［ Report on Activities of FY2012］,.

Management Philosophy StructureManagement Philosophy
Management
Philosophy

Boundless Creativity & Social Contribution[Customer satisfaction]

We aim to provide products and services with satisfying quality and price in a timely
manner, through advanced R&D and production engineering.

Charter for
Business
Ethics

EthicsBusiness
Charter for

TG 2020
VISION[Respect for individual]
We aim to realize a vibrant corporate culture through innovative thinking of individuals and enhanced team work value based on shared responsibility and mutual trust
between employees and management.

[Good corporate citizenship]
V I S ION
TG 2020

We aim to, as a global corporation, strive to be a trustworthy, respected corporate citizen
by honoring both the letter and the spirit of law and rule of every nation, and through community based business activities and contributing to industry, economy and the society.

[Respect for the environment]
理 念
経 営

We aim to dedicate ourselves to create a prosperous society and make the Earth abetter place to live through our business activities such as providing environment
preservation, energy-saving and safe products.

[Steady growth]
We aim to ensure steady growth as a global leading manufacturer in high-polymer
and LED technologies through a strengthened corporate structure and the management that can adapt to changes.

TG 2020 VISION
In line with the aims of our Management Philosophy, the TG 2020
VISION clearly states what the Group ought to look like in 2020
and the direction that Group initiatives should take.
[What we aspire to become]A supplier of choice that delivers happiness to customers[Main pillars of activity]

1. Delivering the best for less 2. Acquiring new technologies ﬁrst
3. Consolidating business foundations[Human resources : The key to our activity]
Enhance individual capabilities ＆Encouraging inter-organizational cooperation

Charter for Business Ethics
The ethical standards and values that should be shared throughout
the Toyoda Gosei Group are shown here.

[Corporate Social Responsibility][Relationship Between Company and Employees]

・Creating healthy workplaces where everyone can work comfortably・Asset and conﬁdentiality management[The Company s Business Activities]

・Development and production / Sales / Procurement
・Overseas business / Environmental conservation[Relationship Between the Company and Society]・Public relations activities throughout the world ・Social contribution activities
・Elimination of antisocial forces ・Dealings with public agencies[Personal Behavior]

・Wholesome behavior on the job ・Prohibition of insider trading
・Traﬃc safety

01

TOYODA GOSEI REPORT 2013

Contents
Management Philosophy Structure2

Editorial Policy / Contents

3

Message from the President

5

Special Feature 1

9Delivering Happiness to the world with environment conservation, energy conservationand safety-enhancing technologies

Environmental Report
34

Promoting Environmental Protection Activities on a
Global Scale

35

Fifth Environmental Action Plan −Goals for FY2015−36

Activities for the Fifth Environmental Action Plan andthe status of achievements in the goals for FY2012

38

Prevention of Climate Change

Never let the Great East Japan Earthquake fade into
oblivion
Work toward reconstruction together with disaster-hit areas

40

Effective Use of Resources

41

Control and Reduction of Environmentally Harmful

Business Report

43

Environmental Management

47

Promote the spread of LEDs with higher environmental efficency

48

Environmental Cost / Independent Opinion

Special Feature 2

Business Overview

13

Report by Business Unit

16

Report by Region

Management Report

Substances

Financial Report
49

Financial Condition
Consolidated Balance Sheets
Consolidated Statements of Income / Consolidated

20

Compliance21

Risk Management

53

Social Report

54

Relationship with our Customers
Relationship with our Employees

29

Relationship with our Shareholders

30

Relationship with our Suppliers

31

Involvement in Local Communities

Social Report

Consolidated Five-Year Financial Summary

52

Corporate Governance24

Report and Analysis of Business Performance and

51

19

22

Management Report

11

Business Report1Statements of Changes in Net Assets
Consolidated Statements of Cash Flows

Corporate Data
55

Global Network / Domestic Network

58

Company Profile / Directors・Audit & Supervisory Board
Members / Corporate Officers / Stock Information

Environmental Report

About TOYODA GOSEI 2013 [Report on Activities of FY2012］

This report principally covers the above target period, but content related toother periods may be included as needed.

Scope
In principle, the companies covered are those consolidated in the
Toyoda Gosei Group.
The scope is outlined individually for some of the items.

Reference Guidelines
The Global Reporting Initiative (GRI)
Sustainability Reporting Guidelines Version 3.0 (G3.1) *1● Ministry of the Environment
Environmental Reporting Guidelines, 2012 Edition *1
Environmental Accounting Guidelines, 2005 Edition*A comparative table of these guidelines can be found on our website.
http：//www.toyoda-gosei .co.jp/csr/kankyou/houkoku.html●

Corporate Data

Target period
April 1, 2012 - March 31, 2013

Caution regarding forecasts
This report includes predictions and forecasts pertaining to
Toyoda Gosei s future plans, strategies, and business performance.
These statements are based not only on past facts but on assumptions and opinions, premised on judgments made through information available at the time of writing. It also contains information onrisks and uncertainties related to economic trends, intensiﬁcationof competition in the automotive industry, market demand, taxes,
laws, systemic changes, natural disasters and other factors. Please
note that actual results may vary signiﬁcantly from our predictions.

Financial Report

Editorial policy
We have planned and developed this as an integrated report
combining our Social / Environmental Report and Annual
Report in a single publication, so that all our stakeholders canfully understand the Toyoda Gosei Group s stance and activity
and that we may win their greater trust.
In this report we give weight to the issues we consider importantand focus on the issues we want to convey to our stakeholders,so as to make our Group s business activities easy to understand.
We have also included opinions from our stakeholders and comments from our employees engaged in various activities.
This report is composed of the introduction, which includes special features, plus the main report covering the ﬁve categories ofBusiness, Management, Society, Environment and Finance.
In the Introduction section we will cover our activities in environment conservation, energy conservation and safety-enhancing
technologies, which are listed among the pillars of activity deﬁned
in TG 2020 VISION , as Special Feature 1 along with Special
Feature 2, which depicts our ongoing eﬀort to support restoration
after the Great East Japan Earthquake.
In the Report section we have also introduced our activities in
FY2012 and their results.

Date of Issue
July 2013 (next publication scheduled for summer 2014 / previous
publication was July 2012)
Contact information for inquiries about this report
General Administration & Public Aﬀairs Dept., General Administration Division (Headquarters)
Phone : +81-52-400-1055 Fax. +81-52-409-7491
Environment Administration Dept., Plant & Environment Engineering
Division (Kitajima Technical Center)Phone : +81-587-34-3291 Fax. +81-587-34-3309
This report can also be viewed on the Toyoda Gosei website.
http：//www.toyoda-gosei.com/
TOYODA GOSEI REPORT 201302

Message from the President

As a manufacturer specializing in thefields of polymers such as rubber,plastics and optical semiconductors,
we commit ourselves to take up challenges,
with the group s 30,000 employees working
in concert, to become a competentsupplier recognized worldwide.
What we aspire to become

TG 2 02 0 V I S I O N

A supplier of choicethat delivers happinessto customers

The Toyoda Gosei Group strives to become1"a true global supplier of choice that delivers

Delivering thebest for lesshappiness to customers all over the world."

Main pillars of
our activity
2

Acquiring newtechnologies
first

Tadashi Arashima

President, Toyoda Gosei Co., Ltd.

Introduction
The Toyoda Gosei Group to date has grown primarily in theﬁelds of polymers and optical semiconductors such as
rubber, plastics and LEDs, and has become a global system
supplier of auto parts and LED products, operating with a
network of 60 aﬃliated companies established in 17 countries and regions worldwide.
In response to the rapid rise of fuel-eﬃcient vehicles and electric vehicles against a backdrop of the Go-Green attitude
spreading in society, we engage actively in the developmentof lighter and smaller automotive components as well as various safety-enhancing systems for cars, including airbags, witha view to making a contribution to the development of asafer auto society. We are also working hard to develop
technologies achieving higher luminance and energy eﬃciency
in the ﬁeld of LEDs, which has drawn attention as a nextgeneration light source, thus proactively promoting our initiatives toward the realization of a low-carbon society.

Looking back at 2012
Our performance in 2012 was good for the domestic automobile parts business, where recovery from the distressing
impact of the natural disasters that successively hit the country in the previous year and the government s eco-car subsidy

03

TOYODA GOSEI REPORT 20133

Consolidating
businessfoundations

Human resources:
The key to our activity
Enhancing individual capabilities &Encouraging inter-organizational
cooperation

worked favorably to boost demand. For overseas operations,performance was also generally favorable, thanks to theactive promotion of sales to overseas makers in addition to
the eﬀect of new models launched by our major customers inNorth America and increased automobile production in
emerging markets, including those in Southeast Asia, with the
exception of the Chinese market, which experienced a temporary slump.
Similarly, favorable performance also continued for the optoelectronics business, due to increased demand for LED products
for the back-light applications of tablet terminals and lighting
applications, which pushed the companys ﬁnancial performanceup by about 19% in total sales over the previous year.
Having formed TG 2020 Vision, we successfully conductedbusiness in 2012 with our medium- to long-term vision,
shared among the group companies as a whole. In initiatives
promoted under three pillars of activity, Delivering the bestfor less, Acquiring new technologies ﬁrst, and Consolidating
business foundations, some positive outcomes suggestive of
future fruitfulness have gradually emerged.
For the ﬁrst pillar, Delivering the best for less, we have completed the preparatory stages of cost reduction for major
plastic materials by conducting formulation design and raw
material simulations to develop the world s most inexpensive
materials. We also promoted the development of Supercompact dies, reduced by about 46% in weight to develop
an optimal process considering both quality and cost.

For the second pillar, Acquiring new technologies ﬁrst, we
pushed our weight-reduction technology for fuel-eﬃcient cars
to automakers and succeeded in acquiring new customers for
Plastic turbo ducts, a plastic alternative to conventional
metal parts, and developed Expanded TPV glass runs, alightweight product achieved with low speciﬁc gravity materials. Besides these, we also developed a Pop-up hood actuator, which raises the rear part of a bonnet upon collision
with a pedestrian to mitigate impact to the victim, as a new
product in the safety-enhancing area, and large radiatorgrilles realized with the combination of a precision plastic
molding process and plating-based surface treatment technology to oﬀer innovative looks that meet our customers
design needs.
For the third pillar, Consolidating business foundations, weestablished TG Higashi-Nihon, Ltd. in Miyagi to perfect our
three-pole production system, deployed to Tokai, Kyushu andTohoku, and TS Opto Co., Ltd. in Chiba to enlarge the highend LED business in domestic operations. In overseas operations, we established our ﬁrst production / sales base in theSouth America region, GDBR Industria e Comercio de Componentes Quimicos e de Borracha Ltda., as well as satellite
plants of TG Minto Corp. of Canada and TG Fluid Systems
USA Corp. in the U.S., in order to cope with an increase of
automobile production volume in the whole of North
America. To prepare for new orders from major automakers
in Europe, we also set about capacity expansion at our UK
and Czech bases, thus enhancing our product supply capabilities to satisfy both Japanese and overseas customers.
We have committed ourselves to continuing our global eﬀorts
to develop competitive products in an expeditious manner bytaking advantage of our own technological strengths. We arealso resolved to complete various measures and stick unwaveringly to this vision.

Operational emphases in 2013
For the future automobile industry, we cannot expect asigniﬁcant growth from export sales because of increasing
local content, while the shrinking trend of the domestic
market will continue. In overseas markets, price competition
involving local parts manufacturers will intensify further inspite of the recovery of the North American market and thecontinuing growth expected primarily in emerging economies.
In the optoelectronics business, although further market
expansion is anticipated, competition among suppliers in therace of high luminance, low-cost LED development is intensifying, involving Korean and Taiwanese makers, because theprice reduction of tablet terminals is advancing along with
their increased versatility.
In order to overcome such serious competition with a unitedgroup eﬀort that surpasses its divisions or units, and to aim
with a high spirit to become "a true global supplier of choicethat delivers happiness to customers all over the world" asstated in TG 2020 VISION, we have adopted a new slogan
for the year: One Team, One TG. We have also determinedTG SPIRIT as a common value to be shared by all TG s
30,000 employees of varying nationalities and cultural backgrounds, in order to achieve TG 2020 VISION. In this TG
SPIRIT, one of our shared values is deﬁned as follows: Eachindividual demonstrating high ability, and the organization
strengthening teamwork.
As a system for advancing toward our goals, we have integrated the development and design functions into the Development Headquarters, so that our technology development
capabilities can be fully utilized in product development.
Further, we have abolished the former division system andintroduced Product Production Centers, roughly segmented

into rubber and plastic, with a view to enhancing our crossdisciplinary manufacturing ability beyond the current businessdomains.
We commit ourselves to strengthening the footholds of ourbusiness by determining the following management emphases to be promoted with the above system for this year s
operations:(1) To expand business and secure proﬁts through theenhancement of competitive power:• Creation of products / processes achieving variable
costs, ensuring an overwhelming competitive edge in
the industry.
• Proﬁt generation structure reform from a medium- tolong-term perspective.
• New product development through combination of technologies that go beyond individual business domains.
(2) For business development to achieve sustainable growthboth at home and abroad:• Sales expansion with enhanced customer strategies.
• Aggressive business expansion in rapidly growing emerging economies.

Environmental protection and social
contribution activities for a sustainable society
The Toyoda Gosei Group is steadily promoting various initiatives for the realization of a sustainable society, including an
Earth environment preservation initiative and volunteer activities closely rooted in local communities.
In our eﬀorts to preserve the Earth s environment, we areworking to reduce CO₂ emissions and develop recycling technologies under our ﬁfth environmental action plan, a 5-yearplan developed in 2011, and we have switched all the lighting ﬁxtures of our domestic operation bases and Toyoda
Gosei Europe N.V. from ﬂuorescent lamps to LED lights byadvancing the originally contemplated schedule by 3 years.
In the fourth year of our Plant grove development activity,
new projects were launched at the Haruhi Plant as well as at
the Foshan base in China and Fong Yue, Ltd. of Taiwan,
expanding the scale of the activity to date to 180,000 trees
at 13 bases around the world. We will continue to promote
this initiative, setting an objective of 600,000 at 60 basesaround the world.
In our social contribution activities we donated LED products,
including LED street lamps, to Ofunato City and RikuzenTakata City located in Iwate, to help develop a bright, safe,
comfortable town environment as part of our support of East
Japan s restoration from the 2011 disaster. Further, as ahealth promotion initiative, we organized sports classes
targeting local junior high school students by sending out
members of Toyoda Goseis basketball team and handball team.
To deepen our ties with various regions of the world andenlarge the circle of our social contribution activities globally,
we launched a new initiative, Global Concurrent Social Contribution Activity, in which about 5,000 employees from theentire TG group participated.

In Closing
The Toyoda Gosei Group aims to be a good corporate citizen
that earns the trust of society, by developing products thatbring happiness to customers worldwide and through all ourbusiness activities, including environmental protection andsocial contribution eﬀorts. We adopt an attitude of gratitudeand humility toward all of our stakeholders, and hope to continue meeting their expectations. We ask for your continued
guidance and support in the future.

TOYODA GOSEI REPORT 201304

Special Feature 1

Delivering happiness to
the world with environment
conservation,energy conservation andsafety-enhancing technologies
What Toyoda Gosei aspires to be is "a true global supplier of choice that delivers
happiness to customers all over the world," as stated in TG 2020 VISION. The
happiness we can provide through the automobile parts and LED products we are
dealing in is summed up in environment conservation,energy conservationand safety. In this special feature article, we will introduce examples of thetechnology we are developing to realize this happiness.

n of a low-carbon, sa
Contributing to the realizatio

Environment
conservation（weight reduction）

Weight-saving, plastic
turbo duct that clears
stringent conditions

We switched the material from aluminum to plastics.
Weight reduction of about 50% is achieved.
One eﬀective means of environment conservation is reducing
the weight of a vehicle. Reducing the weight of each part that
constitutes a car will reduce the overall vehicle weight, whichleads to better fuel economy and the resultant reduction ofgreenhouse eﬀect gas emissions.
A weight reduction of about 50% has been achieved by changing the metal ‒ conventionally aluminum ‒ high-temperatureside turbo duct to plastic, lightweight material, thus contributing to vehicle weight reduction.
Turbochargers have previously been adopted mainly insports-style cars, placing emphasis on driving performance, but■ Turbo duct installation location
Intercooler

Weight-saving,
Plastic turbo duct
High-temperatureside turbo duct
Turbocharger

05

TOYODA GOSEI REPORT 2013

fe society through technology

EngineLowtemperatureside turbo
ductthey are used increasingly for the purpose offuel economy improvement, with the rise ofenvironmental awareness. European automakers,
in particular, in response to the region s strict environmental regulations, increasingly employ turbochargers incombination with fuel-eﬃcient engines, while Japanese
automakers focusing on the production of fuel-eﬃcient gasoline
vehicles sell many models equipped with turbochargers.

Diﬃcult problems such as heat resistance and process
were solved. Commercialized quickly in a short period.
Although the use of plastics was increasingly adopted for the lowtemperature side duct of turbochargers, due to heat resistancerequirements aluminum was mainly used for the high-temperatureside duct, which is exposed to high temperatures reaching almost
200℃. Because of this, we began our own R&D in order to beable to use plastics as a duct material. We received a customer sorder and commercialized it by ﬁnding solutions to various problems in a short ‒ roughly 9-month ‒ development period.
The problems we had to tackle in developing this productincluded choosing the process, the selection of a material oﬀeringWhile motorization is spreading all over the world, environment
conservation and safety assurance have become grave concerns
commonly recognized worldwide.
Regarding environment conservation, it can be seen from future
greenhouse eﬀect gas emission projections (see graph 1) thatdeveloped countries, which have emitted greenhouse eﬀect
gases in large quantities in the course of achieving today s prosperity, as well as developing countries, which are expected to
grow in the future, need to reduce or control emissions.
Hybrid cars and electric cars, which are expected to reducegreenhouse gas emissions signiﬁcantly, are still expensive andtheir immediate spread in emerging economies is not likely tooccur. For this reason, technologies to reduce the weight ofauto parts are considered essential in achieving improved fueleconomy with conventional gasoline or diesel vehicles.
Traﬃc accidents are another issue requiring solutions along withthe environmental issues. Particularly in emerging economies,
where the number of cars owned by people is expected toincrease in the future, the number of victims may also increase(see graph 2). In view of such projections, environment conservation and the reduction of car accident victims are the two
major concerns automakers and suppliers should address.
Toyoda Gosei is committed to contributing to the developmentof a safer auto society through development of unrivaled technologies in the ﬁelds of environment conservation, energy conservation and safety.

■ Greenhouse eﬀect gas emission projections (graph 1)■ Number of motor vehicle fatalities per 100,000 population (graph 2)30(head)

500

Developing countries
Developed countries

0UK

BrazilMexicoJapan

Germany

China

CanadaAustralia

FranceSource: Ministry of Environment

0

Italy

2050

Egypt

2040

New Zealand

2030

India

2020

USA

2010

South Korea

2000

Greece1990

Russia1980

15

Malaysia

1971■ Number of fatalities by country (region)

South Africa

100 million tons (converted CO₂ equivalent)

1000

Source: Based on World Statistics 2013, Chapter 14: People s life and social security,
published by the Statistics Bureau, Ministry of Internal Aﬀairs and Communications.

ment conservation,
development to ensure environ■ Turbo-charged engine air intake tract
good heat resistanceand fusibility, an optimalHigh-temperature side duct Low-temperature side duct
shape ensuring both
moldability and durabilAir cleaner
Intercooler
ity, and the method offusing parts.
Inlet duct
Among other things,
Air cleaner
hose
the choice of a process
and the optimization ofＩＮa shape were the most OUT
Throttle
diﬃcult problems to
Catalyst
ﬁnd solutions to. For
Turbocharger
conventional duct
Engineproducts a blow mold- Direction of air flow
ing process was used,
but we chose an injection molding process promising moreconsistent quality, because a blow molding process was known
to cause variance in plate thickness. However, the shape of theduct hampered its being molded in one go, so we had to split itinto two parts for molding and join them later by fusion joining.
In order to ensure the reliability of fusion joining, we worked
out the best way to split the duct through repeated simulations, taking various fusion joining methods and conditions into
consideration. In the end, we adopted vibration fusing, whichuses vibrations to cause fusion from friction heat. We
screened the fusion joining conditions, such as the amplitude of vibrations and fusion joining force, by utilizing test
evaluation data fully, and succeeded in ensuring suﬃcientstrength while controlling the formation of unwanted burrs.
We aim to push it for adoption in fuel-eﬃcient cars equipped withturbochargers continually in the future.

From the left, Tatsuya Tanaka, Akira Suzuki and Tsukasa Nakai.

y.
energy conservation and safet

Voice
Akira Suzuki, Team Leader,Engine & Chassis Parts Engineering Dept.

In the course of development of a weight-saving, plastic turbo
duct, we took various approaches such as experiments conducted under a wide range of temperature settings and conditions, as well as fatigue strength tests on fabricated prototypes.
What made it possible to develop in a short, roughly 9-month
period, was the data we had gathered in our voluntaryresearch eﬀorts promoted previously. We hope to further ourwork to meet higher performance requirements, utilizing similar
technologies as used in this product.

TOYODA GOSEI REPORT 201306

Special Feature 1

Delivering happiness to the world with environmental conservation,energy conservation and safety enhancing technologies

Development ofMultichip COB for
high-ceiling lighting

Energyconservation

Power consumption for lighting use has been
lowered by about 64% in our factories.
Energy-saving LED lighting does not only contribute to a lowcarbon society, but also provides a practical option instrumental in solving the tight power supply and demand balance weare facing now along with the shutdown of nuclear power
plants in Japan. As an LED manufacturer, Toyoda Gosei isactively promoting the conversion of its plant and oﬃce lighting
to LED lights. In 2012 we replaced approximately 70,000 ﬂuorescent tubes, all the ﬂuorescent tubes found in all the domestic operation bases, with LED lighting ﬁxtures using our LEDs.
The next targets to replace are the high-ceiling lights installedin warehouses and plants. We have succeeded in developing a
multichip COB (chip on board) package (large luminous ﬂux
LED package) to be used for high ceiling lights, down lights,
searchlights and street lights. In a demonstration test currently
underway, the conversion of plant lighting to LEDs hasachieved a reduction in power consumption of about 64%.

Typically, mercury
lamps and halogen
lamps are used for lighting applications requiring
large luminous energy,
such as high-ceiling lights.
To replace them, it is necessary to develop a large
luminous ﬂux with a single
package. Meanwhile, while
LED produces high power
luminance, it also generates tremendous heat, which can sometimes destroy light-emitting cells themselves. Therefore, thediﬃculty we faced was achieving a large luminous ﬂux, while
ensuring suﬃcient heat release.
The recently developed product has attained therequired luminous ﬂux by arranging 10 to 100 LED
chips on a single board. We have realized a large
luminous ﬂux by employing eﬃcient ﬂuorescentelements and a highly reﬂective aluminumboard. We also implemented ahighly eﬃcient heat release
design by strategically arranging
LED chips and met the requirements for heat release by taking
advantage of the aluminumboard s properties excelling inthermal conductivity.
Examples of actual application

Developing the future of light

ing and cars

Development ofdownsized, weight-saving
pop-up hood actuator

軽量化
SafetyMitigates impact by popping up the hood.
Achieves top-class compactness and lightweight in the industry.
Thanks to the spread of airbags and other safety features,
fatalities in car accidents are decreasing for drivers and passengers, but pedestrian fatality numbers remain almost unchanged.
We started the development of a pop-up hood in 2005 to oﬀer
better protection to pedestrians, and realized a compact, lightweight pop-up hood actuator boasting industry-leading ﬁrstclass performance.
This product's working mechanism is as follows: (1) A collision
with a pedestrian is detected with a sensor installed in the

bumper. (2) A
gas generator
generates gas.
(3) Within about
0.02 seconds ofthe collision, gaspressure causes apiston to extend
and raise the hoodby about 7cm. (4) A
lock mechanism holds thehood in place. Because a
gap is created between thevictim and the engine room,
impact from the collision is
mitigated. In addition, a material that yields and bends whensubjected to a certain level of load is applied to the hood on
top of the piston. A ground-breaking structure to mitigate theimpact on a pedestrian is thus realized, because the piston will
bend when the pedestrian hits the piston part. As a result, our■Mechanism of pop-up hood actuator
CylinderGas generator

The gas generator generates gas and expands the piston with gas pressure.

07

TOYODA GOSEI REPORT 2013

Impact is mitigatedImpactbyleavingisa mitigated.
gap.

PistonThe actuator operates and raises the rear part ofアクチュエータが作動し、
the hood instantaneously.
フード後方を瞬時に持ち上げる

The pop-up hood is deployed to increase the space
under the hood in order to mitigate impact.

Many happy advantages such as low
maintenance needs and a quick start-up time.
The greatest advantage of switching high-ceiling lights anddown lights to LED lights is energy saving, but LED lights bringvarious other happy advantages. In the case of lighting ﬁxturesinstalled at elevated points, such as those in a plant, it is necessary to hire a specialized service provider to replace them.
Long-life LED lights, however, will reduce the number of necessary replacements, thus saving time, eﬀort and costs involved inreplacement work. In addition, most lighting ﬁxtures including■ Energy conservation eﬀects of conversion to LED
FixtureMercury lamp
high-ceiling lightLight source

Mercury
lamp400W

Horizontal surface illumination Average illuminationlevel (Installation height: 8m) level310 lx

Mercury-freeHigh-ceiling LED
lighting fixtureLED（Multichip package
made by Toyoda Gosei）

Equivalent

Average illuminationlevel 319lx▲Approx.
minus 64%

3150W
（150W×21）

Specific energy
42 lm/W
consumption efficiency

Approx. 2
times or more

103 lm/W

Years of duration

1.6years

Approx. 5 times

8.3 years

Yearly power cost

￥740.880▲Approx.
minus 64%￥264.600▲Approx.
minus 64%5.4t

Power consumption

8820W（420W×21）

Yearly CO₂ emission 15.2t* The upper limit values are taken from our lighting design comparison cases.
* Operating hours 7,200 h/y * Power cost\21/kWh* CO₂ emission 0.43kg- CO₂/kWh

mercury lamps require a certain start-up time before theyreach the required luminance level when they are switched on.
LED lights, on the other hand, reach the required luminancelevel as soon as they are switched on and oﬀer easy luminancecontrol as an added advantage. We are committed to advancing R&D in order to increase the spread of LED lights.

Voice
Shota Shimonishi, Team Leader, Engineering Dept. A2,

Optoelectronics Engineering Division 3

The remaining points for improving the multichip COB (Chip on
board) package are further performance improvements and lowering initial costs. When power costs and maintenance costs after
installation are taken into consideration, the total cost of lighting
will pay for itself a few years after its
introduction, but high initial costs
hamper its spread. Since conversion to LED lighting will contributesigniﬁcantly to the realization of alow carbon society, we intend
to promote R&D for two product lines, a high-performance
product line and an economical product line, toassist the conversion to LED
lighting advance in morecountries and regions.
From the left, Shota Shimonishiand Shigeo Takeda.

with unique technologies as a
product is proven through simulation data to decrease theimpact on a pedestrian in a collision more eﬀectively than competitors products.

global supplier

Voice
Hajime Kitte, Team Leader, SS Component Development
Engineering Dept., SS Engineering Division 1

A mechanism to lock the hood in position
comprising a fewer number of parts.
Since the pop-up hood actuator found many competing products in Japan and overseas, we tried to achieve lighter weight,
more compact size and a fewer number of parts than those ofcompetitors products. The greatest challenge was the mechanism to hold the popped-up hood in position. After repeatedtrial and error, we developed a unique lock mechanism comprising a fewer number of parts capable of holding up thebonnet.
Like airbags, this product does not deploy unless an accident
happens. Compared with airbags installed inside the car interior, it is installed in a harsher environment subject to rain,
thawing agents, ambient temperature ﬂuctuations, etc. To
ensure it will work unerringly whenever an accident may occur,
we put a great deal of eﬀort into various degradation tests.
Since it is light in weight and compact in size, comprising only
12 parts, it is currently used in low-centered stylish cars, highgrade cars and hybrid cars. As its application is expected to
expand to small cars in the future due to the growing needto protect pedestrians, we are continuing development work
to further improve its strengths, such as compactness, lightweight and low cost.

From the left, Yoshio Mizuno, Hajime Kitte and Daiki Sakamoto.

Conventional pop-up hood actuators are large, and reducing
their size was the point we had to deal with. Although we had
developed many airbag models in the past, a pop-up hoodactuator was a product in quite a diﬀerent genre, to which only
a gas generation mechanism could be diverted. We started
from zero in almost every process, from design to evaluationand quality control. We organized a trans-departmental project and had repeated discussions to promote it, which was the
key to its successful commercialization. We are committed to
R&D for continually delivering safe / secure products to customers all over the world in the future.

