New Eyes for Industry

CSR ReportMessage from the President
Realizing CSR Through Our Core Business
The range of uses for lenses is growing steadily wider, including not just photographic lenses but
also lenses for use in security cameras and automotive cameras, etc. Reflecting this situation,
we at Tamron see ourselves as having a mission to realize a corporate social responsibility (CSR)
strategy that contributes to bringing joy to as many people as possible, and also provides benefits
for society as a whole and for the environment, through our core business of making lenses as the“New Eyes for Industry.”To this end, we are developing design, development and production
systems for the creation of high-quality, environmentally-friendly products, and further improving
our quality not only in Japan, but worldwide; in the future, Tamron will continue to develop new
products that really strike a chord with our customers, while also giving them security and peaceof mind.
With regard to the environment, Tamron has set itself the target of reducing company-wide
carbon dioxide emissions by an average of 1% per year on a unit sales basis, compared tothe benchmark year of FY2012, so that, by 2020, CO2 emissions will have been reduced byapproximately 7% compared to FY2012. Unfortunately, whereas FY2015 should have seen
emissions fall by a cumulative 3% according to the target, they actually rose by 5.6%. Almost theentirety of Tamron’s CO2 emissions are accounted for by the electric power used in the company’s production processes. Tamron will be working hard in the future to realize more effective
production and achieve its medium-term emission reduction targets.
We are also in the process of building a better supply chain: one that emphasizes compliancewith relevant laws and regulations (both in Japan and overseas), upholds international standards
relating to socially-responsible procurement (such as those concerning conflict minerals etc.),
respects human rights and provides a satisfactory working environment, and pays due attention
to fair operating practices.

Supporting CSR Through Effective Human Resources
Cultivation and Appropriate Working Practices

President & CEO
Tamron Co., Ltd.

Shiro Ajisaka

Tamron has for many years now sought to cultivate“self-disciplined employees,”by which ismeant employees who strive to adopt a professional mindset and are able to carry out their workin a professional manner. This cultivation of“self-disciplined employees”is very important forthe company, and derives from an approach to business management that recognizes the vital
importance of employees. In this way, Tamron is able to ensure that our employees respond fully
to customers’needs, and work actively to make a positive contribution to society as a whole.
The guiding principle behind our company’s activities is the concept of“Team Tamron.”It is vital
that, when carrying out our work, we always think in terms of what is best for the Tamron Group
as a whole. Creating an environment where female employees can thrive is particularly important;
one example of how Tamron has worked to achieve this goal is the establishment of the“Tamron
Kids Day-care Center”at Tamron’s head office in FY2015. Tamron is also working to boost theshare of senior managers who are female, and is providing incentives to ensure that employees
make full use of the childcare leave system. We are also working to change employee mindsets
regarding their work so that not working overtime comes to be seen as perfectly normal; we arecommitted to making work-styles more efficient and eliminating unnecessary, pointless“workfor work’s sake.”Helping employees to achieve a work-life balance in which there is a clear
distinction between work and home life helps make people more enthusiastic about their workand encourages flexible, creative thinking, thereby creating a“virtuous circle”in the workplace.

S u p p o r t i n g t h e 10 P r i n c i p l e s o f t h e U N G l o b a lCompact

Tamron continues to be an active supporter of the10 principles laid out in the U.N. Global
Compact as part of its global expansion. We recognize that these 10 principles represent
guidelines that truly multinational corporations must put into practice, and as such, we havereflected these principles in our Action Declarations and thoroughly educate our employees on
the principles. Compliance at our overseas sites is particularly important and our complianceaction guidelines incorporating specific activities have been made known to all so that we canfulfill the expectations and trust of our stakeholders around the world.
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
In addition, regarding the disclosure of non-financial information, which is encouraged by Japan’sCorporate Governance Code, Tamron intends to continue to disclose information proactively, withthis Report playing a key role.

1

Tamron CSR Report 2016

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

Company Profile
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
6.923 billion yen
CapitalPresident & CEO Shiro Ajisaka
Head Office (Saitama City, Saitama Prefecture)
5,829 (consolidated; excluding 1,814 temporary employees)
Employees
71.946 billion yen (consolidated; as of December 31, 2015)
Net sales[Net Sales for the Previous Five Years]
First Section of the Tokyo Stock Exchange
ListedConsolidated(Billion yen)Domestic plants
One each in Hirosaki, Namioka and Owani in Aomori
800
73.6
71.9
68.4
700
Overseas plants
Foshan, China and Hanoi, Vietnam
64.3
58.5
600
Consolidated subsidiaries
500	United States, Germany, France, Hong Kong, China (Shanghai),
400
Russia, and India
300

200
100
0

Outline of Business Operations
Commercial/industrial-use optics

Opticalcomponents

6.3%

17.8%

(FY2015,
consolidated)

Photographic
lenses75.9%

Contents

2012

2013

2014

2015

FY

[Employees](person)

Percentage
of salesby businesssegment

2011

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

Consolidated (regular employees)

406

3,843

Consolidated (temporary employees)

4,090

1,814

5,829

6,005

2011

（Notes:1）

3,985

2,295

2,545

2,694

2012

2013

2014

2015

（Notes:2）

FY

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

Message from the President… …………………………… 1
Corporate Philosophy / Company Profile / Table of Contents…… 2
Tamron’s CSR Management………………………………… 3

Editorial Policy

Participation in the UN Global Compact… …………… 4＊‌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 theenvironment and carrying out its social responsibilities.

Special Feature: Aiming to Help Tamron Employees
Balance Work and Childcare… …………………………… 5
Relationship with Shareholders and Investors… ……… 7
Relationship with Business Partners……………………… 8
Relationship with Customers… …………………………… 9Management System… …………………………………… 13
Relationship 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＊‌This report covers activities across the entire Tamron Group, including TamronCo., Ltd., Tamron Optical (Foshan) Co., Ltd., Tamron Optical (Vietnam) Co.,
Ltd. and overseas sales subsidiaries, excluding certain environmental data andother information.
＊Guidelines mainly referenced in compiling this report:・‌Environmental Report Guidelines (Ministry of the Environment) (FY2012
version)・‌Greenhouse Effect Gas Measuring & Reporting Manual Version 4.0
・‌Environmental Accounting Guidelines (Ministry of the Environment) (FY2005
version)＊‌The GRI Sustainability Reporting Guidelines and ISO 26000:2010 Manualon 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,
by referencing the warranty processes in the AA1000 Warranty Standard.
＊‌The cover design was selected to express our stance toward contributing to
the environment and achieving harmony with all stakeholders through ourlenses.

Tamron CSR Report 2016

2

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

Tamron s Action Declarations●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.

●From the employee perspective

・In order to become self-reliant, each employee at Tamron works
with a challenge-ready spirit, maintains good communications
with fellow workers to create a lively work environment, andstrives 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 in Tamron as a company
worthy of long-term investment.

●From the business partner perspective

By respecting human rights, complying with laws and carrying out
fair and transparent business transactions, Tamron will ensurethat it can build relationships with its business partners so thatthey deliver quality materials and services, achieve mutual growthand contribute to society.

●From the society perspective

Tamron has been working to identify and analyze the key issues
that it needs to focus on, taking into account the expectationsof shareholders and the changes taking place in society and in
the economy. Targets have been set for 12 key themes, including
themes relating to important issues of general concern such as“Environment”and“Quality and Safety,”as well as themes
relating more specifically to the foundations of the company’s operations. By addressing these 12 themes, while paying
attention to the needs of the environment, society and theeconomy, Tamron is aiming to make itself a company that has
the power to be selected by customers.
1. This‌
is one of our corporate objectives, showing that we have the power to be
selected and supported by customers.

Twelve Themes Association table
Twelve Themes
Compliance

P7、14

Corporate Governance

P7

Risk Management

P13

Environment

P15 〜 18

Disclosure

P7

Quality and Safety

Tamron’s CSR Committee meets monthly to closely monitort h e p ro g re s s o f C S R a c t i v i t i e s . T h e c o m m i t t e e i s a norganization under the direct control of the President and CEO.
Representatives from all divisions at the head office and plants inJapan and overseas meet through videoconferencing.

P14

Employment and Human Resources

P5 〜 6

Human Rights

P5 〜 6、8

Social Contributions

P19 〜 21

Information Security

P7

Privacy Protection

P7

The Power to be
Selected

Environment
Employment andHuman Resources

Information
Security
Human Rights

Every year Tamron publishes a CSR report as part of our
stakeholder engagement activities. We are pleased toannounce that our CSR report for 2015 was recognizedwith an award of excellence at the 19th Environmental
Communication Awards sponsored by the Ministry of theEnvironment and the Global Environmental Forum, marking
the second consecutive year that Tamron has won this award.

P9 〜 12

Occupational Safety & Health

Disclosure

Communicating for CSR Promotion

Relevant page

Society

Corporate Value

Responsibility to Contribute toSocial and Environmental Issues

・Maintaining good communications with local communities,
Tamron will strive to contribute to their growth while
upholding their traditions 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 takes a resolute stance against all anti-social
forces and organizations that pose threats to the publicorder and safety of our civil society.
・Tamron will work hard in NGO and NPO projects to help
establish a good society.

Tw e lve T h e m e s fo r E n h a n c i n g C S RManagement (Identification of Key Issues)

SocialContributions
Quality and Safety
Occupational
Safety & HealthPrivacy Protection

Risk Management

Compliance

EconomyTwelve Themes for Enhancing CSR Management

3

Tamron CSR Report 2016

Environment

Corporate GovernanceISO26000-4.7 Respect for international norms of behavior

Participation in the UN Global Compact
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
Co m p a c t (G C), in Au gust 20 07 Ta m ro n b e c a m e a
supporter of this international initiative proposed by theUnited 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.)In FY2015, training was implemented via e -learning
regarding the UN Global Compact and Tamron’s CSR
Report 2015, targeting the employees of Tamron Optical(Foshan) Co., Ltd., Tamron Optical (Vietnam), Co., Ltd.,and Tamron’s other overseas subsidiaries; a total of 968
employees underwent training.

Tamron will continue to abide by the 10 principles andcarry out corporate activities that fulfill its responsibilities
to society.

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

COP Report (Communication on Progress)
The following table describes Tamron’s accomplishments and efforts during FY2015 in line with the Ten Principles.

Principles

Tamron’s Policies

Results for FY2015

Human Rights

1 ‌Business should support and respect・‌We support basic human rights in our
the protection of internationally
Action Declarations.
proclaimed human rights.
・‌We declare respect for human rights and elimination of
discrimination in our Compliance Regulations.
2 ‌Business should make sure that・‌We clarify management items for operations and strengthen
they are not complicit in humanchecks and balances (established the Human Rights
rights abuses.
Protection & Labour Standard Management Regulations forJapan and Tamron Optical (Foshan) Co., Ltd.).

3 ‌B u si n e s s s h o u l d u p h o l d t h e・‌We declare respect for the right of our
freedom of association and theemployees to organize in our Labour
effective recognition of the right
Organization Memorandum.
to collective bargaining.

Labour・‌We stipulate the importance of complying
with labour-related laws and regulations andmaintaining a proper work environment forour employees in our Compliance Regulations.
We vow not to use child labour. We do not ・‌Implemented CSR5 ‌B u si n e s s s h o u l d u p h o l d t h eemploy workers under the age of 15, which related e-learning,
effective abolition of child labour.
with content
is stipulated in our employment rules.
including the UN
6 ‌B u si n e s s s h o u l d u p h o l d t h e ・‌We have targets for employing persons Global Compact;
elimination of discrimination with disabilities and a policy to increase e - l e a r n i n g w a s
in respect of employment and the ratio of female managers in order toundergone by a total
occupation.
realize a diversified work place.
of 968 employees.
4 ‌B u si n e s s s h o u l d u p h o l d t h eelimination of all forms of forced
and compulsory labour.

