a turtle”. (On a river terrace along the railroad
between Oyahama and Nagatoro, Chichibu Line)

8th Macro Lens Photo Contest
For popularizing macro lenses further, we made our 8th Macro
Lens Photo Contest (2011) open to all photographers without
restricting manufacturers, accepting pictures as long as they
were macro pictures. The contest was open to enthusiasts ofnature photography of insects and plants and to those wholove photography in general. Also, we accepted entries via theInternet for the first time in 2011. A wide array of photographersentered the contest. We received 7,040 works, up 60 % from
4,408 in 2010, including macro shots finely capturing nature aswell as warm pet shots and pictures of kids. We will hold photo
contests in 2012 and beyond to continue to appeal to as many
people as possible with the attraction of photography.

Grand Prize（Macro Lens Photo Contest）“Winter nymph”by Nobuko Ikeda
WEB http://www.tamron.co.jp/special/macrocon2011/result.html

TAMRON CSR Report 201220

Activities at Subsidiary Companies Overseas

Tamron's subsidiaries abroad continued to work to strengthen their relationships with their communities inthe year marking Tamron's 60th anniversary.

Tamron Europe GmbH (TEG)

Tamron Optical (Shanghai)

Germany emphasizes the principles of environment protection. In
2002, Germany decided to prohibit building new atomic power
stations and close existing ones step-by-step through legislativechanges. A fixed system for purchasing generated electric power
was introduced ahead of other European countries in order toencourage wide use of solar energy. TEG installed 344 solar
panels on the roof of our building when expanding the building
in February 2011 to reduce CO₂ emissions.
Though electricity generation per day on average over a year is
197 kWh, per-day average power generation in the six-month
period from April through September reaches 265 kWh. Our
power generation from February through December reached61,400 kWh, which we sold to a power company. The power
generated from our solar panels in 2011 was equal to reducing
35 tons of CO₂ when converted to CO₂ emissions1.
We at TEG will continue to work on realizing a low-carbon andenvironmentally friendly society.

We continued to support the National Modern Photography
Contest that had been held first time in April 2010 and enjoyedpopularity among photographers. During the period of fivemonths from launching the project to the entry deadline, we
received inquiries from a number of college and university
students. The total number of works submitted from studentsof 557 colleges and universities in 180 towns and cities across
China reached 19,306. An awards ceremony was held at Lu
Hsun Art School, a distinguished art institute in Shanghai. In
addition, to help students learn more about photography, we
held photographic workshops on that opportunity.
We also exhibited award winning works at universities in
Chungking and Zhengzhou. Students and teachers welcomed
the events, which ran for one week at each school. The numberof visitors to one of the events on the first day exceeded 150.
We will continue to support stimulating interest in photography
among young people and develop photographic culture in China.

(1)We used the following calculation format: 61,400 kWh (gross volume ofpower) x 0.563 kg/KWh (emission coefficient) = 34.568 kg CO₂

Solar panels on the TEG roof

A photographic seminar held in Shanghai

Tamron USA (TUS)
In 2011, Tamron USA started a new campaign for sorting trash.
We installed recycle bins dedicated for PET bottles, aluminumcans and steel cans, besides the ordinary trash boxes in ourlunchroom. The idea of sorting trash is not yet very popularin the United States. Accepting a proposal from two of ouremployees, Christine and Cathy, who called for action within
our daily lives, we started the campaign.“We are glad to knowthat we can contribute to society even a little through this.
We hope that interest in recycling increases further among ourcolleagues on an individual basis as well, learning a lesson fromthe campaign”, say Christine and Cathy.

21

TAMRON CSR Report 2012

A photo exhibition

Independent Third-Party Opinion【Current Position】

Professor, Faculty of Engineering, Toyama Prefectural University SeniorCounselor, Policy Making, Toyama City

【Academic Background】

Graduated from the Department of Management, Faculty of Commerce, Chuo
University in 1989, and visited 80 countries of the world as a journalist.
Majored in and completed his master’s in comprehensive policy at theComprehensive Policy Study Course, Graduate School of Chuo University,and started to work as a bench scientist at the Political Measure & Culture
Comprehensive Research Lab of Chuo University in 1999.
Associate professor at the Research & Development Organization, Chuo
University, in 2001.
Professor in charge of a new course at the Graduate School, Faculty ofEngineering, Chuo University in 2006.
In current position since 2009. Also a professor at The Open University ofJapan.

