CoorsTek KK Group CSR Report 2016
Corporate Social Responsibility ReportCorporate Social Responsibility Report 2016
Editor’s Note

CoorsTek KK Group
Corporate Social Responsibility Report

This is our fourteenth report since our first report, titledEnvironmental Report, was published in 2003. In this2016

report, we present the business, social and human, andenvironmental activities of the CoorsTek KK Group (theContents
VisionGroup), which includes CoorsTek KK (the Company) andour subsidiaries, as they reflect our commitment toP2

corporate social responsibility (CSR). Our purpose is tocommunicate the Group’s activities and commitment to

Message from the President

P3

CSR in a way that our customers, shareholders,
employees, people in local communities, and otherstakeholders can easily grasp.

Company Overview / Economic Performance■ Company Overview

P4■ Principal Products

P4■ Economic Performance

P5

Scope of the Report
This report covers the following facilities and affiliated companies.

CoorsTek KK■ Head Office

Management

Osaki Wiz Tower, 11-1, Osaki 2-chome,
Shinagawa-ku, Tokyo■ Corporate Governance

P6■ Compliance and Risk Management

P7■ Oguni Facility

378, Oaza Oguni-machi, Oguni-machi,
Nishiokitama-gun, Yamagata Prefecture■ Hadano Facility 30, Soya, Hadano, Kanagawa Prefecture■ Kariya Facility

Society and Human Report

Prefecture■ Quality & EHS Policy

P9■ Responsibility to Customers

P10■ Responsibility to Suppliers

P12■ Responsibility to Employees

P13■ Responsibility to Local Communities

P17

Consolidated Subsidiaries■ CoorsTek Tokuyama Corporation
2-1-32, Eguchi, Shunan, Yamaguchi■ CoorsTek Nagasaki Corporation
296, Momozugo, Kawatana-cho, Higashisonogi-gun,NagasakiRemarks:

Environment Report■ Environmental Management

・The above three facilities and two consolidated subsidiaries arecollectively referred to as ―business sites.‖
・The Head Office is not included in environmental reporting data.

P18■ Objectives of Environmental Activities andPerformance

1, Minami-Fuji, Ogakie-cho, Kariya, Aichi

P19■ Environmental Impact

P21■ Mitigating Global Warming

P22■ Waste Management

P23■ Management of Chemical Substances

P24

Reporting Period
対象期間
This
report presents the results of activities in fiscal 2015
(January 1, 2015 to December 31, 2015) and othercontent.

■ History of Our Commitment to the Environment

Publication
Previous issue: December 2015

P25

Next issue: March 2017 (scheduled)

Reference Guidelines■ Global Reporting Initiative (GRI) Sustainability Reporting
Guidelines (G3 Guidelines)■ Environmental Reporting Guidelines (fiscal year 2012
version), Ministry of the Environment of Japan1

Corporate Social Responsibility Report 2016

VisionCoorsTek Group’s Mission, Vision & Values
VisionWe make the world measurably better.

MissionCoorsTek is the partner of choice for technology & manufacturing companies worldwide, whose
success requires the unique, high-performance properties of products manufactured fromengineered ceramics & advanced materials.
We deliver outstanding value through：・Unsurpassed expertise in materials engineering
・Broad research, development, and manufacturing capabilities
・Operational excellence・Highly collaborative, responsive, and reliable relationships

Values・Dignity. In everything, we do to others what we would have them do to us.
・Integrity. We do what we say. We say what we mean.
・Customer-focus. We create outstanding value for our customers.
・Teamwork. We work together to make our company the best.

CoorsTek’s Corporate Philosophy
1．Prioritizing the Customer
We accord the highest priority to customers' satisfaction by providing value-rich products and services
based on new perspectives and dynamic ideas.
2．Enhancing Corporate Value
Through constant change in management practices and technological innovation, we strive to garner thetrust and meet the expectations of all who are stakeholders in the CoorsTek Group.
3．Contributing to Society
We place the highest consideration on human safety and environmental conservation, and as a good
corporate citizen, we aim to achieve a symbiotic relationship with the global community and local
communities in which we have a presence by contributing to their developments.
4．Conducting Fair BusinessWe are fully aware of our social responsibilities as a corporate entity, and we obey the rules andestablished norms of Japan and other countries as we conduct business fairly and with integrity.
5．Respecting the Individual
We respect each employee's individuality and creativity, and we foster a fair and generous environment inwhich he or she can grow and evolve as an individual.

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Corporate Social Responsibility Report 2016

Message from the President
We make the world measurably better.

We are deeply thankful for your continued support.
As you may know, last year on October 1st, we changed ourcompany name and began to operate with a new vision, summed
up as ―We make the world measurably better.‖ I am happy toreport that we have taken the first steps in that renewed direction.
We believe that the basis for CSR is being responsible towards
society for the many values we generate through our businessactivity. Under our new vision, we aim to strike a balance between
economic value, social and human value and environmental value
as we hope to be a company where the many people who areconnected to us through our business activities look to us for
President
CoorsTek KK

reassurance and have high expectations of us.
Our ongoing efforts at reducing environmental risk include, forexample, the decontamination and disposal last year of 195 piecesof stored equipment that contained PCBs and 13.8 tons of stored
waste.
With the combined knowledge and experience that we’ve
cultivated over 100 years of history in both Japan and the UnitedStates, we plan to grow our business and increase our enterprisevalue. With this effort, we strive with renewed spirit to increase thesatisfaction of all our stakeholders. For this I ask for your continued
support and encouragement.

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Corporate Social Responsibility Report 2016

Company Overview / Economic Performance
Company Overview
Company name:CoorsTek KK

Established:

October 2006

Founded:

September 1928

Head Office:Osaki Wiz Tower, 11-1, Osaki 2-chome, Shinagawa-ku, Tokyo

President:

Takeo Kasahara

Facilities:

Oguni Facility, Hadano Facility, Kariya Facility

Affiliated Companies:

6 consolidated subsidiaries
1 non-consolidated subsidiary
2 affiliates accounted for by equity method

Principal Products■Semiconductor related products▶

High-purity quartz glass products▶

TPSS Si-impregnated silicon carbide products▶

High-purity carbon and graphite products▶

CEPURE® in-line gas filters▶

Vacuum break filters▶

SAPPHAL® high-purity translucent alumina ceramics▶

ADS high-purity alumina ceramics▶

High-purity silicon parts▶

CERASIC® atmospheric sintered SiC▶

High purity yttria▶

Crucibles for solar-battery manufacturing

TECORUNDUM silicon carbide heating▶

Carbon brushes

elements▶

Silica glass crucibles for the glass industry▶

QCH-HEATER®

▶

GLASSUN® fused silica refractories▶

CERASIC® atmospheric pressure sintered SiC▶

Micro-fabricated quartz glass substrate▶

Refractories for the glass industry▶

Boron carbide■ FPD related products▶

Large-scale photomask substrates for producing
LCDs■Environment related products▶

CERASIC® atmospheric pressure sintered SiC■Bio and medical related products▶

NEOBONE® ceramic bone substitutes■General industrial products▶

■Compound semiconductor substrate▶

GaN-on-Si epitaxial Wafer
For details, please refer to product information on the CoorsTek KK Website.

