TOYODA GOSEI REPORT 2017

The Toyoda Gosei Group is a leading
manufacturer of rubber and plastic
automotive parts and LEDs.

Company Creed

Boundless Creativity and Social Contribution
Our Approach to CSR
Customers

Corporate Principle 1

Customersatisfaction

Customer satisfaction
based on solid R&D andﬁrst-class manufacturing

Contents
Leads and features

Employees / Stockholders / Community / Environment
Corporate Principle 2

Corporate Principle 3

Respect for
the individual

Good corporate
citizenshipA vibrant corporate culture
with meaningful work

Legal compliance andcommunity-based activities

Corporate Principle 4

Corporate Principle 5

Respect for
the environment

Steady growth

Contributions toa better earth and societies

3 CSR Approach and Priority Areas

A leading global supplier ofrubber and plastic
automotive parts and LEDs

4 Letter from the President
6 Toyoda Gosei Data
8 Business Portfolio
10 Feature 1

A New Challenge to Minimize Factory CO2Emissions for a Low Carbon Society

CSR Priority Areas
Environmental
Preservation

In-house Energy Service Company Set Up to Locate All Kinds ofEnergy Loss and Make Improvements

12 Feature 2

Developing People Who Can Act Globallyfor Sustainable Growth

Environmental Report
14 Contributing to Environmental Protection
Through All Our Business Activities
16 Sixth Environmental Action Plan Activities andResults

Social Report
34 Customer Relations
37 Employee Relations
44 Shareholder Relations
45 Supplier Relations

18 Building Low-Carbon Societies

46 Involvement with Local Communities

23 Building Recycling Societies

48 Governance

26 Environmental Preservation and Building

52 Independent Opinion

Environmentally-Friendly Societies

53 Editorial Policy

Development ofpeople and workplaces
that support our businessWe aim to create a dynamic
corporate culture with astrong sense of unity, where
all employees can work insafety and health.

We strive in all our businessactivities to reduce
environmental impacts,
starting with lightweightautomotive parts that
contribute to better fueleﬃciency.

Building Livable
Communities
As a member of each of thecommunities where we arelocated, we engage invarious eﬀorts for mutual
growth.

Compliance

To continue earning the trust of society as a company
of integrity we are strengthening our global eﬀorts forlegal compliance and working to instill a strong senseof ethics in our employees.

28 Environmental Management
32 Environmental Eﬀorts at Aﬃliated Companies

2

TOYODA GOSEI REPORT 2017

TOYODA GOSEI REPORT 20173

Letter from the President

Contributing to sustainability andgrowing together with society
through our corporate activities
President

Toyoda Gosei is a top manufacturer of rubber and plastic automotive parts and LEDs,
with global operations by 67 group companies in 18 countries and regions.
We are undertaking a variety of activities to earn the trust of society, focusing on thefour main areas ofEnvironmental preservation,

our eﬀorts to develop personnel who can act globally. As our workload increases withthe global expansion of our business, we will strive for greater eﬃciency as one part ofreforms to the way we work, utilizing IT tools and eliminating waste from meetings,

Development of people andreports and other actitivies so that all employees can dedicate themselves to their

Building livable communities, and Compliance.

primary business. We have also established the Five executive conditions manifesto

For environmental preservation, we work hard as a manufacturer specializing in thefor the creation of a culture where all employees can work with vitality and a sense of

rubber and plastic ﬁelds to develop products that contribute to lighter weight vehicles. At

unity, free to discuss anything with each other. This change will be led by executives

the same time, we are promoting eﬀorts for a low energy society through all our businessand managers. Employee health maintenance is another issue for management, and as

activities, from purchasing to manufacturing and delivery. In February 2016 wea result of strong eﬀorts to promote employee health we were selected as a 2017

established the TG 2050 Environmental Challenge as an expression of our commitment

Outstanding health management corporation by the Ministry of Economy, Trade andto environmental activities now and into the future. The TG 2050 Environmental

Industry of Japan.

workplaces that support our business,

Challenge sets ambitious targets of reducing CO 2 emissions and water usage in our

To build livable communities, employees at TG Group companies around the world arebusiness activities, ultimately approaching zero. We are also continuing our Plant

making eﬀorts to contribute to their communities and grow together with strong local roots.

Aﬀorestation Activities globally to support the earth s environment. So far, we have

The foundation for all of these activities is compliance. To maintain the trust of society

planted a total of 290,000 trees in 25 locations worldwide. This eﬀort has been

as a company of integrity, we believe not only legal compliance but high ethical standards

recognized with placement in the top 20 in Japan for 10 consecutive years in the Nikkei

by each and every one of our employees are crucial, and we will continue to educate

Environmental Management Survey.

employees throughout the Toyoda Gosei Group.

To develop people and workplaces that support our business, we established the
TG Learning Center in January 2017. The TG Learning Center will serve as a focus of

We will do our utmost to contribute to sustainable societies globally through ourbusiness activities, and grow together with the societies where we make our home. We
look forward to continuing to serve our customers and communities.

4

TOYODA GOSEI REPORT 2017

TOYODA GOSEI REPORT 20175

Toyoda Gosei Data

Established

June 15, 1949

Capital¥28 billion

Number of employees

36,679（as of March 31, 2017, consolidated）

Sales¥755.6 billion（FY2016, consolidated）■ Summary of Financial Results
Consolidated Balance Sheet
Item

Global Network

Asia & Australia

24 companies
AmericasJapan

21 companies

17 companies

5 companies

As of March 31,
2016

As of March 31,
2017

As of March 31,
2016281,237

259,530

Current liabilities

170,574

162,592

Long-term liabilities

110,663

96,937

339,461

327,843

Item
Liabilities

Current assets

305,273281,212

Fixed assets

315,425

306,160

245,666

241,408

Shareholders equity

311,127

301,756

Intangible assets

2,324

2,401

Accumulated othercomprehensive income

3,752

2,192

Investments andother assets

67,43462,350Minority interests inconsolidated subsidiaries

24,582

23,894620,699

587,373

Total liabilities and net assets

620,699

587,373

Property,plant and equipment●

As of March 31,
2017

Assets67 Group companies in 18 countries and regions

Europe & Africa（Unit : million yen rounded down）

Total assets

Consolidated Statements of Income

Net assets

Consolidated Statement of Cash Flow

（Unit : million yen rounded down）

FY
2016

FY
2015

755,601

781,886

657,946

680,583

97,655

101,303

56,97958,47940,67542,824Non-operating revenue

4,891

4,916

Non-operating expenses

6,559

6,250

39,00741,490Extraordinary income

---

---

Extraordinary losses

7,718

4,780

Income before income taxes
and minority interests

31,28836,710Total income taxes

12,274

13,667

Income attributable tonon-controlling interests

2,780

2,787

16,233

20,255Item
Net sales
Cost of sales

Operating income / Profit attributable to owners ofparent (consolidated)

Sales（consolidated）（billion yen）

800

600

599.6

689.4

727.8

781.8

755.6

36.7

400

0

2014/3

2015/3

2016/32017/3

Total assets / Total net assets (consolidated)
Total assets（billion yen）

Total net assets

800
600
400

6

21.4

20

2013/3

489.6
272.1

541.8
300.2

608.1
338.4

587.3
327.8

620.6
339.4

0

TOYODA GOSEI REPORT 20172017/3

2014/3

21.1

20.2

2015/3

2016/3

Capital investment
64.7

60
40

0

2016/3

26.2

80

0

2015/342.8

41.6（billion yen）

20
2014/3

2013/3

43.7

40.6
16.2

2017/3

Capital investment / R&D spending (consolidated)200
2013/3

Profit attributable to owners of parent

60
40

200

Operating income（billion yen）

39.0
27.2

2013/343.0
29.1

2014/329.6

2015/3

54.4
28.4

2016/3R&D spending

55.2
27.1

Gross proﬁt
Selling, general andadministrative expenses
Operating income

Ordinary income

Proﬁt attributable toowners of parent（Unit : million yen rounded down）

FY
2016

FY
2015

Net cash provided
by operating income

60,401

77,765

Net cash used ininvesting activities△82,131△56,261

Net cash provided by(used in) ﬁnancing activities

14,794△24,736

Eﬀect of exchange rate changes
on cash and cash equivalents△1,350△3,591

Increase or decrease in cash
and cash equivalents△8,284△6,822

Cash and cash equivalents at
beginning of ﬁscal year

78,20385,078

Increase or decrease in
beginning cash and cash
equivalents with changes in
consolidated subsidiaries
accounting terms−△52

69,91878,203Item

Cash and cash equivalents
at end of period

2017/3TOYODA GOSEI REPORT 20177

Business Portfolio

Sales by business segment (sales percentages)

Development and production of rubber andplastic automotive parts and LEDs.

LEDs￥18.5 billion（2.5%）

Interiors andExteriors￥273.1 billion（36.1%）

Functional
Components￥117.6 billion（15.6%）

N on-aut omot i ve F i el d
In addition to LEDs with world-class energy eﬃciency andcompactness, we are developing and producing products
for air puriﬁers and other new ﬁelds using the technology
we have cultivated for automotive parts.

■ General Industry Products■ LEDs755.6 billion（FY2016）

Safety Systems￥211.8 billion（28.0%）

Weatherstrips￥134.4 billion（17.8%）

Glass-encapsulated ultraviolet
LEDs (LEDs for industry)High-eﬃciency top view package(LEDs for lighting)

Air puriﬁers

Automotive parts■ Interiors and Exteriors■ Weatherstrips

These parts contribute to comfortable andThese parts are ﬁtted to door and window frames
to block gaps and shut out wind, rain and noise.
They are essential to comfortable vehicle interiors.

attractive interior spaces and outer appearance.

Door glass runs

Radiator grilles

Console boxes

Instrument panels / component parts

Opening trim weatherstrips■ Functional Components■ Safety Systems

These parts support the basic vehicle functions

Toyoda Gosei airbags provide full 360°coverageof running, turning and stopping. We provide highto protect passengers from impacts from every side.

quality for these important safety parts.

Driver-side airbags are housed in our stylish steering
Capless fuel ﬁllers

Brake hoses

8

TOYODA GOSEI REPORT 2017

Turbo ducts

Turbo duct ﬁller pipes

wheels.

Steering wheels (with built-in airbags)

Pop-up hood actuators

Airbags

TOYODA GOSEI REPORT 20179

Feature

1

A New Challenge to Minimize Factory
CO2 Emissions for a Low Carbon Society

In-house Energy Service Company Set Up to Locate
All Kinds of Energy Loss and Make Improvements

Activities to thoroughly reduce energy usage
In addition to our eﬀorts so far to save energy, whichhave mainly been dailyand switching to□ In-house ESCO activities
Expand in-house
ESCO activities toother countries
in the futurehigh-eﬃciency equipment and machinery in manufacturing

divisions, our new in-house ESCO intensiﬁes energy-saving

activities with coordinated action between the Environment
and Manufacturing Divisions. We uncover targets for energy
savings withStudy

from the six perspectives ofceasing, turning oﬀ, repairing, avoiding, picking up and

Resultschanging to reduce CO2 emission volumes.

The Paris Agreement on climate change was established in November

We are also making improvements by reviewing our2016 to urge each country to take measures to reduce carbon emissions.

entire chain of energy usage from supply to point of use,

Toyoda Gosei Co., Ltd. established its TG 2050 Environmental Challenge in February 2016,setting six long-term challenges with a view toward the year 2050.

In the coming years we will spread these activities to ourand our road map and new energy activities to achieve that goal.

overseas operations to reduce CO2 emissions across the

Toyota Group

Energy supply company(electricity, gas)

Best energy usage(Energy substitution proposals)

Toyoda Gosei Co., Ltd.

Identiﬁcation/ Analysisof plant loss

with information and proposals from sources including

kaizen examples in the Toyota Group, energy supply
companies, and equipment manufacturers.

Here we look at one of those challenges, Minimizing factory CO2 emissions in 2050,

Latesttechnical
information

case
information

case

entire Toyoda Gosei Group.

Latestequipment
information

Equipment
manufacturer

Survey and introduce
high-eﬃciency equipment
through seminars, equipment
manufacturer surveys□ 2016 Activities
In ﬁscal 2016 we began in-house ESCO actitivies at our Heiwacho Plant. We surveyed the current conditions for theentire plant, utilities equipment and production equipment. Then, based on the ﬁndings, we conducted analyses andstudied measures for improvement.

〈Entire plant〉Turning oﬀ machines when not in operation

Utilityequipment

Painting process
Forming process

Assembly
process〈Utility equipment〉Use of energy-saving technologies

Road map to Minimizing CO2 emissions
Our plan for achieving the very lowest CO2 emissions

from our factories has two stages. In the ﬁrst stage, wewill review the use of energy sources including

electricity, gas, heavy oil, air and steam in our existingCO2.

To achieve this plan we have re-examined our utility

and production equipment from an energy-saving

facilities, and work toward zero energy loss. We will

perspective, and in 2016 formed an in-house energy

needed by upgrading to more eﬃcient equipment andimprovements. We will enhance and expand thisfurther move toward minimizing the amount of energy

developing and introducing innovative production

technologies. In the second stage, we will switch to〈With steam power〉

Exhaust gas loss

Transport loss

Heat
dissipation loss

Steam leakage

Long distanceCity gas

Boiler(utility facilities)
Supply100％

TOYODA GOSEI REPORT 2017

in-house ESCO over the coming years to play a greaterrole in minimizing our CO2 emissions.

Yohei Samura
Environment Division〈CO2 emissions (image)〉

Pressure
decrease loss

Equipment loss

Loss 50％

Drying furnace(production equipment)
Load

50％

TG Voices

service company (ESCO), an expert team to make□ Minimizing energy□ Energy loss (image)10

renewable energy or hydrogen sources that do not emit

The feasibility of applying in-house or external energy-saving
technologies was examined, with visualization using a chart ofadvantages and drawbacks. Ways to improve each possibility werealso considered.

Energyloss
Minimum
requiredenergy● In-house

ESCO activities〈Production equipment〉 Survey of energy loss during production

Energy use at each distribution panel was surveyed. Processes thatuse a lot of energy were identiﬁed and new measures for those
processes, such as upgrading to high-eﬃciency equipment, arebeing investigated.

Energy is essential for manufacturing,

We searched every corner of the shop

but loss occurs depending on the way

ﬂoor for any possible source of energythat energy is supplied and used. Throughloss. Minimizing that loss and protecting

these activities we are minimizing that loss

the earth s environment is to theto contribute to reducing the company scompany s beneﬁt, and from here on weenvironmental impact and improving its
proﬁtability.

Katsuhide Miyake
Environment Division

intend to conduct in-house ESCO activities
throughout the company.

Message from executive in charge

In-house ESCO activities for sustainable growth

Zero energy loss

The Toyoda Gosei Group aims to grow sustainably together with society while making our

CO emissions（ Zerofrom zero energy loss ）2

operations environmentally friendly. The only way to do that is to greatly reduce the CO2

emissions, water usage, and waste volume in our business activities. The in-house ESCO

Minimizing
required energy● Upgrades toPower to equipment is turned oﬀ during non-operating times, suchas days oﬀ, whenever possible. By visualizing the equipment in
operation, 327 cases forwere found in ﬁve plants including
Heiwacho, and potential measures are now being examined.

high-eﬃciency equipment● Innovative manufacturingmethods

started in ﬁscal 2016 is working for signiﬁcant reductions in these volumes. For these eﬀorts to

Toward energy withno CO2 emissions● Renewable energy● Hydrogensucceed, however, we will need all employees to join together and do everything they can to

Yasushi Miyamoto
Managing Oﬃcer in chargeof Environment Division

resolve each issue. In-house ESCO is an energy-centric activity in which persistent eﬀorts willbuild on each other and lead to signiﬁcant results. In the future we intend to spread these
activities to reduce water usage and waste volumes to the entire Toyoda Gosei Group.

TOYODA GOSEI REPORT 201711

Feature2

Developing People Who Can
Act Globally for Sustainable Growth

Overhauling training for each employee level to develop people who canthink and act for themselves and thrive in any country
One of the tasks of the TG Learning Center is tomotivation by having workers participate in Skills

clarifying the goals of education for each level in oﬃce

establishing an awards system to create a culture that

review the level-speciﬁc training at Toyoda Gosei. By

and technical work, and at the same time moving thetiming of training forward for each age group, we aretrying to raise ability levels and broaden outlooks from ayounger age. For the skilled workers who support the

Middle Management Training (MMT)

Leader training

English presentation meeting

Career design forum

and strategic leaders at the department general

good products and the ability to implement and teachkeep close track of movements outside the company.

have knowledge of IoT and AI. We aim to raiseinternationally.

. We want to nurture T-type workers who also

Department
General Manager,
Division Deputy
General Manager

task formation and problem-solving skills and who

Another aim is to develop people who can thrive

Skilled workers, oﬃce workers, technical workers

Division
GeneralManager

Strategic thinking ability

People who can grasp fundamental issues in business andfunctions and are keen observers of the external environment

Group Manager,
Section Manager

Coaching ability

Managers who can elicit the abilities of subordinates

Assistant Manager,
Supervisor

Oﬃce workers, technical workers

Midlevel employees

Ability to grasp fundamental issues in one s work

New employees

Skills improvement training

coaching ability to draw out the best from subordinates,

manager and deputy general manager level who have

Level-speciﬁc
education system

Practical training in manufacturing

values skill. We are also aiming to develop a coaching

middle of workers at the group manager level with the

manufacturing ﬂoor, emphasis is on the training ofworkers who have the skills to continuously produce

Training with a group discussion format

Olympics, holding in-house skills competitions, andIssue formation/resolution

Skilled workers

Improve supervisors abilities and knowledge
Process/work management abilities, leadership

Ability to think and act oneself, problem-solving abilities

People who can think and act for themselves, with the ability to go through the PDCA cycle

Message from the TG Learning Centerand action.

The TG Learning Center was established toplay a core role in personnel development
As the business environment undergoes hugechanges, it is often said that developing the kinds ofpeople who can support the company in these newenvironments is essential to surviving the competition in

who are needed for sustainable growth̶and creating acompany-wide personnel development culture.

Three major areas of personnel development

growth. For the continuing growth of the company, TG

is developing people who can thrive in international

manufacturing company, it is also important to develop
people with the skills to handle future changes in

production processes with the spread of IoT and AI
technology.

Improve basic
abilities of oﬃce
and technicalpersonnel

Strengthen
personnel
development for
manufacturing
workers

occupations, strengthening personnel development for

manufacturing workers, and promoting personnel

development globally. We are working to reform

training programs and rebuild skill improvement training
with the fundamental aim of developing people who

can think and act for themselves̶the kinds of people

12

TOYODA GOSEI REPORT 2017

In skills improvement, our challenge ishave, and are taking steps toto redeﬁne skills and create a skills

develop those kinds of persons.

training environment, hold skills
competitions, and prepare for the Skills

We have overhauled our

education s y s t e m w i t h

The type of person we are looking for

Olympics (punching die work). In skilledlevel-speciﬁc training programs

management training foron the manufacturing ﬂoor is a true masterworkplace vitalization, workers are

to provide stepwise training

overseas staﬀ and global training

technician, who can work well with people

encouraged to acquire qualiﬁcations as

from a young age for betterw i t h t he aim o f de v el opin gfrom other countries, give process

motivation to improve their skills, which

strategic thinking, coachingpeople who can head ouradvice, and deal with process changes as

we think will lead to a companywide

ability, and independent thoughtinternational locations.

technology advances. For that purpose weculture of valuing skilled work.

Message from executive in charge

Our aim is for true globalization in manufacturing with a view toward
environmental changes
The TG Learning Center was established as an organization dedicated to the development of

TG personnel．
Up to this time we have handled shop ﬂoor manufacturing with simple on-the-job

2017 as a special training organization for Toyoda

areas of improving basic skills in oﬃce and technicalskilled workplace vitalization.

Toyoda Gosei would like to

We are further enhancing our

The TG Learning Center was established in January

Gosei and Group employees, focusing on the threeperspectives of skills improvement andan image of the kind of person

the global marketplace and achieving sustainable

set tings and special t y ﬁelds in the future. As acultivate manufacturing personnel from theIn FY2017 we have created

Developpersonnel
globally

training, but one of the roles of the TG Learning Center will be to help us adapt to the advancesin control and information technology and increasing robotics and automated equipment. In

Toshihiro Yokoi

Director, Managing Oﬃcer
Chief of Corporate
Management Headquarters

addition to learning new technologies, we are codifying the skills that have been passed to us

by our predecessors in order to build a foundation that will enable all skilled workers to acquire
these accumulated skills. In a globally expanding business, we need to be a company thatprospers together with the people of each country or region, contributes to economic and social
progress and happiness, and satisﬁes our customers. We hope the TG Learning Center will playa central role in creating organizations and cultures in which each person carries the TG spirit tobuild a TG for each country while learning from the local people.

TOYODA GOSEI REPORT 201713

Environmental report

Contributing to Environmental Preservation ThroughAll Our Business Activities
TG 2050 Environmental Challenge

Message from the Environment Division
Toyoda Gosei believes that environmental
conservation activities are a key aspect ofcompany management. Last year weannounced the TG 2050 Environmental
Challenge. We are currently advancing our
6 th Environmental Ac tion Pl an (2020targets) in working toward the goals of the Kazuhiko Nagao
General Manager
TG 2050 Environmental Challenge.
As a manufacturer, we work every day to of the Environment
Divisionmake improvements on our manufacturing
floors. In addition to this, we are actively pursuing new
initiatives including a new“in-house ESCO”expert team to
identify places where we can reduce our environmental
imp a c t an d a Pro du c tio n Te chn ol o g y Env iro nm e nt
Subcommittee to develop environmentally-friendly processes
and equipment from a production technology perspective.
Through a survey on employees’environmental awarenessand environmental exhibitions we aim to raise theenvironmental awareness of each employee and develop aculture where each person can take steps on his or her own.
In our plant afforestation program we have planted about
290,000 trees and are also undertaking the unique activity ofcreating biotopes using plant regulating ponds.
We will continue to actively pursue these efforts with theaim of being“Environmental TG,”which both delights ourcustomers and is something we can be proud of for ourchildren.