TOYODA GOSEI REPORT 201308

Special Feature 2
Rubble Removal Action by employees

Sailing instruction meeting (Iwate Pref.)

On March 11, 2011 the Great East Japan Earthquake occurredand caused catastrophic damage in the Tohoku and Kanto areas.
Although, two years since the disaster, reconstruction has progressed in some places, support is still needed in many areas. This
special feature presents the details of support for the disasterstricken areas that Toyoda Gosei has been providing for since
right after the occurence of the Great East Japan Earthquake until
today, and how our support should continue in the future.

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reconstruc
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Started support activities immediately after the earthquake.
Independent activities have also been carried out since2012, one year after the disaster.

Carried out support activities both at the disaster-hit
areas and our company base.
Support with consideration for local employment.

Toyoda Gosei has been providing support for disaster areas since
right after the occurrence of the Great East Japan Earthquake on
March 11, 2011. In the following month, from April 25 to May 27,
we delegated 16 employees to Otsuchi Town, Iwate Pref. They
helped relocate furniture and home appliances and remove sludge
from tsunami-stricken houses.
In addition, we donatedwater, foods, blankets, LED
ﬂashlights etc., while also
contributing 70 million yen
as a company group.
After that, we took part in
the Heart Moving Project,in which the Toyota Group
provides support
for disaster areas
in a united body.
As a member ofthe group, we
Sludge Removal Action by employees
carried out support activities during four periods: 1st: May to July,
2011; 2nd: August to November, 2011; 3rd: May to
July, 2012; and 4th: September to November, 2012.
As we entered 2012, the needs on-site changed fromthose of an urgent nature to those with an eye toward
the future and daily life. Under such circumstances, we
decided to provide support in our own way.

As this earthquake has left a wide area of devastation, our support would be spread wide but thin if we tried to support
every single area. Thus, we ﬁrst made a selection of areas tosupport. Taking advice from an NPO, Aichi Net, while also
considering various circumstances, we selected Rikuzentakata
City and Ofunato City, which suﬀered devastating damage in
Iwate Prefecture where our base is, as areas to be supported
by our company group.
We then carried out on-site reviews and public hearings inorder to ﬁnd out what kind of support is desired in the ﬁeld. As
a result, we decided to provide our support by dividing theactivities into: 1) support activities within Iwate Prefecture, and2) support activities at our company bases outside Iwate
Prefecture.
One of the support activities within Iwate Prefecture is donating LED secu-

Basketball instruction meeting (Iwate Pref.)09

TOYODA GOSEI REPORT 2013

Handball instruction meeting (Miyagi Pref.)Donation of LED securiy lights (Iwate Pref.)■ Details of reconstruction support activities
Activities in FY2011
Monetary donations

70 million yen

Commodities,
goods

Provided water, foods, blankets, LED flashlights etc.
LED security lights: 140, LED bulbs: 9,000, LED flashlights: 3,000

Human support

Provided support activities in the field four times from March 12 to November, such asdebris removal and mud removal from devastated houses.

Activities in FY2012

Donations,contributions

Donated 210,000 yen from the gross sales of the East Japan Reconstruction Support
booth at the TG Festival Charity Bazaar (Ofunato City, Iwate Pref.)Donation of LED security lights
・ LED bulbs: 3,000, LED flashlights: 1,000 (Iwate prefectural office)・ LED security lights: 40, LED bulbs: 3,000, LED flashlights: 1,000 (Rikuzentakata City, Iwate Pref.)・ LED security lights: 100, LED bulbs: 3,000, LED flashlights: 1,000 (Ofunato City, Iwate Pref.)Donation of LED-related products・ LED bulbs: 3,000, LED flashlights: 1,000 (Ishinomaki City, Onagawa-cho, Osaki City, Miyagi Pref.)・ LED bulbs: 3,000, LED flashlights: 1,000 (Miyagi prefectural office)Human support

Provided support activities in the field four times from May to November, such as debris
removal and mud removal from devastated houses.
From August into the following year we provided sports assistance (basketball, yachting,and handball clubs) at junior and senior high schools in Iwate and Miyagi prefectures.

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n-site,Donation of LED-related products (Miyagi Pref.)

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ities

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togethrity lights etc. In disaster-hit areas, street lights were swept
away by tsunami, resulting in a dark and dangerous situation
during the night. Thus, we decided to provide our LED products
and asked a favor of local companies in disaster-hit areas toassemble and install security lights. Also, as sports assistanceactivities, we oﬀered training sessions in basketball and sailing etc.
For support activities carried out at our base, we reproduced
the Saury Festival of Ofunato City during the TG festival held
in Inazawa City, and donated a sales amount of 210,000 yen to
the Summer Festival Executive Committee of
Sakari-cho, Ofunato City.
In addition, we soldproducts from the
Tohoku area 18 times
at 13 company cafeterias of our domestic
business establishments.
In Miyagi, we donatedour LED-related products while also carryingout activities such as
our handball team holding training sessions
for local high school
Sale of products from the Tohoku
students.
area at our company cafeteria
A new company,
TG East Japan Co., Ltd., was established in Miyagi
Prefecture.
It takes a long time for real reconstruction, so continuous
support activities are indispensable. Our company plans
to continue our group-wide contribution to disaster-hit
areas.

From the left, Matsune Mizukawa, Chikako Yamada and Hiroshi Niwa.

Voice
Chikako Yamada, Volunteer

Center, General Administration& Public
Affairs Dept., General Administration Division

Saury Festival held at

TG Festival hosted by our company

Attracting industries, which will create local employment, wasdesired as a support soon after the earthquake; however, it wasdiﬃcult to realize in a short time. Therefore, we thought of asking
local companies to undertake the job. Donation of LED security
lights resulted in not only the installation of lights, but we also feltthat it had an eﬀect on securing employment by outsourcing thework to local companies in disaster-hit areas, and we plan tocontinue this activity.
As two years have already passed since the great earthquake
disaster, the fact tends to fade away for those not in thedisaster-hit areas; however, they still need to be supported. The
top management of our company visited these areas and recognized that support must be provided from a long-term point ofview. We plan to proactively promotesupport activities that suit the needs ofdisaster-hit areas.

TOYODA GOSEI REPORT 201310

Business Overview

We are expanding our business on a global scale, as the best business
partner in the fields of polymer technologies and optical semiconductors.
■Business Portfolio

Automotive Sealing Products

2 Interior and Exterior Parts

3 Functional Parts● Door Glass Run● Fuel Tank Module Components● Door Weatherstrip● Power Train Parts● Opening Trim Weatherstrip● Chassis and Drive Train Parts● Instrument Panel Modules andComponents● Radiator Grilles● Luggage Weatherstrip● LED-lighted Interior Products● Car Accessories

34 Safety System Products

General Industry Products

Optoelectronic Products● LED Lamps, Chips, Modules● Airbags● Communication Equipment Components● Steering Wheels● Air Conditioning Products● Pop-up Hood Actuators● Home Construction Components● Construction and Industrial
Machinery Components■ DATA(amounts less than 100 million yen are rounded down)

Sales by field
Optoelectronic
Products
9.1%

Automotive
Sealing Products
19.3%

Safety System
Products 28.0%

GeneralIndustry
Products
1.6%

Functional
Parts 11.0%

Interior andExterior Parts
31.0%

TOYODA GOSEI REPORT 2013

FY 2011Amount in Percentage ofbillions (yen) net sales (%)

Amount in Percentage ofbillions (yen) net sales (%)

Year-by-year
rate (%)

Automotive Sealing Products

115.7

19.3

94.9

18.8

＋21.8

Functional Parts

66.0

11.0

60.5

12.0

＋9.1

Interior and Exterior Parts

185.9

31.0

163.4

32.4

＋13.7

Safety System Products

167.5

28.0

141.2

28.0

＋18.6

Subtotal of Automotive Parts Business

535.2

89.3

460.2

91.2

16.3

Optoelectronic Products

54.8

9.1

31.5

6.3

＋73.7

General Industry Products

9.4

1.6

12.6

2.5

−25.0

599.6

100.0

504.5

100.0

＋18.8

Total

11

FY 2012

Business Report■Group company locations
A NorthAmerica

C

Group companies

Europeand Africa

Management Report

16 basesSales¥123.5 billion

Group companies

4 basesSales¥16.6 billion
●
●

●

C

A
●●
●●
●
●●
●
●
●
●

●

●

●

●

●

●●

B

●
●

●

●●

Social Report

● ●●

●
●
● ●●

●
●●

●
●●

Japan
●●

Group companies●

B
B Asia and●Environmental Report

17 bases

C

●

Sales

¥315.3 billion

OceaniaGroup companies

24 bases
Sales

Financial Report¥144.0 billion

Sales by region

FY 2012Amount inbillion (yen)Europe andAfrica2.8%
Asia and
Oceania
24.0%
North
America
20.6%

Japan
52.6%

Corporate Data(amounts less than 100 million yen are rounded down)

FY 2011Percentage ofnet sales (%)

Amount inbillion (yen)Percentage ofnet sales (%)

Japan

315.3

52.6

289.9

57.5

North America

123.5

20.6

92.0

18.2

Asia and Oceania

144.0

24.0

107.2

21.3

Europe and Africa

16.6

2.8

15.3

3.0

Total

599.6

100.0

504.5

100.0

TOYODA GOSEI REPORT 201312

Report by Business Units
Automotive Sealing Products
Weight reduction of foaming TPV glass run

Highlights of FY2012

To promote environmentally conscious manufacturing, wedeveloped compact production processes and equipment
intended to reduce the energy consumed during manufactureof products and the volume of CO₂ emitted. As a result, weachieved a 30% reduction in energy consumption and CO₂
emissions.
As for the TPV glass run, which consumes less energy during its
production process, we established a foaming technology using

Disuse of surface treatment with TPV glass run

a unique material compound and started mass-production as
foaming TPV glass run. This product contributes to vehicle
weight reduction and fuel eﬃciency improvement.

Net sales : 115.7 billion yen

FY2012(consolidated)

Percentage of net sales : 19.3%

●
①
●
②
●
③
●
①
●
②

●
③

①Door Glass Run②Opening Trim Weatherstrip③Door Weatherstrip

Lightweight opening trim for compact cars

We always propose the most suitable
door seal structures to fulfill various door
functions and design needs.

Unprecedented weight reduction
achieved through ingenious use of
rubber materials and metal inserts

Functional Parts
Highlights of FY2012

Global production expansion of plastic ﬁller pipe

With skyrocketing fuel costs and increasing environmental
awareness in recent years, there is growing need for lightweight products which have less impact on the environment.
In FY2012 we mass-produced plastic covers, which achieved zerooccurrence of VOC through the application of material colorants.
In FY2013 we will globally expand the production of plastic fuelpipes, of which we achieved mass-production in Japan.
We will continue to pursue a policy of developing materials
and products which capitalize on the features of plastic andrubber such as ﬂexibility, electrical insulation, anti-thermal conductivity and light weight, to be used in alternative-energy pow-

●Fuel Tank Module Components
We are moving forward with the production of
goods that prioritize the development of highperformance components centered on thosesurrounding fuel tanks, as well as environmental regulations.

ered vehicles including hybrid systems, electric vehicles, andfuel cell-powered vehicles.
As harsh economic conditions continue, we will thoroughly
review wasteful practices at our domestic and overseas production bases, and work toward the establishment of aspeedier and more eﬃcient production and supply system.

FY2012(consolidated)

Net sales : 66.0 billion yen
Percentage of net sales : 11.0%●Hoses, Turbo Ducts and Boots

Fuel filler lids

Development of hoses and boots that support
brake, engine and drive systems

Fuel tubes
Brake hoses

Fill limit
vent valves

13

TOYODA GOSEI REPORT 2013

Fuel filler caps

Plastic fuel filler pipes

Turbo ducts(Rubber) (Plastic / Single-piece structure)
Constant velocity joint boots

Interior and Exterior Parts
Development and mass-productionof large-size radiator grilles

Development and mass-production of consoles
with improved convenience (new mechanisms)

vehicles, we are also putting eﬀort into development andproduction of in-car LED lighting. Furthermore, we started to
produce LED map lamp modules in China.

FY2012(consolidated)

Management Report

In order to survive in domestic and international automobile
markets with ever-increasing competition, we need to return toour basic focus on producing things by performing thoroughin-process veriﬁcations, while also eliminating waste and losses.
We will strive for development of production technologies thatcan shorten lead times from material procurement to productrollout so as to improve our company quality.
We will further hone our global competitiveness by expanding
this corporate culture to our overseas production bases.
In FY2012, we started to produce newly-designed large-sizeradiator grills. Using our knowledge of plastic products forDevelopment and mass-productionof map lamp units

Business Report

Highlights of FY2012

Net sales : 185.9 billion yen
Percentage of net sales : 31.0%

Social Report

LED Map Lamp
Unit

Instrument panel
Instrument panel module
employing new design

Convenient console boxes

Radiator grilles

Lid slides back and forth
for improved operability
when opening and closing

Instrument panel module employing new
design Chrome grilles featuring Toyoda
Gosei s unique spindle design

Environmental Report

Safety System Products
Highlights of FY2012

Development and mass-production of pop-up hood actuators

FY2012(consolidated)

Net sales : 167.5 billion yen
Percentage of net sales : 28.0%

Corporate Data

Driver-side airbag

In other development eﬀorts, we are expanding our focus from safety forpassengers within the vehicle to include safety for pedestrians outside thevehicle, and we are currently developing devices for pedestrian protection.
Having achieved lower costs through technical innovations in design
and production, we are also focusing our eﬀorts on markets in emerging countries such as China, India, Asean countries and Brazil, where
the wider use of airbags is being promoted.

Financial Report

We began global mass-production of newly developed lightweight,
compact passenger-side airbags, side airbags, curtain airbags and knee
airbags, in addition to the driver-side airbags we had already been
producing. From 2012, we also started mass-producing pop-up hoodactuators, which mitigate shocks between the pedestrian s head and theengine under the hood by instantaneously lifting the rear side of the hood,as a protection device not only for passengers but also for pedestrians.
For the future, we will put eﬀort into development of high-performance
airbags with improved passenger protection that can respond tovarious types of collisions, while also proactively developing preventative safety features that integrate technological developments in addition to the collision safety features developed so far.

Passenger-side airbag Curtain airbag Rear-end impact airbag

Knee airbag
Seat cushion airbag

Side airbag
RR seat console airbag

Pedestrian protection airbags (under development)
Airbags that inflate in the event of a front-end
impact to protect pedestrians

Pop-up hood actuators
Head protection device
for pedestrians

TOYODA GOSEI REPORT 201314

Optoelectronic Products
Highlights of FY2012

With LEDs for tablet computers as the core of our business, we will expand ourbusiness with LEDs for lighting as the second pillar.

We will add white LEDs with world-class luminance and low
power consumption to our lineup.
With the high-end laptop and tablet computer markets as ourcore business, we will expand our business with the lighting
market as the second pillar. Among others, the sales of FY2012
almost doubled compared to the previous year in the high-end
laptop and tablet computer ﬁelds. We believe that this resulted
from the market s evaluation of our high-luminosity, higheﬃciency technologies.

For the future, we aim to expand our business by developing
and supplying LED chips and packages with higher costeﬃciency based on these technologies.

FY2012(consolidated)

Net sales : 54.8 billion yen
Percentage of net sales : 9.1%

White LED packages for lighting

White LED packages
for computers

LED backlights for laptop computers

LED fluorescent lamps

General Industry Products
Highlights of FY2012

Start-up production of dehumidifying / humidifying air-cleaner with a new method(refrigerant system by means of compressor)

The sales volume of mobile phone cases produced by ourChinese subsidiary was maintained in FY2012, while continuously producing two global smartphone models. For FY2013,
we are putting our eﬀorts into enhancement of production
facilities, strengthening our competitiveness, and cost-cutting,
and we will keep expanding in the global market by manufacturing in China.
In Japan, the sales in FY2012 did not increase, but we continuously accepted orders for air cleaners, which are our main
products. For FY2013, we will work on starting up production
as we have received orders for dehumidifying / humidifying air

Mobile phone cases

15

TOYODA GOSEI REPORT 2013cleaners manufactured with a new method.
We will also take on the challenge of developing products in
new ﬁelds, building on the technologies we have amassed thus
far to develop globally compatible construction machinery,home-use components and ﬂashlights employing our LEDs.

FY2012(consolidated)

Air purifiers

Net sales : 9.4 billion yen
Percentage of net sales : 1.6%

LED dynamo lights

Report by Region
North America
Business Report

Toru Koyama

President

Toyoda Gosei North America Corporation■ Regional outlook

TOPICS

Financial Report

Established a new plant in Canada to produce
interior and exterior parts for automobiles
In July 2013, a branch plant starts operation in theneighborhood of TG Minto Corporation and our majorclients in order to respond to the expansion of automobile production in North America. Since 1986, when we
acquired capital in Walterville TG of Quebec, we haveover 25 years of good track record in Canada. The newplant is our ﬁfth production base in Canada. We plan to
manufacture mainly interior and exterior parts, such as
peripheral components for instrument panels.

TG Minto Corporation
65km

70km

53km

Strangford
branch plant

44km

Corporate Data

In FY2012, our North America Group also took various measureswith our major clients increasing production. Considering theoverall optimum production in the North America region, we
devised and implemented investment plans to secure our
production capability. In the current ﬁscal year we established a
new plant to produce interior and exterior parts for automobilesin Stratford, Ontario. This is a branch plant of TG Minto Corporation in Canada. Also, with individual suppliers transferring production to low-labor-cost areas such as Mexico and southern parts of
the US, we established a distribution base along the Mexican
border in Texas to improve the eﬃciency of physical distribution
between the US and Mexico, as local production is rapidly
increasing at the Mexican base of our group.
Regarding our business plan, we did a lot of work on sales expansion and proﬁtability improvement by devising a 2017 North
America Sales Strategy in order to realize our medium-term
objectives. In October 2012, we held a global meeting in which
persons connected with our group gathered from Japan, North
America, Europe, and China, so as to enhance the support
system of our foreign-aﬃliated clients. We discussed theenhancement of global cooperation, in which our activities arestill continuing.
We are implementing various measures for our personnel system,as the number of employees has grown to exceed 9,000 in North
America along with our business expansion, and it has become
very important to adapt the personnel system to individual
regions. In addition, each base in North America is carrying out
community-based regional contribution activities by including asocial action program as one of their business activities.
We will promote our business activities in FY2013 by focusing
particularly on ﬁve areas: Safety, Quality," Business Expansion

Environmental Report■ Results of activities in FY2012 and future initiatives& Proﬁt Securing, People, and Corporate Social Responsibility(CSR) & Compliance. Regarding Safety, we will establish a North
America Safety Committee to promote human resource development and workplace improvement along with educational activities, aiming to completely prevent serious disasters in the entire
North America Group. As for Quality, we will put in place a
North America self-completed quality assurance system, which
can avoid critical quality problems, while striving to win the trust of
our clients. As for Business Expansion & Proﬁt Securing, we will
put our eﬀort into strengthening our local development system,
preparing optimum production layout, and improving proﬁt structure, aiming to propose attractive products of higher value incollaboration with the main oﬃce in Japan. As for People, wewill aim to improve working environments and communications,enhance human resource development, and improve morale andmotivation among our employees. As for CSR & Compliance, wewill ensure complete compliance through promoting social contribution activities in the community and providing education andtraining to heighten the sense of ethics among employees.
As a steady transition is expected in the automobile market inNorth America, we believe that the importance of North America
will grow even more in the global business activities of our company group. We would like to continue to stimulate our businessactivities by having all the bases in North America work in a
united body.

Social Report

After the ﬁnancial crisis in September 2008, North America wasin a prolonged economic situation in which it showed no signof solid economic recovery, in addition to a series of disasters
such as the Great East Japan Earthquake and the occurrenceof the ﬂood in Thailand. Entering 2012, however, the movement of economic recovery gradually started to accelerate; forexample, the housing market showing continuous improvement
and the employment situation improving moderately. This
recovery trend is expected to continue in 2013 as well.
In the automobile industry, also, the volume of auto sales,
which dropped to nine million (annualized rate) immediately
after the ﬁnancial crisis, increased to 15 million in 2012. In
accordance with this trend, production volumes by individualautomakers are showing steady growth. In addition, Japanese
automakers are expanding local production by means of production transfer, while individual suppliers are required topromptly respond to improvement of productivity and securingof workforce personnel.

Management Report

Responding to economic recovery, we will expand optimum production systems
throughout North America. We will proactively expand our business activities byencouraging cooperation among our business locations.

Clients locations

Clients locations
Clients locations

Clients locations

Established a branch plant in the neighborhood of our major clients

TOYODA GOSEI REPORT 201316

Asia and Oceania

Kyoji Ikki

President

Toyoda Gosei Asia Co., Ltd.

Strengthen our competitive edge by boosting production capacity and promoting
local procurement.
■ Regional outlook
In FY2012, although we suﬀered from the inﬂuence of the sluggish
demand in European markets, we maintained a growth rate ofover 5% in the entire ASEAN markets, thanks partly to the recovery from the ﬂoods in Thailand. Auto sales increased substantiallyin Thailand and Indonesia, with other Asian countries showing
steady transition. In response to this, automakers are striving tostrengthen price competitiveness by reinforcing production bases,
promoting and optimizing local procurement. Particularly in India,
one of our major clients, Maruti Suzuki India Limited, achieved 1.28
million units of production, and announced their plan to construct
a new plant in Gujarat, western India, with an eye toward future
reinforcements in production capacity. Toyota Motor Corporationis also considering a new construction of their third plant.

starting up a No. 3 plant at our Thailand base, so as to keep
pace with production increase plans by various automakers. In
Indonesia, further business expansion is expected as we plan
to newly introduce assembly lines for functional parts, plastic
ﬁller pipes. In India we will strengthen sales promotion activities, mainly focusing on Japanese automakers, which boast amarket share of about 50%, while we have decided to increase
the production of automotive sealing products, safety systemproducts, and functional parts.
As for the entire Asia and Oceania regions, we plan to strengthen
and facilitate sales promotion activities for automakers other thanToyota Motor Corporation, while continuing comprehensive rationalization eﬀorts and responding to ever-expanding markets andautomakers trends for local procurement.

■ Results of activities in FY2012 and future initiatives

TOPICSIn FY2012, our Thailand base proactively carried out sales
promotion activities targeting clients other than Toyota Motor
Corporation. As a result, we generated new business, such asreceiving orders for exterior parts from Mitsubishi Motors Corporation, and orders for interior parts from Honda Motor Company.
In Malaysia, we began to deal with local automakers. In Indonesia,
we embarked on plant expansion, as substantial sales increaseis expected due to the mandatory installation of airbags associated with legislative changes in automobile safety assessment
in ASEAN regions. In addition, we newly stationed deployedsales representatives to reinforce the system for responding to
the ever-expanding markets. In India, although the economic
growth rate slowed down from the double digits of the previous
year, the rate showed a steady transition of about 6% in
FY2012. Among others, the sales at our India base almost
doubled as compared to the ﬁrst half.
In FY2013 we plan to begin smooth parts supply in Thailand by

Embarked on facility extension and plant expansion
in response to mandatory installation of airbags
In January 2013 we embarked
on facility extension and plant
expansion at P.T. Toyoda Gosei
Safety System Indonesia, as theinstallation of airbags was mandated due to legislative changes
in the automobile safety assessment in ASEAN regions. This is to respond to the airbag
market, in which a substantial increase is expected in the
future. To ensure our competitiveness in these regions, we
also plan to put our eﬀorts into introducing production
processes optimized for emerging countries, self-manufacturingof core parts, and local procurement of major components.

Asia and Oceania (China)

Makoto Horie

President

Toyoda Gosei（ Shanghai) Co., Ltd.

Observe the trends of The World s Largest Market. Expand sales promotion to Chineseand European manufacturers as well.
■ Regional outlook
In China, where the regime shifted from Hu Jintao to Xi Jinping,
gaps between the rich and the poor still remain, and small-tomedium manufacturers go bankrupt one after another, due to two
years of inﬂation and depressed exports caused by credit uncer17

TOYODA GOSEI REPORT 2013

tainty in Europe. Furthermore, Guangzhou also introduced restriction of automobile purchases, following Beijing and Shanghai.
More and more cities are expected to introduce such restrictions.
New-car sales in FY2012 exceeded 19 million, a 4.3% increase
from the previous year, and recorded the world s highest ﬁgure for■ Results of activities in FY2012 and future initiatives

Relocate the Tianjin base and expand theﬂoor space by 1.5 times
Tianjin Star Light
Rubber and Plastic
Co., Ltd., which is a
production base for
automotive sealing
products (opening
trim, door weatherstrip) in the Tianjin
region, China, relocated to a new business establishment
in the Zhongbeigong industrial park in the same area as
before, along with the redevelopment of the area.
Taking advantage of this relocation, we built productionlines with higher eﬃciency and expanded the ﬂoor
space by 1.5 times to reinforce the production capacity.
Currently, business with Chinese automakers (including
foreign-aﬃliated automakers) has also increased, andwe will aim for further sales promotion in the future.

Management Report

In FY2012 we implemented overall cost improvement activities toensure our price competitiveness, developed operating bases for
new sales promotions such as strengthening the technology development system, and worked on human resource development tomake staﬀ members at individual bases more independent, resulting in a reinforced sales promotion system having technology,
development, and sales departments work as one. We are also
proactively expanding sales promotions to Chinese and European
automakers to establish a solid foundation as a global supplier.
In FY2013 we will continue these initiatives while expanding ourbusiness into inland areas of China, building supply chains on thebasis of risk management, increasing local procurement of materials, and implementing ﬁeld evaluations, in order to achieve optimum production, functional integration, and people-to-people
exchange with an eye on all regions of China.

TOPICS

Business Report

the fourth consecutive year. However, due to the inﬂuence ofworsening Japan-China relations, Japanese automakers market
share in passenger cars dropped to 16.4% from 19.4% in theprevious year, and ranked second in foreign-aﬃliated makers,
losing the lead to German manufacturers with a share of 18.5%.

Social Report

Europe and Africa

President

Environmental Report

Tetsumi Ichioka

Toyoda Gosei Europe N.V.

Continuously receiving new orders amid the sluggish European economy, we are putting eﬀort
into local procurement and the reinforcement of foundations for product development.
■ Regional outlook

In FY2012 we won new business with German automakers inthe ﬁeld of automotive sealing and safety systems, in which wehave built conﬁdence through dealing with Japanese automakers. For interior and exterior parts, we received new orders formillimeter-wave covers from automakers in the UK as a resultof their understanding of our company and products. In addition, Toyoda Gosei South Africa received three awards frommajor clients in the ﬁelds of "Quality," "Safety," and "Stable
Delivery," owing to the high appraisal of their TPS activities.
In FY2013, we will put our eﬀorts into the expansion of local
procurement of functional parts and improvement of variable

TOPICS

Reinforcing production capacity in the UK andCzech Republic to respond to new orders

Corporate Data

■ Results of activities in FY2012 and future initiatives

Financial Report

In Europe, with increasing concerns over the recurrence of debt
crisis, the tax burden on family budgets increased due tonational budget constraint policies, delaying the recovery of
personal consumption. Although severe price competition
occurred with French and US automakers losing market shares,
the auto sales from January to December 2012 were 12.53
million, dropping to the lowest level since 1995.
Meanwhile, the ever-expanding middle-income group served as
an engine of market growth in Africa. In South Africa, this groupis actively purchasing houses and automobiles, supported by
low-interest loans. South Africa assists in the advancement of
the automobile industry nationally, facilitating locally manufactured Japanese automakers exports.

costs, such as the cost of materials in the automotive sealing
products. Following the previous ﬁscal year, we will strive for
productivity improvement through strong support from Japan,
communication and people-to-people exchange with otherregions that have skills and experience.

We expanded production facilities for
opening trims andinner/outer belts at
Toyoda Gosei UK
Ltd. and Toyoda
Gosei Czech, s.r.o.
This is in response to
new orders for automotive sealing products from European automakers. We
also achieved productivity improvement and higher
versatility of facilities. We will keep striving to ensure
our competitiveness in this region.

TOYODA GOSEI REPORT 201318

Corporate Governance
We have established a corporate structure that can swiftly react to environmental changes
by promoting sound management and eﬃcient organization.