4

http://www.coorstek.co.jp/eng/products/index.html

Corporate Social Responsibility Report 2016

Economic Performance
Strategic points from which the CoorsTek KK Group will grow its business

Paid-in capital: 1 billion yen
Total assets:
46.9 billion yen (non-consolidated basis)
Net sales:24.6 billion yen (non-consolidated basis)
Number of employees: 1,404 (consolidated basis)◆Total Assets (Non-Consolidated Basis)◆Net Sales (Non-Consolidated Basis)◆Number of Employees (Consolidated Basis)

5Remarks: Paid-in capital, Total assets, net sales,
and number of employees are as of December
31, 2015.
Total assets and net sales in fiscal 2015 present
the results of period from April 1, 2015 to
December 31, 2015 due to change of a start ofa new fiscal year (change April 1 to January 1.).
Figures are for CoorsTek KK and its consolidated
subsidiaries.

Corporate Social Responsibility Report 2016

Management
Corporate GovernanceTransparent and sound management raises management quality and improves efficiency◆Corporate Governance Structure
The Company considers the purpose of corporate
governance to be the assurance of transparent andsound management and the enhancement ofmanagement quality and efficiency.
The enhancement of corporate and stakeholder value
and the maintenance of appropriate relations with ourcustomers, suppliers, employees, the communities
where we have a presence and other stakeholders,through the fulfillment of corporate governance, areimportant management policies.

Board of directors

and effective auditing). The Company works to establish
systems necessary for ensuring the appropriateness ofoperations.

The Board of Directors, which consists of nine directors(including six outside directors), has the authority to decidematters concerning the Company’s execution of businessand supervise the directors’ performance of duties. In
addition, by establishing a Management Council thatconsists of managers from key organizations andconvenes as necessary, the Company has established astructure for efficient discussion and decision making forstrategies and important matters pertaining to the Groupand performance review within the scope delegated by the
Board of Directors.

The company auditor conducts statutory audits byattending Board of Director and other important meetings,
verifying the content of reports received from directors andoperating organizations, examining the status of company
operations and assets and confirming compliance with theCompanies Act law of Japan.
In the Group, the company auditor works to strengthen
mutual cooperation and enhance internal management
systems while receiving reports from and exchanging
views with auditors of Group companies. The company
auditor works to conduct efficient audits by cooperatingwith the accounting auditor and department in charge ofcompliance and, as necessary, opinions about importantmatters concerning internal controls and accounting
related to the Company and Group companies.

Terms of office for directors is set at one year in the
Articles of Incorporation to respond flexibly to changes inthe business environment and clarify management
responsibility.

Company auditor
The company auditor (there is currently one auditor) audits
directors’ execution of duties and strives to ensure
management transparency and strengthens oversight.

Compensation for corporate officers
The maximum amount of compensation for all directors
and all company auditors is determined by resolution of thegeneral meeting of shareholders. A representative director
granted authority by the Board of Directors determines theamount of compensation for each director within the
maximum amount, and the company auditor determines
the amount of compensation for each company auditor andnotifies the representative director.

Internal audit system
The Company has established basic policies for systems
related to the execution of duties by directors andemployees; the systems include those for compliance,
information management, risk management, efficientperformance of duties and Group company management,
and systems related to the performance of duties bycompany auditors (system for reporting, audit assistance6

Corporate Social Responsibility Report 2016

Compliance and Risk Management
Integrated risk management ensures a sustainable company
Integrated risk management system
The Company has established an integrated group-wide system for managing compliance and crisis risks and ensuring
legal compliance. It has appointed a chief risk management officer (CRO) and set up the CoorsTek Group Help Line, aninternal whistleblower system that lets employees bypass organizational structures and directly report to and consult with
General Administration (personnel in charge of legal affairs and risk management) and the Clean Partner Line, awhistleblower system for outside parties to report legal, regulatory or contractual violations concerning the Group.

◆Integrated Risk Management System
Stakeholders
Society

Shareholders

Information disclosure（media organizations, website, etc)

Reporting

EmployerBusiness partners
Suppliers
Customers

Help Line（whistleblower system）

Clean Partner Line（business partner
reporting system）

Reporting/communication

CoorsTek
Headquarters
President & CEO

Audit reporting

Board of Directors

Reporting
ReportingInstructions/support
Instructions / support

Staff organizations
ReportingInstructions

ＣＲＯ
General Manager, General
Administration（Comprehensive centralizedrisk management）

Manager, Personnel & Cooperation
General Affairs Group

Periodic auditing

Instructions/support

ReportingInstructions/support

Company
auditors

Periodic auditing

ReportingBusiness Groups

Reporting（If under the jurisdiction of business groups）

Business groupmanagers

Instructions

Risk managers *ReportingInstructions

Crisis response team

Reporting

Persons in charge of risk management（Organizational managers and affiliatedcompanies under their jurisdiction）

Reporting

Periodic selfassessment

Routine monitoring
and risk reduction
Periodic auditing

Cooperation

Facilities andAffiliated Companies

Branches andrepresentative
offices

Facility general managers /Instructions
Affiliated company
presidents

Persons in charge of risk
management*
Reporting

Reporting
Cooperation

Local
communities Reporting
Local
governments

Local
Suppliers/
Partners

Periodic auditing
Crisis response teamInformation disclosure

ReportingInstructions

Instructions
Opinions and requests（Including risk information）
Reporting/・Information

Persons in charge ofrisk management（Organization heads）

Routine monitoring
and risk reduction

Periodic selfassessment* Chief risk managers are appointed to each business group, facility, and affiliated company.

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Corporate Social Responsibility Report 2016

Raising awareness of the importance of compliance
The Company is fully aware of its social responsibility and has established a management policy of conducting fair andhonest business activities in keeping with laws, regulations and the social order in Japan and other countries. To instill a
corporate culture conducive to practicing such fair business activities, the Company has incorporated complianceeducation into the curriculum of Next Stage Education for employees at all organizational levels.
This education includes explanation of matters such as the management policies that form the basis for compliance, theseverity of risks associated with violations of laws and regulations, and changes in public and employee complianceawareness.

Information security and intellectual property management
The Company has established regulations to ensure the protection of and respect for information and the intellectual
property of the Company and third parties and works to ensure that employees are familiar with those regulations.
The Company also works to prevent information leaks and improper use of intellectual property by providing Next Stage
Education along with compliance education, education about the importance of information security and intellectual
property protection, associated risks and methods for managing information and intellectual property.