—A Greener, Richer World for Our Children

The Toyoda Gosei Group specializes in thefield of high polymers—rubber and plastics.
Our symbol is the benzene ring, a hexagonalhydrocarbon structure that is the starting
point for polymers. Borrowing from the six
sides of the benzene ring, the TG 2050
Environmental Challenge sets six challenges
to strengthen our environmental efforts witha long-term view to the year 2050.

Use of energy that does not emit CO2

Aiming higher

Recycling of water and waste materials
Development of employees who cancontribute to environmental protection

Strengthened activities to reduce
environmental impacts(consolidated, global)

Recyclingsociety

Minimize plant CO2
and utilize
renewable energy

Minimize waste
and create resource
recycling systems

Environmental
preservationand living with nature

Minimize water
usage and raise
wastewater quality

Strengthen andexpand environmental
protection andpreservation
activities

Foster anenvironmentally
responsible
corporate culture
and employees

Tree-planting at factories

Foundation ofenvironmentallyfriendly
manufacturing

Reduced emissions per sales unit (consolidated in Japan)
Reduced emissions of VOCs＊4 and PRTR＊5 substances

Treating Humans and the Earth Nicely

Activities for zero cases of
non-compliance and complaint
Response to Europe s REACH＊² regulations
Establishment of SOC＊³ management for
major overseas sites, including China
Deployment of Global EMS

Total elimination of chloroﬂuorocarbons (CFCs)
1993
Formulationof 1stEnvironmental
Action Plan

2005 Formulationof 4thEnvironmental
Action Plan

Total elimination of hexavalentchromium in products

2000 Formulationof 3rdEnvironmental
Action Plan

1995
Formulationof 2ndEnvironmental
Action Plan

＊1 Hydroﬂuorocarbons (HFC),
perﬂuorocarbons (PFC),

sulfur hexaﬂuoride (SF6),

5% reduction in overall CO2 emissions from 1990 level

Environmental accounting

Greater material recycling

Improved environmental education

Zero landﬁll waste

75% reduction in waste (from FY1991 levels)

TG Group activities for ISO 14001 certiﬁcation

Total elimination of chlorinated solvents

Production

processes (low waste emissions)

Production Environment Subcommittee❷ Good corporate citizenshipLiaison Committee for Environmental Communication with Domestic Aﬃliates
Manages, guides, and supports coordinated environmental
eﬀorts by aﬃliates and suppliers in Japan

Promotes and manages technical development measures for
reduced emissions from production processes

Liaison Committee
for Environmental Communication
with Overseasby
Aﬃliateswith environmental
activities
As a good corporate citizen, we participate in, support, and cooperate

Manages, guides, and supports coordinated environmental
Quality
many groups
while also working on environmental activities in the community
broadersociety. We
eﬀorts by aﬃliatesandin othercountries
Subcommittee on Systems for SOC Regulations and Quality Assurance
Assurance
Development of personnel
also
provideeducationforall
employees
tosupportthem
inbecoming
involved
inenvironmental
Develops
Use of energy that does not emit
CO2 systems for compliance with SOC regulations and for
who can contribute toquality control
activities
as members
and volunteerism.
(solar energy,hydrogenenergy) of the community and society, and support social contributions
environmental
preservation

Deployment from the Environmental Committee and subcommittees to plants and other operations is done with theestablishment of expert committees in accordance with the ISO 14001 system at each plant.
on these activities, we listen to the opinions of people at all levels of society❸ While spreading information

and working to improve our activities wherever we can.

Use of waste material
recycling

Products andTechnology(Chairperson:
Company president)

Plastic fuel ﬁller pipes

quality.
committees and working groups
Lighter Liaison
weight products
from these subcommittees act in coordination topromote environmental protection andmanagement from an expert perspective.

＊3 Substances of Concern＊4 Volatile organic compounds＊5 Pollutant Release and Transfer
Register

Promotes and manages development of environmentally-friendly
processes (low waste emissions)

Production Environment Subcommittee
Promotes and manages technical development measures for
reduced emissions from production processes＊2 Registration, Evaluation,of Chemicals

Products and Technology Environment Subcommittee
Promotes and manages development of environmentally-friendly
products and technologies

Production Technology Environment Subcommittee (established in 2016)
Production

methane (CH4), nitrous oxide (N2O)
Authorization and Restriction

ISO 14001 certiﬁcation at main Japanese plants

authorities, and others.Promotes and manages development of environmentally-friendly

Environmental
Committee

50% reduction in waste (from FY1991 levels)
Total elimination of CFC substitutes and trichloroethane(Chairperson:
activities with concern for the environment in cooperation and coordination with customers, government
Company president)
Production Technology Environment Subcommittee (established in 2016)■ ‌Environmental organizational structure

Strengthened environmental management system

Continuation of our policy of zero landﬁll waste; zero incinerated materials

Products andClean water

Expanded LED use within company
1991 Nicely
Committee
establishedWe are keenly aware that all stages of our business relate deeply to the environment, from

Environmental policy and key
actionare
Use ofwater items
recycling
discussed and decided by an Environmental
Committee headed by the President of Toyoda
Gosei. The Environmental Committee consists ofthree subcommittees for products, production, andReduced water usage

Compliance management❶ Environmentally-friendly corporate activities

Environmental organization

Reduced emissions per sales unit (consolidated in Japan)

2010 Formulationof 5thEnvironmental
Action Plan

Environmental Policy
development,
production,
andandsales
activities
to end-of-life
disposal. The Toyoda Gosei Group, including
Products
Technology
Environment
Subcommittee
Technology
Environmental
Promotes and manages development of environmentally-friendly
Committee
all internal departments,
domestic
and international affiliates, and suppliers, conducts all businessproducts
and technologies

Reduced CO2 emissions per sales unit (consolidated, global)

Reduced CO2 emissions per sales unit (consolidated global)

TOYODA GOSEI REPORT 2017Low
carbon society

Reduction of greenhouse gases (5 gases＊1)

Greater use of LED lighting forhigh ceilings

Lighter weight products

Use of water recycling

Environmental
management

Expanded use of renewableenergy14〜 みどりあふれる豊かな地球を子どもたちに〜
Plastic fuel ﬁller pipes
Clean water

Contribute to an
environmentally-friendly
society through highpolymer and
LED technology

2015 Formulationof 6thEnvironmental
Action Plan

Expansion of nature-friendly activities

Use of waste material
recycling

Products
and technology

Development of products that
contribute to environmental
preservation
Stronger development of production
technology to reduce environmental impacts

Development of personnel
who can contribute toenvironmental preservation

Use of energy that does not emit CO2(solar energy, hydrogen energy)■■  ‌TG 2050 Environmental Challenge (Six Challenges)

Recyclingsociety■■  ‌Efforts to date

■ Products that contribute to low-carbon,
recycling societies■ Steady movement toward zero CO2 andwaste emissions and water usage
in business activities

Quality
Assurance

Subcommittee on Systems for SOC Regulations and Quality Assurance

Liaison Committee for Environmental Communication with Domestic Aﬃliates
Manages, guides, and supports coordinated environmental
eﬀorts by aﬃliates and suppliers in Japan

Liaison Committee for Environmental Communication with Overseas Aﬃliates
Manages, guides, and supports coordinated environmental
eﬀorts by aﬃliates in other countries

Develops systems for compliance with SOC regulations and for
quality control

Deployment from the Environmental Committee and subcommittees to plants and other operations is done with theestablishment of expert committees in accordance with the ISO 14001 system at each plant.

TOYODA GOSEI REPORT 201715

Environmental report

Sixth Environmental Action Plan Activities and Results (2016–2020)
Our efforts are focused in four areas: building low-carbon societies; building recycling societies; environmental
preservation and building nature-friendly societies; and environmental management❶ Reduction of CO2 emissions

Products
・Engineering and development of lightweight rubber and plastic

parts for improved automobile fuel eﬃciency and development of
automotive LED products
・Development of products and technologies in new ﬁelds corresponding
to new energy trends

Productionin plants
・Daily・More eﬃcient equipment

Building Low-Carbon Societies(LED lighting, upgraded utilities and air conditioning, etc.)
・Development and introduction of innovative processes
・Energy replacement

Item2020 target▶ Lighter weight products for improved

Page・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

automobile fuel eﬃciency

・Development of pad damper to balance lighter weightand vibration control in steering wheels▶ Reducing CO2 emissions by cutting energy waste during production ・・・ P18
・Boiler fuel switched from fuel oil to LNG
・Heat measures for 2nd ﬂoor of Building 3, Morimachi Plant
・Switch to inﬂator pressure test with an induction heating
system to reduce heating energy

2016 Achievements

Rating [2]12% decrease vs. 2012

96［1］4% decrease vs. 2012○

Japan, consolidated CO2 emissions per sales unit 15% decrease vs. 2012

87［1］13％ decrease vs. 2012

×＊1

Global, consolidated

Toyoda Gosei

CO2 emissions

17％ decrease vs. 2012

102［1］

2% increase vs. 2012

×＊1

17％ decrease vs. 2012

143,000 t−CO2

7％ decrease vs. 2012

×＊1

Distribution
・Reduction of CO2 emissions by improving transportation eﬃciency
Item2020 target

Toyoda Gosei Distribution CO2 emissions per sales unit 8％ decrease vs. 2012

❷ Reductions in 6 greenhouse gases＊2▶ Reduction of CO2 emissions by reducing transportation loss ・・・ P20
2016 Achievements
96［1］

4％ decrease vs. 2012

Rating [2]○▶ Reduction of greenhouse gases (6 gases) ・・・・・・・・・・・・・・・・・・・・・・・・・・ P21

・Magnesium, LED
Toyoda Gosei

P18

Item

2020 target

Emissions of 6 gases

62％ decrease vs. 20122016 Achievements
4,000 t−CO2

67％ decrease vs. 2012

Rating [2]○▶ Development and spread of LED products ・・・・・・・・・・・・・・・・・・・・・・・・・ P21
・Development (expanded applications) of LEDs similar to sunlight・Development of LED packages for headlamps❸ Contributions as a manufacturer ofenvironmentally-friendly LEDs

・Development and market launch of LED products(high luminance, high eﬃciency)

・Development (expanded applications) of LED ring-like

Theme

Building Recycling Societies

Results of Activities in FY2016

Environmental Preservation and Building Nature-Friendly Societies

Measures Implemented

Themeillumination for cup holders❹ Reductions in waste

Products
・Engineering and technical development of products that are easily(Other countries: Activities to reduce landﬁll waste)

Item
Japan, consolidated

2020 target
10％ decrease vs. 2012

Toyoda Gosei Waste volume per sales unit 12％ decrease vs. 2012
Overseas aﬃliates

6％ decrease vs. 2013

Distribution
・Reduction in packing materials by reviewing packing and packaging speciﬁcations
Item2020 target

ToyodaGosei
豊田合成（株） Packing material used per sales unit 8％ decrease vs. 20122016 Achievements

Rating [2]93［1］7％ decrease vs. 2012

○

［1］

107

7％ increase vs. 2012

×

60［1］

40％ decrease vs. 2013○＊1

▶ Reduction of packaging materials during shipping ・・・・・・・・・・・・・・・・ P25
2016 Achievements
111［1］

11％ increase vs. 2012

Rating [2]×＊3＊1 We have set individual targets for each year to achieve the FY2020 targets, but we did not reach the target for FY2016. In FY2017 we aretrying to achieve further reductions tracking ﬂuctuations in sales.
＊2 Hydroﬂuorocarbon (HFC), perﬂuorocarbon (PFC), sulfur hexaﬂuoride (SF6), methane (CH4), nitrous oxide (N2O), nitrogen triﬂuoride (NF3)＊3 Shipping of spare parts increased with the eﬀects of disaster, and the amount of packing material increased.
［1］Figure when the reference value is taken as 100.
［2］○：Target for year achieved, ×：Target for year not achieved

16

TOYODA GOSEI REPORT 2017

❺ Reduction and eﬀective usage of water

Reduction of water usage

Page

・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

・Elimination of loss by visualization of water usage
・Reduction of water use by recycling, such as reuse of wastewater
Item2020 target

2016 Achievements
86

14％ decrease vs. 2012○

Toyoda Gosei Water used per sales unit 8％ decrease vs. 2012

98［1］2％ decrease vs. 2012

×＊1

75［1］

25％ decrease vs. 2012○

Overseas aﬃliates

P25

Rating [2]Japan, consolidated［1］❻ Control/reduction of substances of concern

Strengthened management of chemicals ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
contained in products

P26❼ Reduction of VOCs＊4

Reduction of substances of concern in production processes ・・・・

P26

・Promotion of global control

・Substitution of paint, washing thinners
・Amounts of these substances were optimized and decreased with new and reconsidered processes
Item
Japan, consolidated
Toyoda Gosei

2020 target

VOC emissions per sales unit 6％ decrease vs. 2012

❽ Reduction of exhaust gases

2016 Achievements

Rating [2]8020％ decrease vs. 2012

○

93［1］

7％ decrease vs. 2012○

［1］

Vehicles with lower NOX and SOX are adopted when vehicles----

・Adoption of low exhaust vehicles

need to be replaced❾ Nature-friendly activities with ties to the community

Cleaning of Fujimae tidal ﬂats, tree planting at Millennium Hope Hills----

Plant aﬀorestation activities at sites worldwide ・・・・・・・・・・・・・・・・・・・・・・

P27

Biotope creation using a regulating pond at the Heiwacho Plant ・・・・・・・

P27

Contributing to the creation of livable communities ・・・・・・・・・・・・・・・

P46

Contributing to the creation of livable communities ・・・・・・・・・・・・・・・・

P46

・Activities in conjunction with all of Toyota, government agencies, and NPOs
・Expansion in the area of natural organism growth in the Toyoda
Gosei Group (plant aﬀorestation, biotopes)❿ Environmental contributions to the community

・Contributing to local communities through environmental activities including
leading-edge eco plants (Education for local residents, children, others)⓫ Social contribution activities and support for related projects

・Community beautiﬁcation with a global cleanup
・Support for related projects (Toyota Shirakawa-Go Eco-Institute,Japan Business and Biodiversity Partnership)⓬ Contributions to environmental policy・Contributions to environmental policy and reductions of aﬃliatedorganizations (Japan Auto Parts Industries Association,
Japan Rubber Manufacturers Association, others)⓭ Consolidated environmental management▶ Participation in the environmental policy of the Japan Auto
Parts Industries Association, Japan Rubber Manufacturers
Association, others

Environmental activities ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

----

P28

Soil/groundwater preservation ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

P28
P29
P29
P29
P29

Green procurement ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

P45

Environmental training ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

・Activities to raise employees environmental awareness・Systematic environmental education
・Environment Month activities spread globally
・Information and education through in-house newsletters and other activities

P30

Environmental education ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

P30⓰ Active disclosure of environmental information andenhanced communication activities

Issuance of Toyoda Gosei Report 2016----globally・Strengthened compliance management
・Activities to reduce environmental impacts

Environmental Management

Building Recycling Societies▶ Reduction of waste material during production ・・・・・・・・・・・・・・・・・・・ P23
・Stabilization of mixed compound (rubber) physical properties
・Training die maintenance personnel at international locations
・Lower volumes of core metal washing wastewater

Results of Activities in FY2016

・Enhancement of consolidated environmental management activities▶ Development of product recycling technology ・・・・・・・・・・・・・・・・・・・・ P23

recyclable for eﬀective use of resources

・Reductions in raw materials with lighter weights
Production
・Measures against emissions sources by raising yield・Promotion of in-house recycling of rubber, plastic, metal, etc.
・Making waste into resources
・Japan : Continuation of moving toward zero landﬁll waste

Measures Implemented⓮ Coordinated environmental activities with business partners

・Enhanced activities in coordination with materials and parts suppliers
・Enhanced control of substances of concern included in parts, raw materials,

Maintenance of environmental management systems with international aﬃliates ・・・
Environmental audits ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
Strengthened control with compliance/environmental no defects/complaints activities ・・・・
Proper disposal and storage of devices containing PCBs・・・・・・・・・・

and production equipment supplied to Toyoda Gosei

・Compliance with environmental regulations at suppliers and requests
for voluntary activities to improve environmental performance⓯ Stronger employee training and education activities globally・Enhanced provision of product environmental technology
・Continued publication and enhanced content of the Toyoda Gosei
Report (once/year)

・Enhanced environmental communication activities
・Information disclosure to assessment organizations whenever possible＊4 VOC : Volatile organic compounds

Environmental data is available on our website. For CO2 emissions we received third-party veriﬁcation. http：//www.toyoda-gosei.co.jp/csr/
TOYODA GOSEI REPORT 2017

17

100

20

15.4

14.3

＊4

10

15.4

vs. FY2012

14.3

＊4

（12.8）
TargetTarget17％ decrease
20
0

100

10

50

15.4
2012
2013
（Base year）（12.8）

2014

2015

14.3
2016

vs. FY2012
vs. FY2012

＊4

100
0

2020
（Fiscal year）（12.8）

2016

100
0
0
2013
20202012（Baseyear）
year）（Fiscal
50

0

2007

2014

2015

Target50

17％ decreasevs. FY2012

2016

Target350kw

2002010 2011 2012 2013 2014 2015 2016 2017（Fiscal year）

2007

Percent decrease in CO2 emissions per sales unit
FY2016 (Compared against FY2012)

Japan, consolidated＊4

Toyoda Gosei Co., Ltd.＊4＊1 Scope 1 : ‌Volume of greenhouse gases directly emitted bycorporations themselves (fossil fuel, natural gas, etc.)＊2 Scope 2 : ‌Volume of greenhouse gases indirectly emitted(electric power, etc.)＊3 Scope 3 : ‌Volume of greenhouse gases indirectly emitted bycorporations in their supply chains (production,transportation, business trips, commuting, etc.)

Percent decrease in CO2 emissions

FY2016 (Compared against FY2012)

Toyoda Gosei Co., Ltd.＊4

％ 2％
％
％
4
13
7
decrease decrease increase
decrease
Global, consolidated

18

TOYODA GOSEI REPORT 2017＊4 ‌We have set individual targets for each year toachieve the FY2020 targets, but we did not reach thetarget for FY2016. In FY2017 we are trying to achieve
further reductions tracking fluctuations in sales.

Liquefied natural gas (LNG) was introduced at the
Morimachi Plant and the boiler fuel was switchedfrom fuel oil to LNG, saving 2,000 t of CO2 annually.
The steam that has been used in production
processes to date was generated in boilers that used
（海外）
heavy oil as fuel, but this was converted to LNG.
With
6,000
15,0004,000

Previous

2,000
0

Steam
Zhangjiagang TGP

Tianjin TG 10,000

Closed heaters
Foshan TG

Furnace

LPG

2016
Inazawa
Plant

2015

0
0
2013
20202012
Target200（Baseyear）
year）（Fiscal

350kw

5,000

2010 2011 2012 2013 2014 2015 2016 2017（Fiscal year）

15,000

4,000

Tianjin TG 10,000
Zhangjiagang TGP

2,000
0

Foshan TG

2007

2014

2

5,000

2010 2011 2012 2013 2014 2015 2016 2017（Fiscal year）

2,000t-co²/year reduction

this change CO2 emissions have been greatly reduced. It
has also led to reductions in sulfur oxides (SOx) andnitrous oxides (NOx), which are causes of environmental
pollution. A switch to LNG from the liquefied petroleumgas (LPG) used in production process furnaces is alsoplanned.

Current

New

Steam

Closed heaters

Furnace
Steam boiler (LNG)
LNG
Planned for future

Heavy oil
Heavy oil tank

400

6,000

2007 2010 2011 2012 2013 2014 2015 2016 2017（Fiscal year）
Steam boiler (heavy oil)
LPG
Heavy oilvs.FY2012

（海外）
Other
countries

0

Cumulative output (kw)making improvements. We have expanded these
efforts with the target of using renewable energy
equivalent to 1% of total peak purchased electricity by
FY2017, and begun using solar energy at Toyoda Gosei(Foshan) Auto Parts Co., Ltd. and Tianjin Toyoda Gosei
Co., Ltd. in China. We are also taking appropriate
measures for Scope 1＊1 and Scope 2,＊2 which require
environmental management such as set forth in the
Energy Saving Law in Japan, and disclosing relevant
data for Scope 3.＊350

2

The CO2 conversion factors used for Japan＊6 are the 1990 Keidanren
factors.
The CO2 conversion factors used for other countries are from the GHG
Protocol (2001).
＊6 Electricity : 0.3707t-CO‌
2/MWh, class A fuel oil : 2.69577t-CO2/kL,
LPG : 3.00397 t-CO2/t, town gas : 2.1570 t-CO2/1,000 Nm³,
kerosene: 2.53155 t-CO2/kL, LNG: 2.68682 t-CO2/t,
gasoline: 2.36063 t-CO2/kL(excluding external factors of gas companies’
town gas
heat conversion)

Boiler fuel switched from fuel oil to LNG

Power output (kw)Higher productivity and reduced energy usage resultsin lower CO2 emissions. Toyoda Gosei has long worked
to uncover and take measures against loss throughenergy-saving measures and visualization of powerusage in production processes. In FY2016 we formed
an expert team (in-house ESCO) that began searching
for ways to reduce energy usage for further reductionsin usage. We started a Production Technology
Environment Subcommittee to save energy with new
equipment and advance the development of moreenvironmentally-friendly production technology. We
have made companywide upgrades to air conditioning
equipment installed prior to 2000 for greater efficiency,
resulting in a 36% reduction in energy usage. External
specialists have conducted energy-saving diagnoses atboth domestic and international affiliates and we are

2014

Target10

2014

CO2 conversion factor

Examples of energy savings■ Reducing CO2 emissions by reducing energy loss

0
2012
2013
50
（Base year）

100

2012
2013
（Base
year）
17.3

15％ decrease

Heiwacho
Plant

100

Kitajima Technical Center

10

20
0

0
＊5 Emissions
per sales unit (index) is a figure obtained taking FY2012 as 0
100

400
0

2020
（Fiscal year）

Inazawa
Plant

2015

vs. FY2012

50

17％ decrease
17％ decrease

102＊4■■  ‌SolarTarget
power generation graph
17％ decrease
（国内）
Japan
2014

100

（国内）

Morimachi
Plant

17％ decrease

15.9

Haruhi Plant Safety OfficeTarget

102＊4

vs. FY2012

0

17.3

Miyoshi Distribution Center

2020（Fiscal year）

87＊4

20

Sun Court Inoguchi

2016

Heiwacho
Plant

Horn unit

2015

Morimachi
Plant

2012
2013
（Base year）

2014

Kitajima Technical Center

Toyoda Gosei has developed a pad damper that inhibits uncomfortable steering wheel
vibration while also contributing to lighter weight vehicles. Previously, steering wheels werefitted with internal steering dampers (weights). This controlled uncomfortable vibration but
was counter to weight reduction needs. We therefore devised a structure that gives the
airbag module a damping function by adding damping rubber in the horn unit, one of thecomponents in driver-side airbag modules. This enabled us to eliminate the previous steering
damper, reduce weight by 20%, and improve damping function fourfold by having the airbag
module serve as a damping mass. We plan to extend this approach to similar products.

