CSR Report
Corporate Social Responsibility Report2021

Contents

Midterm Plan (FY2018-FY2020)

CSR at the Central Glass GroupThe Central Glass Group formulated a three-year Midterm Plan for
FY2018 to FY2020. Regrettably, we were unable to reach the operating

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 forachieving 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.
ーCorporate Philosophyー

profit, operating profit ratio, and ROE goals set as management targets
during FY2020, which was the final year of the Midterm Plan.
Due to the difficulty of predicting specific factors such as the impact of
the COVID-19 pandemic and the progress of structural reforms to theglass business, we plan to formulate our next Midterm Plan with a target
period of FY2022 to FY2024.

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.

• 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.

• Create new value through innovative technologies.

• Endeavor to increase corporate value with global growth
as our driving force.

• Grow together with society while remaining
environmentally friendly.

• Aim to be a vibrant enterprise with a pioneering spirit andrespect for diversity.
Code of Conduct

ーー

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.

1. Be responsible for one’s own actions and engage in corporate activities with integrity and sincerity.

2. Distribute cash flows based on a well-balanced consideration of shareholder returns, investments and financial discipline.

2. Place our highest priority on the quality and safety of our products and continue to meet customer needs.

3. Continue strengthening R&D to ensure future growth.

3. Continuously pursue and refine one’s sense for original ideas and technologies.
4. Support the realization of a society where everyone can live in comfort and good health, and contribute to theprotection of the global environment.

The Future of Glass and Chemicals Pioneeredby the Central Glass Group .................................. 8

Operating profit

Corporate Governance ..................................... 12
Environment and Safety................................... 16
Quality........................................................... 24
Employees ..................................................... 28
Society ......................................................... 32
Activities at Individual Plants .......................... 34

Editorial Policy
This CSR Report 2021 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

Management Target

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.

Business Outline of the Central Glass Group .......... 6

Basic Policies
Achieve new growth by strengthening our business foundations and original technologies.

Basic Policies

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

Special Feature:
Launch of Shonan Research Center ...................... 10

Basic Philosophy“Creating a Better Future Through Monozukuri* ”

CSR at the Central Glass Group ............................ 22020 Targets

2020 Results

18 billion yen

4.1 billion yen●

ISO 26000 (Guidance on social responsibility)●

Responsible Care Code of the Japan Responsible Care Council (JRCC)●

Environmental Reporting Guidelines 2018 of the Ministry of the Environment

Report Period
April 2020 to March 2021 (Some exceptions)(The period for information related to health and safety as well as socialand environmental activities of overseas affiliates was from January to
December 2020.)

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.

ROE

The Group focuses on the idea that
Monozukuri starts with Hitozukuri as thefoundation of our corporate growth,and we aim to create workplaces inwhich every employee is able todemonstrate their capabilities andskills to the utmost.

Midterm PlanCSR System at the Central Glass GroupOperating profit
ratio

Basic
Philosophy

The Group contributes to the realizationof a sustainable society while recognizing the effect that our businessactivities have on the environment. We
strive to reduce our environmental
burden and grow in harmony with theregions where we do business.

The Group carries out quality control
initiatives that always place customer
satisfaction first, so that we canprovide reliable products and services
to our customers.
With our business partners, we work
to build fair, equitable, and positive
relationships of trust.

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CSR Report 2021

Customers
andBusiness
Partners

Shareholders
andInvestors

Total return ratio
to shareholders

Code of Conduct

6.0%

0.8%

At least 30%

247%

The Central Glass Group (Data was only gathered from the plants, researchmestic and overseas affiliates.)Central Glass Group and the Sustainable Development Goals
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.

(Hundred million yen)
200
Chemicals

Total

Operating profit ratio

150

8.0%

The Central Glass Group works toward the targets set out by the SDGs

7.0%

and the sustainable growth of the Group.

through various business activities with the aim of contributing to society

6.0%
5.0%

100
The Group strives to realize rapid
and highly transparent information
disclosure. Through our financial
results, briefings, and publications,
we are working to prioritize communication with all shareholders andinvestors.

Scope of the Report

Operating Profit/Operating Profit Ratio

Glass
Local
Communities

2.1%

centers, and headquarters of Central Glass Co., Ltd. along with main do-

Basic Policies
Employees

7.0% or more

4.0%
50

3.0%
2.0%

0
-50

1.0%
2017 Results

2018 Results

2019 Results

2020 Results

0.0%

CSR Report 2021

3

President’s Message“Creating a Better Future ThroughMonozukuri ”
The Central Glass Group will contribute to the establishment ofa truly prosperous society through the spirit of Monozukuri.

Realizing Our Corporate Philosophy

Compliance

The Central Glass Group Corporate Philosophy is tocontribute to the establishment of a truly prosperous
society through Monozukuri. It is made up of our Basic Philosophy and Basic Policies, with a Code of
Conduct laid out to realize the principles therein. The
Corporate Philosophy is the basis for all our efforts as
we aim to enhance corporate value.
The Monozukuri of Central Glass not only guides our
manufacturing processes but also encompasses all of
our corporate activities—from research and development to production and sales—to better address thecustomer as well as social needs.
In addition, harmony with the environment is essential to establishing a truly prosperous society, andone of the Basic Policies of the Central Glass Group.
One of my missions is to promote business development which helps protect the global environment.

Compliance is indispensable in conducting corporate
activities that fulfill our Corporate Philosophy.
The Central Glass Group has established a corporate governance structure to increase transparency
and fairness of our overall management as well as toimprove efficiency and speed in an effort to maintaincompliance as an organization.
Our Group has also drafted a Code of Conduct for
all of our employees to follow when carrying out these
corporate activities to ensure strict compliance on an
individual basis.
However, we have faced many different quality, environmental, health, and safety issues in various
fields. To address this need for an even higher levelof compliance, we formulated the Quality Guidelines
as well as the Guidelines for Environment, Safety,
and Health.
We will continue to ingrain awareness of compliancein every Group employee and provide education andtraining to embed it as part of our corporate culture.

Addressing Environmental Issues
Our Group has striven to reduce greenhouse gas
emissions thus far as an initiative to prevent global
warming. In 2021, Japan set new reduction goals,
which means Central Glass must also set its own new
targets.
In addition to our initiatives to reduce emissions
from our corporate activities, we have also endeavored to develop and commercialize both electrolytes
for lithium-ion batteries that help reduce third-party
emissions as well as a lineup of hydrofluoroolefin
products with a low global warming potential.
To achieve our new targets, the Group will actively
promote business development directly connected to
the reduction of greenhouse gas emissions.

