CSR Report

2020

Corporate Social Responsibility ReportCSR at the Central Glass Group

Contents

The Central Glass Group defines CSR as achieving our Corporate Philosophy. The Corporate Philosophy consists of the Basic
Philosophy and the Basic Policies which define the specific directions for achieving the Basic Philosophy. We have established the Central Glass Group’s Code of Conduct in order to sincerely practice corporate activities based in our Corporate
Philosophy.
In October 2019, we revised the Group’s Code of Conduct and encouraged all employees in our Group to adhere to its
guidelines to enhance the comprehensiveness of measures highly prioritizing quality and safety as a Monozukuri company.
ーCSR at the Central Glass Group ............................ 2

Midterm Plan (FY2018-FY2020)
The Central Glass Group has formulated a three-year Midterm Plan from
FY2018 to FY2020.
This plan raises the need to act quickly throughout the entire Groupto anticipate and be ready for environmental changes after the medium
term.

Corporate Philosophyー
Basic Philosophy“Creating a Better Future Through Monozukuri* ”
The Central Glass Group will contribute to the establishment of a truly prosperous society through the spirit of Monozukuri.
*Monozukuri refers to all the business activities in which the Central Glass Group engages with the basic stance of integrity andsincerity, including R&D, quality oriented manufacturing, and sales. In Japanese, the term Monozukuri can be broken down intomono (thing) and tsukuru (make). The combination of these terms means “making things”, or “manufacturing” in the context of theCentral Glass Group. We chose Monozukuri to represent the activities of the Group because the term encompasses not only themeaning of “manufacturing” but also the pride and dedication required to produce quality products that contribute to society.

Basic Policies• Endeavor to increase corporate value with global
growth as our driving force.
• Aim to be a vibrant enterprise with a pioneering spirit
and respect for diversity.

• Create new value through innovative technologies.
• Grow together with society while remaining
environmentally friendly.

Basic Policies
Achieve new growth by strengthening our business foundations and original technologies.
• Strengthen our business foundations by clarifying and focusing on ourpriorities.
• D eliver added value by anticipating the needs of customers andsociety.
• Ensure compliance and contribute to the development of society as a
global corporation.
Basic Strategies
1. Return to a medium- to long-term growth path.
• Pursue returns by selectively allocating management resources tobusiness fields targeted for growth.
• Secure funding for investments in growing areas through restructuringaccording to business and organizational characteristics.
• Boost earning power and efficiency as well as improve cash flows
through carefully selected investments.
2. Distribute cash flows based on a well-balanced consideration of shareholder returns, investments and financial discipline.
3. Continue strengthening R&D to ensure future growth.

Code of Conductーー

1. Be responsible for one’s own actions and engage in corporate activities with integrity and sincerity.
2. Place our highest priority on the quality and safety of our products and continue to meet customer needs.
3. Continuously pursue and refine one’s sense for original ideas and technologies.
4. S upport the realization of a society where everyone can live in comfort and good health, and contribute to theprotection of the global environment.
5. Proactively learn about different cultures and customs and create products desired by people around the world.
6. Respect the diversity of every individual and embrace the challenges of the future.

CSR System at the Central Glass GroupThe Group focuses on the idea that
Monozukuri starts with Hitozukuri as thefoundation of our corporate growth, and we
aim to create workplaces in which every
employee is able to demonstrate theircapabilities and skills to the utmost.

Midterm Plan

The Central Glass Group will fulfill our corporate social responsibilities through continual improvement efforts utilizing thePlan, Do, Check and Act (PDCA) cycle for every activity based on the CSR system outlined below.
The Group contributes to the realizationof a sustainable society while recognizing
the effect that our business activities
have on the environment. We strive to
reduce our environmental burden andgrow in harmony with the regions where
we do business.

Basic
Philosophy
Basic Policies

The Group carries out qualitycontrol initiatives that always placecustomer satisfaction first, so that
we can provide reliable products
and services to our customers.
With our business partners, we work
to build fair, equitable, and positive
relationships of trust.

2

CSR Report 2020

Employees

Customers
andBusiness
Partners

Shareholders
andInvestors

Code of Conduct

Management Target
2019 Results
Operating profit

FY2020 target in
the Midterm Plan

7.97 billion yen

Operatingprofit ratio

3.6%

ROE

3.9%

Total return ratio toshareholders

47.3%

18 billion yen
7.0% or more
6.0%

Business Outline of the Central Glass Group .......... 6
Products of the Central Glass Group ..................... 8Special Feature: Initiatives to Address Social
Issues at the Central Glass Group ...................... 10
Corporate Governance .................................... 12
Environment and Safety ................................. 16
Quality ......................................................... 23
Employees .................................................... 26
Society ......................................................... 30
Activities at Individual Plants ......................... 32

Editorial Policy
This CSR Report 2020 aims to accessibly provide more comprehensive information about our engagement with all of the Central Glass stakeholders
from our customers, business partners, and investors to employees andmembers of the local communities.
Reference Guidelines● Responsible Care Code of the Japan Responsible Care Council (JRCC)● ISO 26000 (Guidance on social responsibility)● 
Environmental Reporting Guidelines 2018 of the Ministry of the Environment
Report Period
April 2019 to March 2020 (Some exceptions)(The period for information related to health and safety as well as social andenvironmental activities of overseas affiliates was from January to December
2019.)
Scope of the Report
The Central Glass Group (Data was only gathered from the plants, research
centers, and headquarters of Central Glass Co., Ltd. along with some of ourdomestic and overseas affiliates.)

At least 30%
Central Glass Group and the Sustainable Development Goals

Operating Profit/Operating Profit Ratio(Hundred million yen)
200
Glass

8.0%

Chemicals

Total

Operating profit ratio

7.0%

150

6.0%

Sustainable Development Goals (SDGs) are international objectives to beachieved by 2030 that were adopted at the United Nations Summit heldin September 2015. These objectives consist of 17 goals with 169 targets
to achieve a sustainable world.
The Central Glass Group works toward the targets set out by the SDGs
through various business activities with the aim of contributing to society
and the sustainable growth of the Group.

5.0%

100
Local
Communities

President’s Message ............................................ 4

4.0%
The Group strives to realize rapid andhighly transparent information disclosure.
Through our financial results, briefings,
and publications, we are working toprioritize communication with all shareholders and investors.

50

3.0%
2.0%

0
-50

1.0%
2017 Results

2018 Results

2019 Results

2020 Results

0.0%

CSR Report 20203

President’s Message

Contributing to the Establishment ofa Truly Prosperous Society ThroughMonozukuri

Corporate Philosophy
The Central Glass Group has formulated a Basic Philosophy to contribute to the establishment of a truly prosperous society as part of its Corporate Philosophy to create abetter future through Monozukuri. We will engage in our
Corporate Philosophy using the Basic Policies as a guiding light to achieving this mission.
Monozukuri is a concept encompassed in all of ourcorporate activities from research and development tomanufacturing and sales as a sincere business practicewhich forms the foundation of the Group.
We have established the Central Glass Group’s Codeof Conduct under our Corporate Philosophy and requested all employees in our Group follow it while engaging in sincere corporate activities for the Group’s
stakeholders.
However, quality-related compliance issues caused byoutsourcing contractors that came to light in 2017 and2018 violate our Group’s Code of Conduct and are taken
as a matter of great concern.
As a Monozukuri company, we have implemented occupational safety for employees as a requisite action,and in addition revised the Central Glass Group’s Code of
Conduct in order to take the initiative to thoroughly prioritize the quality and safety of our products. We shared
the importance of the Code of Conduct once again withall of our employees through a video message where I explained the background and purpose of these revisions.

4

CSR Report 2020

In the future, we will monitor the implementation status of the revised Code of Conduct and make efforts toprevent the recurrence of similar issues throughout theentire Central Glass Group.

Compliance
We must adhere to laws and regulations in our businessactivities, and therefore, compliance is an indispensable requirement to fulfilling our corporate social responsibility.
The Central Glass Group is committed to compliance.
We continually heighten the transparency and fairness of
all management, and have established a system thatclarifies the supervisory function of directors and thebusiness execution duties of executive officers, in orderto further enhance corporate value as well as expand revenue toward achieving a society in which all people canlive in comfort and good health.
In the future, we will also strive to consistently improve an efficient and rational organizational structurethat can swiftly respond to changes in the business environment.
To address the problems faced in quality compliance,
our Group has also established Quality Guidelines tied to
the Central Glass Group’s Code of Conduct above to supplement internal and external accountability from astance of enhancing the effectiveness of future measures. We also restructured our quality assurance depart-ments and reviewed the quality assurance system, including revising quality assurance rules, to effectively
put these high-level concepts, the Guidelines and theCode of Conduct, into practice.
Furthermore, we are reinforcing governance by reemphasizing the importance of compliance throughout theGroup to develop human resources as well as corporate
culture on a foundation of “sincerity” in business.

Creating a Vibrant Corporate Culture
Our Group conducts human resource development andformulates its personnel systems based on the belief that
Monozukuri is about developing human resources (Hitozukuri).
Our efforts to promote diversity have led to not only
actively employing non-Japanese employees and persons
with disabilities but also increasing the ratio of female
employees, reemployment of people past retirement age,and hiring of mid-career applicants who have gained experience at other companies.
We have also strengthened programs to support mental
healthcare, child raising, and nursing care to build anenvironment that can bring out the full capabilities andskills of each individual. Our Group works to cultivate avibrant corporate culture where every employee can feelthemselves grow and reach their full potential while gaining motivation to work over the long term.

Tackling Social Issues
Our Group focuses on initiatives that confront environmental
issues to contribute to the establishment of a truly prosperous society.
As one of these initiatives, we are furthering developmentof hydrofluoroolefin products with a low global warming potential to help mitigate climate change, which has become aproblem worldwide.
The Protect the Ozone Layer, Prevent Global WarmingAwards held by the NK Industrial Research Institute recognized the benefits of this product line of hydrofluoroolefinsby awarding HFO-1233zd (E) used in insulation foam theGrand Prize in 2014 and CELEFIN® 1233Z (HFO-1233zd(Z)) used in detergents and cleaning solvents the Minister of
Economy, Trade, and Industry Prize in 2019.
Our Group will continue to take initiative toward solving
environmental issues as high priority activities.
We look forward to the ongoing understanding andsupport from all of our stakeholders as we move into the
future.

Tadashi Shimizu
Representative Director,
President & CEO
Central Glass Co., Ltd.

CSR Report 20205

Business Outline of the Central Glass Group◆ Major Products of Each Segment
Float glass, figured glass, wired glass, heat reflective glass, fabricated glass (tempered glass, heat-resistantArchitectural Glass

Basic Chemicals

tempered glass, laminated glass, insulating glass units, security glass), mirrors, anti-fog mirrors, decorated
glass, screen glass, thin flat glass for LCDs, chemical tempered glass, glass powder and glass paste

Glass Business

IR-cut glass, UV-cut glass, glass antennas, privacy glass, module glass, acoustic glass, defogging glass,

Automotive Glass

Active ingredients & intermediates for pharmaceuticals/agrochemicals, fluorine organic/inorganic com-

Chemicals
Business

Fine Chemicals

pounds, high purity fluorine gases, electronic materials, electrolytes for lithium-ion batteries, fluorine organic/inorganic reagentshead-up display glass, and other various safety glasses

Glass Fiber

Hydrofluoroolefin, polyaluminum chloride, gypsum, and hydrofluoric acid

NPK compound fertilizer, NK compound fertilizer, coated fertilizer, organic chemical fertilizer, fertilizer mate-

Fertilizers

Continuous glass fiber, glass wool

rials, microbiological agents/materials* The Glass Fiber Business shifted from the jurisdiction of the Chemicals Business to the Glass Business on April 1, 2019.

EuropeAsia

Company Name

Location

Main Business Operations

Company Name

Glass
Carlex Glass
Luxembourg, S.A.

Luxembourg

Manufacture and sale of automotive glass

Central Glass
Germany GmbHGermany

GMP contract manufacturing ofactive pharmaceutical ingredients

Central Glass
Europe Limited

UK

Investigation and information services

Central Glass
Czech s.r.o.

UK

Czech Republic

Manufacture and sale of fluorinated chemicals
Manufacture and sale of electrolytes for secondary lithium-ion
batteries◆ Corporate Outline (As of March 31, 2020)
Company Name
Established6

Central Glass Co., Ltd.
October 10, 1936

Number of
Employees

1,631 (6,440 consolidated)

Capital18,168.28 million yen

Listed Stock
Exchange

CSR Report 2020

Location

Main Business Operations

Tokyo Stock Exchange

Taiwan Central GlassCo., Ltd.
Yue Sheng IndustrialCo., Ltd.
Saint-Gobain Central
Sekurit (Qingdao) Co.,Ltd.

TaiwanTaiwanChina

Manufacture and sale of processed
glass for electronic materials
Manufacture and sale of automotive
glass and interior parts for automotive
Manufacture and sale of automotive
glass

Chemicals
Giga Gas & Electronic
Materials Company
Giga Gas & Electronic
Materials (Singapore)
Pte. Ltd.

The Americas

Company Name

Location

Main Business Operations

Company Name

TaiwanSale of special gases for information andelectronic industries, and chemical
products

Singapore

Sale of special gases for information andelectronic industries, and chemical
products

Giga Gas & Electronic
Materials Trading(Shanghai) Co., Ltd.

China

Zhejiang Central Glass
Chemspec Company Ltd.

China

Central Glass Trading(Shanghai) Co., Ltd.

China

Jiangxi Tinci Central
advanced materials Co.,
Ltd.

China

Zhejiang Britech
Central Glass Co., Ltd.

China

JCEL Co., Ltd.

South
Korea

Central Glass Korea Co.,
Ltd.

South
Korea

Central Glass Company
India Private Limited

India

Japan Vietnam Fertilizer
Company

Vietnam

Sale of special gases for information andelectronic industries, and chemical
products
Manufacture and sale of electrolytes forsecondary lithium-ion batteries and fluorinated chemicals
Wholesale and import/export of glass
products, chemical products, chemicalfertilizers, glass fiber, and other products
Manufacture and sale of raw material forelectrolytes for secondary lithium-ion
batteries
Manufacture and sale of special gases
for semiconductors
Manufacture and sale of and technicalservice for electrolytes for secondary
lithium-ion batteries
Wholesale and import/export of glass
products, chemical products, chemicalfertilizers, glass fiber, and other products
Wholesale and import/export of glass
products, chemical products, chemicalfertilizers, glass fiber, and other products
Manufacture and sale of chemical fertilizers

Location

Main Business Operations

Glass

Glass

Glass

Chemicals

Apollo Scientific
LimitedJapan
Central Glass Sales Co.,
Ltd.
Central Glass Engineering Co., Ltd.
Tohoku Glass Engineering Co., Ltd.
Bishu Silica Sand Co.,Ltd.
Mie Glass Industry Co.,
Ltd.
Central Glass Plant
Services Co., Ltd.

Tokyo
Tokyo
Miyagi
Aichi
Mie
Mie

Central Saint-GobainCo., Ltd.
Central Glass Module
Co., Ltd.
Japan Tempered &Laminated Glass Co., Ltd.
Central Glass Fiber Co.,Ltd.
Sowa Transportation andWarehouse Co., Ltd.
Central Insulation
Co., Ltd.