8Corporate Social Responsibility Report 2016

Society and Human Report
Quality & EHS Policy
We provide world-class quality in our products and services to internal and externalcustomers while operating in a manner that responsibly protects the environment, thehealth and safety of our employees, our customers, and the communities in which we
work.
This is accomplished by:
 Commitment to continuous improvement in all business and manufacturing processes
including health and safety and pollution prevention Adherence to established processes and participation in continuous improvement activities
and creating value for our customers
 Allowing quality to be defined by the customer and achieved by using their expectations inorder to select target values and minimize variation around those values Producing quality parts with on-time delivery
 Compliance with internationally recognized standards
 Commitment to compliance with applicable legislation, regulations and other requirements
 Using a systematic approach to setting and reviewing quality and EHS (Environment, Healthand Safety) objectives and targets
 Providing appropriate resources to implement and maintain our policy
It is the responsibility of every CoorsTek employee to comply with the Quality and EHS Policy.

◆Status of Quality-Related Certifications (as of December 31, 2015)
InitialBusiness Site (Registered
Certification
Standard
Organization)
Date

Certification Body

Oguni Facility

ISO9001

Feb. 1995

Intertek Certification Japan Ltd.

Hadano Facility

ISO9001

Aug. 1996

Intertek Certification Japan Ltd.

Kariya Facility

ISO9001

Dec. 1996

Japan Quality Assurance Organization

CoorsTek Nagasaki Corp.

ISO9001Mar. 1997

Intertek Certification Japan Ltd.

◆ＩSO 14001 Certification Status (As of March 31, 2016)
Business Site

Initial Certification
Date

Certification Body

Oguni Facility

Feb. 1998

Intertek Certification Japan Ltd.

Hadano Facility

Mar. 1998

Intertek Certification Japan Ltd.

Kariya Facility

Apr. 2000

Planning to re-certification

CoorsTek Tokuyama Corp.

Mar. 1998

Japan Quality Assurance Organization

CoorsTek Nagasaki Corp.

Dec. 2000

Intertek Certification Japan Ltd.

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Corporate Social Responsibility Report 2016

Responsibility to Customers
Quality management systems
The CoorsTek KK Group conducts quality assurance activities based on the Quality & EHS Policy and aims to achieve
world-class quality.
To ensure the highest product safety and quality, the Quality Assurance Committee plays a leading role in developing
quality management systems. Group-wide quality objectives and measures based on the Quality & EHS Policy are
assigned to quality assurance committees established at each business site and reflect the quality objectives of eachorganization.
In the event of a product safety incident, the Product Liability Incident Response Committee rapidly decides theCompany’s course of action and enacts a system for appropriately responding to customers.
We also work to protect the irreplaceable global environment by strengthening management of chemical substances
contained in products, an initiative that is gaining impetus worldwide.
Four business sites have obtained ISO 9001 quality management systems certification.

◆Quality Management StructureContinuous Quality Improvement Activities
To ensure customer satisfaction, the CoorsTek KK Group uses quality control implementation guidelines and conducts
quality improvement activities. We identify areas for strengthening quality control and develop quality targets for eachorganization on the basis of customer requirements (Voice of the Customer: VOC), internal quality trends andgroup-wide evaluation results. Group-wide evaluations are conducted by means of self-evaluation using check-sheetswith the latest customer requirements and internal quality audits and quality inspection tours. To achieve quality targets,
we implement quality management systems and worksite improvements.
Quality starts with people, and we believe that education and training are the basis of quality. We systematically provide*1

quality education, conduct SMS activities , and work to foster quality awareness among employees. We examine root*2

causes of events using the 5-why analysis method

and implement permanent measures. Other activities include*3*4

implementation of FMEA and change management, efforts to prevent quality incidents and SPC techniques.
In order to deliver customer satisfaction, the CoorsTek KK Group vigorously conducts quality improvement activities to*5achieve targets for medium-term management plans using a method of loss rate from quality complaints , number ofcomplaints, audit results, and ratings information as quality indicators.

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Corporate Social Responsibility Report 2016

◆Loss Rate from Quality Complaints

Source for manufacturing industry benchmark: 7th Quality Management Level Survey (2012), Union of Japanese Scientists and Engineers

Notes:*1

SMS: Segment Management System, a loss-gain management system based on segments.

*2―5-Why‖ analysis: a method for eliciting measures to prevent the reoccurrence of a problem by repeatedly questioning ―Why‖
the problem occurred and rationally identifying the root causes of the problem.

*3

FMEA: Failure Mode and Effects Analysis, a method for anticipating potential quality problems and preventing them fromoccurring by implementing measure at the planning and implementation phase.

*4

SPC: Statistical Process Control, a technique for statistically controlling processes which involves process monitoring,problem detection, and process performance determination through data collection and analysis.

*5

Loss rate (%): The ratio of the amount of loss in sales from complaints.

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Corporate Social Responsibility Report 2016

Responsibility to Suppliers
We engage in fair and equitable trading with suppliers
Procurement activities
CoorsTek KK Group’s basic purchasing policy is to engage in trading based on fair and equitable competition with
suppliers who offer the best quality, price and delivery terms regardless of location. We work to develop soundpartnerships with suppliers and to ensure transparency in procurement activities, and we publish our basic purchasing
policy and procurement procedures on our website.
The CoorsTek KK Group Standards of Conduct states our policy of observing laws and honoring contracts andagreements and engaging in fair trading. We strive to instill this policy in our employees.

Excerpt from the CoorsTek KK Group Standards of Conduct
Procurement activities
We observe the Act against Delay in Payment of Subcontract Proceeds, Etc. to Subcontractors, the Antitrust Act
and other laws, we honor contracts and agreements and procure necessary goods and services of the appropriatequality, price and delivery terms as the basis of fair trading relationships.

CoorsTek KK Group Basic Purchasing Policy
・Optimized Global Procurement
Based on fair and impartial market principles, we conduct business with suppliers who provide the best quality, priceand delivery terms, regardless of location.

・Building Trust
We generate mutually profitable relationships based on trust. Confidential information obtained during the course ofbusiness is not disclosed outside the company. We create mutual benefits based on relationships of trust. We
refrain from disclosing to external parties confidential matters that come to our knowledge in the course of business.

・Compliance
We regard compliance with the law as the basis of every transaction.

・Green Purchasing
Our procurement activities give priority to environmentally-conscious products and services.

・Conflict Minerals Policy
We do not purchase conflict minerals or materials or products that use metals derived from conflict minerals whichcome from the Democratic Republic of Congo or its neighboring countries, where such minerals may serve as
funding sources for militia groups that commit human rights abuses. We kindly request that our suppliers also betransparent in their procurement of materials and parts.

Whistleblower system for suppliers◆Clean Partner Line

Our Clean Partner Line, a whistleblower system that lets
suppliers report directly to General Administration (legal
affairs and risk management) any act that violates laws,
regulations or contracts in transactions with suppliers.