Creating a Vibrant Corporate Culture
Central Glass is a Monozukuri (“making things”) company, for which the basic foundation for corporate
growth is Hitozukuri (“making people”), or human resource development.
The comprehensive human resource development
programs that Central Glass has put in place allow
each individual to maximize their expertise and skills.
To find the ideal work-life balance, we have alsoestablished childcare and nursing care programs.
These build a work-friendly environment and support
the work-life balance. Moreover, Central Glass is also
advancing maternity and parental leave programs
available for both male and female employees.
We work to foster an even more vibrant corporate
culture regardless of gender, nationality, age or disability so that every employee can not only feel themselves grow but also reach their full potential.
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.

4CSR Report 2021

CSR Report 2021

5

Business Outline of the Central Glass Group
Major Products of Each Segment

Glass BusinessArchitectural Glass

Float glass, figured glass, wired glass, heat reflective glass, fabricated glass (tempered glass, heat-resistantglass, laminated glass, insulating glass units, security glass, and disaster prevention glass), mirrors, anti-fog
mirrors, and decorated glass

Automotive Glass

IR-cut glass, UV-cut glass, glass antennas, privacy glass, module glass, acoustic glass, defogging glass, headup display glass, and other various safety glasses

Glass Fiber

Continuous glass fiber, glass wool

EuropeAsia

Company Name

Location

Main Business Operations

Company Name

Glass
Carlex Glass
Luxembourg, S.A.

Luxembourg

Chemicals

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

Central Glass
Germany GmbHGermany

GMP contract manufacturing ofactive pharmaceutical ingredients

Central Glass
Europe Limited

UK

Investigation and information services

Chemicals

Apollo Scientific
LimitedUK

Manufacture and sale of fluorinated chemicals

Giga Gas & Electronic
Materials Company

Central Glass
Czech s.r.o.

Czech Republic

Manufacture and sale of electrolytes for secondary lithium-ion
batteries

Giga Gas & Electronic
Materials Company
Singapore
Giga Gas & Electronic
Materials Trading(Shanghai) Co., Ltd.
Zhejiang Central
Glass Chemspec
Company Ltd.
Central Glass Trading(Shanghai) Co., Ltd.
Jiangxi Tinci Central
advanced materials
Co., Ltd.
Zhejiang Britech
Central Glass Co., Ltd.

TaiwanTaiwanChina

TaiwanSingapore

China

China

China

China
China
South
Korea

Central Glass Korea
Co., Ltd.

South
Korea
India
Vietnam

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

Sale of special gases for informationand electronic industries, and chemical
products
Sale of special gases for informationand electronic industries, and chemical
products
Sale of special gases for informationand electronic industries, and chemical
products
Manufacture and sale of electrolytes
for secondary lithium-ion batteries andfluorinated chemicals
Wholesale and import/export of glass
products, chemical products, chemicalfertilizers, glass fiber, and other products
Manufacture and sale of raw material
for electrolytes for secondary lithiumion 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

Business Sites in Japan

Company NameCentral Glass Co., Ltd.

Established

October 10, 1936

Kowa-Hitotsubashi Bldg., 7-1 Kanda-Nishikicho 3-chome,
Head Office
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

CapitalListed Stock
Exchange6

Main Business Operations

Corporate Outline (As of March 31, 2021)

Number of
Employees

CSR Report 2021

1,671 (6,053 consolidated)
18,168.28 million yen
Tokyo Stock Exchange

Fine Chemicals

Active ingredients and intermediates for pharmaceuticals/agrochemicals, fluorine organic/inorganic compounds,
high purity fluorine gases for semiconductors, and electrolytes for secondary lithium-ion batteries

Fertilizers

Coated fertilizer, NPK compound fertilizer, NK compound fertilizer, ammonium chloride, and organic chemicalfertilizer

The Americas

Company Name

Location

Main Business Operations

Company Name

Glass

JCEL Co., Ltd.

Central Glass
Company India
Private Limited
Japan Vietnam
Fertilizer Company

Hydrofluoroolefin, polyaluminum chloride, gypsum, and hydrofluoric acidJapan
Location

Glass
Manufacture and sale of automotive glass

Chemicals
Business

Basic Chemicals

Location

Main Business Operations

Glass

Central Glass Sales
Co., Ltd.
Central GlassEngineering Co., Ltd.
Bishu Silica Sand
Co., Ltd.
Mie Glass Industry
Co., Ltd.
Central Glass Plant
Services Co., Ltd

Tokyo
Tokyo
Aichi
Mie

Mie

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

Tokyo
Tochigi

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

Carlex Glass
America, LLC

Refinement of silica sand and gravel

Manufacture of automotive glass and processed architectural glass

Mie

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

Manufacture of float glass and manufactureand sale of fabricated automotive glass

SynQuest
Laboratories, Inc.

US

Manufacture, processing and sale of fluorinated chemical products

Central GlassInternational, Inc.

US

Investigation and information services, sale ofgoods

Chemicals

Manufacture and sale of secondary fabricatedproducts of flat glass
Manufacture and sale of crates and pallets, cutting and secondary processing of flat glass, maintenance of 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.

Gifu

US

ChemicalsCentral ChemicalCo., Ltd.

Tokyo

Tosho Central Co.,
Ltd.

Tokyo

Central Engineering
Co., Ltd.
Ube AnalyticalCenter Co., Ltd.
Ube Yoshino
Gypsum Co., Ltd.

Yamaguchi
Yamaguchi
Yamaguchi

Manufacture, processing, and sale of coatedfertilizer, ammonium chloride, chemical fertilizers and other related products
Sale of merchandise, insurance agent business, freight-hauling business, and packaging
and loading
Design and construction of various plants, manufacture and repair of machines and equipment
Analysis services for various chemical products, fertilizers, etc.
Manufacture of gypsum plasterNet Sales and Ordinary Incom (Consolidated)

Number of Employees(Unit: million yen)

(Unit: people)

229,901

Net sales

Ordinary income

222,469

6,832
190,673

FY2020 Sales by Segment (Consolidated)

Non-consolidated

6,440

Consolidated

6,053

41%
Chemicals
Business

78.3

billion yen

11,169

Total

190.7

8,565
4,749

billion yen
1,633

1,631

1,671

59

%
Glass
Business

112.4
2018

2019

2020 (FY)

2018

2019

2020 (FY)billion yen

CSR Report 2021

7

The Future of Glass and Chemicals Pioneeredby the Central Glass GroupAs part of the mission of the Central Glass Group to deliver products that widely contribute to society, 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 will create value new to the world through its businessactivities in addition to developing and providing environmentally friendly products and products that take people’s health andsafety into consideration.