For realization of quick, eﬃcient and sound business management
We are enriching and strengthening corporate governance, aiming foreﬃcient and sound business management, and view the stable
improvement of shareholder value as our most important management task. In order to meet the expectations of all stakeholders,
including shareholders and customers, we are building and maintaining an organizational system capable of responding swiftly and appropriately to environmental changes, and a fair, sound and transparent
management system. We have put the legally mandated features inplace, including shareholders meetings, a board of directors, a boardof auditors, and accounting auditors. In addition, we have developedand established an internal control system to deliberate on important
issues, check business operations and reinforce internal auditing, inan eﬀort to achieve (1) appropriate business judgments, (2) eﬃcientbusiness operations, and (3) eﬀective supervision and auditing
processes. We have also shortened the terms of the directors to one
year, in order to develop a ﬂexible management system that can
respond swiftly to changes in the business environment, and tofurther clarify the management responsibilities of directors.

■ Diagram of the Corporate Governance System
Accounting Auditors

Appointment
Cooperation

Internal Auditing Division

ReportAuditing
Various functions andbusiness divisions

Supervision

Central committee on
health and safety, etc.

Environmental
committee

Export management
committee

Committees

Committees on
various functions

Board of Directors
Directors

Management
committee

Representative Director

Auditing

Appointment

Accounting
Internal
Audit
Control Audit

Committee on the ethics
of corporate activities

Board of Auditors
Corporate Auditors

Shareholders' Meeting

Appointment

Cooperation

Strengthening internal auditing
We conduct internal management and supervision based on
corporate laws, etc., to check whether our corporate activities
are being conducted in accordance with the law and corporate
ethics. Internal auditing is conducted not only in the Audit Division, but also in the General Administration, Human Resources
Development and Finance & Accounting Divisions. We also
strengthened our checking system so that our auditors canobserve smaller details, such as methods of managing classiﬁed
information. There is a mechanism in place to collect the content of internal audits performed within each functional divisionin the Audit Division, and at the end of the ﬁscal year the Audit
Division determines auditing topics and methods for the following ﬁscal year, after exchanging opinions and advice about theresults of internal audits conducted by each functional division.
As part of the monitoring, the Audit Division also observes the

19

TOYODA GOSEI REPORT 2013

actual auditing by the functional divisions and gives instructions
to improve auditing methods, etc. in some cases. As a result,the level of auditing technique by each functional division has
been improving every year, strengthening the internal control
system and building a reliable and comprehensive risk management system.
From FY2012, we put our eﬀorts into improving the quality andeﬃciency of audits, as the introduction of CAAT* has enabled us
to analyze a large amount of day-to-day control data (big data).
We are also preparing and operating internal controls related
to ﬁnancial reporting, based on the Financial Instruments andExchange Law (J-SOX), to continue strengthening our governance.
CAAT : Computer Assisted Audit Techniques＊Compliance
Aiming to be good corporate citizens, we are advancing
our eﬀorts to establish compliance.

■ Our approach towards complianceCorporate activities

TG
Domestic
Aﬃliates

TG
Support for creating
Support for creating
a compliancea complianceManagement
systemsystemPhilosophy
Toyoda Gosei
Group Charterfor Business Ethics

Committee on
the Ethics of Corporate
Activities composedof all company
executives

Company-wide
Compliance Advocates
Meeting composed ofCompliance Advocatesfrom each division
Complianceconsultation service /Sexual harassment
consultation service
established both within
and external to thecompany

Ensuring compliance

Social Report

Implementationof legal affairs/
compliance
Workshops

ToyodaGosei Guidelines
for Business Ethics

TG
Overseas
AﬃliatesManagement Report

Toyoda Gosei maintains an unwavering commitment to compliance in order to ensure that each of our employees not only
obeys all laws and regulations, but also maintains a keen senseof corporate ethics. In 1997, Toyoda Gosei established a
Committee on the Ethics of Corporate Activities, with the
President serving as Chairman and all company executives as
members. In 2009, to replace the legal liaison oﬃcer who wasin charge of disseminating information within the divisions, aCompliance Advocate was assigned to each division to lead its
compliance activities and ensure thorough, uniﬁed complianceby both management and employees on-site. We have alsoestablished compliance consultation services inside and outside the company to provide quick solutions when employees
are faced with compliance problems in their daily businessactivities. In addition, we have established the Toyoda Gosei
Group Charter for Business Ethics as a compliance action
agenda which sets out the shared values and behavioral standards of the Toyoda Gosei Group. Every group company inJapan and overseas, including Toyoda Gosei, formulates speciﬁc action agenda based on this Group Charter. We have alsoestablished the Toyoda Gosei Guidelines for Business Ethics,
which we distribute to all employees.

Business Report

Ensuring compliance as the Toyoda Gosei Group

Educational activities to strengthen and vigorously enforce compliance
Environmental Reportawareness levels and compliance-related problems, andworked toward improvement for divisions facing problems bydevising and implementing improvement plans.

Financial Report

Workshops on insider trade prevention■ Number of attendees at major workshops
Workshop nameWorkshop for new employees

No. of times held

Once each for employees who
graduated from high school/university

No. of attendees
110

Workshop for newly-appointed management

Once

60

Workshop on legal affairs for appointees(for mid-career employees)

3 times215

Insider trading prevention workshop

Once

100

Workshops for individual divisions

4 times216

Corporate Data

Toyoda Gosei implements various educational activities tostrengthen and vigorously enforce compliance by all employees.
We are not only continuing to implement compliance workshops
for all employees by rank and risk, but are also focusing on theenhancement of our employees awareness of compliance using
various educational tools. Speciﬁcally, these include the Compliance Juku (cram school), which presents case examples incartoons run in a series in the company newsletter, and posts on
the company message board of Compliance Tsuushin(communications), which explores and explains examples ofcourt cases.
In FY2012, we focused on measures for potential risks basedon the company policy, Implementation of measures forpotential compliance-related risks in at individual companies
and divisions. Speciﬁcally, we performed issue-resolving
activities, in which participants identify compliance-related
potential risks in individual divisions through discussions within
the division, then devise and implement risk-prevention measures.
This enabled the participants to share awareness of risks intheir own divisions, resulting in energizing compliance activities.
We also established new company rules to prevent insider
trading. In addition, we held insider trading prevention workshops,
in which about 100 people participated, for board members,
division chiefs, and top management of aﬃliate companies.
Meanwhile, we conducted a questionnaire about compliance

Strengthening the systems of overseas and domestic aﬃliates
We proactively support aﬃliate companies so that they canconduct compliance activities independently based on Toyoda
Gosei company policy.
In FY2012, we held a compliance liaison conference for domestic
aﬃliate companies to provide a variety of support and information

sharing. For overseas aﬃliate companies, top executives themselves sent out messages to employees and directly assessed
compliance awareness levels in order to show their attitude
toward compliance.

TOYODA GOSEI REPORT 2013

20

Risk Management
Our risk management extends beyond employee training and quality assurance activities,
encompassing information security and disaster preparedness measures as well.

Strengthening and enriching measures against large-scale earthquakes
We perform risk management so as to deal with corporate risks
that threaten our operation and business. In the wake of the Great
East Japan Earthquake that occurred in 2011, we are strengthen-ing and improving measures against large-scale earthquakes, centering on the Crisis Management Organization Project launched
in January 2012.

Review of initial response by Crisis Management Organization ProjectIn FY2012, we reviewed our initial response based on considerations of
the time when the Great East Japan Earthquake occurred. Starting withreviewing emergency measures organization and creating standards forestablishment, we worked hard on holding onto supply chains, designating
contact persons for individual clients, clarifying items for initial response,
and training persons in charge of premises safety judgment. Meanwhile, we
introduced facilities to maintain communications between bases, such as
satellite mobile phones, and renewed or installed emergency powersystems. In addition, along with rebuilding the east gate security room at
the main oﬃce, we permanently established our Initial Response Task

Force, with the second ﬂoor designated as the Initial Response Center. In
addition, we reviewed rules and regulations related to initial response,
distributed Guidelines for Crisis Management Response for all board
members and division chiefs, reviewed and distributed Guidelines for
Earthquake Measures (pocket edition) for employees, and created the
BCP (Business Continuity Plan). Furthermore, we implemented nuclear
power response measures at the Morimachi Plant and ﬂood countermeasures in Thailand.
These actions completed our preparations for initial response, and we willcontinue to promote the review and enriching of responses to recovery.

Initial response in times of disaster and preemptive moves toward recovery
Based on the concepts of Life Comes First and Quick Recovery,
we are implementing anti-seismic measures for buildings and equipment. We continue to conduct periodic practical training based on
various types of disaster response manuals. We have also introduced
an Earthquake Reporting System and a Safety Information System,
which veriﬁes the safety status of employees and their families, inorder to improve the level of operation training. Also, we built a database showing the location of alternative facilities and employee
skills/characteristics necessary for early recovery, and perform periodic maintenance. Furthermore, we have installed a server for emergency response at the above-mentioned Initial Response Task Forceto make various types of information readily available.
During the Great East Japan Earthquake of March 2011, the company
suﬀered no human casualties and there was no major impact on
production or quality, but we are nonetheless taking all available
measures to improve our systems for maximum preparedness.

■ Image of Disaster Response
Disaster outbreak - Initial response

Recovery[Permanently maintained]
Warning &Monitoring Team

Disaster occurs

Emergency
earthquake alert goes
into operation

Initial Response
Task Force
Advance Team
(investigative team)

Emergency
Task Force

Life Support
Task Force

Production
Restoration
Task ForceDistrict
Task ForceInstructions
Reports

Strengthening information security measures and heightening awarenessToyoda Gosei maintains thorough information control so as tostrengthen conﬁdentiality management.
In FY2012 we continued to conduct annual veriﬁcation of compliance levels in all divisions, while also performing on-site
audits in relevant divisions, based on our Guidelines for Management of Conﬁdential Information. Our domestic aﬃliatecompanies conduct voluntary inspections and on-site audits,and overseas management/aﬃliate companies conduct voluntary inspections. In addition to distributing Information System
Security Operation Standards, we issue Guidelines for Management of Conﬁdential Information, with the aid of which we
conduct security control education for all employees, throughtraining for new employees and persons in charge of security
protection in various divisions. The contents of these guidelines
are revised as required. From April, we started security control
education for mid-career employees as well, while also issuing
Security News as needed, aiming for a higher level of security
and raising awareness among employees.

■ Examples of Measure Enhancement

Preventionof negligent
leaksClassiﬁcation

Measures implemented

Hard● Preventing documents from being inappropriately
removed or discarded through ID authentication of
employees at multi-function digital copy-print machines
and specialist printing equipment for diagramsSoft● Data encryption of all PCs● E-mail security reinforcement（making supervisor CC mandatory）

Hard● Inspection of removed materials(inspected twice monthly)● Increase in the number of surveillance cameras● Wire setting for ﬁxed PCs
・Laptop PCs ・Desktop PCs ・external HDDs

Preventionof malicious
unauthorized
leaks
Soft

Moral measures

21

TOYODA GOSEI REPORT 2013

● Reinforcement in access privileges to ﬁle servers● Restrictions on items taken out/enhancement ofcheck function● Acquisition and monitoring of system usage records
and access records● Prevention of unauthorized access(main building/IS Center)● Review of Security Management Rules● In-house security management education● On-site inspections of each division

Relationship with our Customers
We oﬀer attractive products and services based on the concepts ofCustomer First and Quality First.

Everyone shall bear in mind the concepts of Quality Firstand The Next Process is the Customer, and engage inmutual cooperation so as to provide outstanding products andservices that win the trust and satisfaction of our customers.

■ Fundamental
principles of TQM
Customers
ﬁrst

TQM
Constant
improvement

Social Report*1 ISO9001 certiﬁcation obtained by： JQA-QM7318, QMA11826/12256/12238/13130/12841*2 ISO/TS16949 certiﬁcation obtained by： JQA-AU0094/0091/0160/0124*3 TQM stands for Total Quality Management, which means activities to enhance thequality of goods and work through constant improvement and participation by
all, based on the principle of customer ﬁrst in order to improve the quality of management as well as of goods and services.

Basic Policy for Quality

Management Report

Toyoda Gosei aims to become a true global supplier of choicethat brings a sense of joy and delight to its customers aroundthe world."
We conduct our business activities under an integrated quality
assurance system covering every stage from development toproduction, based on our Basic Policy for Quality.
All our plants have obtained ISO9001* 1 and ISO/TS16949* 2
certiﬁcation, which are the international standards for quality
management systems.
Each plant also sets its own quality control goals based on thebasic principles of TQM* 3 and makes every eﬀort to produce
attractive products.
In addition, we issue Quality System Global Standards containing rules and expertise for quality improvement. Since
FY2010 we have distributed it to all bases as guidelines for
local staﬀ to follow to ensure consistent product quality at all
domestic and overseas bases.

Business Report

Integrated quality assurance system from development to production

Participationby allActivities aiming at own-process completion by all employees
Environmental Report■ Own-process completion to achieve a zero-defectproduction process
・Improvement of drawing quality
・Robust design・High-reliability,
easy to make
DesigndesignAdopting
excellent design
drawing practices

Early
identiﬁcation
Early
Market response

Procurement
High-quality
components &materials

Financial Report

All employees at Toyoda Gosei act based on the principle of Customer First and aim for own-process completion in all of ouroperations.
Own-process completion, meaning that quality is built in during
the production process, is the idea on which all our work is based.
In manufacturing, we adhere to the concept that No defects shall betolerated in any production process, to ensure that there will be no
defects in post-production (i.e., in the product given to customers).
We aim for robust design* that stands up to environmental
changes and variations in manufacturing, and promote quality engineering on a company-wide basis, with the goal of achieving zero
defects not only during mass-production processes, but from theﬁrst day a new product is launched. In addition, we are applying
the concepts and know-how of own-process completion, solidly
entrenched in our production lines (manufacturing divisions), tooﬃce staﬀ (administrative and technical divisions) as well, so as toimprove operations company-wide based on the ethos of ownprocess completion, in which each individual can make on-the-spot
judgments about work quality.

Own-processcompletion Providing

production
conditions Production

preparation

Maintenance &management

Production

・Establishingrobustproduction
conditions
・Automation

Corporate Data

* Robust design： Strong product designs that are even in quality and are not susceptible tochange from usage environment.

Presentation of improvement results by staff members

Plant inspection by top management

TOYODA GOSEI REPORT 2013

22

Sales activities responsive to customer needs
Standing at the front lines of our company, the Sales Division
plays a role in actively listening to needs and obtaining development information from key members in technology and procurement, and applying these to sales promotion, so as torespond to the needs of a global and diverse customer base.
While cultivating good relationships with customers, the Divsion

collects and analyzes diverse information on matters essential
to customers and the problems they face. Based on this content, it also builds a relationship of mutual trust with customers
by presenting unique proposals that meet diverse customer
needs in cooperation with relevant internal departments.

Monitoring the manufacturing process and market quality and promoting measures to adopt
We are promoting own-process completion for all manufacturing processes of safety parts that are related to the basic functions of automobiles, while conducting activities from two
aspects: 1) introduction of automation to "create processes"that never allow the production of defective parts or pass themto downstream processes, and 2) heightening of sensitivity todevelop human resources that do not make mistakes, so as
to make absolutely sure that there are no major quality defects
arising from our company. In addition, we conduct audit andimprovement activities by full-time auditors in all processes atour domestic and overseas bases.
We have established a system through which information on any
quality problems occurring in the market is conveyed through theautomakers, then swiftly passed on to the relevant internal divisions,after which products are recalled and analyzed, the causes are
immediately investigated, and measures are taken to prevent a
recurrence of the problem.
When it is diﬃcult to ﬁnd the cause of a problem and its solution
at our company, we team up with
the quality divisions of automakers and conduct tests using test
vehicles, etc. We then cooperate
to promote swifter and more
precise prevention of recurrences,and take preventive measures for
future products.
Activities for improving market reliability

Praised by customers as a superior supplier
Our products are delivered to automakers around the world andunderpin their vehicles' basic performance. Each automaker com-mends excellent suppliers every year, and Toyoda Gosei has
received a great number of such commendations.

■ Awards for quality in FY2012
Award names

Company receiving award

Quality Effort Award

Tianjin TG

Good Quality Award
Quality Achievement Award
Quality Achievement AwardGood Quality Award
Quality Achievement Award
Quality Achievement Award
Best Quality AwardGood Quality Award
Award for Quality Cooperation
Award for Quality Cooperation
Award for Quality Cooperation
Quality Improvement Award
Supplier of the year award 2011 North America
Quality & Delivery Award

Foshan TGR
Foshan TGR
Zhangjiagang TGP
Foshan TGR
Tianjin TG
Tianjin TG
Tianjin Star Light
Foshan TGR
Tianjin TG
Zhangjiagang TGSS
Foshan TGR
Foshan TGPTGFSUSTGMO

Origin of commendation

Tianjin FAW Toyota Motor Co., Ltd. Sichuan Faw Toyota Motor Co.,Ltd.
SFTM Changchun Fengyue Co.,Ltd. Tianjin FAW Toyota Motor Engine Co.,Ltd.
FAW Toyota (Changchun) Engine Co., Ltd.
Tianjin FAW Toyota Motor Co., Ltd.
Tianjin FAW Toyota Motor Co., Ltd.
Sichuan Faw Toyota Motor Co.,Ltd.
SFTM Changchun Fengyue Co.,Ltd.
Tianjin FAW Toyota Motor Engine Co.,Ltd.
FAW Toyota (Changchun) Engine Co., Ltd.
Great Wall Motor Company Limited
GAC Toyota Motor Co., Ltd.
GAC Toyota Motor Co., Ltd.
GAC Toyota Motor Co., Ltd.
Guangqi Toyota Engine Co., Ltd.
GAC Toyota Motor Co., Ltd.
Kautex Textron GmbH & Co. KG
Subaru of Indiana Automotive, Inc.

T O PI C SLighting Japan 2013

Presents cutting-edge LED technologies that contribute to the future of lighting
We participated in the next-generation lighting technology
exhibition Lighting Japan 2013, held at Tokyo Big Sight fromJanuary 16 to 18, 2013. We exhibited our package line-ups
and practical application examples of LED light sources forgeneral lighting, such as ﬂuorescent tube-type LED lighting,the demand for which is expected to expand in the future, andLED light sources for special lighting, such as high-ceiling LED
lighting, which is expected to become a substitute for mercury

23

TOYODA GOSEI REPORT 2013

lamps. We will continue to develop
world-leading highl u m i n o s i t y, h i g h
Booth designed to be lighted entirely by LEDseﬃciency LEDs that
contribute to the
future of lighting, while also widely introducing our technicalstrength and products through such exhibitions.

Relations with our EmployeesWith "Respect for humanity" and "Safety comes ﬁrst" as our fundamental principles,
we aim to create a healthy workplace where employees can work with peace of mind.

■ Human Resource Systems
Improvement of internalgroup education byposition and function(problem resolution,
management)
Active promotion of
global and young
personnel toimportant positions(for personnel in
their 30s andupward)Promotion of prearranged
position rotations to foster
and activate humanresources development(career path, growth as
multi-skilled technicians)

Development of anevaluation and meritsystem based on skills
and performance thatis highly rational andeasy to grasp

Evaluationand Merit
SystemPosition
Rotation

Shared understanding ofchallenges for
professional andpersonal growththroughcommunication
between superiors
and subordinatesSelf-initiatedInterview
SystemPersonal
GrowthPromotion

OJT is the foundation of humanresource development / Humandevelopment in the workplaceby managers through work
experienceOn-the-Job
Training
（OJT）

Group
Education

Management Report

At Toyoda Gosei, all employees share a common belief that
corporate power means human resources, which must be
nurtured and developed.
We lay stress on language education for younger employees tosystematically cultivate human resources that can succeed on
the global stage, while also providing opportunities for overseas internship (on-loan system for training) such as working
with national staﬀ for one year at overseas bases.

Business Report

Developing globally-minded human resources who can think and act independently

Environmental Report

To continuously invigorate human resources development, since
FY2009 we have been implementing a shift from outside lecturers to in-house lecturers, except for specialized ﬁelds of education. By conveying the knowledge and skills they have accumulated on the job, these highly experienced employees help
other employees to acquire practical knowledge and skills
applicable to actual work duties. Moving forward, we will continue honing our education programs to promote the cultivationof competent human resources.

■ Training Structure
Position
title

Training according toemployees positions

Management training for TL

TLManagement training for
Assistant Managers

Section Leaders Training for Section Leaders
GeneralLevel 4 problem resolution follow-up training
employees Level 3 training, Mid-career leader training program
New
Training for new employees
employees English training for new employees

Financial Report

AssistantManagers

Language training

Management training for GL/Managers
Newly Appointed GL Policy
Development Training

Training for transferred/local employees

GL/Managers

Training system for skills

GM/Division Management training for GM/
Leaders
Division Leaders

Basic technical Overseas-related
training
training
Training system for engineers

Toyoda Gosei is striving to enhance our education programs so
as to develop human resources capable of responding eﬀectively
to internationalization and formulating and resolving problems.
From FY2012, we proactively put our eﬀorts into developing
human resources that can do their work with quality control in
mind. We advanced the timing for the basic problem-solving
education of younger employees from ﬁve to six years after
joining our company to their third year, so as to enable them
to apply problem-solving approaches at an early stage. In
particular, we created a mechanism in which they interact with
their superiors in practical situations of problem solving in theirown tasks, in order to ensure that superiors at workplaces provide proper OJT to their subordinates.
Meanwhile, we also lay stress on language education for new andyounger employees. From their informal appointment to joining
our company, new employees practice e-learning for theirpersonal development, and enhance their motivation to learn
English through intensive training provided by native instructors
after joining our company. In addition, we are working on thedevelopment of global human resources from a younger age.
We enriched the contents of the Language Skills Cultivation
Program for Younger Employees for employees in their 20s
and 30s, which started in FY2011, and an accumulated total of
310 employees learned English skills that directly connect totheir tasks.

Social Report

Activating human resources development with enhanced education programs

Global human resource cultivation
Corporate Data

In order to pursue optimum production in various countries
throughout the world, it is necessary to implement autonomous, regionally-based management, and to localize our overseas aﬃliates.
Thus, our company promotes development of global humanresources so as to facilitate personnel localization and local staﬀ
cultivation. In FY2012 we conducted a Global Executives Seminar for 15 executive trainees
from North America, Europe,
Asia and Oceania, andMiddle Management Training for 17 division leader
candidates from China. We
also started the ICT (IntraCompany Transferee) program, in which employees
are transferred from overseas Global Executives Seminarbases to our company to receive internship training. Currently,
two employees from India, one from China, and one from Thailand have been transferred, and we plan to further expand thisprogram. In addition, we promote other programs such as
accepting 11 local employees from China, Thailand, Vietnam,
and Mexico via the Association for Overseas Technical Scholarship (AOTS) to provide practical on-the-job training for a periodof one to nine months.

■ Training for global human resource development
Workshop name

Number ofcountries participating

Number ofattendees

Global Executives Seminar

7 countries

Middle Management Training

1 country (China)

15 people
17 people

AOTS

5 countries

11 people

ICT

3 countries

4 people

TOYODA GOSEI REPORT 201324

Employment of human resources
Toyoda Gosei promotes fair and impartial adoption and development of human resources with respect for diversity, by ensuring stable employment and improving the working environmentand systems that make work easier for our employees.

■ Number of employees by region (consolidated)(FY2012)
Europe/Africa:
1,191 employees（3.9％）

North America
6,517 employees（21.6％）■ Workforce composition (non-consolidated)
FY2012FY2011
Male

Female

Total

Male

FemaleTotal

No. of employees

6,242

728

*6,9706,068

695*6,763

Average age

40.8

35.9

40.2

41.4

36.4

40.9

Average lengthof employment

16.7
years

11.1
years

16.1
years

17.4
years

11.9
years

16.8
years

Number of
employees
30,190Japan
8,741 employees（29.0％）

Asia and Oceania
13,741 employees（45.5％）*Total no. of employees does not include 407 employees dispatched overseas

Internal support to provide a stable work-life balance
We have created and worked to enhance a system that prioritizes a work-life balance and emphasizes independence while
enabling each one of our employees to choose their own way
of working. We also provide support for our employees so they
can work with greater peace of mind and motivation. In FY2012
as well, in response to the needs of employees, we implemented Child-Rearing Day, Networking Event for Working
Mothers, TG Family Day and a Holiday In-house Nursery.
Among other things, we strengthened our support for balancing nursing care and work, such as holding workshops fornursing care support and distributing a guidebook for nursing

care support. We have also conducted educational activities
to create working environments that make the support systemeasy to use. We would like to continue more fulﬁlling measures, while providing continuous support to employees.
In April 2011 we were accredited by the Ministry of Health,Labour and Welfare for the second time as a company that
actively works on supporting the development of the next generation with action plans based on the idea of work-lifebalance. We are making further eﬀorts, centering on workplace
understanding activities based on current action plans.

TG Family Day (company tour for employees families)

Kurumi Next-Generation Nurturing
Support certification markHoliday nursery

Guidebook for nursing care support

Promoting diversity*
Toyoda Gosei is working to foster a corporate culture thatenables our employees to demonstrate their individual capabilities fully through diverse individuality.

We have also established a system to enable employees of retirement age or with disabilities to continue working in stable jobs.
*Diversity refers to the utilization of human resources irrespective of race, nationality, gender or age

Promoting development of diverse human resources
From FY2010 we set up a specialized organization to facilitate
the use of diversiﬁed human resources, while putting particulareﬀort into facilitating the utilization of our female workforce.
Centering on management-level employees, we hold workshops
to raise awareness of and change behavior toward female
employees and to thoroughly develop consciousness aboutcompany policies and the signiﬁcance of diversity. We also provide female employees with places for considering and cultivating their way of working and future orientation.
We conducted a survey on the utilization of women to enablefemale employees and their supervisors to grasp issues such as
how female employees perceive their jobs, how their supervisors cultivate and promote female subordinates, their ideas for a
merit-based evaluation system, the pace of pay rises and promotions, etc. Based on the current issues identiﬁed through the25

TOYODA GOSEI REPORT 2013

survey, we formulated a three-year development plan for theutilization of female employees, and are moving forward withspeciﬁc eﬀorts such as development of workplace environments.

Workshop for management to promote
the utilization of female employees

Seminar for female employees

Creating a workplace where people with disabilities can establish themselves and feel that their job is rewarding
selves. The special subsidiary TG Welfare and the entire Toyoda
Gosei Group also strive to promote employment of people withdisabilities (see page 27 for a related article). In FY2012, wedelegated employees with mental disabilities to our Haruhi Plant
to perform the ﬁrst in-factory contracted work by people withdisabilities.

Business Report■ Change in the employment rate of disabled people
（％）
3

2.10％
2

1

Management Report

We are proactively putting eﬀort into employing persons withdisabilities. In FY2012, we set a 2% target employment rate fordisabled people, which exceeds the 1.8% employment raterequired by law, and employed 113 people with disabilities (asof April 1st, 2013), achieving a 2.1% employment rate thatexceeded the initial target.
The Committee for Promotion of Employment of People with
Disabilities plays a core role in various relevant activities, ranging
from hiring to assignment/education, ﬁrm establishment in stable
positions, and raising people s awareness. In particular, we focus
on the establishment of people with disabilities in stable positions,and aim to grasp the current situation and improve working environments through periodic interviews with people with disabilities.
We have put a system in place that can implement each stage
from hiring to assignment in a planned manner, by routinely
exploring jobs to which people with disabilities can adjust them-

Legally required
employment rate of 1.8%
'02

'03

'04

'05

'06

'07

'08

'09

'10

'11

'12 （ﬁscal year）

Creation of a system that enables work with peace of mind after retirement■ Change in Number of Reemployed Retirees（persons）
200

Reemployed persons

Persons scheduled to be reemployed

Retirees

Social Report

In April 2006 we established the Retiree Re-employment
System, and are working to construct a system that facilitateswork with peace of mind after retirement.

100

0

'07

'08

'09

'10

'11

'12

'13（ﬁscal year）

Environmental Report

Maintaining mental and physical health support■ Health Education Structure
Plant managers

Mental healthleaders
education

・Good lifeGLseminar 35
Physical healthTL &education at
Supervisors AssistantManagers
35 years old
Section ・Health education
Leaders
at 45 years oldGeneral employees（）

Mental healtheducation for
management
directors

Financial ReportManagers

Self-care education

Physicalhealthmanager
education

General Managers
Division Leaders &Assistant Division
Leaders

Mental health(follow-up) education

We are taking several measures to promote and strengthen
employee health, focusing on the key areas of mental andphysical health maintenance.

Continuing mental health education for management directors
Corporate Data

In order to promote eﬃcient workplace operation and smoothcommunication, we regularly held mental health education
sessions in FY2011 for each employee position, with a focus on
newly appointed management directors, division leaders, andassistant division leaders, all of whom can be susceptible tostress. A qualiﬁed clinical nurse at each site provides optimum
counseling services. With the number of consultants declining,
the results are steadily beginning to show.