Tokyo
Tochigi
Gifu
Mie

Carlex Glass
America, LLC

Construction, wholesale, sale, and installationof architectural and residential glass
Contracted work and construction of architectural glass
Contracted work and construction of architectural glass

Manufacture of float glass and manufacture and sale of fabricated automotive glass

US

Chemicals
SynQuest Laboratories, Inc.
Central GlassInternational, Inc.

Refinement of silica sand and gravel

Manufacture, processing and sale of fluorinated chemical products
Investigation and information services, saleof goods

US
US

Manufacture and sale of secondary fabricatedproducts of flat glass
Manufacture and sale of crates and pallets, cutting
and secondary processing of flat glass, maintenanceof manufacturing facilities, and manufacture and repair of machines and equipment
Purchase, sale, import and export of automotive glass and other glass products
Manufacture, processing, and sale of automotive parts, etc.
Manufacture of automotive glass and processed architectural glass
Manufacture, sale, and processing of continuous
glass fiber, glass wool, and related products

Osaka

Warehousing and freight transport services

Aichi

Manufacture and processing of glass wool
products

Central Chemical Co.,
Ltd.

Tokyo

Manufacture, processing, and sale of coatedfertilizer, ammonium chloride, chemical fertilizers and other related products

Tosho Central Co., Ltd.

Tokyo

Central Engineering Co.,Ltd.

Yamaguchi

Chemicals

Ube Analytical Center
Co., Ltd.
Ube Yoshino Gypsum
Co., Ltd.

Yamaguchi
Yamaguchi

Sale of merchandise, insurance agent business, freight-hauling business, and packaging
and loading
Design and construction of various plants,
manufacture and repair of machines andequipment
Analysis services for various chemical products, fertilizers, etc.
Manufacture of gypsum plaster◆ Business Sites in Japan
Kowa-Hitotsubashi Bldg., 7-1 Kanda-Nishikicho 3-chome,
Chiyoda-ku, Tokyo
Chemical Research Center
17-5 Nakadai 2-chome, Kawagoe City, Saitama Prefecture
Chemical Research Center (Ube) 5253 Okiube, Ube City, Yamaguchi Prefecture
Glass Research Center
1510 Okuchi-cho, Matsusaka City, Mie Prefecture
Ube Plant
5253 Okiube, Ube City, Yamaguchi Prefecture
Matsusaka Plant
1521-2 Okuchi-cho, Matsusaka City, Mie Prefecture
Matsusaka Plant Sakai
6 Chikko-Minamimachi, Sakai-ku, Sakai City, Osaka
Manufacturing Site
Prefecture
10-2 Ukishima-cho, Kawasaki-ku, Kawasaki City,
Kawasaki Plant
Kanagawa Prefecture
Head Office

Net Sales and Ordinary Income (Consolidated)

Number of Employees(Unit: million yen)

(Unit: people)

227,810

Net sales

229,901

Ordinary income

222,469

FY2019 Sales by Segment (Consolidated)

Non-consolidated

7,106

Consolidated

35%

6,440

Chemicals
Business

6,832

78.2

billionyen

11,169
8,565
6,327
1,666

1,633

1,631

Total

222.5

billion yen

65%
Glass
Business

144.2
2017

2018

2019 (FY)

2017

2018

2019 (FY)billion yen

CSR Report 20207

Products of the Central Glass Group11

12

The Central Glass Group supplies products related to the fields of glass and chemicals. The Group supports many aspects of a comfortable daily life such as providing raw materials for glass products used in commercial buildings, residences and automobiles, as well as raw materials for industrial products, materials supporting industrial production
processes, fertilizers, and pharmaceutical products. The Central Glass Group develops and provides environmentallyfriendly products and products that take people’s health and safety into consideration.

1
10

3

4

Intermediate
Layer

2 Exterior

Inside

6

8
9

5

8

Glass

Glass Fiber

1

Architectural GlassGlasses like eco-glass, security glass, and soundproof
glass that save energy and contribute to more comfortable interiors.

5

Resin-Reinforced Materials (Bathtubs, etc.)
Continuous glass fiber widely used in such diverse applications as fiber-reinforced plastics for bathtubs,
housing, automobiles, ships, and electronic products.

2

Automotive GlassLaminated glass and tempered glass for automotive
windows, and high-performance glass such as heat-insulating glass that contributes to environmental protection.

6

Automotive Sound-Absorbing Materials
Glass wool, a noncombustible and fire-resistant material
used for heat insulation and sound absorption in automobiles, railcars, etc.

3

Glass for Touch Panels
Ultra-thin glass for touch sensor panels and cover glass.

4

Lead-Free and Anti-Fog Mirrors
Environmentally friendly lead-free mirrors that do notcontain the harmful components usually used in backcoatings, and anti-fog mirrors with special coatings applied to their surfaces in order to prevent fogging.

CSR Report 2020

Basic Chemicals

7

Blowing Agent for Insulation Foams
H ydrofluoroolefin blowing agent which is used in insulation
foams used for housing and freezer showcases. Hydrofluoroolefin is an environmentally friendly fluorocarbon material that has low global warming potential and does notdamage the ozone layer.

8

Fluorine Cleaning Agents and Solvents
Hydrofluoroolefin fluorocarbon materials used in cleaning agents for thorough degreasing of metal parts, indetergents for dry cleaning, as well as in solvents for
special coatings.

Fine Chemicals

9Electrolytes for Lithium Ion Batteries
For applications such as in electric vehicles and hybrid vehicles.

10

Active Ingredients & Intermediates for Pharmaceuticals
Active ingredients and intermediates for pharmaceuticals
such as anesthetics and antiulcer drugs utilizing fluorine

chemicals and other technologies developed in-house atCentral Glass Co., Ltd.

11

Fluorine Products for Electronic Materials
Fluorine-based process gases, cleaning gases, and resist
materials employed in the production of semiconductors
and LCD panels used in computers and smartphones.

Agri-Bio

12

Environmentally Friendly Agricultural Materials
Coated Fertilizer Cera-coat®
A controlled-release fertilizer developed based on theconcepts of ideal fertilizing effect, saving labor, low cost,and environmental friendliness. Highly effective, so lessof the product needs to be used.
Microbial Control Agents
Anti-microbial agricultural chemicals suitable for organicallyor specially cultivated agricultural products. Extremely safefor humans, animals, and crops. Can be used until just before harvest, without being counted as pesticide use.

Chemicals Business

Glass Business

7

CSR Report 20209

Special Feature

Initiatives to Address Social Issues at the Central Glass GroupThe Central Glass Group strives to find various solutions to address social issues.
This special feature introduces our products developed through the success of years of research that contribute to reduce the Group’s environmental impact.

Glass BusinessInitiatives to Transition from Lead to Lead-free Mirrors— Achieving a Lead-free Paint for Backside Coating of Mirror toPrevent Corrosion (Oxidation) of Silver and Copper Films —Initiatives to Transition to a Lead-free Mirror
Back Coating
Mirrors have been broadly utilized as an interior item
around us in our daily lives, located in houses, offices,
restaurants, and hotels, and are an essential part of ourlives. “Mie Mirror” has been well known as a glass brandof the Central Glass Group and provided as high-quality
products for many years. As a result, it is highly praised bycustomers.
The structure of “Mie Mirror” consists of float glass,silver film as the reflective surface, copper film, and aback surface coating (see diagram). The paint for theback surface is required to have high anti-corrosion performance because silver and copper films easily oxidize
and corrode. Conventional backside paints contain leadbased pigments due to their superior anti-corrosive effect; however, lead is an environmentally hazardous substance. Therefore, it was imperative to find a lead-freealternative.
The Group had been developing a lead-free backside
paint for mirrors as an initiative to address societal
needs, contribute to the global environment, and work
toward the Sustainable Development Goals (SDGs). The
challenge was to achieve high anti-corrosive performancewith a lead-free backside paint. The Group succeeded inrealizing a level of efficacy beyond conventional leadcoatings by enhancing the coating composition, adjusting the firing temperature, and optimizing other manufacturing processes.
In June 2018, the Group requested all of its business
partners change to the new lead-free products and began
gradually supplying these products as the business partners accepted. As of May 2020, all of the Group’s business partners have completed the transition to the leadfree products. The success in developing a lead-freemirror back coating has also contributed to a reduced
environmental impact because glass polishing waste that
does not contain lead does not need to be processed as
specially-controlled industrial waste.

Central Glass Receives the Minister of Economy, Trade,and Indus tr y Prize for the Development andCommercialization of Low GWP Fluorine-based Solvents

Cross-Section of Mirror

Backside Coating
Copper Film

Silver Film

Float Glass

VOICE
Yukihiro Ougitani
Central Glass Plant
Services Co., Ltd

CSR Report 2020

Fuyuhiko Sakyu
Technical Service TeamSales Section
Chemical Sales Department

We provide the technical support to promote thenew environmentally friendly solvent.
We established a dedicated laboratory equipped with cleaning machines and various analytical instruments for testing
the solvent at the production site of CELEFIN® 1233Z in
Kawasaki Plant.
We demonstrate cleaning tests, basic evaluations, andverification tests using actual machines in front of customers
and provide technical support to customers who decide to
adopt CELEFIN® 1233Z.
We further support our customers who adopt 1233Z byproviding advice on liquid management, carrying out individual tests for technical issues that customers face, andproposing solutions.
In the future, we will continue to promote the wide use of
CELEFIN® 1233Z through a finely tuned support system.

Features of CELEFIN® 1233Z
Ecofriendliness

SafetyWe make eco-friendly products.
Although there has long been a demand to avoid theuse of harmful lead, the development of lead-free mirrors with performance equal to or better than conventional leaded mirrors has been a very difficult task.
Satisfactory performance cannot be obtained merely
by improving the composition of the paint.
We finally succeeded in developing a lead-free mirror
through the creativity, ingenuity and hard work of engineers who meticulously refined the coating properties andproduction processes.
We will continue to strengthen the brand power of“Mie Mirror” with the goal of embodying Monozukuri
to develop products that can contribute to protect the
global environment.

VOICE

Hydrochlorofluorocarbons (HCFC) with high Ozone Depletion Potential (ODP) and hydrofluorocarbons (HFC) having an extremely
high Global Warming Potential (GWP) are widely used as conventional industrial fluorine-based solvents.
In order to meet the increasingly strict regulations on solventswith a high environmental impact, Central Glass Co., Ltd. developed the HFO chemical compound CELEFIN® 1233Z (hereinafter“1233Z”) as an eco-friendly fluorine-based solvent with both an
ODP of zero and a GWP of less than one. In October 2015, theCompany was the first in the world to start commercial productionof such a solvent.
The Company has succeeded in the utilization of CELEFIN®
1233Z, developing various applications with customers from morethan 200 companies located both within Japan and abroad, including applications such as cleaning oils from metal components, precision cleaning of electronic components, dry-cleaning clothes, andlubricating medical equipment. 1233Z earned high evaluations
from the market for its effectiveness.
In September 2019, the Company won the Minister of Economy,
Trade, and Industry Prize in the 22nd Protect the Ozone Layer,
Prevent Global Warming Awards in recognition of its development
and commercialization of low GWP fluorine-based solvents.
The demand for 1233Z is expected to boom worldwide after all
HCFCs are banned in 2020. The Central Glass Group will continue
to strive to provide a stable supply of 1233Z.

CleansingHandling❶ Zero ODP
1233Z has practically no ODP anddoes not damage the ozone layer.
❷ Low GWP
1233Z has a lower GWP thancarbon dioxide (CO2) and has only
a minimal influence on global
warming.

❶ Cleansing power
1233Z has a KB value of 34 with excellent oil solubility.
❷ Drying properties
1233Z has a reasonable boiling point andvaporizes at low heat for excellent drying.

❸ Permeability
1233Z has low surface tension and suitable
precision cleaning.

❶ Liquid management❶ Incombustible
1233Z has no flash point or
flammable range.

1233Z is easy to manage as a liquid (distillation
regeneration, etc.) because it is a pure substance that does
not contain any additives.

❷ Low toxicity
The threshold limit is 100 ppm.

1233Z can be used with existing fluorine, chlorine andbromine-based cleaning equipment.

❷ Equipment❸ Relevant laws and regulations

1233Z is not regulated by the PRTR law, the Industrial
Safety and Health Act, or other laws and regulations.

Performance Comparison
Item
Ozone Depletion
Potential (ODP)

Environmental
Global Warming
Performance
Potential (GWP)

SafetyUnit

CELEFIN® 1233Z

HFO-1233zd (E)ZEM-SCREEN®

HFC-245fa

CFC-11=1

≒0

≒0

0

CO2=1

<1

1

(HFO-1233zd (Z))(Discontinued)(Discontinued)

HCFC-141b

1-bromopropane(Third-party product)(Third-party product)

HFC-365mfc

Methylene chloride

0

0.03

0.11

0.0049

0

0.007

<1

858

127/525

782

0.3

804

9
0.4 years(HFO-1234ze (E))

HCFC-225ca/cb(Third-party product)

Atmospheric Lifetimeー

12 days

26 days

16 days

7.7 years

1.9 years/5.9 years

9.2 years

11 days

8.7 years

Flash Point

°C

None

None

N/A (Gas)

None

None

None

None

None

None

Flammable Range

vol%

None

None

5.6 to 14.4

None

None

9.4 to 15.5

4.0 to 7.8

3.6 to 13.3

14 to 22

Toxicity andThreshold Limit(Manufacturer
Estimates)

ppm

100

800

800

300

100

500

0.5*

1000

50*

Protect the Ozone Layer, Prevent
Global Warming Awards

10

Next-generation Fluorine-based Solvent CELEFIN ® 1233Z
Widely Used As Superior Eco-Friendly, Cleansing, Safe, andEasy-to-Handle Solvent

Chemicals
Business

22nd Minister of
Economy, Trade, andIndustry Prize 201917th Grand Prize 12th Grand Prize
2014
2009

* Values recommended by the Japan Society for Occupational Health

CSR Report 202011

Corporate Governance

Increasing Transparency and
Fairness of Overall Management

Board of Directors

Organizational Chart for Corporate GovernanceAppoint

Appoint

Shareholders’ Meeting

Board ofCorporate
Auditors

ReportNomination/
Remuneration Committee

Board of Directors
Supervise

Audit

Coordinate

Accounting Audit

Directors

Accounting
AuditorSupervise
Audit

Coordinate

Audit

Executive Officers
Business Sites and Affiliate Companies

Deliberate/Investigate/Instruct/Educate● Environment Safety Promotion Committee ● Anti-Monopoly Law Compliance Committee● Group Quality Compliance Committee● Financial Reporting Risk Assessment Committee ● Compliance Promotion Committee, etc.
● Security Trade Control Committee

12

CSR Report 2020

The Board of Corporate Auditors generally meets once amonth to deliberate and resolve important auditing issues.
Corporate Auditors also share information and frequently
exchange opinions with each other. In addition they meet
periodically with the Representative Director to discuss
important matters of management and auditing.
The Corporate Auditors attend important meetings suchas those of the Board of Directors, and audit the performance of duties that are carried out by the Directors andExecutive Officers, as well as the performance of duties ofeach department and affiliate of the Group.