102＊4

50

vs. FY2012

10
TargetProduction
technology

0

56.0

TargetEmissions per sales unit (index)％ lighter20

2020（Fiscal year）

Toyoda Gosei Co., Ltd.
Power output (kw) Emissions (10,000t CO
2)Emissions(10,000t CO 2)

Materials
technology

100
0

2016

12％ decrease

0020202012
2013（Fiscal（Baseyear）
year）

2016

2015

Power outputEmissions(kw)(10,000t CO 2)

2015

Engineering

Example of energy savings

20

2014

2014

50

vs. FY2012

0
2012
2013
（Base year）

96

17.3

10

Japan, consolidated

Power output (kw)

Target30

12％ decrease■■  ‌‌Product Weight
Reduction Project

Emissions (10,000t CO 2)technology, engineering,and production technology.
We have set the ambitious
target of 20–30% weight
reductions in plastic partsin instrument panels andinterior and exterior partsand rubber products such as
weatherstrips and hoses by
FY2020.

2013（Base year）

Haruhi Plant Safety Office■ Lighter weight products for better automobile fuel efficiency

vs. FY2012

100

Miyoshi Distribution Center

Reducing CO2 emissions

12％ decrease

Emissions per sales unit (index)
Cumulative output (kw)Emissions per sales unit (index)

56.0

49.4
2012

Sun Court Inoguchi

Emissions (10,000t CO 2)

60
0Emissions per sales unit (index)

96＊5

Emissions
Cumulative output(kw)per sales unit (index)

Target20

Cumulative output (kw)

56.0

Global, consolidated

30

Development of pad damper to balance lighter
weight and vibration control in steering wheels

49.4■■  ‌CO
30 2 emissions, CO2 emissions per sales unit (index) 50

Reducing CO 2 emissions by making lighter weight parts for better automobile fuel efficiency,
60 raising
49.4
productivity, and creating more efficient logistics.

In FY2014 we began a working group to makelighter weight products. In FY2015 we established a
Product Weight Reduction Project in the Researchand Development Headquarters to expand andstrengthen the activities of this working group. In
FY2016 we focused on balancing lighter weight withhigh functionality. Reducing product weightcontributes to lower CO 2 emissions, but it also
raises concerns about noise and vibration. Balancing
the two is an issue to be solved with materials

96

2)
Emissions (10,000t CO
Emissions(10,000t CO 2)

Building Low-Carbon Societies

2)
Emissions (10,000t CO
Emissions(10,000t CO 2)

60

Emissions per sales unit (index)
Emissions per sales unit (index)

Environmental report

LPG tank

LNG supply equipment

LNG

TOYODA GOSEI REPORT 201719

Environmental report30

Heat measures for 2nd floor of Building 3,
Morimachi Plant

Activities have continued for the reduction of
three greenhouse gases that are used at Toyoda
Gosei Co., Ltd. Substitution of both the cleaning
gas used in LED chip production and the shieldgas used in the production of steering wheel core
metal was completed by FY2015. The result has
been a 67% decrease in greenhouse gases
compared with FY2012. We will continue efforts
for further reductions.

％ reduction in energy usage

Heat measures taken for the second floor of Building
3 at the Morimachi Plant lowered the summertime
room temperature by 7 ℃. This floor has a lot of
equipment that generates heat, which combined withthe sunlight on the roof made the increased
temperature in summer an issue. Fans were installed
to discharge the heat that accumulated in the upper
air layer and to generate air flows in the lower layer(below human height) to circulate air. A roof coverwith insulating material was also installed to lower theroom temperature, cutting the energy used for air
conditioning 30%. The improved work environment
also contributed to productivity. Next up are plans todo the same thing for the second floor of Building 2.

Installation of roof coverwith insulating material
ExhaustExhaust fan
Air ﬂow
generating fan

Hot air
Installation of air ﬂow
generating equipment

Percent decrease in greenhousegas emissions (6 gases)

Air ﬂow generating fan

FY2016 (Compared against FY2012)

Introductionof outside air

Eﬀectivetemperature−7℃

67％ decrease■■  Trend‌in greenhouse gas (6 gases) emissions (CO2 equivalents)
Toyoda Gosei

Toyoda Gosei Co., Ltd.

2.0
Target1.3

62% decrease

1.0

vs. FY2012

0.4
0

2012
2013
（Base year）

2014

2015

2016

(0.5)
2020
（Fiscal year）＊4 H ydrofluorocarbon (HFC), perfluorocarbon (PFC), sulfur
hexafluoride (SF6), methane (CH4), nitrous oxide (N2O), nitrogen
trifluoride (NF3)

Environmentally-friendly LEDs
■ Development and spread of LED products

80

Switch to inflator pressure test with an induction
heating system to reduce heating energy
In previous pressure tests for airbag inflators,
which are filled with high pressure gas, theinflator was put in a high temperature tank thatuses an electric heater. As the tank is heated,
the pressure of the gas inside the inflator
increases to check its pressure capacity, but thisheating took a long time. With adoption into theheating system of induction heating thatincorporates new conditions (coil shape,
diameter, etc.) that can efficiently and uniformly
heat the inflator body, electric furnace heat-up

Reductions in 6 greenhouse gases＊4

Emissions (10,000t CO2)

Examples of energy savings

The focus in LED products for many years wasdevelopment of highly efficient LEDs, but in
FY2014 we began putting more emphasis on
attractiveness. We recently developed a sunlight
LED, in which we sought natural color close to thatof sunlight that show things such as human skinand commercial products more naturally andbeautifully. We attempted to improve the qualityof light, moving from simple visibility to light that isbeautiful.
To promote the spread of LEDs, we haveparticipated in lighting exhibitions and events inmany countries to increase the recognition of our
LED technology and the attractiveness of our
products. In FY2016 we exhibited our LED

reduction in energy％ use per inflator

time could be shortened significantly, reducing
the energy needed for heating 80%. The
equipment is also smaller, so space is also saved.
Previous

Development

Air
Product
Produce
IH coil
Magnetic ﬁeld

Electric
furnaceproducts at shows in Thailand, India, andIndonesia, focusing on the ASEAN area where LEDs
are expected to come into wider use. This also led
to cooperation with a Thai lighting manufacturer.
We have been switching to LED lighting at
Toyoda Gosei Group companies in the Americas,
China and Europe, and will next begin doing this in
the ASEAN area as well to contribute to the global
environment.
At Toyoda Gosei Co., Ltd. we began switching to
LED lighting in 2011, and by 2012 had replaced
about 70,000 fluorescent lights with LEDs. In
FY2016, we began using LEDs for high-ceiling lights
in our Bisai and Haruhi Plants, replacing a total of
2,300 lights with LED lighting.

■ Reducing CO2 emissions by reducing transportation loss■■  ‌Three key activities in reducing CO2 emissions in distribution❶ Increase‌load efficiency and reduce the number of vehicle trips❷ Change‌routes and shorten routes with production near customers❸ ‌Explore means of transport with low CO2 emissions
20

TOYODA GOSEI REPORT 2017■■  ‌CO2 emissions and CO2 emissions per sales unit (index)
in distribution＊3

Toyoda Gosei

96

2.0

1.0

1.17

1.07

0
2012 2013（Base year）

100
Target8% decreasevs. FY2012

2014

2015

2016

2020
(Fiscal year)

50

0

Emissions per sales unit (index)(Scope : Delivery distribution, in-process distribution, procurement distribution）

Emissions (10,000t CO2)

To reduce CO2 emissions during transportation,
we are improving truck loading efficiency andallocating trucks with the aim of shorter
distribution flows. In FY2016, continuing from theprevious year, Toyoda Gosei Co., Ltd. expanded
direct delivery of products from the factory
without going through a distribution center. For
customers with increasing delivery volumes due tothe startup of new products, we obtained consent
for direct deliveries from the beginning to reducetransportation loss. We have also worked withquality control departments to increase thenumber of parts packed in reusable shipping
containers where possible to find an optimal
number. The result has been a reduction in CO2emissions by reducing the total number of reusable
shipping containers and the number of truck trips.

＊3 ‌Emissions per sales unit (index) is a figure obtained taking
FY2012 as 100

Percent decrease in distribution CO2 emissions per sale unit
FY2016 (Compared against 2012)

4％ decrease
Toyoda Gosei Co., Ltd.

Sunlight LEDs

Glass-encapsulated LEDs

LED Expo New Delhi 2016

Lighting Fair 2017

LED example

Development of LEDs similar to sunlight

蛍光スペクトル

Emission spectrum

Toyoda Gosei has developed LEDs with a natural color close tothat of sunlight. In FY20126, we focused on sunlight LEDs thathave better light quality in addition to brightness and efficiency. By
optimally mixing the red, green, and blue phosphors that create
color and applying them to a purple LED, we achieved a spectrum
close to that of sunlight. A joint evaluation with Chiba University
demonstrated that these LEDs were the best at reproducing theway objects look under sunlight. These sunlight LEDs are promising for inspection processes andmuseums where the way things look is very important, and for hospitals and day care facilities thatneed a pleasant lighting atmosphere.

TOYODA GOSEI REPORT 201721

Environmental report

Building Recycling Societies

LED example

A Toyoda Gosei first!

Toyoda Gosei Co., Ltd. has for the first time developed
LED packages for headlamps. These products have little
color variation and are bright and highly efficient. They
consume less than half the energy consumed withhalogen headlights. The heat dissipation component of
the product could be made smaller by increasing heatdissipation with technology to connect the LED element
and substrate with the surface, contributing to smaller
overall light size and greater reliability.
We will continue to develop LED packages that areeven smaller and more energy efficient, contributing to
improved headlamp designability and lighter weight.

We use resources effectively through product design that reduces waste and water usage and makes
recycling easier, contributing to a recycling society.

Reduction of waste■ Development of product recycling technology
We develop and engineer products andmaterials that are easily recyclable and develop
waste recycling technologies with considerationof the entire lifecycle of automobiles. We haveestablished recycling techniques for products that
previously used several kinds of rubber andproducts that combined rubber and othermaterials. These recycling efforts were continued
in FY2016 for effective use of resources.

Newly developed LED light sourceof automobiles

Development of LED
illumination for cup holders that emit ring-shaped light

Measures implemented

New recycling・ ‌Composite material separation technology・ ‌New recycling technology(high quality material recycling)

Use of recycledmaterials in vehicles

・ ‌End-of-life vehicle recycling technology・ ‌Development of applications forrecycled materials

Product design foreasy recycling・ ‌Product design for easy dismantling・ ‌Materials and composition changes foreasy recycling

Amount of waste (t)20,00014,223
10,0000100

014,2232016 20202012 2013 14,044
2014 2015 14,044(Base year)（FiscalTargetyear）
Target

10% decrease

10,000vs. FY2012

0
2015
2012 2013 20122014 2013(Base year)(Base year)

0

93
100

93

20,000

2014
2016

50

10% decreasevs. FY2012

50

002015 2016 2020
2020
（Fiscal year） （Fiscal year）

40,000100

36,69160

20,00026,76660,0000

Target6% decreasevs. FY2012
150

2013
2014
40,000(Base year)

2015

2016

50
150

0
2020
100
（Fiscal year）100

36,691
36,69160 unit (index) 60＊2 Waste‌
volume per sales
is a figure obtained taking
FY2012 as 100
20,00026,766

Target50
26,7666% decreasevs. FY2012

Target6% decrease50

vs. FY2012

0
0
0
2020
2015 20142016 20152020 201620132014 2013(Base year)（Fiscalyear）(Base year)（Fiscal year）

0

Japan, consolidated

Toyoda Gosei Co., Ltd＊1 Overseas affiliates(compared with FY2013)

7％ decrease 7％ increase 40％ decrease＊1 We have set individual targets for each year to achieve the FY2020
targets, but we did not reach the target for FY2016. In FY2017
107＊1weare trying to achieve further reductions tracking fluctuations in sales.

20,00012,844

12,84410,000

107

107

＊1

＊1

20,000100

02012 201312,844(Base year)2014

12,5472015
Target2016

vs. FY2012

2014
2016

vs. FY2012

Amount ofinternal reuse
3,898t100

2020
Target50 12% decreasevs. FY2012

Amount of compensated recycling(payment received)
6,919tAmount of paid recycling(payment made)12,539t〈99.9%〉

Amount of
landﬁll waste
0t (0%)

050

002015 2016 2020
2020
（Fiscal year） （Fiscal year）

Numbers in parentheses are the proportion of discarded materials volume

Amountof waste
12,547t〈100%〉

50

12,547（Fiscal year）

12% decrease

10,00002012 2013 20122014 20132015(Base year)(Base year)

0

Target12% decrease

10,000Toyoda Gosei Co., Ltd.
20,00012,547100■■  ‌Amounts of waste generated and disposed of(results for FY2016 : Toyoda Gosei)
Waste volume per sales unit Waste(index)volume per sales unit (index)

20,000150

Waste volume per sales unit (index)

40,000

Amount of waste (t)Amount of waste (t)Amount of waste (t)60,00060,000FY2016（Compared against FY2012）

Waste volume per sales unit (index)

vs. FY2012

Japan, consolidated

Percent decrease in discarded materials volume per sales unit

Amount of waste (t)Amount of waste (t)TargetOverseas affiliates

TOYODA GOSEI REPORT 2017

Key items

Amount of waste (t)14,044■■  ‌Waste volume, waste volume per sales unit (index)＊2
10% decrease 50
10,000Waste volume per sales unit Waste(index)volume per sales unit (index)

To reduce waste in production processes, wehave been taking measures to combat waste at its
source and recycle. In FY2016, reduction activities
were conducted based on genchi-genbutsu at eachplant and item identification by outside experts.
The result was less rubber, plastic and liquid waste.
Efforts for liquid waste led to a reduction of 5.8% in
total discharge. Study sessions were also held to
93 domestic
20,000promotewaste reduction at bothand100
overseasGroupcompanies.
14,223Using a single LED light source and ring-shaped light
guiding lens, we developed LED illumination thatindirectly lights the inside of cup holders. The same
luminescent state as in an actual automobile wasvirtually reproduced with optical analysis of the light,
and we used these findings in the design. A uniformring-shaped light emission was achieved by optimizing
the light guide, reflection, and diffusion methods. This
increases the convenience of cup holders at night andalso contributes to the vehicle cabin mood with a senseof luxury. We will continue working to raise the productappeal of automobile interior lighting.

22■■  ‌Development of technology for end-of-life vehicle parts recycling■ Reduction in waste during production

Waste volume per sales unit (index)

Lens

shade

Amount of waste (t)Amount of waste (t)Development of LED packages for headlamps

Amount ofincinerated waste
8t〈0.1%〉TOYODA GOSEI REPORT 201723

Environmental report■ Reduction in product packing material during distribution

compounds are stored. We have reduced
defects through measures such as increasing
compound storage areas, using air conditioning,
and installing fans to circulate the air in
production processes so that materials can besupplied to downstream processes while
maintaining the same temperature.

Toyoda Gosei Co., Ltd. 2
Percentage decrease in theamount of distribution packing
material used per sales unit

11％ increase

Toyoda Gosei Co., Ltd.

(range: delivery logistics, in-process logistics, procurement logistics)

111

1000

Product defects reduced

20%

FY2016 (Compared against 2012)

0
2012
2013
(Base year)

2015

2016

2020
(Fiscal year)0＊3 Amount used per sales unit (index) is a figure obtained taking
FY2012 as 100

3

8% decrease200
vs. FY2012

2012
2013
(Base year)

2014

2015

2016

Released intosewer system 96%

400

75

0

202

2012
2013
(Base year)

50002020 2012
2013(Fiscal
(Base
year)
year)

100

86
237

Target8% decrease50

vs. FY2012

2014

2015

2016

2020
(Fiscal year)

0

Toyoda Gosei Co., Ltd.＊4

Overseas affiliates

Water use (10,000 t)

0

Water use per sales unit (index)

2020(Fiscal year)

14％ decrease 2％ decrease 25％ decrease
Japan, consolidated

200

184

＊4 We have set individual targets for each year to achieve the
FY2020 targets, but we did not reach the target for FY2016.
100
In FY2017 we are trying to achieve further reductions
tracking
fluctuations in sales.

Toyoda Gosei Co., Ltd.

98

2014

2

0
0
2020 2012
2013(Fiscal
year)
(Base
year)

2014

2

TOYODA GOSEI REPORT 2017

25

＊3

200

165

184

0
2012
2013
(Base year)
200

100

184

Target8% 100decrease

100

0
2012
2013
(Base year)

vs. FY2012

2014

2015

2016

50

Overseas affiliatest/ year

200

260

2016

FY2016 (Compared against FY2012)

Water use (10,000 t)

200

Target100

2015

Water use per sales unit (index)

Water use (10,000 t)

237

400

2014

Percent decrease in water usage volume per sales unit

204

400

100

75
200

202

2015

2016

Target8% decreasevs. FY2012

0
2012
2013
(Base year)

2014

2015

2016

2020
(Fiscal year)

50

0

400
100
100
＊5 Water use per sales unit (index) is a figure obtained taking
75
FY2012 as 100
Target202
8% 200decrease
50
vs. FY2012

2014

204

Water use per sales unit (index)

69t/ year →

260

Water
component0

Oil component(condensed liquid)

Waste
4%

86

Water use per sales unit (index)

Membranepermeable

Membrane impermeable%

Water use (10,000 t)

Oil separator

400

2013

0
0
2020 2012
2013(Fiscal
(Base
year)
year)

204

Target8% decreasevs. FY2012

2014

2015

2016

2020
(Fiscal year)

50

0

Water use per sales unit (index)

TOYODA GOSEI REPORT 2017

Release agent
washing waste liquid

96

2012

Japan,
consolidated
(Base
year)

Water use per sales unit (index)

24

Waste reduced■■  ‌‌Water
use and water use per sales unit (index)＊50

Water use (10,000 t)＊1 Chemical agents used to smoothly remove products from dies.

Aggressive efforts are being made to identify loss
and make improvements in order to reduce water
usage volumes. One such effort was to review therubber material cooling method in the Haruhi Plant.
By400
installing freezers, we are able
to reuse water
100
86that was previously discarded, reducing water260
consumption.
237
Target8% decreaseWea renewed
50
200 will continue these efforts withvs. FY2012
awareness of the importance of water.

Water use (10,000 t)

Waste water from the washing of release agents＊1 in thesteering wheel core bar process has been reduced with
the introduction of oil separators. This resulted in a 96%
decrease in waste material. The waste liquid discharged inthis process includes very small amounts of oil, andpreviously all of this liquid was treated as waste. Now, byfiltering this liquid with a membrane that allows water but
not oil to pass, oil and water are separated based on theproperties of the waste liquid. As a result, only the oil that
does not pass through the membrane needs to be treatedas waste.

2014

Decreased water usage and effective utilization

Water use (10,000 t)

Lower volumes of core metal washingwastewater

50

vs. FY2012＊2 Shipping‌of spare parts increased with the effects of disaster,and the amount of packing material increased.

The product defect rate was decreased 20% byimproving the skills of die maintenance personnel. A skill
survey of die maintenance personnel at international
locations in 2012 revealed inconsistencies between
individuals. We opened a dedicated training area in the
Nishimizoguchi Plant in 2014 with the aim of developing inhouse instructors for various locations. A three-month
curriculum was created for the stepwise acquisition ofskills. By February 2017, 24 people from 18 overseas
locations and three people from two domestic locations
had completed this training. Regular maintenance and highlevel in-house repair has contributed to prevention oftrouble during forming caused by die defects, and tomaintaining stable product quality.

Water use (10,000 t)

Training die maintenance personnel atinternational locations

Target8％ decrease

500

＊

100

819

740

Amount used per sales unit (index)％■■  ‌Amount of distribution packing material used/Amountused per sales unit (index)*2

Water use per sales unit (index)

Solid material defects were decreased 50% bystabilizing the physical properties of the rubbercompounds used in extrusion parts. These
compounds are mixed with added chemicals sothat they must be used within a certain time.
Changes to the physical properties before theuse-by date can be inhibited by maintaining a
constant room temperature (～20℃) where

50

Defects reduced

Annual reduction targets are set for the amount ofpacking material used during product transport, andwe continue to make improvements. In FY2016, weraised the utilization rate of washing machines forreusable containers to keep these containers clean.
This reduced the use of packing materials to protect
products from getting dirty. We were also able toreduce the number of containers themselves by
increasing the packing density in reusable containers(see p.20), leading to reductions in packing material.
We will continue kaizen activities that aim to bothmaintain product quality and reduce waste.