Relevant
Page・‌Carried out operations based on the P3
Human Rights Protection & Labour
Standard Management Regulations.
・‌Clarified management items for P5 〜
o p e r a t i o n s a n d s t r e n g t h e n e d P6
checks and balances (Japan andTamron Optical Foshan).

P8・‌Established opportunities for periodic
consultation between management andworkers (including the Labour-Management P5 〜
Ccouncil, Annual Business Plan Presentation
P6
Meeting, etc.) (at Tamron’s head office).
・‌Improve working conditions through labor
union activities.
・‌Establishment of the“Tamron Kids
P5 〜
Day-care Center”
・‌Making every day a“no overtime”P6
day (Tamron head office)・‌Established a manual to check the age ofapplicants at the time of hiring (Tamron P7
Optical Foshan and Tamron Optical Vietnam).
・‌Achieved targets for the ratio of females
promoted to management positions.
P5 〜・‌Ratio of eligible employees taking parental
P6
leave: 100%.
・‌Ratio of hiring of persons with disabilities: 2.4%.

Environment・‌We h ave a p rov isi o n i n o u r co n s o l i d a te dmanagement policy to prevent environmental
deterioration through efforts such as the following:(1) Reducing CO2 emissions;(2) Reducing industrial waste;(3) Finding‌
alternatives to harmful chemical
substances; and reducing the use of harmful
chemical substances(4) Conserving biodiversity

・‌N u m b e r o f i n ci d e n t s i n v o l v i n g
l e a k a g e o f h a r m f u l c h e m i c a l P12
substances: None・‌Support for ecosystem protection P14〜
(Tamron head office)8 ‌Business should undertake initiatives ・‌We have a policy to clearly establish environmental
to promote greater environmental objectives and targets for the following:
responsibility.
(1) Reducing CO2 emissions;
9 ‌B u s i n e s s s h o u l d e n c o u ra ge t h e (2) ‌Re d u ci n g i n d ust rial wa ste e m issi o ns todevelopment and diffusion ofultimately achieve zero emissions; andenvironmentally friendly technologies.
(3) ‌Promoting environmentally-friendly designs.

・‌Rate of decrease in carbon dioxide emissions:
5.6% increase (compared to FY2012, on a unit P12
sales basis)
P14〜
・Waste reduction target achieved・‌Efforts to reduce product weight: 0.3% increase P18‌Efforts to reduce product size: 0.5% decrease

7 ‌Business should support aprecautionary approach toenvironmental challenges.

Anti-Corruption

10 Business‌
should work against
co r r u p t i o n i n a l l i t s fo r m s ,including extortion and bribery.

・‌We have a policy to regulate acts of endowment
and political donations and terminate ties with
anti-social forces in our Compliance Regulations
and Action Declarations.

P8

P20

・‌T h e C o m p l i a n c e P r o m o t i o n
Co mmit tee held wo rk sho ps fo r
P7
employees to learn more aboutcompliance.

Tamron CSR Report 2016

4

Aiming to Help Tamron Employees

SpecialFeatureA wide variety of human talent is working at Tamron’s business locations in Japan and
To ensure that the employees who underpin Tamron’s operations can fulfill their potential,
employee evaluation and treatment, and workplaces characterized by mutual understanding

Establishment of the “Tamron Kids
Day-care Center”
In November 2015, Tamron opened the“Tamron Kids Day-care Center”atthe company’s head office. At Tamron’s business locations in Japan, overhalf of the employees are people in their 20s or 30s who are in the childrearing age group. To help employees who have taken time off to havechildren avoid the situation where being unable to find a place at a daycare center or kindergarten prevents them from coming back to work, it
was decided that Tamron would open its own corporate day-care center.
In this way, Tamron is providing the support needed to help both male andfemale employees balance their work responsibilities with their childcare
responsibilities, and is aiming to help female employees fulfill their potential
at the company.
The day-care center is normally open from 07:30 until 18:30, but thesehours can be extended to 07:00 – 19:00 to meet the needs of individual
employees’work responsibilities. The day-care center is locatedimmediately adjacent to the Tamron head office premises, which meansthat employees can make flexible use of the facility in line with their own
work requirements; this is a big plus.
The day-care center, the running of which has been sub-contracted to a
specialist company with extensive experience operating day-care centersin hospitals and business enterprises, has nurses on standby at all times
Tamron Kids Day-care Centerin case a child gets sick or hurt, ensuring maximum peace of mind. The
combination of care and nursing capabilities makes this a safe, highly
functional, convenient facility.
The Tamron Kids Day-care Center features wood construction, which helps
to ensure the safety and health of the children using the facility, as well as
being environmentally-friendly, and providing the feeling of friendly“warmth”
that wood exudes. Much of the wood used in the Center’s construction was
sourced from forests in Saitama Prefecture, and is Japanese AgriculturalStandards (JAS) compliant, in line with the goal of creating a superior dayThe interior of the Day-care Centercare center environment. The exterior design
Overview of the Tamron Kids Day-care Centerof the facility uses a“lens”motif appropriate
Category of care service
Small-scale Enterprise Day-care Centerto an optical device manufacturer.
provided
It is anticipated that the Tamron Kids Day-care
Date of commencement
November 2015
of operation
Center will receive formal certification from2
2
Building area: 245.62m (Floor area: 194.31m )Area
Saitama City in April 2016 as a“Small-scale
Site area: 995.95m2
Enterprise Day-care Center.”Places at thePlaces
30 children (additional places are available for local residents)
Center are being allocated in such a way thatit can be used not only by Tamron employees
07:30 – 18:30 (extended opening available from 07:00 – 07:30 and 18:30 – 19:00)
Opening hours
but also by local residents. On weekends, theConstruction: Wood + reinforced concrete
Exterior design: A building based on a“lens”design motif
Center gardens will be open to the public,Special features
Materials: Extensive use of timber sourced from forests in Saitama Prefecture(JAS-compliant)as part of Tamron’s efforts to make a positive
contribution to the local community.

V

O

I

Interview witha Center user

CE

Mechanical Design Section,
Design & Engineering Dept.

Industrial Optics Business Unit

Mayumi Seshimo
5

Tamron CSR Report 2016

I am responsible for the Mechanism design of lenses used in security cameras. As I gave birth immediately
after some major changes had been made in the company’s design system, I wanted to get back to work
as soon as possible. However, there were no day-care centers with places available before April, so I havebeen using the Tamron Kids Day-care Center. Working in an office with a female supervisor means thatthe people around me at work are generally very considerate and understanding, and I have been able togo back to work full-time without being required to work overtime. When I had been using the Center for
about a month, I received a phone call from the Center to tell me that my child had been taken ill; being so
close, I was able to go over immediately to pick the child up, which was a big relief. Young children do tend
to come down with fevers and infectious diseases, so there is always the possibility that a child may comedown with an illness that means they can’t go to the Day-care Center. When a situation like that develops,
if you can’t take time off from work to deal with it, then that creates a problem in terms of maintaining thebalance between work and childcare. However, in my own case, I think it should be possible to overcome
the problem through consultation with my supervisor and colleagues, and with the Day-care Center.

ISO26000-6.3 Human Rights / 6.4 Labour practices

Balance Work and Childcare

overseas to deliver products and services that meet customer needs to customers all over the world.
Tamron is striving to position itself as a company that is a great place to work, with fair, equitablethat invigorate employees and fill them with the desire to do their utmost.

Support to help employees balance
work and childcare

With the growing concern that Japan may not have a large enoughworkforce in the future, more and more importance is being attachedto the need to create a society in which men participate more fully inchildcare and women find it easier to work. Approximately 70% of Tamron’s overseas workforce is female, and 20% of the company’s workforce inJapan. Particularly given the fact that around 50% of Tamron’s female
employees in Japan are in their 30s, it is vitally important to put in placean environment in which it is easy for women to come back to work
after getting married and having children. To this end, Tamron has put
in place support systems to help employees balance their work andtheir lives, so that they can continue to work for the company, and thesesystems are adjusted as necessary (see table on right). In FY2015, Tamron
revised its shorter working hours system for employees with childcare
responsibilities, extending the period for which this system can be useduntil the end of April in the year in which an employee’s child is in the 4th
grade in elementary school.
The support system to help employees balance their work and theirprivate lives is being deployed not only in Japan, but at Tamron’s overseas
factories, so that employees can achieve the right balance between theirwork responsibilities and their childcare responsibilities. Within Japan,
100% of Tamron employees who give birth make use of the maternity
leave system immediately prior to and after childbirth, as well as thechildcare care leave system, and eventually return to work.
In addition, in order to reduce the amount of time that employees
spent working in excess of their scheduled working hours, Tamron has
introduced a system whereby, in principle, every day is a“no-overtimeday”(at Tamron’s head office), and has adjusted the annual paid leavesystem so that paid leave can be taken in hourly units. These measures
are compliant with the requirements of the Act on Advancement of
Measures to Support Raising Next-generation Children . In FY2015, Tamron
was awarded the“Kurumin Mark”(which is given to companies that are
deemed to be taking proactive measures to promote a childcare-friendly
workplace). Furthermore, Saitama Prefecture (where Tamron’s head
office is located) has certified Tamron as being a“Diversified Work-style Promoting Enterprise,”with the presentation of a Platinum Award (thehighest level of award under this program).
It is also worth noting that, over the past five
years, more than 2% of the people employed
by Tamron within Japan have been people withdisabilities; in FY2015, the percentage rose to 2.4%,
higher than the statutory requirement of 2%.

Human Resources Cultivation System

Program

Term

Overview

Parental
leave

Until the child turns 1(Extendable up to 14 months of age)

An employee can take leave tocare for a child.

Extendedparentalleave

U p to th e day th e child tu rns
18 months of age, or April 15 of
the year after the child turns 1,
whichever is longer

An employee can take leave if
certain circumstances apply, suchas being unable to find a place ata day-care center.

Child care
leave

Until the child begins elementary school(Up to 5 days per year)(10 days if the employee has two or
more children)

An employee can take paid leave
for a child care, vaccinations or
health checkup for a child.

Reducedworkinghours

For an employee looking af ter
a ch il d i n t h e fo u r t h g ra d e i nelementary school or younger, up
until April 30 of the school year inwhich the child becomes a fourth
grader in elementary school

An employee can shorten theirworking day by up to two hours
as long as they work at least six
hours.

An employee can take leave toprovide nursing care to an elderlyfamily member in need.

Nursing care
Up to a maximum of 93 days
leave

Number of Employee Taking Paid Parental Leave1
200（employees）

160

Japan

Tamron Optical (Foshan) Co., Ltd. (China)

Tamron Optical (Vietnam) Co., Ltd.

59

120
80
40
0

76

60

10
2012

10
2011

65

3
30 8

46

24
2014

2013

111

25
2015

Number of Reduced Working Hours for Childcare2（employees）

80

Japan

Tamron Optical (Foshan) Co., Ltd. (China)

Tamron Optical (Vietnam) Co., Ltd.