Innovative
Technologies

Harmony with
the Environment
Basic Philosophy
GlobalGrowthPioneering
SpiritDiversity

Chemicals Business

Creating a Better
Future ThroughMonozukuri

Architectural Glass
Eco-Glass is an insulating glass coated with a Low-E coating, which is widely popular as a glass for architectural and residential use. The high-performanceheat-shielding and insulating properties of Eco-glass mitigate heat transfer fromthe glass to maintain a comfortable indoor environment during hot summers as wellas during cold winters using relatively little power. Also possessing anti-condensation and UV-cut properties, this glass is friendly to both people and the environment. A variety of glass products are used to realize a safe, comfortable lifestyle forpeople. For example, anti-disaster safety laminated glass prevents shards from flying inside even if it breaks in a large typhoon or earthquake, while soundproof glass
shields an indoor environment from outside noise, creating a quiet interior space.

Automotive GlassCentral Glass provides laminated glass and tempered glass for automotive windows. We also offer products with solar insulating performance which cut the
infrared rays contained in sunlight (IR cut glass) to contribute to comfortablevehicle interiors, reducing the cooling load, and saving energy.
Lead-Free and Anti-Fog Mirrors
Lead-free mirrors are an environmentally friendly product using a backside
coating free of harmful lead components. When used as bathroom vanity mirrors, our anti-fog mirrors prevent fogging without using electricity through aspecial functional film on the mirror surface. These environmentally friendly
mirrors not only provide energy savings but also help achieve a comfortable daily life for our customers.

Glass Fiber
Resin-Reinforced Materials
Continuous glass fiber is widely used in diverse applications such as a variety
of fiber-reinforced plastics, housing, automobiles, ships, and electronic products. These materials help reduce CO2 emissions and save energy, including
contributing to the lightweighting of vehicles.

Automotive Sound-Absorbing Materials
Glass wool, a noncombustible and fire-resistant material made largely from raw
recycled glass materials, is used for heat insulation that contributes to energy
saving, and sound absorption in automobiles, railcars, and other vehicles.

Basic Chemicals

Fluorine Cleaning Agents and Solvents
Our hydrofluoroolefin products are utilized in solvents used for precision cleaning of
automotive and electronic components, dry cleaning of laundry, special coating for
medical devices and more. Hydrofluoroolefin products are environmentally friendly
materials that have low global warming potential and do not damage the ozone layer.
These products contribute to environmentally friendly manufacturing in a wide
range of industrial fields.

Fine Chemicals

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 at Central Glass contribute to human health.
Fluorine Products for Electronic Materials
Fluorine-based process gases, cleaning gases, resist materials, and water repellent drying agents are employed in the production of semiconductors used incomputers and mobile devices.

Blowing Agent for Insulation Foams
Our hydrofluoroolefin products are utilized in blowing agents for insulation
foams used in housing and freezer showcases. Hydrofluoroolefin products areenvironmentally friendly materials that have low global warming potential anddo not damage the ozone layer. These products contribute to an energy-saving society by heightening insulation efficiency.

Electrolytes for Lithium-Ion Batteries
Our electrolytes are used in lithium-ion batteries for applications such as
electric and hybrid vehicles. Additives developed by Central Glass have properties that improve battery performance. We provide high-performance electrolytes to battery manufacturers worldwide, which contributes to the reduction of CO2 emissions.

Environmentally Friendly Agricultural Materials Coated Fertilizer Cera-coat®

8

CSR Report 2021

Developing
Environmentally
Friendly Products

Expanding Globally

Achieving a
Low-carbon Society

Enhancing
Corporate Value

Agri-Bio
This controlled-release fertilizer was developed based on the three concepts of ideal fertilizing effectiveness, labor and cost savings, and environmental friendliness.

Realizing Lifestyles
with Comfort and Safety

Contributing to the Establishment of a Truly Prosperous Society Through Monozukuri

Glass Business

Glass

Since this environmentally-friendly fertilizer is highly efficient, the amount of
product used in one application can be reduced.

CSR Report 2021

9

Special Feature

Chemicals Business

VOICE

Launch of Shonan Research Centeras a New Research and Development Site Inside the Shonan HealthInnovation Park Collaborative Next-generation Medical Research andDevelopment Complex

Tsuyoshi Ogawa (Left)
Shonan Research Center
Advanced Business Group
Chemicals Business
Development Department

On May 6, 2021, Central Glass opened the Shonan Research Center as a new research and development site.
The Shonan Research Center acts as an organization under Central Glass’s Chemicals Business Development Department, whichis responsible for overseeing new businesses. This new center will not only research and develop new pharmaceutical products
but will also promote external joint ventures and collaboration for the purpose of creating new life science businesses. As ashared facility inside of the Shonan iPark collaborative research complex, the Shonan Research Center will pursue drug discovery research in an environment welcoming discussion with experts specializing in consultations on pharmaceutical product development, while taking advantage of the advanced laboratory instruments and evaluation apparatuses required for pharmaceutical research and development.

The Shonan Research Center is engaged in research activities and businessdevelopment in the life sciences, which have been identified by Central Glass
as a growth business. The life sciences are hard to describe in a single word
because the field is extremely broad. The Shonan Research Center develops
products to satisfy unmet medical needs for illnesses which are difficult to treat.
For example, regarding neurodegenerative disease which is an illness
caused by the clumping of abnormal proteins in the human body, Central Glass
released a research paper presenting a new pharmacological mechanism in
2021. At the Shonan Research Center, we aim to pursue the synergy between
Central Glass’s core technologies of chemical synthesis and materials development while collaborating with companies and research institutes in a wide
range of business fields, as one aspect of Central Glass’s growth strategy.

Initiatives in the Life Sciences as the Next Growth BusinessCentral Glass has pinpointed the life sciences as
one of its next growth businesses in the Midterm
Plan. The life science field involves not only
chemical substances in which Central Glass isparticularly skilled but also biological products derived from genes and proteins, as well as cells, animals, humans and other living things. The life
sciences have been highlighted as one sector certain to show worldwide growth. The industry is
rapidly releasing completely new types of pharmaceutical products, medical devices, and regenerative medical products. One recent example is theworld’s first practical application of an mRNA vaccine for COVID-19.