Audit Department
The Central Glass Group has established the Audit Department at the head office for the purpose of managing
internal control systems related to internal audits andfinancial reporting.
Internal audits are carried out to maintain the effectiveness and efficiency of group-wide operations, conserve resources, and manage compliance to laws andregulations as well as to internal rules. Operating audits
are also conducted preemptively to prevent dishonest
practices. Through these audits, the Audit Department
strives to sustain appropriate and efficient business operations by providing counsel and advice about improvements when necessary.

The Central Glass Group has set up the Environment
Safety Promotion Committee as an organization to promote group-wide Responsible Care activities in order tosecure the environment, safety, and health throughout
the entire life cycle from development to disposal of products based on the Responsible Care management policies.
In FY2019, the Environment Safety Promotion Committee presented to the Group the group-wide report for Safety
and Health Management Policy, Environment Policy andthe Responsible Care activities implemented in FY2018, as
well as the Group-wide activity plans in FY2019 founded ineach policy, in addition to reporting the activities of the
manufacturing and R&D divisions in order to share information and promote continuous improvement.
Committee Composition (As of April 1, 2020)
Chairperson

Executive Officer in charge of the Environment
and Safety Department

ViceChairpersons

Executive Officer (Deputy) in charge of the Environment and Safety Department

Committee
Members

General Managers of the Personnel Department,
Glass Manufacturing Technology Center, Glass
Quality Assurance Department, Chemicals Technical Planning & Management Department,
Chemicals Production Engineering Center,
Chemicals Quality Assurance Department, Environment and Safety Department, Quality Assurance Division, Chemical Research Center, Glass
Research Center; Plant Managers of Ube Plant,
Matsusaka Plant, Kawasaki Plant; and the Site
Manager of the Matsusaka Plant Sakai Manufacturing Site

Observers

Corporate Auditors

CSR Report 2020

Activities at Individual Plants

Coordinate

Board of Corporate Auditors

Environment Safety Promotion Committee

Society

Audit
Department

Management Committee

Accounting Audit

The Management Committee generally meets once aweek, in line with the regulations governing its activities,
to deliberate and resolve important issues affecting theexecution of business, and to deliberate proposals to be
put forward to the Board of Directors.

Employees

Appoint

Management Committee

Quality

The Central Glass Group is continually increasing thetransparency and fairness of our overall management,
and strives to establish an efficient and rational organizational structure that can swiftly respond to changes inthe business environment in order to further enhance ourcorporate value and expand our revenue.
This is our fundamental concept of corporate governance. Based on this concept, we position our Board of
Directors and Board of Corporate Auditors as the foundation of our corporate governance. In addition, we haveadopted an executive officer system. By separating decision-making regarding important business matters, thesupervision of business execution, and the actual execution of business, we have slimmed down the Board of Directors to make management more efficient and prompt.
We have, in addition to an assigned Accounting Auditor in accordance with the Companies Act, an Audit Department for the purpose of internal auditing, which conducts audits of the full range of activities of Central
Glass Co., Ltd. and our affiliates, and reports its findings
to the Representative Director and the Board of Corporate Auditors.
The Board of Corporate Auditors, the Accounting Auditor, and Audit Department staff exchange informationand opinions, ensure coordination, and share problems
to embrace and rationalize the auditing process.

Environment and Safety

Corporate Governance

As a rule, the Board of Directors meets once a month, or
when necessary, to deliberate and resolve legal and important managerial issues in line with the regulations
covering the Board of Directors, and supervises the execution of business by the Directors and Executive Officers including the Representative Director.
Independent Outside Corporate Auditors and Outside
Directors, who have no potential for a conflict of interest
with ordinary shareholders, ensure fairness within the
Board of Directors and serve the role and function of rejecting arbitrary decisions made by the Board of Directors.

Corporate Governance

The Central Glass Group has established a corporate governance structure toincrease transparency and fairness of our overall management as well as toimprove efficiency and speed. We carry out initiatives to raise all employees’
awareness of compliance in order to practice sincere corporate activities.

In FY2019, they conducted operating audits based on
the annual plan. When counsel or advice about improvements was given through the audit, they provided continual support until improvements were implemented.
They also raise awareness about the Central GlassGroup Policy Initiative each year and evaluate the effectiveness of internal control at important sites from an objective standpoint as management of its internal control
system for financial reporting.
In FY2019, they conducted assessments in line withthis policy initiative and submitted an internal control report that analyzed its effectiveness for the group-wide financial reporting as of March 31, 2020.
The Audit Department also convenes regularly andwhen necessary to cooperate with the Corporate Auditors.
The mutual exchange of information and establishmentof a cooperative framework drives the comprehensivenessand efficiency of audits.

13

Corporate Governance

Increasing Transparency and Fairness of Overall Management
Committee Composition (As of April 1, 2020)
Chairperson Representative Director
General Managers of the Glass Business Planning &Development Department, Chemicals Technical Planning & Management Department, Information &Computer System Department, Glass Sales Department, Automotive Glass Department, Glass Manufacturing Technology Center, Chemicals Sales Department, Medi-chemicals Sales Department, Specialty
Chemicals Sales Department, Electronic Materials
Sales Department, Energy Materials Sales Department, Chemicals Business Planning Development
Department, Agri-Bio Business Promotion Department, Glass Fiber Department, Environment and
Safety Department, Chemical Research Center, andGlass Research Center

OutsideCommittee
Members

General Manager in charge of exports and imports at
Tosho Central Co., Ltd.

Observers

Corporate Auditors and General Manager of the Audit
Department(1) Emergency response meetings: Rapidly responds toany quality and product safety issues(2) Corrective action meetings: Defines comprehensive
measures to prevent any recurrence.
(3) Quality promotion meetings: Promotes PDCA quality
activities

Environment Safety Promotion Committee

Anti-Monopoly Law Compliance Committee

Corporate Officer in charge of quality assurance

ViceChairpersons

General Manager of the Quality Assurance Division

Committee
Members

General Managers of the Corporate Administration
Department, Purchasing Department, Glass Sales
Department, Automotive Glass Department, GlassBusiness Planning & Development Department,
Glass Manufacturing Technology Center, Glass
Quality Assurance Department, Chemicals Sales
Department, Medi-chemicals Sales Department,
Specialty Chemicals Sales Department, Electronic
Materials Sales Department, Energy Materials
Sales Department, Chemicals Business Development Department, Chemicals Technical Planning& Management Department, Chemicals Production
Engineering Center, Chemicals Quality Assurance
Department, Agri-Bio Business Promotion Department, Glass Fiber Department, General Manger of
the Chemical Research Center, Deputy General
Manager of the Chemical Research Center, General Manager of the Glass Research Center, Plant
Managers of the Ube Plant, Matsusaka Plant, Kawasaki Plant, Site Manager of Matsusaka Plant
Sakai Manufacturing Site, Presidents of affiliatecompanies (main affiliate companies)

Committee Composition (As of April 1, 2020)
Executive Officer in charge of the Corporate Administration Department

Committee
Members

General Managers of the Corporate Administration Department, International Business Department, Purchasing Department, Glass Sales Department, Automotive Glass Department, Glass Business Planning &Development Department, Glass Manufacturing Technology Center, Chemicals Sales Department, Medi-chemicals Sales Department, Specialty Chemicals
Sales Department, Electronic Materials Sales Department, Energy Materials Sales Department, Chemicals
Business Planning & Development Department,
Chemicals Technical Planning & Management Department, Agri-Bio Business Promotion Department, andGlass Fiber Department
Corporate Auditors; General Manager of the Audit
Department; Tosho Central Co., Ltd.; Central Chemical Co., Ltd.; Central Glass Fiber Co., Ltd.; and Central Saint-Gobain Co., Ltd.

Group Quality Compliance Committee
The Central Glass Group had complied with the articles andprovisions in the Product Liability Act through the Product
Safety Committee. In March 2020, the Group replaced theProduct Safety Committee with the Group Quality Compli14

CSR Report 2020

Corporate Auditors

Committee Composition (As of April 1, 2020)
Chairperson Executive Officer in charge of the Finance & Accounting Department
Committee
Members

Executive Officers in charge of the Corporate Administration Department, Audit Department; General Managers of the Finance & Accounting Department, Corporate
Administration Department, and Audit Department

Observers

Corporate Auditors

Security Trade Control Committee
For the purpose of sustaining international peace and safety
and preventing the stockpiling of weapons of mass destruction
as well as conventional arms, the Central Glass Group exports
goods and provides technology in accordance with regulations
based on export and trade laws, such as the Foreign Exchange
and Foreign Trade Control Act which regulates trade regarding
supplying exports of cargo as well as providing technology to
non-residents and to foreign countries. We act under a basic
policy to never breach such laws and have established the Security Trade Control Program to fully raise internal awarenessabout this policy as well as a Security Trade Control Committee to thoroughly implement this program.
In FY2019, the Security Control Committee thoroughlyraised awareness about compliance with laws and regulations
by providing reports on the classification of exported productsof the Glass Segment and Chemicals Segment; distributing information on major amendments to laws, regulations and policies; and sharing the results of internal audits.

Observers

Corporate Auditors

Compliance with the Corporate Governance CodeCentral Glass Co., Ltd. regularly publishes a corporate governance report that includes its compliance activities andperformance in accordance with the amendments enacted
to the Corporate Governance Code (hereafter referred to as
CG Code) by the Tokyo Stock Exchange in June 2018.
In FY2019 an advisory body to the Board of Directors
deliberated on Shareholders’ Meeting proposals on the appointment, dismissal and remuneration of directors andcorporate auditors, as well as on proposals for the selection and termination of representative directors and executive directors. In addition the body carried out and regularly reviewed fair, rapid and decisive decision-making
functions in accordance with the CG Code to enhance medium- to long-term corporate value and ensure the Company’s sustainable growth through measures such as establishing the operation of a “Nomination and Compensation
Committee” to report to the Board of Directors.

The Central Glass Group has unfortunately had some quality issues over the last two years. In 2017 certain installations by the OEM of our Super Firelex glass products, which are a special fireproof equipment (fire-resistant door), did
not meet the specifications approved by Japan’s Ministry of Land Infrastructure and Transport. In 2018 the JIS certification for one of the Central Glass Group’s plants was revoked when it was discovered that some products at theplant, formerly owned by FUJIHARDWARE Co., Ltd. and acquired by Group company Central Glass Plant Services
Co., Ltd., had not undergone re-heating treatment.
The entire Central Glass Group sees these matters as serious compliance issues and has worked to reform the quality assurance system. The Group has established Quality Guidelines tied to the Central Glass Group’s Code of Conduct
to supplement internal and external accountability from a stance of enhancing the effectiveness of future measures.
We also have restructured our quality assurance departments and reviewed quality assurance systems, including revising quality assurance rules, to effectively put these high-level concepts into practice. Furthermore, we are reinforcing
governance through reemphasizing the importance of compliance throughout the Group to develop human resources
and corporate culture on a foundation of “sincerity” in business.

CSR Report 2020

Activities at Individual Plants

Observers

Observers

The Central Glass Group evaluates and analyzes the influence of management decision-making and accounting
records on financial reporting. We have set up the Financial Reporting Risk Assessment Committee to ensure thereliability of financial reporting.
In FY2019, the Financial Reporting Risk Assessment
Committee carried out activities focused on evaluating
and analyzing past and potential events carrying financial
reporting risk caused by internal and external factors inorder to prevent financially risky reporting and presented
them to the Management Committee when necessary.

General Managers of the Corporate Administration
Department, Personnel Department, and Audit Department

Society

Chairperson

Financial Reporting Risk Assessment Committee

Committee
Members

Employees

Chairperson

Committee Composition (As of April 1, 2020)
Chairperson Executive Officer in charge of the Corporate Administration Department

Quality

The Central Glass Group has established an Anti-Monopoly Law compliance system and set up the Anti-Monopoly
Law Compliance Committee as an organization to promote adherence to the Anti-Monopoly Law.
In FY2019, while primarily conducting internal education in the sales division, the Anti-Monopoly Law Compliance Committee also verified whether any information wasdisclosed that may conflict with the Anti-Monopoly Law,
examined the trends in detection of cartels, and surveyed
subcontracting relations. Furthermore, the committee also
provided education about the Act Against Delay in Payment of Subcontract Proceeds, etc. to Subcontractors
through outside instructors and engaged in activities toensure compliance with the Anti-Monopoly Law.

 ommittee Composition (As of April 1, 2020)
C(Group Quality Compliance Committee Quality Promotion Meeting)

The Central Glass Group has established a Compliance
Manual to promote compliance. We have also set up theCompliance Promotion Committee as an organization toassess and deliberate on matters related to compliance.
In FY2019, the Compliance Promotion Committee revised the Compliance Manual after the discovery of quality compliance issues and announced the changes to all
employees. The Compliance Promotion Committee also
put in place an internal reporting system encompassing
affiliate companies, responded to internal reports, andconducted compliance promotion education.

Environment and Safety

Committee
Members

Compliance Promotion Committee
Corporate Governanceance Committee as a Group-wide organization to further
strengthen the quality assurance system of the entire Central Glass Group, including product safety activities.
The Group Quality Compliance Committee promotes quality control activities through the meeting committee structure below.

15

Environment and Safety

Promoting Responsible
Care Activities

FY2019 Targets and Performance Results“Everything is for people and the global environment.”
The Central Glass Group will strive to enrich society through measures that
ensure the protection of the global environment and the health and safety ofpeople through Responsible Care activities.

The Central Glass Group established the Environment
Safety Promotion Committee with the Environment and
Safety Department acting as the secretariat to promote
Group-wide environment and safety efforts. The head office, research centers, plants and affiliate companies incorporate items unique to each business site into a general activity plan and engage in specific environment andsafety initiatives.

Management
Committee

Safety and Health Management Policy 2019

Promotion ofindustrial healthand safety

FY 2019 Promote Environment
Policy.
Promote Management Policy for
Safety and Health in 2019.

· Drafted annual policies and implemented activities at eachbusiness site in accordance with the FY2019 Environment
Policy and Management Policy for Safety and Health in 2019.
· Verified the progress of initiatives through environmental safety self-audits and on-site environment and safety audits.
· Conducted management-level reviews via the Environment
Safety Promotion Committee.

Reduce greenhouse gas emissions by FY2020(Target: 15% reduction relative toFY2005).

· Greenhouse gas emissions (CO2 equivalent): 466,000 tons
(50.5% reduction relative to FY2005).

Reduce the final disposed
amount of FY2020 industrial
waste (Target: 71% reduction
relative to FY2000).

· Final disposed amount of industrial waste: 7,800 tons (88.5%
reduction relative to FY2000).

○

Continue activities to reduce thefinal disposed amount of industrial waste (Target: 71% reduction relative to FY2000).

Strengthen equipment safetymeasures.

· Conducted thorough voluntary and statutory inspections.
· Adopted and installed safety equipment.
· Prepared and provided comprehensive work standards andother documentation.

○

Implement equipment safetymeasures and ensure operational safety.

Effectively utilize accident data.

· Took advantage of the Security and Disaster Prevention Database and shared accident data and preventive recurrence
measures with domestic affiliates.

○

Encourage the effective use of
the Security and Disaster Prevention Database.