Water use (10,000 t)

Stabilization of mixed compound (rubber)
physical properties

Amount used (t)Example of waste reduction

Environmental report

European REACH regulations and EU RoHS＊4 Directive
so that we will be able to respond quickly whenthese laws are amended. To respond to demands
from automakers in various countries, an expert teamhas been organized for global comprehensive
management of chemical substances, creating
mechanisms and developing systems for use inJapan, China, Thailand, Vietnam, and Indonesia. We
will continue introducing such mechanisms andsystems where they are not yet in place.

Regulations on chemical substances that impact
the environment are becoming stricter each year.
One example is the European REACH＊1 regulations
on the safe use, handling, and application ofchemical substances. An increasing number ofcountries are also establishing new regulations, andautomakers are stiffening self-imposed regulations.
Toyoda Gosei Co., Ltd. manages about 5,500
chemical substances under domestic and overseas
regulations, automakers’own self-imposed
regulations, and our own in-house regulations.
In FY2016, we monitored the trends in the 2019

＊1 Registration, Evaluation, Authorization and Restriction ofChemicals■■  ‌Chemical substance regulations in each region
Year

～2012

2013

2014

2015

2016

2017

2018

2019

2020

EU End-of-Life Vehicle (ELV) Directive＊2
Annex II revision＊3
EU REACH regulations

SVHC＊5 74 substances 54 additional SVHC 7 additional SVHC 7 additional SVHC 6 additional SVHC
13 additional SVHC
6 additional SVHC 4 additional SVHC 2 additional SVHC
14 substances requiring
authorization/designation
EU CLP Regulation

8 substances requiring
authorization/designation

4 additional SVHC

381

250

Target6% decreasevs. FY2012

0

2012
2013
(Base year)

2014

2015

2016

2020
(Fiscal year)

50

0

93

427

362

2012
2013
(Base year)

Target6% decrease

250

0

100

50

vs. FY2012

2014

2015

2016

2020
(Fiscal year)0＊8 Emissions
‌
per sales unit (index) is a figure obtained taking FY2012 as 100

Activities for living with nature that build ties with the community■“Plant Afforestation”projects at locations worldwide
Together with local communities, we create
environments that coexist with nature. In thisprogram, trees of various species suited to the local
environment are planted at high density. They growthrough competition, becoming“true woodlands”
that are resistant to natural disasters. Employees,
their families, and community members participate
in the tree planting, and various events conductedon the planting day are organized to foster solidarity
among participants. After the tree-planting,State of growth

employees continue to manage the planted areas,
weeding and recording observations of tree growth.
Seedlings grown from seeds in the company areused in planting events. In FY2016, trees wereplanted at TG Minto Corp.
No. of trees (cumulative)
and the Nishimizoguchi Plant (2009–2016)
in Japan, brining the total
over eight years toapproximately 290,000 trees
in 25 locations worldwide.

Approx.

290,000

Tree planting events

9 substances requiring
authorization/designation

North
America◆ TSCA revision

USA EPA Action Plans

Federal law takes priority

Movements for individual state regulations

China / Provisions on Environmental Administration of New Chemical Substances◇ China / Air Quality Assessment
in Cars revised guidelines

China / Guidelines for Air Quality Assessment in Cars (GB/T)

China / Compulsory ◆ China / Hazardous Chemical Safety Control Ordinance
Product Certification
regulations◆ China / ELV management requirement
South Korea / Revised ELV and RoHS regulations◆ South Korea / REACH◆ China / Revised RoHS

◆ Taiwan / Toxic Chemical Substance Control Act＊2 ‌Restrictions on the use of substances of concern contained in
automobile parts and materials＊3 ELV appendix＊4 ‌Restrictions on the use of specific hazardous substances contained inelectrical and electronic equipment＊5 Substances of high concern■ Reduced use of substances of concern in production processes
In production processes, we are switching towater-based paint and release agents, making
painting lines more compact, improving coating
efficiency, abolishing the acetone that was previously
used in washing after LED chip supplier polishing,
and reducing substances subject to the Pollutant
Release and Transfer Register (PRTR) and volatileorganic compounds (VOCs). We are sharing
Percent decrease in VOC emissions per sales unit
FY2016 (Compared against 2012)

Japan, consolidated

Toyoda Gosei Co., Ltd.

20％ decrease 7％ decrease
TOYODA GOSEI REPORT 2017

information on examples of reducing VOCs on site
at plants to promote VOC reduction activities.
■■  ‌Volumes and flow of emitted PRTR substances(Unit: t)

Atmospheric emissions
115

Chemical
substances
handled945
Released Released
into
into
waterways sewers
0.20
0.05

Heiwacho Plant / Japan
November 2009 tree planting

Heiwacho Plant / JapanMay 2016

Recycled
35

Based on the idea of raising environmental
awareness through activities to protect nearby
nature and creatures in the local environment, theMiwa Technical Center established a biotope pondin one corner of the plant grounds in FY2014. In
FY2015, the Toyoda Gosei Group formulated
biodiversity guidelines, which are important in
conducting nature-friendly activities. Activities arealso conducted in conjunction with Toyota Group,
government agencies and NPOs. One is thecreation of biotopes using factory regulating ponds.
Biotope creation began with a survey of theecosystem around the Heiwacho Plant, andultimately we are looking to spread this activity to

Amounttransferred
as waste
114

Nishimizoguchi Plant / Japan
Tree planting May 2016

Disposal(amount
treated)218

other companies and plants.
As advance preparation, the current regulating
pond was surveyed. Non-native plants were
exterminated and fragrant eupatorium were grown
to inhibit the propagation of non-native species.
Further biological surveys and area development
will be done in coordination with the Toyota Groupand the Bisai Seibu Ecosystem Network Council.＊9＊9 ‌One of nine councils in Aichi Prefecture, established in November 2016.
It consists of 45 NPOs, schools and other organizations in western Bisai,
and is active in forming ecosystem networks in the western Bisai region.

Conceptual
drawing

Common reed,Japanese torreya

Rare
tree
species

Products
463
Released
into
soil
0

TG Minto Corp. / Canada
Tree planting September 2016

■ Biotope creation using Heiwacho Plant regulating pond

Japan / Chemical Substances Control Law: Amendment

26

454

500

Classification, labeling notification

Asia

Laws and regulations

EuropeEU Restriction of Hazardous Substances (RoHS)＊4 Directive revision

80

Emissions per sales unit (index)■ Strengthened control of chemicals contained in products

100

Emissions (t)Control and reduction of substances of concern

Toyoda Gosei Co., Ltd.

500

Emissions per sales unit (index)

Together with efforts for environmental preservation, we recognize the importance of environmental
protection and biodiversity and are working to build a society that lives in harmony with nature.

Japan, consolidated

Emissions (t)Environmental Preservation and Building Environmentally-Friendly Societies■■  ‌VOC emissions/emissions per sales unit (index)＊8

Waterway

Elimination of non-native species

Waterway after dredging

Cattail

Insect path
Plant wooded area

TOYODA GOSEI REPORT 201727

Environmental report

Environmental Management■ Environmental audits

We have ongoing employee training and education programs for environmental preservation.

Strengthening coordinated environmental management■ Environmental activities
The entire Toyoda Gosei Group pursues
environmental management. We began collecting
environmental data from Japanese affiliates in2001 and from international affiliates in 2003.
Based on that data (CO 2 emissions, waste

volumes, water usage volumes, VOC emissions),
we set annual targets and carry out reduction
activities. In FY2016, Group companies
collaborated strongly in conducting these
activities.

■■  ‌Production sites targeted for environmental activities● Haruhi Plant● Saga Plant● ‌Nishimizoguchi● ‌Morimachi● Seto Plant● Heiwacho
‌
Plant

Plant

ToyodaGosei● ‌TG Missouri Corporation● ‌TG Kentucky, LLC

Kanagawa Plant● ‌TG Automotive Sealing Kentucky, LLC● Fukuoka Plant● ‌TG Fluid Systems USA Corporation● ‌Kitakyushu

Plant● Ichiei Kogyo Co., Ltd.
● Hinode Gomu Kogyo Co., Ltd.
● Hoshin Gosei Co., Ltd.
● ‌Toyoda Gosei Interior

Affiliates

in Japan

Manufacturing Co., Ltd.
● Kaiyo Gomu Co., Ltd.
● TG Opseed Co., Ltd.
● ‌TGAP Co., Ltd.

TS Opto Co., Ltd.
TG East Japan Co., Ltd.

● ‌Toyoda Gosei South India Pvt. Ltd.

Regional headquarters: Toyoda Gosei
North America Corp.

Plant● Inazawa Plant● Bisai Plant■ North America● ‌Toyoda Gosei Texas, LLC

Overseas
Affiliates● ‌P. T. Toyoda Gosei Safety Systems Indonesia● ‌Toyoda Gosei Minda India Private Limited● ‌Fong Yue Co., Ltd.
● ‌Toyoda Gosei Australia Pty. Ltd.

■ China
Regional headquarters: Toyoda Gosei (Shanghai) Co., Ltd.〉● ‌Waterville TG Inc.

● ‌Tianjin Toyoda Gosei Co., Ltd.

● ‌TG Minto Corporation● ‌Tianjin Star Light Rubber and Plastic Co., Ltd.

● ‌TAPEX Mexicana S.A. de C.V.

● ‌Toyoda Gosei (Zhangjiagang) Co., Ltd.

● ‌Toyoda Gosei Automotive Sealing● ‌Toyoda Gosei (Zhangjiagang) Plastic Parts Co., Ltd.

Mexico S.A. de C.V.

● GDBR‌
Industria e Comercio de Componentes

Quimicos e de Borracha Ltda.

■ Asia and Oceania
Regional headquarters: Toyoda Gosei Asia Co., Ltd.
● ‌Toyoda Gosei (Thailand) Co., Ltd.

● ‌Toyoda Gosei (Foshan) Rubber Parts Co., Ltd.
● ‌Toyoda Gosei (Foshan) Auto Parts Co., Ltd● ‌Toyoda Gosei (Tianjin) Precise Plastic Co., Ltd.

■ Europe and Africa● ‌Toyoda Gosei UK Ltd.

● ‌Toyoda Gosei Rubber (Thailand) Co., Ltd.

● ‌Toyoda Gosei Czech, s.r.o.

● ‌Toyoda Gosei Haiphong Co., Ltd.

● ‌Toyoda Gosei South Africa (Pty) Ltd.

● Acquired ISO 14001 certification. New companies and main plants aim to acquire ISO 14001 within three years of starting operation■ Establishment of environmental management system for overseas affiliates
Environmental oversight bodies for stricter
environmental management were established in
the Chinese region in 2010, the remaining Asian
region in 2014, and in North America in 2015.

In FY2016, the different regional environmental
headquarters were gathered for a mini-summit.
Information is also shared through regularteleconferences to enhance coordination.

First environmental mini-summit held An environmental mini-summit was held at the
Kitajima Technical Center and Inazawa Plant inJapan in November 2016. The participants wereabout 20 people from regional headquarters
Toyoda Gosei North America Corp. and Toyoda
Gosei Asia Co., Ltd., and Toyoda Gosei Czech,
s.r.o representing European locations. To
strengthen global management in order toachieve the targets of the 6th Environmental
Action Plan and the TG 2050 Environmental
Challenge, participants reconfirmed anddeepened their understanding of the need forenvironmental activities and the roles of regional

28

TOYODA GOSEI REPORT 2017environmental headquarters. Good examples fromvarious locations were also shared and a plant
tour (Inazawa Plant) was held to show examples
of decreasing the environmental burden.

Audits are conducted to assess whether environmental management systems are properly run

ISO 14001 environmental audit Internal environmental audits are carried out byaudit teams composed of members from businessareas outside those being audited in order to raise
the independence and objectivity of the audits.
Toyoda Gosei Co., Ltd. commissions external reviewsby the Japan Quality Assurance Organization (JQA)
to assess whether our environmental management
systems are run properly in accordance with
ISO14001. In 2016 these external environmental
audits again found no issues at Toyoda Gosei Co.,
Ltd. or affiliates in Japan.

External environmental review /Morimachi Plant

Internal environmental audit /Ogawa Industry Co., Ltd.

Overseas environmental audit Environmental audits were performed andimprovements were made from FY2014 to FY2015
at international locations.
In FY2016, voluntary inspections were made ateach overseas location and on-site environmental
audits were made by international regional
environmental headquarters.

■ Activities to eliminate compliance and environmental violations and complaints
Environmental inspections are made at all ofo u r offices each year for maintenance andmanagement. We also analyze problems that occur
at other companies, inspect similar facilities, andtake preventive measures at both domestic andinternational affiliates to make sure that we do notexperience similar problems. In FY2016 inspections
were performed by plant general managers andthe Environment Division General Manager.
Wastewater facilities were a special focus in these
inspections, and preventive measures were taken.

■ Proper disposal and storage of equipment containing PCBs
Law mandates that toxic and persistentpolychlorinated biphenyls (PCBs) must be treatedby March 2027. Toyoda Gosei Co., Ltd. began
outsourcing this treatment in FY2006, and by FY2016
PCB waste from 834 transformers and capacitors had
been treated. Treatment of high-concentration PCB
waste (725 mercury
lamp ballasts andother equipment,
1.6t) was completed
in July 2016. This
completed thetreatment of all highPCB treatment

concentration PCB waste at the company. We arecontinuing efforts to systematically treat lowconcentration PCB waste that has not yet beentreated.
Category
High concentration
PCB waste material（PCB levels:>5,000 mg/kg）
Low concentration
PCB waste material(PCB levels:
0.5–5,000 mg/kg)

Type
Ballast, power
capacitors, etc.

No. ofunits treatedTreatedweight795 units

6.8 t

39 units

60.1 tTransformers,
power capacitors,
etc.

■ Soil and ground water conservation

Sharing good examples at eachlocation

Site tour showing examples of
reduction (Inazawa Plant)

We carefully monitor and treat soil andgroundwater contamination from toxic substancessuch as trichloroethylene, which was formerly used
as a cleaning agent. We have establishedobservation wells at each plant, and regularly
confirm that there is no soil or groundwaterpollution from toxic substances and oils.

Location Target

Status of corrective measures

Purification in progress (proactive treatment,
HaruhiGroundwater
as contamination from off-site sources is possible)
Plant
Because substances we have no history of using
have been detected, regular reports to the
Inazawa
Groundwater government contain results of measurements only
Plant＊
Results below reference values since 2010
(government reports concluded in FY2012)

TOYODA GOSEI REPORT 201729

Environmental report

Enhancement of global employee training and education■ Environmental education
Toyoda Gosei educates employees on environmental problems including the destruction of natureand environmental pollution, the impacts on theenvironment of production activities, andcompliance with environmental regulations. The

Education for new employees

Level-specific training

ISO Education
Aﬃliate Companies
Japan
Overseas

Aﬃliate Companies
Japan
Overseas

Toyoda Gosei
Education for environmental staﬀ

Education for new managers

Education to improve internal auditors skills

Education for those posted overseas

Education to register internal auditors

Education for environmental key persons
Acquisition of environmental education qualiﬁcations
Education for new employees
Toyoda Gosei

Education for environmental key persons
Acquisition of environmental education qualiﬁcations■■  ‌Environmental education system

Toyoda Gosei

content each year emphasizes understanding
Aﬃliate Companiesand
Toyoda Gosei
Japan
Overseas
practices based on legal trends,
with examples
Education for newincorporated
to managers
create specific and understandable
teaching
Education materials.
for those posted overseas

Education for supervising managers

Education for key environmental facility workers
Education for general workers

Aﬃliate Companies

Japan
Overseas
Education to improve skills of environmental
staff Education for environmental staﬀ

In FY2016,environmental
Education
to improve
internal auditorsstaff
skills from affiliatedcompanies
in
Japan
and
other
countries were
Education to register internal auditors
educatedonthetrendsinenvironmental
activities in
Education for supervising managers
Education
keytheenvironmental
facility
workers
theworld forandcontent ofenvironmental
efforts.
Education
for general
workers
In July 2016,
trainingof local staff was conducted
for Toyoda Gosei Asia Co., Ltd., Toyoda Gosei(Thailand) Co., Ltd. and Toyoda Gosei Rubber(Thailand) Co., Ltd. The focus was on raisingknowledge related to environmental management
work and reducing environmental impacts. Examples
were also shared.
Additionally, experts in CO2 reduction and ISO
taught environmental managers from Toyoda Gosei(Shanghai) Co., Ltd. inAugust and from Toyoda
Gosei North America
Corp. in November. In
Japan, environmental
education was conducted
for environmental staff
of TG East Japan Co.,
Ltd. We will continue
environmental education
centered on staff ofregional environmental
headquarters.

Toyoda Gosei Co., Ltd. conducted its firstenvironmental awareness survey of all employees
in Japan. A questionnaire on awareness ofenvironmental trends and Toyoda Gosei’senvironmental activities found that even thoughenvironmental awareness was high, recognition of
the company’s environmental activities was low. It

On-site tour of waste management(Morimachi Plant)

Toyoda Gosei conducts mainly participation-based environmental activities to help employees maintain anenvironmental awareness that can be translated into action.

Educational programs for Environment Month Environmental contribution awards Our“Environmental Contribution Award”systempromotes environmental awareness and activities,
awarding prizes for the most significant results tocompanies and departments in three divisions:
Toyoda Gosei Co., Ltd. plants/offices, production
preparation departments, and domestic affiliates.
In 2016, the award in the plant/office division
was given to the Nishimizoguchi Plant forvisualization of peak electricity and achieving
targets for reducing environmental impacts. The
award in the production preparation category wasAn“Environmental Forum”was held in February
2017 with the aim of raising employees’
environmental awareness. Results of theenvironmental awareness survey were reported
and the need for activities to reach environmental
targets was emphasized. To raise environmental
awareness, a presentation entitled “Trends in
expanding renewable energy to achieve a lowcarbon society”was given by the president of theInstitute of Energy Strategy. A talk was also given
by rakugo performer Unpei Hayashiya on simple
ways to solve environmental problems today from
Edo era environmental recycling.

TOYODA GOSEI REPORT 2017

given to the FC Production Engineering Division for
innovative techniques and product planning andengineering that effectively reduced environmental
impacts in mass-produced products. Among
domestic affiliates, Ichie Kogyo Co., Ltd. wasawarded for achieving environmental impact
reduction targets with companywide environmental
activities, while Hoshin Gosei Co., Ltd. wasawarded for reviewing contracts with the electric
power liberalization and actively pursuing CO2
reductions utilizing power companies.

Environmental forum

Rakugo performer Unpei Hayashiya

Green curtains 
Goya (bitter gourd) and cucumber plants aregrown each summer to create“green curtains”thatcover the south sides of buildings. The purpose is toboth raise employees’environmental awarenessand reduce summer energy use. In FY2016, weagain held a“Green Curtain Contest”for the best
green curtains. Entries were received from fivecompanies/11 locations in the“office category,”
and from 21 people in the“individual category.”

Three offices and three individuals received
awards. In August the goya and cucumbers fromthese curtains were prepared for employees to
eat and enjoy.
In the“Aichi Green Curtain Contest”sponsoredby Aichi Prefecture, the green curtains at our
Heiwacho Plant were selected in the “Office
Division Excellence Award,”and an award wasreceived from Aichi governor Hideaki Omura.

Environmental exhibition

Internal bulletin

Heiwacho Plant

30

was also found that the environmental awarenessof employees tended not to be tied to practice.
Based on the survey results, we will make more
active approaches to general employees andimplement measures that will lead to concrete
environmental activities. The survey will also be
expanded globally.

Environmental forum ■ Environmental education activities

During Environment Month in June of 2016, weconducted educational activities using posters andin-house bulletins. At the same time, we sought
imaginative and original proposals from employees
to improve environmental friendliness and gave
awards for outstanding improvements. In July weheld an“Energy-Saving Exhibition”to show efforts
to save energy and reduce waste. The latest items
were introduced with environmental improvement
activities from inside and outside the company
and the help of specialists. Toyoda Gosei Co., Ltd.
and affiliates in Japan also conducted on-site“environmental management inspections.”

Environmental awareness survey 

Receiving an award from Governor Omura (left)

Goya tasting

TOYODA GOSEI REPORT 201731

Environmental report

Environmental Efforts at Affiliated Companies
Toyoda Gosei Interior
Manufacturing Co., Ltd.

TG Fluid Systems USA Corporation
Steady efforts to reduce energy consumption and waste
and contribute to environmental protection and thecommunity.
TG Fluid Systems USA Corporation (TGFSUS)
manufactures plastic fuel and vapor lines. Its primary
facility is located in Brighton, Michigan, a suburb of
Detroit, with a secondary plant 15 miles away in
Howell. TGFSUS also had a third plant that housed thecompany’s testing lab and some assembly equipment,
but those processes were incorporated into the primary
facility in May 2017.
To reduce CO2 emissions, TGFSUS reclaims the heatgenerated from the compressor house and uses it toheat the plant during the cold winter months, reducing
CO 2 emissions by 32% in 2016. TGFSUS is also
switching to LED lighting from conventional light sourcesin many areas within the company, cutting CO 2
emissions from lighting by 87%. The plant consolidation
mentioned above will improve material flow and allow
the company to reduce logistics loss by reviewing truck
routes and allocation, and greater adoption of LED
lighting in the company will lead to further reductions in
power consumption and decreases in CO2 emissions.
To reduce waste, TGFSUS has worked with its largest
supplier to develop and begin using returnable shipping
containers made of plastic instead of cardboard boxes,
eliminating the use of cardboard shipping boxes. To
reduce scrap in production processes, TGFSUS ensuresthat all levels of the organization understand where
scrap is occurring and seeks employee’s ideas tocorrect issues. TGFSUS is working with Toyota Motor
North America OMDD (Operations Management
Development Division) to create a model production
line to increase efficiency, reduce scheduled downtime
and reduce defects. These activities led to the receipt
of a Quality Performance Award for the third consecutive

LED lighting

DATA

32

Balancing environmental preservation and efficiency
with wisdom and ingenuity, this company promotes
environmental activities in terms of both systems andstructures.

year from Toyota Motor Corporation.
June is Environment Month in the Toyoda Gosei
Group, when Group companies undertake activities toraise environmental awareness among employees.
TGFSUS displayed posters throughout its facilities
encouraging recycling and held an electronics recycling
contest in which individual employees brought inelectronic goods they no longer needed for proper
recycling. It also established its own Green Day on June
23, when employees picked up trash in zones aroundthe plant and conducted various other environmental
activities.
TGFSUS contributes to the community throughsupport of the Livingston County United Way, anorganization that seeks to elevate the quality of life of
all community members, and received a Livingston
county United Way Corporate Excellence Award forvolunteerism and contributions. Over the past several
years the nearby city of Flint has experienced a crisis ofwater supply contamination, and out of concern for thehealth of employees living there TGFSUS has provided
water filtration purifiers that can be attached to homefaucets and set up an onsite filtration system for waterthat employees can take home with them.
TGFSUS’s activities were recognized with an
Environmental, Health & Safety Global Supplier Award
from major customer Kautex in 2016 and a Work Skills
Corporation Employer of the Year award for
employment opportunities provided to individuals withdisabilities.
This social recognition will serve to motivate further
environmental and corporate citizenship activities in
production and engagement with the local community.