Central Glass has been highly praised by customers
in Japan and overseas for providing a variety ofchemical substances, including a general inhalation
anesthetic (sevoflurane) in the field of pharmaceutical products. In the future, in order to apply thetechnologies cultivated through our businesses thus
far to the challenge of developing the next generationof pharmaceutical products, Central Glass needs toacquire a broader range of life-science technologies
than ever before as well as collaborate with pharmaceutical companies and startups. To tackle thesechallenges, Shonan Research Center launched as a
new research and development site inside the Shonan Health Innovation Park in May 2021.

Central Glass Office Space at iPark

Testing and Evaluation Equipment Used to Research and Develop Pharmaceutical Products

Shonan Health Innovation Park Overview
Shonan Health Innovation Park (Shonan iPark; located in
Fujisawa, Kanagawa) is a science park established by Takeda Pharmaceutical Company as an enormous researchcomplex in April 2018. iPark acts as a place accelerating
health innovation by bringing together industry, government, and academia in a variety of small- to large-scale
projects. This has formed an ecosystem of companies andorganizations, from pharmaceutical companies to next-generation medical, AI, and venture capital firms, as well as
government agencies, in total comprising more than 100
companies and 2,000 people.
Official website

https://www.shonan-health-innovation-park.com/
Photo of Shonan Health Innovation Park10CSR Report 2021

CSR Report 2021

11

Corporate Governance

Increasing Transparency and
Fairness of Overall Management

Board of Directors

Corporate GovernanceAppoint

Shareholders’ Meeting
Appoint

Board ofCorporate
Auditors

ReportNomination/
Remuneration Committee

Board of Directors
Supervise

Audit

Coordinate

Accounting Audit

Executive Officers

Accounting
Auditor

Audit

Audit Department
Accounting Audit

Directors
Business Sites and Affiliate Companies
Coordinate

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

12

CSR Report 2021

● Group Quality Compliance Committee● Compliance Promotion Committee, etc.

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 and financial reporting.
Internal audits are carried out to maintain the effectiveness and efficiency of group-wide operations, conserve resources, and manage compliance with laws andregulations as well as internal rules. Operating audits arealso 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.
In FY2020, 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 effec-

Executive Officer in charge of the Environment and Safety
Department

ViceExecutive Officer (Deputy) in charge of the Environment andChairpersons Safety Department

Committee
Members

General Managers of the Personnel Department, 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

Activities at Individual Plants

Audit
Department

Management Committee■ Committee Composition (As of April 1, 2021)
Society

Coordinate

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.

Chairperson

Supervise
Audit

Board of Corporate Auditors

Employees

Appoint

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

The Central Glass Group set up the Environment Safety
Promotion Committee as an organization to promotegroup-wide environment, safety, and health activities
throughout the entire life cycle from development to disposal of products based on the Guidelines for Environment, Safety, and Health.
In FY2020, we introduced remote meetings in addition to
traditional video conferencing systems as a measure to preventthe spread of COVID-19, and held meetings with 118 participants, including Environment Safety Promotion Committee
members, from several different locations. The head office reported on the FY2019 group-wide activity results for the Environment Policy, Safety and Health Management Policy, andenvironment and safety issues, in addition to laying out thegroup-wide activity plan for each policy for FY2020. The manufacturing departments as well as the research and development departments each reported their FY2019 activity resultsand FY2020 activity plan, shared information, and carried out
activities toward continuous improvement.

Quality■ Organizational Chart for Corporate GovernanceManagement Committee

Environment Safety Promotion Committee

Environment and Safety

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 have adopted
an executive officer system. By separating decision-making regarding important business matters, the supervisionof business execution, and the actual execution of business, we have slimmed down the Board of Directors tomake 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 enhance and drive the efficiency of the auditing process.

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 to increasetransparency and fairness of our overall management as well as to improve efficiency andspeed. We carry out initiatives to raise all employees’ awareness of compliance in order topractice sincere corporate activities.

tiveness of internal control at important sites from an objective standpoint as management of its internal control
system for financial reporting.
In FY2020, 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, 2021.
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.

Environment Safety Promotion Committee

CSR Report 2021

13

Corporate Governance

Increasing Transparency and Fairness of Overall Management

Anti-Monopoly Law Compliance Committee■ Committee Composition (As of April 1, 2021)
Chairperson Executive Officer in charge of the Quality Assurance Division
ViceGeneral Manager of the Quality Assurance Division
Chairpersons■ Committee Composition (As of April 1, 2021)

Committee
Members

General Managers of the Corporate Administration Department,
Purchasing Department, Glass Sales Department, Automotive
Glass Department, Glass Business Planning & Development Department, 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, AgriBio Business Promotion Department, and Glass Fiber Department

Observers

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 committee has also established meetings to promote quality activities in each segment. The details of
the discussed content of the segment meetings are reported to the committee secretariat.
The quality promotion meetings held in FY2020 confirmed the progress of activities during FY2020 and shared
the quality promotion activity policy for FY2021. 66 people

14

CSR Report 2021

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

Corporate Auditors

Compliance Promotion Committee

Security Trade Control Committee
The Central Glass Group exports goods and provides technology in accordance with export and trade laws, such as theForeign 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, for the purpose of sustaining international peace andsafety and preventing the stockpiling of weapons of mass destruction as well as conventional arms. We act under a basic
policy to never breach such laws and have established the
Security Trade Control Program to fully raise internal awareness about this policy as well as a Security Trade Control
Committee to thoroughly implement this program.
In FY2020, the Security Control Committee fully raised
awareness about compliance with laws and regulations byproviding 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.

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 FY2020, the committee conducted compliance promotion education as part of its response to internal reports.
The Compliance Promotion Committee revised theCompliance Manual in light of amendments to laws, regulations, and internal rules and announced the changes
to all employees.

■ Committee Composition (As of April 1, 2021)
Chairperson

Executive Officer in charge of the Corporate Administration
Department

Committee
Members

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

Observers

Corporate Auditors■ Committee Composition (As of April 1, 2021)

Corporate Governance Report

Activities at Individual Plants(1) Q uality promotion meetings: Promotes PDCA quality
activities(2) Emergency response meetings: Rapidly responds toany quality and product safety issues(3) Corrective action meetings: Defines comprehensive
measures to prevent any recurrence.

■ Committee Composition

SocietyIn March 2020, the Group replaced the Product Safety
Committee with the Group Quality Compliance Committee as a Group-wide organization to further strengthen
the quality assurance system of the entire Central GlassGroup, including product safety activities.
The Group Quality Compliance Committee promotes
quality control activities through the meeting committee
structure below.

