New Eyes for Industry

CSR Report
Corporate Social Responsibility Report2014Message from the President
Global CSR Management
Although global economic conditions have shown signs of a recovery, we must not let ourguard down as a number of risk factors remain, such as abnormal weather, natural disasters
and social change in the form of conflict and political unrest. Despite this somewhat obscuresituation, Tamron continues to push forward with its overseas expansion and to follow throughon its responsibilities to society as a good corporate citizen. This is because we are committed
to being the eyes of industry by delivering lenses that offer video and imaging solutions that fit
the needs of our customers both in Japan and overseas. I believe that any company has theinherent mission to practice CSR management through its core business.
As for environmental targets, we have established the goal to reduce our CO2 emissions from2012 by an average of 1% per unit of sales every year. Our final goal will be to reduce ourCO2 emissions in 2020 by about 7% compared to 2012. In 2013, we were able to reduce ourCO2 emissions by 9.6% per unit of sales compared to 2012.
We are also focused on promoting environmentally friendly product designs, fully complying
with environmental laws and regulations in Japan and overseas, and carrying out CSR
procurement, including addressing conflict minerals in the supply chain. We will continue
to build a supply chain that not only delivers quality and protects the environment, but also
ensures a proper labor environment, protects human rights and carries out fair businesspractices.
We are also striving to develop products that are closely in tune with customer needs. These
efforts have been rewarded as Tamron’s interchangeable lenses have received the EISAAward for eight consecutive years1. Solid after-sales services are also an important means to
attracting customers. Tamron has a system in place with repair centers located around theworld that allows it to complete product repairs in less than three days. We strive to meet the
expectations and trust of customers around the world in all aspects of the product lifecycle.

Localized Human Resource and Employment Strategies

1

President & CEO
Tamron Co., Ltd.

Morio Ono

An important element behind the growth of a company is its human resources andemployment practices. A global expansion requires a company to have employment practices
that are closely in line with the local conditions and market. In 2012 we set up operations
in Russia and in 2013 we established a subsidiary in India and plant in Vietnam. First, wehired someone locally who understands the local conditions and people to head up thesecompanies instead of a Japanese expatriate, and second we are carrying out CSR activities
closely in tune with the local community. Nevertheless, overseas subsidiaries also need tounderstand the management policies of the parent company. Therefore, we also hire local
persons that graduated from a Japanese university and have in-depth knowledge of Japanesebusiness and culture. In 2013 I visited all of our overseas subsidiaries to meet and talk with ourpeople on the ground in each market. In this manner I hope to foster greater understanding of
local customs as well as laws and regulations and encourage greater communication between
Japan and our overseas subsidiaries to ensure our global expansion is facilitated as smoothly
as possible.

Management that Always Values its People
At Tamron, we believe that by pursuing management that always values its people our
employees will be empowered to fulfill customer needs and make proactive contributions
to society. We also recognize the importance of diversity in globalization and especiallythe contributing role of women in the workplace. This is why we are working to make ourworkplaces more female-friendly, provide even greater career advancements to female
employees and increase the ratio of females in management positions. In addition, we haveestablished an international study abroad program to provide our up-and-coming employeeswith the language skills and creative thinking needed to succeed in international business.

Supporting the 10 Principles of the U.N. Global Compact

1. EISA is an acronym for European Imaging andSound Association. This organization is a uniqueassociation of 50 special interest magazines
from more than 18 European countries covering
cameras, video or audio related topics. The
organization sponsors the EISA Awards which
recognize leading products i n t h e f i e l d s o f
photography and audio visual.

Tamron CSR Report 2014

Tamron continues to be an active supporter of the 10 principles laid out in the U.N. Global
Compact as part of its global expansion. We recognize these 10 principles represent guidelinesthat truly multinational corporations must put into practice and as such we have reflected
these principles in our Action Declarations and educate our employees on the principles. As
mentioned previously, we place particular emphasis on “human rights” and “labour” toensure our business activities comply fully with local customs as well as laws and regulations.
In compiling this CSR Report, we focused on engagement with stakeholders. We would
greatly appreciate your comments and suggestions for how we can further improve our CSR
management.

Tamron’s CSR Management
Enhancing Corporate Value

Twelve Themes for Enhancing CSR Management

Tamron’s CSR management is conducted under our corporate
philosophy of contributing to the economy, society andenvironment as eyes for industry. Tamron also pursues CSR
management through stakeholder engagement based on the
Action Declarations, which define the stance the company shouldtake toward stakeholders divided into the five categories of“customers,”“employees,”“shareholders,”“business partners,”
and“society,”and the Action Codes, which show how all Tamron
employees should conduct themselves.

We have been working on our business operations undertwelve themes established for being a company acknowledged
by stakeholders. Through addressing these themes for CSR
management, we are carrying out our responsibilities tocontribute to the economy, society and the environment, forbeing a company our customers select as a reliable supplier. In
other words, our goal is to to be a company that has the power
to be selected by customers1.
1. This is one of our corporate objectives, showing that we have the power tobe selected and supported by customers.

Twelve Themes Association table

Tamron s Action Declarations

Twelve Themes●From the customer perspective
Recognizing that customer satisfaction is of the highest
importance, Tamron will contribute to society by supplying
safe, high-quality original products and services.

Compliance●From the employee perspective
・In order to become self-reliant, each employee at Tamron
works with a challenging spirit, maintains goodcommunications with fellow workers for creating a lively work
environment, and strives to yield the best possible results at
all times while observing laws and regulations.
・Each and every employee at Tamron respects human rights to
support society as a good corporate citizen.
●From the shareholders/investor perspective
Everyone working at Tamron strives to enhance corporate
value through faithful management, to proactively engage
stakeholders, and to enhance stakeholder conﬁdence to be acompany worthy of stable investments.
●From the business partner perspective
By respecting human rights, complying with laws and carryingout fair and transparent business transactions, Tamron will
ensure that it can build relationships with its business partners
so that they deliver quality materials and services, achieve
mutual growth and contribute to society.

P6、14

Corporate Governance

P6

Risk Management

P13

Environment

P10、14 〜 18

Disclosure

P6

Quality and Safety

P8 〜 10

Occupational Safety & Health

P11 〜 12

Employment and Human Resources

P11 〜 12

Human Rights

P7、P11 〜 12

Social Contributions

P19 〜 20

Information Security

P6

Privacy Protection

P6

The Power to be
Selected
Disclosure
Environment
Employment andHuman Resources

Communicating for CSR Promotion
Tamron’s CSR Committee meets monthly to closely
monitor the progress of CSR activities. The committee is anorganization under the direct control of the President andCEO. Representatives from all divisions at the head officeand plants in Japan and overseas meet through videoconferencing.
Tamron also provides CSR training to employees at its
overseas subsidiaries, Tamron Optical Foshan and its plantin Vietnam. In 2013 we provided an e-learning programon conflict minerals, with some 1,589 employees taking
part. In addition, 91 employees participated in a training
program on Tamron’s CSR system as well as the progress
and issues related to the twelve themes.

Privacy Protection
Human Rights

Society

Corporate Value

Responsibility to Contribute toSocial and Environmental Issues●From the society perspective
・Maintaining good communications with local communities,
Tamron will strive to contribute to their growth while
upholding their tradition and culture as a good corporate
citizen.
・Tamron will observe laws and regulations, aiming to earn
conﬁdence from society as a good corporate citizen.
・Tamron take a resolute stance against all anti-social forces
and organizations that pose threats to the public order andsafety of our civil society.
・Tamron will work hard in NGO and NPO projects to establish
a good society.

Relevant page

SocialContributions
Quality and Safety
Occupational
Safety & Health

Information Security

Risk Management

ComplianceCorporate Governance

Environment

EconomyEconomic Responsibility
Twelve Themes for Enhancing CSR Management

Tamron CSR Report 20142

Aspiring to be Special Feature
a Company Trusted Globally
Tamron abides by the 10 principles outlined in the U.N. Global Compact at all of its
operations in Japan and overseas in order to become a company that complies withlaws and regulations and is trusted by stakeholders around the world.

Participation in the U.N. Global Compact

3

Tamron has operations around the world, including a
production base in China and subsidiary sales companies
in Europe and the United States. Agreeing to the Global
Compact (GC), in August 2007 Tamron became asupporter of this international initiative proposed by
the United Nations to support the Ten Principles related tohuman rights, labour, the environment and anti-corruption.
The Ten GC Principles became pillars for establishing our
CSR promotion structure. (Please see page 4 of the COP
report for a definitions of the 10 principles.)When expanding overseas, we must take steps toensure that we do not violate the various rights
of local communities, consumers, employ e e s a n dother stakeholders, while also gaining stakeholder
understanding and acceptance about our businesses.
As part of this process, we have a mechanism in place
to ensure compliance with laws and regulations aswell as to incorporate the four main areas of the U.N.
Global Compact: human rights (civil rights inherent toall stakeholders including local communities), labour
standards (the rights of employees), environment (measures
to prevent local and global environmental issues), andanti-corruption (prohibition of bribery and corruption).
Moreover, in recognizing differences in culture andcustoms, we adopted employment rules and a humanrights protection and labor standards regulations at
Tamron Optical Foshan that are more in tune with local
needs. We also check to make sure our marketing andadvertising tools use appropriate language based on thelocal culture and customs of the areas where we sell our
products.
Tamron will continue to abide by the 10 principles of the
U.N. Global Compact and strive to carry out corporate
activities that are considerate of local religion, ethnicity,and culture, and that are accepted by the local community.

For further details about the GC, please visit the United Nations
website at:
WEB http://www.unglobalcompact.org/.

Opening of New International Business Sites
Tamron has opened a number of new international businesssites as show in the table below. In addition to its existing sales
subsidiaries in the United States, Germany, France, Hong Kongand Shanghai, Tamron recently opened new sales subsidiaries
in Russia in 2012 and India in 2013. Tamron also operates amanufacturing base in Foshan, Guangdong Province in China andOverseas sites opened since 2012
Name ofbusiness site

Locations

Business lines

TAMRON (Russia)
LLC.

Moscow,
RussiaImporting, sales andafter-sales services
for precision opticalequipment

TAMRON INDIA
PRIVATE LIMITED.

Gurgaon,HaryanaState, India

Marketing and aftersales services for
precision opticalequipment

TAMRON OPTICAL(VIETNAM) CO., LTD.

Hanoi,
Vietnam

Manufacturing andsales of precision
optical equipment

Tamron CSR Report 2014

opened a newplant in Hanoi,
Vietnam during
2013. Personnel
from the head
office, our threeplants in Aomori
Prefecture andTamron Optical
Foshan provide
support whenever Exterior view of our plant in Vietnam
a new sales
subsidiary or
plant is launched.
Afterwards, locally
hired employees
take the helm
and commence
operations.
This approach
to localization
gives greater
consideration to A clean room at our plant in Vietnam
our employees and energizes communication.