Maintain and improve theworkplace environment.
Achieve zero-accident records.

· Implemented measures to prevent occupational accidents,
utilizing information such as factor analyses of the 2018 occupational accident report.
· Instructed each business site to utilize safety and health activities to eradicate occupational accidents.
· Number of occupational accidents: 40△

Implement measures to prevent
occupational accidents basedon the 2019 occupational accident report.

Prevent accidents during thetransportation of chemical
substances and minimize thedamage in case of incidents.

· Reviewed and revised the Guidelines for Logistical Safety
Management and the Instructions for Preparing and Managing Yellow Cards to even more adequately manage transportation of chemical substances.
· Verified that the transportation of chemical substances complied with the revised rules through an internal database andother measures.

Environment and
Safety Department- Solid lines indicate
organizational hierarchy- Dotted lines indicate a
supporting relationship

Promotion oflogistical safety○

Prepare new Yellow Cards andrevise existing Yellow Cards asnecessary.

· Provided the necessary notifications in accordance with theChemical Substances Control Law and Act on Confirmation,
Comply with laws and regulations
etc. of Release of Amounts of Specific Chemical Substances in
to ensure occupational health and the Environment and Promotion of Improvements to the Mansafety of workers and prevent
agement Thereof (PRTR Law) and other laws and regulations.
environmental pollution.
· Verified the level of compliance with relevant laws and regulations through voluntary audit reports and on-site environmentand safety audits.

○

Reduce emissions of chemical
substances into the environment.
Continue compliance with relevant laws and regulations.

Head Office

ResearchCenters

PlantsAffiliate Companies· Conducted surveys on the level of asbestos use, storage anddisposal once a year for buildings and facilities.
· Verified the level of asbestos use and storage through voluntary audit reports and on-site environment and safety audits.

○

Identify asbestos use and storage and continue to executeproper disposal.

* The Environment, Safety & Quality Management Department was
restructured into the Environment and Safety Department and the
Quality Assurance Division on February 1, 2020.

· Surveyed the level of storage and disposal of equipment containing PCBs each quarter.
· Verified the management status of equipment containing
PCBs through voluntary audit reports and on-site environmentand safety audits.

○

Identify the use and storage ofequipment containing PCBs
and continue to execute proper
disposal in accordance withlaws and regulations.

Mitigate risks through SDS/GHS
Labeling.

· Provided training to departments subject to JIS Z 7252: 2019
and JIS Z 7253: 2019 (sales, manufacturing, and research
departments).
· Verified that revisions and preparations of SDS and GHS
labeling complied with amended JIS standards upon issue.

○

Continue verification of each SDS
and GHS label upon issue.

Participate in regional activities.
Coexist with local communities.

· Participated in local volunteer activities.
· Held dialogues with local communities.

〇· Continue to participate in local
volunteer activities.
· C ontinue to hold dialogues
with local communities.

Identify asbestos use and storage
Promotion of theand execute proper disposal.
management ofchemical
substances
Strictly manage machinerycontaining PCBs and conduct
disposal according to laws andregulations.

What Is Responsible Care (RC)?
Most chemical companies voluntarily work to secure the environment, safety, and health throughout every process,from the development stage of chemical substances to their manufacture, distribution, use, final consumption, andtheir disposal. Those companies then publicize the results of their activities to engage in dialogue and communication with society. These activities are referred to as Responsible Care.

16

CSR Report 2020

Communication

Activities at Individual Plants○

Continue activities to reducegreenhouse gas emissions by
FY2020 (Target: 15% reduction
relative to FY2005).

Society〇

Promote FY2020 Environment
Policy.
Promote Safety and HealthManagement Policy in 2020.

Environment Safety
Promotion Committee

We will strive to maintain and improve our safe, healthy, andlively work environment, and to achieve our Zero Accident Vision.
Let’s be safe!
We will place emphasis on the following items:
1. Enhancing the safety awareness of all employees, and regularly reminding them of risks in order to achieve our Zero Accident Vision.
2. Reviewing established operation standards and ensuring
workers’ compliance with them.
3. Conducting risk assessments and implementing measures todecrease the risks.
4. Keeping employees informed of past accidents and preventing occurrence of similar incidents.
5. Encouraging employees to review their daily habits, and improve and maintain their health.
6. Cultivating a positive workplace by encouraging employees
to take leave and work appropriate hours.
7. Promoting employees to engage in safe and cautious driving
habits during their commute and in their everyday life.
8. Improving emergency reporting lines and making sure all
workers adhere to them.

(Act)
FY2020 Initiatives

Employees

1. Ensure strict compliance.
2. Increase emphasis on activities to prevent global warming.
3. Promote 3Rs (Reduce, Reuse and Recycle) and continuously
encourage reduction of waste.

Promotion of
security anddisasterprevention

Environment and Safety Management Promotion System*1 Environmental policies run from April to March and health and safety
policies run from January to December.

FY2019 Environment Policy

Promotion ofenvironmental
protection(Check)Ratings

Quality

The Central Glass Group promotes management of environment and safety with Responsible Care (RC) activities
at the core to secure the environment, safety, and healthas well as protect the environment over the entire life cycle of our products, from the R&D stage to production,
logistics, use, final consumption and disposal.
We set environmental policies as well as occupational
health and safety policies each year*1 throughout the Central Glass Group to bring together specific targets for eachbusiness site and carry out specific environmental andsafety initiatives.

Environment and Safety Management Promotion
System(Do)
FY2019 Performance Results

Environment and Safety

Environment and Safety Management

Environmentand safety
management(Plan)FY2019 Targets

Corporate Governance

IssuesRating: ○: Achieved target
×: Additional measures required△: Achieved most targets but not all*The period for data collected about health and safety was from January to December 2019.
CSR Report 202017

Environment and Safety

Promoting Responsible Care Activities

The Flow of Substances at the Central Glass GroupThe Central Glass Group is making efforts to reduce its
impact on the environment by quantitatively tracking theenvironmental burden of production processes as well as
identifying and improving environmental issues.

1,046,000 tons

19.191 million m3

Total Amount of Water Resources Input

Central Glass Co., Ltd.

Affiliate Companies

Central Glass Co., Ltd.

Affiliate Companies

700,000 tons

347,000 tons

11.660 million m

7.531 million m

3

3

13,248 TJ*

Amount of Net Energy Input
Central Glass Co., Ltd.

Affiliate Companies

6,872 TJ

6,376 TJ

* J (joule) is a unit of energy.
One TJ (terajoule) is equal to one trillion joules.

Central Glass Group

Manufacturing(Suppliers)

Logistics

OUTPUT Atmosphere
Total Emissions of Greenhouse Gases
Central Glass Co., Ltd.

Sales

(Customers)

Consumption(End users)

Water

933,000 tons-CO2e
Affiliate Companies

2

2

Central Glass Co., Ltd.

Affiliate Companies

11.660 million m

6.123 million m

3

3

111,000 tons

Total Amount of Waste Produced
Central Glass Co., Ltd.

Affiliate Companies

41,000 tons

70,000 tons

*Including CO2, fluorocarbons and other substances

Emissions of Air Pollutants

5,254 tons

Discharge of Water Pollutants

Central Glass Co., Ltd.

Affiliate Companies

Central Glass Co., Ltd.

3,862 tons

1,392 tons

57 tons

94 tons

Central Glass Co., Ltd.

Affiliate Companies

8,000 tons

4,100 tons

• Central Glass Co., Ltd.: 3 plants, 1 manufacturing site, 3 research centers, the Chemicals
Production Engineering Center, and the head office• Domestic affiliates: 6 major affiliates• Overseas affiliates: 9 major affiliates
Tabulation of emissions of environmental pollutants at overseas affiliates began in FY2013.
Some business sites for which calculations were unavailable are excluded.

CSR Report 2020

12,100 tons

37 tons

Reporting range

18

Final Disposed Amount of Waste

Affiliate Companies

99%

Recycling Rate of Waste
Central Glass Co., Ltd.

Affiliate Companies

78%

99%

Emissions of greenhouse gases

466
40

400
200

9.3

8.3

9.3

9.1

9.3

2015

2016

2017

2018

2019

0
(FY)

20
0

2005

Matsusaka

Sakai

Ube

KawasakiHead office, 3 research centers and the Chemicals Production Engineering Center
Freight transport

Changes in Greenhouse Gas Emissions (Central Glass Group)(Unit: 1,000 tons-CO2e)
1,000
818

897

909

893

807

500

(FY)

13.7

2000 (Base Year)

2015

Matsusaka

2016
Sakai

10.1

2017
Ube

9.0

7.8

2018

2019

Kawasaki● Central Glass Group:
The Group is always working to reduce the industrial
waste output of both its domestic as well as its overseas
affiliates.
For overseas affiliates, the final disposed amount of industrial waste had increased in FY2017 due to regular repairs before declining from FY2018. However, the final
disposed amount of industrial waste from domestic affiliates had continued to decrease beyond FY2015 levels
through FY2019, resulting in the final disposed amount ofindustrial waste for the entire Central Glass Group declining for two consecutive years.
The Group will continue initiatives to reduce the final
disposed amount of industrial waste including both domestic and overseas affiliates.
F inal Disposed Amount of Industrial Waste (Central GlassGroup)(1,000 tons)

0
(FY)

80
2015

Central Glass Co., Ltd.

2016

2017

Domestic affiliates

2018

2019

Overseas affiliates

73.9

70
60
50

Reduction of the Final Disposed Amount ofIndustrial Waste● Central Glass Co., Ltd.:
Central Glass Co. Ltd. has set a target*1 for FY2020 toreduce the final disposed amount of industrial waste by
71% relative to FY2000 in an effort to reduce its industrial waste.
In FY2019, the Company’s final disposed amount ofindustrial waste has already achieved this target throughdisposal of only 7,800 tons, down 88.5% from FY2000.
We will continue to work to sustain our target achievement for FY2020.
*1 T
 his target is stricter than the government target (70% reduction in the
final disposed amount of industrial waste in FY2020 compared to
FY2000)

40
30

23.8

20

19.1

23.5

20.4
12.1

10
0
(FY) 2000 (Base Year)

2015

Central Glass Co., Ltd.

2016

2017

Domestic affiliates

2018

2019

Overseas affiliates

Air and Water Pollutant Emissions
The Central Glass Group operates plants in compliancewith the local emission standards for atmosphere, water
quality, and other environmental indicators for each business site. Reducing emissions of air and water pollutants
is an important challenge in regard to the global environment and human health and safety. We will continue tocarry out appropriate management.
* The figures in the following graphs differ from previous
CSR reports because business sites have been retroactively
added that were not included in the aggregate in the past.

CSR Report 2020

Activities at Individual Plants

506,000 tons-CO e 427,000 tons-CO e

Waste

17.783 million m3

Total Amount of Discharged Water

60
475

20.2

20

Society

Raw Materials
Procurement

485

30

Employees

Substance Flow (FY2019 Results)

INPUT

80

460

40

0

800

488

50

10

100

600

60

(Unit: 1,000 tons-CO2e)

941

67.5

Quality

Central Glass Co. Ltd. has set an FY2020 target for reducing greenhouse gas emissions from plant operations
by 15% relative to FY2005 levels with this serving as a
mid-term initiative to prevent global warming. The Company’s greenhouse gas emissions due to plant operations
in FY2019 has already achieved this target throughemissions of only 466,000 tons (CO2 equivalent, 50.5%
reduction relative to FY2005) as a result of the power
optimization of plant operations, and it will continue tofurther reduce emissions.
On another front, the Company strove to reduce theamount of greenhouse gas emissions that were generated
during the transportation of products relative to the previous year by shifting toward use of railway and sea vessels. Unfortunately, these emissions were slightly higher
than the previous year and equal to that of emissions two
years ago (FY2017).

1,000

Emissions of greenhouse gases

Reduction of Greenhouse Gas Emissions

70

Emissions of greenhouse gases from freight transportation(Unit: 1,000 tons-CO2e)

Promotion of Environmental Protection

Total Amount of Materials Input

Changes in Greenhouse Gas Emissions (Central Glass Co., Ltd.)

Final Disposed Amount of Industrial Waste (Central Glass Co., Ltd.)(1,000 tons)

Environment and Safety

The Central Glass Group checks the conditions of management systems, environmental conservation, safety anddisaster prevention, occupational health and safety, logistical safety, chemical and product safety measures anddialogue with the communities at plants, research centersand domestic affiliates.
These checks ask each business site to respond to an
environmental safety self-audit check sheet and to undergo on-site environment and safety audits by an audit
team to directly verify the level of management on-site.
In FY2019, 52 business sites in Japan comprising theCentral Glass Group conducted environmental safety
self-audits, in addition to which we executed on-site environment and safety audits at 10 of those sites.
At overseas affiliates, we also conducted audits of occupational accident conditions at 12 business sites and auditsof environmental conservation measures at 9 business sites.
Our Group will continue to conduct environment and safety audits as well as various inspections to encourage continuous improvement at domestic and overseas business sites.

For the Central Glass Group, the amount of greenhousegas emissions declined slightly compared to the previous
year but were almost equal to that of emissions two years
ago (FY2017).
In FY2020, we will set reduction targets for 2030 in
an ongoing effort to reduce the amount of greenhousegas emissions from the Central Glass Group.

Corporate Governance

The Glass Segment and Chemicals Segment each focus largely on specific measures. The Glass Segment prioritizes measures to prevent global warming because daily operations require a huge amount of heat energy tomelt raw materials. On the other hand, the Chemicals
Segment engages in the development of environmentallyfriendly products and reduction of waste.
The Central Glass Group will continue to strive in efforts to save energy and build recycling systems.

Environment and Safety Audits

19Environment and Safety

Promoting Responsible Care Activities

Chemical Oxygen Demand (COD)(Unit: tons)(Unit: tons)

3,000

100
85
80

71

68

2,000
1,679

1,602

1,468

1,500

1,807

71

60
49

1,398

40
1,000

20

500
0
2015

Matsusaka

Sakai

2016
Ube

Kawasaki

2017

2018

Domestic affiliates

2019

(FY)

2015

Overseas affiliates

Matsusaka

Sakai

2016
Ube

(Unit: tons)

5,000

5

4,000

4

3,250

3,207

3,000

3,017

3,270

Domestic affiliates

2019
Overseas affiliates

3,287
2.8

3

2

2,000

2
1.6

2016

2017

1.4

0

0
(FY)

2015

Matsusaka

Sakai

2016
Ube

Kawasaki

2017

2018

Domestic affiliates

2019

(FY)

2015

Overseas affiliates

Matsusaka

Sakai

Ash Dust Emissions

KawasakiDomestic affiliates

2019
Overseas affiliates

Total Nitrogen Emissions(Unit: tons)(Unit: tons)

200

100

131

162

116

Industrial Health and Safety

80
59

60
48

100

40
50

37
21

0

2018

2019

0
2015
Sakai

2016
Ube

Kawasaki

2017

2018

Domestic affiliates

2019

(FY)

2015

Overseas affiliates

Matsusaka

Sakai

2016
Ube

Kawasaki2017

Domestic affiliates

Overseas affiliates* The data for overseas affiliates is shown only as reference because the data was collected according to the standards in each region.

20

CSR Report 2020

1.5

Manufacturing industry

1

Central Glass Co., Ltd.