Observers

We regularly publish a corporate governance report that
includes our compliance activities and performance inaccordance with the amendments enacted to the Corporate Governance Code (hereafter referred to as CG Code)by the Tokyo Stock Exchange in June 2018.
In accordance with the policy on reducing cross-shareholdings which requires ongoing disclosure, we disclosed
the findings from an examination held by the Board of
Directors into the appropriateness of cross-shareholdings
held by Board of Directors as well as the results of anevaluation and analysis into the effectiveness of theBoard of Directors as a whole in fiscal 2020. Japan plansto revise the CG Code in 2021, following which we will
publish reports in accordance with the newly revised
standards.
Moreover, the Tokyo Stock Exchange plans to restructure its market segments on April 4, 2022. We have begun investigating which market segment to select andplan to undergo the market selection process starting in
September.

Employees

Executive Officer in charge of the Corporate Administration
Department

The Central Glass Group evaluates and analyzes the influence of management decision-making and accounting
records on financial reporting. We set up the Financial
Reporting Risk Assessment Committee to ensure the reliability of financial reporting.
In FY2020, the committee provided guidance to avoid
any potential financial reporting risks by evaluating andanalyzing projects that had such risks due to internal andexternal factors.

Quality

Chairperson

Compliance with the Corporate Governance CodeEnvironment and Safety

Committee
Members

General Managers of the Corporate Administration Department,
Purchasing Department, Glass Sales Department, Automotive
Glass Department, Glass Business Planning & Development
Department, 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,
Chemical Research Center, Glass Research Center; Deputy
General Manager of the Chemical Research Center; Plant Managers of the Ube Plant, Matsusaka Plant, Kawasaki Plant; Site
Manager of Matsusaka Plant Sakai Manufacturing Site; andPresidents of affiliate companies (main affiliate companies)

Financial Reporting Risk Assessment Committee

Corporate Governance

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 FY2020, while primarily conducting internal education in the sales division, the Anti-Monopoly Law Compliance Committee also verified whether any information
was disclosed that may conflict with the Anti-Monopoly
Law, examined the trends in detection of cartels, andsurveyed subcontracting relations. Furthermore, the committee also explained the Anti-Monopoly Law and provided education about the Act Against Delay in Payment of
Subcontract Proceeds, etc. to Subcontractors throughoutside instructors and engaged in activities to ensurecompliance with the Anti-Monopoly Law.

took part in these meetings, including Group Quality Compliance Committee members. Emergency response meetingsand corrective action meetings are convened as necessary.

Chairperson Representative Director

Committee
Members

General Managers of the Glass Business Planning & Development
Department, Chemicals Technical Planning & Management Department, Information & Computer System Department, Glass
Sales Department, Automotive Glass Department, 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, and Glass 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

Compliance Manual

CSR Report 2021

15

Environment and Safety

Everything is for People and
the Global Environment■ FY2020 Targets and Performance Results

Environment and Safety Management
Promotion System■ Environment and Safety Management Promotion System
Management Committee○

Set FY2030 targets for the reduction of CO2 emissions.
Carry out activities to achievethese targets.

○

Set FY2025 targets for the reduction of the final disposed amountof industrial waste.
Carry out activities to achievethese targets.

Thoroughly implemented voluntary and statutory inspections.
A dopted and installed safety equipment.
● 
Prepared and provided comprehensive work standards andother documentation.

Promotion of
security anddisasterprevention○

Implement equipment safetymeasures and ensure operational safety.

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.

Implemented measures to prevent occupational accidents, utilizing information such as factor analyses of the 2019 occupational accident report.
● 
Instructed each business site to utilize safety and health activities to eradicate occupational accidents.
● 
Number of occupational accidents: 29 (down 11 from FY2019).

△

Implement measures to prevent
occupational accidents based on
the 2020 occupational accident
report.

Issued Yellow Cards for chemical products, including chemical
substances not legally mandated to require a card.
● 
Verified that Yellow Cards are properly used according to internal
rules through an internal database, audits, and other measures.

○

Continue to prepare new Yellow
Cards and revise existing Yellow
Cards as necessary.

Investigated switching from raw materials containing PRTR
substances to alternative products.
● 
P rovided the necessary notifications in accordance with theReduce emissions of chemical
Chemical Substances Control Law and Act on Confirmation, etc.
substances into the environof Release of Amounts of Specific Chemical Substances in thement.
Environment and Promotion of Improvements to the ManageContinue compliance with relement Thereof (PRTR System) and other laws and regulations.
vant laws and regulations.
● Verified the level of compliance with relevant laws and regulations
through voluntary audit reports and on-site environment andsafety audits.

○

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

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 execute proper
disposal.

○

Identify the use and storage ofequipment containing PCBs andcontinue to execute proper disposal in accordance with laws
and regulations.

Reduce FY2020 final disposed
amount of industrial waste(Target: 71% reduction relative
to FY2000).
Implement equipment safetymeasures and ensure operational safety.
Encourage the effective use of
accident data.

PlantsAffiliate Companies

Final disposed amount of industrial waste: 9,800 tons
(85.4% reduction relative to FY2000).

●●●

Promotion oflogistical safety

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

●

Accurately understand and comply with the details of laws and regulations.

Continuous
improvements

Engage in activities based on rules such as regulations and standards and strive for continuous improvement.

Prevention andrisk treatment

Try to prevent problems from occurring and, if a problem should occur, make efforts to prevent a recurrence by analyzing
the root cause appropriately.

Promotion ofthe
Identify asbestos use and stormanagement of age and execute proper dischemical
posal.
substances

Strictly manage machinerycontaining PCBs and conduct
disposal according to laws andregulations.

●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 environment andsafety audits.
●Issued SDS and GHS labeling for chemical products, including
chemical substances not mandated by law.
● 
Acquired the latest version of SDS for raw materials and provided SDS education.
●

Mitigate risks through SDS/
GHS Labeling.

Environmental protection
Process Safety and disasterprevention

Secure a working environment that enables employees to work safely and ensure the safety and security of the local community by making efforts to prevent accidents and disasters such as fire, explosions, and chemical spills.

Occupational health and safety

Endeavor to eliminate potential dangers in the working environment and promote activities that lead to the support andmaintenance of mental and physical health, in addition to promoting habits to protect one’s own life, body, and health.

Distribution safety

Comprehensively promote safe logistics to protect employees, forwarding agents, pickup and delivery service providers,
and the environment by managing the means of transportation, transportation status, and safety information, and makeefforts to broadly communicate measures in the event of an accident.