Activities under the Global Compact Japan Network
Tamron is an active member of the Global Compact Japan
Network (GC-JN), the local network in Japan for the U.N. Global
Compact. The GC-JN serves as a dynamic learning platform forachieving sustainable growth by helping to solidify the network ofcompanies participating in the U.N. Global Compact. The GC-JN
has organized working groups for sustainable development themes
based on the activities being carried out by its members. Tamron
participates in the CSR Reporting Working Group, ISO26000
Working Group and the Supply Chain Working Group. Working
group meetings are held regularly, while seminars are held oncommon challenges and information sharing also takes placewith regard to the initiatives of participating companies. Detailsof activities introduced during the Supply Chain Working Group
meetings are actually used as reference for our CSR procurement
practices and actually put to use at Tamron.
Discussions at working group meetings are summarized andpublished as recommendations orused in other learning tools to ensurethat this information can be utilized byother companies not participating in
the GC-JN. In 2013, the Supply Chain
Working Group published a set ofrecommendations called A Vision of
Desirable CSR Activities in the Supply
Chain, which presents procedures on
CSR procurement and other useful
information.

Use the following links to access A Vision of Desirable CSR Activities
in the Supply Chain.
WEB Japanese version : http://www.ungcjn.org/activities/topics/detail.php?id=99php?id=99

English version : http://www.ungcjn.org/activities/releases/detail.php?id=117

COP Report (Communication on Progress)
The following table describes Tamron’s accomplishments and efforts during 2013 in line with the Ten Principles.

Principles

Tamron’s Policies

Human Rights

1 Business should support and respect
・We support basic human rights in our Action
the protection of internationallyDeclarations.
proclaimed human rights.

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

Relevant
page

Results for 2013

・Carried out operations based on the
Human Rights Protection & Labor
Standard Management Regulations.
・Clarified management items for
operations and strengthened checks
and balances (Japan and Tamron
Optical Foshan).

・We declare respect for human rights andelimination of discrimination in our Compliance
Regulations.
・We clarify management items for operations andstrengthen checks and balances (establishedthe Human Rights Protection & Labor Standard
Management Regulations for Japan and Tamron
Optical Foshan).

P2

P11 〜
P12

4
・Periodically provided opportunities
to discuss labor-management issues
including joint management council
meetings and annual plan rollout
meetings (head office).
P12・Held social gatherings involving thePresident and female employees (headoffice).
・Established labor union (Tamron Optical
Foshan in China).

LabourEnvironment

3 B
 usiness should uphold the freedomof association and the effective
recognition of the right to collective
bargaining.

・We declare respect for the right of ouremployees to organize in our labor organization
memorandum.

4 B
 usiness should uphold theelimination of all forms of forced andcompulsory labour.

・We stipulate the importance of complying
with labor-related laws and regulations andmaintaining a proper work environment for our
employees in our Compliance Regulations.

5 Business should uphold the effective
abolition of child labour.

･ We vow not to use child labor. We do not
employ workers under the age of 15 which is
stipulated in our employment rules.

6 Business should uphold theelimination of discriminationin respect of employment andoccupation.

・We have targets for employing persons with・Held in-house training
disabilities and a policy to increase the ratio ofon conflict minerals:
female managers in order to realize a diversified
1,589 participants.
work place.

・Achieved targets for hiring of persons
with disabilities and the ratio of females
promoted to management positions.
P12・Ratio of eligible employees taking
parental leave: 100%.

7 Business should support aprecautionary approach toenvironmental challenges.

・We have a provision in our consolidated
management policy to prevent environmental
deterioration through efforts such as thefollowing:(1)Reducing CO₂ emissions;(2)Reducing industrial waste;(3)Finding alternatives to harmful chemical
substances; and(4)Conserving biodiversity

・Incidents of non-conformity to hazardous
chemical regulations: Zero
P10
・Held training sessions on environmentallyconscious designs and reducing CO₂
P13〜
emissions:P18
One session each (total of 140
participants)
・Supported ecosystem protection efforts P20(head office).

8 Business should undertake initiatives ・We have a policy to clearly establish
environmental objectives and targets for theto promote greater environmental
following:
responsibility.
(1)Reducing CO₂ emissions;(2)Reducing industrial waste emissions to
9 B
 usiness should encourage theultimately achieve zero emissions; anddevelopment and diffusion ofenvironmentally friendly technologies. (3)Promoting environmentally-friendly designs.

Anti-Corruption

10 Business should work against
corruption in all its forms, including
extortion and bribery.

・We have a our policy to regulate acts ofendowment and political donations andterminate ties with anti-social forces in ourCompliance Regulations and Action Declarations.

・We provide our
employees with
an opportunity tolearn more about
the 12 CSR themes(held once for
91 employees)
employees).

・Specified all business days as“Noovertime work days”(Head Office).

P11〜
P12

・Established a manual to check the age of P11〜
applicants at the time of hiring (Tamron
P12
Optical Foshan in China).

・Reduced CO₂ emissions by 9.6 %compared to 2012 per unit of sales.
・Reduced product weight by 2% on
average.
・Reduced product size by 2% on anaverage.

・The Compliance Promotion Committee
held workshops for employees to learn
more about compliance.

P10
P16〜
P18

P6

Tamron CSR Report 2014

Table of Contents
Message from the President……………………………………… 1
Tamron’s CSR Management……………………………………… 2
Special Feature: Aspiring to be a Company Trusted Globally… …… 3
Table of Contents and Company Outline… ………………… 5
Relationship with Shareholders and Investors… …………… 6
Relationship with Business Partners…………………………… 7
Relationship with Customers… ………………………………… 8
Relationship with Employees… ………………………………… 11
Management System… …………………………………………… 13
Relationships with the Environment…………………………… 15
Environmental Objectives and Targets Achieved… ……… 16
Reducing CO2 Emissions and Electricity Consumption…… 17
Reducing Waste and Water Consumption…………………

18

Relationship with Society… ……………………………………… 19
Activities at Tamron’s Overseas Subsidiaries………………… 21
Independent Third-Party Opinion… …………………………… 22

Editorial Policy
This report was issued to keep stakeholders, including customers, employees,
shareholders, investors, business partners, local communities, public institutions,
NGOs and NPOs, abreast of Tamron’s activities for protecting the environment andcarrying out its social responsibilities.
This report covers activities across the entire Tamron Group, including Tamron Co.,
Ltd., Tamron Optical (Foshan) Co., Ltd., and overseas sales subsidiaries, excluding
certain environmental data and other information.
Guidelines mainly referenced in compiling this report:
・Environmental Report Guidelines (Ministry of the Environment) (2012 version)・Greenhouse Effect Gas Measuring & Reporting Manual Version 3.4 (Version 2.4
2009 used for emission coefficient factors)
・Environmental Accounting Guidelines (Ministry of the Environment) (2005 version)
・The GRI Sustainability Reporting Guidelines and ISO 26000:2010 Manual on
Business Entities’ Social Responsibility were also referenced to identify important
information that should be disclosed to stakeholders.
・We made efforts to disclose information based on stakeholder perspectives, byreferencing the warranty processes in the AA1000 Warranty Standard.
・The cover design was selected to express our stance toward contributing to theenvironment and achieving harmony with all stakeholders through our lenses.

Company Profile
5

Trade name

Tamron Co., Ltd.

Head office1385 Hasunuma, Minuma-ku, Saitama-shi, Saitama, JapanTel.

+81-48-684-9111

FoundedNovember 1, 1950

Incorporated

October 27, 1952

Capital

6.923 billion yen

President & CEO

Morio Ono

Employees

2,545 (consolidated; excluding 4,090 temporary employees)

Head Office (Saitama City, Saitama Prefecture)

Net sales	68.453 billion yen (consolidated; as of December 31, 2013)
ListedFirst Section of the Tokyo Stock Exchange

Domestic plants

One each in Hirosaki, Namioka and Owani in Aomori

Overseas plants Foshan, China and Hanoi, Vietnam
Consolidated subsidiaries
 nited States, Germany, France, Hong Kong, China（Shanghai）,Russia,
U
and India

Outline of Business Operations
Commercial/industrial-use optics
Opticalcomponents

Tamron CSR Report 2014

(Billion yen)

70
60
50

Consolidated

49.8

56.6

58.5

2010

2011

68.4

64.3

40
30
20
10
0

2009

2012

2013

FY

《Employees》

18.0%(person)

11.2%

Photographic
lenses《Net Sales for the Previous Five Years》

Percentage
of sales bybusinesssegment(2013,
consolidated)

70.8%

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

355

Consolidated(regular employees)

406

450

5,472

2009

7,198

2010

Consolidated(temporary employees)

3,843

4,090

6,005

2011

2,295

2,545

2012

2013 FY

1

1. The increase in temporary workers during 2012 was attributed
to changes in employment format made primarily at Tamron
Optical (Foshan) Co., Ltd., our manufacturing subsidiary in China.
Temporary workers at Tamron Optical Foshan will soon be
switched to regular employees per changes in China’s labor laws.

ISO26000-6-2 Organizational Governance

Relationship with Shareholders and Investors
We are committed to fair and transparent management practices as well as enhancing
corporate value, which is achieved by strengthening corporate governance to build up trustwith shareholders and investors.

Corporate Governance
Basic Policy
We at Tamron have constantly pursued fair and transparent
management practices under our management philosophy
and in line with our brand message, “Contributing to Society
by Creating Eyes of Industry” as well as by respecting the rights

and equality of our shareholders and working diligently tomaintain a sound relationship with all stakeholders.
Corporate Governance System Overview
Tamron has employed the Executive Officer System to speed
up decision making and improve efficiencies, which hasenabled it to establish a management structure capable ofmaking accurate and strategic decisions. External Directors

with expertise in their respective field carefully monitor andadvise the company regarding its execution of operations
from an independent and fair standpoint. At the same time,
Independent Auditors with expert knowledge of finance,accounting and legal affairs as well as Corporate Auditors
well versed in Tamron’s operations work together with the
Accounting Auditor and Internal Audit & Supervision Board
to carry out rigorous audit programs. Tamron appoints
14 Directors, of which 2 are External Directors, and four
Corporate Auditors, of which 3 are Independent Auditors.

(1)Board of Directors
Meetings of the Board of Directors are held twice a month, inprinciple, attended by all Directors and Corporate Auditors,
for reviewing the execution of duties by the Directors anddeciding on important issues as set forth in the basic policyof the company and related laws and regulations. In 2013,
Board of Directors met 26 times.
(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 andchecking approval documents. The Board of Auditors meets
monthly, in principle. In 2013, Board of Auditors met 14
times.
(3)Executive Officer System

Tamron has employed the Executive Officer System toensure separation between management and the executionof operations. Executive Officers carry out their duties andresponsibilities following the basic policy determined by the
Board of Directors.
(4) Internal Control through Committee Meetings

We regularly hold monthly management (MAC) meetings
attended by all Directors, full-time Corporate Auditorsand Executive Officers to discuss management issues andrespond to the fast-changing management environment.
(5) Accounting Auditor
Tamron has concluded an auditing agreement with Wako
Audit Corporation and receives audit from this firm in its
capacity as accounting auditor.