Green procurement
Under our Green Procurement Guidelines, we practice green procurement to make eco-friendly products. We prioritizepurchasing raw materials, parts and supplies that reflect consideration for health, safety and the environment. Our
efforts include eliminating hazardous substances and converting to substances with a minimal environmental impact,
and incorporating RoHS and REACH directives and regulations.
*1 RoHS (Restriction of Hazardous Substances) Directive: European Union directive to restrict the use of lead, mercury, cadmium,hexavalent chromium, and certain brominated flame retardants (PBB, and PBDE) in electrical and electronic equipment*2 REACH (Registration, Evaluation, Authorization and Restriction of Chemicals) Regulation: European Union regulation mandating
registration, evaluation, authorization, and restriction of the use of chemical substances

12Corporate Social Responsibility Report 2016

Responsibility to Employees
Respecting employees’ human rights and diverse values and creating a safe and secure
workplace environment
Respect for people
Under the Basic Policy for Respecting for Humans, the CoorsTek KK Group aims to foster awareness of human rights
and respect for individual rights and diversity, and create an open-minded and creative workplace through programs,
education and activities.

■ Promotion of diversity
We respect individuality and work to create a culture that values open-mindedness so employees with diverse values
can fully demonstrate their capabilities.
Employment of persons with disabilities: In keeping with the concept of normalization, we are developing
occupations suited to individual characteristics and capabilities to create a work-friendly environment.
The Group’s employment rate of persons with disabilities was 2.19% as of June 2015.

Year(as of June 1)

2011

2012

2013

2014

2015

Employment Rate

2.20%

2.79%

2.03%

2.02%

2.19%

Rehiring of seniors：In our have instituted the Senior Course Selection System, a rehiring program, we work toprovide employment opportunities to employees so they can continue working past the mandatory
retirement age.

■ Education and enlightenment
We provide human rights education at all organizational levels so employees will develop an awareness of humanrights and act in ways that reflect a respect for diversity. New employees receive training on behavior expected ofindividuals with an emphasis on basic human rights concepts, and managers receive training on actions expected ofmanagers with an emphasis on workplace human rights and the utilization of diverse human resources.

Communication
The Company treats communication between management and employees in the course of business seriously, andpromotes employee understanding of management policies, and utilizes employee opinions in management.
Labor-management relations: The Company cultivates good relationships with the labor union and other employee
organizations and regularly exchanges views with them. At the annual Group Management Conference,
executives directly explain business conditions to representatives of the labor union and Group employee
organizations, listen to the views of employees, and engage in discussion.

Work-life balance
To enable employees to optimize their abilities according to their individual lifestyles, the Company provides a suitable
work environment and helps employees achieve a work-life balance. We have issued a Work-Life Balance Support
Guidebook that states that eligible employees can take leaves of absence with peace of mind; there is also a system inwhich managers provide support to employees on leave and facilitate their return to work. Childbirth leave for women isalso available to men, and childcare leave is available until children are three years old. Furthermore, employees canwork shorter hours under a system until children enter the third year of elementary school.
The Wide Plan Leave System lets employees accumulate paid holidays for use in self-development or social
contribution activities. The system is also available to supplement family-care leave for employees who provide nursing
care for family members.

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Corporate Social Responsibility Report 2016

Personnel systems and human resource development
We believe that by appropriately assessing job skills and performance and by applying fair personnel assignments andtreatment, we can raise employee motivation and maximize productivity. We have implemented mechanisms for
ensuring the fair evaluation and treatment of employees. Our basic concept is that it is the employees’ responsibility todevelop their own skills, so the Company provides opportunities for skill development and offers maximum support forcareer development. We work to effectively utilize human resources by applying various education programs designed
to develop strong, independent people who tackle difficult problems and by transparent personnel evaluation systems.

■ Systems for fair evaluation of job skills and performance
The Company clarifies strategy and policies and the objectives and role of employees. We have established amanagement by objectives system which aligns treatment according to individual performance. Employees andmanagers review performance and objectives to confirm whether these align with organizational strategy. The pay
increase and personnel evaluation system is a mechanism to confirm the performance of employees and motivatethem to tackle the next phase of development. These systems play a central role in human resources development.
Grievance committee: A grievance committee consisting of company and labor union representatives works towards
voluntary resolution of labor disputes concerning employee treatment, workplace environment andother matters. There is a mechanism for impartial deliberation to resolve problems appropriately.

■ Education (training) program structure
We offer education programs such as level-specific Next Stage Education and Skills Improvement Education to raise
job skills and Management Issue Response Education and job-specific education for training on how to respond tocompany initiatives and job-specific issues. We also dispatch employees for external training as necessary.
Next stage education: Next Stage Education, which consists of level-specific training for the knowledge and skills
necessary for the next career stage, is timed to coincide with employees’ career advancement.

Skills improvement education: Our Skills Improvement Education is aimed at all employees to provide them with thepractical skills necessary for job performance, including language courses, specialized courses
and other programs conducted through group training, distance learning and e-learning. In
keeping with the concept that employees undertake skills development on their own, we allow
employees to select the programs they prefer.
Management issue response education and job-specific education: We provide education programs mandatory forsome or all employees that enable them to acquire the knowledge and skills required to fulfill
company

initiatives.

Specifically,

weprovidehumanrightstraining,

environmental

management-related education, quality control-related education and other basic training aswell as engineer training, sales training, and other job-specific training.

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Corporate Social Responsibility Report 2016

Occupational safety and health management structure
The CoorsTek KK Group has an integrated◆Occupational Safety and Health Management Structure

management and operating structure in which theGroup Safety and Health Committee is the top
decision-making body for matters of safety andhealth management.
We perform risk reduction activities that conformto the Ministry of Health, Labour and Welfare’s
Guidelines on Occupational Safety and HealthManagement Systems.

Internal occupational safety and health audits
The Group’s Safety and Health Management Officer and Environment, Safety & Health Group conduct compliance
audits and activity assessments of all business sites. Activity assessments involve six areas: organization, systems,
and duties; compliance; safety activities; health activities; systems and regulations; and education. The Environment,
Safety & Health Group follows up on results and works to improve safety and health activities.

Occupational accidents
In fiscal 2015, there were six occupational accidents in the CoorsTek KK Group, which involved one lost workdays. To
eliminate accidents, we are pursuing initiatives thorough KY (―kiken yochi‖ or hazard prediction), the point and callsystem and risk reduction.

◆Occupational Accidents at CoorsTek KK Group◆Incidence Rate*1

Note: Occupational accidents in fiscal 2015 present the results of period from April 1,2015 to December 31, 2015 due to change of a start of a new fiscal year April
1 to January 1.

Note: Figures other than CoorsTek KK Group results are from Ministry of
Health, Labour and Welfare occupational accident statistics.

*1 Incidence rate: Number of accidents involving one or more lost workdays per million work hours

Occupational safety and health education and training
The Group conducts education programs relating to safety and health based on an annual
occupational safety and health education and training plan and works to ensure employee
safety and raise safety and health awareness.