Raising awareness of healthcare
Since FY2007 we have held the Good Life Seminar 35 for
employees aged 35, to provide education about keeping
healthy day-to-day and prevent lifestyle-related diseases. In
FY2010 we launched the No Smoking Program and moved
forward with activities to help employees attempting to quit
smoking.
From FY2011, we continued a program of practical educationfor employees aged 45, covering eating habits, types of exer-

cise, and consumption of alcohol, removed cigarette vending
machines within our company, and suspended on-site sales ofcigarettes. In addition, we are advising caution and promoting
thorough hand-washing and gargling in order to prevent infectious diseases such as seasonal and new types of inﬂuenza.
We intend to continue these activities while also promoting
environmental improvement in smoking rooms on company
premises.

TOYODA GOSEI REPORT 201326

T O PI C S

Proactively promoting employment of severely disabled people
To help each disabled person become independent in society
Our domestic aﬃliate TG Welfare is working on the employment of disabled people, and, in particular, is proactively
providing independence support for severely disabled
people." The company aims to support disabled people so thateach one of them can live an active life in society. As of March
2013, 18 employees with mental disabilities (of which 12 arewith severe disabilities), one physically disabled employee,
and one mentally handicapped employee are working with us.

Reorganized existing subsidiaries and obtained certiﬁcation as a special subsidiary
TG Welfare was established as a company to provide welfare
services for employees of Toyoda Gosei; however, the roles it
is to fulﬁll have become ambiguous due to the expansion of
the business lineup, such as moving into temporary personnel
services.
In the wake of the Lehman fall in 2008, Toyoda Gosei needed
to reconsider group companies, including TG Welfare.
Through a survey conducted at that time, we found that theemployment of disabled people was one of the regional
challenges, and we decided that our mission is to ﬁnd a solution. The number of employees was cut down to one-fourthby implementing changes such as transferring business operations to other companies. The ratio of disabled employees (ofwhich 60% are severely disabled) exceeded 20% of all
employees, resulting in us obtaining certiﬁcation as a special
subsidiary for the employment of disabled people.

Fostering abilities with which to live in society
Currently, disabled employees engage in operations such as
ﬁnish processing of rubber products for which Toyoda Gosei
places orders. Most of the employees have mental disabilities of various kinds, which used to be considered handicaps
that make management diﬃcult. We have achieved high productivity by assigning work-site job coaches with clinicalqualiﬁcations including registered nurses and childcare
nurses to repeatedly instruct until all the disabled employees understand the contents of the work, installing partitions
to prevent employees seeing things that might distract them,devising proper working methods, improving working environments, and developing work tools that are suited to eachindividual employee. In addition to training for work opera-■ Percentage of rejects caused by processing error
（％）
70
60

Improving to full-ﬂedged
level in auto parts
processing work!

50
40
30
20

▲

▲

3rd month▲

2nd month▲

1st month

▲

0

▲

10

■ Level of abilities required for daily life
Level that can be managed alone
When joining TG Welfare
One year after joining
TG Welfare
Keeping track

Bathing

Laundryof finances

Unable to do almost
anything at the timeof joining our company

The level of abilities for living,such as kitchen work,
improves to a level atwhich it can be done alone!

Grooming

Cleaning

Kitchen work

tions, we oﬀer rehabilitation training for them to go about
their daily lives. We also try to help them become independent, not only as employees but also as members of society.
Most of the disabled employees commute from their homes,
while some live together in a dormitory near the company.
Disabled employees, who could not do anything on theirown at the time of employment, are now able to do household chores such as cleaning and cooking. In September
2012 we introduced in-factory contract work by people
with disabilities, for all the disabled employees working in
Toyoda Gosei Haruhi Plant. This activity has drawn attention
as a ﬁrst step toward inclusiveness, in which non-handicappedand disabled people act together in the same environment.
These results havebeen made possible
through collaboration among ourcompany, the families of all disabled
employees, and theschools or facilities
they came from.
We have achieved
productivity improvement and an envi- Training for daily living in dormitory
ronment in which
disabled people
can work actively
Company
Familyby working out
various problems
through close conCollaboration
tact between thethree parties andeliminating the
problems one by
Institutions concernedone.
such as schools from which
they graduatedAiming to be a model case for the employment of disabled people
TG Welfare is predicated on the long-term employment of
disabled people, and recommends disabled employees tostart asset-building savings for housing acquisition. This isso employees with disabilities who have diﬃculties ﬁnding
rental housing will not be at a loss for places to live in the
future.

27

TOYODA GOSEI REPORT 2013

We are proactively tackling the employment of disabled
people; however, there is a limit on the number of people
that one company can employ. Therefore, we would like tocontribute to the realization of a society in which people
with disabilities can live independently by making this initiative a model case and spreading it in society.

Promoting activities to achieve our goal of zero accidents
Under the direct leadership of our president, who is the General Health and Safety Manager of the whole company, we promote activities to achieve our goal of zero accidents with theDevelopment of a Safe Workplace and the Development of
Safety- Aware Personnel as our two prime movers.

Business Report

Acquisition of occupational safety and health management systems by 25 domestic and overseas sites■ The status of occupational safety and health management systems acquisition● Heiwacho Plant

ToyodaGosei● Bisai Plant● Haruhi Plant● Ichiei Kogyo Co., Ltd.

● Chusei Gomu Co., Ltd.

Domestic
Aﬃliates● Inazawa Plant● Nishimizoguchi Plant● Morimachi Plant● Hinode Gomu Kogyo Co., Ltd.
● Hoshin Gosei Co., Ltd.

● TG Maintenance Co., Ltd.
● TG Opseed Co., Ltd.

● TG Logistics Co., Ltd.

Management Report

In our Development of a Safe Workplace program, we areworking on the creation of safe facilities and forklift-free activities, aiming to keep our workplaces free of hazardous sites orcauses of danger that are linked with accidents. The Toyoda
Gosei Group has obtained the OSHMS certiﬁcation＊1 , acommon standard for occupational safety and health management systems, for domestic bases, and has been advancing ouractivities to obtain the OHSAS certiﬁcation＊2 for our overseas
bases. As of the end of FY2011, the sites shown on the righthave obtained these certiﬁcations.

● Fong Yue Co., Ltd.

● Tianjin Toyoda Gosei Co., Ltd.
● Toyoda Gosei Czech, s.r.o.

*1 OSHMS：Occupational Safety and Health Management Systems*2 OHSAS：Occupational Health and Safety Assessment Series● TG Kirloskar Automotive Pvt. Ltd.
● Toyoda Gosei Texas, LLC● Toyoda Gosei Australia（Pty）Ltd.

Overseas
Aﬃliates● Tianjin Star Light Rubber and Plastic Co., Ltd.
● Toyoda Gosei（Thailand）Co., Ltd.

● Toyoda Gosei (Tianjin) Precise Plastic Co., Ltd.

Social Report● Toyoda Gosei (Foshan) Rubber Parts Co., Ltd.
● TG Minto Corporation● P.T. Toyoda Gosei Safety Systems Indonesia

Implementing safety-focused activities for the independent resolution of health and safety issues
on-site subsection and team. Twice a year, each manufacturing
division is evaluated for its approach to safety, knowledge, ability
to get things done, and ability to instruct workers. Those who
excel in these ﬁelds are selected to be safety excellence managers and are given public recognition. By the end of FY2012, 36
managers and 96 supervisors had been recognized for this honor.

■ Main Activities in FY2012■ Change in the Rate of Work Accidents (rate of injuries resulting in lost work time)

Implemented activities

Development of a Safe
Workplace2● Conducting safety education for workers other than operators, such as production/
manufacturing engineers, maintenance personnel, and technicians3● Boosting the management level of safety activities through thoroughgoing
OSHMS operation

4● Manufacturing division heads and plant managers personally makethe rounds to make inspections and corrections

5● Workplace inspection of the entire plant without omission, andvisualization of defects

6● Hardware measures to exterminate STOP7 accident causes（1）
Ensuring safety in working spaces other than mass-production
processes（2）
Inspection and correction of maintenance conditions of hardware
measures taken in the past
Remaining STOP7 measures that could not be implemented in FY2011
（3）

1.5

Rate of injuries resulting Casualties by occupational accidents＝
×1 million
in lost work time
Total work hours
Whole manufacturing industry

1.01

1.0

Financial Report

Development of SafetyAware Personnel

1● Raising safety awareness among all employees by conducting
safety-focused activities in every workplace

Environmental Report

Cultivating safety-aware personnel is an awareness-building
activity that aims to foster individuals capable of identifying possible threats by checking all employees and providing guidance
to those who need it. Since FY2009, we have been working on
safety-focused activities to investigate and resolve problems or
issues relating to health and safety in the workplace for eachTransportation equipment industry

0.44

0.5
Toyoda Gosei
0

'02

'03

'04

'05

'06

'07

'08

'09

0.067
'10

'11
'12
（ﬁscal year）

Corporate Data

Creating a workplace that is easy to work in with the cooperation of labor unions
Based upon our fundamental philosophy of labor-management
relations, establishing mutual trust and sharing responsibilities
between employees and management, we hold discussions
with the labor union on wages, working environment, hours
and other working conditions.
We regularly hold meetings such as the Central LaborManagement Council and the Divisional Labor-Management
Council. At the Divisional Labor-Management Council, inparticular, division chiefs themselves and union members
directly discuss matters of key importance to the workplace,aiming to create an environment where all employees canwork comfortably.
Central Labor-Management Council

TOYODA GOSEI REPORT 201328

Relationship with our Shareholders
We strive to maximize understanding of Toyoda Gosei s achievements by boosting
corporate value and proactively disclosing information.

Business results and rates of return
Regarding sales in the current term, the automotive parts business recorded increases in revenue due to our proactive sales
promotion activities targeted at foreign-aﬃliated automakers, inaddition to the bounty system for eco cars in Japan, launching
new models for major customers in North America, and theincrease in auto sales mainly in emerging countries.
In the optoelectronics business, also, revenue increased thanks
to the demand increase in LED products for tablet terminal backlights and lighting etc., resulting in an overall increase of 18.8%
from 504.5 billion in the previous term to 599.6 billion yen.
As for proﬁt, as a result of our steady eﬀorts in rationalization
across the Group, in addition to the eﬀect of sales increases bothin the optoelectronics and automotive parts businesses, ourordinary proﬁt increased by
81.3% from 20.2 billion in theprevious term to 36.7 billion yen,and our net income increased
by 138.9% from 8.9 billion in theprevious term to 21.4 billion yen
in the current term. Because ofthis, we decided to distribute anannual dividend from surplus of
44 yen per share.
Report of our business results■ Change in Dividends
（yen）
60

46.0
36.0 36.0 36.0 36.0

30

26.0

18.0 19.0

0

'04

44.0

'05

'06

'07

'08

'09

'11

'10

12
（ﬁscal year）■ Distribution Status according to Shareholder
Japanese companies, etc.
Financial product tradersForeign investors, etc.

Financial institutions 0.64
31 March,
2013

25.39

31 March,
2012

28.82

Individuals and others

20

0.46

49.16

15.96 8.39

49.17

11.64 9.21

0.70
0Treasury stocks

0.46

40

60

80

100（％）

Proper disclosure of information
We endeavor to disclose information properly and regularly bydisseminating it through our homepage and IR tools (earnings
summary, data for ﬁnancial brieﬁngs, etc.), holding ﬁnancial
brieﬁngs, and participating in IR events.
In FY2012 we made eﬀorts to enrich the contents of IR information on our website. Twice yearly, we hold brieﬁngs for institutional investors and securities analysts to present our ﬁnancial statements.
We post the materials from these meetings, together with therelevant ﬁnancial information, on our website to ensure proper
disclosure.
In addition, we strove to gain recognition as an open and transparent corporation by arranging plant tours individually forinstitutional investors and security analysts to make our technical strength known to the world, and participating in IR events,
including overseas institutional investors.

■ Main IR Activities
Targeted persons

IR activities

Domestic institutional
investors
Securities Analysts

Individual discussions,ﬁnancial brieﬁngs

Overseas
institutional
investors

Individual discussions,participation in IR events

Individual
shareholders
and investors

Plant tours held after
the shareholders
general meeting

Report on BusinessResults issued

Earnings announcement

29

TOYODA GOSEI REPORT 2013

Toyoda Gosei ReportissuedDissemination ofﬁnancial and IR
informationon the website

Relationship with our Suppliers
We develop and grow together along with our suppliers, based on strong cooperative ties.

Business Report

Basic Procurement Policy
Our basic procurement policy is to establish a procurement framework beneﬁcial to us and achieve optimum global procurement, by swiftly and accurately gauging changing procurement conditions as well as the attitudes of customers and competitors, ensuring compliance and conducting business in a fair and open manner, so as to produce competitive products. Basedon the idea that suppliers support our company, we will mobilize our company and work to strengthen the business foundations of our suppliers through the principles of Genchi, Genbutsu, and Genjitsu (translated as actual locations , actual
materials and actual situations, respectively).

Management Report

Procurement policy brieﬁng sessions held
ciation and to encourage all participating suppliers to continue making progress.
In FY2012 we presented
certiﬁcates of appreciation to suppliers who
gave us a great deal of
support in continuing our
production during timesof manufacturing problems such as plant accident.

Social Report

We hold a procurement policy brieﬁng session every April topresent suppliers with details of the current business environment and the directions we intend to follow, and to ensuresolid understanding of our procurement policy for the year.
Our explanatory brieﬁng for procurement policy was participated in by 170 suppliers of products, processing, materials,
facilities, and molds, for discussions on our challenges andactions to be taken, as well as safety, quality, quantity, cost,
technology, global expansion, and CSR as the procurement
policy for the current ﬁscal year.
We also give awards each year to suppliers who have madenote-worthy contributions in various ﬁelds, to show our appre-

Explanatory briefing for procurement policy

Four times a year, about 100 suppliers participate in a procurement liaison meeting. The meeting focuses on ongoing themes
such as developments in production information, quality control, compliance activities, safety activities, anti-earthquake
measures, security management, and harmful substances man-

Environmental Report

Strengthening our collaboration with suppliers
agement. In addition to enriching content related to theseongoing themes, we deepen our relationships with our suppliers by holding various educational sessions and lectures for thecultivation of human resources.

Financial Report

Our initiatives for quality improvement, safety/ﬁre protection, compliance, etc.
In FY2012, we focused particularly on improving levels ofsafety, ﬁre protection and quality, through workshops andreciprocal visits with suppliers. Considering the drop in revenue
due to the Great East Japan Earthquake and current economic
conditions, we are actively engaging in discussions with our
suppliers regarding management issues, and activities to secure
proﬁts, such as cost reduction.

Corporate Data

We are taking action in order to grow and develop along with
our suppliers through codiﬁcation of standard operating procedures and activities for prevention of defective outﬂow,
intended to prevent signiﬁcant quality problems. In addition toeﬀorts to reduce total costs and improve competitiveness, we
also urge supplier participation in the design of metal molds
and products.

Promoting green procurement
Based on our company's Green Procurement Guidelines (3rd
Edition), we continue to expand environmental activities. The
guidelines are composed of three components: building environmental management systems, regulatory compliance andenvironmental performance improvement, and harmful substances management.
We have produced good results in building environmental
management systems and regulatory compliance and environmental performance improvement, by requesting that suppliers make organizational and systemic enhancements andproduction improvements so as to alleviate environmental

burden, acquiring ISO14001 certiﬁcation, and promoting
energy saving and waste reduction.
In terms of harmful substances management, we comply withthe globally increasing number of harmful substance regulations, and request that our suppliers monitor the chemical substances in products or materials they supply us with. We also
work closely with suppliers to comply with the European ELV*¹
and REACH*² regulations and VOC*³ management regulations.

*1 ELV : End of Life Vehicle*2 Registration, Evaluation, Authorization and Restriction of Chemicals*3 Volatile Organic Compounds

TOYODA GOSEI REPORT 201330

Involvement in Local Communities
As a good corporate citizen in the community, we are working to create better local
communities through interactions with local residents.

Further bolstering social contribution activities
As an automotive parts manufacturer, Toyoda Gosei strives tocreate better local communities though interactions with local
residents. Aside from essential educational activities in traﬃcsafety, our other activities are based on the four cornerstone
themes of support for the vulnerable, youth development,
environmental protection and crime prevention and community safety.
In order to encourage our employees and give them an incentive
to widen the circle of their volunteer activities, we haveenhanced our employees awareness of social contribution
activities and developed the support system by introducing a
volunteer award system and social contribution education.

These eﬀorts have enabled our employees to interact with local
residents through various activities.
In our overseas bases, also, we strive to create close relationships with local communities, mainly through volunteer activities.
From FY2012, we have designated October as a month forvolunteering. As our ﬁrst trial, we widened the circle of volunteers
and strengthened the bond with local communities by conducting
simultaneous social contribution activities on a global scale.
To support reconstruction after the Great East Japan Earthquake,
we contributed to community renovation activities to create
bright towns by donating security lights, which make the most of
our characteristic technologies.

VOICE

General Administration
Division Volunteer
CenterKeichi Ito

At the Volunteer Center, we conduct a wide range of volunteer-based activities that
contribute to society, such as simultaneous social contribution activities on a global
scale, reconstruction support activities for disasters caused by the Great East Japan
Earthquake, neighborhood-watch anti-crime patrols, the cutting-edge green
factory, Wheelchair Doctors, and the Ichinomiya Boys and Girls Invention Club. An
essential element of volunteer activities is employees understanding. We strive toboost the number of supporters so that they can participate in activities voluntarily,
continuously, and happily.

Support for the Vulnerable

Charity Meals

Cafeterias at eight of our business establishments introduced charity meals, with 10
yen raised for charity per meal. With thecollected funds, we purchased special matsfor rehabilitation, which were donated tothree welfare facilities in the community.

Wheelchair Doctors

This volunteer group formed by employees
visits welfare facilities for the elderly andhospitals in the community every month torepair, adjust or clean more than 300 wheelchairs a year. This program has been going on
since 1996.

Selling goods produced by vocational
training facilities
To support the independence of people who
attend vocational facilities for the disabled,
we provide places to sell hand-made breadand cookies at seven of our facilities every
month. Any revenue earned is used to help
ﬁnance the operation of vocational facilities.

Environmental Protection

Plant Afforestation Project

To enhance our employees environmental
awareness and promote communication
within the company, we have conductedtree-planting activities at our plants since2009. In FY2012 we planted 38,500 trees atfour bases in Japan and overseas.

31

TOYODA GOSEI REPORT 2013

Cutting-edge green factory

From 2011 we have been conducting activities with local people, such as an ecosystemsurvey,cleanup action, and ecosystem
experience learning with the aim of environmental conservation, using our Heiwacho
Plant as a model plant.

Company-wide Community Cleanups

In addition to routine cleaning activities at
each facility, we implement company-widecommunity cleanups twice a year. Morethan 2,500 people, including our employeesfamilies and students from the community,
participate in the cleaning activities.

Youth Development

Sponsorship and Support Activities for Sports

We are involved in activities to encourage local
elementary and junior high school children to
enjoy sports, contributing to their sound growthand development. Athletes from our volleyball,handball and basketball clubs serve as instructors. We also routinely provide opportunities
for interactions with people with disabilities.

Neighborhood Watch anti-crime patrols

We have launched a program of neighborhood
watch anti-crime patrols, in which employees
volunteer to patrol key crime-prevention areas
such as the vicinities of elementary and juniorhigh schools and train stations. Patrols arebeing conducted in Kiyosu city, Inazawa cityand Ichinomiya city and Morimachi.

Management Report

To provide a setting that enables children to
enjoy making things, and help them growinto creative human beings, we have fully
supported this club since its establishment,
taking part in its planning and operation.
In FY2012, 96 children participated in the club.

Business Report

Ichinomiya Boys and Girls Invention Club

Crime prevention and community safety

Crime prevention and community safety

From July 2012, we introduced blue light patrol
cars equipped with blue lights. We expanded
the area of these activities by three times, andstarted crime-prevention activities with increased
mobility. In FY2012 we conducted this activity in
Kiyosu, Inazawa, and Ichinomiya cities.

Donation of LED security lights

Since 2009 we have been donating our LED
Security Lighting to communities to help themcreate brighter and safer cities without crime.
By FY2012 we had donated to Kiyosu, Inazawa,and Ichinomiya cities.

About 50 employees visit 14 nurseries andkindergartens around our facilities to teachchildren the importance of traﬃc safety using
picture-card shows and videos.
In FY2012 we marked the 27th anniversary ofthis activity.

Patrol to eradicate drink-driving

From 2008 our Morimachi Plant has been
conducting activities to call for drink-driving
prevention by patrolling community areas incooperation with traﬃc safety-related organizations. The patrol was also conducted in
FY2012 with the aim of eradicating drink-driving.

We are involved in educational traﬃc safety
promotion activities aimed at reducing traﬃc
accidents and protecting vulnerable road
users. On the 10th, 20th and 30th days ofeach month, our employees voluntarily standaround the area of each facility to call fortraﬃc safety among people in the community.

Other Activities

Financial Report

Traffic Safety Presentation (on Valentine s Day)

Traffic Safety Patrols

Environmental Report

Crime prevention and community safety

Social Report

Blue light crime prevention patrol

Education on social contribution for new employees

We hold events for exchange between new
employees and people with disabilities, to help
our employees properly understand disabilities
through interaction, learn ways to support
people with disabilities, nurture a consideratespirit, improve their social and cooperativeskills and expand their perspectives.

Corporate Data

Other Activities

Volunteer Award System

We give awards to employees who haveconducted outstanding volunteer activities.
This increases our employees motivation tovolunteer, and provides an incentive to widen
the circle of volunteers.

Make a CHANGE Day

We participated in Make a CHANGE Day, inwhich participants simultaneously conduct
volunteer activities in various parts of Japan,
and we received commendation for the fourthyear in a row in recognition of our simultaneous
social contribution activities on a global scale.

Volunteer mark

TOYODA GOSEI REPORT 201332

T O PI C S

グローバル一斉社会貢献活動

Simultaneous social contribution activities on a global scale〜circle of volunteers linked together throughout the world〜□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□□
Aiming to strengthen our bonds with local communities and□□□□□□□□□□□□□□□□□□□□□□□□□□
31 overseas aﬃliate companies, making a total of 63 with□□□□□□□□□□□□□□□□□□□□□□□□□□
tobe a better corporate citizen, we have designated October as volunteer month since FY2012. As part of this□□□□□□□□□□□□□□□□□□□□□□□□□□
initiative, we conducted simultaneous social contribution□□□□□□□□□□□□□□□□□□□□□□□□□□
activities
on a global scale, in which domestic and overseas
aﬃliate companies simultaneously participated, mainly□□□□□□□□□□□□□□□□□□□□□□□□□□
on October 20. The participants were 22 domestic business establishments. 10 domestic aﬃliate companies, and[Europe]about 5,000 employees.
□□□□□□□□□□□□□□□□□□□□□□□□□□In addition to volunteering activities such as cleaning, tree
planting, and collection of spoiled/unused postcards, we con□□□□□□□□□□□□□□□□□□□□□□□□□□
ducted various activities according to the situation in eachcountry or region, such as plant tours to which local people□□□□□□□□□□□□□□□□□□□□
were invited and vocational training for people with disabilities. We will continue this activity in FY2013 and onward.

□□□□□□□□□□□□□□□□□□□□□□□□□□[Japan]● Toyoda Gosei UK Ltd.［TGUK］＄● Toyoda Gosei Europe N.V.［TGE］● Toyoda Gosei Czech, s.r.o.［TGCZ］● Headquarters＄＄＄

Headquarters (Japan)

Trash-picking/cleaning activities
in surrounding areas

TGCZ(Czech)

We invited deprived
children and held avariety of events.

Kaiyo Gomv Kogyo Co., Ltd. (Japan)[Legend]＄
Support for the Environmental
vulnerable
conservation

Youthnurturing

Donation[North America]● Waterville TG Inc.［WTG］ ＄● TG Minto Corporation［TGMINTO］● Toyoda Gosei North America Corporation［TGNA］＄● TGR Technical Center, LLC［TGRTC］＄[China]● TG Fluid Systems USA Corporation［TGFSUS］ ＄● Tianjin Toyoda Gosei Co., Ltd. [Tianjin TG]● TG Kentucky, LLC［TGKY］● Tianjin Star Light Rubber and Plastic Co., Ltd.

● TG Automotive Sealing Kentucky, LLC［TGASK］[Tianjin Star Light] ＄● TG Missouri Corporation［TGMO］● Toyoda Gosei（Zhangjiagang）
Co., Ltd.

● Toyoda Gosei Texas, LLC［TGTX］＄[Zhangjiagang TGSS]● TAPEX Mexicana S.A. DE C.V.［TAPEX］＄● Toyoda Gosei（Zhangjiagang）
Plastic Parts Co., Ltd.

● Toyoda Gosei Automotive Sealing Mexico S.A. DE C.V.

[Zhangjiagang TGP]［TGASMX］● Toyoda Gosei（Shanghai）
Co., Ltd. [Shanghai TG]● Toyoda Gosei Optoelectronics（Shanghai）
Co., Ltd.

[Shanghai Opto]● Toyoda Gosei (Foshan) Rubber Parts Co.,Ltd.

[Foshan TGR]
● Toyoda Gosei（Foshan）
Auto Parts Co., Ltd.

[Foshan TGP]TGTX(US)● Fong Yue Co., Ltd. [Fong Yue]

Participation in regional activities,
food donation to deprived people● TE Opto Corporation [TE Opto]

TGMINTO(Canada)Sports instructions for children[Asia and Oceania]●Toyoda Gosei（Thailand）Co., Ltd.［TGT］● Toyoda Gosei Haiphong Co., Ltd.［TGHP］● Toyoda Gosei Asia Co., Ltd.［TGAS］● P.T. Toyoda Gosei Safety Systems Indonesia［TGSSI］＄● Toyoda Gosei Minda India Pvt. Ltd.［TGMIN］● TG Kirloskar Automotive Pvt. Ltd.［TGKL］＄● Toyoda Gosei Australia (Pty)Ltd.［TGAU］

Above: Zhangjiagang TGSS/TGP (China)
Below: Foshan TGR (China)

Trash-picking/cleaning activities insurrounding areas near the plant

33

TOYODA GOSEI REPORT 2013

TGAS (Thailand)
TGMIN (India)

Blood donation
activities

Tree planting
activity in local
areas (1,000
mangrove trees)Promoting Environmental Protection Activities on a Global Scale

The Toyoda
Gosei
Group,
温暖化
防止which includes domestic/overseas aﬃliate companies and suppliers,

promotes environmental protection activities to cope with globally-spreading environmental problems.

Aiming for higher goals
Expanding introduction of renewable energy
Expanding the use of LED lights for high-ceiling lighting

Reduction in materials discarded per
sales unit (consolidated in Japan)
Reduction of 5 gases*¹
Reduction of water usage
Plant Aﬀorestation Project

8% reduction in CO₂ emissions per sales unit
compared to FY2003 (consolidated global)
5% reduction in materials discarded per sales unit
compared to FY2003 (consolidated in Japan)
Continuation of our policy of zero landﬁll waste and zeroincinerated materials

2005
Formulationof the Fourth
Environmental
Action Plan

corporate activities

Reduction in emissions of VOC*⁴ and PRTR*⁵ substances
Compliance Management

Establishment Start ofenvironmentally-friendly
manufacturing
Cutting overall CO₂ emissions to
5% below the FY1990 level

Expanding material recycling

1991
Set up the "Nicely"
Committee

Zero landﬁll waste

Total elimination ofchloroﬂuorocarbons (CFC)

Toyoda Gosei Group activities toobtain ISO 14001 certiﬁcation

Treating Humans and the Earth Nicely

Main domestic plants obtained
ISO 14001 certiﬁcation
Environmental accounting
Strengthened environmental
education
75% reduction in waste(compared to FY1991)
Total elimination ofchlorinated solvents

1995
Formulationof the Second
Environmental
Action Plan

1993
Formulationof the First
Environmental
Action Plan

Environmental Report

2000
Formulationof the Third
Environmental
Action Plan

Social Report

Strengthened environmental
management system
50% reduction in waste(compared to FY1991)
Total elimination of CFC
substitutes and trichloroethane*1 HFCs (hydroﬂuorocarbons), PFCs (perﬂuorocarbons), SF₆ (Sulfur Hexaﬂuoride),
CH₄ (methane), N₂O (nitrous oxide)*2 Registration, Evaluation, Authorization and Restriction of Chemicals*3 Substances of Concern (Environmentally harmful substances)*4 Volatile Organic Compounds*5 Pollutant Release and Transfer Register

Financial Report

3 Disseminate information about these initiatives widely,and listen to a variety of opinions for greater improvement of activities.