50

5
24

23

9
2014

13
2015

60
40
20
0

14
6
2011

21
6
2012

6

7
2013

1. The‌name of the parental leave system varies from country to country. Employees
at Tamron Optical (Foshan) Co., Ltd. in China are entitled to 98 days’leave afterchildbirth; employees at Tamron Optical (Vietnam) Co., Ltd. can take up to six months’
leave before and after childbirth.
‌In Japan, male employees who have just become a father can take a short period ofparental leave of up to one month; a total of 7 male employees took advantage ofthis system in FY2014, and 13 in FY2015.
2. ‌Both Tamron Optical (Foshan) Co., Ltd. and Tamron Optical (Vietnam) Co., Ltd. have a
reduced working hours system in place that makes it possible for female employeeswith young children under the age of 1 to benefit from shorter working hours.

with people from the optical technology
departments, I can communicate with themmore smoothly.”In the future, Tamron will continue to
implement training aimed at effectively
strengthening employees’capabilities inareas where employees have expressed aneed for enhanced training provision.
The Optical Basics Training Course

Training System Diagram
Rank-based training
programs

in progress

Occupation-based training
programs

Training for mid-careerhires
Training for new
graduate hires

On-the-job
training

Manager training

Company-wide training
programs

E-learning

Training for sales
and administrative
staff

Training forengineers

Tamron has established a training regimen for newly-hired employees
to help cultivate self-disciplined human resources who are eager to takeon new challenges. This training regimen comprises rank-based training
programs implemented periodically to help employees acquire thespecific skills needed for their jobs, as well as occupation-based training
programs that teach the required competencies to engineers, sales staff
and administrative staff, and company-wide training programs that seek toimprove individual skills.
With regard to occupation-based training programs, in line with thecompany’s desire to expand the scope of training for personnel inadministrative departments, in FY2015 a new Optical Basics Training
Course was launched, with the goal of ensuring that all Tamron employees
can acquire the necessary basic knowledge of optics. The Course was
implemented using a classroom learning format, with approximately
70 employees from administrative departments at Tamron’s head officeattending lectures on basic optical knowledge (such as lens properties
and other optical properties, focal length, etc.) and on Tamron’s uniquetechnology. Participants’comments about the course were very positive,
e.g.“The course made it easy to understand the basics, and I now havea greater interest in optical design,”“Now, when I have to work together

Main Benefits Programs for Childcare and Nursing Care (Japan)

Tamron CSR Report 20166

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 trust with shareholders
and investors.

Corporate Governance
Basic Policy
Ever since the company was first established, we at Tamron haveconsistently pursued fair and transparent management practices
in line with our management philosophy, respecting the rights
and equality of our shareholders, and adopting an approach tocorporate governance that emphasizes the maintenance of agood relationship with all stakeholders.

Corporate Governance System Overview
Tamron has employed the Executive Officer System to speed up
decision making and improve efficiencies, which has enabled it
to establish a management structure capable of making accurate
and strategic decisions. External Directors with expertise in
their respective fields carefully monitor and advise the company
regarding its execution of operations from an independent andfair standpoint. At the same time, Independent Auditors withexpert knowledge of finance, accounting and legal affairs aswell 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 15 Directors, of which 2 are External Directors, and 4
Corporate Auditors, of which 3 are Independent Auditors.
Tamron respects the principles of the Corporate Governance
Code which came into effect in June 2015, and is working toachieve a further strengthening of corporate governance, alongwith continued growth and the enhancement of corporate value
over the medium and long term.

（1)Board of Directors
Meetings of the Board of Directors are held twice a month, inprinciple, attended by all Directors and Corporate Auditors, forreviewing the execution of duties by the Directors and deciding
on important issues as set forth in the basic policy of thecompany and related laws and regulations. In FY2015, the Boardof 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 byattending the Board of Director meetings and checking approval
documents. The Board of Auditors meets monthly, in principle. In
FY2015, the Board of Auditors met 15 times.

(3)Executive Officer System
Tamro n has employed the E xecutive O f ficer 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 Auditors andExecutive Officers to discuss management issues and respond 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.

7

Tamron CSR Report 2016

Corporate Governance Structure
General Meeting of Shareholders
Election/dismissal

Election/dismissal

Board of Auditors(Corporate Auditors andIndependent Auditors)
Audit

Election/dismissal

Accounting Auditor

Coordination

Audit

Coordination

Board of Directors(Directors and External Directors)
President & CEO
CSR Committee

Management Meeting (MAC)

Compliance Committee

Executive Oﬃcers

Coordination

Internal Audit &Supervision Board

Internal Audit

Each department/subsidiary

Shareholder and Investor Engagement
In FY2015, Tamron held two earnings presentations, as well as
hosting meetings and plant tours for institutional investors andsecurities analysts.
In addition, Tamron continues to participate in conferences fordomestic and international investors organized by securities
companies. We also held five briefings for individual investors in
FY2015.
We are committed to actively engaging our shareholders andinvestors through dynamic
1
IR activities.
1.‌IR stands for“investor relations,”
and means the implementing ofactivities to provide shareholders
and investors with theinformation they need to makeinvesting decisions.

An earnings presentation in progressCompliance
Compliance promotion activities are carried out through theCompliance Committee (comprising members of Tamron’s
executive management team), which meets periodically, and theCompliance Promotion Committee (reporting to the Compliance
Committee, with members selected from each business division),
which meets on a monthly basis.
In addition, guidance and promotion is provided for complianceactivities in Tamron’s overseas subsidiaries.
•Explanation of laws relating to Tamron’s business activities andother related information (covering intellectual property rights,
competition law, anti-corruption regulations, regulations toprevent insider trading, etc.)•K eeping the management teams of Tamro n’s overseas
subsidiaries informed of developments relating to laws andregulations, etc. (including the anti-corruption legislation
enacted in the U.S.A. and U.K., etc.)•Surveys of compliance status in overseas subsidiaries

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 FY2015

Tasks for FY2016● Continued rigorous management of chemical substances● Further reinforce CSR procurement with business partners● Continued investigations in relation to conflict minerals

Business Partner Accreditation
Program

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 or paper-based audits in accordancewith our assessment standards.
In 2008 we commenced CSR procurement and requested suppliers
comply with the Tamron Supplier Code of Conduct to ensure we
do business only with companies that act in accordance with thesestandards. Going forward, we will continue to re-examine ways ofconfirming suppliers’compliance with the code of conduct.
1.
“Environmental quality”means regulating the use of harmful chemical substancesin products our suppliers deliver to us to ensure they fall below the threshold levelstated in our standards.

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

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 SupplierCodes of Conduct

History of Our Activities
2008 Requested‌
all business partners to comply with the Tamron
Supplier Code of Conduct
2009 Requested‌respective business partners to perform selfevaluations(questionnaire)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 (draft)2014 Revised‌questionnaire (draft) and examined ways of using thequestionnaire2015 Administered‌questionnaire (targeting those suppliers thatwere not covered by the 2009 questionnaire)

Periodical evaluation

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

CSR Efforts in the Supply Chain
Working Together with Business Partners toManage Chemical Substances

Tamron maintains a policy of avoiding the use of harmful chemical
substances in the materials used to make its products. We use asystem to check substances regulated by the EU’s RoHS Initiative
based on environment data obtained from our suppliers 2 . We
continue to internally implement 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 most secure products are delivered
to customers. We also manage substances with our businesssuppliers in accordance with REACH, with relevant information in turn
passed on to customers and consumers.
In July 2019, the scope of application of RoHS is being expanded fromthe original six substances – Cadmium, Lead, Hexavalent chromium,Mercury, Polybrominated biphenyls (PBB), and Polybrominateddiphenyl ether (PBDE) – to include four additional substances, all ofwhich are types of phthalates: Bis(2-ethylhexyl) phthalate (DEHP),
Benzyl butyl phthalate (BBP), Dibutyl phthalate (DBP), and Diisobutyl
phthalate (DIBP). In order to ensure conformity with the expanded
scope of RoHS, new analysis methods were put in place by Tamronin 2015. Tamron is also establishing the frameworks and systems
needed to ensure compliance with other new regulations relating to
the control of harmful chemical substances that may be establishedin different countries around the world in the future.
2.Such data and documents as the certificate of non-use of harmful chemical
substances, ICP analysis data and MSDS

Response to Conflict Minerals
A portion of the minerals (tantalite, tin, gold and tungsten) producedin the Democratic People’s Republic of the Congo and neighboring
countries of Africa are being used to fund armed militants that
violate human rights and cause environmental destruction.
These minerals are now collectively referred to as conflict minerals
and are regulated. Tamron has declared a policy of not using
illegal conflict minerals related to the violation of human rights orenvironmental destruction in order to fulfill its corporate social
responsibilities within its procurement activities.3
In FY2015, Tamron asked 283 of the company’s suppliers to complete
surveys relating to conflict minerals. All of the suppliers responded,
submitting completed questionnaires in relation to a total of 6,097
component items.
The survey results showed that Tamron does not make use of
conflict minerals that are used to fund armed militants.
3. Please see our corporate website to view our policy on conflict minerals.
WEB http://www.tamron.co.jp/en/envi/top/index.html

Tamron CSR Report 20168

Relationship with Customers

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

Summary of Activities in FY2015

Tasks for FY2016● Developed lenses with their own unique character● Create unique products that customers appreciate● ‌Prepared

for the adoption of components that make useof recycled materials

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

Daily life

● ‌Promote

environmentally-conscious design, e.g. throughthe use of recycled materials

Photographic
and imaging
cultureContributing to the propagation and developmentof photographic culture and imaging technologies
・Lenses for DSLR cameras
・Lens units for video cameras
・Lens units for compact digital cameras

Contributing to safety andsecurity in everyday life

Contributing to our economy, society andenvironment with eyes for industry

・Lens units for security cameras (including infrared)
・Security cameras
・Lenses for automotive applications

Manufacturing

Supporting factory automationand quality enhancement
・Industrial lenses

Developing Unique Photographic Lenses

Appraisals of Tamron’s Products

The SP35mm F/1.8 Di VC USD (Model F012) released in 2015 is
a new model in Tamron’s SP (Super Performance) series, which
provides superior optical performance. This fixed focal length
lens is truly revolutionary in terms of its appearance, functionality
and ease of use. It features a vibration compensation (VC)
mechanism1 and ultrasonic silent
drive (USD)2 and boasts a minimal
focal length of just 0.2m; overall,this is a lens with truly outstanding
imaging performance.

The SP15-30mm F/2.8 Di VC USD (Model A012) which Tamron
released in late 2014 is the first3 large-aperture f/2.8 ultra-wideangle lens for use in digital single-lens reflex cameras (and which
supports 35mm full-frame format camera bodies) to feature
a vibration compensation (VC) mechanism.1 The Model A012
also incorporates an ultrasonic silent drive (USD)2 as well as an
XGM lens4 and eBAND coating.5 This advanced technology gives
the Model A012 superb imaging
performance throughout the entire
zoom range; this out standing
performance won the Model A012
the EISA Award.

Model F012

Lens Awards
Category

Model

Imaging(Photographic lens)

A012

Award

EISA Award
European DSLR Zoom Lens 2015-2016 6

Model A012

Awarding Organization

European Imaging and Sound Association (Europe)

1.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.
2.USD stands for Ultrasonic Silent Drive, which is essentially an ultrasonic motor that converts ultrasonic vibrations into torque, which makes it possible to focus faster with greater precision.
3.Comparison limited to large-aperture f/2.8 ultra-wide-angle lenses for use in digital single-lens reflex cameras (and which support 35mm full-frame format camera bodies). (Correct as of August 16, 2015, to thebest of Tamron’s knowledge)
4.XGM (eXpanded Glass Molded Aspherical) lens: The XGM lens is capable of efficiently correcting aberrations in the angle of view (which can change significantly with an ultra-wide-angle zoom lens). This
specialized glass element is also very effective at minimizing distortion and enhancing the sharpness of an image at its periphery.
5.T he acronym eBAND coating standard for Extended Bandwidth & Angular-Dependency Coating, which is a proprietarily developed membrane that makes images clearer and more complete. It uses a
nanotechnology-based coating technique to form a multicoated surface with a super-low refractive index membrane to significantly reduce unwanted reflections compared to multicoated surfaces made fromresins.
6.Tamron lenses have received an EISA award for ten consecutive years since 2006. EISA is an acronym for European Imaging and Sound Association. This organization sponsors the EISA Awards along with editorsand senior engineers from related media including photography, video, sound, and mobile electronics. Every year the awards recognize leading products in the fields of photography and audio visual media.