0.5
0

2015

2016

Central Glass Co., Ltd.
Manufacturing industry

2017

2018

2019

Affiliates/Business Partners
All industries

Lost time injury frequency rates = (Number of accidental deaths or injuries / Total work
hours) x 1,000,000(The frequency rate of accidents that result in lost work hours per million working hours)

We have set priority implementation items for the2020 occupational safety activities based on the datafrom 2019.

2020 Occupational Safety Activities
Promote daily health and safety activities on site to eliminate
occupational accidents.
1) Raise safety awareness:
Each employee shall always act with safety consciousness.
2) Thoroughly assess risks:
Improve the safety level of work methods, machinery andwork environment3) Make safety activities a habit:
Create a workplace where specific tasks are performed reliably
4) Ensure thorough safety behavior in cargo handling5) Implement heat stroke prevention measures and prepare
heat stroke emergency response measures

We will continue to work to promote even greater occupational safety and health through measures such as
safety activities, safety education, and cautionary reminders in order to prevent occupational accidents.

Logistical Safety
Central Glass Co., Ltd. and domestic affiliate companies
implement periodic training and education not only for theiremployees but also for employees at the business partners
to which they outsource transporting, in order to prevent accidents during the transportation of chemical substances
and to minimize the damage in case of incidents.
We have also established Guidelines for Logistical Safety
Management and created emergency contact cards (Yellow
Cards) in accordance with the Instructions for Preparing
and Managing Yellow Cards. Drivers who are transporting
hazardous substances such as high-pressure gases and poisonous substances are legally mandated to carry Yellow
Cards. The Central Glass Group also prepares Yellow Cards
for chemical substances that are not subject to this legal
mandate.
To provide an even higher level of management to control the transport of chemical substances, we revised the

CSR Report 2020

Activities at Individual Plants

24
20

Each fiscal year the Central Glass Group drafts a management policy for safety and health as well as priority implementation items and conducts occupational health and safety
activities at each business site. (See page 16 for the Management Policy for Safety and Health and priority implementation items for 2019.)
Regarding occupational accidents at Central Glass Co., Ltd.,
domestic affiliates, and business partners in 2019, the lost time
injury frequency rate for Central Glass Co., Ltd. was roughly half
the rate of the overall manufacturing industry while the Group’s
domestic affiliates and business partners reported a similar rate
to that of two years ago (2017), which was almost the same rate
as that of the overall manufacturing industry.
Central Glass Co., Ltd., domestic affiliates, and business
partners suffered a total of 40 occupational accidents, ofwhich 9 cases resulted in lost work hours and 31 cases resulted in no lost time.

All industries

Society

157
132

Ube

2018

Under the guidance of the authorities regarding the environment, security, and disaster prevention, Central Glassplants have established full-scale security and disasterprevention systems for the purpose of eliminating facility
disasters. We report any incident such as fire or leakage
that occurs in a plant to fire departments and government agencies as an irregular incident.
We work to preemptively prevent accidents and disasters at each plant through efforts such as activities thatare based on the Security and Accident Prevention
Guidelines advocated by the Japan Chemical Industry
Association (JCIA) and through the passing down of skills
and know-how to our young employees by veteran engineers well-versed in their work.
Safety is the highest priority in our corporate activities
and the foundation for the prevention of accidents at ourplants. We continually promote security and disaster prevention with the aim for our plants to be free of accidents and disasters.

2

Employees

1.7

1

1,000

Matsusaka

2018

Total Phosphorous Emissions(Unit: tons)(FY)

Kawasaki2017

Domestic Affiliates/Business Partners

QualityNOx Emissions

150

Security and Disaster Prevention

0

(FY)

Central Glass Co., Ltd. strives to reduce leakage of chlorofluorocarbons when using equipment through proper
control of refrigerants such as inspections of industrial
air-conditioning equipment and refrigerators in accordance with the Act on Rational Use and Proper Management of Fluorocarbons (2015).
According to the results of simplified checks and regular inspections of 2,703 units at our business sites in
FY2019, we reduced emissions relative to FY2018 withtotal emissions of 503t-CO2 from our business sites.
In the future, we will strive to reduce emissions ofchlorofluorocarbons through measures that include identification and repair of leakage areas, equipment management, and the control of the amount of refrigerants.

Lost time injury frequency rates
2.5

Environment and Safety

2,500

Reduction of Chlorofluorocarbon Emissions from Industrial
Air-conditioning Equipment and Refrigerators
Lost time injury frequency rates

SOx Emissions● Water Pollutant Emissions
The trends in water pollutant emissions for chemical oxygen demand (COD), phosphorous and nitrogen are shown
below.

Corporate Governance● Air Pollutant Emissions
The trends in air pollutant emissions for sulfur oxide (SOx),
nitrogen oxide (NOx), and ash dust are shown below.

21

Environment and Safety

Quality

Promoting Responsible Care Activities

Chemical and Product Safety

CSR Report 2020

The Central Glass Group made the following revisions tofurther strengthen quality compliance.
• Added a quality clause to the Code of Conduct
We added our commitment to “Place our highest priority on the quality and safety of our products and continue to meet customer needs” as a second clause to our
Code of Conduct based on the Corporate Philosophy.
• Drafted Quality Guidelines
We overhauled the Basic Quality Policy to draft new
Quality Guidelines. The Quality Guidelines form aframework for prevention, discovery and response toquality issues, which are vital perspectives of compliance.

Quality Management System
The Central Glass Group made the following reforms tostrengthen the quality management system.

• Established a Group Quality Compliance Committee
The Group Quality Compliance Committee serves asa cross-functional organization to further strengthen
the quality management system of the entire Central
Glass Group.
• Established the Quality Assurance Division
The Quality Assurance Division leads the Quality Assurance Departments and oversees the quality initiatives of the entire Central Glass Group.
• Put in place multilayered audits
Incorporated the concept of multilayered audits into
internal audits. The Company implemented athree-layered auditing system comprised of voluntary
audits by quality assurance departments at theplants, audits of each plant by Glass or Chemicals
Segment quality assurance departments, and auditsof the segment quality assurance departments by the
Quality Assurance Division.
• Created a reporting procedure for quality issues
Established a reporting line to rapidly respond toquality issues by quickly receiving information onvarious quality issues discovered by customers or atmanufacturing sites to report to the appropriate
department in charge. This reporting procedure also
provides a system to quickly report serious quality
issues to management in order to take emergency
measures without any delay.

Item

Description

Provide high quality and reliable products by ensurCultivate a culture
ing compliance with laws and regulations, clients’ reof quality
quirements, and social responsibilities.
Continuously implement quality improvement activiPerformties, as well as encourage employees to enhancecontinuous
their awareness and abilities throughout the entire
supply chain to keep developing the quality andimprovements
safety of our products.
Prevent Update andComply with each policy and procedure and update
enforce policies
them as needed.
and procedures
Improve
Ensure the independence and authority of quality
organizational
control and quality assurance departments so thatstructures
they can fully exercise their respective duties.
Invest in humanInvest appropriately in human resources and facilities that are essential to achieving our quality objecresources andtives.
facilities
Detect problems quickly through layered audits conStrengthen audit
ducted by the plants, quality assurance departments,
systems
and audit departments.
DetectClarify reporting procedures and reporting guidelines
Streamline
reporting systems to ensure quick responses to quality issues.
Respond toPrevent recurrences of quality problems by identifyproblems withing and analyzing the causes, in addition to taking
Respondcorrective andnecessary measures such as prompt information
preventive actions disclosure.

Quality Management System
Management
Group Quality Compliance
Committee

Central Glass Group
Audit
Department

Operational
Audits

Quality Assurance
Division

Monitoring/
Directives

Audits/SupportSegment
Segment Quality
Assurance Department
Audits/SupportActivities at Individual Plants

22*1	GHS: Globally Harmonized System of Classification and Labelling ofChemicals.
This globally harmonized system classifies and labels chemical products.
*2 SDS: Safety Data Sheet.
Data sheets that list information related to the hazardousness of chemical substances as well as information concerning the environment.
*3 GHS labeling:
Labels including information according to the GHS such as the visualindications for each hazardous substance category are directly printed
on, adhered or attached to chemical products.

Clause 2 of the Code of Conduct and the Quality
Guidelines

Quality Guidelines

SocietySome of the materials used in buildings and production
facilities at Central Glass Co., Ltd. and its domestic affiliates contain asbestos. We identify, properly manage anddispose of these materials upon removal in accordancewith the relevant laws such as the Air Pollution Control
Act, Industrial Safety and Health Act, Waste Management and the Public Cleansing Act.
In order to ensure appropriate handling, we conduct onsite environment and safety audits once a year during
which we survey the state of use, storage, and disposal ofasbestos at Central Glass Co., Ltd. and domestic affiliates
as well as confirm the conditions.
The Central Glass Group will also adhere to the legal
amendments related to the management of asbestos
planned for FY2020 to ensure proper management in the
future as well.

Quality Management

Employees

Asbestos Management

SDS/GHS Labeling
In accordance with the GHS*1, the Central Glass Group
provides information through SDS*2 and GHS labeling*3.
When handling chemical substances, measures necessary
for risk abatement can be taken based on the information
listed in the SDS and the GHS labels, which leads to safety and protection of the environment.
In light of revisions in May 2019 to the JIS Z 7252 andJIS Z 7253 which include procedures for creating SDS and
GHS labeling, relevant departments at Central Glass Co.,
Ltd. and domestic affiliates, such as sales, manufacturing,and research departments, provided training on SDS and
GHS label preparation in FY2019. Our Group also raised
awareness about SDS and GHS labeling of products, rawmaterials and other items among employees who handlechemical substances in an effort to ensure meticulous andproper handling. In addition to SDS and GHS labeling,
multiple departments issue and approve cross-checks toensure full compliance with the Industrial Safety and
Health Act, the PRTR Law, and the Poisonous and Deleterious Substances Control Act.
We will continue to provide accurate information throughSDS and GHS labeling.

The Central Glass Group will always work toward its goal of establishing a truly
prosperous society through the spirit of Monozukuri. We will also emphasize
quality control initiatives that place customer satisfaction first. In addition tocomplying with laws and regulations, our Group takes customer feedback sincerely in order to provide reliable products and services loved by customers.

Quality

Central Glass Co., Ltd. and its domestic affiliates survey,
collect and report Pollutant Release and Transfer Register (PRTR) data in an effort to reduce emissions ofchemical substances into the environment in accordancewith the PRTR Law and the PRTR System.
The total number of substances subject to PRTR notification in FY2019 at Central Glass Co., Ltd. and its domestic affiliates was 60 after increasing by five substances compared to the previous year due to increases
in product lines and production volume. (See “Activities
at Individual Plants” on pages 32 to 35 for the status ofeach Central Glass plant.)
We will always adhere to the Industrial Safety and
Health Act, Poisonous and Deleterious Substances Control Act, High Pressure Gas Safety Act, and any other relevant laws and regulations in order to further improve themanagement of chemical substances ensuring the safety
and health of our employees. Our overseas affiliates also
strive to understand the local laws and chemical substances they handle, promoting the management ofchemical substances from a global perspective acrossthe Group. We will continue working to properly manage
chemical substances.

Central Glass Co., Ltd. and its domestic affiliates ensure
instruments such as transformers, stabilizers, and capacitors that contain polychlorinated biphenyl (PCB) comply
with the Act on Special Measures Concerning Promotionof Proper Treatment of PCB Waste, Waste Management
and Public Cleansing Act, and other laws and regulations. We dispose of such instruments through strict
management following the set schedule of disposal.
In order to ensure appropriate handling, we conduct
on-site environment and safety audits each quarter as anopportunity to survey the state of storage and disposal of
instruments containing PCBs at Central Glass Co., Ltd.
and domestic affiliates and to confirm the level of management.
In FY2019 as in the previous fiscal year, we prioritized
the disposal of equipment with a high-concentration of
PCBs that would soon reach the deadline for disposal,
such as equipment containing fluorescent light chokecoils. We have also drafted disposal plans to dispose of
any remaining equipment with high or low concentrationsof PCBs within the appropriate time frame.
We will always adhere to laws and regulations and will
properly manage systematic disposal of this type ofequipment.

Environment and Safety

Management of Chemical Substances

Management of Instruments Containing PCB

Corporate Governance

Guidelines for Logistical Safety Management and Yellow
Card preparation and management requirements in April
2019. Our Group also inspected the level of Yellow Card
implementation in March 2020 and verified the program
was being executed without any problems.
We will continue to make every effort to improve logistical safety.

Providing Reliable Products andServices to Our Customers

PlantsDepartment in
Charge of
Quality Assurance
Audits/SupportDepartment in
Charge of
Manufacturing

CSR Report 202023

Quality

Providing Reliable Products and Services to Our Customers

Quality Audits

37th Groupwide QC Circle Conference

The Central Glass Group formulates quality education
programs as well as systematically conducts position-based and departmental education to provide comprehensive quality and product safety education. The
knowledge gained through these various education programs aids in Group quality initiatives that prioritize
quality and safety.

FY2019 Targets and Performance Results
IssuesZa Gattsu D Presentation
Business Site
Matsusaka Plant

Department
Glass Production Dept.

Mie Glass Industry
Glass Processing Dept.
Co., Ltd.

Circle Name
Takenoko

Fabrication Sec.

Fine Chemicals Production
Don Kame
Dept. - 1

Ube Plant

Fine Chemicals Production
F Group
Dept. - 1

Kawasaki Plant

Production Dept.

LegendKawasaki Plant

Production Dept.

GENERATIONS* In order of presentation.

(Check)Ratings· Restructured the quality assurEnsure strict complianceance system.
“Follow what is decided” and · Conducted product quality safe“Follow what we decide.” Recog- ty training.
nize the impact of improper ac- · Conducted quality and producttions on quality and review quality safety education through position-based and departmental
activities across the Group.
training.

△· Maintained the quality assurance system and conducted
Reinforce and thoroughly implement
quality improvement activities
quality management
through quality audits at eachContinually improve the effectivebusiness site such as the plants
ness of the Quality Management
and affiliate companies.
System, and reinforce and thor· Promoted quality assurance
oughly implement quality manactivities through quality audits
agement.
of external subcontractors andsuppliers of raw materials.

○· Conducted meetings to establish
Reduce risk and improve quality measures against serious quality
performanceissues and verify root causes
Actively implement preemptive and preventative measures.
activities to prevent quality issues · Implemented measures toand reduce risk. Thoroughly im- identify root causes and prevent
plement measures to prevent a manufacturing or shipping ofrecurrence of defects and work to defective products by analyzing
improve quality performance.
complaints by segment andproduct type.

△

(Act)
FY2020 Initiatives
Glass BusinessBroad policy:
Vertically launch new quality
assurance system and secure
the independence of quality
assurance departments: “Build
uncompromising quality assurance systems.”· F ully comply with all legal,
public and internal standards.
· Increase work observation.
· Clarify and thoroughly implement rules, and strengthen theauthority of quality-related departments (systems allowing
such departments to say no).
· E ducate and train qualified
staff.
· Improve auditing procedures
and develop and use auditing
tools.
· Create reporting rules and databases.
· Improve the capabilities forfinding root causes to prevent
recurrence.