Chemical substance management

Protect the safety of all operators, including our customers and the environment, by understanding the danger and toxicity of chemical substances and managing and handling them properly.

Communication

Announce the details of our activities and achievements and actively engage in dialogue with all stakeholders.

Participate in regional activiCommunication ties.
Coexist with local communities.

Contributed to local volunteer as well as social welfare activities.
● 
Engaged in dialogues with local communities (online meetings)●

Rating: ○ … Achieved target△ … Achieved most targets but not all
× … Additional measures required* The period for data collected about industrial health and safety was from January to December 2020.

Ensure issuance of SDS and GHS
labeling for chemical products.
● 
Carry out education on SDS for
raw materials.
●○

Activities at Individual Plants

Compliance

Understand the influence that activities related to all processes from development to manufacturing, logistics, use, final
consumption, recycling, and disposal have on the environment and promote the reduction of their environmental impact.

CSR Report 2021●

CO2 emissions 430,000 tons
(54.3% reduction relative to FY2005).

●

Promotion of
Maintain and improve the workindustrial health place environment.
and safety
Achieve zero-accident records.

Confirm the conformity, validity, and efficacy of each requirement through regular audits and investigations and take appropriate action if necessary.

16

●

●

Environment and
Safety Department

Research Centers

Promotion ofenvironmental
protection

Reduce FY2020 greenhousegas emissions(Target: 15% reduction relative
to FY2005).

Society

Management
systemOrganizational Hierarchy
Supporting Relationship

Environment Safety
Promotion Committee

Head Office○

Promote FY2021 Environment
Policy.
Promote Safety and Health Management Policy in 2021.

Drafted annual policies and implemented activities at eachbusiness site in accordance with the FY2020 Environment
Policy and Management Policy for Safety and Health in 2020.
● V erified 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.

Employees

Enacted: October 30, 2020“Everything is for people and the global environment”
The Central Glass Group, as part of the Responsible Care
Initiative, shall ensure environment, safety, and healthcompliance in all processes from development to manufacturing, logistics, use, final consumption, recycling,
and disposal with the sincere cooperation of each andevery employee. The Group shall announce the achievements and engage in dialogue and communication withsociety.

(Act)
FY2021 Initiatives

Quality

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.

Guidelines for Environment, Safety, and Health(Check)Ratings

Environment and Safety

The Central Glass Group established the Guidelines forEnvironment, Safety, and Health in October 2020 basedon the Corporate Philosophy and Code of Conduct. The
Group faces a higher level of corporate risk as society
grows more concerned about environmental issues aswell as occupational safety. While not only appropriately
complying with the law, we promote management considering the environment and safety with the aim of carryingout corporate activities at a higher standard, meeting social demands, and creating a safe and comfortable working environment.

Environmentand safety
management

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

(Do)
FY2020 Performance Results

Corporate Governance

Guidelines for Environment, Safety, and Health(Plan)FY2020 Targets●

The Central Glass Group, as part of the Responsible Care Initiative, shall ensure environment, safety, andhealth compliance in all processes from development to manufacturing, logistics, use, final consumption, recycling, and disposal with the sincere cooperation of each and every employee. The Group shall announce
the achievements and engage in dialogue and communication with society.

Environment and Safety Management

IssuesContinue to contribute to local
volunteer and social welfare
activities.
● 
Continue to hold dialogues withlocal communities.
●○― … Not applicable

What Is Responsible Care (RC)?
Responsible Care is a set of voluntary activities to implement and improve environmental safety measures based on a
public commitment to a management policy aimed at preserving the environment and ensuring safety and health inall product processes from development to manufacturing, logistics, use, final consumption, recycling, and disposal.
Based on the recognition that companies must not merely comply with laws and regulations but should also
execute voluntary management in order to sustain the environment, safety, and health as well as fulfill their corporate social
responsibilities, an optimal balance of legal compliance and voluntary industry (corporate) management has become essential.
CSR Report 2021

17

Environment and Safety

Everything is for People and the Global Environment

Material Balance of the Central Glass Group

927,000 tons

Total Amount of Materials Input

18.453 million m3

Total Amount of Water Resources Input

Central Glass Co., Ltd.

Affiliate Companies

Central Glass Co., Ltd.

Affiliate Companies

652,000 tons

275,000 tons

11.025 million m

7.428 million m

3

3

12,314 TJ

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

Affiliate Companies

6,514 TJ

5,800 TJ

Manufacturing(Suppliers)(Customers)

460

480

475

60
463

430
40

400
200

8.3

9.3

7.8

9.3

9.1

0

20
0

2005

Matsusaka

2016
Sakai

Ube

2017

2018

2019

824,000 tons-CO2e

460,000 tons-CO e

364,000 tons-CO e

Emissions of Air Pollutants

Central Glass Co., Ltd.

Affiliate Companies

10.887 million m

6.115 million m

3

25,188 tons

17.002 million m3

Total Amount of Discharged Water

3

Discharge of Water Pollutants

76 tons

83,000 tons

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

Affiliate Companies

22,000 tons

61,000 tons

Final Disposed Amount of Waste

17,600 tons

Central Glass Co., Ltd.

Affiliate Companies

Central Glass Co., Ltd.

Affiliate Companies

Central Glass Co., Ltd.

Affiliate Companies

4,133 tons

1,055 tons

57 tons

19 tons

9,800 tons

7,800 tons

Reporting range

Reduction of Greenhouse Gas Emissions● Central Glass Co., Ltd.
Central Glass Co. Ltd. set an FY2020 target for reducing
greenhouse gas emissions from plant operations by 15%
relative to FY2005 levels with this goal serving as a midterm initiative to prevent global warming.
Our greenhouse gas emissions due to plant operations
in FY2020 have already achieved this target through only
430,000 tons of emissions (CO2 equivalent, 54.3% reduction relative to FY2005) as a result of power optimization of plant operations. We also strove to reduce the82%

Recycling Rate of Waste
Central Glass Co., Ltd.

68%

70

Kawasakiamount 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.
As a result, these emissions declined to 7,800 tons-CO2efrom 9,300 tons-CO2e in the previous fiscal year.
During FY2020 we pushed forward considerations on
targets to be set for 2030 and temporarily formulated aplan for reduction targets according to the 2015 Intended
Nationally Determined Contribution (INDC). However, thisplan was put on hold due to changes in the national reduction targets at the end of FY2020. At the Leaders’50

Freight transport

40● Central Glass Group
Our Group is always working to reduce greenhouse gas
emissions both at our domestic and overseas affiliates.
As a result, the Central Glass Group was able to reduce
its year-on-year greenhouse gas emissions to 783,000
tons-CO2e.
We will continue efforts to reduce the amount of greenhouse gas emissions throughout the entire Central GlassGroup including both domestic and overseas affiliates.