9

Tamron CSR Report 2016

ISO26000 - 6.5 The Environment / 6.7 Consumer Issues

Relationship with Customers

Lenses Underpinning Safety and Security
Lenses for automobiles

Tamron manufactures and markets lens units (including infraredmodels) for indoor and outdoor security cameras, making safety
and security an important pillar of its businesses. In recent
years we have also focused on the development of lenses forautomobiles.
Automotive lenses are largely separated into two categories.
First is lenses used in traffic monitoring systems installed atpoints above roads. The other is automotive camera lenses
installed on vehicles.
As regards traffic monitoring lenses, Tamron has developed azoom lens that can be equipped with autofocus and remote
operation capabilities (making it possible to flexibly monitor
different types of road at different distances); the image
processing technology is designed so that users can extract the
information they need for specific applications.

Lenses for sensor cameras(lane-keeping assist systems, etc.)

Headlight lenses(light dispersal)

Automotive lenses for rear-view cameras, birds-eye cameras
and etc. are mainly used for confirming by sight. We are also
developing sensing type lenses for use in emergency brake assist
systems and lane keeping assist systems.
International demand for automotive cameras is expected tocontinue growing in the future given the KT Act1 in the UnitedStates and Europe’s Euro NCAP 2. Tamron will continue tosupport the safety of vehicles by creating high quality, highperformance lenses tailored to each individual application.
1.Kids and Transportation Act. This law requires that all new cars come equipped witha rear-view monitor by the year 2014.
2.European New Car Assessment Programme. This program refers to automobile safety
testing performed in Europe.

Camera lenses for detecting pedestrians at night(including infrared camera lenses)

Lenses for surrounding vicinity surveillance monitors(for rear, side and bird s eye views)

Monitoring and Security Camera Lenses

As the security camera market has grown in recent years, thecompetition to develop ever more advanced technology has
grown steadily more intense, and many manufacturers are now
developing cameras equipped with high-pixel-count image
sensors.
Tamron’s 1/2.7" 2.8 – 9.8mm f/1.6 (Model DF023) was developed
to meet customers’need for this type of camera; this is a newgeneration zoom lens with high pixel count (4K). 3 The Model
DF023 also supports imaging in the near-infrared region; thehigher resolution that this model provides means that thephysical characteristics of people and objects can be captured
in more detail, and sharp images can be achieved even when
covering a large area.
3.
“4 K”is a general term for imaging systems with resolution in the region of 4,000(horizontal) by 2,000 (vertical) pixels; this is four times the pixel count of Full HD, thecurrent mainstream specification.

Infrared Camera Lens Development

Tamron is applying its existing technology to the development of
infrared lenses (for the non-visible light region).
Demand for long-wave infrared (LWIR) lenses is growing steadilyin the surveillance and disaster response fields. The 35-105mm
F/1.6 (ModelLVZ3X3516N/A) is the world’s lightest4 optical 3X
zoom lens for use with VGA (17μ m) pixel pitch detectors. The
lightweight, compact format ensures good compatibility withexisting equipment (which has tended to be a problem for lensesof this type in the past).
In the near infrared camera lens segment, starting with theModel DF023 outlined above, Tamron has developed a wide
range of IP/CCTV lenses that support both near infrared imaging
and visible light region imaging, helping to make society safer
and give people greater peace of mind.

4.C omparison limited to LWIR zoom lenses with a focal length of at least 100mm.
(Correct as of December, 2015, to the best of Tamron’s knowledge)

Model DF023

Model LVZ3X3516N/A

Tamron CSR Report 201610

Evaluation by Distributors and OEM Customers

Every year, we ask our OEM customers and Tamron brand
distributors to complete a customer satisfaction survey. In
FY2015, the overall score received was 4.9 points, which met
the specified target, but was 0.3 points down compared to
FY2014. With the exception of“Response to Complaints,”where
there was a slight improvement compared to last year, all of theother seven items had lower scores than in FY2014. Comments
received from customers and distributors suggested that Tamron
should“try to ensure a stable volume of output during the earlystages of mass production,”and“endeavor to instill Tamron
products with new appeal.”Tamron appreciates customers’anddistributors’frank comments, which reflect their desire to see
Tamron do better in the future, and will take their suggestions
into account.

Results of Customer Satisfaction Survey in 2015
(OEM Customers and Distributors)
The survey was conductedat 18 companies.

6.0

Delivery

FY2014FY2015

5.0

Handling of
repairs

Cost

4.0
3.0
2.0
1.0
0.0

Response tocomplaints

Communications

Development capability

Quality
Technical capability

1.Very dissatisﬁed 2.Dissatisﬁed 3.Slightly dissatisﬁed
4.Slighly satisﬁed
5.Satisﬁed
6.Very satisﬁed
Development Technicalcapability capability

Response to Handlingcomplaints of repairs Overall

Delivery

Cost

Communications

FY2014

5.1

4.6

5.5

5.3

5.5

5.1

5.1

5.2

FY2015

4.8

4.4

4.8

4.7

5.0

4.8

5.2

5.1

4.9

−0.3 −0.2 −0.7 −0.6

−0.5

−0.3

+0.1

−0.1

−0.3

Gap

Quality

5.2

Expanding After-sales Services Globally
Tamron is continuing to implement a policy of achieving athree-day turnaround time for product repairs anywhere in theworld. To further enhance the consistency of after-sales service
provision worldwide, Tamron holds periodic training activities
at locations in various countries focusing on repair techniques,
besides holding training courses at Tamron’s head office inJapan and striving to share market trend and service information
between business locations.
We also offer free cleaning of Tamron brand lenses at major
photography trade shows held around the world; the responseto this service has been very positive, with more and more
people taking advantage of it, and in many cases it has also led
to new orders being placed.
Within Japan, we have launched the Tamron Lens Customer
Service Center to handle customers’telephone inquiries. In the
future, Tamron will be working to expand membership of the
Tamron Lens Life Membership Club (members of which receive
an e-newsletter and discounts on repair service) as part of ourongoing commitment to further enhancing customer satisfaction.

11

Tamron CSR Report 2016

Enhancing our Technological Development Capabilities

Successful development of high-resolution lenses
with wide-angle zoom (Japan)

To keep pace with the trend towards higher pixel count in digital cameras,
Tamron is developing the SP series1, which embodies advanced designconcepts.
The development of the Model A012 SP lens that Tamron released last year
was accompanied by the development and volume production of the new
XGM lens (eXpanded Glass Molded Aspherical lens), which provides effective
correction for aberrations2, making it possible to achieve high resolution
comparable to a fixed focal length lens in an ultra-wide-angle zoom lens.
The XGM represents a direct, effective solution to problems that have affected
lens forming methods in the past: the tendency for the precision with which
the shape of the lens is reproduced to decline over time, and for the forming
process to take progressively longer to complete. To create the XGM lens,
new forming machines were introduced, an even higher level of precision wasincorporated into the dies used for lens forming, and the methods used forlens forming were adjusted. Dedicated Tamron personnel were assigned to
implement continued, ongoing quality
improvement, making it possible toachieve the desired level of precision.
In the future, Tamron will be aiming torealize a further enhancement of its
technology development capabilities,
in order to create high-quality productsthat meet customers’needs.
(Model A012) XGM lens1.‌The SP (Super Performance) lens series is a range of Tamron lenses characterized
by superior performance based on demanding design specifications. In deciding
on the design criteria for the SP series, the specification and the image quality
were prioritized. The SP series embodies revolutionary, high-end design concepts
unconstrained by cost considerations; the SP series has been positioned as Tamron’s“concept models.”2.‌Here,“aberration”refers to cases where the basic principle that light coming froma given point which passes through a convex lens should reassemble and form an
image at another given point is violated, resulting in gaps, blurring, distortion, etc.

Development of Automation Equipment toEnhance Productivity

To ensure consistent qualit y and enhance the ef ficiency
of processing operation, starting from FY2013 the Tamron
Technology Development Center has directed efforts to enhance
the level of automation at Tamron Optical (Foshan) Co., Ltd. in
the areas of processing equipment and inspection equipment,
while also working to make the equipment used at Foshan moreenergy-efficient and to enhance the level of digitalization.
In FY2015 the“India ink”coating process used to prevent lensreflection was automated, simplifying the tasks that operatives
need to perform, and ensuring that high quality standards canbe maintained efficiently.
In addition,“lateral expansion”has been carried out at the
Foshan plant, with the more widespread adoption of existingtypes of automation equipment for new applications.
In FY2016, the main focus will be on the development of
automated conveying equipment, automated connecting
devices, semi-automated reflection-type connecting devices,
etc., pursuing further enhancements in automation.

Automated“India ink”coating machineISO26000 - 6.5 The Environment / 6.7 Consumer Issues

Relationship with Customers

Environmentally-Friendly Design

Tamron performs product assessments starting from thedesign stage, to ensure that we deliver products that areenvironmentally-friendly. In FY2015, a review of compliance withenvironment-related laws and regulations (such as individual
countries’environmental labeling obligations, etc.) was added
to the product assessment procedure. In addition, the frequencyof assessment was increased for existing product assessment
items such as extended usage, lightweight design, etc., helping
to increase the accuracy of the assessment results. Of thevarious product assessment items, particular emphasis has
been placed on effective management of the light weight design
and reduced volume items. Environmentally-friendly design
achievements with respect to new models released in FY2015
included a 0.3% improvement in light weight design and a 0.5%
reduction in volume.1 Tamron has also been implementing
effective management of hazardous substances in line with thecompany’s internal Environment-related Substance Management
Regulations, which reflect the requirements of the RoHS directive
and the REACH regulation. Tamron products that featureenvironmentally-friendly design bear the Tamron Eco Label.2
In o rd er to re du ce the am ount of waste d eriving fro m
manufacturing processes, the rear caps for Tamron’s DSLR
camera lenses are made using 100% recycled plastic runnermaterials. 3 We started using these plastic runner materials in

FY2010, and as of FY2015 we had used a cumulative total of 115
tons of recycled material (in 5.19 million rear caps).

Lens Assessment Item Table
Evaluation Items
１. Extended usage of lens

７. Reduced use of packaging materials

２. Light weight design

８. ‌U s e o f r e c y c l e d m a t e r i a l s f o r
packaging materials

３. Reduced volume

９. Product labeling requirements

４. Energy efficiency during usage

10. Packaging labeling requirements

５. Use of recycled materials

11. Proper‌management of controlledenvironmental substances

６. Ease of disassembly
１.Calculated using production volume from FY2014 comparing conventional models.
2.For more information about Tamron Eco Label certified products, please visit the
Tamron website:
WEB http://www.tamron.co.jp/en/envi/top/index.html
3.Waste material that occurs when pouring plastic resin during the production process.
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
and water, the pupil represents the green in theearth, and the tree in the pupil stands for ourwork for the three Rs of“reduce,”“reuse”and“recycle”.