Corporate Governance Structure
General Meeting of Shareholders
Election/dismissal

Election/dismissal

Election/dismissal

Board of Auditors(Corporate Auditors andIndependent Auditors) Coordination
Audit

Accounting Auditor
Audit

Coordination

Coordination

Board of Directors(Directors and External Directors)
CSR Implementation &Administration Board

President & CEO

CSR Committee

Management
Meeting (MAC)

Compliance Committee

Executive Oﬃcers

Internal Audit &Supervision Board

Internal Audit

Each department/subsidiaries

Shareholder and Investor Engagement
In 2013 Tamron held two earnings presentations as well as
hosted meetings and plant tours for institutional investors
and securities analysts.
In addition, Tamron continues to participate in conferences
for domestic and international investors organized by
securities companies. We also hosted four briefings mainly in
the Saitama Prefecture areas for individual investors.
We are committed to actively engaging our shareholders
and investors throughdynamic IR1 activities.

1. IR stands for investor
relations and means providing
shareholders and investors
with information such as
financial standing that isnecessary for investors tomake investing decisions.

IR conference for institutional investors
and securities analysts

ComplianceIn accordance with our Compliance Rules, we carry out
compliance promotion activities through the Compliance
Committee, comprising members of the executive management
team, and under this the Compliance Promotion Committee,
comprising members selected from each business division.
In 2013, compliance activities addressed pertinent issues oftoday, including transactions involving cartels or anti-social forces
and improper employee conduct on social networking sites,in addition to commentary provided on Tamron’s complianceaction guidelines and important laws and regulations. Tamron
also raises awareness among its employees not only about theimportance of compliance as a corporate organization, but also
as individuals.
We have been carrying out compliance promotion activities atour overseas subsidiaries for some time and in the future greaterattention will be paid toward promoting these activities on agroup-wide basis in line with efforts to strengthen our production
bases and sales systems outside of Japan.
Tamron CSR Report 20146

ISO26000 - 6.6 Fair Operating Practices

Relationship 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.
Summary of Activities in 2013●●

Tasks for 2014

Began tracking investigations for conflict minerals
Continued rigorous management of chemical substances

Business Partner Accreditation Program

Promoting CSR Procurement
To promote CSR procurement, Tamron engages in activities
through its CSR Procurement Subcommittee, a cross-functionalorganization that includes participation from Tamron in Japan andTamron Optical Foshan (TOF). Since 2008, Tamron has asked
its suppliers to follow the Tamron Supplier Code of Conduct,
which includes provisions prohibited child labor and forced labor.
In turn, suppliers perform self-evaluations of their complianceefforts. In 2013, we examined ways to improve the accuracy ofchecks and updated questionnaires based on the EICC Standard3.
In 2014 and beyond Tamron will use these questionnaires tocontinually monitor the CSR activities of its business partners.

1.“Environmental quality”means regulating the use of harmful chemical substances in products
our suppliers deliver to us to ensure they fall below the threshold level stated in our standards.

Procedures for Selecting Suppliers

3. EICC stands for Electronic Citizenship Coalition, which adopted a code of
conduct applicable to all member companies for ensuring labor safety, humanrights protection and environmental protection throughout their supply chains.

Request the supplier to make efforts in CSR, covering aspects including
labor, health and safety, environmental protection, administration
systems and ethical management, in addition to promoting
environmental and quality assurance

History of Our Activities

Check whether the supplier complies with the
Tamron Supplier Code of Conduct.
No,
requiresimprovement

Yes, conforms to standards

Accreditation as business partner
CSR management implemented by business partners
following the Tamron Supplier Codes of Conduct

Working Together with Business Partners
to Manage Chemical Substances

Tamron maintains a policy to avoid the use of harmful
chemical substances in the materials used to make its
products. We use a system to check substances regulatedby the EU’s RoHS Initiative based on environment dataobtained from our suppliers2. We continued to internallyimplement analytical work with advanced equipment
including Inductivity Coupled Plasma Atomic Emission
Spectrometry (ICP-AES) and Gas Chromatography Mass
Spectrometry (GC-MS) to ensure only the safest mostsecure products are delivered to customers. We also
request business partners to manage chemical substances
according to our environmental quality assurance
standards and check to see if indeed they are fulfillingthese standards. In 2014, these efforts will be strengthened
further by consolidating certain environmental quality
assurance activities. We also manage substances with ourbusiness suppliers in accordance with REACH, with relevant
information in turn passed on to customers and consumers.
2. Such data and documents as the certificate of non-use of harmful chemical
substances, ICP analysis data and MSDS

Tamron CSR Report 2014

Periodical evaluation

Carry out quality audits, environmental quality
audits, process audits and paper-based audits

Further reinforce CSR procurement withbusiness partners (conduct questionnaire)

CSR Efforts in the Supply Chain

In order to contribute to society in accordance with its CSR policy,
Tamron works together with its business partners to comply withlaws and regulations, and continually aspires to serve as a partnerthat delivers high quality products and services. For product andenvironmental quality1, we conduct surveys to check the status of
our suppliers through on-site and paper-based audits in accordancewith our assessment standards. We also request suppliers’ CSR
activities comply with the Tamron Supplier Code of Conduct andmonitor if they do so. Tamron only does business with companies
that act in accordance with these standards.

7●2008 Requested all business partners to comply with the Tamron
Supplier Code of Conduct
2009 Requested respective business partners to perform selfevaluations
2010 Introduced case examples on particularly important aspects
such as“occupational health and safety”and“human rights
protection”
2011 Held CSR Procurement Workshops for all business partners inJapan and abroad2012 Continued to work on improving methods for checking business
partner compliance with the Tamron Supplier Code of Conduct
Held internal training sessions and in-house hearings
2013 Prepared questionnaire referencing the EICC Standards

Response to Conflict Minerals
A portion of the minerals (tantalite, tin, gold and tungsten)produced in the Democratic People’s Republic of theCongo and neighboring countries of Africa are being used
to fund armed militants that violate human rights andcause environmental destruction. These minerals are now
collectively referred to as conflict minerals and regulated.
Tamron has declared a policy4 not to use illegal conflictminerals related to the violation of human rights orenvironmental destruction in order to fulfill its corporatesocial responsibilities within its procurement activities. In
2013 we initiated tracking investigations covering conflictminerals used in the parts we purchased during the firstquarter and received assistance from about 90% of ourentire supply chain. As a result, it was found that 98% of the
products we purchased did not contain conflict minerals.
In 2014, we will pursue further tracking investigations into
the remaining 2% of parts as well as carry out investigations
on parts purchased after April 2013.
4. Please see our corporate website for this policy.
http://www.tamron.co.jp/envi/top/index.html（available only in Japanese）

ISO26000 - 6.5 The Environment / 6.7 Consumer Issues

Relationship 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.
Summary of Activities in 2013
Manufactured products in various fields,
including traffic monitoring lenses● Expanded the number of after-sales service outlets●

Tasks for 2014●●

Create unique products that customers appreciate
Pursue environmentally-conscious designs,
such as those that use recycled materials

Tamron Products Familiar to All
We leverage our optical technologies
to create many eyes of industry.

Photographic
and imaging
cultureContributing to the propagation and developmentof photographic culture and imaging technologies

Daily life・Lenses for DSLR cameras
・Lens units for video cameras
・Lens units for compact digital cameras

Manufacturing

8
Contributing to safety
and security in everyday life

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

・Lens units for surveillance cameras (including infrared)
・Surveillance cameras
・Lenses for automotive applications

Supporting factory automationand quality enhancement
・Industrial lenses

Commendations and Recognition
Tamron focuses on developing lenses for DSLR camerasthat feature high power zoom capabilities so that bothwide angle and telephoto shots can be captured witha single unit that never needs to be changed. In 2013,
Tamron President Ono received the Technical Achievement
Award from the PMDA1 for technological innovations andnew market creation achieved through the development
and launch of Tamron’s compact high power zoom lenses.
In addition, two lens models released in 2012 and 2013
won the awards noted in the table below. The SP 90mm
F/2.8 Di MACRO 1:1 VC USD (Model: F004) features
the newly developed eBAND coating and delivers clear
and crisp images, while also offering moisture-resistantconstruction, an ultrasonic motor (USD) capable of quick
auto focusing, and a vibration compensation (VC)2 image
stabilization mechanism. The SP 70-200mm F/2.8 Di
VC USD (Model: A009) features the smallest-in- class 3
fast aperture zoom lens that offers excellent resolution
images, while its USD motor delivers quick and silent auto
focusing.
Furthermore, Tamron was selected as a top 10 brand by
A&S of China (security magazine publisher) in recognitionof being an excellent supplier of specialty lenses forsurveillance cameras to Chinese corporations.

《Lens Awards》
Category
Imaging(Camera lens)

Model

Award

F004

EISA Award
European Lens 2013-20144

European Imaging and Sound Association(Europe)

A009

EISA Award
European Zoom Lens 2013-20144

European Imaging and Sound Association(Europe)Awarding Organization

1. PMDA stands for the Photoimaging Manufacturers and Distributors Association.
2. VC stands for Vibration Compensation, which helps prevent blurry images. Tamron lenses for Sony cameras do not offer Tamron’s VC mechanism because Sony includes an imagine
stabilizing mechanism in the body of its DSLR cameras.
3. Among fast aperture telephoto lenses with an image stabilizing mechanism and ultrasonic motor used on full-frame 35mm DSLR cameras. Based on Tamron research; as of January 2014.
4. Tamron lenses have received an EISA award for eight consecutive years since 2006.

Tamron CSR Report 2014

Quality Management System

Expanding After-sales Services Globally

Tamron manufactures products using an integrated quality
management system1. Before being delivered to customers,
products go through various processes, from productplanning based on customer needs to design, metal
mold fabrication for plastic components and prototype
manufacturing to name just a few. A design review is carriedout at every stage in order to check if the products havebeen completed exactly as specified during each respective
process. In addition, temperature, endurance and othertests, as well as sequential sampling, are performed before
the final products are delivered to customers.

In 2013, we continued with our goal to complete repair work within
three days and provided after-sales services to customers in 64
countries using 42 sites located around the world.
We began operations at a hub in Russia in May and quickly
achieved this goal. To ensure our new hub in India could begin
operations at the start of 2014 and quickly achieve the less than
three-day turnaround time for repair work, a training program for
local persons in charge was held at our Hirosaki Plant in Japan.
Such training programs help to speed up the launch of repair hubs
and also foster greater communication with Tamron’s sites in Japan.
Tamron also organized a skills building training program for
distributors that expect to see an increase in sales so that they too
can achieve a consistent three-day turnaround time locally.
In addition, in 2013 we began sending out an email magazine toregistered customers in Japan beginning in December, launched
an online service that enables customers to request repair workand check progress, and set up a dedicated telephone hotline
for customers. Going forward, we plan on continuing to improvecustomer convenience and to deliver truly satisfying after-sales
services.

1. Please refer to page 13 of this report for further details about Tamron’sintegrated quality management system.

Commendations from Distributors and OEM Customers

9

Every year we ask our OEM customers and Tamron brand
distributors to complete a customer satisfaction survey. In
2013, positive improvements were observed in scores forsurvey items that had negative growth in 2012, including
delivery, cost, handling of repairs and response to complaints.
Compared to last year, however, scores for quality were
down 0.2 points and communications also dropped 0.5
points compared to last year. As for quality, the negative
effects of quality troubles in the first half of the year were
eliminated by the second half and sound quality has since
been maintained. The dip in our score for communications
required that we more actively collaborate to addresschanges taking place in the market, and as such, we are
currently examining improvement measures.
Individual requests were forwarded to the relevant sales
departments, which carried out improvements.