Cleanup activity

Environmental, Health & Safety Global
Supplier Award from major customer Kautex▶ Location : Brighton Michigan▶ Business activities : Functional Components▶ Capital : USD10 million▶ ISO/TS16949 : December 2015（Transitioning to IATF 16949/ISO 9001

▶ Established : February 2000

TOYODA GOSEI REPORT 2017

▶ ISO14001 certification : April 2004

expected Sept. 2017）

Toyoda Gosei Interior Manufacturing Co., Ltd. is amaker of plastic interior and exterior parts forautomobiles located east of Nagoya in Togo, Aichi-gun.
Near several Toyota Motor Corporation factories, thecompany is characterized by direct delivery of nearly all
products.
It conducts environmental impact reduction activities
with the main focuses on reducing CO2 emissions andwaste in production, while also conducting activities tocontribute to society.
In reducing CO 2 emissions its efforts have been
focused on effective use of production space. Since
increases in processes with production increases leads
to increased energy use, they have devised tooling sothat multiple product types can be run on a single line.
By making general purpose lines, the energy used perunit of space is decreased. The factory roof was painted
with a thermal barrier coating in FY2015, lowering thetemperature inside by about 2℃ . In addition, CO2
emissions have been cut 5% through efforts to control
and minimize the number of compressors in operation
depending on the load.
To cut waste, they introduced stricter management ofdies in FY2016. The establishment of a dedicatedmaintenance area and planned maintenance based ona chart prepared for each die or mold has enabled
preventive maintenance, and reducing sudden defects
has cut the amount of waste 30%. When purchasing
new dies, they work with the die manufacturer to check

Mixed product line (using rotating tools)

DATA

measures for problems that have occurred in past
manufacturing in order to create dies with great
precision. Through close examination of the intake ofdust, a cause of defects in painting processes, and trial
and error for thorough cleaning, they achieved a defectrate at the 1% level. Waste has been reduced 2.4%.
These activities are done mainly by employees. A cycle
is maintained in which employees work out measures
to reduce defects and the transition to execution as
they raise each other’s awareness. They have also set
up an information sharing station, where they
communicate problems at the start of shifts. These
activities are supported by the environmental awarenessthat reducing defects is linked to environmental
preservation.
In the future they will save energy by moving toelectric fork lifts and updating transformers, while
systematically increasing factory greenery. At the sametime, they will work for a good balance, developing midand long-term plans for environmental activities andfurther raising employees’
environmental awareness.
The company contributes to the community bycleanup of nearby roads. This is beneficial both in termsof the environment and society. Employees also standwatch for traffic safety on a school route near thecompany, and perform other activities for thecommunity.

Information sharing station

Cleanup activity▶ Location : Togo, Aichi-gun, Aichi Prefecture▶ Business activities : M anufacture and processing of▶ Capital : 80 million yen▶ ISO14001 certification : June 2002

▶ Established : May 1961

automotive plastic parts▶ ISO

9001 certification : August 2004

TOYODA GOSEI REPORT 201733

Social Reports

Customer Relations

TQM for a stronger, better company

With priorities on customers and quality,
we are working to constantly improve our products and services and our value as a company.

■ Integrated quality assurance, from development to production■■  ‌Fundamental principles of TQM

Toyoda Gosei ensures quality in all business activities, from development
to production, based on our basic quality policy. Every one of our plants
has obtained certification in the ISO 9001 (JQA-QM7318/QMA11826/
QMA12841) and ISO/TS16949 (JQA-AU124) international standards for
quality management systems. Each plant also sets its own quality control
goals for production. These goals are based on the principles of Total
Quality Management, or TQM—activities designed to enhance the quality of
products, work, and management, and increase the dynamism of individuals
and organizations, through constant improvement and the participation of
all based on the“Customer First” principle. In addition, all Group
companies use our Quality System Global Standards, which incorporate
quality improvement with rules and know-how to ensure quality.

Customer
firstConstant
improvement

TQM
Participationby all34

TOYODA GOSEI REPORT 2017

Small group activity implementation rate atinternational locations (FY2016)

Activities
Improving workplace management

Staff

Small group activities
Improving statistical quality control (SQC)
and quality engineering (QE) capabilities

Line

Small group activities (QC Circles)78%(29 of 37 production companies)

CLOSEUP

CLOSEUP

These activities have been conducted since 2012 to improve
quality in terms of developing both workers and processes withthe aims of cultivating a workplace culture of continuous
improvement and building robust shop floors. In FY2016 targets
were set for activities from the operators’perspectives and inaccordance with the quality level of each process. Once a target isachieved, the area moves on to the next target in an upward spiral.
Kaizen is done for work that is difficult to perform and places
where quality is inconsistent in each section. When the stage isreached with zero complaints, a declaration of assured quality ismade and the executive in charge makes an on-site check of the
improvements that have been implemented. The company
president or executive in charge shake hands with the supervisor
responsible for the manufacturing area to affirm the declaration.

■■  ‌TQM activities at Toyoda Gosei
Managerial

avoiding mistakes.
We also have fulltime auditors who
audit and improve
pr o c e s s e s a t all
produc tion sit es
globally.
A system is in place
Activities for improving trust in the market
so that whenevera quality problem occurs in the market, we can quickly
investigate the causes based on information fromautomakers and implement prevention measures.
When it is difficult to pinpoint the cause of a problem
and develop solutions internally, we work with thequality departments of automakers to take precise
measures to prevent recurrence based on inspections
with test vehicles and other means. In this way weprevent such quality defects from occurring in thenext products.

Ongoing “Quality Assurance Declaration Activities”

corporate structures throughout the Toyoda Gosei
Group. In FY2016 the first TG Global Small Group
Activity Conference was held. Outstanding
examples of kaizen from TG locations around theworld were presented while global TG members
studied and learned from each other.

Level

Monitoring and responding to manufacturing processes and market quality
Defect-free process completion is carried out inproduction and other processes for parts involved in
the basic automotive functions of running, turning, andstopping, as these parts are directly linked to safety.
We want the Toyoda Gosei name to equal quality inthe minds of customers worldwide. For this purpose,
we advance quality assurance declaration activities at
all production locations. This means that all employees
make efforts to improve safety and the people incharge of all manufacturing processes improve quality
through the development of people and processes.
When a mechanism that can ensure the target quality
has been completed and is in place, the manager
makes an“assurance declaration”to the president orsite manager. The president or site manager thenconducts a site inspection. Through“jidoka,”weimprove quality by creating processes that do not
produce or pass on any defects and developing
workers with a high sensitivity to safety and toWith“Customer First”firmly in mind, we carryout TQM programs globally to raise the quality of
products and work to increase individual andorganizational dynamism. All employees makecontinuous improvements from their respective
positions. In this way we build stronger, better

The company
president shakes
hands with thesupervisor who
has completed anassurance declaration
to express
congratulations andaffirm continuation ofactivities.

First “TG Global Small Group Activity Conference” held
The TG Global Small Group Activity Conference wasstarted with the aims of invigorating QC circles and groupkaizen activities for each workplace in the entire TG
Group. Previously presentation conferences were held foreach region—Japan, China/Taiwan, Asia, Americas—but
for the first global conference executives and employees
from a total 13 group companies from Japan, China,
Vietnam, India, USA, and the Czech Republic gathered inJapan. About 240 people listened to ten presentations on
topics including reducing materials loss and raisingproductivity in office work. Outstanding examples ofactivities were shared in the group and participantslearned from each other.

■ Sales activities aligned with customer needs
Toyoda Gosei sales and other departments
meet the demands of customers around theworld, growing sales while building good customer
relationships. We collect and analyze data on
customers’needs and the issues they are facing,

and then work with engineering and other relevant
departments in the company to present
development plans aligned with those needs toprovide products that will satisfy them.

CLOSEUP

Global Sales Meeting
Sales executives from Toyoda Gosei Co., Ltd. Sales
Headquarters and Toyoda Gosei Group companies in theAmericas, China, Europe, Thailand and India gathered inJapan for a Global Sales Meeting. They shared information
on key activities based on issues in each region, anddiscussed how to move toward greater inter-regional
coordination in sales activities for world cars.

On-sitecheck bycompany
president

TOYODA GOSEI REPORT 201735

Social Reports

Employee Relations■ Recognition from customers
Our quality improvement efforts have been recognized by global customers.

We strive to create secure and inspiring workplaces for employees based on respect
for their humanity, with the highest priority on safety.

■■  ‌Quality awards received (FY2016)
Company receiving award

Commending organizationAward■ A global workforce of employees who think and act independently

Hino Motors, Ltd.

Quality Management Award

Suzuki Motor Corporation

Best Partner AwardTG Fluid Systems USA Corporation

Toyota Motor North America, Inc.

Excellent Quality AwardGDBR Industria e Comercio deComponentes Quimicos e de
Borracha Ltda.

Toyota Argentina S.A.

Quality, Delivery, Cost Certificate Award

To raise the collective strength of
Toyoda Gosei globally, we are striving todevelop people who can contribute tothat end and to create workplaceenvironments where each employee candisplay his or her full abilities.

Honda Automoveis Do Brasil Ltda.

Quality, Delivery Excellent Award

Framework for personnel development that supports growthTai-yue Rubber Industrial Co., Ltd.

Yulon Nissan Motor Co., Ltd.

Superior Manufacturer Award

In the Toyoda Gosei Group, ourpersonnel management system features
aspiration interviews and visualization of
mid-and long-term career design foreach employee, as well as rotation ofyoung employees so that theyexperience a wide range of work. We
are also enhancing our level-specificand specialty training to give employees
opportunities to acquire needed
abilities and skills.

Toyoda Gosei Co., Ltd.

Tianjin FAW Toyota Engine Co., Ltd.
Tianjin Toyoda Gosei Co., Ltd.

FAW Toyota (Changchun) Engine Co., Ltd.
Great Wall Motor Co., Ltd.

Toyoda Gosei (Zhangjiagang) Co., Ltd.

Toyoda Gosei (Foshan) Auto Parts Co., Ltd.
Toyoda Gosei Minda India Pvt. Ltd.

Quality Improvement AwardGAC Toyota Motor Co., Ltd.
Tianjin FAW Toyota Motor Co., Ltd.

Toyoda Gosei (Foshan) Rubber
Parts Co., Ltd.

Quality Achievement Award

Quality Excellence Award

Quality Cooperation Award

Toyota Kirloskar Motor Pvt. Ltd.

Appreciation Award for Quality Activities

Toyota Kirloskar Auto Parts Pvt. Ltd.

Zero Defect Supplies

Minda TG Rubber Pvt. Ltd.

Toyota Kirloskar Motor Pvt. Ltd.

Best Quality Supplier

Toyoda Gosei UK Ltd.

Jaguar Land RoverQuality Award
Supplier Superior Award in Quality Management

17

Aspirationinterview

Superiors andsubordinates discusschallenges for growth
to help individuals
ﬁnd a mission andvision of what theywould like to be

●

Young
employeeoverseas
training
transfer

Personal
growthExperience of otherareas, appointment
to positions from ayoung age●

Fair, equitable and open
evaluations and performance
reviews

A broad range of efforts based on individualcareer visions are underway, including measuresand study programs in Japan to develop people

OJT
OFF-JT

A program for young
employees to workwith local staﬀ whilelearning the language
and culture

Personnel development throughon-the-job training (OJT)● Skills improvement throughin-house training by rank and role(OFF-JT)●

who can perform globally and next-generation
leaders, and personnel development programs for
all global employees.

■■  ‌Level-specific education system

International

Domestic

GLDP

Division
General Manager

GED
GES

Department
General Manager,
Division Deputy
General Manager

MMTGroup Manager,
Section Manager

Global Leadership Development Program

Middle Management Training

TWI-JI、JM、JR

Overseas Training for Supervisor

Toyoda Gosei South Africa (Pty). Ltd.
receives Supplier Superior Award in Quality
Management from Toyota South Africa
Motors (Pty) Ltd.

Development ofprofessionals who
combine high levels of
expertise with a broad
outlookEnhanced training programs, invigorated personnel development

Global Executive Seminar

Toyoda Gosei (Zhangjiagang) Co., Ltd.
receives Quality Excellence Award from GAC
Toyota Motor Co., Ltd.

CareerdesignEvaluation

Global Executive Development

TG Fluid Systems USA Corporation receives
Excellent Quality Performance Award fromToyota Motor North America, Inc.

Employees consider
their own career plan
based on career
visions for eachdepartment

Appointment/rotation●

Improvement in Quality Performance Award

TOYODA GOSEI REPORT 2017●

（FY2016）GAC Toyota Motor Co., Ltd.

Development of nextgeneration leaders who
can head regional
operations■■  ‌Personnel development cycle

Young employee training transfer

GAC Toyota Engine Co., Ltd.

Toyoda Gosei South Africa (Pty). Ltd. Toyota South Africa Motors (Pty) Ltd.

36

Development of people
with an international
outlook who can perform
on the global stage●

Sichuan FAW Toyota Motor Co., Ltd.

Maruti Suzuki India Ltd.

Toyoda Gosei South India Pvt. Ltd.

■■  ‌Three key areas of personnel development

Office, technical workers

Skilled workers

New Division General Manager training
New Department Deputy
General Manager training
New Group Manager training

New Section Manager training

New Management training

Assistant Manager,
Supervisor

New Division AssistantManager training

New Supervisor training

Midlevel employees

Midlevel employee training

New Team Leader training
Midlevel Leader training program

Second-year training

Third-year training

New employees

New employee training

TOYODA GOSEI REPORT 201737

Social Reports
Stepwise support for young people from their start in the working world
until becoming leaders of the next generation
New employee education lasts for six months.
During this time young people learn the basics offunctioning in the working world, their jobs, andpractical training on the shop floor. They areprovided opportunities to gain the knowledge andexperience needed to perform their work. We
also have a“starting off program”until employees’
third year in the company, and a workplace OJT
booster system to help them grow and develop
from the youth ranks to next-generation leaders.

Improvement of manufacturing techniques and skills
To raise the levels of expertise and skill intechnical areas, a company-wide manufacturing
technique and skill training program is carried out.
We are also working to enhance our manufacturing
skills training to improve the abilities required on

the manufacturing floor.
Toyoda Gosei Co., Ltd. is also introducing new
education and training to improve and transmit
the unique skills needed in manufacturing at thecompany.

Global personnel development
To survive in global competition and grow, weneed to cultivate people who can thrive on the
global stage. We are endeavoring both toglobalize Japanese staff and to develop local staff
at international locations. We are advancing

shared education worldwide to educate executives
and management level employees at international
locations and impart the expert knowledge
needed for our work.

Together with efforts for stable employment, we
practice fair and impartial hiring and training withrespect for diversity and have strong systems andpleasant working environments for employees.

■■  ‌‌Toyoda Gosei Co., Ltd. employee composition (FY2016)■■  ‌‌No. of employees
by region

Male

FemaleTotal

No. ofemployees

5,803

666

6,469

Average age

42.3
years old38.7
years old

41.9
years old

18.5 years

15.1 years

18.1 years

Averagelength ofemployment

Europe & Africa（FY2016）

Asia &
Australia

2,751（7.5％）

Japan

Number of
employees
36,6798,752（23.8％）

Americas11,909（32.4％）

13,267（36.1％）

Workplace Management Survey
Through an annual Workplace Management Survey,
we try to understand workplace problems and use
the survey findings to improve the work climate andstrengthen human resources development. These
questionnaires are given every year to survey
employees’motivation and their attitudes towards

management and the workplace. Based on the
results, we try to systematically improve eachdivision’s weaknesses. Good practices found both
inside and outside the company are used to promote
improvements and provide support for departments
experiencing problems.

CLOSEUP■ Diversity

Enhancing skills education

Toyoda Gosei is committed to fostering a corporate culture that utilizes the diversity of our employees
and enables them to make full use of their individual capabilities, without regard to race, nationality,
gender, or age. We have also established a system to enable workers of retirement age or with disabilities
to maintain stable employment.

With the aim of creating strong workplaces that are asource of competitiveness as a manufacturing company,
we are enhancing skills training for each employee level
and area of specialty on production floors. We are
currently holding skills training for about half a year for
57 skilled workers who joined the company in April
2017. After basic manufacturing education including
basic shop floor safety (simulations of danger), practicaltraining in die maintenance, fabrication of two-legged
walking robots, and disassembling and assembling abicycle, they then undergo practical training in shop
floor manufacturing for 60 days.

Support for the activity of women

Practical training in die maintenanceFirst Middle Management Training held in Europe
In October 2016, the first middle management
training in Europe was held at Toyoda Gosei Czech,
s.r.o. Eighteen management level employees from three
TG Group companies in Europe participated. The
training raised knowledge and skill levels that are
essential for managers, including management basics
and problem-solving methods. Our aim is to have all
managers take this training in all regions of the world by
2020. We will also conduct parallel trainer education inorder to continue this training in each region after 2020.

38■ Employment

TOYODA GOSEI REPORT 2017

A special organization was established in 2010 tomake efforts in the three key areas of (1) support
for the activity and development of women, (2)reform of the conscious behaviors of superiors, and(3) creating workplace culture. For example, in acareer design forum for female employees attempts
are made to raise motivation through exchanges of
opinions among participants. In a Conference toPromote the Roles of Women, efforts are made toreform the mutual attitudes of women andsuperiors, such as introducing specificcountermeasures for management issues. These

activities will continue
in the future, witht h e a ims of having
more than three times
the number womeni n executive track
positions (comparedwith 2014) and morethan 20% female hires
for new graduates(office, technicalworkers).

■■  ‌Priority measures (3 key areas) topromote the roles of women
Support for theactivity anddevelopmentof women

Conscious
behaviorsof superiors

Three key
areas
Creating
workplaceculture

CLOSEUP

Conference to Promote the Roles of Women

Training culture/TG Czech

Toyoda Gosei Co., Ltd. held a Conference to Promote the Rolesof Women for executive and managerial staff. The aims were tohave managerial staff recognize the need for management thinking
and efforts to promote the activities of female employees and tie
them to attitude and behavioral reform. With a theme of“Management to Promote the Activities of Female Subordinates,”
specific workplace examples were introduced and a talk was given
by Ms. Tomoko Shibata, career counselor and external instructorin Toyoda Gosei training, as well as representative of JUNO.

TOYODA GOSEI REPORT 201739

Social Reports
Support for work-life balance
Toyoda Gosei Co., Ltd. has systems in place toallow choices in working style with considerationof a work-life balance, and provides support sothat employees can work with greater motivationand peace of mind. In addition to things such asChild-Rearing Day and Holiday In-House Childcare,
we hold Family-Career Seminars to support the
careers of employees who want to work while
they are raising children. People who are on orplan to take childcare leave meet to consider theircareers after returning to work throughpresentations by employees who are balancing
childcare and work and group discussions. We
also provide information on nursing care support
Childcare leave

35

Care leave2

Support for a full second lifeon our company intranet.
Toyoda Gosei has beenrecognized by the Ministry of
Health, Labor and Welfare forour various efforts to support
the development of the next
“ K u r u m i n ”N e x t generation. We will continue
Generation Nurturing
Support certification
our educational efforts to create
marka workplace environment inwhich employees feel free to take advantage ofour childcare and nursing care support systems.

(Childcare 52 people, nursing care 1 person)
No. of users as of January 1, 2017.

Number of people re-hired after retirement348(FY2016)

40

TOYODA GOSEI REPORT 2017

＊ The subscriber premiumis the premium thatcan be contributed
voluntarily by subscribers
themselves on top of thecompany premium

Support for a full second life

Events are held to deepen workplace unity and ties with families and communities
Toyoda Gosei Co., Ltd. has held companywide

Family-Career Seminar(support for childcare-work balance)

Holiday day-care

Employment rate ofpeople withdisabilities

2.39%(FY2016, Toyoda Gosei Co., Ltd.)

Communication with sign
language in the workplace■■  ‌Changes in employment rate for people with disabilities(Toyoda Gosei Co., Ltd.)
（％）
3

2.09％

2.13％

2.08％

2.12％

2.39％

2

Legally mandated rate 2.0％

1

2012

2013

2014

2015

2016
（Fiscal year）

Creation of an environment for stable work after retirement
We have established an environment so that
employees can work with assurance after retirement
in a post-retirement re-hiring system. Many people
can make use of their high levels of skill andexperience after they are rehired. A system of
reduced working days and working hours supports
working styles for a good work-life balance.