Reduction in CO₂ emissions per sales
unit (consolidated global)

Expanding LED use within the company

1 Promotion of environmentally-friendly

2 Initiatives as a good corporate citizen
Take a progressive approach to local and social environmental activities as a good corporate citizen while
participating in and oﬀering support for, and cooperation with, environmental activities with various organizations. Educate our employees so that they will
participate in environmental activities as members of
the region or community, while oﬀering them support
for their social contribution and volunteer activities.

2010
Formulationof the Fifth
Environmental
Action Plan

Management Report

Activities aimed at achieving
zero cases of non-complianceand complaint
Response to Europe s
REACH*² regulations
Establishment of SOC*³
management for overseas
major sites, including China
Development of Global EMS
Total elimination ofhexavalent chromium use inproducts

Environmental Policy

Maintain the awareness that our business is deeply
linked to the environment at every stage, from development and production to sales and disposal. Promote
environmentally-friendly corporate activities in cooperation with customers and the public sector as the entire
Toyoda Gosei Group, including domestic and overseas
aﬃliated companies and suppliers as well as all business units of Toyoda Gosei.

Business Report

The Goyoda Gosei Group conducts a variety of activities covering the entire life-cycle of automobiles, based on basic environment policy.
We are making an eﬀort in environmental protection activities,
and quickly respond to changes in needs caused by laws andregulations as well as the changing times, while striving to beenvironmentally friendly all the way from business activities(development, manufacturing, through to sales) to disposal. We
also promote the vitalization of activities by raising environmental awareness among individual employees.
Moving forward, we will continue our activities based on theFifth Environmental Action Plan, the Toyoda Gosei Group s
action plan for environmental initiatives from FY2011 toFY2015.

Organization for Promoting Environmental Action■ Diagram of the Organization for Promoting Environmental Action
Products andTechnologies area Products and Technologies Environmental Subcommittee

Corporate Data

[Promotes and manages development of environmentallyfriendly products and technologies]

Manufacturing
area
Production Environmental Subcommittee[Promotes and manages measures and technologies forachieving zero emissions during manufacturing processes]

Chairperson: Company President

Environmental Committee

The Environmental Committee, with our President as its
Chairman, discusses and decides upon environmental policies
and other important issues for the Toyoda Gosei Group as awhole. Our Environmental Committee is composed of 3 subcommittees in the ﬁelds of products, production and quality.
These subcommittees strive to forge links with other subsidiaryorganizations such as liaison committees, and work withgroups to promote environmental protection and management
activities from their own professional viewpoints.

Liaison Committee for Environmental
Communication with Domestic Aﬃliated Companies[Manages, guides, and supports consolidated eﬀorts forenvironmental protection among aﬃliated companies
and major suppliers in Japan]

Liaison Committee for Environmental
Communication with Overseas Aﬃliated Companies[Manages, guides, and supports consolidated environmental
protection eﬀorts among overseas aﬃliated companies]

Quality
Assurancearea

Subcommittee on Systems for SOC Regulations andQuality Assurance[Develops systems to address SOC regulations and quality control]

The Environmental Committee and subcommittees send information to plants and otherwork-sites through specialized committees established according to their own ISO14001 systems.

TOYODA GOSEI REPORT 201334

Fifth Environmental Action Plan −Goals for FY2015−

温暖化防止

Aiming to be an environmentally-friendly Toyoda Gosei
The Toyoda Gosei Group draws up Environmental Action
Plans on a regular basis to promote initiatives in environmental protection, having the entire group work as one. We are
currently conducting activities based on the Fifth Environmental Action Plan (FY2011 to 2015), which is supported by twopillars, reduction of environmental impacts and environmental management. In FY2012 we conducted environmental protection activities according to this plan. Based on the results todate, we have set yet higher targets for the reduction of environmental impacts, and added hard-hitting measures for ecomanagement. Speciﬁcally, we plan to expand our eﬀorts toNorth America, such as the use of LED lights for high-ceilinglighting, and Plant Aﬀorestation. Moreover, we will globallypromote eﬀorts in environmental protection by setting targets
not only for Toyoda Gosei itself but also for domestic/overseas
aﬃliate companies.

Fifth Environmental
Action Plan

First

SecondThird(FY 2011-2015)

FourthAchieving a low-carbon, recycling-oriented society in harmony withnature through environmentally-friendly manufacturing and product offering.

Reduction ofenvironmental
impacts〈Major initiatives/goals〉● Reduction of CO₂ emissions● Reduction substitute for sulfurof 5 gases*¹ hexafluoride, etc.

GlobalToyoda Gosei

Original
Unit

Goals

for
FY 201533％

compared to
FY2003

Amount ofemissions

Goals

for
FY 2015

Reduce by75％

compared to
FY2003

B Effective use of resources● Reduction of emitted matter● Reduction of reuse of coolingwater usage water effluent, etc.

Toyoda Gosei

Toyoda Gosei

Original
Unit

Goals

for
FY 2015

Reduce by50％

compared to
FY2003

Original
Unit

Goals

for
FY 2015

Reduce by30％

compared to
FY2003

C Reduction of environmental loading substances● Reduction of VOC*²emissions
Toyoda Gosei
Original
Unit

Goals

for
FY 2015

Reduce by65％

compared to
FY2003that promote
environmental activities

Environmental
management

D Collaboration withA Prevention of climate change

Reduce by

Two pillars

local communities● Plant Afforestation
We will plant about 600,000 trees at 60 of
our domestic and overseas bases in 10 years(until FY2020).
● Beautification activities in areas
surrounding the plant● Expanding introduction of renewableenergy (Solar power generation, etc.)

E Raising environmental
awareness● Special features on the environment in
our in-house newsletters and promotionof environmental education

F Contribution as anenvironmentally-friendly
LED manufacturer● Expanding the use of LEDs within ourcompany (Convert lighting to LED lights at
all our domestic business establishments)
Expanding the use of LED lights for highceiling lighting (mercury lamps, etc.)● Expansion of LED businesses (TV, PC, lighting)*1 HFCs (hydrofluorocarbons), PFCs (perfluorocarbons), SF₆ (Sulfur Hexafluoride),
CH₄ (methane), N₂O (nitrous oxide)*2 Volatile Organic Compound

Please visit the Toyoda Gosei website for details of the Fifth Environmental Action Plan.
http://www.toyoda-gosei.co.jp/csr/kankyou/eplan.html

35

TOYODA GOSEI REPORT 2013

Activities for the Fifth Environmental Action Plan andthe status of achievements in the goals for FY2012

Aiming暖for contribution
the construction of a low-carbon, recycling-oriented society in harmony with nature,
温化 防to止the Toyoda Gosei Group has drawn up the Fifth Environmental Action Plan and is conducting a variety of activities.
In FY2012 we achieved our goals in all the items regarding the reduction of environmental impacts.
Implementation

Reference
page

Results of activities in FY2012① Reduction of CO₂ emissions[Production]● Replaced inefficient facilities and equipment and improved existing equipment● Company-wide promotion for converting fluorescent lighting to LED lighting

GlobalGoals for FY 2012

CO₂ emissions per sales unit

Reduce by 31%
compared to FY2003

CO₂ emissions per sales unit

Reduce by 26%
compared to FY2003

CO₂ emissions

Reduce by 14%
compared to FY1990

Toyoda Gosei

Item

Goals for FY 2012

CO₂ emissions per sales unit

Reduce by 25%
compared to FY2003

CO₂ emissions

Reduce by 20%
compared to FY2003

Evaluation［2］63［1］Reduce by 37%
compared to FY2003

○

64［1］

Reduce by 36%
compared to FY2003○

99,000 tons of CO₂

Reduce by 15%
compared to FY1990○

Eﬀorts for logistics ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Improved loading efficiency
̶ Shorter logistics flow lines through production located near customers
̶ Deployment of appropriate number of vehicles in response to production volume
Results for FY2012

Evaluation［2］65Reduce by 35%
compared to FY2003○

10,700 tons of CO₂

Reduce by 20%
compared to FY2003

○

［1］

P39

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P39

Examples of our initiatives for products
̶ Foaming TPV glass run
̶ Use of plastic for fuel filler lids

② Reduction of 5 gases*● Promote the use of substitute gases (in place of HFC, PFC, SF₆)
used for magnesium casting and LED manufacture

Switch 5 gases to substitute gases

Toyoda Gosei

Emissions of 5 gases

Goals for FY 2012
Reduce by 30%
compared to FY2003

Results for FY2012
13,000 tons of CO₂

Environmental Report

Reduction of environmental impacts

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［Products]● Product design and materials development for weight reduction● Development of products and technologies in new fields inline with new energy trends

Item

P39

Social Report

Prevention of climate change[Logistics] Applied to: Delivery, mid-process, and procurement logistics● Improving transportation efficiency

Results for FY2012

P38

Management Report

Toyoda Gosei

Item

Examples of our eﬀorts for production ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Application of heat-insulation paint to production facilities
̶ Development of innovative energy-saving techniques for CVJ boots manufacturing

Business Report

Theme

Evaluation［2］Reduce by 35%
compared to FY2003○③ Reduction of emissions

Japan

Goals for FY 2012

Volume of waste per sales unit

Reduce by 40%
compared to FY2003

Volume of waste per sales unit

Reduce by 41%
compared to FY2003

Volume of waste

Reduce by 35%
compared to FY2003［Logistics］Applied to: Delivery, mid-process, and procurement logistics● Volume reduction of disposable packaging materials● Increased use of returnable containers
Item
Toyoda Gosei

Volume of packaging materials

Results for FY2012
52［1］

○

51［1］

Reduce by 49%
compared to FY2003○

12,136t［1］Reduce by 37%
compared to FY2003○

Initiatives for logistics ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Thorough cleaning of returnable containers

Reduce by 60%
compared to FY2003

Results for FY2012
29［1］

○

84t［1］

Reduce by 64%
compared to FY2003○

Initiatives for products④ Reduction of water usage

Reducing water usage and using water eﬀectively
Item

Water usage

Goals for FY 2012
Reduce by 12%compared to FY2003

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Results for FY2012
160,000t

Reduce by 13%
compared to FY2003

P40

Evaluation［2］Reduce by 71%
compared to FY2003［Products]● Product design and technological development for easy recycling

Toyoda Gosei

P40

Evaluation［2］Reduce by 48%
compared to FY2003

Goals for FY 2012

Volume of packaging materials Reduce by 63%
used per sales unit
compared to FY2003

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Corporate Data

Eﬀective use of resources

Toyoda Gosei

Item

Initiatives for production

Financial Report[Production]● Promotion of emission source countermeasures through improvement of yields● Promotion of in-house recycling of rubber, plastic and metals● Maintenance of zero landfill waste

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P41
P41

Evaluation［2］○*５ gases: Fluorocarbons, etc. [HFCs (hydrofluorocarbons), PFCs (perfluorocarbons), SF₆ (sulfur hexafluoride)], methane (CH₄), nitrogen gases (N₂O: nitrous oxide)[1] This value takes the ﬁgure in the base year as 100.
[2] ○：Goal in the Fifth Environmental Action Plan for the fiscal year was achieved, ×：Goal in the Fifth Environmental Action Plan for the fiscal year was not achieved

TOYODA GOSEI REPORT 2013

36

ThemeImplementation

Control and reduction of environmentally loading substances

Reduction of environmental impacts⑤ Reduction of VOC* emission● Promotion of VOC usage reduction through transition towater-based paints, use of fewer solvents, use of substitutewashing thinners and optimization of thinner usage amounts

Toyoda Gosei

Reference
page

Results of activities in FY2012

Item

Goals for FY 2012

VOC emissions per sales unit

Reduce by 54%
compared to FY2003

VOC emissions

Reduce by 50%
compared to FY2003

Examples of our eﬀorts for VOC emissions reduction ・・・・・・・・・・・
̶ Use of UV coating for hubcap paint̶ Use of water-based mold releasing agents forurethane steering wheel molding dies
Results for FY2012

Evaluation［2］34［1］Reduce by 66%
compared to FY2003○

427t［1］

Reduce by 58%
compared to FY2003○

Cooperation with communities⑥ Enhanced management of chemical substances in products● Promotion of a global management framework for chemical substances in products

Compliance with Europe s REACH regulations and otherregulations and directives in China, South Korea, etc. ・・・・・・・・・・・・⑦ Plant Aﬀorestation Project● We have planted about 600,000 trees at 60 of our domestic andoverseas bases in 10 years (since FY2009).

Examples of our initiatives for the Plant Aﬀorestation Project ・・・・・・・・・・
̶ Trees planted at four domestic and overseas bases(accumulated total: 13 bases, about 179,000 trees)⑧ Promotion of social contribution activities

Examples of our initiatives for communities̶ Carried out community cleaning activities ・・・・・・・・・・・・・・・・・・・
̶ Conducted simultaneous social contribution
activities on a global scale ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・⑨ Contributing to environmental policy

Participated in formation of environmental policies of the Japan Auto Parts Industries
Association, the Japan Rubber Manufacturers Association and other organizations⑩ Enhancing environmental awareness

Enhancement of environmental awareness̶ Implemented systematic environmental education programs̶ Educational activities in Environment Month, etc.

Environmental management

Enhancement of environmental awareness and management⑪ Enhancement of consolidated environmental management

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Enhancement of consolidated environmental management
̶ Domestic and overseas sites acquired ISO14001
and current assessment status ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Environmental audits (Internal environmental auditing,external environmental assessments) ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Consolidated global environmental management ・・・・・・・・・
̶ Initiatives of domestic affiliated companies (TGAP Co., Ltd.) ・・・・・・・・・
̶ Initiatives of overseas affiliated companies ・・・・・・・・・・・・・・・・・（Toyoda Gosei（Thailand）Co., Ltd.）

External environmental audit

P42

P42
P46

P31
P33
−

P43
P44

P43
P43
P44
P45
P45

Overseas on-site environmental audit

P30

Contribution as an environmentally-friendly LED maker⑫ Environmental activities in conjunction with business partners

Promoted Procurement Policy ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Held briefings on our Procurement Policy̶ Global development of management system forenvironmentally harmful substances⑬ Disclosure of environmental information

Disclosure of environmental information
̶ Participated in Lighting Japan 2013 ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Issued Toyoda Gosei Report 2012⑭ Promotion of LCA*² (Life Cycle Assessment) during product development

Enhanced visualization of initiatives CO₂ emissions
reduction and product recyclability−⑮ Expanded use of LEDs on company premises

Expanded use of LEDs on company premises ・・・・・・・・・・・・・・・・・
̶ Switched lighting to LED at domestic business locations

P47⑯ Expansion of LED business

Expansion of LED business ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・
̶ Expanded LED lighting business

P47

P23

MESSE NAGOYA 2012

*1 VOC：Volatile Organic Compounds*2 LCA：Life Cycle Assessment (assessment of the environmental impact [CO₂ emissions, etc.] over the entire life cycle of a product from production, use, through to disposal)[1] This value takes the ﬁgure in the base year as 100.
[2] ○：Goal in the Fifth Environmental Action Plan for FY2012 was achieved, ×：Goal in the Fifth Environmental Action Plan for FY2012 was not achieved

37

TOYODA GOSEI REPORT 2013

From the next page, prize-winning declarations in the "My Eco Declaration" contest are presented(see page 44 for details of "My Eco Declaration")

Prevention of Climate Change

We are暖promoting
温化 reduction
防 止of CO₂ emissions through weight reduction

Scope1 : Volume of greenhouse gases directly emitted by corporations
themselves (fossil fuel, natural gas, etc.)

of vehicle bodies and adaptations for fuel diversiﬁcation, as well as
improvements in productivity and the eﬃciency of logistics.

Elimination of wasteful energy use and reduction of CO₂ emissions

9.9
7

'90
(base year)

'09

'10

'11

'12

(ﬁscal year)

Consolidated
goal

63
60
0

Production'03(base year)

Application of heat-insulating
paints to production facilities'12(ﬁscal year)*CO₂ emissions per sales unit (index) showntakes the figure from FY2003 as 100.

Nonconsolidated
goal

26％

reductioncompared to
FY2003

80

64
60
0

'03
(base year)'10

Maximum temperature:99℃

Before'11'12(ﬁscal year)*CO₂ emissions per sales unit (index) showntakes the figure from FY2003 as 100.

Surfacetemperature
lowered by
23℃ Power
consumption
reducedby 6%

Maximum temperature：76℃

cylinder coveron an injection
molding
machineAfter

Approx. 20% reduction
CVJ

Bellows section

CVJ boots

Cross-section view

Power usage(kwh)

About 20% reduction of power consumption was achieved by shortening the molding time by about 30%.
Conventionally, the inner section of CVJ boot bellows is manufactured by blow molding as the section is hard to release from a molding die. We have achieved injection mold manufacturing of theboots with the use of a molding die, which does not leave spaces in
between when separated, produced by developing a structure to
separate the internal section of the molding die as a new techniqueto make the bellows section easy to release, along with precision
machining in micron order. We have started commercial production
and plan to expand it successively.
* CVJ:Constant Velocity Joint'09

Corporate Data

Development of innovative energy-saving
techniques for CVJ* boots manufacturing

My EcoDeclaration'11

Financial Report

Production

'10

100

We applied heat-insulating paint to production facilities to reduce
wasteful heat radiation by lowering surface temperatures, which
resulted in reduced power consumption. For example, the surface
temperature of a cylinder cover on an injection molding machine
was lowered by 23 degrees, leading to about 6% reduction in power
consumption. This eﬀort also brought other eﬀects such as reductionof energy for air conditioning and improvement of the working environment. The application of paint was done in-house by employees
and completed in about 50% of target facilities. We plan to continue
expanding the range of applicable facilities.

Examples ofour eﬀorts'09■ Changes in CO₂ emissions per sales unit (Index) (Nonconsolidated)*For the CO₂ conversion factor, the following figures are used:
Electricity: 0.3817kg-CO₂/kWh Heavy Oil A: 2.7kg-CO₂/L LPG：3.0094kg-CO₂/kg
City gas: 2.3576kg-CO₂/Nm³
Kerosene:2.5308kg-CO₂/L

Examples ofour eﬀorts

31％

reductioncompared to
FY200380

Environmental Report

0100Social Report

11.6

14％

reductioncompared to
FY1990CO₂ emissions per sales unit (Index)

CO₂ emissions (per 10,000 tons of CO₂)

14

Nonconsolidated
goal■ Changes in CO₂ emissions per sales unit (Index) (Global)

Management Report■ Changes in CO₂ emissions (Nonconsolidated)for example by recommending case examples of initiatives
taken by Toyoda Gosei to domestic and overseas affiliatecompanies, while also reviewing/instructing the contents ofinitiatives for further improvements. In addition, we started to
calculate emission volume, taking Scope 3* into consideration.

CO2 emissions per sales unit (Index)

The Toyoda Gosei Group promotes prevention of climatechange by improving productivity and simultaneously reducing
energy consumption.
In FY2012 we continued with thorough energy saving andproper energy use during holidays by having a waste-eliminating
plant squad for peak power cuts and power consumption
reductions following the Great East Japan Earthquake. We
also installed powerusage monitors onsome facilities infactories to eliminate
waste by “visualizing
power consumption.
Furthermore, we
expanded activities
for climate change
Power consumption visualization monitor
prevention as a group,

Business Report

Production

Scope2 : Volume of greenhouse gases indirectly emitted (electric power, etc.)*Scope3 : Volume of greenhouse gases indirectly emitted bycorporations in their supply chains (production,transportation, business trip, commuting, etc.)

Conventional method New technique(Blow molding)(Injection molding)

Reduce the power consumption of equipment by creating experimentplans that effectively deliver results (Silver Award, Development Division)

TOYODA GOSEI REPORT 201338

Logistics

Thorough-going eﬀorts to reduce transportation loss

1

Work to increase transportation and loading efficiency and reduce thenumber of vehicles dispatched

2 Shorten flow line through route alterations and localization of production sites
3 Pursue transportation producing less CO₂ emissions

Products■ Changes in CO₂ emissions from logistics operations and in
Nonconsolidated
emissions per sales unit (Index) (Nonconsolidated)
goal
2.0
25％
65

1.34

1.0

0

1.07

100

reductioncompared to
FY2003
Nonconsolidated
goal

20％

reductioncompared to
FY2003'03(base year)

'09

'10

'11

50

(ﬁscal year)'12

0

Emissions per sales unit (Index)■ Three Pillars for Activities Designed to Reduce CO₂Emissions from Logistics Operation

improvement of transportation and loading eﬃciency. We also expanded
railway transportation to the remote Tohoku area, while reducing thenumber of containers on return trips by adopting folding type returnablecontainers to reduce the loading capacity when collecting empty containers. We will continue to promote activities for transportation loss reduction with innovative ideas, in addition to conventional activities.

CO2 emissions (per 10,000 tons of CO2)

To reduce CO₂ emissions during transportation, we promote improved
loading eﬃciency, shorter logistics ﬂow lines, and appropriate dispatch ofdelivery vehicles corresponding to production volumes based on the 3
Gen-isms ( Genchi, Genbutsu, and Genjitsu which are translated as
actual locations, actual materials and actual situations, respectively).
In FY2012 we expanded our Ichinomiya Distribution Center, following theestablishment of the Miyoshi Distribution Center in 2010. This enabled us
to revise our logistic system in which vehicles travel around our production
bases before delivering goods to customers. Instead, we have establisheda centralized transportation system in which Miyoshi Distribution Centeracts as a starting point for customers in eastern areas, and Ichinomiya
Distribution Center for customers in western areas, leading to further*CO₂ emissions per sales unit (index) shown takes the figure from FY2003 as 100.
*Applied to: Delivery, mid-process, and procurement logistics

Handling vehicle weight reduction and clean energy

We are promoting weight reduction and clean energy.
From FY2011, we have been putting our eﬀorts into visualization of how individual people in charge are trying to achieve
weight saving, as part of the environment management system
in development design. In FY2012, we will establish this eﬀort
Examples ofour eﬀorts

Products

and expand it to all products. Examples are weight saving of glass
run and fuel ﬁller lids, and reduction of vehicle weight by theuse of technologies such as the thinning of plastic products.
We also promote support for clean energy vehicles and fueldiversity vehicles.
Coating

Foaming TPV glass run

Weight saving of about 30% has been achieved by ﬁne-foaming TPV (Plastic
About 30%
material), which is used for glass runs that allow smooth up-and-down moveweight
Foamedreduction
ment of window glasses and prevent intrusion of rain, dust, and noise. Weight
TPV
Conventional productDeveloped product materialsaving was achieved without compromising any functions by the proper use ofsolid materials and micro-foamed materials from the functional aspect within the same component. Deterioration of appearance is prevented by design ideas such as covering components with coating. We will continue to promote development,
aiming to strike a balance between weight saving and acoustic insulation.

Examples ofour eﬀorts

Products

Use of plastic for fuel ﬁller lids

About 20%
A weight reduction of about 20% was achieved by converting a conventional
weightmaterial, metal, to the use of plastic for fuel ﬁller lids, which are installed atConventional product (metal) reduction Developed product (Plastic)
the fuel ﬁller opening. The use of plastic enabled us to adopt a mechanism toopen/close the lid by directly pressing on it (push-push method), and to eliminate an open switch and wiring, plastic in vehicle
weight reduction and operability improvement as well. We also established a more eﬀective assembly function over metal partsby creating designs for the use of plastic, while taking advantage of structural analysis, etc.
We will expand the range of applicable vehicle models while also promoting the development of the use of plastic for fuel ﬁller lids.

Reduction of greenhouse gases (5 gases)

39

TOYODA GOSEI REPORT 2013

My EcoDeclaration■ Changes in emissions of greenhouse gases (5 gases)(converted to CO₂) (Nonconsolidated)

CO2 emissions (per 10,000 tons of CO2)

Among the ﬁve greenhouse gases, for which reduction of emissions is called, we are promoting initiatives on three of thegases used by us.
We are moving forward with new initiatives to reduce emissionsof these gases. In FY2010 we replaced the cleaning gas used in
LED chip manufacture with a substitute, and in FY2011 did thesame with the shielding gas used in steering wheel armatures.
In FY2012 we further expanded the range of facilities plannedfor conversion to substitute gases, resulting in 35% reduction
compared to FY2003.

2.0

2.0

1.3

Nonconsolidated
goal

30％

reductioncompared to
FY20031.0

0'03(base year)

'09

'10

Ensure the steady implementation of facility inspections to promote efforts
in taking action for improvement (Silver Award, Production Technology Section)

'11

'12

(ﬁscal year)

Eﬀective Use of Resources
Through reduction of waste products and designs which facilitate recycling, we arepromoting eﬀective use of resources and contributing to a recycling-oriented society.

Reduction of waste (discarded) materials
ing our goal for FY2012. In addition, our domestic aﬃliate companies achieved the consolidated domestic goal by performing
inspections and instructions for thorough elimination of waste
in actual locations and with actual materials. In future, we will
strengthen and expand our eﬀorts throughout the group,
including overseas bases, aiming to achieve our goals for
FY2015.

■ Changes in Amount of Materials Discarded per Sales Unit
（Index) (Japan)■ Amount of Waste Generated / Waste Disposal Situation（Results for FY2012）

Domestic
goal

40％

80

reductioncompared to
FY200360

0'03(base year)

'09

'10

'11

'12

(ﬁscal year)

41％

80

reductioncompared to
FY200360

51

20,000Nonconsolidated
goal

35％

12,136

reductioncompared to
FY2003

10,00040'03(base year)

'09

'10

'11

'12

(ﬁscal year)

0*Materials discarded per sales unit shown takes the figure from FY2003 as 100.

'03(base year)

'09

'10

'11

(ﬁscal year)'12

Financial Report

Logistics

19,200

Environmental Report

Nonconsolidated
goal

Amount ofincinerated waste 11t〈0.1%〉■ Changes in Amount of Materials Discarded(Nonconsolidated)
Volume discarded (in tons)

Materials Discarded per Sales Unit (index)

100

Amount of reverse
compensation
recycling (paid)
8,289t〈68.3%〉

Amount of landﬁll
waste 0t
〈0%〉*Materials discarded per sales unit shown takes the figure from FY2003 as 100.

■ Changes in Amount of Materials Discarded per Sales Unit
(Index) (Nonconsolidated)

Amount of paid
recycling (sold)3,836t〈31.6%〉

Amountof materials
discarded
12,136t〈100%〉

52

40

0

Numbers inside〈 〉are proportionsof the total amount discarded

Amount of internal reuse
5,000tSocial Report

Materials Discarded per Sales Unit (index)

100

Management Report

The Toyoda Gosei Group is working to reduce the amount ofwaste generated, through measures to counter waste material
sources, as well as the promotion of recycling.
In FY2012 we promoted grassroots activities by spreading
excellent case examples from within and outside our company,
while also continuing reductions of rubber and plastic wastes bytaking measures against defects and yield ratio, resulting in achiev-

Business Report

Production

Reduction of packaging materials for logistic products

300

100

63％

reductioncompared to
FY2003

150

29

0

'03
(base year)

'09

'10

'11

Nonconsolidated
goal

50

60％

84

reductioncompared to
FY2003'12(ﬁscal year)

0

Corporate Data

Nonconsolidated
goal

235

Usage per Sales Unit (index)

My EcoDeclaration■ Changes in Use of Product Packing Materials andUsage per Sales Unit (Index) (Nonconsolidated)

Usage (tons)

We promote improvement activities aiming for our ﬁnal goal ofzero disposable packaging materials by setting annual targets
to reduce the usage of packaging materials used in returnablecartons for product transportation.
In FY2012 we reduced the usage of packaging materials fromvarious aspects of improvement such as placing lids on returnable cartons and placing reusable partitions (protective layers)inside returnable cartons, in order to reduce unnecessary packaging materials as much as possible. In addition, we expanded
the range of packaging materials applicable for simpliﬁcation
by increasing the number of washable returnable cartons
through improvement of the way cartons of diﬀerent sizes areconveyed and the speeding up of washing/drying machines.
As a result, the usage of packaging materials per sales was
reduced by 71% compared to FY2003. We will continue topromote reduction activities toward our ﬁnal goal.

*Usage per sales unit (index) shown takes the figure from FY2003 as 100.
*Applied to: Delivery, mid-process, and procurement logistics

Improve order placement efficiency, unify delivery dates for orders from the same suppliers,
and reduce the number of delivery services, striving to reduce CO₂. (Bronze Award, TGAP Co., Ltd.)TOYODA GOSEI REPORT 201340

Products

Recycling technology

Toyoda Gosei develops and designs its products with recycling
in mind, taking the entire vehicle life-cycle into account, and is
working to develop more advanced material recycling technologies.
In FY2012, following the previous ﬁscal year, we made eﬀorts
to recycle several types of rubber, which require high technologies, and composite products of rubbers and other materials,
aiming to expand the reuse of high-polymer materials such as
rubber products. We have achieved further improvement inmaximizing the rate of reclaimed rubbers compared to the previous ﬁscal year, while maintaining or improving the quality. In
future, we will expand on these eﬀorts.