Component Recycling
In order to further reduce the generation of waste, Tamron has
been implementing activities that emphasize“3R”(Reduce,
Reuse, Recycle). In particular, we have been focusing on reducing
the amount of plastic waste generated, which amounted to over
200 tons per year; targeting the effective utilization of plastic
runner material 3, Tamron held integrated design, production
technology and production meetings at which new recycling
methods were considered. It was decided that, over the period
up to FY2014, as a means of reducing waste while maintaining
quality standards and ensuring that product functionality is notaffected, Tamron would experiment with the adoption of“Pre4, in which recycled materials are
consumer Closed Recycling”
mixed with non-recycled materials. In FY2015, further evaluation
was undertaken of the products manufactured using recycledmaterials, and after confirming that there were no quality issues,

V

O

I

C

Yuya Jin

Components for WhichR e c y c l e d M a t e r i a l s a reExpected to be Used (Filter
Screw Rings)

4.
“‌Pre-consumer Closed Recycling”involves the use of recycled material made fromwaste and surplus material from the production process to create the same type ofmaterial (or product).

E

Interview with Responsible Personnel

Lead Engineer
Quality Assurance Section
Owani Plant
Production Management& Administration Unit

management criteria and procedures weredrawn up (both for in-house operations
an d with resp e c t to sup pliers), an ddisseminated throughout the company.
Starting from FY2016, these recycled
m a te ri a l s w i l l b e fo r m a l l y a d o p te df o r s o m e c o m p o n e n t s o f Ta m ro n ’sinterchangeable lenses for SLR cameras.
In the future, Tamron will continue topromote waste reduction and recycling,examining ways in which the scope ofutilization of recycled materials can befurther expanded.

Manager
Design & Engineering
Dept.
Imaging Products
Business UnitManager
Design & Engineering
Dept.
Industrial Optics
Business Unit

Masaaki Kamoda Naoki Takano

Wanting to make ef fective use of waste material generated in the
manufacturing process as a resource, we explored the possibilities for using
recycled material. While we did consider ways of undertaking recycling
in-house, we were also able to secure the collaboration of our suppliers;
FY2015 was a very busy year, as we rushed to get the necessary systems
in place to support practical implementation. The aspect to which we paid
most attention was taking measures to ensure that no contaminants get
mixed in with the recycled material. Of course, we didn’t want other typesof material to get mixed into the recycled material, but we also createdmetal removal devices to guard against the risk of metal fragments fromthe pulverizer getting into it. Currently, some of these functions are still
performed manually, but there are plans to improve this by switching over toautomated systems in the future.
There have been relatively few examples of the adoption of Pre-consumer
Closed Recycling method so far; we have viewed the adoption of thisapproach at Tamron as a challenge, and will be examining ways to expand
the scope of application to include other components, and also Tamron’soverseas factories.

Tamron CSR Report 201612

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

Integrated Management System

Tamron has been awarded blanket ISO 9001 (quality) and ISO
14001 (environment) certification applicable to the entire TamronGroup’
s integrated management system, including Tamron’shead office and its three factories in Aomori Prefecture, Japan,
as well as Tamron Optical (Foshan) in China. Tamron Optical(Vietnam) is also in the process of securing blanket ISO 9001
and ISO 14001 certification. Under this integrated management
policy, Tamron aims to continue creating high-quality products
while giving due consideration to environmental issues. Startingfrom 2016, Tamron will be integrating its risk management
system (which in the past has been based on ISO 31000) into
the company’s integrated management system, with the aim ofmaking business process implementation even smoother.

Audit System and Identifying Problems
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 andmanufacturing processes. We periodically arrange to receive
audits from external audit organizations to maintain certifications
while continually improving the integrated management system.
As a result of external audits implemented in FY2015, theeffectiveness of the policy and management processes adopted
at our sites was assessed at level-4 on a scale of one to five.

Risk Management

In the past, Tamron has used a risk management system basedon the ISO 31000 standard and identification of risks andopportunities through SWOT analysis to build consensus in the
management review process. Tamron has responded to therevision of the ISO 9001 and ISO 14001 standards by merging
risk management into the company’s integrated management
system; a project has also been launched to bring Tamron’sexisting risk management policy within the scope of the firm’sintegrated management policy. Risk identification methods havealso been adjusted in line with the revision of the ISO standards.
In this way, Tamron will be able to identify key risks relating toboth internal and external issues, and take appropriate action in
response. Furthermore, business continuity planning (BCP) has
been implemented with respect to Tamron’s head office and thecompany’s three factories in Aomori Prefecture, Japan, with thenecessary systems having already been put in place, and Tamron
is working to strengthen its crisis management systems so as
to be prepared in the event that a major natural disaster does
occur in the future.

Responding to Emergencies
As part of their risk management initiatives, Tamron’s headoffice 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. Additionally, Tamron’s head office stepped up its initial response capabilities, byimplementing training on how to start back-up power generators
in case of a blackout in accordance with the BCP and by making
changes to its emergency contact system.

13

Tamron CSR Report 2016

Integrated Management Policy
As a member of the international optical industry, we will continue
to manufacture products that deliver customer satisfaction andhelp achieve our goal of Contributing to Society by Creating
Eyes for Industry, while being considerate of environmental
conservation.
1. ‌We will supply our customers with high quality and reliable
products by using our originality, ingenuity and technology,
pursuing sustainable development with profits arising out ofcustomer delight and satisfaction.
2. ‌We will keep abreast of both internal and external issues
affecting the company, as well as the needs of employees,
shareholders, customers, suppliers and other stakeholders, so
as to maintain an accurate awareness of risks and opportunities.
3. ‌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.
4. ‌We will work on preventing environmental contamination,
reducing CO2 emissions, as well as reducing waste emissions
and the use of harmful chemicals, while seeking alternatives andcontributing to the safeguarding of biodiversity.
5. ‌We will continue to work on improving the effectiveness of ourintegrated management system.
6. ‌To achieve this management policy, we will establish specificobjectives and targets, periodically evaluating our progress.
7. ‌To enhance recognition of our integrated management, we
will maintain good communications while providing sufficient
education and training to all people working for Tamron.
8. ‌We will closely cooperate with society in all countries andregions where we operate and disclose information to
stakeholders as necessary on our quality assurance andenvironment conservation efforts.
9. ‌To ensure the company’s smooth operation, without theoccurrence of negative impacts on the economy, society or theenvironment, we will implement preventative actions to the
maximum extent possible in line with the company’s Integrated
Management System; in the event that a negative impact does
occur, we will fulfill our responsibility to society by taking
prompt action to mitigate the damage and support recovery
efforts, and will also take steps to prevent reoccurrence.
December 11, 2015
Integrated Management System Representative

Integrated Management System Implementation System
Quality/Environment
Committee

Representative(President)
Consolidated Administration
Manager

Secretarial Oﬃce

(CSR Implementation & Administration Board)

Omiya Consolidated
Administration Manager
Secretarial Oﬃce
(ISO Promotion Oﬃce)

Aomori Consolidated
Administration Manager

Tamron Optical (Foshan)
Consolidated Administration

Secretarial Oﬃce
(Operation Promotion Section）

Secretarial Oﬃce
(ISO Information Management Oﬃce)

Hirosaki, Namioka, and Owani Manager

Specialty committees (Waste Reduction,

Head Oﬃce

HirosakiPlant

Eco-friendly Design, CSR Procurement)

Namioka
Plant

Owani
Plant

Tamron Optical(Foshan) Co., Ltd.

*All our business locations have Integrated Internal Auditors working there,
and Integrated Management Promotion Committee members are active at all
domestic sites.

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

Management

Creating Safe and Comfortable
Workplace Environments
In accordance with the company’s Occupational Health and Safety
Regulations, Tamron has established an Occupational Health and
Safety Committee, with patrols being carried out by health and safetyadministrators to prevent occupational accidents, etc.
In FY2015, there were eight occupational accidents, all of which occurredin Japan, with none occurring in either Tamron Optical (Foshan) in China
or Tamron Optical (Vietnam), and five commuting-related accidents, ofwhich four took place in Japan, one at Tamron Optical Foshan, and none
at Tamron Optical (Vietnam). The increase in occupational accidents
within Japan mostly involved injuries from falls, etc., while the increasein commuting-related accidents mostly related to accidents that took
place while commuting by bicycle or motorcycle. We have been working
to prevent reoccurrence, or the occurrence of other types of accident, by
analyzing the reasons and holding safety seminars to boost awareness.
Regarding mental health issues, mental health checks are held twice a year.
In-house seminars are also held in relation to self-care and caring for one’s
direct subordinates; in FY2015, a total of 59 employees participated in theseseminars. Tamron also works to support employees’health and prevent
mental illness by offering health consultations with industrial physicians andfollow-up interviews with personnel department staff.
These measures have received recognition with the awarding of“Hirosaki
Healthy Enterprise”certification to Tamron’s Hirosaki Plant in November
2015.“Hirosaki Health Enterprise”certification is a program launched by
Hirosaki City Government to provide recognition forbusiness enterprises that meet certain conditions inrelation to mental health measures, strategies to protect
employees from infectious diseases, and strategies
to protect employees from passive smoking. In the
future, all Tamron sites (including the Hirosaki Plant) willcontinue to work actively to improve the“Hirosaki Healthy Enterprise”
working environment and foster good health.
Certificate

Environmental Accounting (Japan)

In FY2015, total environmental accounting in Japan amounted toinvestments of 36 million yen and costs of 263.5 million yen.
The changes in investments and costs related to reducing CO2
emissions (i.e. global environment conservation costs), which isa particularly important item, are shown in the graph below. In
FY2015, a total of 63.2 million yen was spent on investments
and costs associated with reducing CO2 emissions. Normally,
investments and costs of at least 30 million yen are recorded,
and in the future Tamron will continue working to reduce CO2
emissions.
t-CO2/non-consolidated sales(Millions of yen)(Thousands of yen)322,997

350,000

0.25

300,000
250,000
200,000

0.19

0.20

0.20

0.17

0.16

0.17

73,256

63,195150,000
100,000
50,000064,2682011

47,366
2012

2013

2014

0.15
0.10

2015 FY

0.05
0.00

Globalenvironment
conservation
costs Costs
Globalenvironment
conservation
costs Investments

CO2
Basic unitof sales(Japan)*Please see past CSR reports for costs prior to FY2015.
*T he greenhouse gas coefficient from the Greenhouse Effect Gas Measuring &Reporting Manual Version 4.0 is used for managing medium-term targets with abenchmark year of FY2012. For consistency purposes, this same coefficient has beenused to re-calculate basic unit of CO2 emissions from FY2011 to FY2015.

Compliance with Laws and Regulations
In FY2015, Tamron undertook preparations for response measures basedon the risk assessment under the revised Industrial Safety and Health Law,
and also performed inspections of relevant machinery in accordance withthe requirements of the Fluorocarbons Emission Control Law. In addition, inregard to the REACH regulations (the scope of which has been expanded tocover additional substances), Tamron has taken steps to verify the content
levels of Substances of Very High Concern (SVHC). As a result, Tamron had
no incidents relating to compliance with environmental laws and regulations
in FY2015, reflecting our commitment to abiding by the requirements of thelaw.
Having said that, in July 2015 a fire occurred in the cafeteria kitchensat the Tamron Optical (Foshan) plant in China. The fire was caused byproblems with an item of kitchen equipment, along with a shortage of fireextinguishing equipment. The plant staff responded promptly, and thefire was extinguished quickly with very little damage having been caused.
No injuries were caused, and the fire had no negative impact on theenvironment. Following this incident, the Foshan plant implemented safety
inspections on all of its cooking equipment and fire-extinguishing equipment;
Tamron has also arranged for regular inspections by external maintenanceservice providers, and has stepped up management of these areas.
Furthermore, steps have been taken to ensure thorough implementation of
the“5S”workplace organization methodology, and employees have been
reminded of the correct operating procedures for all equipment.
In addition, regarding the incident at Tamron Optical (Foshan) in FY2014
that involved leakage from a wastewater treatment tank within the plantgrounds, the equipment has since been updated to enhance its wastewater
treatment functionality, to ensure the maintenance of water quality. Rigorous
management has also been put in place to make sure that sludge and waste
liquids are properly treated. (For more information about changes in thequantity of waste treated, see p. 18 of this report)
Compliance with laws and regulations (including the above-mentioned
items) is summarized in the table below.