Za Gattsu D
Rating: ○: Achieved target△: Achieved most targets but not all

Chemicals Business· Heighten awareness about quality compliance.
· T horoughly comply with laws
and regulations as well as contractual terms and conditions.
· Identify risks and execute risk
response according to each
workplace.
· Reduce defects caused by outsourcing and procurement
sources.
· Revise rules in accordance with
amendments to laws and regulations as well as changes to contractual terms and conditions.
· Thoroughly implement a QMS.
· Revise rules in accordance withquality-related restructuring at
plants.
· Consider automation and renewal of equipment to reduce quality
issues.
· Conduct training and strengthen
measures to prevent human error.
· Promote multilayer audits to prevent quality defects before they
happen.
· Systematically audit suppliers.
· P roperly implement new systems for reporting quality issues.
· Conduct rapid and adequate response when quality issues
arise.

Activities at Individual Plants

Ube Plant

Central Chemical
Production Sec.
Co., Ltd.

(Do)
FY2019 Performance Results

Society

Central Glass Fiber
Fabrication Sec.
Co., Ltd.

Improvement ofcustomersatisfaction(Plan)FY2019 Targets

KizunaCentral Glass
Personnel & General Affairs
Plant Services Co.,KANRI Circle
Div.
Ltd.

FY2019 Training for
Newly Appointed
Assistant Managers

Central Glass Co., Ltd. continually engages in activities
with our business partners to improve quality.
In FY2019, we audited seven outside subcontractors
with their understanding and cooperation. We also provided
assistance until any corrective actions or improvements
requested during these audits were implemented.

Employees

The program also held product safety training seminars
with outside instructors for Product Safety Committee
members.

Auditing Outside Subcontractors

Quality

FY2019 Educational and Training Activities• Position-based education: Trainings for newly appointed managers and assistant managers
Description: Training on the Product Liability Act,
comprehensive quality control, and quality policy
management• Departmental education: Training for employees insales, research and manufacturing departments
Description: Training on quality and product safety
such as SDS and GHS labeling as well as quality
compliance

We always engage in activities to provide reliable Central
Glass products and services and continually engage inactivities with our business partners as well.

Environment and Safety

Quality and Product Safety Education

The Central Glass Group regularly holds groupwide QC
Circle Conferences as a venue to present the success ofquality improvement activities.
A total of nine teams (“Circles”) gave presentations at
the 37th conference held in FY2019, consisting of five
circles from manufacturing divisions and four from domestic affiliates.
Each Circle presented its improvement activities basedon various approaches it took towards its theme as wellas the outcome of its efforts over the past year. There
were also lively question and answer sessions among presenters, judges, and attendees.
As our QC Circles engage in friendly competition witheach other through these groupwide conferences, they pursue the realization of the Central Glass Group’s corporate
philosophy, “Creating a better future through Monozukuri.”Central Glass Co., Ltd. purchases materials from smelting companies certified through audits by the Responsible Minerals Initiative (RMI) in accordance with the U.S.
Dodd–Frank Wall Street Reform and Consumer Protection
Act (Section 1502) regarding the procurement of conflictminerals (tantalum, tin, tungsten and gold) to prevent
any complicity in conflicts or human rights violations resulting from conflicts.
In FY2019, thanks to their understanding and cooperation, we conducted surveys of all of our procurement
partners handling conflict minerals and verified that they
were certified under the RMI.

Corporate Governance

The Central Glass Group systematically conducts quality
audits at its plants as well as at domestic and overseas
affiliates.
In FY2019, we conducted 21 audits at plants and affiliate companies based on the annual plan. We provided assistance until any corrective actions or improvements requested during these audits were implemented.
By incorporating multilayer audits to ensure nothing isoverlooked in the future, we will work to improve the levelof quality initiatives at each business site.

Conflict Mineral Surveys

Supplier Initiatives

×: Additional measures required

FY2019 Quality and Product Safety
Education for Manufacturing Divisions

24

CSR Report 2020

CSR Report 202025

Employees

Monozukuri Is About Hitozukuri

Promoting Work-Life Balance

Item

FY2017FY2018FY2019Number of Employees(Female Employees)

1,666

1,633

1,631

163

170

178

Number of new recruits(Female Employees)

75

68

74

11

14

13

Average age

36.3
years old36.3
years old

36.4
years old

Average years of continuous employment

14.8 years

14.7 years

14.9 years

Number of non-Japanese employees

6

10

11

Number of employees on shortened or
staggered working hours during childcare

30

22

33

Percentage of persons with disabilities

2.41%

2.14%

2.16%

Number of people who are re-employed
after retirement

172

165

179

FY2019 Targets and Performance Results(Plan)FY2019 Targets(Do)
FY2019 Performance Results

Actively recruit women.

· Recruited 13 new female graduates (17.6%)
through positive outreach.

(1) List details of operations of model departments and plan pilot programs for flexible
work systems.

· Examined ways to list operations of model
departments.
·D rafted plans to try staggered working hours in
response to the 2020 Tokyo Olympics*1.

(2) Continue to implement Smart Day (days·C ontinued the actions outlined in the First Action
designated for leaving work on time), overtimePlan.
applications and planned leave program.
(3) Examine specific contents of the training for · E xamined the objectives of the training for
managers (considered ideal management, etc.).
managers, including line managers.
·R aised awareness about relevant regulations andprograms as well as introduced employees who
Continue to publicize relevant regulations,
are using those programs via the intranet andpolicies, and model cases.
internal newsletter.

(Check)Ratings(Act)
FY2020 Initiatives○

Actively recruit women and establish an environment andpolicies to ensure long-term employment to increase thefemale employee ratio to 11% or more.

○

Review staggered working hours, telework and other suchprograms to identify problems and examine flexible work
systems addressing those problems.

CSR Report 2020

Ten days off per year for nursing care and to attend
to family members.*

Shortened working
Shortening of working hours by one hour per day.
hours for nursing care
* An asterisk indicates a program surpassing that mandated by law(the program itself, the length of time, etc.)

Mental Healthcare
Corporate mental health challenges include not only addressing the health and career of individuals sufferingfrom mental health issues but also ensuring that these
problems do not harm the atmosphere or productivity of

My wife and I both work while raising 2-year old and4-year old sons who are currently on a waiting list fora registered kindergarten. They have been attending a
non-registered childcare facility available for children
aged two or older.
We wanted to continue working until my second sonturned one. We asked our parents to look after him, andthen one of us planned to use a parental leave program
until he turned two. After consideration of each of ourleave programs, we decided I would take leave as Central Glass Co., Ltd. had more comprehensive parental
leave. After returning from parental leave, I am now
using the shortened working hours during child care topick up and drop off my sons from daycare.
I was able to build deeper bonds with my sons whilelooking after them over that year. I was also able to experience how hard stay-at-home-moms work. Now, mywife and I together take care of our children as well as
do household chores.
I am so grateful to have access to the parental leavesystem. It has really helped us overcome the difficulties of
having children waitlisted for kindergarten.
I will do everything I can to repay the kindness ofCentral Glass through my work in the future.

Applicable Periods for Childcare Support System (from Pregnancy to Child-raising)
Pregnancy

6 weeks

8 weeks

After 1 year

1 year and 6 months After 2 years Before elementary school enrollment First grade Elementary school graduation

Delivery dateChildbirth preparation leave○

Continue the actions outlined in the First Action Plan.

Maternity leave△

Examine specific contents of the training for managers.

Childbirth leave(3 days)○

Continue to publicize relevant regulations, policies, andmodel cases.

*2

Parental leave

Rating: ○: Achieved target △: Achieved most targets but not all ×: Additional measures required*1: We introduced flexible working systems as emergency measures to prevent the spread of COVID-19. We are continuing the staggered working hours program that started in February and the telework program that began in March 2020.
*2: Smart Day has been suspended during the implementation of the staggered working hour and telework programs to prevent the spread of COVID-19.

26

Time off for nursing
care

Yoshihito Oonuma
Chemicals Sales Department

Activities at Individual Plants

Review/reform of working style and information
sharing about the
supporting systems

IssuesChildbirth preparation Two days off per month for hospital visits, etc.
leave*
during pregnancy.
Maternity leave
Legally mandated leave before and after childbirth.
Three days off within a one-month period aroundChildbirth leave*
the expected delivery date.
Legally mandated childcare leave. Childcare leave isavailable to employees with children between the ages
Parental leaveof one year and six months to two years old.
Up to five days of paid leave from the first day of leave.*
Parental leave*
One day off per month for childcare.
Nursing care leave for
36 days off per year for nursing care for children.*children
Shortened working
Shortening of working hours by a maximum of twohours during childcare* hours per day.
Staggered working
One-hour postponement of the start of the workday
hours during childcare for staggered working hours during childcare.
Total of 365 days of leave, which can be divided
Nursing care leave*
into up to three periods.

Society

Second Action Plan (April 2018 to March 2022)● Increase the female employee ratio● Continue to implement Smart Day (days designated for leaving
work on time), overtime applications and planned leave program.
● Promote changing working style to finish work within the designated working hours.
● Encourage managers, including line managers, to change theirattitudes regarding working style.
●Share child raising and nursing care information.

Employment Status Data

VOICEChildcare and Nursing Care Programs

Employees

Action Plan to Promote Female Workplace Participation

Central Glass Co., Ltd. works to employ and develop diverse human resources while furthering the cultivation of a company culture where each and every employee can work enthusiastically.
In addition to promoting the active participation of women in
the workplace, policies to re-employ people who have retired andhire people with disabilities, as part of globalization we also
make every effort to hire people of different nationalities to buildon their experiences of differing values and cultures. At the endof FY2019, our employment rate of people with disabilities was
2.16% after active hiring. Although we were unable to reach thestatutory employment rate (2.2%), we are committed to continually increasing the number of people with disabilities employed
by Central Glass Co., Ltd. and to creating work-friendly environments where everyone can reach their full potential.

Quality

The Act on Promotion of Women’s Participation and Advancement in the Workplace, which was enacted due to concerns
about labor shortages by an aging population and a declining
birthrate, required the formulation of a 10-year Action Plan beginning in FY2016 to actively appoint female employees tomanagerial positions and expand the range of occupational
fields for women.
Central Glass Co., Ltd. aims to improve productivity by utilizing diverse human resources, carrying out effective education,and reviewing the working environment, and formulated theFirst Action Plan to Promote Female Workplace Participation(“First Action Plan”) from 2016 to 2017 to grasp the current
situation and analyze the challenges. Measures to improve
working style problems that were discovered during the First
Action Plan have been reflected in the Second Action Plan toPromote Female Workplace Participation (“Second Action
Plan”) which runs over four years from FY2018 to FY2021. We
continue to aim to build a company where each and every employee can feel themselves grow and gain motivation to workover the long term by carrying out actions based on the Second Action Plan.

Promotion of Diversity

Environment and Safety

Creating a Healthy and Vibrant Corporate Culture

Central Glass Co., Ltd. is building systems surpassing those mandated by law to support people who are raising children or caring
for family members. Furthermore, we are developing systems tobalance work and family by alleviating employee concerns and making sure employees know about model cases that demonstrate ways
to use specific programs.
Female employees using maternity and parental leave programs have become the norm, but more and more male employees are also taking advantage of parental leave and staggered working hours during child care. Our internal newsletterinterviewed male employees who used these programs as wellas their supervisors to introduce the benefits to employees andways to adjust their workload.
In the future, we will work to publicize these programs andrevise policies to actively encourage employees to use these
programs.

Corporate GovernanceCentral Glass Co., Ltd. is a Monozukuri company that has continually provided superior products with higher added value in order to enrich people’s lives. We focus
on Hitozukuri (developing human resources) as the foundation of our corporate
growth and strive to enhance our human resource development and HR programswith the aim of creating an environment where each individual can demonstrate hisor her capabilities and skills to the utmost.

the workplace. Companies are expected to deal with mental healthcare in extremely discreet and sincere ways.
Central Glass Co., Ltd. provides annual stress checks
to all Group employees to prevent and discover any mental health issues quickly. We ask specialized externalbodies to conduct individual interviews in departmentswith high levels of stress for suggestions on workplace
improvements. We also encourage anyone with a highlevel of stress to see industrial physicians or consult withspecialized agencies, and we have instituted proceduresfor investigating workplace improvements.
We have also put in place a Return to Work Support
Program that organizes support for an employee absent
from work due to mental illness, including information for
their doctors and supervisors, to help them return to work.

(leave can be extended until the child is
one year and six months or until two years old)Childcare leave
Staggered working hours during childcare
Shortened working hours during childcare

Shortened working hours during childcare
Nursing care leave for children*Only female employees are eligible for maternity leave, and only male employees are eligible for childbirth leave; all other measures are open to both male andfemale employees.
CSR Report 202027

Employees

Monozukuri Is About Hitozukuri

Central Glass’s Education System

2nd-year training
OJT system (On-the-Job Training)

Overseas job training

Short-term study abroad*Language study, etc.

5th-year training

Programs to fostera global mindset

Training for newly appointed assistant managers

MOT

Education for HR assessment and development

Management training

MBA (overseas/
domestic)

Training for newly appointed managers

Language
study(English/
Chinese/Korean)◆Preparatory
education for
employees tobe transferredoverseas(language
study)◆
Distance
learning

K1 selective
training

Manager rank (M Rank)

Supervisory rank (K Rank)

Training for executives on temporary dispatch

Selective education programs

Training for new employees/Training at plants/Induction training[For all employees] ◆ Distance learning ◆ Language study (English/Chinese/Korean)◆ Preparatory education for employees to be transferred overseas (language study)

New leader training

Sub-leader training

S-Rank training
Approximately every five years
J-Rank training

Enhancement programs

Junki Funabashi
Training
for
employeesofadministrative
departments

Central Glass Co., Ltd. believes compliance is essential
to fulfill its corporate social responsibility and conducts
training to raise awareness about its importance.

Corporate Administration Department
Planning & Administration Group
Active Expert
Center (AEC)
training(fostering leaders)Groupwide QC
Circle Conference/
Lecture forengineers/Various
study groups

Skillacquisition
supportsystem,SeniorEngineer(SE)
training(passing
on skills)

OJT system (On-the-Job Training)
Training for new employees/Follow-up training for new employees

Language Study

Equipment Maintenance Lesson at the “Maintenance School”
Lecture by an Executive Officer

FY2019 Targets and Performance Results(Plan)FY2019 Targets

Issues
Cultivation of
global humanresources
through
education forcareer development
Improvement ofon-sitecapabilities
throughMonozukuri
education.

Implement language education · Improved the language skills of employees by providing English, Chinese
programs.
and Korean language study programs.

CSR Report 2020

(Check)Ratings○

Develop candidates for mana- · Sent research employees to the MOT program.
gerial positions.
·S ent selected managers to external training courses.

○

Cultivate global awareness and · Cultivated understanding about different cultures through a dialogue with
understanding of diversity.
two interns from the United States.

○

Foster a new generation of on- · Improved problem-solving skills of eight selected trainees through basic
site leaders.
education and activities based on given themes.

○· Improved on-site capabilities through position-based education programs
Implement position-based edu· Improved the management skills of employees through a new supervisor
cation programs.
training program.