Hands on safety training
We consider raising each employee’s risk awareness important for eliminating occupational
accidents and we provide accident simulation training to enable employees to recognize therisks inherent in their work through personal experience.
Simulating risk posed by blade(CoorsTek Nagasaki Corp.)

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Corporate Social Responsibility Report 2016

Occupational safety and health management
The CoorsTek KK Group accords the highest priority to human life. To ensure workplace safety and safeguard thehealth of employees and other concerned parties, we have established the Basic Policy on Safety and HealthManagement in which we maintain safe, comfortable workplaces. We work to prevent occupational accidents andillnesses and encourage employees to maintain their health.

CoorsTek KK Group – Safety and Health Activities Objectives and Performance◆Fiscal 2015 Priorities and Performance
Fiscal 2015 Priorities

Objectives

Performance

Evaluation(1) Thoroughly practice ―kiken yochi‖ (hazard
prediction) and point and call system (suchas defining point and call rules)

Systematically conductedat business sites○(2) Improvement of 3% or more for Risk Level II,
III

15.6% improvement◎(3) Verification of ―hiyari-hatto‖ (near miss) items

Systematically conducted○(4) Promote visualization of safety and healthactivities

Review of a hands-on
safety training andsignage○*1

1. Initiatives to eliminate
occupational accidents*2(1) Promote awareness of the importance ofProvide health counseling
improving medical checkup resultsfor employees with○
2. Physical and mental(awareness activities about irregularity
observed irregularities
health maintenance
rates above the national average)
and improvement(2) Conduct mental health education and
Systematically conducted○awareness activities*1 Risk Levels Level I: Maintenance of current safety measures Level II: Risk requiring systematic reduction measures
Level III: Risk requiring prioritized reduction measures Level IV: Unacceptable risk
*2 ◎ Objective exceeded ○ Objective achieved △ Objective not achieved◆Fiscal 2016 Priorities
1．Initiatives to eliminate occupational accidents(1) Establish hazard prediction and point and call system(2) Improvement of 5% or more for Risk Levels II and III(3) Chemical substance risk assessment activities

2．Physical and mental health maintenance andimprovement(1) Awareness of the importance of improving medical
checkup results(2) Mental health education and awareness activities(3) Stress check activities at medical checkup

Employee health
Physical health management
To create workplaces conducive to employee health, CoorsTek KK Group conducts medical checkups and provides
opportunities for health management and counseling about all aspects of health based on the medical checkup results.
As a measure to prevent health problems due to overwork, we address the health problems of individual employees byoffering consultations with industrial physicians, which can also be arranged based on employee requests.

Mental health
The Group provides preventive training for
managers to promote early stage awareness of
persons who might have mental health problems
and ensure that they are not overlooked, andeducation to enable employees to recognize anychange in their mental health. We provide carefor employees by assigning counselors andinstituting a return-to-work support program for
employees who have taken leave due to mental
health problems to smoothly return to work.

Learning about mental health issues(CoorsTek Tokuyama Corp.)

16

Mental health training(Hadano Facility)

Corporate Social Responsibility Report 2016

Responsibility to Local Communities
Earning the community’s trust by promoting good corporate citizenship
Partnership with local communities
The CoorsTek KK Group cooperates and forms partnerships with local communities. We fulfill our responsibility as amember of the community and work to expand opportunities for communication.
The Company provides the Wide Plan Leave System to support employees’ volunteer activities; under this system,
employees can accumulate paid holidays that would otherwise expire and use them to participate in activities that makea social contribution.

Excerpt from the CoorsTek KK Group Standards of Conduct
Community relations
We maintain good relations with local communities through cooperation and partnerships and fulfill our responsibility
as a member of the community.

Corporate citizenship activities■ Science class and hands-on experience
We offer employees’ family members and students
factory tours and opportunities to learn throughexperience at our workplaces. We also teach ceramics
to junior high school.

Science class for junior highschool students(Oguni Facility)

High school students receive
occupational experience(CoorsTek Tokuyama Corp.)■ Volunteer activities
The Group cooperates closelywith local residents to build
better communities. Eachbusiness site conducts periodic
clean-ups in the surroundingarea, blood donor drives andtraffic safety activities.

Taking care of the forest(CoorsTek Tokuyama Corp.)

Cleaning up around the site
(Kariya Facility)

Clean-up completed(CoorsTek Nagasaki Corp.)■ Disaster preparedness activities
To prepare for a fire emergency or major earthquake, we
periodically conduct disaster preparedness drills designed toensure a rapid and appropriate emergency response andminimize damage.
Disaster preparedness drill (Hadano Facility)■ Regional activities
In fiscal 2015, Oguni Facility provided a sumo ring on the
grounds of Inari Shrine, located within the facility, to the
Azumazeki sumo stable for use as a training camp. Families
from the community and beyond came to watch the spirited
training of professional sumo wrestlers. The annual Inari Shrine
festival also helped deepen relations with local residents, withattractions including the customary employee sumo competition

Sumo match (Oguni Facility)

and stalls operated by local residents and employees.

17

Annual festival (Oguni Facility)

Corporate Social Responsibility Report 2016

Environmental Report
Environmental Management
Pursuing green management
Environmental activities
The CoorsTek KK Group regards environmental protection as a key management issue. We are engaged inenvironmental protection activities on a continual and voluntary basis, and these guided by the Environmental Policy
we established in 1989.

CoorsTek KK Group Environmental Policy
The CoorsTek KK Group works to bring together materials, technologies and people to create new values. In carryingout our activities, we promote environmental protection in the belief that the Earth’s resources are invaluable.
Accordingly, we promote the following management concepts:（1）Position environmental protection as a critical issue at the heart of our business.
（2）Adhere to environmental laws, environmental guidelines embrace by CoorsTek KK Group, andother voluntary environmental protection standards.
（3）Reduce the environmental impact of our business activities and prevent pollution.
（4）The Group has voluntarily set action plans such as energy conservation to help prevent global warming,
including policies such as zero emissions through the effective use of resources and the reduction of the use ofchemical substances.
（5）Promote green procurement, including prioritizing the selection of raw materials that have minimal
environmental impact.
（6）Contribute to society by developing and providing superior environmental technology and products,
cooperate with communities, and undertake environmental protection activities in general.

Environmental management structure
We have an integrated environmental◆Environmental Management Organizational Structure

management structure in which the Group
Environmental Committee is the top
decision-making body for matters relating toenvironmental management. All business sites
operate environmental management systems
that comply with ISO14001 requirements.

Environmental internal audits
The Chief Environmental Management Officer and the Environment, Safety &Health Group conduct compliance audits and activity assessments of all
business sites.
We use our standards to confirm whether we are in compliance withenvironmental laws and regulations, and we assess the status of ourenvironmental activities. The Environment, Safety & Health Group follows up
assessment results and works to improve environmental efforts.
Internal audit

18

Corporate Social Responsibility Report 2016

Environmental education
In order to better understand and enhance our environmental conservation skills, all Group employees undergo
environmental education on a regular basis. The content of the education varies according to positions andresponsibilities. To ensure compliance and enhance the skills of individual employees, the Group supports andencourages employees to acquire qualifications and attend lectures.
Contractors working at the Group’s sites are informed of environmental and safety requirements.