(Unit: 1,000 tons-CO2e)
1,500

1,000

905

862

926

856

783

500

0
(FY)

2016

67.5

60

Head office, 3 research centers and the Chemicals Production Engineering Center

Affiliate Companies

89%

80

2017

Central Glass Co., Ltd.

2018
Domestic affiliates

2019

2020

Overseas affiliates

Reduction of the Final Disposed Amount of Industrial Waste● Central Glass Co., Ltd.
Central Glass Co. Ltd. set a target for FY2020 to reduce
the final disposed amount of industrial waste by 71% relative to FY2000 in an effort to reduce its industrial waste.
We achieved the FY2020 target by reducing the final
disposed amount of industrial waste to 9,800 tons, down
85.4% from FY2000. Although waste did increase in the
year-on-year comparison, this was due to processing unprocessed waste that had been in storage and waste that
previously could not be transported due to construction

30
20

13.7

10.1

9.0

7.8

9.8

2000
2016
(Base Year)
Matsusaka

2017

2018

2019

2020

10
0
(FY)

Sakai

Ube

Kawasaki● Central Glass GroupThe Group is always working to reduce the industrial
waste output of both its domestic as well as its overseas
affiliates.
In FY2020, the final disposed amount of industrial
waste increased at domestic affiliates due to carrying out
the final disposal of construction waste. This disposal of
construction waste in Japan led to an increase year on
year in the final disposed amount of industrial waste forthe entire Central Glass Group, despite overseas affiliates
continuing to reduce their final disposed amount of industrial waste.
The Group, including both domestic and overseas affiliates, will continue to engage in Group-wide 3R initiatives.

■ Final Disposed Amount of Industrial Waste(Central Glass Group)

Activities at Individual Plants• Central Glass Co., Ltd.: 3 plants, 1 manufacturing site, 3 research centers, the Chemicals
Production Engineering Center, and the head office• Domestic affiliates: 15 major affiliates• Overseas affiliates: 10 major affiliates• Total emissions of greenhouse gases: Includes energy and non-energy fields, six gases, transport,
and fluorocarbons(Central Glass Co., Ltd.)(1,000 tons)

SocietyAffiliate Companies

Waste■ Final Disposed Amount of Industrial Waste

2020■ Changes in Greenhouse Gas Emissions(End users)

Water

Central Glass Co., Ltd.
2CSR Report 2021

600

(Central Glass Group)

Atmosphere

Total Emissions of Greenhouse Gases

18

Consumption

80

800

(FY)

Emissions of greenhouse gases

OUTPUT

Sales

Logistics

100

941

Employees

Central Glass Group

Raw Materials
Procurement

1,000(Unit: 1,000 tons-CO2e)

Quality■ Material Balance (FY2020 Results)
INPUT(Central Glass Co., Ltd.)(Unit: 1,000 tons-CO2e)

Environment and Safety

The Central Glass Group continuously works to reduce its
impact on the environment by quantitatively tracking theenvironmental burden of production processes as well as
identifying and improving environmental issues. These
efforts primarily focus on reducing emissions of greenhouse gases and discharge of environmentally hazardous
substances into the air and water, as well as on recycling
waste and reducing the final disposed amount.
We will continue to monitor our resource consumption
and amount of waste to further control emissions and discharge from greenhouse gases, environmentally hazardous
substances, and waste as well as enhance recycling tobuild a recycling-oriented society.

■ Changes in Greenhouse Gas Emissions

Emissions of greenhouse gases
from freight transportation

Promotion of Environmental Protection

work at the contractor. Central Glass Co., Ltd. expects recycling efforts to lower the amount of final disposed
waste in FY2021 and beyond.
We plan to set the next midterm targets for 2025 as
early as possible according to Keidanren’s Voluntary Action Plan for Establishing a Sound Material-Cycle Society
while incorporating changes in our business environment.
In addition to reducing the final disposed amount of industrial waste, Central Glass will also work to control
waste production, improve the recycling rate, and in particular carry out measures for waste plastic. We will actively pursue the 3Rs as well.

Corporate Governance

The Central Glass Group checks the status of management
systems, environmental conservation, safety and disasterprevention, industrial health and safety, logistical safety,
chemical substance management and communication at
the plants, research centers and 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 FY2020, 51 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 audited industrial accident conditions and environmental conservation measures at 10 companies.
Our Group will continue to conduct environment andsafety audits as well as various inspections to encourage

Summit on Climate held in April 2021, Japan announced
its 2030 numerical targets. In light of this announcement, we plan to set our 2030 targets as soon as possible
while taking into account domestic measures set by thegovernment and industry trends.

Emissions of greenhouse gases

continuous improvement of environment and safety activities at domestic and overseas business sites.

Environment and Safety Audits(1,000 tons)
80

73.9

70
60
50
40
30
20

19.1

23.5

20.4

17.6
12.1

10
0
(FY)

2000
2016
(Base Year)
Central Glass Co., Ltd.

2017

2018

Domestic affiliates

2019

2020

Overseas affiliates

CSR Report 2021

19

Environment and Safety

Everything is for People and the Global Environment

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

■ SOx Emissions■ Chemical Oxygen Demand (COD)(Unit: tons)(Unit: tons)

3,000

100
80

2,000
1,500

1,679

1,468

1,807

1,685

60

1,398

78
57

53

40

1,000

0

(FY)

2016

Matsusaka

Sakai

2017
Ube

Kawasaki

2018

2019

Domestic affiliates

2020
Overseas affiliates■ NOx Emissions

(FY)

2016

Matsusaka

Sakai

4,000

4

3,207

3,017

3,000

3,270

3,287

3,362

Overseas affiliates

2

1,000

1

0

0
2017
Ube

Kawasaki■ Lost time injury frequency rates
2.5
2.8

3

2,000

Sakai

Domestic affiliates

2020

2018

2019

Domestic affiliates

2020
Overseas affiliates

(FY)

2016

Matsusaka

Sakai

1.6

2017
Ube

Kawasaki

1.4

2018

1.4

2019

Domestic affiliates

2020
Overseas affiliates■ Total Nitrogen Discharge(Unit: tons)

200

100
149

155

109

60

100

59
48

40
24

50

20

0
2016

Matsusaka

Sakai

2017
Ube

Kawasaki

2018

2019

Domestic affiliates

2020
Overseas affiliates

(FY)

2016

Matsusaka

Sakai

2017
Ube

Kawasaki

2018

CSR Report 2021

2019

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

20

21

19

0

(FY)

1.5

Manufacturing industry
Safety Guidance for a Transport Partner at a Central Glass Plant

1

Central Glass Co., Ltd.