77.3%（as of February 2017）

We are working to create a workplace culture in which employees feel pride and joy

Workplaces that welcome people with disabilities
Toyoda Gosei Co., Ltd. actively employs persons
with disabilities. The Committee for Employment ofPeople with Disabilities plays a central role in hiring,job assignments, education, establishment of stable
positions, and awareness. We place particularemphasis on helping persons with disabilities
establish stable positions and improving the work
environment with the installation of Braille blocks,
elevators, voice guidance, and Carry Dun emergency
stair evacuation chairs based on periodic interviews
to understand current situations. Work that people
with disabilities can perform is identified, and they
are systematically hired and placed. In FY2016, 122
people with disabilities were hired (as of January
1, 2017). This was a hiring rate of 2.39%, exceeding
our target (legally mandated employment rate
≥2.0%).

Subscriber premium
rate* in defined
contribution pension■ Foster a sense of unity among employees

Reduced working hours

53

So that employees who have worked so hard forthe company can enjoy a full second life, we
provide compulsory training on asset formation toemployees from a young age. Age-matchedcurricula are provided for employees when theyjoin the company and at age 30, 40, and 55 years,
and support is given while enhancing systems that
help in systematic asset formation in preparation
for life events. Spouses may also participate in the
training at 55 years old.

■■  Trend in cumulative number of re-employed retirees（Persons）
400
300
200

a sense of unity in the workplace. In 2016 about
400 runners were cheered on by around 1,000
workplace colleagues and family members.
While teams wanted a good placement, morethen anything their participation raised workplacecohesiveness and communication, and after
reaching the goal they were all smiles.
The TG Festival and Morimachi Noryo Festival
are also held to deepen family bonds andexchanges with the company.
Toyoda Gosei Co., Ltd. owes much to employees’
families and the understanding and cooperationof people in the community, and we hold these
events with feelings of gratitude and a spirit of
hospitality.

Second companywide

ekiden race

TG Festival

Toyoda Gosei Co., Ltd.’s strong sports teams
Toyoda Gosei Co., Ltd. has about 18 culture andathletic clubs for lively activities. Among them, thefollowing three teams are particularly strong. We
even have athletes aiming for the 2020 Tokyo
Olympics. Toyoda Gosei athletes volunteer to visit
local junior high schools and contribute tonurturing young children.

Volleyball team■■  ‌‌Main sports team results
December 2015 Emperor's Cup champions

292

329

347

348

“Trefuerza”
volleyball team

225

2012

March 2016 V.League champions
December 2016 Emperor's Cup runner up

1000

ekiden races since 2015 with the aim of fostering

2013“Blue Falcon”
handball team
2014

2015

2016
（Fiscal year）“Scorpions”
basketball teamMarch 2016 Japan league, fifth place

Handball team

September 2016 All Japan Nonprofessional Championship, fifth place
November 2016 Playing in B League B3
Basketball team

TOYODA GOSEI REPORT 201741

Social Reports■ Maintaining and improving mental and physical health■ Aiming for “Zero Accidents”

Toyoda Gosei implements measures to maintain and promote employees’mental and physical health.
■■  ‌Health education system
Generalmanagers

Div. leaders & assist.
div. leadersGroup leaders

Team leaders

Sectionleaders

Generalemployees

Milestone age (35, 45 years old) health education/locomotive syndrome prevention seminar
Mental health education for management directors
Mental health leader
education
Mental health (follow-up) education

Toyoda Gosei Co., Ltd. aims for zero accidents
through Safe Personnel and Safe Workplace
programs, with the president overseeing all efforts
as the company’s general health and safety
manager.
In the FY2016 Safe Personnel program, wefound some workplaces where KYT (Kiken Yochi
Training, the basis of safety education) had been
conducted for many years and the purpose had
become simply to hold drills. We therefore
returned to the starting point of KYT and focusedon improving the“ability to spot danger,”which isthe first of four rounds, and enhanced educational
methods for supervisors to operators.
In Safe Workplace activities, we checked forstrict observation of safety measures for machine
tools and industrial robots with the aim ofeliminating major accidents, providing guidance asneeded. In product shipping areas, solid barriers
are used to separate workers from forklifts forsafety. These types of activities are implemented
at Toyoda Gosei Group companies worldwide.

Safety focus activity presentation

Safety KY Dojo■■  ‌Trends in rate of work accidents (rate of injuries resulting
in lost work time)■■  ‌‌Main activities in 2016

Advance prevention and early detection of mental health disorders
Toyoda Gosei Co., Ltd. provides regular mental
health education for workers of each level, with
emp hasi s on ma na gers a nd s up erv i s o r s t oencourage management with a view to mental
health in the workplace and smoothcommunication. A mental health bulletin is also
distributed to all workers once a month toimprove self-care abilities. In each place ofbusiness, counseling is provided by in-houseoccupational health nurses, medical nurses andexternal counselors to maintain and promotemental health. The decrease in the number ofpeople seeking counseling is evidence of its
steady effect.
In 2016, stress checks were conducted for all
employees in accordance with revised law.

Enhanced health maintenance and promotion activities
Toyoda Gosei Co., Ltd. has long conductedhealth education for people at milestone ages andposted various educational materials to prevent
lifestyle-related diseases. In 2016 we enhanced
these health activities based on the thinking thatthe mental and physical health of all employees isessential for sustainable growth of the company.
New activities include inviting external speakers toprovide opportunities for employees tounderstand and think about health, and holding
health and smoking cessation lecture meetings for
executives and managers.
Measures to encourage actual healthy
behaviors and not just the acquisition ofknowledge include health activities in individual
workplaces and the prohibition of smoking during

designated working hours.
These activities and other efforts to consider
employee health management from the perspectiveof company operation were recognized in February
2017 with certification as an“Outstanding HealthManagement Corporation—White 500”by the
Ministry of Economy, Trade and Industry and the
Nippon Kenko Kaigi.*

CLOSEUPFirst health lecture meeting
Toyoda Gosei Co., Ltd. declared FY2016 the“First Year of
Health,”strengthening efforts to maintain and improve healthby raising the health awareness of each employee andproviding opportunities for employees to transfer thatawareness to their own activities. Lecture meetings are held
for managers in each workplace on topics such as theimportance of self-motivated exercise habits, introducing
healthy behaviors and activities that can be done in each
workplace to prevent lifestyle-related diseases.

42

TOYODA GOSEI REPORT 2017

＊ Nippon Kenko Kaigi : An organization
formed to conduct effective
activities in conjunction with privateorganizations and the full supportof government agencies, in order toincrease healthy lifespan and proper
medical care for each person in
Japan as the population rapidly ages
and there are fewer children.

Activities

Rate of injuries resulting ＝ No. of casualties in occupational accidents ×1 million
in lost work time
Total work hours• ‌Building awareness in each individual, improving
managers’leadership ability

1.5

1.15

Whole manufacturing industry

SafetyConscious
Personnel

1.0Transportation equipment industry

0.50• ‌Remembrance/learning from past accidents toprevent recurrence

0.39
Toyoda Gosei

2012

2013

• ‌Application of OSHMS to improve safety activity
management

0.25
2014

2015

（1）A wareness through safety activities andpresentations in each workplace（2）Safety education and competency assessment
for managers（3）Work environment training for workplaces that
handle organic solvents, other harmful
substances

education in KYT (Kiken Yochi Training), with
• Basic‌a return to the starting point

2016（year）

Workplace
Safety• Adherence‌to safety measures for machine tools andindustrial robots that can lead to major accidents.
• ‌Measures to prevent contact between workers
and forklifts in shipping areas• ‌Safety management in outsourced construction

Talk by Ms. Sae Moriyama, apracticing nurse and Director of
the Lifestyle Research Center, whois dedicated to the prevention oflifestyle-related disease.

• ‌Workplace safety declaration activities proposedby individuals■ ‌Creation of energetic workplaces where employees can work based on labor-

management trust and mutual responsibility

Based on the basic principle of mutual trust andresponsibility in labor-management relations, thecompany and labor union discuss working
conditions with the aim of creating better
workplace environments. Central labormanagement conferences, division and center
labor-management conferences, and departmentallabor-management conferences are held regularly
to improve communication between labor andmanagement. In the departmental labormanagement conference in particular, department
general managers and workplace representatives
discuss problems or difficulties in the workplacewith the aim of creating more pleasant workplaces.

TOYODA GOSEI REPORT 201743

Social Reports

Shareholder Relations

Supplier Relations

We make every effort to raise corporate value and openly disclose information.

We aim to grow and develop while deepening our partnership with suppliers.

■ Business results and profits■ Collaboration with suppliers

Sales in this term decreased to 755.6 billion yen(down 3.4% from the previous year), due mainly tothe effects of the exchange rate and decreased
sales in the optoelectronics business. Although
there were increased sales in the automotive parts
business in Japan and internationally, andrationalization in the company, profits also
declined from the effects of the exchange rate anddecreased sales in the optoelectronics business.
Operating profits fell to 40.6 billion yen (down
5.0% from the previous year), ordinary income fell
to 39.0 billion yen (down 6.0% from the previousyear) and net income attributable to parent
company shareholders fell to 16.2 billion yen(down 19.9% from the previous year).
Consequently, the annual dividend from surplus
distributed this year was 53 yen per share.

■■  ‌‌Change in dividends
（Yen）
60

44

56

56

56

53

2013

2014

2015

2016（Fiscal year）

30
0

2012

■■  ‌‌Distribution to various shareholders（as of March 31, 2017）
Foreign
Treasury
investors,
stocksFinancial product traders
0.42%
others0.77%
Individuals
Japanese nonfinancial
Financialand others
firms, others
institutions
5.93%
23.88%

48.47%

20.53%

financial information are published on our website.
We also provide information in individual investor
meetings and to our many investors in Japan andother countries. Plant tours are held for institutional
investors and security analysts to show our technicalstrengths, while we also participate in investor
relation events for overseas institutional investors
and hold briefings for individual investors to deepen
understanding of our company.

■■  ‌Main IR activities
Targeted persons

Domestic
institutional
investors,
securities analysts
Overseas
institutional investors

IR activities

Individual discussions,financial briefings,
plant tours,
telephone conferences
Individual discussions,participation in IR events◦Briefings for individual investors
Individual◦Plant tours after annual
shareholders andshareholders’meetinginvestors◦Issuance of“Report on
Business Results”

44◦Issuance of the“Toyoda Gosei
Report”◦Disseminationof financial and
IR information
on website

suppliers, where we share production informationand information on quality improvements,
compliance, safety, earthquake measures,confidentiality, chemical substance control andhuman resources development.

Procurement policy briefing,Japan

Presentation of financial results,
Tokyo

Individual meetings withoverseas investors, Tokyo

We support strong supplier structures with
“genchi, genbutsu ”(go-and-see activities), and workfor their growth. In addition to standardized workand defect prevention to avoid serious quality
problems, and lowering of cost prices for higher
competitiveness, we involve suppliers in mold andproduct design. Through sectional committee

activities we share information necessary for
quality improvements with suppliers. We also
conduct checks and risk assessment forcompliance with Japan’s Industrial Safety and
Health Act to help support the creation of safe
workplaces and prevent fires and disasters.

■ Green procurement
We do our utmost for environmentally-friendly
procurement based on our Green Procurement
Guidelines (4th Edition), which consist of threecomponents: establishing environmental
management systems; improving regulatorycompliance and environmental performance; andmanaging harmful substances. To reduce
environmental impacts, we strive to enhance
suppliers’internal organizations and systems andraise the level of their production activities.
Positive results have been achieved, such as

acquisition of ISO 14001 certification andreduction of energy consumption and waste. We
comply with increasingly strict chemical substanceregulations around the world and monitor thechemicals contained in items procured fromsuppliers. We also coordinate with suppliers incomplying with European ELV (end-of-life vehicle)
and REACH (Registration, Evaluation, Authorization
and Restriction of Chemicals) regulations, and in
the management of volatile organic compounds.

CLOSEUP

CLOSEUPFirst plant tour for analysts and institutional investors

Management seminar for suppliers

Toyoda Gosei Co., Ltd. held a tour of the Inazawa Plant for
25 securities company analysts who regularly gather
information on our company and institutional investors who
possess and manage Toyoda Gosei shares. To provide thema better understanding of our technical abilities and future
potential, we showed the latest plating and painting
processes for interior and exterior products and our efforts tomake compact, automated production lines.

To support suppliers’efforts to improve their businessperformance, we have begun seminars to raise managers’
abilities to ascertain and analyze actual business status.
This year, one management level employee from each of
33 suppliers participated and heard a lecture on the topic
of“Business management for the continuation of stablebusiness relationships”from certified public accountants
Kohei Kariya and Keisuke Ueda.

TOYODA GOSEI REPORT 2017

Procurement liaison meeting,
China■ Support for suppliers■ Disclosure
Toyoda Gosei makes every effort to properly
disclose information, issuing regular reports via our
website and IR tools (earnings summary, data forfinancial briefings, etc.), holding financial briefings,
and participating in IR events.
Specific measures include biannual earnings
presentations and quarterly telephone conferences
for institutional investors and securities analysts.
Materials from these meetings and other relevant

Our partnerships with suppliers are very
important to us for smooth business operations.
Every April, Toyoda Gosei Co., Ltd. holds a
procurement policy briefing with about 200
suppliers of products, machining processes,
materials, facilities, and molds. We inform suppliersof upcoming issues and efforts, including ourbusiness environment and direction, and share our
procurement policy for the year with regard tosafety, quality, delivery, price, technology, global
expansion and CSR. We also give awards to show
our appreciation to suppliers for achievements intheir fields, while encouraging all suppliers tocontinue making progress. Every quarter, we hold aprocurement liaison meeting with about 100

Plant tour

TOYODA GOSEI REPORT 201745

Social Reports

Involvement with Local Communities
Toyoda Gosei Group companies put down local roots and undertake a wide range of activities
to contribute to the communities we call home.

■ Contributing to the creation of better communities
As an automotive parts manufacturer, Toyoda
Gosei contributes to society through traffic safety
education and community-focused volunteer
activities in the areas of support for the vulnerable,
environmental protection, youth development, andcommunity crime prevention. To raise employee
awareness and motivation, we have adopted aninternal awards system and conduct new
employee education and other efforts to grow ourcircle of volunteer activities with active community
involvement by individual TG members.
Each year, TG Group companies worldwide

Environmental Preservation

conduct activities tocontribute to their respective
communities, striving tocreate close relationships
through volunteer and othercommunity-oriented activities.
We also donate LED security
lights manufactured by ourcompany to support therecovery in East Japan withwell-lit towns.

Volunteer logo

Advanced“green factory”

The Heiwacho Plant is an advanced
eco plant that invites children fromneighborhood elementary schools toparticipate in hands-on LED and otherclasses with the aim of raising theirenvironmental awareness.

Social Welfare

Charity meals

Company cafeterias have introduced“charity meals”that raise 10 yen permeal for charity. Using the collected
funds, wheelchairs and rehabilitation
aids are purchased and donated to
local welfare facilities and schools.

Contributions to the elderly andneedy

Tianjin Star Light Rubber and Plastic
Co., Ltd. in China donated 5,000 CNY
worth of towels, soap and other dailyliving items to the elderly and needy.

46

TOYODA GOSEI REPORT 2017

Youth Development

Community cleanups

In addition to routine cleaning at
each facility, we conduct community
cleanups twice a year with participationof more than 2,500 people including
employees, their families, and local
students.

Ichinomiya Boys and Girls
Invention ClubT h is cl u b p ro v i d e s a p l a ce fo r
children to enjoy making things andto g row creati vely, a n d we havecomprehensively supported its plansand operation since it was established.

Community Safety

Wheelchair doctors

This volunteer group of employees
visits welfare and other facilities in thecommunity every month to repair andadjust more than 500 wheelchairs
a year. This program has continued
since 1996.

Mangrove planting

Toyo d a G os ei A sia Co. , Ltd . i n
Thailand planted mangroves as ameasure to counter global warming.

Sales of goods produced by
vocational training facilities

To support the independence ofpeople who use vocational facilities
for the disabled, we provide places tosell hand-made bread and cookies inour business places. Revenue earned
is used to help finance the operationof vocational facilities.

Social contribution training for
new employees

Through interactions with people
with disabilities , new employe es
g a i n a p ro p e r u n d e r s t a n d i n g o f“disabilities”and learn support andconsideration. Our aim is to improvetheir social skills and cooperativenessand expand their perspectives.

Sports support activities

At hletes f ro m o u r vo lley b all ,handball and basketball teams provide
instruction to local elementary andjunior high school children for theirhealthy growth and development.

Neighborhood safety patrols

Employees volunteer to patrol crime
prevention areas near our businessestablishments, looking out for thesafety and security of children and thecommunity.

Traffic safety patrols

We conduct educational traffic safety
activities aimed at reducing traffic
accidents and protecting the elderly.
On the 10th, 20th and 30th days ofeach month, employee volunteers
stand along roads at TG facilities to callfor traffic safety in the community.

East Japan Reconstruction Support

Traffic safety education

About 50 employees visit 14 nurseries
and kindergartens around our facilities
to teach children the importance oftraﬃc safety using picture-card shows
and videos.

Donations of LED streetlights

We have donated Toyoda Gosei
LED security lighting and lamps toearthquake-affected areas since 2012
for use in creating well-lit and safe
streets.

Sales of Tohoku products

To support reconstruction even
without going to the affected areas,
we hold Tohoku product exhibitionsof confectionaries and foods popularin the Tohoku region at 13 company
cafeterias in Japan.

TOYODA GOSEI REPORT 201747

Social Reports

Governance■ Compliance

We strive to be a socially responsible, trusted company based on a high level of corporate ethics.

■ Corporate GovernanceToyoda Gosei aims to grow steadily as a global
company, contributing to social development withthe values of creativity and service to society in our
corporate philosophy. To achieve this, we arestrengthening our corporate governance from theperspective of shareholder value. To meet the
expectations of stakeholders, we maintainorganizational systems that can respond rapidly
and appropriately to environmental changes and asound management system that is both fair andtransparent.
Specifically, we have limited directors’terms to
one year and appointed corporate officers toseparate business execution from management
supervision in order to respond flexibly to changes
in the business environment and to clarify
management responsibilities. To raise thetransparency and health of our operations, we
appointed an external director in June 2015 andthen increased the number to several external
directors in June 2016 to strengthen oversight andsupervisory functions of our directors. We havealso established deliberative bodies andcommittees that will be involved in discussing anddeciding important matters and checking businessexecution.

■■  ‌Corporate governance system

Appointment / dismissal

Appointment / dismissal
Audit

Board of Directors
Management committee

auditing

Audit

Committees

TOYODA GOSEI REPORT 2017

External auditors（Financial and internal control audits）

・Corporate activity ethics committee ・Environmental committee
・Export management committee ・Central health and safety committee

Toyoda Gosei appoints five auditors, including
three from outside the company, to serve on its
auditing system board. This Board of Auditors
oversees and audits management status including
the execution of directors’duties. Our internal
Audit Division discusses auditing plans with theauditors and meets regularly to maintain close
coordination and share information. It also
coordinates with accounting auditors tostrengthen auditing functions. An Audit &Supervisory Board Department under the directcontrol of the Board of Auditors has also been
established to raise the efficacy and independenceof audits and ensure that auditing work is

Board of Auditors
Audit & Supervisory
Board Dept.

Various functional conferences

Various functions / Business divisions and subsidiaries48■■  ‌Compliance

TG
Domestic
Aﬃliates

Audit

Internal auditing dept.
（Internal control）

executed smoothly.
As part of our efforts to maintain a healthyinternal control environment in Group companies,
we share our Corporate Principles and Charter for
Business Ethics with all Group companies. While
respecting the management autonomy of our
subsidiaries, we receive regular business reports
and confirm the appropriateness and legality of
our subsidiaries’ business activities thoughadvance reports and an approval system. We also
send nonexecutive directors and auditors to key
subsidiaries to observe and monitor their businessexecution.

Ethics and distribute them to all employees. In 1997
we established a Corporate Ethics Committee with
the President serving as chairman and all company
executives as members. Together with Compliance
Advocates in each division, the committee works forthorough compliance with a unified approach bymanagement and worksites. We have also set up
internal and external compliance consultation offices
for early resolution of them.

Corporate activities
Support forcompliance system

All company executives
Corporate Ethics Committee
Legal affairs /compliance workshops

Shareholders Meeting

Supervision /Toyoda Gosei conducts thorough complianceactivities to ensure that employees obey all laws andregulations, and to instill in all employees a keensense of corporate ethics. The Toyoda Gosei Group
Charter for Business Ethics sets forth shared values
and behavioral standards for the Group, and allGroup companies worldwide incorporate this charter
into their own behavioral guidelines. We have also
formulated the Toyoda Gosei Guidelines for Business

TG
Management
Philosophy

Support forcompliance system

Toyoda Gosei Group
Charter for Business Ethics

TG
Overseas
Aﬃliates

Toyoda Gosei Guidelines for
Business Ethics
Compliance advocates from each division
Company-wide Compliance
Advocates Meeting
Ensuring
compliance

Charter for Business Ethics

Internal and external
compliance and sexual harassment
consultation services

Ongoing educational activities 
We conduct ongoing educational activities to raise
the compliance awareness of all employees. In
addition to regular compliance training that targets
employees by level in the company and type of risk,
we present specific, easily understandable
compliance lessons in cartoon format in company
newsletters and post descriptions of legal
compliance cases on company message boards.
Systematic, autonomous compliance education isprovided to help people in each department
recognize the risks inherent to their work andprevent infractions. We also conduct annual surveys
of employees’understanding of compliance, andmake improvements where needed.
■■  ‌Major workshops
Workshop nameNew employee workshop
New manager workshop
Designated legal affairs workshop(for mid-career employees)
Antitrust and anti-bribery training(for overseas base)No. of times held Participants
2 times134
1 time72
6 times236

4 times

76

Strengthening compliance systems of affiliates worldwide 
Toyoda Gosei Co., Ltd. provides support so thateach Group company worldwide can independently
promote compliance. In Japan we share informationin an annual compliance liaison conference andconduct ongoing issue resolution activities in which

each company identifies latent risks and takes
preventive measures. In other countries, we promote
systematic compliance activities suited to eachcountry and company, and conduct antitrust andanti-bribery training centered on areas of high risk.