Objectives of Environmental Activities and Performance
Green manufacturing for reducing environmental impact
Overview of the voluntary environmental action plan
The CoorsTek KK Group has formulated a voluntary environmental action plan and engages in activities to reduce theenvironmental impact of business activities.

◆FY2015 Voluntary Environmental Action Plan and Performance
FY2015 Voluntary Environmental Action
Plan
Reduction of 1% or more in ratio to direct
costs (crude oil equivalent/direct costs)
from the FY2014 level

6.3% reduction in ratio todirect costs compared to
FY2014 level◎

Pursuit of zero emissions*

Reduction of final disposal rate from the
FY2014 level

Increase of 0.8 percentage
points from the FY2014 level△

Reduction of chemical
substances

Setting reduction targets at each businesssite for selected chemical substances usedin large quantities

24.3% reduction in ratio todirect costs compared to
FY2014 level◎

Priority Initiatives
Global warming mitigation
1

Performance

Evaluation*２*1 Zero emissions of waste: Final disposal rate (Final disposal amount / Total waste discharged x 100) of ≦1*2 ◎ Objective exceeded○ Objective achieved△Objective not achieved◆FY2016 Voluntary Environmental Action Plan and Medium- to Long-Term Plan
Priority Initiatives

FY2016 Voluntary Environmental Action Plan

Voluntary Environmental Actions

Medium- to Long-Term Plan

Global warming
mitigation

Reduction of 1% or more in ratio to direct
costs (crude oil equivalent/DC) compared to
FY2015 level(Medium- to long-term plan) Reduce CO2 emissions (total amount)by 3.8% or more in FY2020, taking FY2005 as a baseline.

Pursuit of zero
emissions

Reduction of final disposal rate from the
FY2015 level(Medium- to long-term plan) Reduce the final disposal rate (Finaldisposal amount / Total waste discharged x 100) to 2% or less in
FY2020.

Reduction of chemical
substances

Setting reduction targets at each business(Medium- to long-term plan) Reduce PRTR*3 substance use (ratiosite for selected chemical substances used inof use to direct costs) by 10% or more in FY2020.
large quantities*3 PRTR (Pollutant Release and Transfer Register) is a system for ascertaining, aggregating, and publishing data on the amounts of harmful
chemical substances released into the environment or transferred offsite and the sources of such substances.

19Corporate Social Responsibility Report 2016

Environmental accounting
CoorsTek KK Group assesses environmental costs and applies the results to business activities.

◆Environmental Costs

Millions of yen

Classification
Ⅰ

4

Expenditure*

Content

Ⅰ- ii Global environmental
protection costs

Ⅰ- iii Resource circulation costs

5

29.4

528.0

Prevention of pollution to atmosphere, water, soil, etc.

（3.9）（255.9）Mitigation of global warming, conservation of ozone layer, etc.

（25.4）（27.8）

Effective utilization of resources, recycling of waste, etc.

（0.1）

（244.3）Business area costs

Ⅰ- i Pollution prevention costs

Costs*

Ⅱ

Upstream/downstream costs

Green procurement, product recovery and recycling, etc.

0

0

Ⅲ

Administration costs

Monitoring of environmental impacts, planting of greenery, etc.

0

27.0

Ⅳ

R&D costs

Development of environmentally conscious products etc.

0

78.6

Ⅴ

Social activity costs

Disclosure of information etc.

0

0.4

Ⅵ

Environmental remediation costs

Natural restoration etc.

0

390.1

29.4

1024.1

Total environmental cost (millions of yen)

Period: From January 2015 to December 2015 Scope: 5 business sites*4 Expenditures: Of expenditures subject to depreciation, amounts for environmental conservation are reported.
*5 Costs: Total amounts of expenditures for environmental conservation and depreciation of facilities are reported (including labor costs).

◆Environmental conservation effects
Energy consumption decreased year on year as a result of energy savings effect. Water consumption and amount ofwaste also decreased year on year by conducting several saving activities and decreasing production of several
materials.

Actual Effects

Environmental Impact
Compared to FY2014

Energy consumption
Water consumption
Amount of waste

decrease of 2,000 GJ
3decrease of 69,400 m
decrease of 286 t

20Monetary Value of Effects
decrease of 68.5
decrease of 3.9
decrease of 7.0

million yen
million yen
million yen

Corporate Social Responsibility Report 2016

Environmental Impact
Reducing environmental impact by continually analyzing the impact of business activities
on the environment

INPUT
1

Principal Raw Materials*

Energy Input
Purchased electricity

1,332,214

GJ

Silica2,938

tFuel oil A

37,329GJ

Carbon

395

t

LPG

37,604

GJ

Coal tar and tar pitch

277

t

Kerosene

11,665GJ

Silicon carbide

246t

Utility gas

5,622

GJ

Alumina172tGasoline

328

GJ

Silicon154t

Gas oil

294

GJ

Steam

371

GJ

Total energy input

1,425,427

GJ

Water Input
Clean water, industrial
289
water
Groundwater

Silicon tetrachloride

1,359

t

Amounts of PRTR Substances Handled
Hydrogen fluoride and its
129twater-soluble salts

10,000m3
10,000m3

33

Factories &Offices1

Principal Source Gases*

Others

Products

17t

Customers’ factories etc.

OUTPUT
Released into the Atmosphere

Discharge of Waste

Nitrogen oxides

3t

Total amount of waste discharged

4,898

t

Sulfur oxides

1tFinal amount of discharged

（216）

t

Amount of PRTR substances
released (atmosphere)

1t

Amount of PRTR substancestransferred

（11）

t

Global Warming Gases

Discharged into Water

CO2 emissions (direct emissions)6

kt-CO2

BOD ＋COD*

CO2 emissions (indirect emissions)70

kt-CO2SS*

CO2 emissions from transport

1

kt-CO2

Drainage

*1
*2
*3
*4

*2

3

4

12

t

16

t

420

10,000m

Principal raw materials and source gases listed are those of which 100 tons or more are consumed per year.
BOD: Biochemical oxygen demand
COD: Chemical oxygen demand
SS: Suspended solids

21

3Corporate Social Responsibility Report 2016

Mitigation Global Warming
Reducing CO2 emissions to address global warming
Reduction of CO2 emissions
The CoorsTek KK Group works to reduce CO2◆CO2 Emissions and Specific Energy Consumption

emissions through productivity improvements andenergy conservation measures.
In fiscal 2015, although a production increased,
CO2 emissions decreased by 2.7% year on year
and specific energy consumption decreased by
6.3% as a result of implementing energy
conservation activities.
We will continue our efforts to reduce CO2
emissions through energy conservation activities.