■ Technological Development for ELV* Parts Recycling
Key items

Measures implemented
・New recycling techniques (high-quality material recycling)

New recycling

・Techniques to separate composite materials

Installing parts
made of recycledmaterials in vehicles

・Development of applications for recycled materials
・ELV parts recycling technology

Designingproducts that areeasy to recycle

・Material and compositional changes that enable easy recycling
・Easy-to-dismantle designs for products*ELV：End of Life Vehicle

Reducing water usage■ Changes in Amount of Water Used
(Nonconsolidated)
Amount of water used (in tons)

Our company worked on reducing water consumption for the
optimum usage of water as a resource. In FY2012 we continued the conservation of make-up water for cooling towers andmade eﬀort in activities such as leakage control following theprevious ﬁscal year, resulting in a 13% reduction compared to
FY2003. In future, along with these activities, we will consider
reusing waste water by means of a water quality improvement
system, aiming for further conservation of make-up water forcooling towers.

Nonconsolidated
goal

12％

300
200

184

reductioncompared to
FY2003

160

100
0

'03
(base year)

'09

'10

'11

'12

(ﬁscal year)

Control and Reduction of Environmentally Harmful Substances
Regulations for environmentally harmful substances are being tightened worldwide, and our company strives
to comply with the various regulations and revise materials and manufacturing processes accordingly.

Reduction of environmentally harmful substances in the production process
In our production processes we reduced harmful substancesthat fall under PRTR* 1 or VOC*2 by the use of low solvents forhubcap painting and by expanding the use of components
applicable to paintless products for glass runs. We also
exchange information and introduce good examples among
business units, principally at the VOC Reduction Working Group,■ Changes in VOC Emissions/Emissions per Sales Unit
(Index) (Nonconsolidated)

Volume emitted (in tons)

Nonconsolidated
goal

54％

1,024

reductioncompared to
FY2003

800

34

100
Nonconsolidated
goal

50％

reductioncompared to
FY2003

50

427
0

'03
(base year)

'09

'10

'11

'12

(ﬁscal year)*VOC emissions per sales unit shown takes the figure from FY2003 as 100.

*1 PRTR：Pollutant Release and Transfer Register*2 VOC：Volatile Organic Compounds■ Emission / Flow of PRTR substances（Results for FY2012）

0

Emissions per sales unit (Index)

1,600

a sub-organization of the Production Environmental Subcommittee. In future, we will continue reducing the usage of washingthinners.

（Unit: ton）

Gases emitted
into theatmosphere

Amountof chemical
substances

Products

311

782

Released Released
into
into
waterways the soil

0.10

41

TOYODA GOSEI REPORT 2013

My EcoDeclaration

Recycling
11.8

146

0.12

Releasedinto
sewers0Volumemoved
as waste

201

Removal(amount ofdisposal)

112

When installing automation facilities, incorporate additional circuits that turn the power off
within a certain idle running period (Bronze Award, 1st Section, Production Technology Dept.)

Examples ofour eﬀorts

Use of UV coating for hubcap paint20％
reduction

Previous procedure

Business Report

New procedureManagement Report

Examples ofour eﬀorts

Volume of VOC emissions

As a result of using UV paint with less organic solvents for hubcap painting, paintusage was reduced and VOC reduction of 62% was achieved. We were also able toshorten the drying process as compared to the previous one.
As UV coating materials are expensive, we developed paint designs to restrain the
total usage and to maintain the same cost as with conventional products. In addition, as UV coating materials have a problem of failing to cure without light permeation, we developed paint designs so as to prevent curing failure even when mixed
with pigments or metals, while also establishing a light irradiation method that canadapt to uneven surfaces. Currently, about 30% of hubcaps produced are UVcoated, and we plan to increase the percentage in the future. We will continue
research and development, aiming to expand the range of applicable items beyond
hubcaps.

Use of water-based mold releasing agents forurethane steering wheel molding dies
Volume of VOC emissions

100％
reduction

Solvent-based moldreleasing agent

Social Report

We have achieved a 100% reduction of VOC emissions by entirely switching fromsolvent-based to water-based mold releasing agents, which are applied to molding
dies during the production of urethane steering wheels. This initiative eliminated theuse of organic solvents and also reduced the impact on human bodies. Unlike
solvent-based agents, water-based agents are less volatile, resulting in the stabilizingof the mold-releasing agent quality. Although water-based agents have a drying
problem, we achieved optimum quantity and method of application through trial
and error. Currently, only 5% to 10% of our entire products use water-based moldreleasing agents. We will expand their use in the future and consider their introduction to overseas bases.

Water-based moldreleasing agent

Environmental Report

Enhancement of management of chemical substances in products■ Regulations governing chemical substances in products
2010

2011

◆ EU ELV Directive
Annex II revision

2012

Annex II revision

Financial Report◆ Turkey ELV Regulations◆ EU RoHS Directive revision◆ EU REACH regulations
EU

31 SVHC newly added

200 SVHC by 2020

41 substances newly added
54 substances
newly added

6 substances require authorization

Corporate Data

◆ EU CLP regulations
Classification and labeling requirements◆ Turkish REACH regulations
North America

Law / Regulation

As a global corporation, our company strives to obtain information on the regulations of each country and region, andrespond to various regulations in cooperation with overseas
aﬃliates. The regulations for environmentally harmful substances are increasing every year and the number of countries
that set new regulations is also increasing.
In FY2012 we promptly responded to the addition of substances of high concern to the EU (European Union) regulations, while also responding to changes in laws and regulationsin China, South Korea and other countries. We are also actively
gathering information in preparation for an instant response to
the tightening of regulations in future, immediately after
announcement of regulation contents.
In response to the voluntary controls introduced by the Japan
Automobile Manufacturers Association, we are working to
reduce VOC in automobile interiors by adopting non-VOC
adhesives and water-based paints, as we continue with ourreview of materials use throughout our manufacturing processes.
Responses to rigorous regulations in other countries andregions are indispensable to automakers, and our company,
which delivers products to automakers, is required to make thesame responses. Thus, we will enrich and strengthen chemical
substance controls in future.

Further phasing out of◆ United States EPA
substances under consideration
Action Plans
4 Substance groups under consideration announced

2 Substance groups under consideration announced

Individual state regulations tightening dramatically◆ Environmental Administration of ◆ South Korean
New Chemical Substances in China

Asia◆ Chemical Substance Nomination

REACH regulations◆ Amendment of South Korean
ELV and RoHS regulations

and Notification in Taiwan

Hazardous Chemical Safety
Control Ordinance (China) ◆Japan

My EcoDeclaration◆ Amendment of Act on the Evaluation of Chemical
Substances and Regulation of Their Manufacture, etc.

Aggregate continuous operation tests, striving to shorten operating hours(Bronze Award, Material Technology Dept.)

TOYODA GOSEI REPORT 201342

Environmental Management
The entire Toyoda Gosei Group cooperates together to promote thoroughenvironmental management and to reduce our environmental impact.

Enhancing environmental education at Toyoda Gosei GroupThe entire Toyoda Gosei Group is making a concerted eﬀort toproactively promote environmental management and activities
to reduce environmental impact.
We have been collecting environmental data from each groupcompany, starting with domestic aﬃliate companies in FY2001
and data on overseas aﬃliated companies in FY2003. This environmental data (CO₂ emissions, volume of waste) outlined theGroup s goals through FY2010 in the Fourth Environmental
Action Plan as we put our plans into practice step by step. In
FY2012 we strengthened collaborations with our group companies and promoted various activities in order to achieve thegoals set forth in the Fifth Environmental Action Plan started in
the previous ﬁscal year.

■ Subjects of Consolidated Initiatives for Environmental Protection (production locations)

ToyodaGosei

Domestic
Aﬃliates● Haruhi Plant ● Kitakyushu Plant● Nishimizoguchi Plant ● Saga Plant
Iwate Plant● Morimachi Plant● Seto Plant● Heiwacho Plant● Inazawa Plant
Kanagawa Plant● Bisai Plant● Fukuoka Plant● Ichiei Kogyo Co., Ltd.
● Hinode Gomu Kogyo Co., Ltd.
● Toyoda Gosei Interior
Manufacturing Co., Ltd.
● Kaiyo Gomu Co., Ltd.
● TG Opseed Co., Ltd.
● Hoshin Gosei Co., Ltd.
● TGAP Co., Ltd.

● Acquired ISO14001 certiﬁcation

Overseas
Aﬃliates■ North America● TG Missouri Corporation● TG Kentucky, LLC● TG Automotive Sealing Kentucky, LLC● TG Fluid Systems USA Corporation● Toyoda Gosei Texas, LLC● TAPEX Mexicana S.A. DE C.V.
● Waterville TG Inc.
● TG Minto Corporation● Toyoda Gosei Automotive Sealing Mexico S.A DE C.V.
■ Asia and Oceania● Toyoda Gosei（Thailand）Co., Ltd.
● Toyoda Gosei Rubber（Thailand）Co., Ltd.
● Toyoda Gosei Haiphong Co., Ltd.
● TG Kirloskar Automotive Pvt. Ltd.
● P. T. Toyoda Gosei Safety Systems Indonesia● Toyoda Gosei Minda India Private Limited● Fong Yue Co.,Ltd.
● Tai-yue Rubber Industrial Co.,Ltd.
● Toyoda Gosei Australia（Pty）Ltd.
● Tianjin Toyoda Gosei Co., Ltd.
● Tianjin Star Light Rubber and Plastic Co., Ltd.
● Toyoda Gosei (Zhangjiagang) Co.,Ltd.
● Toyoda Gosei (Zhangjiagang) Plastic Parts Co.,Ltd.
● Toyoda Gosei (Foshan) Rubber Parts Co., Ltd.
● Toyoda Gosei (Foshan) Auto Parts Co., Ltd.
● Fuzhou Fu-Yue Rubber & Plastic Industrial Co., Ltd.
● Toyoda Gosei (Tianjin) Precise Plastic Co., Ltd.
■ Europe and Africa
Toyoda Gosei UK Ltd.
● Toyoda Gosei Czech, s.r.o.
● Toyoda Gosei South Africa（Pty）Ltd.

New companies and main plants are encouraged to acquire ISO14001 certiﬁcation within three years of starting operations.

Implementation of Environmental Audits
Toyoda Gosei implements internal environmental audits byforming audit teams composed of members of plants that are
not subject to those audits. The Toyoda Gosei Group also commissions the Japan Quality Assurance Organization (JQA), an
external assessment and registration organization, to review
whether our environmental management systems are being
properly implemented in accordance with the ISO14001(revised FY2004 version).
In FY2012, also, no issues were pointed out to our company oraﬃliate companies by external environmental audits, indicatingthat proper management is being conducted.

Internal environmental audit

External environmental audit

Promoting Environmental education in the Toyoda Gosei GroupWe provide environmental education for Toyoda Gosei Group employees concerning environmental problems such as the destruction of our
natural environment, environmental contamination, impact of production on the environment, and observance of environmental laws.

The contents of educational materials are revised every year so as todeepen the trainees understanding, by including case examples
focused on understanding and practice, while taking the trends inlaws and regulations into consideration.

■ Environmental Education System of the Toyoda Gosei Group
Targeted
persons

Toyoda Gosei

Aﬃliate Companies
Japan

Overseas

Targeted
persons

Education for new managers

43

TOYODA GOSEI REPORT 2013

Education for environmental key persons
Environment-related qualifications acquisition

Aﬃliate Companies
Japan

Education for environmental staﬀ

Education for workers stationed abroad

Companywide

Toyoda Gosei

Education to upgrade internal auditors

ISO14001related

Education to register internal auditors
Education for supervising managers

Education for new employees

Education for workers in environmentally signiﬁcant work

Educational activities for environmentally focused months

Education for general workers

My EcoDeclaration

Consider air volume reduction and wasteful machining reduction to reduce power
consumption by PCs and facilities (Bronze Award, 1st Section, Molding Die Production Dept.)

OverseasDeveloping environmental educational activities
We carry out activities focusing on participation-based
approaches to ensure that each one of our employees has goodenvironmental awareness and reﬂects this awareness in theiractions.

and highly eﬃcient activities. Focusing on further fruitful activities,
we conducted energy-saving inspections and environment
management inspections at Toyoda Gosei and domestic aﬃliatecompanies in the aspects of actual places and actual materials.

Declaration from the Eco
Declaration gold prize winnerManagement Report

In FY2012 we made further eﬀorts to educate our employees by
displaying posters, and featuring articles that enhance environmental awareness of or provide information on the environment in
our newsletters, to coincide with the environmentally focusedmonth of June.
In Japan, in particular, in response to the suspension of nuclear
power plants, we made eﬀorts to reduce power consumption
from June to September, and in cutting peak power usage during
the summer.
Also, we implemented the Eco Declaration campaign. All
employees made their own Eco Declaration and were evaluatedon whether they could adhere to it.
Among these declarations, eight employees were awarded Excellent Energy-saving Declaration Awards for their Eco Declarations

Business Report

Further promoting our environmental eﬀorts through environmentally focused months and energy-saving months

Set the conditions of electric plating production using the minimum current required forsatisfactory quality, in order to reduce power
consumption in the electric plating process.
(Plating Production Engineering Dept.)

Our newsletter (TG Times)*Eco Declarations by the silver and bronze prize winners
are listed at the bottom of pages 38 to 44.

Eﬀorts made at various plants

Bisai Plant/Bisai Plant Greenery Day

Financial Report

Environmental education/Nishimizoguchi Plant■ Heiwacho Plant
The Heiwacho Plant conducted the seeding of about 3,600
trees, aiming for the in-house seeding of young trees to be
used in the Plant Aﬀorestation Project, in order to raise environmental awareness. In FY2013 the plant has a plan tovalidate energy-saving eﬀects by planting green curtains ofGoya, or bitter gourd, toward the summer, and has made aschedule to plant the seedlings after April, and grow andharvest the plants afterwards. In FY2012, the plant sowed
Goya seeds in preparation to implement this plan.

Environmental Report■ Bisai Plant
The Bisai Plant designated the second Sunday of November as
the Bisai Plant Greenery Day, and in FY2012, also, conducted
tree planting activities and seeding for young plants, which are to

be used for the maintenance of tide embankments along coastal
areas in the Tohoku area, having local people and employeesfamilies get involved in the activities. Also, 28 employees took
the Eco Test that is conducted every year (July and December).

Social Report■ Nishimizoguchi Plant
As part of its environmental activities, the Nishimizoguchi plant held
an environmental education event with instructors who passed
the Eco Test in June, our month of the environment. In FY2012,
this event was held with the theme of atmosphere in individual
workplaces, having persons who passed the test as instructors,
and all the employees in attendance. After the education event, allattendees made atmosphere-friendly live declarations, leading
to a raising of their environmental awareness. Six employees took
the Eco Test that is conducted every year (July and December).

Goya seed sowing/Heiwacho Plant

Corporate Data

Consolidation of environment management systems and implementation of environmental audits at overseas aﬃliate companies
In order to facilitate the uniﬁcation of environmental management levels at home and abroad as the Toyoda Gosei Group,
we are securely implementing improvements in the level ofmanagement systems, information sharing, and law-abiding
management at our domestic and overseas aﬃliate companies.
In China, in particular, we are making eﬀorts to strengthen theenvironmental management system as enforcement and crackdown of environmental laws and regulations is strengthened.
From FY2009 we began implementing ﬁeld surveys on actual
situations, clariﬁcation of issues, and opinion exchange withleaders at production bases in China, while also exercisingoverall environmental control in Chinese regions. In addition,
we visit overseas aﬃliate companies one by one to implement
on-site environmental audits. In FY2012 we implemented on-site
My EcoDeclaration

environmental audits at TGT and TGRT in Thailand, in order to
conﬁrm the operating situation of the environmental management
system and to promote mutual understanding. Also, in
FY2013 we will continue to implement
on-site environmental
audits to ensure thethorough establishment of environmental
management systems
and to strengthen
Overseas on-site environmental audit
collaboration.

Promote improvements to process productivity and reduce
power consumption (Bronze Award, Production Survey Dept.)

TOYODA GOSEI REPORT 201344

Eﬀorts of Aﬃliated Companies
TGAP Co., Ltd.
Achieve reductions of water/power usage and waste plastics,
and make an eﬀort in cleanup activities in the community as well.
TGAP Co., Ltd., which manufactures and processes automobile
exterior plastic components ‒ mainly aero parts and interior
plastic components, instrument panels and consoles ‒ ismaking an eﬀort in environmental protection activities, while
also conducting cleanup activities in areas near the company.
In November 2011 the company changed its name from Hibi
Plastics Co., Ltd. to TGAP, which is an acronym of Toyoda
Gosei Accessories Prototype.
In water usage reduction activities, the company reduced usage
by about 94% in FY2012 by installing cooling towers to circulate
the water as cooling water for use in molding die cooling during
injection molding. In CO₂ emission reduction activities, the company reduced power consumption by about 3.5% in FY2012, byadopting high-eﬃciency compressors and introducing LED lighting.
In addition, the company made eﬀorts to create opportunities
for thinking about more eﬃcient operations and business development (elimination of overburden, worthlessness, unevenness)by establishing No Overtime Day. In emission matter reduction
activities, the company re-pelletizes waste plastics generated bydummy stamping and color change during facility startup. They
are also working on visualization so that superiors always
have a grasp of the presence or absence of abnormalities andthe situation of actions taken, so as to immediately take necessary

action by posting progress charts and check sheets that indicate production status in processes.
In activities for neighboring areas, about 20 employees conductcleanup activities every month in areas near the company andat Gojogawa promenade, in the aspects of environmental protection and social contribution activities.

TGAP Co., Ltd.

Cleanup activity

DATA■ Location / Chiaki-cho, Ichinomiya City, Aichi Prefecture, Japan■ Established / June 1960 (name changed in November 2011; old name: Hibi Plastics Co., Ltd.)■ Capital / 36 million yen■ Business / Injection molding, processing, assembly, prototyping of plastic products for automobiles■ ISO9001 certiﬁcation acquired / June 2007

■ ISO14001 certiﬁcation acquired / March 2012

Toyoda Gosei（Thailand）Co.,Ltd.（TGT）
Promoting reduction of power consumption and recycling.
Making eﬀorts in plant aﬀorestation and improvement of the elementary school library.
Toyoda Gosei (Thailand）Co., Ltd., which is on Amata Nakorn
Industrial Estate, Chonburi, located about 80km toward eastsoutheast from the capital city Bangkok, lays stress on energysaving activities due to the domestic situation of relying on othercountries for electric power, while also making eﬀorts in a wide
range of social contribution activities.
In energy-saving activities, the company achieved about 17%
reduction in power consumption by installing inverters on fourcompressors placed in their No.1 and No.2 plants, while also controlling the amount of equipment according to load status. The
company also makes other eﬀorts such as stopping building
exhaust fans by temperature control, upgrading to high-eﬃciency
air conditioners, application of heat insulation to cylinder heaters
on injection molding machines, and replacing ﬂuorescent lightingwith LED lighting, etc. In emission reduction activities, they put
their eﬀorts into taking measures against generation sources andthe recycling of plastics, while taking good case examples within
the group into consideration.
Since the ﬁrst Plant Aﬀorestation Project at overseas bases in2010, a natural form of forest is being created, with 22,000 trees
growing healthily (height: 10-11m) thanks to regular watering andplant growing activities.
In FY2013 they have a new plan to plant 13,000 additional trees, andthe preparation is underway with local employees taking the lead.
In social contribution activities, they are make eﬀorts in developing
school libraries, donation of books, installing water supply tanks,
and renovating and cleaning toilets, mainly in employees hometowns, along with tree-planting activities for mangrove forest
protection and donations to disaster areas damaged by ﬂoods,
etc. In addition, the Thai Government (Ministry of Labor) awarded
the company the Labor, Health, and Welfare Award (for thesecond consecutive year) and the prefectural government awarded
the Workplace Safety and Health Award (for the fourth consecu-

45

TOYODA GOSEI REPORT 2013

tive year). These awards were granted consecutively as theresult of their longstanding activities for the improvement of working environments, enrichment of welfare services, and securing of
employees safety and health.

Toyoda Gosei（Thailand）
Co.,Ltd.

Plant Afforestation

Thailand Labor, Health, and Welfare Award(hosted by the Ministry of Labor)

Improvement of elementary school library

DATA■ Location / Amata Nakorn Industrial Estate, Bangna-Trad Highway km. 57,
Tambon Bankao, Amphur Pantong, Chonburi 20160, Thailand■ Established / February 1994
■ Capital / 4 million baht
■ Production of safety system products, interior/exterior components, and functional parts■ ISO14001 certiﬁcation acquired / March 2002
■ ISO/TS16949 certiﬁcation acquired / June 2006
■ OHSAS18001 certiﬁcation acquired / May 2008

Activities aimed at achieving zero cases of non-compliance and complaints
The Toyoda Gosei Group is making an eﬀort in activities to promote Zero Cases of Non-compliance and Complaints, so as
to ensure thorough compliance. Also, in FY2012, we analyzed caseexamples of problems from other companies, conducted
inspections of similar facilities, and took measures that led toproactive prevention of non-compliance and complaints.

Business Report

Proper disposal and storage of equipment containing PCBs
We exercise the utmost care in storing used high-voltage transformers and ﬂuorescent stabilizers that contain harmful andrecalcitrant PCB (polychlorinated biphenyl), and have properly
disposed of 65 power capacitors so far.

Number of
Equipment containing
pieces ofhigh concentrations
equipment storedof PCBs

Status of countermeasures̶Properly disposed at the Toyota Oﬃce of the Japan
Environmental Safety Corporation in FY2006 (65 units)

Fluorescentstabilizers

Approx.
1200

Appropriately stored (properly disposed of sequentiallywhen the PCB disposing facility is fully-equipped)

Management ReportPowercapacitors*We exercise the utmost caution in storing used high-voltage transformers andpower capacitors confirmed to be contaminated with low-level PCB, as in thecase of PCB wastes, which we have been storing to date.

Conserving soil and ground water
have completed reports to administrative bodies by submitting themeasurement result report for FY2012.
Plant

ObjectStatus of countermeasures

Haruhi Plant

Groundwater

Purification in progress (proactively purifying, although
the possibility of off-site pollution sources exists)

Inazawa Plant

Groundwater

Since the material detected is not in our past use records, only
measurement results are reported regularly to the government.

Social Report

We are taking actions to monitor and purity soil/ground watercontamination by toxic substances such as trichloroethylene, which
was used as a cleaner in the past, as well as toxic substances thatenter the premises from outside.
We also installed observation wells at all plants to routinely checkthat there is no soil or groundwater contamination from oil or othersubstances targeted by the Soil Contamination Countermeasures Act.
At our Inazawa Plant, as the contaminant concentration has
decreased below the reference value over the past two years, we*Below the reference value from 2012 onward (administrative report completed)

Environmental Report

Expanding the Plant Aﬀorestation Project activities to domestic and overseas bases
base, such as having employees get involved in weeding.
In FY2012 we organized tree planting events at Haruhi Plant inJapan, Foshan TGR/TGP in China as the largest scale planting
ever, and Fong Yue in Taiwan.
The accumulated total ofplanted trees reached about
179,000, planted areas expanding to about 35,720 square
meters, and the sum total ofparticipants reaching about
27,000.

Financial Report

Tree planting at Haruhi Plant (Japan)

Tree planting at Foshan TGR/TGP (China)

Corporate Data

With the 60th anniversary of its foundation in 2009 as a starting
point, Toyoda Gosei launched the Plant Aﬀorestation Project.
Our activities extend beyond the basic stance of protection of
biodiversity and prevention of climate change, aiming to workwith communities to create an environment where humans andnature can coexist through the planting of approximately
600,000 trees in about 60 domestic and overseas bases. These
activities are based on the three pillars of ① promoting the aﬀorestation of factories, ② enhancing our employees environmental awareness ( eco mind ) and the fostering of a sense ofsolidarity through full participation, and ③ integrating with hostcommunities by working together with local people. We areadvancing true aﬀorestation, which allows us to cultivate treesthat match the natural environment in the community fromseeds, and thus restore the natural forest.
We incorporate various attractions in our tree planting events sothat local people, employees, and their families can easily participate and enjoy tree planting together. In addition, we continue
to record the growth situation of trees at tree-planted bases
through ﬁxed-point observation, and perform maintenance at each

Tree planting at Fong Yue (Taiwan)

Growth situation of trees

Heiwacho Plant (Japan)〈planted in November 2009〉〈planted in August 2012〉

TGT (Thailand)〈planted in February 2010〉〈March 2013〉

TOYODA GOSEI REPORT 201346

Promote the spread of LEDs with higher environmental eﬃciency
Integrated manufacturing of environmentally-friendly LED products.
Contributing to global warming prevention by promoting activities to spread LEDs.

Expanding the use of LEDs within our company
Our company promotes the conversion of in-house lighting toLEDs via dissemination and educational activities on LEDs. We
moved up our plan for the conversion, which was initially scheduled to start from FY2011 for a duration of ﬁve years, as a
response to summertime power shortages caused by the earthquake disaster and in order to reduce CO₂ emissions by cutting
power consumption. In FY2012 we converted all 70,000 ﬂuorescent lamps at all our domestic business establishments to LED
lighting, which uses LEDs manufactured by our company. All thelighting in the fully-renovated Exhibition Room on the ﬁrst ﬂoor of
the Toyoda Gosei Main Oﬃce was also converted to LED lighting.

In the next three years, we will promote the conversion to LED
lighting by replacing high-ceiling lighting (high-intensity discharge
lamps such as mercury lamps) at all our domestic business establishments with high-ceilinglighting using LEDs manufactured by our company. We
will continue our eﬀorts in
expanding the use of LEDs
and in educational activities
so as to make contributions
as an LED manufacturer.
Exhibition room

Expansion of LED businesses
Our company develops and manufactures highly eco-eﬃcient
LED products, which are characterized by energy eﬃciency
and long service life, with our integrated production systemfrom elements to light source modules. Our products havebeen used widely as light sources in backlights for the liquid crystal

displays of laptop computers, tablet terminals, and automotive
meters. We have currently expanded our lineup of LED lightsources, and plan to grow the lighting ﬁeld as our second corebusiness following backlights.

Proactive use in various events and exhibitions
In FY2012 we cooperated with or cosponsored exhibitionbooths in various events and exhibitions hosted by our company or other companies. Our LED lighting was adopted in the
exhibition booths of Toyota Motor Corporation and Toyota
Auto Body Co., Ltd. at the Eco Products 2012 Exhibition. At
the Toyota Motor Corporation s booth, in which we participatedin lighting planning, we were able to promote new forms of LED
lighting by using low-proﬁle high-ceiling LED lamps (equivalent
to four 400W mercury lamps). We also cosponsored Akari
Night 2012, and lent out LED illumination objects to Lagunasia,
operated by Gamagori Marine Development Co., Ltd. As part ofour eﬀorts, we participated in Messe Nagoya 2012 and Lighting
Japan 2013, etc. Overseas, we participated in India s biggest
LED exhibition for the ﬁrst time in December to present lighting
LEDs in India, which is considered to have high potential
demand due to its unstable electric power supply.

Booth of Toyota Motor Corp. at Eco-Products 2012

Akari Night 2012

Messe Nagoya 2012

The biggest LED exhibition in India

High-ceiling LED lighting at Kitakyushu Plant

Booth for business talks at Heiwacho Plant

Promote introduction to factories and facilities
As an LED manufacturer, we promote the introduction of LEDs
to oﬃces, factories, and facilities of other corporations in orderto facilitate the use of LEDs. In FY2012, we installed high-ceiling
LED lighting using LEDs manufactured by our company, and ademonstration experiment is underway.

Conducting research on plant cultivation and color temperatures
Our company is also working on the evaluation, validation, and consideration of LED products, while promoting the development ofvegetable garden LED lighting that enables everyone to enjoy a kitchen
garden indoors, as well as research on utilization in plant factories, etc.
The young tree center of the Plant Aﬀorestation Project at Heiwacho
Plant grows about 3,600 young trees, among which LED lighting isinstalled for 300 trees. The possibility of whether the early cultivation ofyoung trees can be achieved by irradiating light of a speciﬁc wavelength, which has an accelerating eﬀect on plant growth, is under study.