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

Vietnam 3――

Energy saving (Energy Saving Act)

◎
◎

◎

―

―

Chemical substance management 1

◎
◎
◎2
◎
◎
◎
◎
◎

◎
◎
◎
◎
◎
◎
◎
◎

◎
◎
◎
◎
◎
◎
◎
◎

◎
◎
◎
◎
◎
◎
◎
◎

CO₂ reduction (Act on Promotion of
Global Warming Countermeasures)

Air
Water quality
Soil
Noise
Vibration
Odor

Occupational health & safety◎

Foshan 3

1. ‌Laws related to managing and investigating chemical substances apply todomestic sites; international directives including RoHS and REACH apply tothe entire group.
2. ‌Values for groundwater temporarily exceeded certain standards, but ourtreatment measures prevented contamination from spreading outside ourfacilities.
3. ‌Compliance is evaluated with regards to the laws of China and Vietnam aswell as international laws concerning the handling of chemical substances,such as the RoHS Directive and REACH regulations.

Tamron CSR Report 201614

ISO26000 - 6.5 The Environment

Relationship with the Environment
Tamron is considerate of the environment in all aspects of its business operations and constantly
works to be in harmony with the environment.

Summary of Activities in FY2015● Implemented

environmental management system at
Tamron Optical (Vietnam)● Reviewed CO2 emissions reduction measures

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 electricit y, heav y oil, kerosene andother energy sources for developing, designing andmanufac tu ring, w hich p ro du ce CO₂. O u r pl ant s in
Namio ka , Foshan an d Vietnam al so use water fo r
polishing and cleaning lens elements.
T h e O w a n i P l a n t a n d Ta m r o n O p t i c a l ( F o s h a n )manufacture plastic components used to make peripheral

Tasks for FY2016● Examine ways to reduce CO2 emissions further

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.
* About Tamron’s CO2 emissions reduction performance in FY2014‌The CO2 emissions given for the Tamron Optical (Foshan) plant in China in the 2015
CSR Report omitted part of the emissions. We offer our sincere apologies for thisemission, and present the corrected figures below.
INPUTS

Prior to correction

Corrected figures

OUTPUTSElectric
power

73,917,000 kWh ▶ 79,347,000 kWh

Electric
power

Total
Energy685,000 GJ ▶ 729,000 GJ

Total
CO2
emissions

Prior to correction Corrected figures40,335t-CO2 ▶ 43,321t-CO2
41,294t-CO2 ▶ 44,281t-CO2

I n p u t s（2015）
EnergyElectric power 82,266,000kWh
190kℓ
Heavy oil
11kℓ
Kerosene
16kℓ
Diesel1kℓ
Gasoline
5,000㎥
LPG
104,000㎥
Natural gas

754,000GJ

Total

Paper

Copy paper

22t

Water

Transportation energy2

Clean water
Groundwater

704,000㎥
145,000㎥

DieselGasoline

186kℓ
38kℓ

Total

849,000㎥

Total

224kℓ

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

Development, design andproduction at Tamron

Manufacturing of raw materials/
components at suppliers

Sites covered
Head oﬃce (including Tokyo Sales Oﬃce
and Osaka Sales Oﬃce), the three plants
in Aomori Prefecture, Tamron Optical(Foshan) and Tamron Optical (Vietnam).
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 and Tamron
Optical (Vietnam). Tamron Optical(Foshan) data covers companyowned vehicles only.
Site coverage: 97%
Head oﬃce (including the Tokyo Sales
Oﬃce and Osaka Sales Oﬃce), Tamron s
three plants in Aomori Prefecture, Japan,
the Tamron Optical (Foshan) plant in
China, and Tamron Optical (Vietnam).

Transportation between
factories and distributors(logistics/commercial vehicles)

Use by customers

O u t p u t s（2015）
CO2

Electric power
Heavy oil
Kerosene
DieselGasoline
LPG
Natural gas

44,963t-CO2
514t-CO2
28t-CO2
42t-CO2
3t-CO233t-CO2
231t-CO2

Total

45,814t-CO2

Waste contracted for intermediate processing

15

Industrial waste3
General waste

1,214t866t

Total

2,080tTamron CSR Report 2016

Recycling235t
Plastic4
359t
Cardboard
General waste (thermal recycling) 208t
121t
Waste liquid
85t
Waste oil
183t
Metal
34t
Paper
10t
Polishing sludge
13t
Other
1,248tTotal

Products
Total for products

1,672tCO2 emissions during transport2
DieselGasoline

488t-CO2
119t-CO2

Total

607t-CO2

Reference guideline:
Manual for Calculating and Reporting
Greenhouse Gas Emissions Ver. 4.0
3.Industrial waste includes 2 tons of
Pollutant Released & Transfer
Registered (PRTR) substances. 1
ton of a PRTR substance (xylene)
was also released into theatmosphere.
4.The amount of plastics recycled
represented 74t of thermal energy
and 161t of material.

ISO26000-6.5 The Environment

Environmental Objectives and Targets Achieved
In 2015, we worked toward achieving the environmental objectives and targets for the third yearof our phase-five environmental protection program, but failed to achieve our CO2 emissions
reduction targets.

Achievement of Environmental Objectives and Targets in FY2015

The Tamron Group has established a target to reduce its CO2
emissions compared to its benchmark year of FY2012 by 1% peryear on average in terms of basic unit per sales1 and also a mediumterm environmental target to reduce emissions by 7.7% by FY2020.
In FY2015, while the target was to achieve a 3% reduction in CO2emissions (basic unit per sales) compared to FY2012, emissions
actually rose by 5.6%. Sales fell in FY2015 compared to FY2014,
while CO2 emissions increased (please see p. 17 of this report for
more data on reducing CO2 emissions and electricity Consumption).
As regards environmental impacts other than CO2 emissions,each Tamron site has set individual targets, because each sitemanufactures a different category of products. In FY2015 we wereunable to meet three targets. The first of these was a target for
reduction of the amount of waste plastic generated by the Mold &Tooling Technology Center at Tamron’s head office; this target was
not achieved due to a 2.4-fold increase in the quantity of plastic
formed resulting from a change in operational utilization. The
second target was the material recycling2 rate for waste plastics at

FY2013 to FY2020 Mid-term Environmental Targets
Reduction
rate ofCO2
7.7％
emissions
reduction
per basic
Average annual reduction of 1%
unit ofsales
FY2012
FY2020(benchmark year)(mid-term target year)

the Owani Plant; this target was not achieved due to a change in thevolume of the types of waste plastic that are suitable for recycling.
The third target was for a reduction in the amount of industrial waste
generated at the Tamron Optical (Foshan) plant in China; in regard
to this target, there was an increase in the amount of recovered
sludge and the amount of waste liquid processed because of theaddition of new processing equipment so as to reduce the chemical
oxygen demand (COD) value after waste-water processing.
In FY2016, Tamron’s Waste Reduction Sub-committee will handle
matters related to the reduction of industrial waste, while theIntegrated Design, Engineering and Production Sub-committee willaddress the promotion of environmentally-friendly products. These
sub-committees manage horizontal targets and carry out theiractivities through the manufacturing process.
The organizational chart for each sub-committee is provided in the
Integrated Management System Implementation System diagram on
page 13 of this report.

Progress in FY2014 and FY2015 and Targets for 2016
FY2013

FY2014FY20152% reduction 3% reduction 4% reduction(approx.)(approx.)(approx.)(versus FY2012 basic unit of sales; cumulative annual average)

CO2 reduction target

1% reduction

Results3

3.6% reduction 0.3% reduction4 5.6% increase

Status

FY2016

○

×

×

−
−

Environmental Targets Achieved in FY2015
Environmental targets

FY2015 targets

FY2015 results

Waste plastics volume 5% reduc18% increasetion vs. 2014 (basic unit of sales)
Material recycling rate for waste
47.3％
plastics 35%
Hirosaki Plant : 50%
Hirosaki Plant : 51.3%
3 Aomori plants Namioka Plant : 25%
Namioka Plant : 43.2%
Owani Plant: 6%
Owani Plant : 4.2%
Industrial Waste Reduced by 2%
Tamron Opticalcompared to 2014 (basic unit of 98% increase(Foshan)sales)
・‌Promoted environmentally-friendly designs Light・‌Promoted environmentally-friendly
weight: 0.3% reduction, Compact:0.5% reducdesigns
All sitestion (compared to conventional models; calcu・‌Incidents of environmental nonlated based on 2015 production volume)
conformity: 0
・Incidents of environmental non-conformity: 0

Head Office(Mold & ToolingTechnology
Center)Reduce industrial
waste

Promoteenvironmentallyfriendly design

Status
×
○
○
○
×
×

△

Environmental Targets for FY2016
Environmental targets

FY2016 targets

Waste plastics volume 3% reduction vs. FY2015 (basic unit of sales)
Head Office (Mold &Tooling Technology Center) Material recycling rate for waste plastics 40％
Material recycling rate for waste plastics Hirosaki Plant :50%
Reduce industrial
waste
Namioka Plant :25%
3 Aomori Plants
Owani Plant :6%
Tamron Optical (Foshan) Industrial Waste Reduce by 2% compared to FY2015 (basic unit of sales)
Promote environmentally・Promote environmentally-friendly designs
All sites
friendly products5
・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. The
material recycling ratio of waste plastics indicates the percentage for which material recycling was carried out compared to the total amount of waste plastics.
3. ‌The greenhouse gas coefficient from the Greenhouse Effect Gas Measuring & Reporting Manual Version 4.0 is used for managing medium-term targets with abenchmark year of FY2012.
4. The reduction in CO2 emissions in FY2014 was revised downwards from 7.0% to 0.3%.
5. Promoting lightweight, compact designs and the use of recycled materials in line with our product assessment regulations

Tamron CSR Report 201616

ISO26000-6.5 The Environment

Reducing CO2 Emissions and Electricity Consumption

Tamron strives to reduce CO2 emissions and electricity consumption at the company’s plants using
its integrated management system.