《Results of Customer Satisfaction Survey》
The survey was conducted at 17 companies.
6.0

Delivery

2013

5.0

Handling of repairs

After-sales service

2012《Incorporating Customer Feedback》

Cost

4.0

Reports/Instructions

3.0
Product inquiry

1.0

Customers

Quality

Development
capability

1.Very dissatisfied 2.Dissatisfied 3.Slightly dissatisfied
4.Slighly satisfied 5.Satisfied 6.Very satisfied
Delivery

Cost

Communications

Development
capability

Technical
capability

Quality

FY 2012

5.0

4.1

5.5

4.6

5.1

5.1

4.8

4.8

4.9

FY 2013

5.2

4.3

5.0

4.8

5.2

4.9

5.0

5.0

4.9

Gap

+0.2

+0.2

-0.5

+0.2

+0.1

-0.2

+0.2

+0.2

0

Tamron CSR Report 2014

Questionnaire
Mail magazine(from 2013〜)

Technical capability

Response to Handling ofcomplaints
repairs

Suggestions

Customer
Service Oﬃce
●Identifying
qualityproblems andproposingsolutions●Customer
service
improvements

Feedback
for productplanningand design
departments●Necessary
steps●Reflectionin products
and services

Overall

Provide better products and services to customers

Management teamCommunications

0.0

ReportingResponse tocomplaints

Reports/Instructions

2.0

ISO26000 - 6.5 The Environment / 6.7 Consumer Issues

Relationship with Customers

Environmentally-friendly Designs
We perform product assessments starting from thedesign stage to ensure we deliver products that areenvironmentally- friendly. There are nine factors to consider
in assessing designs, with light weight and compact designs
are particularly important goals. In 2012, we reduced theoverall weight of all models produced by 2% and overall
compactness by 2%1. To reduce impacts to human healthand the environment, we constantly manage harmful
chemical substances based on our Environment-related
Substance Management Regulations, which our own internal
regulations based on RoHS and the REACH Initiative. Productswith environmentally-friendly designs wear the Tamron Eco
Label and are reported on our website. In order to reduce
waste from manufacturing processes, we make rear caps for
our DSLR camera lenses from 100% recycled plastic runnermaterials2. We started using these plastic runner materials in2010 and since then we have used some 71 tons of recycledmaterials up to 2013 (3.24 million rear caps). We are
currently examining the best mixture of recycled and virginmaterials to ensure functionality and quality with the hopesof expanding this initiative to other parts as well. In 2014, we
will continue to research the commercial viability of these
efforts.

Making Motorized Society Safer
Traffic Monitoring Camera Lenses
Traffic monitoring systems records images on roads using
cameras and lenses and mine information using imaging
processing technologies tailored to each application. Using
this information, road administrators can control traffic
volume and catch speed limit violators, which helps toenhance the safety of motorized society.
Most traffic monitoring systems use single focus lenses, but
Tamron has developed and launched the DE005 (1/1.8 Type
15-50mm F/1.4) zoom lens for traffic monitoring systems.
As a result, the multiple lenses required of conventional
systems can now be consolidated into a single lens unit7.
The DE005 also features an electronic zoom and focus
control mechanism. This enables auto focusing and remote
operations, reduces installation work time, and improves
convenience.
7. Zoom lenses for traffic monitoring can easily be adjusted for roads withmultiple lanes and differing shooting distances.

1. Calculated using production volume from 2013 comparing conventional models.
2. Waste material that occurs when pouring plastic resin during the production process.
WEB http://www.tamron.co.jp/en/envi/top/index.html

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

Enhancing Our Technological Development Capabilities
Our Namioka plant has established coating technologies forthe lenses it mass produces. Lens coatings are used on wide
range of lens products, including camera lens units, surveillancecamera lenses, automotive camera lenses and illumination
optics.
Lens coatings are also referred to as antireflective coatings
because they reduce the amount of light that reflects on thesurface of the lens, which enables more light to make it throughto the imaging element3 or film surface. Coatings are available
in single coats or multicoats and are also used to adjust thecolor contrast (CCI)4, eliminate ghosting5, and reduce flaring6.
In 2013, we developed and began mass producing eBAND
Coating, a super anti-reflective lens coating that greatly
improves lens and camera functionality. This technology is usedon lenses to guarantee optical performance. Going forward,
we will continue to push forward with similar development
initiatives to enhance customer satisfaction even further.
3. The main forms of fixed imaging elements include charge-coupled devices (CCD) andcomplementary metal oxide semiconductors (C-MOS). These elements store light as anelectronic signal.
4. Refers to the color reproduction characteristics of the subject in photographs taken witha lens unit. The lens color balance is compared to ISO standards using green and red CCI
values.
5. A phenomenon that occurs where light reflected in the inside of the lens creates a false
image when taking pictures of strong light sources.
6. When strong light makes a photograph appear white or when light blurs.

10

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Interview with a Product Designer
Senior Engineer
Dept.＃2, Optical Design &Engineering R & D Unit

Lai

Wei

We have designed lenses for traffic monitoring
systems before, but this time we developed azoom lens not available anywhere else. This lensoffers variable focus lengths in a single unit, making
it possible to take pictures of a driver’s face or
the car’s license plate, which can enhance theaccuracy of traffic monitoring systems greatly.
For this particular project we mulled over how
exactly to develop a high resolution zoom
lens within the short lead time required by thecustomer. To shorten lead time, we carried out
simulations, which made it possible for us to meetthe required specifications in an efficient manner.
The surveillance monitor now delivers 4K2K8 highresolution images and sensor sensitivity has also
been increased as a result. Moving forward, I hope
to develop new even higher resolution lenses.
8. 4K2K refers to high resolution imaging/display technologies measuring
4,000 x 2,000 pixels.

Tamron CSR Report 2014

Relationship with Employees
Tamron fosters self-disciplined employees with a challenging spirit and strives to provide positive
workplace environments grounded in fair evaluations and compensation as well as mutual understanding.
Summary of Activities in 2013●●

Tasks for 2014

Examined ways to more actively utilize female employees
Established labor union at Tamron Optical Foshan●

Further develop globally-minded human resourcesand engineering-related human resources

Human Resource Development

11

Tamron fosters self-disciplined employees with a challenging
spirit by fully capitalizing on its rank-based training programs,
which build employee skills after they have been with thecompany for a certain period of time, occupational-based
training programs, which develop necessary competencies
for engineers, sales reps and administrative staff, andcompany-wide training programs, which aim to build
individual skills.
Tamron focuses in particular on engineering training courses
within its broader occupational-based training programs. In
2013 three new courses were held primarily for electronic
designers. These included “Software Design Theory,”“Communication Basics for Cameras with Interchangeable
Lenses,”and“The Basic Principles of Actuators1”.
With digitization bringing about technological advancements,
the technologies used in camera lenses continue to evolvein various ways. Today, most photographic lenses andsurveillance camera lenses now use electronic controls
instead of conventional mechanized controls and importanceof lens control software grows immensely with each passing
year. Therefore, software design represents an increasingly
more important part of the pre-design phase for lensstructures. The Software Design Theory course was a very
meaningful platform for sharing basic information about thefield, which even benefitted lens mechanism designers.
The Communication Basics for Cameras with Lens Units
course provided basic knowledge about relevant lensdevelopment practices for camera-lens communication,
which has grown quite complex to accommodate video
recording capabilities.
The Basic Principles of Actuators course fostered greater
understanding in the basic principles, performance andcontrol of DC motors2.
This heightened focus on electronics in a systematic learning
environment was welcomed by training participants. Tamron
will continue to use employee feedback to expand the realmof its training programs so as to focus even greater efforts
on training its pool of engineering talent.

《Training System Diagram》
Occupational-basetraining programs

Rank-based training
programs

Training for new
graduate hires

On the job training

Training for midcareer hires

Company-wide training
programs

Correspondence
education

Sales andadministrative staff
training

Engineer training

Manager training《Training for Electronic Designers》
Name of course

Curriculum

Software Design
TheoryProvided an overview ofsoftware design methods

Communication
Basics for
Cameras with
Lens Units

Provided an overview ofcamera-lens communicationand the movements of thelatest interchangeable lenses
Provided information on
the general performance,
selection and controls of
DC motors

The Basic
Principles ofActuators

1. An actuator transforms various forms of energy into mechanical energy, such as rotational movements and straight-line movements.
2. A direct-current (DC) motor generates torque.

Creating Safe and Comfortable Workplace Environments
Tamron works hard to ensure safety, to enhance the mental
and physical health of employees and to create comfortableworkplace environments. Recognizing the importance ofadministrating occupational safety properly, Tamron drew
up its Occupational Health and Safety Regulations, organized
the Occupational Health and Safety Committee and started
patrols with health and safety administrators to help prevent
labor accidents. Furthermore, health and safety managers fromeach workplace carry out patrols, 5S (sort, systemize, sweep,
standardize, and self-discipline) patrols are also organized, while
previous near accidents are shared with the production floor toprevent future reoccurrences. Each of these efforts helps us toprevent occupational accidents before they happen.
In 2013, there were two occupational accidents and six commuterelated accidents in Japan, as well as three occupational
accidents and one commute-related accident at Tamron Optical
Tamron CSR Report 2014

Foshan. Most occupational accidents are minor incidents that
occur on the production floor, while commute-related accidents
involve mainly automobile or bicycle traffic accidents. We strive
to prevent similar accidents from happening again by analyzing
the causes, providing safety education and raising awarenessabout safety. Tamron also organizes an annual training session on
CPR and other emergency responses (31 employees participatedin 2013) to prepare employees for emergencies and to minimize
injuries and damages.
For mental health issues, we hold seminars led by professionalorganizations one or two times each year so that employees
may learn more about mental health care. In 2013, a total of
100 employees participated in the seminars. We will continue
to support employees’mental health and help prevent mental
illnesses by offering health consultations with industrial physicians
and follow-up interviews with personnel department staff.

ISO26000 - 6.3 Human Rights / 6.4 Labour Practices

R e l a t i o n s h i p w i t h E m p l o yees

Achieving Diversity

Relationship with Employees at Tamron Optical (Foshan)

A diverse, self-disciplined pool of human resources andcomfortable workplace environments are absolutely essential to
Tamron’s future growth as a company. Tamron recognizes thatproviding positive workplaces where female employees can work
a longer career and offering an employment environment tailoredto local conditions in each country where it operates are urgent
issues that need to be addressed to achieve greater diversity.

Tamron Optical (Foshan) (TOF) continues to work on
creating a comfortable, rewarding and employee-friendly
workplace environment.