CLOSEUP

Compliance training in India
In FY 2016, two Group companies in India held compliancetraining with total participation by 76 people, including local staff
and employees sent from Japan. Indian and Japanese lawyers
were invited as instructors, and participants learned key points
in laws and regulations as well as things to be careful of in work
related to antitrust laws and corruption, for which the risk isrising globally. Participants also deepened their understanding ofIndian labor laws, in which each state has its own regulations.

Toyoda Gosei South
India Pvt. Ltd.

Toyoda Gosei Minda
India Pvt. Ltd.

TOYODA GOSEI REPORT 201749

Social Reports■ Risk Management

Strengthening information security measures and raising awareness 

Toyoda Gosei implements information security
measures to protect corporate information assets

and measures to prepare for the event of a largescale disaster.

Crisis Management Project in anticipation of large-scale earthquake disasters Japan is a land of earthquakes, and we have put
into place a crisis management system for the eventof a massive earthquake based on the principles ofhuman life first, community support, and earlyrecovery. Specifically, we are carrying out a Crisis
Management Project to strengthen our ability todeal with disasters, focusing on the two areas ofdeveloping and enhancing first responses andclarifying response procedures for quick restorationof production. Since 2013 we have conductedresilience training more than 60 times for directors
and members of anti-disaster departments, basedon the idea that in addition to infrastructure andsystem measures, improving the skills of response
personnel is essential. We have also establishedspecific procedures for the recovery of affectedbuildings, facilities, and processes and for alternative
production in a production recovery system.
Recovery training for design drawings and other datais also carried out so that product development canbe continued even after disasters.
In FY2016 we held study meetings two times
each for affiliates and suppliers to enhance theircrisis management. Weaknesses were identified
through evaluations using an “anti-earthquake
measure implementation status check sheet”andgraphing the results. Examples of handling at
Toyoda Gosei and other companies wereintroduced and business continuation plans wereprepared cooperatively. Disaster handling ofdelivery boxes and handling procedures forlogistics recovery were also put in place.

■■  ‌Efforts to date
Classification■■  ‌Disaster response
Measures◦‌Earthquake resistance measures for buildings and facilities◦‌Establishment of a disaster prevention center to serve as an operations
base for anti-disaster department operations
Facility ◦‌Equipping all locations with a multi-channel access radio system (which
is used in Japan for various purposes, from daily work to emergency
andand disaster situations) and satellite phones
equipment ◦‌Installment of a crisis management server (earthquake-resistantmeasuresstructure) and emergency power generators◦‌Operation of a disaster recovery system for restoration of damaged
systems and data centers (special facilities equipped with andoperating computers, data communications, and other devices)◦‌Introduction of site and building safety decisions◦‌Maintenance of supply chain information
System ◦‌Teleconference system for multiple locations using tablet computers◦‌Earthquake bulletin and employee safety information system training
measures ◦‌Employee safety follow-up system incorporating arrival and departure
times at company and business trip data◦‌Preparation of a business continuation plan

Disaster outbreak ‒ First response

Permanent

Warning &Monitoring Team

Disaster occurs

Recovery

Advance Team
(investigative team)District Task
Force

Production
Restoration
Task ForceInstructions
Reports

CLOSEUP

Resilience training
In resilience training to improve the ability of executives
and employees to respond to emergencies, videos andsounds of various disaster situations that occur during
emergencies are played for participants to see whether
they can respond flexibly and appropriately in situations
that are changing moment by moment. Participants’
response details and procedures are verified, leading totask resolution and improvement. So far a total of 1,200
executives and employees have participated. Twohundred forty people from 41 suppliers have also participated. In addition, about four people areappointed as“headquarters leaders”in each business location to support headquarters chiefs intaking measures for the district, sharing rules and basic knowledge for emergencies and company
issues and response policies through training sessions. Kaizen is continuing at each place ofbusiness, setting up information organization boards for plant layout, task force organization charts,and disaster situations.

50

TOYODA GOSEI REPORT 2017Classification

Preventionof leaks fromnegligence

Preventionof malicious
unauthorized
leaks

MeasuresHard◦Printing restrictions with ID card authentication on multifunction machines,
dedicated drawing printers

Soft◦Data encryption of all PCs◦Security measures when sending emails out of the company(CC to superiors, encryption of attached files)

Hard◦Increased surveillance cameras◦Installation of wire locks for prevent PC theft◦Restrictions on writing onto external storage
media◦Confidentiality pledge◦Stricter applications for removing items frompremises◦Restricted file server access◦System use records◦Strengthened hacking prevention measures(Internet)◦Prevention of unauthorized connection ofterminals brought in from outside◦New employee education◦Companywide security control voluntary
inspections using check sheets◦On-site checks of each department◦Training in responding to standard email

Soft

Educational activities(ethics)
Life Support
Task ForceJapan and affiliates in other countries. Confidentiality
officers are assigned in all departments, andconfidentiality education activities are conductedbased on information system security operating
standards and a confidential information
management manual. Security control education is
also conducted for new employees.

■■  ‌Enhanced measures

Emergency
Task Force

Emergency
earthquake alertFirst Response
Task ForceToyoda Gosei maintains thorough information
security measures to strengthen the managementof confidential information. Together with annual
checks of the compliance status of each division
based on company confidentiality management
regulations, we conduct onsite audits. Selfinspections are also done at Group companies in

CLOSEUP

Local security control audits of group companies in JapanThe Toyoda Gosei Group conducts voluntary inspectionsof security control based on shared security guidelines. In
FY2016, to check the validity of those assessment results,
Toyoda Gosei Co., Ltd. representatives visited 11 Group
companies in Japan for audits. The voluntary inspection
results were compared with documentation and guidance
was issued on kaizen points and plans for items that need tobe reassessed. Confidentiality■■  ‌Achievement statusmanagement intent and92%
81%
target values that cannot be
sufficiently conveyed byphone or email are sharedthrough actual visits.
2015
2016 （Fiscal year）

Checking whether the content of each company’sprovisions and procedures fulfill guideline questions.

TOYODA GOSEI REPORT 201751

第Independent
三者 意見
opinion□□□□□□□□□□

Professor,
Graduate School of Business
Administration,
Kobe University

Katsuhiko Kokubu□□□□□□□□□□□□□□□□□□□□□□□□

Long-term environmental vision□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□
Toyoda Gosei announced the TG 2050 Environmental
Challenge,
environmental management efforts with□□□□□□□□□□□□□□□□□□□□□□□□□
an ultra-long-term vision. This is something that is□□□□□□□□□□□□□□□□□□□□□□□□□
common to Toyota Group companies, but Toyoda□□□□□□□□□□□□□□□□□□□□□□□□□
Gosei’s efforts have unique characteristics such asanemphasis on environmental education and□□□□□□□□□□□□□□□□□□□□□□□□□
personnel development. The company’s 6 th□□□□□□□□□□□□□□□□□□□□□□□□□
Environmental Action Plan, which continues to□□□□□□□□□□□□□□□□□□□□□□□□□
2020,
establishes detailed targets and its systems
andactivities
are highly regarded. I think the□□□□□□□□□□□□□□□□□□□□□□□□□
formulation of a specific plan will be the key to□□□□□□□□□□□□□□□□□□□□□□□□□
howactivities will progress after 2020. In
formulatingthese plans, active participation of the□□□□□□□□□□□□□□□□□□□□□□□□□
young
peoplewho will carry the company in 2030□□□□□□□□□□□□□□□□□□□□□□□□□or 2050 is essential. Creating a system that will□□□□□□□□□□□□□□□□□□□□□□□□□
allow
young people to develop future plans andleadactivities will be important; it should also lead□□□□□□□□□□□□□□□□□□□□□□□□□
to edification of environmental awareness in the□□□□□□□□□□□□□□□□□□□□□□□□□
company.
□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□

Expanding environmental preservation activities□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□
Toyoda Gosei is outstanding not only in terms offormulating
a long-term vision such as that described□□□□□□□□□□□□□□□□□□□□□□□□□
above, but also in effective individual environmental□□□□□□□□□□□□□□□□□□□□□□□□□
preservation activities that have range and depth.
□□□□□□□□□□□□□□□□□□□□□□□□□
Their
information disclosure also includes precise,detailed
explanations. They are not only moving□□□□□□□□□□□□□□□□□□□□□□□□□
steadily forward with target management to□□□□□□□□□□□□□□□□□□□□□□□□□
contribute to low-carbon and recycling societies, but□□□□□□□□□□□□□□□□□□□□□□□□□
providingmany examples that will be useful to othercompaniesand contributing to reducing the□□□□□□□□□□□□□□□□□□□□□□□□□
environmental impact of society overall. These□□□□□□□□□□□□□□□□□□□□□□□□□
activities
are beneficial not only environmentally but
also
in terms of cost, and advancing environmental□□□□□□□□□□□□□□□□□□□□□□□□□
preservation activities with consideration of their□□□□□□□□□□□□□□□□□□□□□□□□□
economic effect is an important strategy. To□□□□□□□□□□□□□□□□□□□□□□□□□
effectively
spread environmental preservation, thesupportof a budget is essential and the activity can□□□□□□□□□□□□□□□□□□□□□□□□□
be continued from the time a benefit is first seen for□□□□□□□□□□□□□□□□□□□□□□□□□
an investment. I look forward to the company□□□□□□□□□□□□□□□□□□□□□□□□□
creatingsuch a virtuous cycle. Ongoing plant
afforestationand nature preservation activities with□□□□□□□□□□□□□□□□□□□□□□□□□
links to the community are also important in raising
52

TOYODA GOSEI REPORT 2017

the company’s social value in the community, and I
look forward to further enhancement of these
activities.
□□□□□□□□□□□□□□□□□□□□□□
Environmental efforts in□□□□□□□
the supply chain□□□□□□

Toyoda Gosei emphasizes
its relations with□□□□□□
suppliers in conducting environmental
preservation□□
activities. It is actively expanding these activities—□□ □□ 氏promoting green procurement, awarding suppliers
for successes, and conducting seminars for suppliers.
Carryingout environmental preservation activities□□□□□□□□□□□□□□□□□□□□□□□□□
in cooperation with suppliers is a crucial aspect of□□□□□□□□□□□□□□□□□□□□□□□□□
environmental
management in all countries, andToyodaGosei’s activities are viewed very favorably.
□□□□□□□□□□□□□□□□□□□□□□□□□In the future, they will create mechanisms to more□□□□□□□□□□□□□□□□□□□□□□□□□
actively advance these activities through joint□□□□□□□□□□□□□□□□□□□□□□□□□
workwith suppliers, including overseas suppliers.
Publicationof specific examples of cooperative□□□□□□□□□□□□□□□□□□□□□□□□□
work with suppliers would be good reference for□□□□□□□□□□□□□□□□□□□□□□□□□
many other companies. In the future, I hope this will□□□□□□□□□□□□□□□□□□□□□□□□□
leadto specific reductions in CO2 with SCOPE 3.
□□□□□□□□□□□□□□□□□□□□□□□□□

About TOYODA GOSEI REPORT 2017

The Toyoda Gosei Report 2017 hasreceived the following marks as a printed
publication created with consideration of
the environment and universal design.

Editorial policy
This report was compiled with the aim of giving
all stakeholders in the Toyoda Gosei Group abetter understanding of its CSR activities andearning their greater trust. We tried to make theactivities easily comprehensible by prioritizing
those things that we most want to communicate to stakeholders.

Uses environmentally-friendly
FSC® certiﬁed paper, whichuses wood materials
produced from properly
managed forests.

Printed with environmentallyfriendly, waterless ink that
contains no volatile organic
compounds (VOCs) and has
switched to vegetable oil toeliminate all petroleum
solvents.

□□□□□□□□□□□□□□□□□□□□□□□□□
Working
for world standards□□□□□□□□□□□□□□□□□□□□□□□□□The level of Toyoda Gosei’s environmental□□□□□□□□□□□□□□□□□□□□□□□□□
preservation activities is very high. Several issues□□□□□□□□□□□□□□□□□□□□□□□□□
will need to be addressed to improve the Toyoda□□□□□□□□□□□□□□□□□□□□□□□□□
Gosei
Report to the global standard. First,
environmental
and social activity goals are□□□□□□□□□□□□□□□□□□□□□□□□□
described separately, but it would be better to□□□□□□□□□□□□□□□□□□□□□□□□□
unify
them with sustainability activities or CSR□□□□□□□□□□□□□□□□□□□□□□□□□
activities.
One effective method of doing this is to
＊1
refer
to
GRI
standards. With reference to those□□□□□□□□□□□□□□□□□□□□□□□□□
standards, I think a materiality analysis that□□□□□□□□□□□□□□□□□□□□□□□□□
determinessocial environmental activity priorities
andinvestigation of environmental and social□□□□□□□□□□□□□□□□□□□□□□□□□
activity KPIs would be good. There are many□□□□□□□□□□□□□□□□□□□□□□□□□
indicators in existence today, but if representative□□□□□□□□□□□□□□□□□□□□□□□□□
ones
are selected, non-financial KPI are positioned
alongside
financial KPI, and other index groups are□□□□□□□□□□□□□□□□□□□□□□□□□
arranged based on them, they should be able to□□□□□□□□□□□□□□□□□□□□□□□□□
execute more consistent and systematic□□□□□□□□□□□□□□□□□□□□□□□□□
management.
The sustainable development goals＊2(SDGs)
adoptedby the United Nations in 2015□□□□□□□□□□□□□□□□□□□□□□□□□
should also be useful in determining priorities. A□□□□□□□□□□□□□□□□□□□□□□□□□
comparison of the 17 goals and 169 targets of the□□□□□□□□□□□□□□□□□□□□□□□□□SDGs
and the social and environmental activities
ofToyodaGosei will reveal many points of□□□□□□□□□□□□□□□□□□□□□□□□□
contact. I hope that will serve as a point of entry□□□□□□□□□□□□□□□□□□□□□□□□□
tofurther development of activities.
□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□＊1 The Global Reporting Initiative (GRI) is a set of standards for the□□□□□□□□□□□□□□□□□□□□□□□□□
preparation of sustainability reports. Sustainability reports are
spreading internationally.
□□□□□□□□□□□□□□□□□□□□□□□□□＊2 Goals adopted by the United Nations in 2015 with the aim ofcreating a sustainable society at the international level.
□□□□□□□□□□□□□□□□□□□□□□□□□
Seventeen goals and 169 targets have been established.

Period covered by report
April 1, 2016 to March 31, 2017
This report principally covers the period above,
but content related to other periods may be
included as needed.

Printed with a waterless ink
system that emits no liquid
waste during printing.

Printed with an environmentallyfriendly printing process.

Scope
Toyoda Gosei GroupThe scope is outlined individually for some items.

Reference Guidelines
Environmental Reporting Guidelines, 2012 Edition *Environmental Accounting Guidelines, 2005 Edition*A comparative table of these guidelines can befound on our website.
http：//www.toyoda-gosei.com/csr/dl/

Date of Issue
August 2017
(Next publication scheduled for August 2018.
Previous publication June 2016)

TOYODA GOSEI REPORT 201753

1 Haruhinagahata Kiyosu Aichi,
452-8564, JapanFor inquiries about this report, please contact:
Public Relations Dept., General Administration
Division（Headquarters）
Phone: +81-52-400-1452

Fax: +81-52-409-7491

Environment Planning Dept., Environment
Division（Kitajima Technical Center）
Phone: +81-587-34-3290 Fax: +81-587-34-3309
2017.10.1,500 TP Japan

Environmental Data

TOYODA GOSEI REPORT 2017

［Report on Activities of Fiscal 2016］【 P e r i o d 】 • April, 2016 to March, 2017
【 A i r 】 • Units are as follows: NOx = ppm, PM (particulate matter) = mg/N㎥ • ND: below the minimum determination limit (not detected)• Values shown in the results column are averages of the results of the measurements.
【 W a t e r 】 • Units are all in mg/L except for pH • pH: hydrogen ion concentration • BOD: Biochemical Oxygen Demand • SS: concentration of suspended solids in water• ND: below the minimum determination limit (not detected) • Values shown in the results column are averages of the results of the measurements.
【Groundwater】 • Units are all in mg/L • ND: below the minimum determination limit (not detected).
【 P R T R * D a t a 】 • Units are in kg *Values less than 1kg are rounded up if >0.5 and down if 0.5. There are some cases in which values for total volume and volume handled are not in agreement.
Data for use of resources• Units are: t/year for waste, t-CO2/year for greenhouse gas and 10,000㎥/year for water.
/volume emitted*Pollutant Release and Transfer Register (the registration system monitoring emissions of substances that pollute the environment and moves/transfers of them)【】

Data on Main Domestic Plants
HaruhiPlant
1 Haruhinagahata
Kiyosu, Aichi, Japan
452-8564
Main Products• Functional Parts■ Air（Air Pollution Control Law, prefectural regulations, etc.）
Item measured

Regulation value

0.1

Boilers (city gas)

Dust

150

Boilers (city gas)

NOx

■ Groundwater

Regulation value

Result5.8〜8.6

7.4

30

2.0

pH

ND

BOD (Biochemical Oxygen Demand)125

Oil content

45

600

Co-generation (city gas)

Item measured

ND

0.05

Co-generation (city gas)

■ Water（Water Pollution Control Law, prefectural regulations, etc.）

Result25

SS

5

Total phosphorus

Item measured

Environmental Standand

Result0.03

ND 〜 0.003

Trichloroethylene

0.04

Cis-1,2-Dichloroethylene

0.1

120

Total nitrogen

1.7

16

Thiram

6.1

0.06

0.6

ND

ND 〜 0.005

Refer to Toyoda Gosei Report P.29＊

■ No violations of laws, etc.

■ No complaints■ PRTR Data
Substance nameSubstance
number(item number)

Amounthandled

2-Imidazolidin thionate

42

3,075

300

TolueneVolume emitted
Volume moved
moved Volume moved
Into the air Into bodies of water Into the ground Volume
via sewers
as waste

0

1,268

860

0
0

0
0

0

461

0

194

VolumerecycledTotalremovedTotal
consumed

0

2,614(processed)

0

213

0

(products)0■ Data for use of resources/volume emitted
Category

ResultVolume generated

Waste

1,635

Volume emitted

1,264

Final volume disposed

Morimachi
Plant
1310-128
Mutsumi, Mori,
Shuchi, Shizuoka,
Japan
437-0213
Main Products• Weatherstrips• Functional Parts

Greenhouse gas

CO2 emissions

Water

Volume used

0

13,20024.9■ Air（Air Pollution Control Law, prefectural regulations, etc.）
Item measured

Dust

Boilers (heavy oil)

NOx

Boilers (heavy oil)

Regulation value

0.1

Item measured

ND

150

■ No violations of laws, etc.

■ Water（Water Pollution Control Law, prefectural regulations, etc.）

ResultpH

Regulation value

Result5.8〜8.5

7.5

50

5.2

BOD (Biochemical Oxygen Demand)

23

SS■ No complaints

5

Oil content

0.06

ThiramZinc■ PRTR Data
Substance name
Water-soluble compounds of zinc
Antimony and its compounds
2-Imidazolidin thionate
Ethylbenzene
XyleneDisulﬁram
Thiuram
TolueneBis (N,N-dimethyl dithiocarbamate) zinc
Phthalic anhydride

Methylnaphthalene

Methylenebis (4,1-phenylene) = diisocyanate
2-Mercaptobenzothiazole

Substance
number(item number)

Amounthandled

1
31
42
53
80
259
268
300
328
413
438
448
452

1,508
3,934
4,315
9,735
11,273
1,643
10,03537,635
5,247
1,136
13,766
3,134
36,511■ Data for use of resources/volume emitted
Category
Waste

Volume generated
Volume emitted
Final volume disposed

Greenhouse gas

CO2 emissions

Water

Volume used

0.5

Volume emitted
Volume moved
moved Volume moved
Into the air Into bodies of water Into the ground Volume
via sewers
as waste

0
0
0
6,542
7,592
0
0
18,79700
69
00Result

6,012
4,669

0

24,800

18.6

1

0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0

25

60
197
173
1,207
1,414
89
542
6,854
210
52
0
313
1,972

5.4
0.2

ND

0.17

VolumerecycledTotalremovedTotal
consumed

60
39
173
1,519
1,750
0
0
11,007
210
11
0
0
0

0
0
0
0
0
0
0
0
0
0
13,697
0
0

1,387
3,698
3,969
467
516
1,555
9,493
977
4,827
1,073
0
2,821
34,540(processed)(products)

Heiwacho
Plant
710 Origuchi,
Shimomiyake,Heiwa, Inazawa,
Aichi, Japan
490-1312
Main Products• Functional Parts■ Air（Air Pollution Control Law, prefectural regulations, etc.）
Item measured
Dust

Regulation value

Item measured

Regulation value

Boilers (heavy oil)

0.15

ND

pH

5〜9

Boilers (city gas)

0.05

ND

BOD (Biochemical Oxygen Demand)

600

0.05

600

ND

SS

Boilers (heavy oil)

140

64

Oil content

Boilers (city gas)

120

34

Total nitrogen

200

155

Co-generation (city gas)
NOx

■ Water（Sewerage Law, prefectural regulations, etc.）

ResultCo-generation (city gas)

■ No violations of laws, etc.