Breakdown of CO2 emissions

As regards the sources of CO2 emissions (excluding distribution
and logistics) from Tamron’s head office, the three plants in
Aomori Prefecture, Tamron Optical (Foshan) in China and Tamron
Optical (Vietnam), electricity usage accounts for 98.1%, followed
by heavy oil at 1.1%. Given this mix, our energy saving activities
focus on reducing electricity consumption.
Electricity

Heavy oil

Natural gas and others

Natural gas
and others

Heavy oil
1.1%

0.8%

Electricity
98.1%

Trends in CO₂ Emissions

Over the past five years, CO2 emissions from Tamron’shead office, the three plans in Aomori Prefecture, Tamron
Optical (Foshan) in China and Tamron Optical (Vietnam)
have been on the rise, and in FY2015 the total volumeof emissions from the company rose by 3% compared to
FY2014. Viewed by geographic location, our sites in Japansaw a 7% increase, while Tamron Optical (Foshan) saw a
1% decrease (resulting from a fall in annual output), andTamron Optical (Vietnam), which began operation in 2013,
saw a 21% increase. Overall, CO2 emissions (basic unit ofsales) rose by 6% compared to FY2014.
In FY2016, we will examine ways to make energy saving
improvements at the three plants in Aomori Prefecture
through the use of electricity consumption“ visualization”
and other methods (for more details, see the“Measures
to Reduce CO2 Emissions”section on this page).
Head oﬃce

Hirosaki

NamiokaOwani

Tamron Optical (Foshan)

45,000（t-CO₂)
40,00035,00030,00025,00020,00015,00010,0005,000
035,14738,826

0.601

0.603

25,201

27,49239,744
2,504

0.581

27,545

Tamron Optical (Vietnam)

45,81444,281
5,848

0.601

28,229

7,084

0.637

Basic unit1

t-CO2/
net sales(Millionsof yen)0.60
0.50

27,826

0.40
0.30

653

727

5,452

6,478

1,104
2,737

1,207
2,922

2011

2012

671

640

636

5,149

5,384

5,965

1,200

1,238

1,143
2,732

2013

2,980

2014

0.20
0.10

3,065

2015 FY

1. ‌*The greenhouse gas coefficient from the Greenhouse Effect Gas Measuring &Reporting Manual Version 4.0 is used for managing medium-term targets with abenchmark year of FY2012. For consistency purposes, this same coefficient has beenused for this report to re-calculate basic unit of CO2 emissions from FY2010 onward.
2. ‌The reduction in CO2 emissions at Tamron Optical (Foshan) in China in FY2014 wasrevised from 25,242 t-CO2 to 28,229 t-CO2, and CO2 emissions (basic unit of sales)
were revised from 0.561 t-CO2 / net sales (million yen) to 0.601 t-CO2 net sales (million
yen).

17

Tamron CSR Report 2016

Measures to Reduce CO2 Emissions

In FY2015, Tamron established a CO2 Emissions Reduction
Committee, focused mainly on Tamron’s head office and thethree plants in Aomori Prefecture. The Committee reviews
and supervises the implementation of measures to reduce
CO2 emissions by making improvements to production in
Tamron factories and to equipment utilization, and also works
closely with Tamron’s overseas factories. The visualizationof electric power usage, which involves monitoring actual
electricity consumption for each individual item of equipment,
constitutes the starting point for effective CO2 emissions
reduction. In FY2015, the Committee began the processof evaluating a switchover to energy-saving equipment tosupport the adopting of an electric power usage visualization
system that will clarify exactly how much electric power each
item of equipment and each process uses. In FY2016, Tamron
will be adopting a streamlined electric power managements e n s o r, to i m p l e m e n tmeasurement and analysis ofelectric power consumption
by key items of equipment
and key processes, and to
estimate how reductions in
power usage can be madeT h e m e a s u r e s t a k e n t o Streamlined electric power management sensor
used to measure the electric powerr e d u c e CO 2 e m i s s i o n s i n (Being
consumption of the washing equipment at the
Namioka
Plant)FY2015 are outlined below.

Main CO2 Emissions Reduction Measures Implemented in FY2015
Site Name

MeasureReduction in
Emissions (t-CO2)

Head
OfficeImplementing demand control for air conditioning units

37.0

Replacing clean room lighting with LED lights

1.8

Hirosaki
Plant

Replacement of transformers

5.5

TamronOptical(Foshan)(in China)

Setting fluorescent lights in corridors toautomatically switch off when not needed(with some lights that were previously on 24 hours a day changed to only being on 14 hours a day)

5.0

Switching over to LED lights (1,500 lights)

6.6

TamronOptical(Vietnam)

Reducing the number of fluorescentlights in shared spaces―

Tamron regularly holds environment-related training. In FY2015, we
provided training for 46 members of the Integrated Management
Promotion Committee, focusing in international trends and legislation in
relation to global warming.
In addition, the third Friday of every month has been designated as No
My Car Day, and certain days in the summer and winter are designated as
Eco Life Days (an initiative launched by Saitama Prefectural Government),
as part of the company’s efforts to raise environmental awareness among
all of the executive officers and employees at the head office.
Tamron received praise from
Saitama City Government forthe positive contribution madeby the company’s restrictions oncommuting by car in FY2015.
CO2 emissions were reduced
by a total of 13 t-CO2 throughTamron’s implementation of the
No My Car Day and Eco Life Day Tamron was a recipient of the Smart Mobility
award
programs in 2015.

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.

Waste Reduction Initiatives

The total amount of waste generated in FY2015 by the TamronGroup as a whole, including Tamron Optical (Foshan) in China
and Tamron Optical (Vietnam), rose by 33% compared to
FY2014. This was mainly attributable to an increase in theamount of recovered sludge and waste liquids processedat Tamron Optical (Foshan) (thanks to improvements in thewaste water processing facilities there), and an increase in theamount of food consumed at the plant due to an adjustment
in employees’food allowance, etc., which caused the overall
amount of waste generated at Tamron Optical (Foshan) to riseby 42%.
In FY2016, the Waste Reduction Subcommit tee and theIntegrated Design, Engineering and Production Subcommittee
will be working to reduce the amount of waste generated.
Head oﬃce

Hirosaki

NamiokaOwani

Tamron Optical (Foshan)

2,000

99.2

1,800

1,729

99.9

99.7

99.9

1,516

（%）

100

2,080

95

161

1,800

1,600

1,045

1,316

999

70

800
600
400
200
0

73
214
110
70

2011

57
202

89
206
97
92

123
89

2012

2013

61

49
247
90
86

2014

263
93
85

2015

55

FY

50

Trends in Water Consumption

The total water consumption of the Tamron Group as a whole in
FY2015, including Tamron Optical (Foshan) in China and Tamron
Optical (Vietnam), rose by 10% compared to FY2014. This was
mainly attributable to the ramping up of production at Tamron
Optical (Vietnam), where output rose by 140% compared tothe previous year and water consumption increased by 69%
as a result. Tamron will be working to enhance employees’
awareness of the need to save water, and striving to reducewater consumption (for more detailed information, see theMeasures Taken at Tamron Optical (Vietnam) on this page).
Head oﬃce

Hirosaki

NamiokaOwani

Tamron Optical (Foshan)

Tamron Optical (Vietnam)

Basic unit

(1,000 m3)/

1,000
900

969
852

831

800
700

14.6

66

789

650

16
14

11.8
10.4

671

thousandm3 / sales(billion yen)

12

12.1

500
400

769

39

15.1

600

849

533

566

300

10
8
6

0.5

4
2

200

0.4

0.8

0.5

0.6

100

165

162

162

179

199

0

7 9

7 10

7 11

7 10

8 9.9

2011

2012

2013

2014

2015 FY

The CO2 emissions of Tamron Optical (Vietnam) rose by 21%
in FY2015 compared to FY2014; however, the plant achieved
its basic unit target in FY2015, and emissions are now starting
to trend downwards. Vietnam is a tropical country where air
conditioning units need to be switched on a lot of the time; inFY2016, the temperature to which air conditioning units are
set will be adjusted. In addition, the plant is in the process of
replacing fluorescent lamps with LED lights.

[Waste][Water Consumption]

75

1,417

[CO2 Emissions]

60

80

1,262

Measures to Reduce the Burden on the Environment

65

85

98

Tamron has been applying the know-how accumulated throughthe Integrated Management System to Tamron Optical (Vietnam).
Tamron Optical (Vietnam) has been implementing environmental
activities similar to those undertaken at Tamron’s other plants,
and is working to reduce the burden on the environment.

The amount of waste generated at Tamron Optical (Vietnam)
rose by 64% in FY2015 compared to the previous year. This was
because the plant’s output rose by 140%.
It is only three years since Tamron Optical (Vietnam) wasestablished, and waste data monitoring only began in FY2014.
Initially, waste disposal was undertaken without sorting generalwaste, but in FY2015 the plant began transferring waste
cardboard and paper to specialist firms for recycling.

90

1,569

1,400
1,000

(Japan)

99.9

2,200

1,200

Tamron Optical (Vietnam)

Recycling ratio of industrial waste（ t）

Measures Taken at Tamron Optical (Vietnam)

The water consumption of Tamron Optical (Vietnam) rose by
69% in FY2015 compared to FY2014. This rise was related to
an increase in the amount of water needed for lens processing
operations and to a 30% rise in the number of employees at theplant (which grew by 300).
While the amount of water consumption depends to aconsiderable extent on lens production volume, Tamron Optical(Vietnam) is using training programs, posters etc. to raise
employee awareness of the need to save water, so as to help
reduce overall water consumption.

Improvements to Logistics
As part of our efforts to reduce CO2 emissions in the logistics
process, Tamron is working to make more effective use ofbonded warehouses for direct shipment (particularly for
products manufactured at Tamron’s overseas plants) and is
striving to shorten shipment routes. In FY2015, in order tofacilitate shipment from Tamron Optical (Foshan) in China andfrom Tamron Optical (Vietnam) to Tamron’s overseas subsidiaries
in Europe and North America and to customers in China, Taiwan
and South Korea, Tamron switched over from shipping via Narita
Airport in Japan to direct shipment via Hong Kong. As a result,
we have been able to reduce the volume of product being
shipped to Japan, achieving a reduction in CO2 emissions of 273
t-CO2 in FY2015.1
In the future, we will be working to develop direct shipment
for our distributors in Southeast Asia as well. In particular, withrespect to shipments from Tamron Optical (Vietnam), we areconsidering shifting from shipment by air to delivery by truck forshipments to neighboring countries in Southeast Asia.

1.In order to realize the reduction in shipments by air from Hong Kong to Narita
Airport, calculations were performed based on the weight of the goods
transported.

Tamron CSR Report 201618

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 theimportance of their work and of close connections with society. In this way, Tamron is aspiring to
be a company beloved by the local community.

Contributions to Photographic Culture
The 8th Railroad Scenery Photo Contest
Tamron sponsors the Railway Scenery Photo Contest inorder to promote train culture and local revitalization in
Omiya, known as an important railroad town in Japanand also site of our head office. As part of this contest, aphoto exhibition is held at the Omiya Sogo Department
Store showcasing the 87 winning entries. This local event
is made possible with the much-appreciated support of
the City of Saitama, the Saitama Chamber of Commerceand Industry and the Saitama City Board of Education.
The 8th Railroad Scenery Photo Contest received strong
support from a host of different individuals, including
amateur photographers and railway fans. A total of 6,554
submissions were received for the general and student
divisions combined.
General Division Grand Prize (Saitama City Mayor’s Prize)“A New Variety! Train Cherry Tree”

Mr. Ryoichi Tomizawa“With the viaduct obscured by the cherry tree, this photo has the front of the train emerging fromthe tree, making it look as though, besides cherry blossom, the tree is also sprouting a train.”Student Division Grand Prize(Saitama City Board of Education
Superintendent’s Award)

Ms. Reina Kitamura“Isumi Railway Girls’Club”“I took this photo of the delicious
cakes and smiling faces in a special
railway carriage in which desserts
were being served.”