Positive Use of Female Employees
The total number of female employees at Tamron in Japan was 204
as of December 31, 2013, accounting for 19% of the company’s
workforce.
Tamron has positively employed female employees for many years.
In the future we will continue to hire female employees so as toraise the ratio of female employees further and we will also aim toincrease the ratio of female managers as well. We recognize theneed to have a system in place that supports a work-life balance
between their professional careers and their personal life, which
may involve raising children, to help ensure female employees are
comfortable working at Tamron for an extended period of time.
Of our female employees in Japan approximately 50% are marriedand 45% have children, while nearly 100% of all eligible female
employees take maternity leave. As such, we believe there will bea steady rise in the number of female employees that continue towork while raising a family. Tamron plans on opening an on-site
daycare facility at its head office in 2015 as part of its measures tosupport a work-life balance, and in November 2013 an in-houseproject team was set up to facilitate the opening of the daycare. All
of Tamron plans on further expanding support measures for a worklife balance with the hope of creating even friendly workplaces forfemale employees.
The social gathering held between our president and female
members of the labor union in January 2014 served as a meaningfulplatform for the exchange of information and viewpoints. Plans callfor this social gathering to be held again next year.

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Interview with a Tamron
Optical (Foshan) Manager

Manager

Technology Development Center

Mingjian

Huang

Under the president’s policy of focusing development on
automation equipment, the Technological Development
Center headed up this these development efforts which
focused on general purpose automation and energy
saving equipment, large-scale automation equipment,
quality stabilization equipment, defect outflow prevention
equipment, and a traceability system. In 2013, automationequipment was rolled out and quickly helped to reduce
work hours and defects. The overall effect of this new
equipment helped reduce work hours by the equivalentof 54 persons monthly work hours.
I believe measures to secure consistent product equality
and enhance work efficiency should focus on improving
equipment and tools through automation to prevent
defects, rather than relying on worker-focused measures
such as coaching.
In 2014 we will continue to focus on developing
automation equipment to achieve even greater costsavings and quality improvements during production.

Human Resource Development and Training Programs
Tamron Optical (Foshan) carries out human resource training
programs based on rank in order to enhance manager’s leadershipskills and improve production technologies. In 2013, training
sessions were held on six occasions covering the subject matter ofmanagement knowledge and production technologies in order todevelop candidates for executive management positions. A total of
119 employees took part in these sessions, including 14 assistantmanagers, 80 team leaders, and 25 other employees. Some 98%of participants have been able to use what they learned in thesesessions to make improvements in operating processes.

Labor Union Activities at Tamron Optical (Foshan)
The Tamron Optical (Foshan) Co., Ltd. Labor Union (below,“theUnion”) was formed in September 2013 at the recommendationof the government in order to improve employee welfare. Today,
the Union comprises a Leadership Committee of 9 members,
Expense Audit Committee of 3 members and nearly 2,900
other active members. The Union is being managed responsibly
according to the following basic policies, with the goal ofeventually expanding its reach further.
1. We will serve as a bridge to the company and build aharmonious labor relationship by providing consulting andadvice based on the reasonable needs of employees.
2. We will summarize reasonable proposals from employees
and cooperate to make improvements in the workplaceenviro nment an d living enviro nment base d o n these
proposals.
3. We will organize various cultural and athletic activities toenrich the mental health of employees.
4. We will build a mutual support system among employees andprovide mental/physical healthcare or financial assistance toemployees in need.
5. We will check the conditions of wages, welfare, occupational
health and safety, and social insurance and cooperate to
make improvements.
6. We will organize employee training opportunities and skills
competitions to enhance corporate competitiveness.
7. We will establish the Union and focus on improving sounddemocratic systems and improving democratic ways of living.
8. We will manage the Union’s budget and spending and protect
its assets.
The Union’s Leadership Committee and active members recently
helped organized the first knowledge sharing meeting, andbeginning in 2014 the Union plans on offering courses on mental
health coaching, providing assistance to employees in need,and carrying out employee training. This newly establishedlabor union is expected to help stabilize employee livelihoods,
improve company benefits, and help both the company andemployees grow.

Establishing the Union

The Union’s first knowledge sharing meeting

Tamron CSR Report 201412

Management Systems
Tamron strive to enhance our product and service quality while reducing environmental
impacts through our integrated management system. Additionally, we ensure the continuityof our business by avoiding various management risks using our risk management system.

Integrated Management System

Audit System and Identifying Problems

Tamron has obtained blanket ISO9001 (quality) and ISO
14001 (environment) certification applicable to the entire
Tamron Group’s integrated management system, including
Tamron Optical (Foshan) in China as well as Hirosaki Plant,
Namioka Plant and Owani Plant and other sites in Japan.
Under this integrated management system, we will continue
to produce high quality products that are safe and satisfy ourcustomers, while paying greater attention to the environment.

Tamron regularly performs internal quality and environmental
audits covering the head office and three Aomori plants. In
addition to the internal audit, the Head Office and three Aomori
plants audit each other to check their systems and manufacturing
processes. We periodically arrange to receive audits fromexternal audit organizations to maintain certifications while
continually improving the integrated management system. As aresult of external audits implemented in 2013, the effectiveness ofthe policy and management processes adopted at our domestic
sites was assessed at level-4 on a scale of one to five, while theeffectiveness of processes used at Tamron Optical (Foshan)
was rated at level-4. Issues pointed out through this triple audit
system are promptly remedied, and these improvements are inturn rolled out at our other locations within the Tamron Group tocontinually improve activities.

Integrated Management Policy

13

As a member of the international optical industry, we willcontinue to manufacture products that deliver customer
satisfaction and help achieve our goal of Contributing toSociety by Creating Eyes for Industry, while being considerateof 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 ofcustomer delight and satisfaction.
2. In running our business, we will comply with all related laws,
standards and treaties at home and abroad, respecting therequests and demands made 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 establish specificobjectives and targets, periodically evaluating our progress.
6. To enhance recognition of our integrated management, we
will maintain good communications while providing sufficient
education and training to all people working for Tamron.
7. We will closely cooperate with society in all countries
and regions where we operate and disclose information
as necessary on our quality assurance and environment
conservation efforts.
December 7, 2009
Morio Ono
President & CEO《Integrated Management System Implementation System》
Representative
Quality/Environment
Committee(President)

Consolidated Administration
Manager
Secretarial Office(CSR Implementation & Administration Board)

Omiya Consolidated
Administration Manager
Secretarial Oﬃce

(CSR Implementation & Administration Board)

Aomori Consolidated
Administration Manager

Hirosaki, Namioka, and Owani Manager

Secretarial Oﬃce

(Operation Promotion Section）

Hirosaki
Plant

Namioka
Plant

Owani
Plant

Tamron’s Risk Management Policy
In recognizing all possible risks that may affect ourbusiness, Tamron is committed to all possible prevention
measures in order to minimize damage to the economy,society and environment. In emergencies, we work tominimize damage and promptly restore operations byacting responsibly, providing continuous services to ourcustomers, ensuring continuous growth. We aim forsafety and peace 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 mission.
September 30, 2009
Morio Ono
President & CEO

Secretarial Oﬃce

(ISO Promotion Oﬃce)

Tamron Optical(Foshan) Co., Ltd.

*Integrated Internal Auditors work at our all sites, while Integrated Management
Promotion Committee members are fulfilling their missions at all domestic sites.

Tamron CSR Report 2014

Tamron’s risk management system covers 10 specific themesin accordance with its Risk Management Policy, which include
compliance, employment and human resources. We have also
completed our business continuity plan (BCP) for our head office aswell as our three plants in Aomori Prefecture. At the same time, we
completed the seismic review of our plants and made changes toalternative plans currently being used with regards to the necessary
personnel to restore operations in the event of an earthquake, theseismic strengthening of manufacturing facilities and information
systems, and component procurement and assembly. As for theserver that powers the information system installed in the new head
office building, we used an aseismic structural design for the serverroom and installed an emergency back-up generator to ensure theserver will continue to be powered even during a loss of power.
Tamron has also established a remote back-up system as part ofefforts to reinforce its crisis management system for handling majordisasters that may occur in the future.

Tamron Optical (Foshan)
Consolidated Administration

Specialty committees (Waste Reduction, Eco-friendly Design, CSR Procurement)

Head Oﬃce

Risk Management System

Responding to Emergencies
As part of their risk management initiatives, Tamron’s head
office and three plants in Aomori Prefecture as well as Tamron
Optical (Foshan) hold firefighting drills led by employees,
while departments that handle chemicals carry out emergency
response drills for chemical spills.

ISO26000 - 6.2 Organizational Governance / 6.5 The Environment / 6.7 Consumer Issues

M a n a g e m e n t S y s tems

Environmental Management Systems
Compliance with Laws and Regulations

Environmental Training

In 2013, work environment readings taken regularly inside
the Hirosaki Plant in accordance with the Industrial Safety and
Health Act found that measured values temporarily exceeded
statutory requirements at the start of the year. The Hirosaki
Plant uses organic solvents when assembling products andthese findings necessitated inspections and improvements
as required by law. The Hirosaki Plant immediately required
all workers to wear protective masks and to carefully follow
the existing rule to dispose of all paper exposed to organic
solvents be disposed of in a receptacle with a lid. In addition,
the plant added three new exhaust fans and one ceiling fan,which has improved the work environment.
In addition, Tamron carefully stores and fully reports PCB1
wastes to government agencies in accordance with the
Act on Special Measures concerning Promotion of Proper
Treatment of PCB Wastes. In 2013, one capacitor stored
at the Hirosaki Plant that contained PCBs was disposed of
responsibly
The following table contains information on Tamron’scompliance with important laws and regulations, including
those mentioned
above. In 2013,
Tamron compliedwith the expanded
scope of REACH
substances andalso verified
that its use of
substances ofvery high concern(SVHC) were
within reporting
guidelines.

Tamron regularly holds training on the environment. In 2013, we
provided training on energy conservation activities for members of
the Integrated Management Promotion Committee who serve as
environmental leaders at their respective workplaces. The Integrated
Management Promotion Committee comprises 49 members who
in turn shared training curriculum with their workplaces as well as
carried out and promoted energy conservation activities, such as
more closely controlling air conditioning.
In addition, the third Friday of every month has been designated No
My Car Day, while certain days in the summertime and wintertime
are designated Eco Life Day (organized by Saitama Prefecture),as part of the company’s efforts to raise awareness about theenvironment among all of its executive officers and employees at
the head office5.

Disposing of PCB waste (Hirosaki Plant)

1. PCB is an abbreviation for poly chlorinated biphenyl. PCB was generally usedin the insulation oil of electronic equipment and thermal catalysts used in heatexchangers. Chronic exposure to PCB can lead to a build-up of the substance inthe body, which has led to reported health problems.

《Compliance at Respective Sites》〇
×Compliance △ Exceeded standard temporarily
Administrative action as a result of violation of law/regulation

5. Approximately 14 tons of CO2 emissions were reduced as a result of No My
Car Day and Eco Life Day in 2013.

Environmental Accounting
Tamron’s environmental accounting in 2013 is presented in thetable below. In 2013, we invested 300 million yen as global
environment protection costs. This covered the installation of highefficiency air conditioners and LED lighting as part of the head
office reconstruction project. Management activity costs total
16.79 million yen and included greenery initiatives for rooftops andareas surrounding Tamron’s business sites (Please see page 17 of
this report for more information about the energy saving effects of
Tamron’s head office reconstruction project). In addition, pollution
prevention costs totaled 1.16 million yen for installing exhaust fansand ceiling fans at the Hirosaki Plant to improve the workplaceenvironment.
(Unit : thousand yen)

Category

Pollution
prevention
costs
GlobalCost
environment
withinconservation costs
businessarea
Resource
cycling costs

Head office Aomori plants Tamron Optical (Foshan)4
Energy saving (Energy Saving Act)
CO₂ reduction (Act on Promotion of
Global Warming Countermeasures)
Chemical substance management2
Air
Water quality
Soil
Noise
Vibration
Odor
Occupational health & safety
Waste management

○

○

―

○

○

―

○
○
○3
○
○
○
○
○
○

○
○
○
○
○
○
○
△
○

○
○
○
○
○
○
○
○
○

2. Laws related to managing and investigating chemical substances apply to domestic
sites; international directives including RoHS and REACH apply to the entire group.
3. Values for groundwater temporarily exceeded certain standards, but our treatment
measures prevented contamination from spreading outside our facilities.
4. Compliance with related laws and regulations enforced in China as well as international
directives such as the RoHS and REACH.