Measures to reduce CO2 emissions◆CO2 Emissions Reduction Measures and Amount of Reduction
Emissions
Reduction Measure

Reduction of power
consumption

Business Site

Details of Improvement

Amount of Reduction

Oguni Facility

Updating cooling tower.
Annual power consumption was reduced by
60,480 kWh by converting two cooling towers
to a cooling tower that has an adequatecooling capacity.

34.5 t - CO2

8.6 t - CO2
Energy-saving
lighting

Hadano Facility

Annual power consumption was reduced by
18,950 kWh by converting fourteen outdoor
lights to LED lighting.
52.4 t – CO2

Energy-saving
lighting

Kariya Facility

Annual power consumption was reduced by
105,360 kWh by converting eighty factory
lightings to LED lighting and electrodelessdischarge lamps.

Reduction of power
consumption

CoorsTek
Tokuyama Corp.

Power consumption on Dec. was reducedby 2,680 kWh by introducing air
conditioner control systems.

1.6 t – CO2(Dec. result)

Reduction of power
consumption

CoorsTek
Nagasaki Corp.

Annual power consumption was reduced by
132,170 kWh by updating energy-saving
compressor.

77.2 t – CO2

22

Corporate Social Responsibility Report 2016

Waste Management
Zero emissions for a recycling-based society based on the 3R concept

Initiatives to achieve zero emissions
Each business site has a recycling center that manages waste and implements zero emissions activities to help realizea recycling-based society, including minimizing defects and material loss by improving manufacturing yield and working
with recycling partners for sludge and scrap waste in accordance with the 3R principles (reduce, reuse, recycle). The
amount of final waste disposal in fiscal 2015 was 216 tons, or 4.4% of the total amount of waste generated, the final
disposal rate increased 0.8 percentage points from fiscal 2014. This increase is due to the disposal of a stored waste
related to gypsum for a long time. We will continue to promote recycling and further reduce the amount of final disposal.

◆Amount of Final Disposal and Final Disposal Rate

Zero emissions measures◆Zero Emissions Measures and Amount of Reduction
Zero Emissions
MeasureEducation on wastesorting

Business Site

HadanoFacility

Details
The Hadano Facility provides education
on waste sorting and use of the recycling
center to personnel maintains its zero
emissions status by thoroughly sorting
waste.

23

Corporate Social Responsibility Report 2016

Management of Chemical Substances“One drop control”* policy for managing chemical substances
Chemical substance management measures
The CoorsTek KK Group promotes green procurement and responds to the EU’s RoHS Directive and REACH. We
manage chemical substances subject to the PRTR Law and substances subject to the Poisonous and Deleterious
Substances Control Law, taking into consideration human health and safety, prevention of pollution, and reduction ofenvironmental impact. As well as strengthening implementation of ―one drop control,‖ we ensure meticulous
management of data on usage, release and transfer.
* One drop control is the Group’s practice of meticulous substance management. It involves daily cleaning and inspection sothat no leakage—not even one drop of oil, chemical or other substance—is overlooked. Structures are designed andmaintained to ensure easy detection of any leakage. For example, pans and dikes are kept dry.

Pollutant release and transfer register (PRTR) substances
The principal PRTR substance that the CoorsTek KK Group handles is hydrofluoric acid, which is used for cleaning.
There was a decrease in the amounts of hydrofluoric acid handled and released in fiscal 2015 due to a decrease inproduction of material that is quartz.

◆PRTR Results for Fiscal 2015
Substance
numberspecifiedby the
PRTR
Law

71
302
349
374

Substance name

Ferric chloride
Naphthalene
PhenolHydrogen fluoride and its
water-soluble salts
Total

(t)
AmounthandledAmountreleasedTo airTo
water

To soilTo on site
landfills

9.3
6.6
1.2

0.0
0.0
0.9

0.0
0.0
0.9

0.0
0.0
0.0

0.0
0.0
0.0

0.0
0.0
0.0

128.8

0.1

0.1

0.0

0.0

146.0

1.0

1.0

0.0

0.0

AmounttransferredTosewage

As
waste

9.3
0.0
0.0

0.0
0.0
0.0

0.0
0.0
0.0

0.0

1.5

0.0

0.0

0.0

10.8

0.0

0.0

Storage of polychlorinated biphenyls (PCBs)
The Group strictly manages equipment in storage or in use that contains PCBs to ensure no environmental pollution
occurs until 2026, the year in which a government ordinance stipulates that disposal must be completed by disposal
companies. In fiscal 2015, 195 units of PCB equipment and 13.8 tons of pollutant in storage were removed by disposal
companies.

◆Equipment Containing PCBs in Storage or Use (As of December 31, 2015)
Type of Equipment Containing PCBs

Unit type

Total

Transformers

Unit

23

Capacitors
Stabilizers
Other equipment
Others (effluents, waste cloths, etc.)

Unit
Unit
Unit
kg

12
620
16
124

(including low-concentration PCBs)

24

Removing PCBs (Kariya Facility)

Corporate Social Responsibility Report 2016

Measures to prevent air pollution and offensive odors
The CoorsTek KK Group prevents air pollution and the release of offensive odors by installing exhaust gas treatment
equipment, fuel conversion and other measures. Each business site has established voluntary exhaust gas standards
and works to reduce environmental impact.

Water pollution prevention
The Group reduces the burden on wastewater treatment facilities through appropriate use of raw materials, abrasives
and chemical substances used in production processes at each business site. The Group has also establishedvoluntary standards at each business site and is strengthening the monitoring of water quality.
In addition, each business site conducts emergency response drills to enable a rapid response in the event of an
emergency.

History of Our Commitment to the Environment
Ever since our foundation, we have prioritized harmony with society and the environment in the conduct of business.
We intend to continually strengthen the basis of environmental management with the aim of ensuring sustainable
management*.
* Sustainable management is defined as contributing to the establishment of a sustainable society by practicing corporate
responsibility in economics, social and environmental ways and by respecting people.
History of CoorsTek KK Group

Main environmental conservation
activities and commendations

Main improvements related toenvironmental conservation

1918 Toyo Taika Renga Co., Ltd. (currently
Kariya Facility) is established.
1928 Denki Kinyu Co., Ltd. (currently Oguni
Facility) is established.
1951 Oguni Facility receives the Director-GeneralAward for Excellent Factories for Energy
Control (Heat Category).