Total phosphorus
Fluorine■ No complaints

Result

7.4
136
57.5

30

3.4

240

32.9

32

3.1

8

0.14

■ PRTR Data

• Safety System Products

Substance name• Optoelectronic Products

Substance
number(item number)

Amounthandled20

22,818438

3,353

2-Aminoethanol
Methylnaphthalene

Volume emitted
Volume moved
moved Volume moved
Into the air Into bodies of water Into the ground Volume
as waste
via sewers

VolumerecycledTotalremoved(processed)

Total
consumed(products)

2

0

0

46

22,771

0

0

0

17

0

0

0

0

0

3,336

0

■ Data for use of resources / volume emitted
Category
Waste

ResultVolume generated

1,636

Volume emitted

571
0Final volume disposed
Greenhouse gas

Water

Inazawa
Plant
Aichi, Japan
492-8542
Main Products• Interior and Exterior Parts• Functional Parts

25,900PFC emissions

700

HFC emissions

200

Volume used

25.6

■ Water（Water Pollution Control Law, prefectural regulations, etc.）■ Air（Air Pollution Control Law, prefectural regulations, etc.）
Item measured
NOx

Regulation value

Result150

55

Boilers (city gas)

600

170

Environmental Standand

Result0.03

ND

Co-generation (city gas)

1 Komeyasakai,
Kitajima, Inazawa,

CO2 emissions

pH

BOD (Biochemical Oxygen Demand)SS■ Groundwater

Oil content

Item measured
Trichloroethylene＊1

0.04

Cis-1.2-Dichloroethylene＊1＊1

Substances that have no record of being used.

■ No violations of laws, etc.
■ PRTR Data
Substance name
Ethylbenzene
XyleneChromium and trivalent chromium compounds
Hexavalent chromium compounds
Copper water-soluble salts (excluding complex salts)
TolueneNickel metal
Nickel compounds
Bis (2-ethylhexyl) phthalate
Water-soluble salts of peroxodisulfuric acid
Boron compound＊

Amounthandled

53
80
87
88
272
300
308
309
355
395
405

3,212
5,838
5,338
5,338
6,865
36,550120,359
131,445
3,081
8,525
2,183

Category

Copper
Boron

Volume emitted

1,746
3,285
0
0
0
20,46200
0
00ResultVolume emitted

2,287

Final volume disposed

Volume moved

Into the air Into bodies of water Into the ground

4,547

Volume used

Total chromium
Fluorine

Volume generated

Water

Hexavalent chromium■ No complaints(item number)

CO2 emissions

Total phosphorus

Refer to Toyoda Gosei Report P.29

Substance
numberGreenhouse gas

Total nitrogen

ND 〜 0.008■ Data for use of resources /volume emitted
Waste

Regulation value

Item measured

021,800
57.9

2

0
0
43
0
69
0
0
26
0
0
22

0
0
0
0
0
0
0
0
0
0
0

Volume moved
via sewers

0
0
0
0
0
0
0
0
0
0
0

Volume moved
as waste

533
934
4,228
0
0
6,688
0
17,062216
00

5.8〜8.6
25
30
5
120
16
0.5
2
1
15
30

Result

7.1
7.4
2.5
ND
15.2
0.85
0.003
0.16
0.12
0.11
5

VolumerecycledTotalremovedTotal
consumed

224
409
0
0
0
2,559
0
0
0
0
0

0
0
0
5,338
6,796
0
120,359
0
0
8,525
2,161

707
1,210
1,068
0
0
6,842
0
114,357
2,866
00(processed)(products)

Bisai Plant
40
Higashishimoshiro,■ Air（Air Pollution Control Law, prefectural regulations, etc.）
Item measured
Dust
NOx

Meichi, Ichinomiya,
Aichi, Japan
494-8502
Main Products• Interior and Exterior Parts• Safety System Products

Regulation value

Boilers (city gas)

0.05

ND

Co-generation (city gas)

0.05

ND

Boilers (city gas)

150

66

Co-generation (city gas)

600

145

■ No violations of laws, etc.

■ Water（Sewerage Law, prefectural regulations, etc.）

ResultItem measured

Regulation value

pH
BOD (Biochemical Oxygen Demand)

Result5.7〜8.7

7.1

300

67.0

300

31.9

30

1.4

SS
Oil content■ No complaints■ PRTR Data
Substance
number(item number)

Amounthandled

Ethylbenzene

53

9,051

XyleneToluene80

Substance nameVolume emitted
Volume moved
moved Volume moved
Into the air Into bodies of water Into the ground Volume
via sewers
as wasteVolumerecycledTotalremovedTotal
consumed(processed)(products)

5,151

0

0

0

1,456

634

0

1,810

10,481

5,966

0

0

0

1,685

734

0

2,096

300

21,023

12,148

0

0

0

3,376

1,426

0

4,073

I-Bromopropane

384

3,960

0

0

0

0

0

3,960

0

0

Methylenebis (4,1-phenylene) = diisocyanate

448

164,069

0

0

0

0

16,40700147,662■ Data for use of resources / volume emitted
Category
Waste

ResultVolume generated

2,994

Volume emitted

392
0Final volume disposed

Seto Plant
141 Sosaku,
Seto, Aichi, Japan
489-0843
Main Products• Interior and Exterior Parts

Greenhouse gas

CO2 emissions

17,200SF6 emissions

3,400

Water

Volume used

11.1

■ Air（Air Pollution Control Law, prefectural regulations, etc.）
Item measured
Dust

Boilers (kerosene)

NOx

Boilers (kerosene)

Regulation value

0.2

Regulation value

Result5.8〜8.6

7.3

BOD (Biochemical Oxygen Demand)

20

1.4

SS

20

0.4

Total nitrogen

10

0.6

Total phosphorus

4

0.04

pH

ND

150

■ No violations of laws, etc.

■ Water（Water Pollution Control Law, prefectural regulations, etc.）

Result66■ No complaints

Item measured■ PRTR Data
Substance
numberAmounthandled80

9,839

1,2,4-Trimethylbenzene

296

Methylenebis (4,1-phenylene) = diisocyanate

448

Substance name(item number)

XyleneVolume emitted

Volume moved

moved Volume moved
Into the air Into bodies of water Into the ground Volume
via sewers
as wasteVolumerecycledTotalremovedTotal
consumed243(processed)(products)

733

0

0

0

197

85

8,582

9,951

49

0

0

0

0

0

9,902

0

79,232

0

0

0

0

7,923

0

0

71,309VolumerecycledTotalremovedTotal
consumed

264

0

49

■ Data for use of resources /volume emitted
Category
Waste

ResultVolume generated

894

Volume emitted

243
0Final volume disposed

Kanagawa
Plant
19-5 Suzukawa,
Isehara, Kanagawa,Japan
259-1146
Main Products

Greenhouse gas

CO2 emissions

Water

Volume used

■ No violations of laws, etc.

2.9

■ No complaints■ PRTR Data
Substance name
TolueneSubstance
number(item number)

Amounthandled

300

1,178

Volume emitted
Volume moved
moved Volume moved
Into the air Into bodies of water Into the ground Volume
via sewers
as waste7220■ Data for use of resources /volume emitted
Category
Waste• Interior and Exterior Parts• Functional Parts

6,000

ResultVolume generated

88

Volume emitted

25

Final volume disposed
Greenhouse gas

CO2 emissions

Water

Volume used

0
700
0.3

3

0

0

143

(processed)(products)

Kitakyushu
Plant■ No violations of laws, etc.
■ PRTR Data
Substance name1-2 Kitahoraoka
Maeda, Yahatahigashi, Kitakyushu,
Fukuoka,Japan
805-0058
Main Products• Interior and Exterior Parts• Weatherstrips• Functional Parts• Safety System Products■ No complaints

Ethylbenzene
XyleneChromium and trivalent chromium compounds

Hexavalent chromium compounds
TolueneNickelNickel compounds(item number)

Substance
numberAmounthandled

53
80
87
88
300
308
309

3,107
4,294
4,461
4,461
25,43834,38634,386

Volume moved

1,797
1,988
0
0
11,734
0
0

0
0
0
0
0
0
0

0
0
0
0
0
0
0

Category
Waste

823-0017
Main Products• Interior and Exterior Parts• Functional Parts• Safety System Products

Volume emitted
Greenhouse gas

CO2 emissions

Water

Volume used

■ No violations of laws, etc.

■ No complaints

Japan
843-0151
Main Products
Main Products(products)■ Water（Water Pollution Control Law, prefectural regulations, etc.）
Regulation value

Result5.8〜8.6
10
25
2

7.4
1.03
0.6
ND

SS
Oil content■ PRTR Data
Substance name
Ethylbenzene
XyleneTolueneSubstance
number(item number)

Amounthandled

53
80
300

3,471
3,930
18,890Volume emitted
Volume moved
moved Volume moved
Into the air Into bodies of water Into the ground Volume
via sewers
as waste

2,000
2,264
10,884

0
0
0

0
0
0

534
605
2,906

0
0
0

VolumerecycledTotalremovedTotal
consumed

243
275
1,322

0
0
0

694
786
3,778

(processed)(products)■ Data for use of resources / volume emitted
ResultVolume generated
Final volume disposed

Saga,

621
601
892
0
3,502
0
29,915

BOD (Biochemical Oxygen Demand)

Volume emitted

Wakaki, Takeo,

0
0
0
4,461
0
34,3860Item measured

Category

9966-9 Kawako,

217
1,111
0
0
6,690
0
0

pH

Waste

Saga
Plant

Total
consumed(processed)

ResultMiyawaka,
Japan

Total
removed

3,030
2,467
0
8,300
3.0

Volume generated

2223-1 Kurahisa,
Fukuoka,

471
593
3,569
0
3,513
0
4,471

0
0
0
0
0
0
0

Volumerecycled■ Data for use of resources / volume emitted

Final volume disposed

Fukuoka
Plant

Volume emitted

moved Volume moved
Into the air Into bodies of water Into the ground Volume
via sewers
as waste

Greenhouse gas

CO2 emissions

Water

Volume used

1,292
155
0
3,400
1.7

■ Air（Air Pollution Control Law, prefectural regulations, etc.）
Item measured
Dust

Boilers (city gas)

NOx

Boilers (city gas)

Regulation value

Result

0.1
150

ND
36

■ No violations of laws, etc.

Category
Volume generated
Volume emitted
Final volume disposed• Optoelectronic Products

Greenhouse gas

CO2 emissions
PFC emissions

Water

Volume used

Item measured
pH
BOD (Biochemical Oxygen Demand)SS■ No complaints

Oil content■ Data for use of resources /volume emitted
Waste■ Water（Water Pollution Control Law, prefectural regulations, etc.）

Result

92
19
0
3,900
0
4.0

4

Regulation value

Result5.8〜8.6

7.3
2.4
0.3
ND

20

50
5

Resource Input and Output to the Environment in Business Activities in Fiscal 2016

Business activities

INPUT
Total material input
Plastic

43,283t

Development design

25,462t■ Improve the eﬃciency of gas mileage

Rubber (rubber sheet)
17,821t

Interiors and Exteriors
Weatherstrips

vehicles as well as parts that can be

Functional Parts

used with bio-energy

Safety Systems■ Recycling techniques and plans■ Abolish the use of banned substances, andTotal energy input 3,220,000GJ *1

LEDs
General Industry Products

reduce the use of VOC*3 in car interiors

Purchased electricity
1,620,000GJ
1,360,000GJ

Procurement

LPG

120,000GJ

Heavy oil

70,000GJ■ Achieve complete control over the use

Kerosene

30,000GJ

LNG

20,000GJ

Gasoline

1,000GJ

Emitted into the atmosphereCO2

6 gasesof substances that have an environmental
impact, including in delivered parts, rawmaterials, and production facilities.

SOx*4

subject to PRTR

stances■ Reduction of waste and materials discarded■ Promote the recycling of materials

Underground water

VOC emissions

115t
362t

Landﬁll waste
0t
Incinerated waste
8t
Industrial waste
12,539t
General waste
18t
For-proﬁt disposal by sale
6,919tVolume of substances
subject to PRTR
114t

Transportation

substances usage 945t

0t

Waste discharge

390,000㎡
*2

3t
93t

Volume of substances■ Reduction of CO2 emissions■ Reduction of environmentally harmful sub-

310,000㎡

4,000tNOx*5

Production

Industrial water 950,000㎡

PRTR

143,000t-CO2

Dust

Water resource input 1,650,000㎡
Clean water

Products■ Develop parts for hybrids and fuel-cellExcluding purchased parts,
metal and liquid

City gas

OUTPUT

Challenges■ Reduce CO2 emissions by making
improvements in transportation■ Reduction of packaging materials, andimprovement of reuse rate

Waste water
Total waste water
1,180,000㎥
Volume of substances
subject to PRTR
0.2t
Nitrogen emissions*6 9.3t
Phosphorus emissions*6 0.8t
COD emissions*6
4.9t

Use
■ Improvement of fuel economy
Reduction of environmentally
harmful substances

Recycling reuse■ Improvement of recyclability ofused vehicle parts*1 Gigajoule (1,000,000,000 joules)*2 Pollutant Release and Transfer Register*3 Volatile Organic Compounds*4 Sulfur Oxide*5 Nitrogen Oxide*6 Range of target: 4 plants of Haruhi, Inazawa,Heiwacho and Seto, Kitajima Technical Center,
Miwa Technical Center and Sun-Court Inoguchi

Input of energy

Input of energy(10,000GJ)

400

348

342

335

333

■ Gasoline

322

■ LNG
■ Kerosene

300■ Heavy oil
■ LPG

200

■ City gas■ Purchased
electricity

100

0

2012

2013

2014

2015

2016 (Fiscal year)

5Data on Greenhouse Gases, Emissions Volumes and Water Resource Usage
These data may diﬀer in parts from the data in the Toyoda Gosei Report,
as they include data from a larger number of companies■ CO2 emissions/CO2 emissions per sales unit trends (attributable to energy)■ Toyoda Gosei ■ Aﬃliates in Japan ■ North America■ Asia/Oceania ■ Europe/South Africa

14

300
200

173

165

172

343

355

16

19

178

173

159

16

16

16

154 151

154 149

151

2012（Base year）

2013

2014

0

194

181
164

18

100

22

23

167

19

︵

︶2

O
C
t
0
0
0
,
1

330

163

148

190

2015

143

194

t
i
n)
un
se
e
y
l
an
so
i
rl
l
ei
pm
s
n0
o0
1
i
s/
s
iO
mC
e
t
O(
C

111

▲ Consolidated

106

107

107

76

73

74

75

73

48

45

45

43

42

2012
（Base year）

2013

2014

2015

2016
（Fiscal year）

100

2

400

410

394

■ Overseas

150

50

103

2

500

◆ Japan (Toyota Gosei and domestic aﬃliates)

0

2016（Fiscal year）

・CO2 conversion calculation: International locations GHG Protocol (2001)
Locations in Japan 1990 Keidanren factor ﬁxed value■ Waste volume / Waste volume per sales unit trends■ Toyoda Gosei ■ Aﬃliates in Japan ■ North America■ Asia/Oceania ■ Europe/South Africa
40

2.2

2.8

4.9

4.3

31.8
1.9

26.7

4.7

2.8

20

︵

14.2

10

0

（

12.7

1.4
12.8

2012
Basic year :Japan,
consolidated

）（

30.4

12.1

1.4

1.3

11.3

10.8

2013
Basic year :Internationalaﬃliates

）

31.0

13.5
1.4

14.0
25.2

1.5

3.5
20.4

12.5

12.1

2014

▲ Consolidated

15

︶

t
0
0
0
,
1

■ Overseas

38.1

37.5

30

◆ Japan (Toyota Gosei and domestic aﬃliates)

2015

t
i
n
u
s)
en
e
l
ay
sn
ro
ei
pl
l
ei
m
m0
u
0
l
o1
v/
t
e(
t
s
a
W

11.1

7.0

7.0

3.3

3.2

3.6

2013
Basic year :Internationalaﬃliates

2014

2015

10

8.6

4.0

5

0

2016
（Fiscal year）

11.3

（

2012
Basic year :Japan,
consolidated

）（

）

6.8

6.0

5.3
3.7

2016
（Fiscal year）■ Water use / Water use per sales unit trends■ Toyoda Gosei ■ Aﬃliates in Japan ■ North America■ Asia/Oceania ■ Europe/South Africa
300

3

︵

︶

m
0
0
0
,
0
1

200

5

65

184

0

206
6

2012
（Base year）

74

210
7

75

227
4

172

166
81

90

2013

2014

237
72

118

113

119
174

89

247

240

239
212

118

100

■ Overseas▲ Consolidated

0.8

260
76

◆ Japan (Toyota Gosei and domestic aﬃliates)

216
5
115

165
105

2015

96

)
tn
i
ne
uy
sn
e
o
l
l
ai
i
sl
rm
e0
p0
e1
s/
3
um
r
e0
t0
a
0
W,
1
(

0.72

0.7

6

0.63

▲

0.6

0.64

0.65

0.63

0.62

▲

▲ 0.630.62▲ 0.58
0.54

0.5

0.0

2016
（Fiscal year）

▲

0.71

2012
（Base year）

2013

2014

2015

2016
（Fiscal year）

Chemical Substance Handling and Emissions Volumes (Japanese and Overseas Aﬃliates)
The Toyoda Gosei Goup manages chemical substance handling volumes, emissions volumes, movement volumes,
and VOC emissions volumes based on the laws of each country at our aﬃliates worldwide.

■ Aﬃliates in Japan
Japan, 1 company
Applicable regulations: Laws related to improved monitoring and management of the amounts of speciﬁed chemical substances released into the environment(Unit : t/year)
Name ofchemical substance

Volume emitted

Volume moved

Substance number（item number）

AmounthandledInto airInto water

Into ground

268

1.6

0

0

0

ThiramVolume moved via sewers Volume moved as waste

0

0.05

■ International aﬃliates
USA, 1 company

Applicable regulation: Toxic Release Inventory（8.1a）
Own
company
landﬁll
ChromeCopperManganese
NickelNitric acid
Styreneammonia
Diisocyanate

0(Unit : lbs/year)（8.1b）

Other own
company emissions(air, water, etc.)

0
0
0

0.01
0.15
0.02
0.19

0

172.6

0

0

0
0

0
0

（8.1c）
Anothercompany
landﬁll

0

（8.2）
（8.3）
Own
Other emissions in
Anothercompany
company
another company(air, water, etc.) heat recovery heat recovery

0
0
0
0

（8.1d）

45,299

0

0

613

0

0

15,612023,870

0
0
0

0

0

0

0

0

1,453

0

0

0

0

（8.4）
Own
company
recycle0292,5920

180,490

0

0

0

0

0

0

（8.5）
Anothercompany
recycle317,704
947,130

0

0

0

3,850

0

0

8.1a：Total on-site disposal to Class I Underground Injection Wells, RCRA Subtitle C landﬁlls, and other landﬁlls.
8.1b：Total other on-site disposal or other releases.
8.1c：Total oﬀ-site disposal to Class I Underground Injection Wells, RCRA Subtitle C landﬁlls, and other landﬁlls.
8.1d：Total other oﬀ-site disposal or other releases.
8.2 ：Quantity Used for Energy Recovery Onsite.
8.3 ：Quantity Used for Energy Recovery Oﬀsite.
8.4 ：Quantity Recycled Onsite.
8.5 ：Quantity Recycled Oﬀsite.
8.6 ：Quantity Treated Onsite.
8.7 ：Quantity Treated Oﬀsite.

Canada, 1 company

Applicable regulations:
National Pollutants Release Inventory(Unit : t/year)
VOC emissions

Taiwan, 1 company
Applicable regulations:
Air Pollution Control Act(Unit : t/year)

VOC emissions

56

55■ Chemical substance reduction targets
We are working toward a target of totally eliminating phthalic acid by 2019 based on overseas law.

CO2 Emissions by Scope Level
Other 30,000t CO2

Distribution 40,000t CO2

Employee commutes & business trips
20,000t CO2

Scope 1, 2 560,000t CO2
・Indirect emissions due to fuel, etc.,from factories and other facilities(natural gas, heavy fuel, etc.)

FY2016(Global)1,580,000t
CO2
Scope 3 1,020,000 t CO2・ Other indirect emissions

・Indirect emissions associated withuse of purchased electricity, etc.

Raw materials/capital goods
930,000t CO2

7

0

256
0

（8.6）
Own
company
disposal

0
0
0
0

（8.7）
Anothercompany
disposal

0
0
0
0

0

9,407

0

0

0
0

0
0

Environmental Protection Costs■ Environmental Protection Costs■ Economic eﬀect*6（Unit: ¥100 million）

Toyoda Gosei

Aﬃliates in Japan,
total

8.2

ー

Costs within business areas*2

20.4Management activity costs*3（Unit: ¥100 million）
Toyoda Gosei

Aﬃliates in Japan,
total

Energy expenses

2.5

0.3

1.7

Waste-processing expenses

1.6

0.5

1.3

0.2

Total

4.1

0.8

Social activity costs*4

3.0

0.1

Costs for environmental measures*5

0.1

0Type of cost
Research and development costs*1

33.0

Total

Item

*6 The economic eﬀects calculated here are those that can be ascertained
based on solid evidence.

2.0

4.1
0

2.0

0

33.0

2012

2013

2014

2015

2012

2013

2014

2015

2016
（Fiscal year）■ Quantitative eﬀect*7

Affiliates in Japan, total

25

0.8

5

Toyoda Gosei Co., Ltd.

50

Affiliates in Japan, total

10*1 Costs for research and development of products that reduce environmental
impact.
*2 Costs to reduce environmental impacts from production, including pollution
control, reduced energy consumption, and waste disposal.
*3 Costs for management, including education, maintenance of the environmental
management system, and measurements.
*4 Costs for such measures as tree-planting and beautiﬁcation.
*5 Costs for dealing with environmental impacts from business operations.

（¥100 million）

Toyoda Gosei Co., Ltd.

（¥100 million）

Item

Eﬀect

Global warming prevention (CO2 reduction)

8,966t-CO₂
716t

Waste reductions (amount reduced)

Legal compliance

2016（Fiscal year）

Posted on
Toyoda Gosei Report 2017 page29
Japan plant data described on page1-4*7 Amounts are calculated for Toyoda Gosei alone.

8

Third-party Veriﬁcation

9