○

Rating: ○: Achieved target

28

(Do)
FY2019 Performance Results(Act)
FY2020 Initiatives· Improve systems to support language

Activities at Individual Plants

Central Glass Co., Ltd. provides English, Chinese andKorean language study programs to improve the language
skills of our employees as part of the global human resource development program.
We also provide English and Chinese Courses to Develop Globally Minded Employees as enhancement programs, in which our employees are offered opportunities
to join local on-site language schools or take intensive
online lessons as a way to acquire more practical language abilities.

I took part in the six-month Chinese Course to Develop Globally Minded Employees starting in July 2019. I first attended
the Chinese language camp at Language Village in Fuji City,
Shizuoka. In the training center surrounded by nature deepin the mountains, I took one-on-one lessons guided by Japanese instructors. I spent time with these instructors frombreakfast to dinner. I struggled in the beginning because wewere only allowed to speak Chinese. Chinese is said to haveover 1,600 sounds. I practiced my pronunciation every day
because the intonations and pronunciations are so important.
This was my first time learning Chinese and I couldn’t keep
up with the next lesson unless I really practiced what I had
learned. I would practice constantly by quietly listening to
CDs after class to improve my pronunciation. After one week,
I was able to figure out the Pinyin (Chinese romanization
system) for words that I had not learned yet. After that, bycontinuing to take online lessons once a week with a Chinese
instructor and through e-learning to learn grammar and vocabulary, I was able to gradually solidify my foundation of theChinese language.
I think China is going to be a very important market for ourcompany. I hope to contribute to Central Glass more than before
as a globally-minded employee.

SocietyStandard rank (J Rank)

Position-based education programs

Compliance Education

Employees

Ability-based
rank
Leadership rank (S Rank)

Monozukuri Education

VOICE

An English Class Taught by an Intern

Central Glass Co., Ltd. has been conducting education
for selected trainees at our Active Expert Centers (AECs),
aiming to foster new generations of leaders at our plants.
The AECs established at each plant are educational centers dedicated to passing on and developing technicalskills. Each year, candidates for the next generation ofleaders are selected from our manufacturing plants andleave their posts for one year of education as AEC trainees.
The trainees receive three months of fundamental education before being assigned a theme by the plant andrepeatedly carrying out information gathering, analysis
and discussion while visiting the production areas. This
practical education effort works to solve problems in the
manufacturing areas while investigating the root causes.
In FY2019, eight trainees selected from each plantparticipated in the AEC trainee education. In FY2020,
eight new employees selected as trainees will continue
this work as we further develop future on-site leaders.

Quality

Leadership rank (S Rank)

Eligibility-based education programs

In FY2019, three employees took the English Course
and one employee took the Chinese Course. The resultsof an effectiveness measurement showed they improved
their English and Chinese language skills in a relatively
short period of time.
We will continue to implement the courses in FY2020
to support improving the language skills of our employees.
In addition, the Short-term Study Abroad Program offers opportunities to our employees to attend foreign language schools for three to six months in order to develop
their practical business skills in a foreign language andfoster their global mindset.
No employees were dispatched overseas in FY2019,
but one employee plans to go abroad in FY2020.

Fostering a New Generation of On-site Leaders
Environment and Safety

Education for Career Development
Ability-based
rank

Presentation of Achievements during the English
Course to Develop Globally Minded Employees

Central Glass Co., Ltd. began accepting interns from foreign
universities at its plants starting from FY2012 in an effort topromote employee awareness about diversity and improve
communication skills with people from different countries.
In FY2019, we hosted two interns from the United States.
Employees learned to embrace different cultures and values
while gaining confidence in communicating in English throughEnglish lessons and workplace interactions with the intern.
We will continue to promote activities to heighten understanding about diversity and different cultures as well as toimprove communication skills.

In FY2019, we conducted compliance education
through a dialogue with executive officers as part of ourtraining for junior and mid-career employees. Our Groupalso provided compliance education through e-Learning
for all employees from Central Glass and affiliate companies. We will continue to offer compliance education in
FY2020 in an effort to raise compliance awareness.

Corporate Governance

The education that Central Glass Co., Ltd. provides to employees has two systems: “education for career development” to foster global human resources and candidates
for managerial positions, and “education about Monozukuri ” to pass on and develop advanced techniques andskills. Both of these educational systems further training
opportunities by offering programs for employees according to their ages and positions (eligibility-based education
programs/position-based education programs) and programs for people selected according to their work duties
and skills (selective education programs/enhancement
programs).

Cultivating Global Awareness andUnderstanding Diversity

study.

· Strengthen the management capabilities of managers.

· S end trainees to overseas affiliates.
·C ontinue to foster a new generation ofleaders through Active Expert Center(AEC) trainee programs.

· Improve and implement position-based
education programs.

△: Achieved most targets but not all ×: Additional measures required

CSR Report 202029

Society

Growing Together with Society

The 11th Matsusaka Environment Fair in Bell Farm washeld at the Matsusaka Agricultural Park Bell Farm in September 2019. “Connecting Eco Life towards the Future2019” was set as the Fair theme. Matsusaka City Environmental Partnership Council members and cooperative
bodies worked together to provide exhibitions, hands-on
workshops and retail corners related to environmental activities. Many local residents visited the fair.
Matsusaka Plant exhibits at the environmental fair every year. This year, we set up a panel exhibition on ourenvironmental activities and a hands-on simulator for insulating glass units and anti-fog mirrors. This event
turned out to be a great success with many children andadults trying out the simulator.
We aim to cooperate together with citizens, government
agencies, and business operators, leveraging our respective roles, to sustain our health and protect the environment. We believe that the role of our glass with improved
heat insulation performance in buildings and automobiles
will become even more important in measures against environmental issues such as global warming. We will continue to contribute to local communities in active efforts
to protect the environment.

12th Local Dialogue Meeting on
Responsible Care at Yamaguchi Nishi
The Japan Chemical Industry Association’s Responsible Care
(RC) Committee holds “Dialogue with Local Communities” toraise awareness with the local people about the progress of
initiatives such as the environmental conservation efforts ofchemical companies. The Ube Plant participated in the “Dialogue” at Yamaguchi Nishi.
Seven chemical companies involved in production activities
located in the western district of Yamaguchi took part in the
Dialogue at Yamaguchi Nishi, which is held once every two
years. The Dialogue was held at ANA Crowne Plaza Ube on
November 8, 2019. 103 local residents, government officials,
educators, NPOs, local companies, and member companies
joined to make the event a great success. The Ube Plant presented the progress of its RC initiatives and took the stage asa panelist in an exchange of ideas facilitated by experts toshare opinions about emergency response and to address survey results with the local citizens. In the future, we will actively participate in dialogues with local communities to alleviate
any concerns of the local people and faithfully provide information on the progress of safety activities as well as answer
any questions the local citizens might have.

Employees

The Ube Chapter of the Central Glass Labor Union actively
participates in various volunteer activities as part of its
social contribution. One such initiative is the volunteer
grass trimming done before the Akiyoshidai Fire Festival
held by the Japanese Trade Union Federation (JTUC-RENGO) Yamaguchi branch.
The purpose of the grass trimming is to construct a fire
belt to prevent the spread of fire in preparation for the
Akiyoshidai Fire Festival. The activity began by a requestfrom Mine City as it struggled to find volunteers due todepopulation and an aging society, and the Ube Chapter
participated for the 16th time in 2019. Today, the volunteer grass cutting has become a symbolic social contribution activity for JTUC-RENGO Yamaguchi.
The day of the grass cutting, roughly 550 JTUC-RENGO Yamaguchi union members including the Ube Chapter joined and walked the mountain trail for 20 minutes
to reach the work site. They cut the grass along the steep
hills of the karst plateau using grass cutters and sickles.
The union volunteers worked hard and completed thetask earlier than planned.
Looking out over the landscape after the work wasdone filled everyone with the greatest satisfaction andfeeling of accomplishment.
The Ube Chapter incorporates this initiative into its
union policies and will continue to actively take part in it
in the future.

Regular Cleanup of Harbor Roads

Quality

11th Matsusaka Environment Fair in
Bell Farm

Environment and Safety

Cutting Grass at the Akiyoshidai Fire
Festival Volunteer Grass Cutting

On November 24, 2019, the Kawasaki Chapter of the Central Glass Labor Union traveled to the Sagamihara area in
Kanagawa Prefecture, which was particularly devastated bytyphoons, to participate in volunteer sludge removing activities led by JTUC-RENGO with the purpose of aiding the victims of typhoons No. 15 and 19 that had inflicted enormous
damage on the Kanto region.
Even though several weeks had passed since the disaster,
we saw a landscape of homes covered in mud almost untouched as we entered the region. Sediment from the mountain containing large amounts of water had covered theeaves, floors and living spaces and solidified into a heavyclay-like mud. All of this mud was scooped away and collected in sandbags by hand. Everyone involved in this unexpectedly hard labor was covered in sweat even though it was
the end of November and cooling down. However, all of thevolunteers were overjoyed and refreshed by the words ofgratitude from the homeowners after all the mud had been
removed.
Until the year before last, our Kawasaki and Head Office
Chapters held a joint flea market and donated the revenue
as part of our social contribution activities. However, thephysically intensive volunteer activity this year was truly aworthwhile effort. We will continue both social contribution
efforts founded in a spirit of mutual cooperation.
Each person’s individual contribution may be limited, but
we would like to continue to develop activities that can provide our support to those who need help.

ment agencies and neighboring companies including in
Osaka Bay beach cleanup efforts which were unable tobe held in FY2019 due to bad weather.

Corporate Governance

The support of and harmony with members of the local communities are absolutely
essential for a company’s continued existence. The Group will continue to build
even better relations with every one of our stakeholders including members of local
communities and customers, while also growing and improving together with society
in order to realize a sustainable society.

Providing Aid to People Affected by Typhoons

Union Members Deployed as Volunteers to theDamaged Area of Kanagawa
Society

Regular Cleanup of Harbor Roads

Cutting Grass at the Akiyoshidai Fire Festival

30

CSR Report 2020

Activities at Individual Plants

The Sakai Manufacturing Site and Central Glass Plant
Services Co., Ltd. Sakai Plant regularly clean the harborroads in front of the manufacturing site used to transportcargo with people from several other companies in theneighborhood according to the annual plan as an initiative
based on the municipal law to promote the beautificationof Sakai City—a city designated by government ordinance.
In FY2019, 20 people each from both companies took
part in the cleanup activities that included pulling weeds
and collecting trash on the sidewalks according to theannual plan for two cleanup efforts during the year.
We will also continue to work with the local govern-

12th Local Dialogue Meeting on Responsible Care at Yamaguchi Nishi

Matsusaka Environment Fair in Bell FarmCSR Report 202031

Activities at Individual Plants

Ube Plant

Kawasaki Plant

Message from the Plant Manager

Address	10-2 Ukishima-cho, Kawasaki-ku,
Kawasaki City, Kanagawa Prefecture
Number of Employees 210 (as of March 31, 2020)
Major items produced Inorganic chemicals, organic chemicals
ISO 14001 (May 2007)
ISO 9001 (July 2001)

Regional Activities
・Carried out cleanup activities for city and prefecturalroads on our plant-wide 5S Day (once a month)・Carried out cleanup activities in Tokiwa Park
(once a year)
・Carried out cleanup activities around Ube Higashi
Port (once a year)

・Carried out cleanup activities around Lake Ono・ Carried out forest maintenance activities toprotect water resources (once a year)(once a year)
・Protected and cultivated the grasslands at
・Held regional Responsible Care Meeting in the
Akiyoshidai Quasi-National Park (once a year)
Ube District (once every two years)
・Held regional Responsible Care Meeting in the・Cleaned roads with road sweepers (every day)Western District of Yamaguchi (once every two years)

Preparing for Accidents and Disasters

Substance Name

Emissions Compared toPrevious Year

Soil
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

➡
➡
➡
➡

➡
➡
➡
➡

➡

Transported
0
38,000
0
0
4.3
0
0
7,900
18,00090,000
1.3
0
0
7,700
0
340
1,100
0
0

Ukishima Joint Disaster Prevention Association Mid-Scale Training

Pollutant Release and Transfer Register (PRTR)
Ordinance
Designation No.
81
94
149
213
243
262
280
300
374
392

Substance Name
Quinoline
Chloroethylene (also known as vinyl chloride)
Carbon tetrachloride
N,N-Dimethylacetamide
Dioxins (Unit: mg-TEQ/year)
Tetrachloroethylene
1,1,2-Trichloroethane
TolueneHydrogen fluoride and its water-soluble salts
n-hexane(Unit: kg/year)

Atmosphere
0
3,400
240
11
0.02
0
0
79
0
0.1

Quantity
Water
0
0.3
0.6
0
0.26
0.8
7.5
0
0
0

Emissions Compared toPrevious Year

Soil
0
0
0
0
0
0
0
0
0
0

➡

➡
➡

Transported
0
0
9,000
53,000
0
2,200
1,300
1,900
55
8,000

Activities at Individual Plants

2, 2’-Azobisisobutyronitrile
Asbestos
3’-Isopropoxy-2-trifluoromethylbenzanilide (also known as Flutolanil)
Ferric chloride
XyleneQuinoline
Chloroethylene (also known as vinyl chloride)
Carbon tetrachloride
Dichloromethane
N,N-Dimethylacetamide
N,N-Dimethylformamide
Dioxins (Unit: mg-TEQ/year)
Trichloroethane
ToluenePhenolHydrogen fluoride and its water-soluble salts
BenzeneFormaldehyde
Methylnaphthalene(Unit: kg/year)

Quantity
Atmosphere
Water
0
0
0
0
0
0
0
0
890
0
0
0
0
0
0
0
1,500
0
0
0
19
0
5.7
0.063
9,400
0
570
0
120
210
660
0
310
0
0
0
41
0

Since Kawasaki Plant is located in an industrial complex, we are required tomaintain a system for security and prevention of disasters at all times, as defined in the Act for the Prevention of Disasters at Petrochemical Complexes, etc.
Every year we conduct disaster prevention drills incorporating earthquake-related leaks and fires in addition to tsunami evacuation drills, withthe cooperation of our partners residing at the plant in order to ensure a rapid and clear response to emergencies. In the training for our plant disasterprevention organization members, we heighten awareness about security anddisaster prevention and establish a system for emergencies through trainingthat includes seminars on using AED and handling breathing apparatuses,
drills for notification to relevant government bodies when confronted by abnormalities, drills for setting up disaster prevention headquarters, fire hose
drills and fire-fighting equipment training.
In addition, Kawasaki Plant is also a member of the Ukishima Joint Disaster Prevention Association, which is made up of companies from thesame industry in the Ukishima District in Kawasaki. Cooperating with eachmember company, we are building a system to ensure mutual support in adisaster, including systematic disaster prevention drills. The member companies also regularly exchange information on security and disaster prevention.

Society

CSR Report 2020

・Participated in traffic safety guidance organized by the Kawasaki Rinko Traffic
Safety Association
・Participated in Tokyo Bay General Survey for Water Environment (Analysis of andreport on water quality in Tokyo Bay near the plant)
・Held road safety workshops (attended by Kawasaki-Rinko Police)

Employees

Comprehensive Disaster Prevention Drill

Quantities emitted, discharged, or transported are listed for Class I Designated Chemical Substances handled annually in amounts exceeding 1,000 kg (500 kg for Specific Class I
Designated Chemical Substances). Dioxins are excluded.