Subtotal
Upstream anddownstream
costsManagement
activity costs

Environmental costs

Economic
effectEnvironmental
Relevant
conservation effect page―

Complied withenvironmental standards

P14
P16

―

・Reduced electricity
usage

P7
P14
〜17

0 15,908 Reduced waste and recycled 330 Raised recycling rate

P18

Investment Expense

1,164

Details of main
activities
・Installed exhaust fans and

7,264 ceiling fan (Hirosaki Plant)
・Installed high-efficiency air

301,351 21,646 conditioners for reconstruction
project (head office)302,515 44,818
0

16,788330――

1,287 Green procurement―

Run and maintainenvironmental management
28,466 system
・Environmental training
・Greenery―

Achieved environmental
goals/targets

P16―

Promoted environmentallyfriendly designs

P10
P18

―

Reduced littering―

Number of environmental
P14
pollution incidents: 0

Made efforts in

R&D costs

0 145,805 environmentally-friendly

Social activity
costs

0

Cost to prevent
environmental
damage

0

Total

―

Carried out environmental
quality audits at business P7
partners

designs・Supported nature restorationin the community (head office)932 ・Carried out neighborhoodclean-up activities

0

―

―

319,303 221,308

―

330

―

―

*Scope of Environmental Accounting
Period: From January 1 through December 31, 2013
Premises covered: head office (including sales offices in Tokyo and Osaka) and the three Aomori plants.
*Labor costs are calculated based on the average wage.
*The economic effect of resource recycling costs is represented by profits from the sale of metal waste
sales.
*Depreciation is not calculated as an expense.

Tamron CSR Report 201414

ISO26000 - 6.5 The Environment

Relationship with the Environment
Tamron is considerate of the environment in all aspects of its business operations andconstantly works to be in harmony with the environment.
Summary of Activities in 2013

Tasks for 2014

Began identifying environmental impacts at
Tamron Optical (Vietnam)● Reduced CO2 emissions thanks to improvements in logistics●●●

Examine ways to reduce CO2 emissions further
Establish environmental management system
at Tamron Optical (Vietnam)

Environmental Impacts
In Japan, Tamron carries out design work, creates
prototypes and fabricates metal molds at its head officeplant located in Saitama Prefecture, while the Namioka
Plant manufactures lenses, the Owani Plant molds plastic
components, and the Hirosaki Plant assembles products.
Tamron manufactures parts and assembles products at
Tamron Optical (Foshan) in China and at Tamron Optical(Vietnam).
These sites use electricity, heavy oil, kerosene andother energy sources for developing, designing andmanufacturing, which produce CO₂. Our plants in Namioka,
Foshan and Vietnam also use water for polishing andcleaning lens elements.
The Owani Plant and Tamron Optical (Foshan)15

manufacture plastics used to make peripheral components
for lenses, and these processes produce runner materials 1
and other waste.
Air cargo, marine shipping, and trucks are used totransport components and products between plants,
which results in CO₂ emissions from the burning of fuel.

1. Waste material that occurs when pouring plastic resin during the production process.

InputsEnergyElectric power 71,317,000kWh
218kℓ
Heavy oil
17kℓ
Kerosene
21kℓ
Diesel1kℓ
Gasoline
1,000kℓ
LPG
112,000㎥
Natural gas
Total

657,000GJ

Paper

Copy paper

18t

Water

Transportation energy2

Clean water
Groundwater

699,000㎥
132,000㎥

DieselGasoline

215kℓ
61kℓ

Total

831,000㎥

Total

276kℓ

Raw/auxiliary materials

2. Data for transportation covers energy
used to transport parts and ﬁnishedproducts by ground and commercial
vehicles connecting Tamron s ﬁve
satellite oﬃces in Japan. Tamron
Optical (Foshan) data covers companyowned vehicles.

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

Manufacturing of raw materials/
components at suppliers

Development, design andproduction at Tamron

Sites covered:
Head oﬃce (including Tokyo Sales
Oﬃce and Osaka Sales Oﬃce), thethree plants in Aomori Prefecture,
Tamron Optical (Foshan) and Tamron
Optical (Vietnam). However, Tamron
Optical (Vietnam) only includes
energy for inputs and CO2 for outputs.

Site coverage: 96%

Transportation between
factories and distributors(logistics/commercial vehicles)

Use by customers

Outputs
CO2

37,085t-CO2
CO2
Electric power
591t-CO2
Heavy oil
41t-CO2
Kerosene
55t-CO2
Diesel3t-CO2Gasoline
7t-CO2LPG
234t-CO2Natural gas
Total

38,016t-CO2

Waste contracted for intermediate processing

Industrial waste3
General waste
Total (Japan)

812t
704t

1,516tTamron CSR Report 2014

Recycling

Plastic
Cardboard
General waste (thermal recycling)
Waste liquid
Waste oil
Metal
Paper
Polishing sludge
Other
Total

316t
289t
185t
172t
113t
94t
44t
11t
11t
1,235tProducts

Total for products

1,614tCO2 emissions during transport2

DieselGasoline

565t-CO2
142t-CO2

Total

707t-CO2

Reference guideline:
Manual for Calculating and Reporting
Greenhouse Gas Emissions Ver. 3.4(Ministry of the Environment)(Ver. 2.4 used for emission factor)
3. Industrial waste includes 4 tonsof Pollutant Released & Transfer
Registered (PRTR) substances.
One ton of a PRTR substance(xylene) was also released into
the atmosphere.

ISO26000 - 6.5 The Environment

Environmental Objectives and Targets Achieved
In 2013, we worked toward achieving the environmental objectives and targets for the firstyear of our phase-five environmental protection program, and achieved our CO2 reduction
targets.

Environmental Objectives and Targets Achieved in 2013
The Tamron Group has established a target to reduce its
CO2 emissions compared to its benchmark year of 2012
by 1% per year on average in terms of basic unit per
sales1 and also a mid-term environmental target to reduce
emissions 7.7% by 2020.
In 2013, we achieved a 9.6% reduction in CO2 emissions
versus 2012 compared to the target of 1% (basic unit
per sales). Although 2013 sales and CO2 emissions bothincreased compared to 2012, improvements were madein the basic unit versus 2012 (please see page 17 of thisreport for more data on our CO2 emissions).
Tamron Optical (Vietnam) began operating in the summerof 2013 and first we identified the amount of CO2 it was
producing. In 2014, we will bolster our management ofthese emissions now that targets have been set for theentire Tamron Group, including Tamron Optical (Vietnam).
As for environmental impacts other than CO2 emissions,each site has set individual targets because of each sitemanufacturers a different category of products. In 2013,

the three plants in Aomori Prefecture did not achieve theirtargets for increasing the material recycling rate for waste
plastics2. This was attributed to the fact that production
at the three plants was cut back compared to the initialplan at the outset of the year, which in turn reduced theamount of materials for recycling (please see page 18 of
this report for more data on our waste reductions).
In 2014, Tamron’s Waste Reduction Sub-committee willhandle matters related to the reduction of industrial
waste, while the Integrated Design, Engineering and
Production Sub-committee will address the promotion ofenvironmentally-friendly products. These sub-committees
manage horizontal targets and carry out their activities
throughout the manufacturing process.
The organizational chart for each sub-committee
is provided in Integrated Management System
Implementation System diagram on page 13 of this report.

《2013 to 2020 Mid-term Environmental Targets》 《Progress in 2013 and Targets for 2014》
Reduction
rate ofCO2
emissions
per basic
unit ofsales

7.7%
reduction

Average annual
reduction of 1%

2012(benchmark year)

2020(mid-term target year)

2013

2014

CO₂reduction target(versus 2012 basic unit of sales; cumulative annual average)

1% reduction

About a 2% reduction

Results

9.6% reduction−

Status○−《Environmental Targets Achieved in 2013》
Environmental targets

2013 targets
3 Aomori plants

Reduce industrial
waste

2013 results

StatusMaterial recycling rate for waste plastics
45%
Increase 3% compared to 2012 (59%)×

Tamron Optical (Foshan) Reduce 2.5% compared to 2012 (basic unit of sales) 4.2% reduction

Promote environmentally-friendly
products3

All sites○

・Promoted environmentally-friendly designs
・Promote environmentally-friendly designs Lightweight: 2% reduction
Compact: 2% reduction
・Incidents of environmental non-conformity: 0 (compared to conventional models; calculated based on 2013 production volume)
・Incidents of environmental non-conformity: 0○《Environmental Targets for 2014》2014 targets

Environmental targets
Reduce industrial
waste

Tamron Optical(Foshan)

Reduce 2.5% compared to 2013 (basic
unit of sales)

Promote environmentally-friendly
products3

All sites

・Promote environmentally-friendly designs
・Incidents of environmental non-conformity: 0

1. Basic unit per sales:

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

2. Material recycling refers to the collection and utilization of used products and waste generated from production processes as raw materials to make new products.
Tamron recycles runner materials as waste plastics and prioritizes material recycling over thermal recycling so that recycled materials can be reused offsite.
3. Promoting lightweight, compact designs and the use of recycled materials in line with our product assessment regulations

Tamron CSR Report 201416

ISO26000 - 6.5 The Environment

Reducing CO2 Emissions and Electricity Consumption
Tamron strives to reduce CO2 emissions and electricity consumption at plants using its
integrated management system.

Sources of CO₂ emissions

Reducing CO₂ Emissions through Improvements in Logistics

Looking at sources of CO2 emissions from the head office,the three Aomori plants and Tamron Optical (Foshan) in
China, electricity accounts for 97%, heavy oil 2% and naturalgas, diesel oil, kerosene, LPG and gasoline collectively 1%.
Given this breakdown, our energy saving activities focus on
reducing electricity consumption.

Tamron primarily manufacturers its products at Tamron Optical(Foshan) in China, which are in turn delivered to its sales
subsidiaries, distributors and retailers around the world. Up until
2008 products were shipped by air internationally via Narita
Airport, but starting in 2009 we made changes to our logistics
network in which our logistics hub was shifted to Hong Kong toincrease the number of direct shipments by air sent from there.
These improvements in our logistics scheme helped reduce CO2
emissions by 2076t-CO22 between 2009 and 2013.
Beginning in October 2013 we established a new logistics routefor our products shipped from Tamron Optical (Vietnam) that firstpasses through our hub in Hong Kong.
In addition, we have carried out a modal shift to further enhancelogistics efficiencies based on delivery needs, which includes
shipping products bound for Europe first by ship to Dubai.
In 2014 and beyond we will examine ways to make further
improvements in our shipment route from Tamron Optical(Vietnam).