47

TOYODA GOSEI REPORT 2013

Young tree center of the Plant Afforestation
Project at Heiwacho Plant

Environmental Cost
Conduct proper environmental protection activities by correctly grasping theenvironmental costs of environmental protection in our business activities.

for economic eﬀects, the cost of eﬄuent treatment was reducedby measures regarding generation sources and recycling ofwaste materials, in addition to the reduction in electric power
expenses by eﬃciency improvement of facilities for utilities.

■ Environmental Cost

■ Eﬀects

Type of cost

（Unit: ￥100 million）

4.1

̶

20.6

0.7

1.0

0.3

1.1

0.1

0.3

0

27.1

1.1

Cost for research anddevelopment*1
Cost incurred within theoperational area*2
Cost for management
activities*3
Cost for social
contributions*4
Cost for dealing withenvironmental damage*5
Total（Unit: ￥100 million）

Economic eﬀects*6

Item

Toyoda Gosei

Total of domestic
aﬃliated companies

Energy cost

1.1

0.2

Cost for waste processing

2.8

0.8

Total

3.9

1.0

Type of eﬀect

Physical eﬀects*7

Prevention of climate change(amount of CO₂ reduced)

4,000 tons of CO₂

Reduction of waste disposal(amount of waste reduced)
Legal Compliance Activity

1,256tDescribed on page 46（domestic plant data posted on Toyoda Gosei website）*6 The economic eﬀect calculated here covers that which can be grasped
based on solid ground.
*7 Physical eﬀects are calculated for Toyoda Gosei alone.

■ Changes in Environmental Cost

■ Changes in Economic Eﬀect（Unit: ￥100 million）

Total of domestic aﬃliated companies

40（Unit: ￥100 million）

Toyoda Gosei

Social Report*1 Cost for research and development of products to reduce environmental impact.
*2 Cost to reduce environmental impact generated in production, such as pollution
control, energy saving, and waste disposal.
*3 Cost for management, including education, maintenance of the environmental
management system, and measurement.
*4 Cost for such measures as aﬀorestation and beautiﬁcation.
*5 Cost for dealing with environmental damage caused by business operations.

Toyoda Gosei

Management Report

Toyoda Gosei

Total of domestic
aﬃliated companies

Business Report

The environmental cost in FY2012 focused on research anddevelopment, eﬀorts within business areas (conversion of ﬂuorescent lighting to LEDs, recycling, reduction of greenhousegases), and social contribution activities (plant aﬀorestation). As

Total of domestic aﬃliated companies

20

1.1

Environmental Report

27.1
20

10

1.0
3.9
0

'08

'09

'10

'11

'12

(ﬁscal year)

Please visit the Toyoda Gosei website for environmental data.

Professor, Graduate
School of Environmental
Studies, Nagoya University

'09

'10

'11

'12

(ﬁscal year)

http：//www.toyoda-gosei.co.jp/csr/kankyou/houkoku.html

We will give an independent opinion from the viewpoint of an environmental report, as this report aims
to display the activities conducted by Toyoda Gosei as a global supplier of products and services centering on high-polymer and optical semiconductor materials.
TG 2020 Vision and the Fifth Environmental Action Plan set aggressive numerical goals, with two pillars,
reduction of environmental impacts and environmental management all the way from development,
manufacturing, and sales through to disposal, in the creation of automobile society toward environmental protection, energy conservation, and safety. The goals for FY2012 have been achieved in all
items, indicating steady progress. This achievement shows the results of laborious and steady activities,
such as the waste-eliminating plant squad, visualization by installing monitors, and introduction ofenvironmental action examples to domestic and overseas aﬃliate companies.
In terms of production, we are impressed by the 6% reduction in power consumption through theapplication of heat-insulating paint to facilities. We expect this achievement to be widely publicized, notonly to domestic and overseas aﬃliate companies but also to society, as this eﬀort has spreading
eﬀects such as reduction of air conditioning costs and improvement of working environments.
In terms of product development, we admire the eﬀorts toward vehicle weight reduction such as the
30% weight reduction caused by micro-foaming TPV glass runs, along with functional maintenance bycoating, 20% weight reduction by the use of plastic for fuel ﬁller lids, and the adoption of a push-pushsystem. We have also renewed our awareness that there is no end to contributions through oﬀering
products centering on high-polymer technologies.
We would like to ask for the continuation of fruitful activities in order to achieve the goals in the Fifth
Environmental Action Plan. We expect the achievement of price competitiveness and diﬀerentiation
which would make our customers say We only accept products and services provided by Toyoda
Gosei, and reinforcement of the management base that enables the continuation of unlimited creation.

TOYODA GOSEI REPORT 2013

Corporate Data

Mitsuru Sano'08

Financial Report

Independent Opinion

048

Report and Analysis of Business Performance andFinancial Condition

Analysis of Business Performance
In terms of the world economy in the current period, overall
economic conditions are on the road to recovery, mainly in the
US with a continued easy-money policy, and in Asia, including
Japan, although Europe is still in a sluggish economic situation.
In the automobile industry, the volume of automobile production in major markets such as Japan and North America has
increased as compared to the previous year, supported by government subsidies for eco cars in Japan and recovery in personal spending in the US.
In the LED industry, also, the market showed further expansion
due to increased awareness of energy saving and penetrationof tablet terminals.
Under such circumstances, our company group has adopted aslogan, human development and workplace creation never tocause signiﬁcant accidents or critical quality problems, as acompany policy of the ﬁrst order, and has been striving toplace emphasis on quality and to ensure safety so as to further
strengthen our relationship of trust with our customers.
Toward strengthening our operating base for surviving in the
global market, we have made eﬀorts in the development of
new technologies, techniques and sales promotion in expanding markets and expandable ﬁelds, as well as in strengthening
our production system.
Our auto-parts business has contributed to the improvement offuel eﬃciency and safety by developing plastic fuel ﬁller pipes,
which achieve weight reduction by replacing metal components with plastic components, and pop-up hood actuators,
which mitigate shocks between a pedestrian s head and theengine under the hood by instantaneously lifting the rear sideof hood, as the development of new technologies, techniquesand sales promotion. Furthermore, we have achieved massproduction of newly-designed large-size radiator grills that can
respond to the design innovation needs of customers, by integrating precision plastic molding techniques and plating surface
treatment technologies.
In our optoelectronics business, we newly launched LEDs forThis in turn led to an increase in the sales of our auto parts
business for this term, thanks to government subsidies for eco
cars in Japan, the release of new models by major clients inNorth America, as well as our aggressive sales promotion toforeign-aﬃliated automakers. Our optoelectronics business also
recorded an increase in revenue of 599.6 billion yen (18.8%
increase compared to previous term) due to demand increasefor LED products for tablet terminal backlights and lighting.
We have achieved a large increase in revenue due to sales
expansion in both auto parts and optoelectronics businesses,
as well as our group-wide eﬀorts in rationalization. Our business proﬁt was 36.7 billion yen (79.8% increase compared toprevious term), operating proﬁt was 36.7 billion yen (81.3%
increase), and current net earnings was 21.4 billion yen(138.9% increase).

■ Net sales■ Ordinary income / Net income(billion yen)(billion yen)

700
600

546.3

599.6
495.0

516.9

504.5

20

200

10

100

TOYODA GOSEI REPORT 2013

36.7

30

300

'08

'09

'10

'11

end
'12 （ Years
March 31 ）Net income

50
40

400

0

Ordinary income

60

500

49

high-ceiling lighting and successfully developed next-generation
LEDs, which boast luminosity three times brighter than conventional LEDs.
As a result of our eﬀorts in proactive sales promotion in theworld s major markets centering on these new high-quality
products, we have achieved steady expansion in businesses
with not only Japanese automakers but also with foreignaﬃliated automakers in Europe, the US, and China, etc.
As for strengthening our production system, we established
TG East Japan Co., Ltd. in Miyagi prefecture in the Tohoku
area, and TS Opto Co., Ltd. in Chiba prefecture, with the aim of
expanding the high-end LED business, in order to develop trilateral production systems in Japan.
Overseas, we established GDBR Comercio Co., Ltd. in Brazil as
our ﬁrst production/sales base in South America. In North
America, we also established branch factories of TG Minto Corporation and TG Fluid Systems USA in order to expand our
product supply capability for Japanese and foreign-aﬃliatedcustomers.

0

26.5
12.1

14.2

27.5
17.1

'09

21.4

8.9

3.9
'08

20.2

'10

'11

'12（ Years end ）March 31

Business Report

Analysis of ﬁnancial condition
Status of assets, liabilities and total net assets
The total assets in the current term increased by 34.8 billion
yen in the previous term to 489.6 billion yen, due to anincrease in major tangible ﬁxed assets and inventories. Our
liabilities were 217.5 billion yen, which was about the same level

as in the previous term.
Our net assets recorded an increase of 34.7 billion yen compared to the end of the previous term to 272.1 billion yen, due
mainly to an increase in accumulated earnings.

Management Report

Status of cash ﬂows
Cash and cash equivalents (hereinafter referred to as funds )at the end of the period under review came to 78.9 billion yen,
an increase of 9 billion yen over the ﬁgure of 69.9 billion yen
at the end of the previous period. The status of each cash ﬂow
in the current period and related factors are described below.

■ Cash ﬂows from investmenting activities■ Cash ﬂows from operating activities■ Cash ﬂows from ﬁnancing activities

Social Report

Although we appropriated 36.5 billion yen of net income
before income taxes and 38.6 billion yen of expense fordepreciation, the funds earned through business activities
increased by 1.3 billion yen from 51.1 billion in the previous
term to 52.4 billion, as the result of a 13.3 billion yen decreasein trade payables, a 6.4 billion yen increase in inventories, andof appropriating 11.5 billion yen for total income taxes.

Our funds expended through investment activities increased by
3.9 billion yen from 37 billion in the previous term to 40.9
billion yen, due to the reinforcement of production capacity inmainly our overseas automobile business and research anddevelopment investment in Japan.

The funds earned through ﬁnancial activities decreased by 6.1
billion yen, due partly to the redemption of debenture, resulting in an 8.3 billion yen decrease as opposed to the 2.2 billion
yen increase in the previous year.

Environmental Report
Financial Report■ Total net assets■ Capital investment / R&D expenses(billion yen)(billion yen)

250
200

60

272.1
211.7

229.9

234.0

50

237.3

30

100

20

50

10

'08

'09

'10

'11

'12（ Years end ）March 31

0

R&D expenses

46.9

40

150

0

Capital investment

58.2

Corporate Data

300

37.6

34.3
24.8

26.0

25.6

25.9

'08

'09

'10

'11

39.0
27.2

end
'12 （ Years
March 31 ）TOYODA GOSEI REPORT 201350

Consolidated Five-Year Financial Summary
Toyoda Gosei Co., Ltd. and its Consolidated Subsidiaries
Years ended March 31(Millions of yen)
(Rounded down to the nearest million yen)

2013

2012

2011

2010

2009

Net sales

599,615

504,518

516,982

495,002546,380

Operating income

36,706

20,41529,952

26,202

15,833

Ordinary income

36,777

20,28727,54926,574

12,155

Net income

21,4298,971

17,116

14,255

3,951

Overseas sales

303,063

233,650

242,158

233,425

242,893

Depreciation and amortization

38,633

41,964

44,481

43,007

41,258

Capital expenditures

39,097

37,62347,83235,19059,429R&D expenses

27,27925,936

25,617

26,066

24,837165.6369.33

132.27110.19

30.55

ー

ー

132.27110.17

30.55

Total net assets per share

1,955.47

1,708.41

1,680.96

1,650.90

1,523.16

Cash dividends per share

44

36

36

36

36

Total assets

489,644454,794

416,562434,344391,757

Total net assets

272,144

237,367

234,074

229,915

211,702

Capital stock

28,02728,02728,02728,02728,027

129,406

129,407

129,407

129,399

129,334

Net cash provided by operating income

52,451

51,11262,586

68,19947,843

Net cash used in investing activities（40,989）（37,027）（52,579）（36,574）（55,945）（6,128）2,224（18,785）（7,426）

5,604

78,924

69,91454,32667,49042,701Return on equity (ROE) (%)

9.0

4.1

7.9

6.9

1.8

Return on assets (ROA) (%)

7.8

4.7

6.5

6.4

2.8

Return on sales (ROS) (%)

6.1

4.0

5.8

5.3

2.9

Debt/Equity ratio (%)

23.4

24.3

21.2

27.7

31.4

Interest coverage (times)

44.7

21.3

35.7

24.2

13.0

EBITDA (millions of yen)

75,22061,23771,87867,65250,66830,19029,10826,96426,08425,792

For The YearPer share of common stock (yen)Net income per share-basic
Net income per share-diluted

At Year-End

Number of shares outstanding(excluding treasury stock) (thousands of shares)

Cash FlowsNet cash provided by(used in) financing activities

Cash and cash equivalents at end of year
IndicesNumber of employees at year-end

Note 1. Net income per share, ROE and ROA are computed based on the average number of shares, total net assets and total assets, respectively, for each consolidated ﬁscal year.
Note 2. Debt/Equity ratio = Interest-bearing debt / Total net assets
Note 3. Interest coverage = (Operating income + Interest and dividend income / Interest expenses
Note 4. EBITDA = Income before income taxes + Interest expenses - Interest and dividends income + Depreciation and amortization

51

TOYODA GOSEI REPORT 2013

Consolidated Balance Sheets
Toyoda Gosei Co., Ltd. and its Consolidated Subsidiaries
March 31, 2013 and 2012

2013

2012

■ LIABILITIES(Millions of yen)
(Rounded down to the nearest million yen)

2013

2012

72,28780,256

20,473

13,237

15,50463ー

10,000Current liabilities

Current assets
78,711

70,555Trade notes andaccounts receivable

102,281

99,358361

160

Goods and products

18,487

16,054

Trade notes andaccounts payable
Short-term bankloans payable
Current portion of longterm loans payable
Current portion ofbonds payable

Works-in-process

9,320

8,893

Accrued expenses

24,65823,710Raw materials
and stored goods

20,977

14,125

Accrued income taxes

6,113

4,386

Deferred tax assets

4,374

4,950

181

183

Other current assets

10,356

15,249Less allowance for
doubtful accounts（73）
244,798

Total current assets

Property, plant and equipment
Buildings and structures
Less accumulated
depreciation

1,472

4,492

4,493

229,238

Other current liabilities

13,06012,165

157,748

149,698

Long-term bankloans payable

23,32934,397

Deferred tax liabilities

3,466

2,530

29,43627,369

866

1,503

2,652

1,655

00

Total current liabilities

00

Long-term liabilities

148,168

139,224（80,990）（74,382）

67,17764,841

315,832

287,509

Other long-term liabilities（245,272）（221,558）

Machinery, equipment
and vehicles, net

70,56065,950Total long-term liabilities

59,751

67,457

Tools, furniture and fixtures

137,462

133,603

Total liabilities

217,500

217,426（116,940）（111,639）

20,522

21,963

Land

23,57823,098

Shareholders equity

Construction in progress

14,324

8,009

Capital stock

28,02728,027

196,163

183,864

Capital surplus

29,84429,844Retained earnings

198,657

181,855

Less accumulated
depreciation
Tools, furnitureand fixtures, net

Intangible assets■ NET ASSETS

45

Treasury stock at cost

（1,327）（1,327）ー

6Total Shareholders equity

255,201

238,400

1,575

1,739

Other intangible assets

779

823

6,958

4,421

Total intangible assets

2,524

2,615

（9,151）（21,740）（2,192）（17,319）

Patent rights
SoftwareInvestments and other assets
Investments in securities

00

Accumulated othercomprehensive income
Net unrealized gains or losses
on other securities
Foreign currency translation
adjustments
Total accumulated othercomprehensive income

25,119Subscription rights to shares

447

640

9,967

10,267

Minority interests inconsolidated subsidiaries

18,68815,646

3,309

3,768

Total net assets

272,144

237,367

（84）

（80）

Total liabilities and net assets

489,644454,794

46,15839,075

Total fixed assets

244,846

225,555

Total assets

489,644454,794

Deferred tax assets
Other investment andother assets
Less allowance for
doubtful accounts
Total investments andother assets

32,965TOYODA GOSEI REPORT 2013

Corporate Data

169

Goodwill

Financial Report

Total property, plantand equipment

Environmental Report

Buildings and structures, net
Machinery, equipment andvehiclesLess accumulated
depreciation

Provision for
retirement benefits
Reserve for retirement benefits for
directors and corporate auditors

Social Report

Fixed assets

975

（109）

Provision for
directors bonuses
Provision for productwarranties
Deposits received
from employees

Management Report

Cash and cash equivalents

Short-term investments

Business Report■ ASSETS(Millions of yen)
(Rounded down to the nearest million yen)52

Consolidated Statements of Income／Consolidated Statements of Changes in Net Assets
Toyoda Gosei Co., Ltd. and its Consolidated Subsidiaries
For the years ended March 31, 2013 and 2012

Consolidated Statements of Income（Millions of yen）
（Rounded down to the nearest million yen）

Net Sales
Cost of sales
Gross profit
Selling, general and administrative
expenses

2013

2012

599,615

504,518

2013
Extraordinary income

521,051446,559

Gain on reversal of subscription
rights to shares

78,563

57,959Other

41,85737,544Extraordinary losses

2012

224

281

224

253

ー

28

430

1,492

2

32

427

66

36,706

20,415

Loss on revaluation of investments
in securities

5,083

3,641

Impairment loss on long-lived assets

Interest and dividend income

823

797

Provision for product warrantiesー906

Equity in net earnings of affiliates

885

189

Loss on litigation

ー

388

3,374

2,654

Other extraordinary losses

Operating income
Non-operating income

Other non-operating income

0

98

3,769

Income before income
taxes and minority interests

36,571

19,076994

Income taxes ‒ current

12,998

7,949

Non-operating expenses

5,012Interest expenses

838

Loss on retirement andsale of fixed assets

841

412

Income taxes ‒ deferred

457

643

Foreign exchange lossesー

613

Income before minority interests

23,115

10,484

3,332

1,748

Minority interests inconsolidated subsidiaries

1,685

1,512

21,429

8,971

Other non-operating expenses
Ordinary income

Net income

20,287

36,777

Consolidated Statements of Changes in Net Assets（Millions of yen）
（Rounded down to the nearest million yen）
Toyoda Gosei Co., Ltd. and its
Consolidated Subsidiaries
For the year ended March 31,
2013 and 2012

Balance at April 1, 2012

Capital stock

Accumulated other comprehensive income SubscripMinority
Total of
Net unrealized Foreigntioninterests in
TreasuryTotalaccumucurrency lated other rights to consolidated
stock
sharehold- gains or losses
translation comprehenon othershares subsidiaries
at cost ers' equity
securities adjustments sive income

Total
net
assets4,421 （21,740）（17,319）

237,367

CapitalCapitalsurplusRetainedearnings

28,027

29,844

181,855 （1,327） 238,400

640

15,646

Changes of items duringconsolidated fiscal year
Dividends paid
Changes in surplus (net) due to thechanges to accounting year of
consolidated subsidiaries
Net income for the period（4,658）（4,658）（4,658）

30

30

30

21,42921,42921,429（0）（0）

Repurchase of treasury stock（0）

Changes of items (net) during
the consolidated fiscal year foritems other than shareholders equity
Total changes of items duringconsolidated fiscal year
Balance at March 31, 2013

53

TOYODA GOSEI REPORT 2013−−

28,027

29,844

2,537

12,58815,126 （193）

3,041

17,975

16,801

2,537

12,58815,126 （193）

3,041

34,776

198,657 （1,327） 255,201

6,958

18,688272,144

16,801（0）（9,151） （2,192）

447

Consolidated Statements of Cash Flows
Toyoda Gosei Co., Ltd. and its Consolidated Subsidiaries
For the years ended March 31, 2013 and 2012

（Millions of yen）
（Rounded down to the nearest million yen）

2012

Income before income taxes and minority interests

36,571

19,076

Depreciation and amortization

38,633

41,964

Impairment loss

427

66

Amortization of goodwill

125

18

Increase /Decrease in allowance for doubtful accounts

（39）

（101）

Increase /Decrease in provision for product warranties

（548）

867

Increase /Decrease in provision for retirement benefits

1,832

2,083

Increase /Decrease in prepaid pension expenses

（637）

（98）

Interest and dividends income

（823）

（797）

838

994

Business Report2013
Cash flows from operating activities

Foreign exchange gain and loss

（29）

636

Equity in net earnings of affiliates

（885）

（189）

Gain/Loss on sale and revaluation of investments in securities

32
295

Increase /Decrease in receivables

3,511（23,122）

Increase /Decrease in inventories（6,433）（6,326）

4,793（2,040）（13,350）

22,697

Increase /Decrease in other current assets
Increase /Decrease in payables
Increase /Decrease in other current liabilities

（756）

275

Others, net

（167）

（22）

Subtotal

63,82456,307

1,042

969

Interest expenses paid

（837）

（1,036）（11,577）（5,127）52,451

51,112（3,195）（0）

Income taxes paid
Cash flows from operating activities

Environmental Report

Interest and dividends income received

Social Report2760

Gain/Loss on retirement or sale of property, plant and equipment, net

Management Report

Interest expenses

Cash flows from investing activities
Payments for purchases of investment securities
Proceeds from sales and redemption of investments in securities
Acquisition of subsidiary company stocks

Net increase /decrease in time deposits
Others, net
Cash flows from investing activities

0

（676）

̶

（38,436）（39,931）

262

1,634

663

1,350

（107）

（80）

（40,989）（37,027）

4,820

8,227

Financial Report

Payments for purchase of property, plant and equipment and intangible assets
Proceeds from sales of property, plant and equipment

500

Cash flows from financing activities
Increase /Decrease in short-term loans payable

4,980

16,320

Repayments of long-term loans（796）（16,428）（10,000）̶Proceeds from payment by minority shareholders

151

364

Payments for repurchase of treasury stock

（0）

（0）

Cash dividends paid

（4,658）（4,656）

Cash dividends paid to minority shareholders（1,636）（1,624）

Redemption of bonds

Others, net

1,011

22

Cash flows from financing activities

6,128

2,224

Translation adjustments of cash and cash equivalents

3,537

（808）

Net increase /decrease in cash and cash equivalents

8,871

15,500Cash and cash equivalents at beginning of year

69,91454,326

Increase /Decrease in cash and cash equivalents due to changes to scope of consolidation
Cash and cash equivalents at end of year

138

87

78,924

69,914TOYODA GOSEI REPORT 2013

Corporate Data

Proceeds from long-term loans54Corporate Data
Global Network As of June, 2013

With 60 group companies in 17 nations and regions around the world
Consolidated subsidiaries: 53 (13 in Japan, 40 overseas)
Equity method affiliated companies: 7 (3 in Japan, 4 overseas)

Toyoda Gosei（Shanghai）Co., Ltd.［Shanghai TG］
Toyoda Gosei UK Ltd.［TGUK］■■
Toyoda Gosei Europe N.V.［TGE］

Toyoda Gosei Optoelectronics（Shanghai）
Co., Ltd.［Shanghai Opto］

Toyoda Gosei（Zhangjiagang）Co., Ltd.［Zhangjiagang TGSS］■
Toyoda Gosei（Zhangjiagang）Plastic Parts Co., Ltd.［Zhangjiagang TGP］■

Toyoda Gosei（Tianjin）Precise Plastic Co., Ltd.［Tianjin TG Precision］■
Tianjin Toyoda Gosei Co., Ltd.［Tianjin TG］■■■
South Yorkshire
Zaventem(Belgium)

Tianjin Star Light Rubber and Plastic Co., Ltd.［Tianjin Star Light］■
Klášterec(Czech)

Toyoda Gosei Czech, s.r.o.［TGCZ］■■■

TianjinToyoda Gosei Haiphong Co., Ltd.［TGHP］■
Metzeler Automotive Proﬁles India Pvt. Ltd.［MAPS INDIA］■
Toyoda Gosei Minda India Pvt. Ltd.［TGMIN］■■

Seoul

Zhangjiagang

Headquarters

ShanghaiFuzhouGhaziabad

FoshanRajasthan

TaiwanHaiphong
Chonburi
Samutsakorn

Bangalore

Jakarta

TG Kirloskar Automotive Pvt. Ltd.［TGKL］■■

Toyoda Gosei Rubber（ Thailand）Co., Ltd.［TGRT］■■

DurbanToyoda Gosei Asia Co., Ltd.［TGAS］
Toyoda Gosei（Thailand）Co., Ltd.［TGT］■■■

South Australia

P.T. INOAC TG Indonesia［ITG］
P.T. Toyoda Gosei Safety Systems Indonesia［TGSSI］■
Toyoda Gosei South Africa（Pty）Ltd.［TGSA］■
Toyoda Gosei Australia（Pty）Ltd.［TGAU］■■■

Headquarters

55

TOYODA GOSEI REPORT 2013

Toyoda Gosei North America
Corporation

Toyoda Gosei Asia Co., Ltd.

Toyoda Gosei Europe N.V.

TG Missouri Corporation

Production Items■ Automotive Sealing Products■ Functional Parts■ Interior & Exterior Parts

Business Report■ Safety System Products■ Optoelectronic Products■ General Industry ProductsCompany names in the square
brackets [ ] are abbreviations.

Management Report

TG Kentucky, LLC［TGKY］■■
TG Automotive Sealing Kentucky, LLC［TGASK］■

Toyoda Gosei North America Corporation［TGNA］
TG Personnel Services North America, Inc.［TGPS］
TGR Technical Center, LLC［TGRTC］
TG Fluid Systems USA Corporation［TGFSUS］■

Ontario

Toyoda Gosei Opto-Electronics Korea Co., Ltd.［TG Korea Opto］

Social Report

Toyoda Gosei Holdings Inc.［TGH］
Waterville TG Inc.［WTG］■
QuebecTG Minto Corporation［TGMINTO］■
Michigan

MissouriKentuckyTG Missouri Corporation［TGMO］■■
Texas

Fuzhou Fu-Yue Rubber & Plastic Industrial Co., Ltd.［Fu-Yue］■

Toyoda Gosei Texas, LLC［TGTX］■
Toyoda Gosei Brownsvill Texas, LLC［TGBTX］

Environmental Report

Tai-yue Rubber Industrial Co., Ltd.［Tai-yue Rubber］■■

Matamoros
San Luis Potosi

Fong Yue Co., Ltd.［Fong Yue］■■

TAPEX Mexicana S.A. DE C.V.［TAPEX］■

TE Opto Corporation［TE Opto］■
Toyoda Gosei（Foshan）
Rubber Parts Co., Ltd.［Foshan TGR］■■
Toyoda Gosei（Foshan）
Auto Parts Co., Ltd.［Foshan TGP］■

Toyoda Gosei Automotive Sealing Mexico S.A. DE C.V.［TGASMX］■
Toyoda Gosei Personnel Services Mexico S.A. DE C.V.［TGPSMX］

Financial Report

Sao Paulo

GDBR Comercio de Componentes Quimicos e de Borracha para Veiculos Ltda.［GDBR］■■■

Corporate Data

Toyoda Gosei Automotive
Sealing Mexico S.A. DE C.V.

Tianjin Toyoda Gosei
Co., Ltd.

Toyoda Gosei Minda India
Pvt. Ltd.

TG Kirloskar Automotive
Pvt. Ltd.

Toyoda Gosei Czech, s.r.o.

TOYODA GOSEI REPORT 2013

56

Domestic Network

As of June, 2013

Production Items■ Automotive Sealing Products■ Functional Parts■ Interior & Exterior Parts■ Safety System Products■ Optoelectronic Products■ General Industry Products

Iwate Plant ■■Saga Plant ■Utsunomiya Sales Branch

Kitakyusyu Plant ■■■■
Kanagawa Plant ■■Hiroshima Sales BranchTokyo Sales Branch

Bisai Plant ■■Inazawa Plant ■■Headquarters
Haruhi Plant ■Seto Plant ■Osaka Sales Branch

Nagoya City

Miyoshi Distribution Center
Aichi pref.

Fukuoka Plant ■■■Shizuoka pref.