1954 Oguni Facility’s Akashiba Power
Plant (hydroelectric) in Oguni,
Yamagata prefecture, iscompleted.

1956 Kawatana Plant (currently CoorsTek
Nagasaki Corp.) is established.
1958 Nihon Denko Co., Ltd. is renamed
Toshiba Denko Co., Ltd.
1959 Tokai Rozai Co., Ltd., is renamed
Toshiba Internal Insulation Co., Ltd.
1961 Hadano Facility is established.
1968 Toshiba Ceramics Co., Ltd. (currently
CoorsTek KK) is established as a resultof the merger between Denko Co., Ltd.
and Toshiba Rozai Co., Ltd.
1971 A research center (currently the CoreTechnology Center) is established.
1974 Oguni Facility receives the Director-GeneralAward for Excellent Factories for Energy
Control (Heat Category).
1978 Oguni Facility receives the Award of the
Minister of International Trade and Industry for
Excellent Factories for Energy Control (Heat
Category).
1982 Tokuyama Ceramics Co., Ltd. (currently
CoorsTek Tokuyama Corp.) isestablished.
1984 Tokai Ceramics Co., Ltd. is established.

1984 Kariya Facility receives the President’s Prize
from the Japan Energy Conservation Center as
an example of excellent energy savings.

25

1985 Oguni Facility introduces waste
heat-based snow removal
equipment, which does not involve
water spraying.
1990 Oguni Facility’ s second Akashiba
Power Plant (hydroelectric) iscompleted.

Corporate Social Responsibility Report 20161991 Niigata Toshiba Ceramics Co., Ltd. isestablished for volume production oflarge-diameter silicon wafers.

1991 Use of chlorine-based organic solvents isabolished throughout the Group.
1997 Oguni Facility starts manufacturing lead-freecarbon brushes.
1998 Oguni Facility receives an award from the
Director-General of the Tohoku Bureau of
Economy, Trade and Industry for Excellent
Factory Greening.
1999 Kariya Facility receives an award in the Aichi
Prefecture Factory Greening Contest.
1999 Nagasaki Toshiba Ceramics Co., Ltd. (currently
CoorsTek Nagasaki Corp.) gains Eco-Markcertification for its foamed (porous) ceramics.
2000 Green Procurement Guidelines are establishedand suppliers are evaluated for green
procurement.

2005 Oguni Facility receives the Minister of
Economy, Trade and Industry Award for
Excellent Factories for Energy Control (Heat
Category).
2006 SIC Investment, a special purpose
corporation for the tender offer of Toshiba
Ceramics' shares, is established. Toshiba
Ceramics becomes a subsidiary of SIC
investment following completion of thetender offer.
2007 Toshiba Ceramics Co., Ltd. becomes awholly owned subsidiary of SIC
Investment following completion of theshare exchange.
SIC Investment is renamed Covalent
Materials Corp.
Toshiba Ceramics merges with Covalent
Materials Corp. and the new Company,
Covalent Materials Corp., is inaugurated.

2006 Kariya Facility holds an explanatory meeting for
local residents about soil and groundwatercontamination.
2006 Onsite soil and groundwater measures arecompleted at Kariya Facility.
2007 Hadano Facility achieves zero emissions ofwaste.

2007 Cleanup of contaminated soil at Kariya Facility
starts.

26

1998 An emergency automatic shut-off
gate is introduced at the final
discharge outlet of Oguni Facility.
1999 Sound barrier walls are installed atsite boundaries of Hadano Facility.

2000 Removal of incinerators from all
production sites is completed.
2001 Heat storage exhaust gas
treatment equipment is installed at
Kariya Facility to control offensive
odors and VOCs.
2004 Measuring equipment for total
phosphorus and total nitrogen is
installed at Kariya Facility.
2004 Introduction of central monitoring
systems at final discharge outlets
is completed at Oguni, Hadanoand Kariya Facilities.
2004 Nagasaki Toshiba Ceramics Co.,
Ltd. (currently CoorsTek Nagasaki
Corp.) changes furnace fuel fromheavy oil to kerosene in order toreduce SOx.
2005 Kariya Facility installs catalyst
combustion type odor control
equipment in furnaces atadvanced ceramics factories 1, 2
and 3.
2006 Hadano Facility changes boiler
fuel from heavy oil to LPG in orderto reduce CO2 emissions.

2007 Kariya Facility installs catalyst
combustion type odor control
equipment in the furnace atadvanced ceramics factory 7.

Corporate Social Responsibility Report 2016

History of CoorsTek KK Group

Main environmental conservation
activities and commendations

Main improvements related toenvironmental conservation

2008 Hadano Facility is awarded the Shonan Region
Prefectural Administration Center Director’sAward for its efforts in waste reduction, reuse,
and recycling activities.

2008 Kariya Facility introduces an extra
high voltage substation,
eliminating use of heavy oil.
2008 Tunnel kiln fuel is converted fromkerosene to LPG to reduce CO2
emissions at Covalent Materials
Nagasaki Corp. (currently
CoorsTek Nagasaki Corp.).
2008 Kariya Facility’s status as a
specified air pollutant discharging
plant is removed due to a shift inbusiness structure and energy
conversion.
2008 A new substation begins operation
at Oguni Facility (installation of ahigh-efficiency ―top runner‖
substation).

2010 Akashiba Power Plant is transferred to
F-Power Co., Ltd.
2012 Silicon wafer business is transferred to
Sino-American Silicon Products.
2013 Shares of Tokai Ceramics Co., Ltd. aretransferred to Calderys Japan Co., Ltd.
Shares of Covalent Sales Corp. aretransferred to Hibino Corp.

2009 Cleanup of PCB-contaminated soil at Kariya
Facility is completed.
2012 Electronic manifest system for industrial waste
management begins at Hadano Facility.
2013 Oguni Facility enters the Yamagata Eco Smile
Contest, resulting in one 2nd place winner andthree special prize winner.
2013 Removal of all PCB equipment by a disposal
company is completed by Covalent Materials
Tokuyama Corp. (currently CoorsTek
Tokuyama Corp.).

2014 CoorsTek，Inc．acquires the shares of
Covalent Materials Corp.

2015 The Company is renamed CoorsTek KK.

2014 Removal of all PCB equipment by a disposal
company is completed by Covalent Materials
Nagasaki Corp. (currently CoorsTek Nagasaki
Corp.).
2014 Zero emissions status is achieved for the firsttime at Oguni Facility in fiscal 2013.
2015 Electronic manifest system for industrial waste
management begins at Oguni Facility.
2015 195 units of PCB equipment and 13.8 tons ofpollutant by a disposal company are removed
at Oguni, Hadano and Kariya Facilities.

27

2015 Three wastewater treatment
facilities convert to one at Oguni
facility.

Corporate Social Responsibility Report 2016

CoorsTek KK

Published March 2016

■ General Administration
Osaki Wiz Tower, 11-1, Osaki 2-chome, Shinagawa-ku, Tokyo 141-0032, Japan
Tel: +81-3-5437-8411
Fax: +81-3-5437-7172■ Environment, Safety & Health Group, General Administration
30, Soya, Hadano, Kanagawa 257-8566, Japan
Tel: +81-463-84-6603
Fax: +81-463-84-6608
URL ： http://www.coorstek.co.jp/eng_index.html
For any comments or inquiries concerning this report or our CSR activities, please contact us.

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