Electricity
Kerosene

Heavy oil
Natural gas
LPG
Gasoline

DieselDiesel 0.1%

Kerosene 0.3%

Natural gas 0.7%
Heavy oil

Gasoline 0.01%

LPG 0.02%

1.7%

Electricity《Summary of Logistics Improvements》

97.4%

Head office

Hirosaki

Namioka

Owani

Foshan（t-CO₂)40,00035,00030,00025,00020,00036,77830,50732,537 33,364
0.57

0.57

0.57

0.61

Vietnam

38,016
2,506

0.52
1

21,947

24,212

25,41327,72527,77815,00010,0005,000
0Basic unit

t-CO₂//sales(million
yen)

0.60
0.50

Other countries

Over the past five years CO₂ emissions from the head office,three Aomori plants, and Tamron Optical (Foshan) has been on
the rise, and in 2013 the total volume of CO₂ emissions from thecompany rose 3% compared to 2012. Viewed by geographic
location, our sites in Japan saw a 15% decrease, while Tamron
Optical (Foshan) remained largely unchanged, and the launch ofoperations at our new plant in Vietnam added additional CO₂
emissions. With the exception of Tamron Optical (Vietnam),production volume fell at our domestic sites and Tamron Optical(Foshan) and CO₂ emissions were reduced by 4% thanks to ashift to energy efficiency compressors and air conditioners at theHirosaki Plant and the utilization of an energy saving system forbetter visualizing electricity usage. Furthermore, CO₂ emissionsin terms of a basic unit of sales were reduced 9.6% compared
to 2012. In 2014, we will examine ways to improve production
efficiency and make production faculties more energy efficient,including at Tamron Optical (Vietnam).

NaritaFrom 2009

Trends in CO₂ Emissions

Hong Kong

17

Tamron Optical (Foshan)

Until 2008

2. The number of flights between Hong Kong and Narita Airport was reduced. As
a result, this amount was calculated based on transport volume.

Energy Saving Promotion through the Head Office Reconstruction Project
Tamron’s head office carried out the following energy
Saving measures on occasion of its reconstruction projectcompleted in November 2013
Anticipated energy
usage reduction effect(Converted to crude oil)

1. Installed high-efficiency air conditioners

9.0㎘ /year

2. Installed high-efficiency lighting (LED)8.8㎘ /year

3. Installed motion activated light switches

0.2㎘ /year

4. Installed light dimming switches

1.7㎘ /year

5. Installed CO2 controls on air conditioners that process outdoor air

15.0㎘ /year

6. Installed a BEMS3

31.0㎘ /year

3. BEMS: Building Energy Management System. A system used to reduce energy consumption
through the controlled management and operations of a building’s facilities.

All lighting in the building uses high-efficiency LED to
cut electricity consumption, while the BEMS helps tovisualize electricity consumption and controls electricalfacilities by turning them on or off based on demand.

0.40
0.30
0.20

620

593

549

5,267

4,193

891
2,036

4,639
1,012
2,081

535
4,447

595

5,013

968
2,001

1,055
2,136

995
1,995

2009

2010

2011

2012

2013 FY

0.10

1. Tamron Optical (Vietnam) commenced operations at its plant in the second half of 2013. As aresult, its data has not been included in the 2013 results of CO2 emissions per basic unit of sales.

Tamron CSR Report 2014

LED lighting in the North Wing of the new head office building

Electricity monitoring in progressISO26000 - 6.5 The Environment

Reducing Waste and Water Consumption
Tamron is working to reduce waste and water consumption by improving the way in whichbusiness division operates.

Trends in Waste Volume

Trends in Water Consumption

Tamron’s total volume of waste emitted by the entire
group in 2013, including Tamron Optical (Foshan),dropped 16% compared to 2012, while in Japan waste
volume was reduced by 3%.1
In 2013, Tamron Optical (Foshan) alone was able to cut
the amount of waste it produced by 21% versus 2012. Thiswas partly attributed to a reduction in production volume,
but the plant’s efforts to reuse trays and recycle them asrear caps in order to reduce waste plastics also played an
important role.
In addition, general waste accounted for 60% of all thewaste generated by Tamron Optical (Foshan), which ismuch higher than the 25% figure typically seen at our sites
in Japan. As a result, the plant devised strategies to trim
down this general waste and achieved a 20% reduction in2013.

Tamron’s total water consumption volume by the entire
group in 2013, including Tamron Optical (Foshan),dropped 14% compared to 2012, while in Japan it
remained relatively unchanged. Water consumption also
fell per basic unit of sales.
Tamron uses the largest volume of water during the lenspolishing process, which means production volume greatly
impacts water consumption. As a result, we are developing
plastic lenses and molded lenses4 that do not requirepolishing to help reduce water usage.
In 2014, we will regularly monitor our water consumption
and investigate as well as remedy the situation if increases
are found.

Head officeNamioka

1,600

1,777

1,729

1,800

1,654

99.7

99.2

99.7

Recycling ratio(Domestic)
（%）

99.9

1,516

100
95

1,400

90

1,200

85

1,000

1,126

1,265

1,262

1,316

400
200
0

92

74

73

89

214

206

248

224

121

145
69

110
70

97
92

2010

2011

2012

67

2009

Basic unit

969

900

852

831

thousand ㎥/
sales(billion
yen)

16

800

722

700

15.1

14.6

12.0

14

600

549

500

11.0

75

400

386

70

300

65

200

0.4

0.4

0.4

0.8

0.5

4

202

60

100

149

161

165

162

162

55

0

6

6

7

7

7

2

123
89

1,045

800
600

Namioka

1,000

Hirosaki
Owani
Foshan

99.8

（ t）

1,800

Head oﬃce
Hirosaki
Owani
Foshan（thousand㎥）

57

80

50

2013 FY

1. Waste from Tamron Optical (Foshan) includes converted data for types ofwaste that cannot be measured.

Waste Reduction Initiatives
The Waste Reduction Sub-committee is working diligently
to reduce waste and recycle more in order to reach its
zero emissions target2. The Hirosaki Plant and Namioka
Plant are making efforts to raise their material recycling
rate3 by contracting out the recycling of plastic packaging
trays that had normally been disposed of as waste toan external provider. This activity will be expanded toother plants beginning in 2014 to help expand the typesof plastics that can be recycled as materials. In addition,
the Integrated Design, Engineering and Production Subcommittee is promoting the reuse of waste plastics in
Tamron products to help reduce plastic waste (please see
page 10 of this report for more details.). These initiatives
are helping us to reduce waste with confidence.
2. Tamron’s definition of zero emissions is recycling more than 98% of the industrial
waste it produces.
3. Material recycling refers to the collection and utilization of used products andwaste generated from production processes as raw materials to make new
products. Tamron recycles runner materials as waste plastics and prioritizes
material recycling over thermal recycling so that recycled materials can bereused offsite.

12

12.7

10

546

789

671

650

8
6

8

2009

9

2010

9

2011

10

2012

11

2013 FY

4. A molded lens refers to a lens made using a metal press after glass and othermaterials are heated to a workable temperature.

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Interview with an
Environmental Manager

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Operations & Administration
Section, Section Manager
Factory Management Dept.
Production Management &Administration Unit

Kiyonori Imai

Tamron’s three manufacturing plants in Aomori
Prefecture are working hard to increase waste
recycling. The Hirosaki Plant has been rigorously
sorting its waste plastics since 2012 and has shiftedfrom conventional thermal recycling to material
recycling. In 2013 the Namioka Plant started thesesame activities.
In 2014 the Owani Plant will begin full-scalematerial recycling activities for runner materials
produced during the molding process. Goingforward we will aim to ensure that recycling
activities gain a foothold at all Tamron sites.

Tamron CSR Report 201418

Relationship with Society
Tamron supports activities that contribute to photographic and imaging culture, while its employees are actively
involved in their local communities, which helps them to recognize the importance of their work and close
connections with society. In this way, Tamron is aspiring to be a company beloved by the local community.

Contributions to Photographic Culture
The 6 th Railroad Scenery Photo Contest
Tamron sponsors the Railway Scenery Photo Contest inorder to promote train culture and local revitalizationin Omiya, known as an important railroad town inJapan and also site of our head office. As part of thiscontest, a photo exhibition is held at the Omiya Sogo
Department Store showcasing the winning entries. This
local event is made possible with the support of theCity of Saitama, the Saitama Chamber of Commerceand Industry and the Saitama City Board of Education.
The 6th Railroad Scenery Photo Contest received strong
support from a host of different individuals, including
amateur photographers and railway fans. A total of
6,584 submissions were received for the general andstudent divisions, which was higher than the 6,211
entries received the previous time.
WEB http://www.tamron.co.jp/special/train2013/result.html(available only in Japanese)

General Division Grand Prize (Saitama City Mayor’s Prize)

Mr. Mitsuhiro Chiba Summer Ending

My goal was to capture the Shinkansen the exact moment it passed. It took two
different cameras and nearly three hours to get this shot.
Humorous Photo Contest Award(Saitama City Chamber ofCommerce and Industry
President’s Award)19

Ms. Natsuko Chiba
Slanted Eye Brothers

I took this picture of a senior colleague who imitatedthe Shinkansen on a poster in front of the Omiya
General Rolling Stock Center.
Student Division
Grand Prize (Saitama
City Board of Education
Superintendent’s Award)

Mr. Syunsuke Nakano
Water Mirror
It was tough to get the timing down
so that both the train and Mt. Fuji
were in the shot, but I think I nailed itwith this one.

10 th Macro Lens Photo Contest
This photo contest accepts entries shot from any
macro lens, regardless of manufacturer. For the tenthcontest a total of 5,477 entries were received, marking
a slight increase over the 5,429 from the previous time.
The contest has two categories: the Nature Division for
nature enthusiasts that enjoy taking pictures of plants
and insects and the Genre-Free Division for amateur
photographers using DSLR cameras to take picturesof food, their children or pets. Many of the entries
featured beautiful, warm natural scenes captured
delicately in only ways a macro lens can.
WEB http://www.tamron.co.jp/special/macrocon2013/result.html(available only in Japanese)

Tamron CSR Report 2014

10th Macro Lens Photo Contest
Grand Prize

Mr. Minoru Yamasaki
Jewel of the Forest

ISO26000 - 6.8 Community Involvement and Development

R e l a t i o n s h i p w i t h S o ciety

Growing Together with Local Communities
Contributions of the Three Aomori Plants

Participation in the Saitama City CSR Promotion Council

Each of Tamron’s three plants in Aomori Prefecture carryout local clean-up activities as part of their support for the
local community. These activities take place between April
and November every year in predetermined areas of thecommunity. The first clean-up activity of the spring usually
yields a large amount of trash, as no clean-ups are carriedout during the winter. The three Aomori plants have alsocollected pull-tabs since 2005, an initiative they continue
today.
The plants also sponsor local festivals. The Hirosaki Plant
continues to update its certification as an Eco Office 1 by
the City of Hirosaki.