32

・Carried out regular cleanups of roads around the plant
・Regularly exchanged information concerning the environment andsafety with neighboring plants in the Kawasaki Industrial Complex
・Participated in joint disaster drills with neighboring business sites in
the Ukishima District

Security and Disaster Prevention Initiatives

Pollutant Release and Transfer Register (PRTR)
Ordinance
Designation No.
16
33
41
71
80
81
94
149
186
213
232
243
281
300
349
374
400
411
438

Regional Activities

Quality

The industrial complexes that dot Japan handle enormous volumes ofhigh-pressure gases and hazardous materials. Maintaining safety atthese industrial complexes is therefore a very important and essential
task to ensure the safety and security of the nation’s citizens.
In recent years, numerous accidents have occurred at industrial
complexes, and their incidence is expected to remain high. Considering this, we work regularly to increase our ability to maintain security
and prepare for disasters, and to take preventive steps against trouble. On November 25, 2019, we conducted a comprehensive plant
disaster prevention drill that assumed a leak of hydrofluoric acid on
the premises of Fine Chemicals Production Department - 2. This drill
practiced our response during an emergency by executing disasterprevention activities with the plant disaster prevention team and thecooperation of the Ube Sanyo-Onoda Fire Department for a total of
170 people.
As an effort to put in place an effective disaster prevention systemfor emergencies at night and on holidays, we conduct nighttime
drills. The manager of disaster prevention (plant manager) and theassistant managers of disaster prevention (each line manager) thenconfirm the level of the emergency response to accidents.

We will continue working to further strengthen our security management. Our employees and business partners are united in their efforts in ensuring the safety of our plant and sense of security in ourneighboring residents.

Environment and Safety

Address
5253 Okiube, Ube City, Yamaguchi Prefecture
Number of Employees 653 (as of March 31, 2020)
Major items produced Fluorine products, other chemicals
ISO 14001 (December 2000)
ISO 9001 (December 1997)
ISO 45001 (February 2020)

Kawasaki Plant mainly produces fine chemical products, suchas our next-generation low GWP fluorine-based foam blowing
agent HFO-1233zd (E) and our next-generation fluorinated solvent HFO-1233zd (Z), which offers both excellent environmental performance and high cleaning performance; as well as
pharmaceutical intermediates, photoresist materials, and lithium ion battery electrolytes.
We actively promote 3R (Reduce, Reuse, and Recycle) activities for the byproducts produced during the manufacturing
Masaru Narimitsu
processes of these products by reclaiming or recycling flammaPlant Manager
Kawasaki Plant
ble waste oil and recycling sludge. Kawasaki Plant has reduced
the amount of final waste disposal by more than 90% compared to FY2000. Our environmental activities have been recognized by the city of Kawasaki, and Kawasaki Plant has been certified as a business site taking environmental
action, as defined by the city’s bylaws.
By leveraging our location in Kawasaki, we are also working to engage in safe andenvironmentally-friendly plant operations in the region in aspects outside of our production activities, such as asking all of our employees to use public transportation for
their commute to work.
Considerations about the environment and safety will always be necessary. Kawasaki
Plant will continue to strive in environmental and safety efforts in the future.

Corporate Governance

Ube Plant, established in 1936 and located in the coastal industrial region of Ube along the Seto Inland Sea, began with soda
production and expanded to production of fertilizers and finechemical products. Today, the Ube Plant primarily manufactures
fine chemicals containing organic and inorganic fluorine compounds from raw materials such as hydrofluoric acid. We strive
to engage in environmentally responsible business by manufacturing next-generation low GMP non-fluorocarbon products.
Isamu MoriIn February 2020, we completed transitioning the occupationPlant Manager
al safety management system from OHSAS 18001 to ISO 45001
Ube Plant
and have endeavored to build a safe and healthy working environment. The plant's green spaces are lined with rows of cherry trees, and in spring, local
residents enjoy the beautiful blossoms and natural environment. We will continue tomake our plant safe and open to local residents.

Message from the Plant Manager

Quantities emitted, discharged, or transported are listed for Class I Designated Chemical Substances handled annually in amounts exceeding 1,000 kg (500 kg for Specific Class I
Designated Chemical Substances). Dioxins are excluded.

Kawasaki Plant is continuing groundwater purification treatment as a result of contamination from a leak of 1,2-dichloroethane in 1982.

CSR Report 202033

Activities at Individual Plants﻿

Matsusaka Plant

Regional Activities

susaka Plant plans to hold basic lifesaving seminars regularly to provide a platform for even more employees to learn lifesaving skills in
the future and to sustain and improve the lifesaving skills of every participant.

Atmosphere
0
200
0
130
20

Quantity
Water

Emissions Comparedto Previous Year

Soil
0
0
0
0
0

0
0
0
0
0

➡
➡

Transported
0
0
62
0
0

Quantities emitted, discharged, or transported are listed for Class I Designated Chemical Substances handled annually in amounts exceeding 1,000 kg (500 kg for Specific ClassI Designated Chemical Substances). Dioxins are excluded.
Matsusaka Plant is continuing groundwater purification treatment after discovering groundwater containing arsenic and lead in 2002 and groundwater containing fluorine in March 2020.

CSR Report 2020

The Sakai Manufacturing Site is located in the center of Sakaiand the Coastal Industrial Zone designated in the Act on thePrevention of Disaster in Petroleum Industrial Complexes andOther Petroleum Facilities. Government agencies and local
companies cooperate in the pursuit of around-the-clock safetyand disaster prevention systems.
We work with the other Sakai-Semboku Rinkai Special Disaster Prevention District Council member companies to conductdisaster prevention drills based on annual plans that include
high-pressure gas support request drills, training for fire-fighting notifications at night, and Sakai-Semboku Rinkai District
disaster prevention drills using a multilateral support systemfor emergencies established by the Sakai-Semboku Rinkai Special Disaster Prevention District Council.
In addition, in October 2019 the Site practiced comprehensive disaster prevention and tsunami evacuation drills with theparticipation of 100 people from all departments, including
employees from affiliated companies and business partners, toensure the safety of people, reduction of damage, and prevention of secondary accidents due to fires, large-scale earthquakes, and other disasters.
We will continue to strengthen our safety management in the
future uniting all employees at the site in these safety and disaster prevention efforts.

Comprehensive Disaster Prevention Drill at the Sakai
Manufacturing Site

Pollutant Release and Transfer Register (PRTR)
Ordinance
Designation No.
80
Xylene296
1,2,4-Trimethylbenzene

Substance Name

Activities at Individual Plants

Cobalt and cobalt compounds
Selenium and selenium compounds
Lead compounds
Manganese and Manganese compounds
Methylnaphthalene(Unit: kg/year)

Safety and Disaster Prevention and Preparing
for Accidents and Disasters

Society

Basic Lifesaving Seminar

Pollutant Release and Transfer Register (PRTR)
Substance Name・Sponsored a flea market and donated proceeds to social welfare activities ・Provided support for a project conducted by the Osaka Port Cleanup
Association in Sakai Semboku Port to ensure the safety of ships navigating・Sent employees to support rescue, fire suppression and first aid in case ofthrough the port and protect the environmenta large-scale disaster as a member of the Sakai Disaster Response
Committee
・Held a blood donation drive at the Sakai Manufacturing Site
・Carried out cleanups of coastal roads

Employees

In July 2019, the Matsusaka Fire Department held a basic lifesavingcourse in the large conference hall of Matsusaka Plant. This threehour course taught 1) the importance of first aid, 2) cardiopulmonary
resuscitation (CPR), and 3) procedures for using AEDs. Participants inthis seminar could learn first aid, CPR, and procedures to use AEDs togain the knowledge and skills to protect the lives of employees andtheir families.
Roughly 30 people participated in the seminar, including not only
Matsusaka Plant employees but also members of affiliate companies
and business partners. Participants first learned the importance oflifesaving skills by watching a DVD before breaking into three groups
for an explanation about cardiopulmonary resuscitation (CPR), practical skill training for artificial respiration and heart compressions on
a mannequin, as well as an explanation of procedures on how to use
AEDs and practical AED training using a mannequin. The instructors
at this seminar taught in a careful and easy-to-understand manner,
allowing all of the participants to learn the importance of first aid aswell as lifesaving skills, while also reaffirming their respect for human life.
At the end of the seminar, every person who underwent this training
received a certificate for completing the basic lifesaving course. Mat-・Invited local residents to the plant’s summer festival
・Participated in beach cleanups, organized by Mie University’s Mie Global
Environment Center for Education & Research・Participated in voluntary cleanup activities at Matsunase Beach organized by the
Matsusaka Taki District Workers’ Welfare Council (attended by Matsusaka branchmembers of the Central Glass Labor Union)
・Held “Ecocap” activities (plastic bottle cap collection) organized by the Matsusaka
branch of the Central Glass Labor Union
・Deployed staff to Matsusaka City as “External Matsusaka-EMS Environmental
Auditors”

Quality

Basic Lifesaving Seminar

34

The Sakai Manufacturing Site is located in the center of
Sakai in Osaka Prefecture, and it has been manufacturing
flat glass since 1959 as the birthplace of the glass business of the Central Glass Group. In 1982, we adopted thefloat process as our manufacturing method.
The Site has been working to review the operational
conditions of the glass melting furnace and improve proNobuhisa Tanise
ductivity to further reduce the energy consumption rate.
Site Manager
Sakai Manufacturing Site
Furthermore, the Site has also been engaging in initiatives
Matsusaka Plant
to not only recycle waste but also reclaim waste to drive
further waste reductions.
We will work to foster a safe and environmentally friendly plant in order to contribute to the establishment of a truly prosperous society through Monozukuri
under the Basic Philosophy of “Creating a Better Future Through Monozukuri,” sothat everyone in the community can live with peace of mind.

Regional Activities

・Participated in Mie Prefecture Kids’ ISO 14000 Program activities
・Participated in cleanup of waste drifting ashore at Toshijima Island, Toba City,
organized by the Mie Prefecture Industrial Waste Countermeasures Promotion Council
・Exhibited Eco-Glass at the Matsusaka Environmental Fair held by the
Matsusaka City Environmental Partnership Committee・Participated in the Matsusaka Street Cleanup organized by Matsusaka City・Lent plant grounds to youth sports associations and other organizations freeof charge
・Provided company-owned land to neighboring local communities as
temporary parking areas free of charge

Ordinance
Designation No.
132
242
305
412
438

Address	6 Chikko-Minamimachi, Sakai-ku, Sakai
City, Osaka Prefecture
Number of Employees 42 (as of March 31, 2020)
Major items produced Architectural and residential flat glass	Flat glass for electronic materials,
architectural frosted glass
ISO 14001 (December 1999)
ISO 9001 (February 1999)

Message from the Site Manager

Environment and Safety

Matsusaka Plant manufactures polished glass using the world’s
only duplex equipment capable of employing a consecutive double-sided polishing method. We also manufacture float and fabricated glass for automotive, architectural, and industrial applications. Since the plant consumes a huge amount of energy andresources, we are always working to rigorously implement environmental conservation activities.
In order to conserve energy and power and reduce CO2 emissions, we are working to reduce production loss, incorporate the
Akira Yuasa
introduction of equipment that conserves energy into large-scale
Plant Manager
Matsusaka Plant
renovations, and implement improvements to our operational
technologies.
We continually aim to reach higher levels of waste reduction, as well as make efforts
to recover valuable commodities from waste, one example of which is recycling almost
all the waste glass we produce.
Each of our employees is continually working to achieve growth and improvement,
based on our philosophy, “Creating a Better Future Through Monozukuri.” We will continue to appreciate and contribute to local communities and work to make our plantsafe and happy.

Matsusaka Plant
Sakai Manufacturing Site

Corporate Governance

Address	1521-2 Okuchi-cho, Matsusaka City, Mie
Prefecture
Number of Employees 224 (as of March 31, 2020)
Major items produced Automotive glass	Architectural and industrial float glass/fabricated glass
Functional glass for electronic materials
ISO 14001 (April 2000)
ISO 9001 (November 2003)
IATF 16949 (June 2018)

Message from the Plant Manager(Unit: kg/year)

Atmosphere88100

Quantity
Water

Emissions Comparedto Previous Year

Soil
0
0

0
0

Transported
00Quantities emitted, discharged, or transported are listed for Class I Designated Chemical Substances handled annually in amounts exceeding 1,000 kg (500 kg for Specific ClassI Designated Chemical Substances). Dioxins are excluded.

CSR Report 202035

Central GlassInternational
Architectural
Design Competition
The 54th Theme  

Central Glass Co., Ltd. has held the Central Glass International Architectural Design Competition
since 1966. We invite renowned professors in the field of architecture in Japan as judges and also
gather students interested in architecture and architects at the forefront of the field from Japan andoverseas. In 2019, the final judging took place publicly at the Tokyo International Forum to select the
grand prize winner from among a total of 188 entries, of which 67 were from overseas.
We live in a time in which we need to pursue economic efficiency and rationality while simultaneously preserving the natural environment and protecting historical and traditional cultures. As acompany that promotes architectural culture, we believe that it is highly meaningful for us to provide occasions to contemplate a desirable society and environment through this competition.

Architecture that Generates New Sakariba

Sakariba is a word in Japanese for lively places where
crowds of people gather, such as rows of drinking establishments, theaters, amusement facilities, and so on.
The 54th Theme asked for proposals for architecturethat will generate new sakariba.

First placeNoël Picaper (France, Freelance)
Marion Jamault (France, Freelance)Project Description

SAKARI-BUSTERS
Sakariba are intervals of space and time. They are informal places located between work and rest areas where
things that are impossible in the daily society occur.
Sometimes sakariba arise far away from central places.
They got their qualities thanks to the spontaneity of
their development and the affluence of people.
We want to facilitate the emergence of new sakariba
to enclosed districts and monofunctional urban tissue.
Transforming some parts of those neighbourhoods into
sakariba could generate unexpected polarities for amore democratic city.
Unattractive spaces and vacant plots constitute thepotential base for an architectural intervention to rethink
this future of sakariba. By slowing down private investment, we can reconsider those spaces carefully. Their
flexibility and their position are strategic. With our ‘Sakari-busters’ we transform them partially into a new sakariba that will progressively improve the neighbourhood.
‘Sakari-busters’ are easily buildable micro-architectures made with reused material that spread hybrid uses
into their surrounds. They have social condensers properties. Thanks to their strong identity and their adaptability, they are a catalyst for the emergence of a new
sakariba – a common future.


CSR Report

2020

Concept of the CSR Report 2020
Cover Page

Corporate Social Responsibility Report

The blue sky symbolizes the beautiful environment. The same blue of the earth incorporated
into the Central Glass product images illustrates
the Central Glass Group’s embracement of CSR
activities forming harmony between all of theCentral Glass businesses and beautiful nature.

Contact: Environment and Safety Department
Kowa-Hitotsubashi Bldg., 7-1 Kanda-Nishikicho 3-chome, Chiyoda-ku, Tokyo, 101-0054 Japan
TEL. +81-3-3259-7359 FAX. +81-3-3259-7394 http://www.cgco.co.jp/