Humorous Photo Contest
Award (Saitama City Chamberof Commerce and Industry
President’s Award)Mr. Hiromi Nishikawa“Summer Welcome”“This photo was taken during a
special event in which children
g a t h e re d a t t h e s t a t i o n a n dwelcomed arriving trains withwater pistols.
The station-master got soaked
too, and waved the train off witha water pistol in one hand.”12th Macro Lens Photo Contest
This photo contest accepts entries shot from any macro lens,
regardless of manufacturer. For the 12th contest a total of 4,489
entries were received. 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 pictures of food, their children or pets.
Many of the entries featured beautiful, warm natural scenes captured
delicately in only ways a macro lens can.
12th Macro Lens
Photo Contest
Grand Prize

Mr. Genzou
Suzuki“Warming Up”

19

Tamron CSR Report 2016

ISO26000 - 6.8 Community Involvement and Development

Relationship with Society

Growing Together with Local Communities
Supporting Adaptive Athletes
Tamron has provided support to adaptive athletes since 2013.
World-famous wheelchair track and field athletes Wakako
Tsuchida and Kota Hokinoue, as well as prosthetic-legged runner
Saki Takakuwa are currently training hard for the upcoming 2016
Summer Paralympics to be held in Rio de Janeiro in June, andwith the 2020 Summer Paralympics scheduled to be held inTokyo, hopes are high for these outstanding athletes. Tamron
will continue to support these athletes who use sport to spreadhope and joy throughout the world.
WEB http://www.tamron.co.jp/en/special/athlete/

Contributions to the Local Community Made by
the Three Tamron Plants in Aomori Prefecture
Tamron’s three plants in Aomori Prefecture contribute to theirlocal communities by sponsoring local festivals (including theHistoric City of Hirosaki Fireworks Festival and the Owani Hot
Springs Summer Festival) etc. In addition, each of the plants
takes part in monthly clean-up activities (except during thewinter months from December through to March), with a totalof 73.4 kg of garbage collected in 2015. The plants also runbottle top and pull-tab collection activities, with the proceeds
being donated to charity. Going forward, the three plants willcontinue to make a concerted effort to contribute to their local
communities.

Participation in the Saitama City CSR Promotion Council
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 bysmall and medium-sized enterprise in the city. As a member ofthis organization, Tamron offers advice on CSR activities as well
as standards and screening methods for the CSR certification
program for SME in the city.
Ms. Tsuchida

Science Classes for Children

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 thereservoir continues to see a number of wildfowl such as swans
and even short-toed eagles visit the area to feed. In 2015,
Tamron provided sponsorship for the improvement work on
the wooden fences along the Minumadaiyosui visitor trail,
undertaken by Saitama Prefectural Government and Saitama City
Government.

Tamron has organized scienceclasses for children at local public
h a l l s a n d e l e m e nt a r y s ch o o l ssince 2008 to spur interest in thesciences. In FY2015, we held atotal of 11 science classes in local
community centers and elementary
schools, with a total of 360 people
participating.

Touring class“Let’s get inside a giant soap bubble”

Supporting the Cookie Project
Tamron provided adver tising suppor t and donations to
Cookie Bazaar 2015 held in Saitama City in February 2015 andorganized by the Cookie Project. This organization works toh el p th e dis a ble d live
independently in thecommunity.

Cookie bazaar

Shibakawa Daiichi Flood Control Reservoir

Minumadaiyosui visitor trail
Wooden fence improvement
work

Tamron CSR Report 201620

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

Five years have passed since, as part of the expansion of thecompany’s premises, Tamron Europe installed 344 photovoltaic(PV) panels on its roof to generate its own power and reduce
CO2 emissions. In 2015, the amount of power generated bythese PV panels rose by 1.5% to 65,000 kWh (a record level),equivalent to a reduction in CO2 emissions of 45 t-CO2. To date,the system has produced a total of 315,000 kWh of electric
power and reduced CO2 emissions by 220 tons.
As part of its CSR activities, Tamron Europe also continues toprovide donations of 10,000 Euros to an organization in Cologne(Koln) that provides support for children with cancer.
In addition, in 2015 Tamron Europe gave donations to a refugee
center located near the company’s premises. After consultingwith the center managers to find out what was most needed,
it was decided to purchase clothing to donate to the center.
Tamron Europe employees also brought shoes etc. from home todonate to the refugees.

Tamron Optical Shanghai

S i n c e 2 014 , Ta m ro n O p t i c a l S h a n g h a i h a s b e e n
implementing a scholarship program called“Tamron –Stars of Tomorrow”at Sichuan University of Media andCommunication, China’s second-largest media-focused
university. Under this program, every year students withthe highest grades are awarded a scholarship in orderto help realize the dreams of the young people who will
be playing key roles in the fields of photography andthe media in the future. As a related project, Tamron isholding photography seminars at Sichuan University ofMedia and Communication, taught by leading Chinese
photographers, to give students the opportunit y toexperience taking photos with Tamron’s lenses. In 2015,
two of these photography seminars were held, with a
total of around 200 students participating. Tamron Optical

Rooftop PV panels at Tamron
Europe GmbHAn activity being held by one of theorganizations supported by Tamron
Europe.

Shanghai is also holding similar photography seminars inother parts of China.

Scholarship presentation ceremony

Tamron USA
I n 2015 , Ta m ro n US A e s t a b l is h e d a n e w p e rs o n n e ldepar tment, and devoted considerable ef for t to theimplementation of CSR activities and CSR training and thedrawing up of related internal regulations. In 2016, Tamron
USA has launched training programs to enhance employees’
professional capabilities and has drawn up and implemented
an action plan to clarify evacuation routes in the event of an
emergency evacuation. As regards externally-oriented CSR
activities, Tamron USA has provided financial support forphotography classes at the Minnesota Landscape Arboretum,as well as assigning personnel to serve as instructors andlending lenses for use in the classes. Tamron USA has also
participated in the Long Island Cares Inc.“FoodDrive”project,
donating four cartons of emergency food supplies and daily
necessities; these were delivered directly to the people whoneed them. With regard to environmental activities, Tamron
USA has been reducing the amount of printer paper used in

its offices, and has been promoting a switch over from paper(print) advertising to digital media advertising, as part of an
ongoing commitment to conserving paper resources.
WEB http://www.licares.org/make-a-difference/host-a-food-drive

Photography class at the Minnesota Landscape Arboretum

In addition to the above, Tamron’s other business sites in Hong Kong, France, Russia and India will continue to promotesocial contribution activities that meet the needs of their local communities in ways that only Tamron can.

21

Tamron CSR Report 2016

ISO26000 - 7.5 Communication on Social Responsibility

Independent Third-Party Opinion[Current Title]

Professor, International College of Arts
and Sciences, Yokohama City University[Career History]

Professor
Makoya Kageyama

1989 ‌Graduate School of Commerce, Waseda
University
Completed doctoral program	A p p o inte d Full - tim e Le c t u re r at t h e
Department of Commerce, Yokohama
City University
1990 ‌Appointed A ssistant Professor at the
Department of Commerce, Yokohama
City University
2001 Appointed‌
Professor at the Departmentof Commerce, Yokohama City University
2005 Appointed‌
Professor at the International
College of Arts and Sciences, Yokohama
City University[External Activities]

Director, CSR Center, Yokohama City University
Chairman, Yokohama Green Purchasing Network
Committee Member, CSR Committee, The Yokohama Chamber ofCommerce & Industry
Advisor, Alterna Research Institute
Advisor, JES[Works Authored]

Why do the Companies Employing the Handicapped Continue Getting
Good Business Results? (Chuohoki Publishing Co., Ltd.)How Regional CSR Can Save Japan (Keibundo)
The Economics of the Global Economy and Human Lifestyles (Keibundo)
The CSR Management Revolution (co-author) (Chuokeizai-sha Inc.)etc.
Yokohama’s Industry and Urban Development (co-author) (Gakubunsha)[Areas of Specialization]

Economic theory, economic systems theory,and regional CSR theory

A manufacturing enterprise needs more than just products that meetcustomers’needs; it also needs to put in place measures to help
safeguard the environment that focus on those production processes
which could have a major negative impact on the environment, as wellas employment and labor health and safety measures that will help thefirm retain the superior human talent it needs in order to maintain its
technological edge.
Tamron is seeking to expand into new markets by using the company’s technology and know-how to develop new business areas – such as
lenses for automotive cameras and lenses for security cameras – inaddition to the firm’s existing photography-related business. As regards
measures to help safeguard the environment, besides working to reducecarbon dioxide emissions and electric power consumption, Tamron is
also taking active steps to monitor the effectiveness of its cost reduction
initiatives. In addition, the establishment of a day-care center adjacentto Tamron’s head office has helped to ensure that Tamron employees
have somewhere to look after their children while they are at work. With
provision for looking after sick children, this is a measure that shouldhave great appeal for workers of child-raising age.
All of these measures embody key points relating to CSR. The firstpoint is that CSR measures need to be based on strategic thinking
that combines social significance that will appeal to stakeholders with
relevance for the company itself. Socially-meaningful measures can only
be implemented on an ongoing basis if they also make sense from theperspective of business management. It can safely be said that Tamron
understands this point.
A further point is that the key to successful CSR lies in a company’s
employees. Besides themselves being internal stakeholders, employees
are also the people who put CSR into practice. For CSR to be effective,
employees need to be able to decide for themselves what kind of action
they should take (in line with the company’s management philosophy),

Editorial Team’s Postscript
This report contains information on Tamron’s annual activities as away to facilitate engagement with our many stakeholders. The special
feature section of the 2016 report focuses on the establishment of the
Tamron Kids Day-care Center, the support that Tamron provides to help
employees balance their work and childcare responsibilities, and Tamron’shuman resources cultivation system.
Universal design (UD) fonts have been used for the Japanese version ofthis report to make sure that the content of the report can be read by
as many people as possible. We sincerely hope that this report, and theway it has been presented, will help readers to learn more about Tamron.
We will be responding to the views expressed in the independent thirdparty opinion by working to promote creativity and self-direction among
our employees, and we will also be striving to develop global CSR
management. We encourage readers to share their frank comments andrequests, so that we can use them to improve next year’s report.

and need to possess the knowhow and practical skills to act on theirdecisions.
Tamron has good communications bet ween company of ficers
and employees; the company aims to ensure that its management
philosophy is thoroughly diffused among the workforce, and also strives
to strengthen employees’motivation and take employees’needs into
account. While the establishment of the Tamron day-care center is thehighest expression of this attitude, Tamron’s efforts to make a positive
contribution to society (for example through its support for popular
photography) also have the potential to enhance employee motivation.
Tamron also has good lateral relations among employees, which isimportant for realizing improvements at the shop-floor level. However,there are still some issues that need to be addressed.
Firstly, in the contemporary era, characterized as it is by constant change
and by market diversification and intensification, merely differentiating
oneself from other companies is not enough; there is a need for brandingthat creates absolute value for stakeholders. To achieve this, it is vitally
important to use diversity (both within the company and externally) tofoster creativity and self-actualization among the company’s employees,
thereby contributing to the development of new products and newmarkets, while promoting measures to make a positive contribution tosociety through a story-based approach that takes ubiquitous designand originality into account.
Secondly, it would be advisable for Tamron to use practical structural
analysis to identify the key factors that can be used to enhance
employees’CSR implementation ability, thereby in turn making it possible
to refine the measures used to realize CSR.
Thirdly, Tamron seems to have neglected evaluation of its CSR activities
from a business strategy perspective. It would be helpful to establish
indicators and perform evaluation in this regard. Strategic awarenessand appropriate assessment should prove very useful when reviewing
integrated reports in the future.

Head office

Tamron Optical (Foshan)

The three Aomori plants

Tamron Optical (Vietnam)

Tamron CSR Report 201622

Tamron Co., Ltd.

CSR Implementation & Administration Board

1385 Hasunuma, Minuma-ku, Saitama-city, Saitama 337-8556 Japan
Tel. +81-48-684-9190 Fax. +81-48-677-6653
E-mail: e-report@tamron.co.jp Website: http://www.tamron.co.jp
Published March 2016