Kitajima Technical Center
Miwa Technical Center

Nishimizoguchi Plant
Heiwacho Plant ■■■■
Morimachi Plant ■■Kitajima Technical Center

Inazawa Plant

57

TOYODA GOSEI REPORT 2013

Miwa Technical Center

Morimachi Plant

Bisai Plant

Miyoshi Distribution Center

Heiwacho Plant

Haruhi Plant

Seto Plant

Company ProﬁleAs of March 31, 2013

Company emblem/Corporate name

June 15, 1949

Capital28,027 millions of yen

Number of employees

Consolidated
Non-consolidated

Fiscal year end

March 31

Location of Headquarters
1 Haruhinagahata, Kiyosu, Aichi

30,190
6,763

As of June 19, 2013

Chairman

Audit & Supervisory Board Members

Hajime Wakayama

Yasushi Matsui

Toru Oguri

Shinichi Sasaki

Tsuchio Hosoi

President

Management Report

Directors ・ Audit & Supervisory Board Members ／ Corporate Oﬃcers

Business Report

Date of Establishment

Hiroyuki Ioku
Social Report

Tadashi Arashima

Managing Offcers
Executive Vice President

Nobuyuki Shimizu
Director, Senior Managing Officers

Nobuo Fujiwara

Kyoji Ikki

Yasushi Miyamoto

Atsushi Sumida

Mitsuo Mori

Corporate Officers

Masayoshi Ichikawa

Director, Managing Officer

Daisuke Kobayashi

Tomonobu Yamada

Shinichi Goto

Masakazu Hashimoto

Motoo Tanaka

Kazuaki Maeda

Toshihiro Yokoi

Hiroshi Yasuda

Ｔoru Koyama

Katsumi Tanabe

Takashi Ishikawa

Environmental Report

Kazumi Otake

Makoto Horie

Common stock

Financial Report

Stock Information

As of March 31, 2013

Authorized
Issued200,000,000 shares
130,010,011 shares

Tokyo Stock Exchange andNagoya Stock Exchange

Number of shareholders

14,702

Transfer agent

Mitsubishi UFJ Trust andBanking Corporation
Stock Transfer Agency Department,
Mitsubishi UFJ Trust and Banking
Corporation

7-10-11 Higashi-suna, Koto-ku,
Tokyo 137-8081, Japan
Tel. 0120-232-711(Toll-free number in Japan)

Shareholder name

Number of Investment
shares held
ratio
(unit: 1,000 shares)（%）

Toyota Motor Corporation

55,45942.65

The Master Trust Bank of Japan, Ltd. (Trust Account)

7,118

5.47

Sumitomo Mitsui Banking Corporation

5,049

3.88

Japan Trustee Services Bank, Ltd.(Trust Account)

4,978

3.82

Japan Trustee Services Bank, Ltd. (Trust Account 9 )

1,948

1.49

Nippon Life Insurance Company

1,714

1.31

The Dai-ichi Life Insurance Company, Limited

1,493

1.14

Mitsui Sumitomo Insurance Co., Ltd.

1,162

0.89

Toyoda Gosei employee shareholding association

1,078

0.82

DAIEI SANGYO KAISHA, LTD.

1,031

0.79

TOYODA GOSEI REPORT 2013

Corporate Data

Stock exchange listings

Major shareholders（ten largest）

58

Treating Humans andthe Earth Nicely

With regard to creating an environment that is kind to bothpeople and the Earth, and from the perspective of environmental conservation and the valid use of resources, we havethree points, or three don ts, on which we need to base

our actions: Don t make ( Don t use ) [Tsukuranai],

Don t

throw away [Sute-nai], and Don t leave things to others[Makasenai] . Together, these phrases make up the slogan
Nicely(the three

nai s, ornai s-three, sound likeNicely when pronounced with a Japanese accent). Treat-ing humans and the Earth nicely is the trademark of Toyoda
Gosei s environmental activities.

General Administration Division,
General Administration & Public Aﬀairs Dept.

1 Haruhinagahata Kiyosu Aichi,
452-8564, JapanP h o n e : ＋81 - 52 - 400 - 1055
Fax :＋81-52 - 409 - 7491
http://www.toyoda-gosei.com/

Please recycle this publication.

●This report is printed on paper with FSC certification, indicating that it was produced from properly
managed forests.
●We use vegetable oil-based ink that does not contain VOCs (volatile organic compounds).
●We use a waterless printing method that does not produce harmful waste liquid in the printing process.
●This environmentally-friendly product was printed at a Green Printing-certified plant using printing
materials that conform to green criteria.
●We use a Universal Design font with outstanding visibility and readability.
●We gave extra consideration to the display so that as many people as possible can easily see andread it, regardless of individual differences in color vision.

2013.09.2,000

TP JapanTOYODA GOSEI REPORT 2013 ［Report on Activities of Fiscal 2012］

Environmental Data

【 P e r i o d 】 • April, 2012 to March, 2013
【 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

Result0.1

ND

Boilers(gas)

Dust

0.05

Co-generation(gas)Regulation value

Result5.8〜8.6

7.5

25

BOD (Biochemical Oxygen Demand)

43

600

Co-generation(gas)Item measured
pH

ND

150

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

30

SS

115

Oil content

Item measured

Environmental Standand

Result0.03

ND

Trichloroethylene

0.04

Cis-1,2-Dichloroethylene

Total phosphorus
Thiram

ND

16

0.78

8

0.3

1.2

0.06

Fluorine

ND 〜 0.031

1.5

5

120

Total nitrogen■Groundwater

4.8

ND

*Refer to Toyoda Gosei Report P.46

■No violations of laws, etc.

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

Amounthandled2-imidazolidin thionate

42

2,604

300

Toluene355

Bis (2-ethylhexyl) phthalate

TotalremovedTotal
consumed

2,215(processed)

0

0

0

387

1

0

1,486

1,225

0

0

0

260

2

0

4,233

0

0

0

0

0

1,396

354

Di-n-butyl phthalate

Volumerecycled

0

3,774

268

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

0

0
0
0

204

0

209

0

613

0

0

0

0

0

0

8

(products)

3,571
0

1,186
3,612

■Data for use of resources / volume emitted
Category

Result2,185

Volume generated

Waste

Volume emitted
Final volume disposed

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

Greenhouse gas

CO2 emissions

Water

Volume used

1,316

0

7,100

39

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

Regulation value

Result0.01

Dust

Boilers(heavy oil)

0.3

NOx

Boilers(heavy oil)260

■No violations of laws, etc.

Item measured
pH

94

Regulation value

Result5.8〜8.5

7.5

BOD (Biochemical Oxygen Demand)

50

SS■No complaints

25

Oil content

5.2

5

ND

0.5

0.19

0.06

Thiram
Zinc

5.5

ND

■PRTR Data
Substance nameSubstance
number(item number)

Amounthandled

31
42
53
80
259
268
300
328
354
355
413
448
452

5,890
5,856
16,754
19,106
1,327
12,704
63,715
6,138
17,622
3,450
1,083
4,766
39,461

Antimony and its compounds
2-imidazolidin thionate
Ethylbenzene
XyleneDisulﬁram

Tetraethylthiuram disulﬁdeTolueneZinc bis (N,N- dimethyldithiocarbamate)
Di-n-butyl phthalateBis(2-ethylhexyl)phthalate
Phthalic anhydride

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

Volume emitted
Volume moved
moved Volume moved
Into the air Into bodies of water Into the ground Volume
via sewers
as waste0012,03913,7490037,698000
000■Data for use of resources / volume emitted
Category
Waste

Volume generated
Volume emitted
Final volume disposed

Greenhouse gas

CO2 emissions

Water

Volume used

Result

4,960
3,926

0

21,000

22

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

294
234
3,118
3,575
72
686
18,684
246
881
120
50
477
2,131

VolumerecycledTotalremovedTotal
consumed

59
234
793
898
0
0
5,623
246
176
25
10
0
0

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

5,536
5,388
804
884
1,255
12,018
1,710
5,647
16,565
3,306
1,023
4,290
37,330(processed)(products)

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

NOx

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

Regulation value

ResultRegulation value

ResultBoilers(heavy oil)

0.15

ND

pH

5〜9

7.4

Boilers(gas)

0.05

ND

BOD (Biochemical Oxygen Demand)

600

17.3

Co-generation(gas)

0.05

ND

SS

600

6.8

Boilers(heavy oil)

140

75

Oil content

30

0.62

Boilers(gas)

120

35

Total nitrogen

240

2.9

Co-generation(gas)

200

77

Total phosphorus■No violations of laws, etc.

32

0.3

8

0.11

VolumerecycledTotalremovedTotal
consumed000Fluorine■No complaints■PRTR Data
Substance nameSubstance
number(item number)

Amounthandled20

59,7752-aminoethanol

Volume emitted

Volume moved

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

6.0

0

0

120

59,649(processed)(products)■Data for use of resources / volume emitted
Category
Waste

ResultVolume generated

1,431

Volume emitted

1,203
0

Final volume disposed
Greenhouse gas CO2 emissions

19,900PFC emissions

2,600

HFC emissions

900

Volume used

30

Water

InazawaPlant
1 Komeyasakai,
Kitajima, Inazawa,
Aichi, Japan
492-8542
Main Products• Interior and Exterior Parts• Functional Parts■Air（Air Pollution Control Law, prefectural regulations, etc.）
Item measured
NOx

Regulation value

Result150

56

Boilers(gas)

600

120

Environmental Standand

ResultCo-generation(gas)■Water（Water Pollution Control Law, prefectural regulations, etc.）
pH

BOD (Biochemical Oxygen Demand)SS■Groundwater
Item measured

Oil content

0.03

Trichloroethylene*1*1 Substances that have no record of being used.

■No violations of laws, etc.

Amounthandled

53
80
87
88
272
300
308
309
355
395
405

3,836
8,729
4,205
4,205
3,567
27,86680,83888,683
4,435
4,850
1,552

Hexavalent chromium compounds
Copper water-soluble salts (excluding complex salts)
TolueneNickelNickel compounds
Bis (2-ethylhexyl) phthalate
Water-soluble salts of peroxodisulfuric acid
Boron compounds

CopperFluorine
Boron

Volume emitted

Category

2,899
6,307
0
0
0
19,48000
0
00ResultVolume generated

2,931

Volume emitted

1,614

Final volume disposed

Volume moved

Into the air Into bodies of water Into the ground■Data for use of resources /volume emitted
Waste

Total chromium■No complaints(item number)

Chromium and trivalent chromium compounds

Hexavalent chromium* Refer to Toyoda Gosei Report P.46

Substance
numberXyleneTotal phosphorus

ND 〜 0.012■PRTR Data

Ethylbenzene

Total nitrogen

ND 〜 0.003

0.04

Cis-1.2-Dichloroethylene*1

Substance nameRegulation value

Item measured

0Greenhouse gas

CO2 emissions

9,700

Water

Volume used

45

2

0
0
34
0
36
0
0
18
0
0
16

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

582
1,506
3,330
0
2,675
5,718
0
11,511310
0
1,164

5.8〜8.6
25
30
5
120
16
0.5
2
1
8
10

Result

7.1
11.7
2.1
ND
11.6
0.43
ND
0.14
0.12
0.14
4.4

VolumerecycledTotalremovedTotal
consumed

91
237
0
0
0
914
0
0
0
0
0

0
0
0
4,205
0
0
80,838
0
0
4,850
0

265
679
841
0
856
1,754
0
77,1544,125
0373(processed)(products)

Bisai
Plant
40
Higashishimoshiro,
Meichi, Ichinomiya,
Aichi, Japan
494-8502
Main Products• Interior and Exterior Parts• Safety System Products■Air（Air Pollution Control Law, prefectural regulations, etc.）
Regulation value

Result0.3

ND

Boilers(gas)

0.05

ND

Co-generation(gas)0.05

Boilers(heavy oil)180

Boilers(gas)

150

57

Co-generation(gas)

600

105

Item measured
Boilers(heavy oil)

Dust

NOx

■No violations of laws, etc.

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

Item measured
pH

Result5.7〜8.7

7.1

BOD (Biochemical Oxygen Demand)

300

52.3

ND

SS

300

21

69

Oil content

30

1.3

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

Amounthandled

53

9,530

80

13,693

10,024300

30,591

22,670448

50,1990Ethylbenzene
XyleneToluene

Methylenebis (4,1-phenylene) = diisocyanate

Volume emitted

Volume moved

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

6,990

0
0
0
0

VolumerecycledTotalremoved(processed)

Total
consumed(products)

0

0

1,579

247

0

714

0

0

2,281

357

0

1,030

0

0

4,956

761

0

2,204

0

0

5,020

0

0

45,179■Data for use of resources / volume emitted
Category
Waste

ResultVolume generated

2,817

Volume emitted

983
0

Final volume disposed

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

Greenhouse gas

CO2 emissions

10,600Water

SF6 emissions

9,600

Volume used15

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

Regulation value

Result

Dust

Boilers (kerosene)

0.2

ND

NOx

Boilers (kerosene)

150

70

■No violations of laws, etc.

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

Regulation value

ResultBOD (Biochemical Oxygen Demand)

20

1.3

SS

20

0.5

Total nitrogen

10

1.4

Total phosphorus

4

0.03

VolumerecycledTotalremovedTotal
consumed

0

051,027

VolumerecycledTotalremovedTotal
consumed

85

0

93

5.8〜8.6

pH■No complaints

7.2■PRTR Data
Substance name(item number)

Substance
numberAmounthandled448

56,697

Methylenebis (4,1-phenylene) = diisocyanate

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

0

5,670

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

ResultVolume generated

576

Volume emitted

576
0Final volume disposed

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

Greenhouse gas

CO2 emissions

Water

Volume used

3,000
1.0

■No violations of laws, etc.

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

Amounthandled

300

1,621

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

1,235■Data for use of resources / volume emitted
Category
Waste• Interior and Exterior Parts• Functional Parts

94

Volume emitted

94

Final volume disposed
Greenhouse gas
Water

ResultVolume generated

0

CO2 emissions

700

Volume used

0.2

3

0

0

0

208

(processed)(products)

Kitakyushu
Plant
1-2 Kitahoraoka
Maeda, Yahatahigashi, Kitakyushu,
Fukuoka,Japan
805-0058
Main Products• Interior and Exterior Parts• Automotive Sealing
Products• Functional Parts• Safety System Products

FukuokaPlant
2223-1 Kurahisa,
Miyawaka,
Fukuoka,
Japan
823-0017
Main Products• Interior and Exterior Parts• Functional Parts• Safety System Products■No violations of laws, etc.

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

Amounthandled

87
88
300
308
309

3,032
3,032
11,593
18,982
18,982Chromium and trivalent chromium compounds

Hexavalent chromium compounds
TolueneNickelNickel compounds

Category
Waste• Optoelectronic Products

2,425
0
1,881
0
2,468

0
0
0
0
0

Total
consumed

0
0
940
0
0

0
3,032
0
18,982
0

606
0
719
0
16,515(processed)(products)

979
943
0
5,800
2.5

Volume emitted
Final volume disposed
Greenhouse gas

CO2 emissions

Water

Volume used

■No violations of laws, etc.

■No complaints■Water（Water Pollution Control Law, prefectural regulations, etc.）
Item measured

Regulation value

Result5.8〜8.6
10
25
2

7.4
1
0.18
ND

pH
BOD (Biochemical Oxygen Demand)SS
Oil content■PRTR Data
Substance nameSubstance
number(item number)

Amounthandled

300

4,878

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

0

3,628

0

778

0

VolumerecycledTotalremovedTotal
consumed

121

0

351

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

Result

947
530
0
2,500
1.7

Volume generated
Final volume disposed

Main Products

0
0
0
0
0

Total
removedResultVolume generated

Volume emitted

9966-9 Kawako,
Wakaki, Takeo,
Saga,
Japan
843-0151

0
0
0
0
0

0
0
8,053
0
0

Volumerecycled■Data for use of resources / volume emitted

Waste

Saga
Plant

Volume emitted
Volume moved
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

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

Boilers(gas)NOx

Boilers(gas)Regulation value

Result

0.1
150

ND
46

■No violations of laws, etc.

Item measured

Regulation value

Result5.8〜8.6

5

7.4
12
4
0.55

VolumerecycledTotalremovedTotal
consumed

0

0

0

pH
BOD (Biochemical Oxygen Demand)

50

SS■No complaints

20

Oil content■PRTR Data
Substance name(item number)

Substance
numberAmounthandled20

55,2502-aminoethanol

Volume emitted

5.5

0■Data for use of resources /volume emitted
Waste

Category

ResultVolume generated

453
453
0
5,600
0
11

Volume emitted
Final volume disposed
Greenhouse gas

CO2 emissions
PFC emissions

Water

Volume used

Volume moved

moved Volume moved
Into the air Into bodies of water Into the ground Volume
via sewers
as waste40055,244(processed)(products)

Resource Input and Output to the Environment in Business Activities in ﬁscal 2012INPUTOUTPUT

Business activities
Challenges

Total Material Input

44,157t

Plastic
22,594t
Rubber (rubber sheet)
21,563t
Excluding purchased parts,
metal and liquid

Total energy input

2,410,000GJ*1

Purchased electricity
660,000GJ
City gas 1,500,000GJ
LPG
140,000GJ
Heavy oil 100,000GJ
Kerosene 14,000GJ

Development Design● Improve the eﬃciency of gas mileage● Develop parts for hybrids and fuel-cellvehicles as well as parts that can beused with bio-energy● Recycling techniques and plans● Abolish the use of banned substances, andreduce the use of VOC*3 in car interiors

Industrial water 900,000㎥
Clean water 220,000㎥
Underground water
480,000㎥

Interior and Exterior Parts
Automotive Sealing
Products

Functional Parts

Safety System Products

Optoelectronic ProductsHome Appliance Parts
and others

Procurement● Achieve complete control over the useof substances that have an environmental impact, including in delivered parts,
raw materials, and production facilities.

Water resource input 1,600,000㎥（Basic unit 0.040000㎥/100 million yen)

Products

Production● Reduction of CO2 emissions● Reduction of environmentally harmful substances● Reduction of waste and materials discarded● Promote the recycling of materials

PRTR*2 substances usage 782t
Transportation

Emitted into the atmosphereCO299,000t-CO2

5 gases

13,000t-CO2

SOx*4

4t

NOx*5

60t

Dust

2t

Volume of substances
subject to PRTR
146t

Waste discharge
Landﬁll waste
0t
Incinerated waste
11t
Industrial waste
8,409tGeneral waste
14t
For-proﬁt disposal by sale
3,836tVolume of substances
subject to PRTR
201t

● Reduce CO2 emissions by making
improvements in transportation● Reduction of packaging materials,
and improvement of reuse rate

Use
● Improvement of fuel economy● Reduction of environmentally harmful substances

Waste Water
Total waste water
1,260,000㎥
Volume of substances
subject to PRTR
0.10t
Nitrogen emissions*6 5.7t
Phosphorus emissions*6
0.5t
2.6t
COD emissions*6

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

5

GRI Guidelines and the corresponding cross referenced pages
Guideline items

Guideline items

Main corresponding pages

1. Strategy and Analysis
1.1

1.2

4.10

Statement from the most senior decisionmakerof the organization (e.g., CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and its strategy.

P3-4

Description of key impacts, risks, and opportunities.

P3-4, 21

2. Organizational ProﬁlePrimary brands, products, and/or services.

2.3

Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures.

P55-57

2.4

Location of organization s headquarters.

P58

2.5

Number of countries where the organization operates, and names of countries with either major
operations or that are speciﬁcally relevant to thesustainability issues covered in the report.

P55-57

2.7

Markets served (including geographic breakdown,
sectors served, and types of customers/beneﬁciaries).

P11-182.8

Scale of the reporting organization, including:• Number of employees;• Net sales (for private sector organizations) or
net revenues (for public sector organizations);• Total capitalization broken down in terms ofdebt and equity (for private sector organizations); and• Quantity of products or services provided.

P25,49-50

Awards received in the reporting period.

P23

EC6

EC8

P2

3.2

Date of most recent previous report (if any).

3.3

Reporting cycle (annual, biennial, etc.)

P2
P2

3.4

Contact point for questions regarding thereport or its contents.

EC2

Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers).

P2

3.7

State any speciﬁc limitations on the scope orboundary of the report.

P2

3.9

Data measurement techniques and the bases of calculations, including assumptions and techniques
underlying estimations applied to the compilation of
the Indicators and other information in the report.

P2

P2

P19

Indicate whether the Chair of the highest governance body is also an executive oﬃcer (and, if
so, their function within the organization s management and the reasons for this arrangement).

P19

4.8

Internally developed statements of mission orvalues, codes of conduct, and principles relevant
to economic, environmental, and social performance and the status of their implementation.

4.9

Procedures of the highest governance body for overseeing the organization s identiﬁcation and management of economic, environmental, and social performance, including relevant risks and opportunities,
and adherence or compliance with internationallyagreed standards, codes of conduct, and principles.

P49-54

Financial implications and other risks and opportunities
for the organization s activities due to climate change.

P48

Policy, practices, and proportion of spendingon locally-based suppliers at signiﬁcant locations of operation.

P30

Development and impact of infrastructure investments and services provided primarily for
public beneﬁt through commercial, inkind, or
pro bono engagement.

P31-33

Materials used by weight or volume.
Percentage of materials used that are recycled
input materials.

Homepage
P40, homepage
Homepage
Homepage

Direct energy consumption by primary energy source.

EN4

Indirect energy consumption by primary source.

EN5

Energy saved due to conservation and eﬃciency improvements.

EN6

Initiatives to provide energy-eﬃcient or renewable energy based products and services, andreductions in energy requirements as a result of
these initiatives.

P38-39, 47

Initiatives to reduce indirect energy consumption and reductions achieved.

P38

EN8

Total water withdrawal by source.
Water sources signiﬁcantly aﬀected by withdrawal of water.

P41, homepage

EN9

Water

P2

Governance structure of the organization,
including committees under the highest governance body responsible for speciﬁc tasks, suchas setting strategy or organizational oversight.

Processes in place for the highest governancebody to ensure conﬂicts of interest are avoided.

P22-33

EN3

EN7

P38-39Homepage

EN10 Percentage and total volume of water recycled
and reused.

P41, homepage

EN12 Description of signiﬁcant impacts of activities,
products, and services on biodiversity in protected areas and areas of high biodiversity
value outside protected areas.

P46

EN14 Strategies, current actions, and future plans for
managing impacts on biodiversity.

P46

Biodiversity

4. Governance, Commitments, and Engagement
Governance

4.6

P22-33

EnergyGRI Content Index

4.2

P2

Direct economic value generated and distributed,
including revenues, operating costs, employeecompensation, donations and other community
investments, retained earnings, and payments tocapital providers and governments

Environmental Performance Indicators
Materials
EN2

3.6

4.1

Key topics and concerns that have been raised
through stakeholder engagement, and how theorganization has responded to those key topics
and concerns, including through its reporting.

EN1

P2

Table identifying the location of the Standard Disclosures in the report. Identify the page numbers
or web links where the following can be found.

4.17

EC1

P2

Process for deﬁning report content, including:• Determining materiality;• Prioritizing topics within the report; and• Identifying stakeholders the organization
expects to use the report.

3.12

Approaches to stakeholder engagement, including frequency of engagement by type and by
stakeholder group.

5. Management Approach and Performance Indicators
Economic Performance

Report Scope and Boundary

Signiﬁcant changes from previous reporting periods in the scope, boundary, or measurement
methods applied in the report.

List of stakeholder groups engaged by the organization.

4.16

Indirect Economic Impacts

Reporting period(e.g., ﬁscal/calendar year)
for information provided.

3.11

4.14

P21

Market Presence

3.1

3.5

Explanation of whether and how the precautionary approach or principle is addressed by
the organization.

Stakeholder Engagement

P58
P11-12Name of the organization.

2.2

3. Report Parameters
Report ProﬁleP36-37

Commitments to External Initiatives
4.11

2.1

2.10

Processes for evaluating the highest governancebody s own performance, particularly with respect toeconomic, environmental, and social performance.

Main corresponding pages

Emissions, Eﬄuents, and Waste

P19
P1

EN16 Total direct and indirect greenhouse gas emissions by weight.

P36, 38, 40, homepage

EN17 Other relevant indirect greenhouse gas emissions by weight.

P36, 39, 40

EN18 Initiatives to reduce greenhouse gas emissions
and reductions achieved.

P36, 38- 40

EN19 Emissions of ozone-depleting substances by weight.

Homepage

EN20 NO, SO, and other signiﬁcant air emissions bytype and weight.

Homepage

EN21 Total water discharge by quality and destination.

P19

EN22 Total weight of waste by type and disposal method.
EN23 Total number and volume of signiﬁcant spills.

6

Homepage
P40, homepage
HomepageGuideline items

Guideline items

Main corresponding pages

Products and Services

EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation.

P47

EN27 Percentage of products sold and their packaging materials that are reclaimed by category.

P40

LA13

Homepage

HR2

Transport
EN29 Signiﬁcant environmental impacts of transporting products and other goods and materials
used for the organization s operations, andtransporting members of the workforce.

P48

LA9

P21, 26, 28

Health and safety topics covered in formal
agreements with trade unions.

P28

Programs for skills management and lifelong learningthat support the continued employability of employees and assist them in managing career endings.

Percentage of employees trained in organization s anti-corruption policies and procedures.

P20

SO4

Actions taken in response to incidents of corruption.

P21

Public policy positions and participation in public policy development and lobbying.

Back cover

Product Responsibility Performance Indicators
Customer Health and Safety
PR1

Training and Education
LA11

P30

SO3

SO5

Education, training, counseling, prevention, andrisk-control programs in place to assist workforce members, their families, or community
members regarding serious diseases.

Percentage of signiﬁcant suppliers, contractors
and other business partners that have undergone screening on human rights and actions
taken

Public Policy

Labor Practices and Decent Work
Performance Indicators
Occupational Health and Safety
LA8

P25

Society Performance Indicators
Corruption

P39

Overall

EN30 Total environmental protection expendituresand investments by type.

Composition of governance bodies and breakdown of employees per category according togender, age group, minority group membership, and other indicators of diversity.

Human Rights Performance Indicators
Investment and Procurement Practices

Compliance
EN28 Monetary value of signiﬁcant ﬁnes and total number of non-monetary sanctions for noncompliance with environmental laws and regulations.

Main corresponding pages

Diversity and Equal Opportunity

Life cycle stages in which health and safety impacts of products and services are assessed for
improvement, and percentage of signiﬁcantproducts and services categories subject tosuch procedures.

P22-23

Product and Service LabelingPR5

P24-25Practices related to customer satisfaction,
including results of surveys measuring customer satisfaction.

P23

Environmental Reporting Guidelines (Fiscal 2012 Version)and the corresponding cross referenced pages
Guideline items

Guideline items

Main corresponding pages

Basic items of the environmental report
1. Basic items of the environmental report
Target range of organizations for reporting and target periods
Supplementary rates in the target range and diﬀerences in target periods
Reporting policy
Policy etc. for public media
2.Message from the President

P41-42
P47
Environment-friendly transportation
P39
Environment-friendly resource/real-estate development/investment etc. P41
Environment-friendly waste disposal/recycling
P40-41
Environment-related new technologies, research and development

P2
P2
P2
P2
P3-4

Environmental load associated with business activities andsituations related to initiatives in environmental considerations

P34-35
P36-37
P36-37
HomepageP38-39,Homepage
P40-42,Homepage
Water resource input and measures for its reduction
P41,Homepage
2.Situation of cyclic utilization of resources etc. (within business areas) P40-41,Homepage

1. Resource and energy input situation

3.General overview of the environmental report
General overview of environment-friendly management
List of KPI time sequences
General responses to individual environmental issues
4.Material balance

Total energy input and measures for its reduction

Total material input and measures for its reduction

3.Situation of products production and environmental load emission

Current situation of environmental administration i.e.
environmental management

Homepage
P39,Homepage
Total drainage water quantity and measures for its reduction Homepage

Gross production amount or gross product sales

Emission of greenhouse gases and measures for their reduction

1. Policies for environmental consideration, visions,and business strategies, etc.
Policy for environmental consideration
Important issues, visions, and business strategies

P34
P3-4

2. Organizational framework and governance situation
Organizational framework etc. for environment-friendly management
Environmental risk management system
Adherence situation regarding environment-related
rules and regulations
3.Situation of responses to stakeholders
Response to stakeholders
Social contribution activities related to the environment

Main corresponding pages

Products and services etc. that contribute to reducing environmental load

P34
P46
P46

Green purchase/procurement

P30

Emission and transference of chemical substances andmeasures for their reduction

P41-42,Homepage

Total waste discharge and total ﬁnal waste disposal,
and measures for their reduction

P41-42,Homepage

Leakage of hazardous material etc. and measures for its prevention

P46
P46

Situations related to economic and social aspects inenvironment-friendly management

4.Initiative policies and strategies etc. for environmental
considerations in the value chain

P30

Homepage

4. Situations of biodiversity conservation and sustainableutilization of biological resources

P31-33、46P31-33、46

Initiative policies and services etc. for environmental
considerations in the value chain

Air pollution and life environment loads and measures
for their reduction

1. Situation related to the economic aspect inenvironment-friendly management
Situation of the economic aspect in business operators
Situation of the economic aspect in society
2.Situation related to the social aspect inenvironment-friendly management

7

P48
P48
P3-4