【Academic Societies】

Noriyasu Kunori,
Doctor of Engineering

Senior General Member of Sustainable Management Forum of Japan,
an academic member of Japan Association for Human & Environmental
Symbiosis, The Japanese Society of Environmental Education, Japan Instituteof Tourism Research, The Japanese Society for Quality Control, Japan Societyof Civil Engineering, The Institute of Life Cycle Assessment Japan, Japan
Logistic Society, Public Policy Study Association Japan Japan Association
for Communication, Information & Society, Corporate Environment CSR
Association and Society of Environmental Science Japan

Steady Business Administration and CSR Governance
In December 2007, Tamron asked me to serve as the facilitatorof its 1 st Stakeholder Dialogue, so this visit to Tamron was
my second. We encountered major social changes like theLehman Shock and the Great East Japan Earthquake, but
Tamron continued to grow with its core business, the lensbusiness including photographic interchangeable lenses, bysteadily cultivating its core competency. New products Tamrondeveloped have been favorably received in the global market.
Tamron has also deployed positive marketing operations athome and abroad. Tamron has pursued innovation in customer
services, working to create a global repair service systemcapable of completing all repairs within three days. In short,the company has been steadily moving forward as a global
company.
While deploying positive marketing operations in those ways,
Tamron is pursuing CSR governance and environmental quality
preservation by holding up 12 modern CSR themes to enhance
its corporate value, specifically identifying its stakeholders andannouncing its action declarations. My understanding fromthose aspects was that its CSR management system is securely
established. I therefore tried to ascertain if its action declarations
were actually functioning as declared.
I have understood from my visit at this time and from this reportthat the company has been improving its divisions, factories
and subsidiaries overseas by utilizing ISO 14001 concerning
the environment. I was given an opportunity to observe actual
worksites of metal mold fabrication. I was impressed by the
paperless 3D digital designing system for DfE designs and semiautomated operations of the company. Generation of metal
scraps is actually reduced by 22% .

【Committees】

Exploratory committee on management and operation of national parks(Ministry for the Environment) in 2006, an explanatory committee on JapanASEAN environmental action plans in conjunction with public transportation(Land, Infrastructure and Transportation Ministry) in 2009, a verificationcommittee for establishing objective systems for evaluating scenic spots
working on reducing environmental loads (Land, Infrastructure andTransportation Ministry) in 2009.

【Areas of Specialization】

Environmental management, CSR, environmental policy, environmental
education, sustainable tourism【Scientific Papers】

Environment Management in Patagonia, Inc. of the United States, Researchof Business Administration Prioritizing the Natural Environment & Human Life
(Journal of the Academy of Environment Management), 2001
Environmental Education & Environmental Management – Study of Sequential
Environmental Education from School to In-house Seminars at Businesses(Journal of the Academy of Environment Management), 2003 (Paper received
Environmental Management Academy’s Distinguished Research Work Award)
Education of Sustainable Business Management (Journal of the Academy ofEnvironment Management), 2007
Development of Eco-tourism, Sustainable Sightseeing (Journal of Japan
Tourism Research Association), 2009

Establishing Global CSR and Supply Chain
Management Is the Prime Task
Tamron must continue to work hard on many tasks, including
environmental management. Tamron Optical (Foshan) Ltd has
a key position as Tamron’s biggest manufacturing base, but
its water consumption and CO₂ emissions have been rising in
proportion to its output growth. Countermeasures accompanying
structural changes such as introducing a new environmental
management system of material flow-cost accounting under ISO
1051 issued in 2011 will become necessary.
Concerning society, Tamron’s positive support of the United
Nation’s Global Compact Program shows its serious desire
to become a real global company. Also, the international
community demands pursuing supply chain sustainability.
Tamron has been pursuing CSR procurement, which I highly
value. Tamron will need to continue to work hard on additional
measures to consider the environmental and society throughits supply chain for pursuing sustainability. Tamron will have toshare information with its business partners and suppliers andwork on creating a sustainable program and a shared platform
throughout its supply chain. In working on this new challenge,
Tamron will have to refer to the items stated in ISO 26000
issued in 2010.
Tamron is entering an era to establish and implement
programs essential to be a global company, changing from theconventional stance of pursing tasks within its own reach.

Editors’Postscript
In compiling this report, we tried to report our accomplishments,
focusing on communications with our stakeholders. While
allocating a page for reporting our work after the Great East
Japan Earthquake and adding illustrations and pictures, welimited the number of pages and tried to make this report easierto read by using universal fonts.
We will continue to work on social issues including CO₂
emissions on a global basis, listening to independent third
parties. We would greatly appreciate your comments andsuggestions for how we can further improve our CSR reports.

Editors at Head Office

Editors at Three Aomori factories

Editors at Tamron Optical（Foshan）

TAMRON CSR Report 2012

22

TAMRON CO., LTD.
CSR Implementation & Administration Board
1385 Hasunuma, Minuma-ku, Saitama-city, Saitama 337-8556
TEL:（048）-684-9190 FAX:（048）-684-9472
E-mail: e-report@tamron.co.jp
URL: http://www.tamron.co.jp

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TAMRON CSR Report 2012