Tamron’s head office was a member of a CSR promotion
council organized by the City of Saitama, which instituted a CSR
Certification program and established the CSR Promotion Council
in order to heighten CSR activities being undertaken by small andmedium-sized enterprise in the city. The CSR Promotion Council
creates standards for the city’s CSR Certification program as wellas provides advice on screening methods and CSR activities. Asa member of this organization, Tamron sought to foster greater
dialogue and engagement with other local companies.

1. Hirosaki Eco Office certification recognizes companies that take part in certain volunteer
community clean-up activities and actively promote the collection recyclables.

Supporting Adaptive Athletes
Tamron sponsors wheelchair track and field athletes Wakako
Tsuchida and Kota Hokinoue and in2013 began sponsoring prostheticlegged runner Saki Takakuwa. Whilephysically challenged, these athletes
have been working hard day in andday out to realize their dreams tobecome international athletes, giving
strength to and inspiring many people.
Tamron is committed to supporting
the activities of these athletes going
forward.
Ms. Tsuchida

Science Classes for Children
Tamron has organized science classes for children at
local public halls and elementary schools since 2008.
These interactive classes are intended to spur interest in
the sciences and teach about
the importance of maintaining
harmony between people and theenvironment. In 2013, we held eightscience classes at local public halls
and elementary schools, with a
total of 263 children in attendance. Science class

Supporting the Cookie Project20

Tamron provided advertising support and donations to
Cookie Bazaar 2013 held in Saitama City in February 2013
and organized by the Cookie
Project. This organization wasestablished to help the disabled
live independent lives and seeks
to increase opportunities forcommunity workshops to sell
the cookies they make.
Cookie bazaar

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Interview with the Representativeof the Cookie Project
Ms. Takakuwa

Mr. Hokinoue

Supporting Nature Restoration
Tamron’s Omiya head office continues to support the nature
restoration project carried out by the Ecosystem Conservation
Society-Saitama together with local citizen groups at the Shibakawa
Daiichi Flood Control Reservoir and surrounding areas. Many years
ago the Minuma Tambo area of the reservoir area was an abundant
wetland with white herons. Today the reservoir continues to see anumber of wildfowl such as swans and even short-toed eagles visit
the area to feed.

Cookie Project
Representative /Hot Lounge Director

Mr. Yasuo Noguchi
The Cookie Project is in its sixth year and thanks to the
support of many people we have been able to increase thevisibility of our activities. The greatest joy for those at ourpartner community workshops, who are disabled and have
few opportunities to interact with the outside world, is tomeet and become inspired by professional confectioners,
officials from confectionery schools and packaging experts.
Because of their involvement in this project, these individuals
continually dedicate themselves to improving the taste of
their products and tackle cookie making with a sense ofadvancement. I hope that our partner companies will develop
a greater interest in the issues and welfare needs of the local
community and increase their involvement going forward.

Shibakawa Daiichi Flood Control Reservoir

Tamron CSR Report 2014

ISO26000 - 6.8 Community Involvement and Development

Activities at Tamron’s Overseas Subsidiaries

Tamron’s subsidiaries outside Japan continue to strengthen their relationship with local
communities.

Tamron Europe GmbH

Tamron Optical (Shanghai)

Germany has a high photovoltaic (PV) system penetration
rate compared to other countries and Tamron Europe
is no exception. In February 2011 when adding on to its
head office building, Tamron Europe installed 344 PV
panels on the rooftop to generate its own power andreduce CO2 emissions. In 2013, this PV system generated
some 61,359kWh of power and reduced the company’s CO2
emissions by about 43 tons per year. Since being installed
the system has produced a total of 186,000kWh of power
and reduced CO2 emissions by 129 tons.
Tamron Europe also purchases UNICEF Christmas
cards every year and contributes to a pediatric cancer
support organization in Cologne, Germany as part of its
commitment to giving back to society. In 2013, Tamron
Europe supported a school in Columbia though a donation
to an organization that provides educational assistance.
The impetus for this donation came in 2011 when a
Tamron Europe employee visited an elementary school
newly built by this organization in Columbia to document
the organization’s activities with a Tamron interchangeablelens (model B008). These photographs were in turn used
to raise awareness of the organization’s activities andpromote Tamron’s B008 interchangeable lens. Tamron
Europe continued to work with this organization, which led
to the donation in support of its activities in 2013.

To promote photographic culture to the younger
generation, Tamron Optical (Shanghai) has held a photo
contest and photography classes for four consecutive
years since 2010. The photo contest is open to university
students across China, selecting noteworthy entries
for awards, which has helped to spur excitementin photography. The photography class is held in
collaboration with university photography clubs to provide
students with an initial interest in photography the chance
to use a DLSR camera to learn about the features of thecamera and lens and how to take pictures. Students thatare already camera aficionados learn about advanced
photography techniques directly from the instructor to
improve their camera skills.
In addition, in April 2013 a major earthquake registering amagnitude 7.0 struck Lushan County in Sichuan Province,
affecting some 2.3 million people. The Tamron Group
donated 300,000 renminbi (approx. 5 million yen) tohelp fund emergency disaster relief activities throughthe Sichuan Province Philanthropic Association for thosecommunities and people most in need.

21
Letter of appreciation forcharitable donation

Photography class held by Tamron Optical(Shanghai)

Tamron USA

Rooftop PV panels at the Tamron Europe head office in Germany

In efforts to maintain our dedication to Corporate Social
Responsibility, Tamron USA has implemented a newenvironmentally conscious sales and marketing initiative.
Tamron USA began publishing a guide to its products
and photography as an eBook on its corporate website
to replace the printed version. Since the first in July
2013, six versions have been published and accessed
widely by consumers not only in the United States, butalso other English speaking countries, with more than
1,000 downloads to date. Plans call for six versions tobe published every year and even more downloads are
expected in the
future. Switching toan eBook version
has eliminated CO 2
emissions resulting
from the printing anddelivery processes.

School in Columbia

eBook on Tamron-USA.com

Tamron CSR Report 2014

ISO26000 - 7.5 Communication on Social Responsibility

Independent Third-Party Opinion
Environmental Credentials

Current Title

Eco Action 21 Screener and Environmental Counselor (civic/business)

Associate Professor
Department of Social-Human Environmentology
Daito Bunka University

Career History
2004

Associate Professor

Yoshifumi Tsuruta

Areas of Specialization

All aspects of corporate management and sustainability, including
environmental management, management strategy theory, CSR,
environmental management systems, carbon management

Completed coursework without degree at
Yokohama National University’s Graduate
School of Environment and Information Science
2008 Guest Associate Professor, Graduate Schoolof Innovation and Management, Hosei University
2010 Full-time Instructor, Department of SocialHuman Environmentology, Daito Bunka University
2013 Associate Professor, Department of SocialHuman Environmentology, Daito Bunka University

Committees

Academic Societies

Works AuthoredSustainable Management Forum of Japan, Japan Academy of Business
Administration, The Academic Association for Organizational Science,
Academy of Management、Japan Society for Applied Management, Japan
Academy for International Trade and Business, Japan Academy of International
Business Studies, The Japanese Association for Environmental Sociology

Review Committee for a Japan-ASEAN Coordinated Transportation Environmental
Action Plan (Ministry of Land, Infrastructure, Transport and Tourism; 2009)
Review Committee for Co-benefit Type Global Warming Prevention Measures
and CDM (Ministry of the Environment; 2010)
Environmental Management System Assessment Committee (Saitama Prefecture; 2011)
Working Group Committee for the Environmental Communication Awards (Global
Environmental Forum; 2013)

Carbon Disclosure (author and editor) published by Zeimu Keiri Kyokai
Sustainability and Business Administration (co-author) published byMinerva Shobo
Modern CSR Management Principles (co-author) published by
Soseisha Co., Ltd.

Assuring Confidence in the Supply Chain
I found that this report conveys Tamron’s stance tofaithfully and fully carry out initiatives under its 12 themesthat promote an integrated approach to CSR and its basic
corporate philosophy of contributing to the economy,society and environment by supplying customers withquality products that serve as eyes for industry.
Tamron is working diligently to address the issue of conflictminerals and is fulfilling its inherent responsibilities in the
supply chain. I commend the fact that is has obtained theassistance of nearly 90% of its suppliers for tracking theiruse of mineral resources, which is also proof that Tamron
has earned the trust and confidence of its suppliers. Tamron
has also been managing its use of chemical substances
for some time and is able to confirm matters reported

by its suppliers using its proprietary analysis of procured
components. Tamron’s Business Partner Certification Systemfollowing the company’s own standards functions effectively
and Tamron has been able to build sound relationships with
its suppliers, which indicates conscientious efforts are being
made between suppliers and buyers to fulfill accountability.
In terms of business continuity planning, Tamron has madegreat strides with its back-up measures, including installing
generators that will ensure offices can function for up to
48 hours without power and storing important data in an
all new server building. However, the fact that more than
95% of the company’s energy for production comes fromelectricity represents a future risk and as such Tamron
should take steps to diversify its sources of energy.

Global CSR Management that Values People-to-People Connections
As for global CSR management, Tamron diligently complies
with the 10 principles of the UN Global Compact. In 2013a labor union was established at Tamron Optical (Foshan),which indicates the company is paying special attention
to the UN Global Compact principles on labour. Tamron
hires local persons to head up management at its overseas
subsidiaries and plants, which makes it possible to carryout CSR-management tailored to each local community.
This demonstrates the company is making progress
toward the realization of a localized overseas humanresources and employment strategy advocated by thepresident of the company. The company’s hiring of humanresources overseas that have attended university in Japanand understand Japanese culture and customs not only
reduces globalization risks, but speeds up the decision
making process and makes business execution moreaccurate.
In recent years, Tamron is working to globalize its
production and organizational governance by clarifying
the roles of its domestic and overseas plants. With thelaunch of full-scale operations at Tamron Optical (Vietnam),
Tamron will need to ensure that it can cope with the risks
posed by building a global logistics system. The increasein Tamron’s overseas sites and growth in the industrial-use
optics business will result in a supply chain much different
from the current one, so it will be key for the company
to develop the human resources necessary for practicing
the 12 CSR themes and to build a robust organizational
governance mechanism. I anticipate such a corporate
system will be a clean combination of management thatvalues the people working at Tamron and rebuilding agovernance system better suited for globalization.

Editorial Team’s Postscript
This rep o r t contains info rmation on Tamron’s annual
activities as a way to facilitate engagement with our many
stakeholders. The 2014 version contains information about
our human rights, labor, environment, and anti-corruption
activities at our overseas sites in the special feature section.
In addition, universal font has been used to ensure evenmore people have access to this content. We sincerely
hope that these initiatives have helped our readers learn
more about Tamron.
Going forward, we consider the issues raised in the third
party opinion above and will tackle issues of organizational
governance and human resources development in orderto promote global CSR management. We also encourage
readers to share their honest opinions and requests so that
we may be able to use these to improve next year’s report.

Head office

Tamron Optical (Foshan)

The three Aomori plants

Tamron CSR Report 201422

Tamron Co., Ltd.

CSR Implementation & Administration Board

1385 Hasunuma, Minuma-ku, Saitama-city, Saitama 337-8556 Japan
Tel. +81-48-684-9190 Fax. +81-48-684-9472
E-mail: e-report@tamron.co.jp Website: http://www.tamron.co.jp
Published March 2014