Logistical Safety

0.5

2016

2017

Central Glass Co., Ltd.
Manufacturing industry

80

133

130

2

0

(Unit: tons)

Domestic Affiliates/Business Partners

All industries

2020
Overseas affiliates

2018

2019

2020

Domestic Affiliates/Business Partners
All industries

Lost time injury frequency rate = (number of deaths or injuries resulting in lost work
hours/total working hours) x 1,000,000 (The frequency rate of accidents that resultin lost work hours per million working hours)
The lost time injury frequency rates for all industries and for the manufacturingindustry are referenced from the Ministry of Health, Labour and Welfare’ s 2020
Survey on Industrial Accidents.

Overseas affiliates are also taking action to eradicate
occupational accidents on each business site.
The Central Glass Group will continue to carry out industrial health and safety activities to eliminate occupational accidents.

Activities at Individual Plants■ Ash Dust Emissions

1.7

Society5

Matsusaka

Kawasaki

2019(Unit: tons)

5,000

2016

Ube

2018

■ Total Phosphorous Discharge(Unit: tons)

(FY)

2017

The Central Glass Group drafts a management policy for
health and safety and conducts occupational health andsafety activities at each business site in Japan and overseas.
In 2020, Central Glass Co., Ltd. and domestic affiliates
and business partners suffered a total of 29 occupational accidents, of which 8 cases resulted in lost work hours and 21
cases resulted in no lost time. However, the lost time injury
frequency rate of occupational accidents was roughly halfthat of the manufacturing industry in Japan. We observed anincreasing trend in lacerations when handling glass andchemical spills during equipment maintenance, which we are
addressing by strengthening operational risk assessments.

Employees

20

500
0

150

79

Lost time injury frequency rates

2,500

91

Industrial Health and Safety

Safety is the highest priority in our corporate activities andthe prevention of accidents and disasters is the foundationof corporate activities. Under the guidance of the authorities
regarding the environment, security, and disaster prevention,
Central Glass Co., Ltd. and its domestic affiliates have established full-scale security and disaster prevention systems
for the purpose of eliminating all accidents whether fire, explosion, or chemical leak. In the last several years however,
we have seen an increase in accidents related to forklifts.
In FY2020, the Central Glass Group strived to preventthese accidents by increasing practical forklift training
opportunities offered through manufacturers and intensifying hands-on training even at partner companies.
We also work to preemptively prevent accidents anddisasters at each business site through efforts such asactivities that are based on the Security and Accident
Prevention Guidelines issued by the Japan Chemical Industry Association (JCIA) and through the passing downof skills and know-how to our young employees by veteran engineers well-versed in their work.
The Central Glass Group will continue to make every
effort to ensure not only safe working environments for its
employees but also safe and secure local communities.
(Refer to Activities at Individual Plants (Security andDisaster Prevention Initiatives) on page 34 and 35.)

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

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.
As a result of simplified and regular inspections at
each business site of a total of 2,788 pieces of equipment in FY2020, we notified Japan of 3,498 tons-CO2eemissions in total in compliance with this law.
In the future, we will strive to reduce emissions ofchlorofluorocarbons through measures that include identification and repair of leakage areas, equipment management, and control of the amount of refrigerants.

Security and Disaster Prevention

Environment and Safety* For chemical oxygen demand (COD)—a water pollutant
emission—the figures for Matsusaka Plant for 2019and previous years have been revised using periodic
manual measurement analysis data due to the possibility that analysis results using automatic continuous
measurement were undercalculated. Therefore, the values reported in this report differ from previous CSR Reports. However, we continue to monitor and maintainthe concentration of daily discharge into public waters
at well below regulated levels.

Corporate Governance

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.

Reduction of Chlorofluorocarbon Emissions
from Industrial Air-conditioning Equipment andRefrigerators

Central Glass Co., Ltd. and domestic affiliates implement
periodic training and education not only for their employees but also for employees of business partners to which
they outsource transporting according to the Guidelines
for Logistical Safety Management, in order to prevent accidents during the transportation of chemical substances
and to minimize the damage in case of incidents.
The Group prepares Emergency Contact Cards (Yellow
Cards)* for drivers to carry, which include simple instructions on handling accidents during transportation, not only
for hazardous substances such as high-pressure gases andpoisonous substances for which carrying Yellow Cards is

CSR Report 2021

21

Environment and Safety

Everything is for People and the Global Environment

used before demolitions or renovations of buildings or
structures, and takes the necessary steps to prevent any
exposure to asbestos during work. In addition, we survey
the state of use, storage, and disposal of asbestos atCentral Glass Co., Ltd. and domestic affiliates once a
year and confirm the actual conditions during on-site environment and safety audits.
The Central Glass Group will also adhere to legal amendments related to the management of asbestos announced in
FY2020 and planned for a staggered roll out through FY2023
to ensure proper management now and into the future.

We will continue to provide accurate information throughSDS and GHS labeling.
*1 GHS: Globally Harmonized System of Classification and Labelling ofChemicals.
This globally harmonized system classifies and labels chemical products.

■ PRTR Data (FY2020)
Business Site

Promotion of the Management of Chemical Substances
Management of Chemical Substances

22

CSR Report 2021

In accordance with the GHS , 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, whichleads to safety and protection of the environment.
In addition to SDS and GHS labeling, multiple departments issue and approve cross-checks to ensure fullcompliance with the Industrial Safety and Health Act,
the PRTR Law, and the Poisonous and Deleterious Substances Control Act.
In FY2020, we worked to provide information externallyboth in Japan and overseas by issuing SDS and GHS labelingthat adhered to the FY2019 revisions to the JIS Z 7252 andJIS Z 7253 which include procedures for creating SDS and
GHS labeling. Our Group also raised internal awareness about
SDS and GHS labeling of products, raw materials and otheritems among employees who handle chemical substances inan effort to ensure meticulous and proper handling.

Chemicals Production
Engineering Center
Chemical ResearchCenter (Ube)374

Hydrogen fluoride and its water-soluble salts

53
80
82
272
296
300
412

Ethyl benzene
XyleneSilver and its water-soluble compounds
Water-soluble copper salts (excluding complex salts)
1,2,4-Trimethylbenzene
TolueneManganese and Manganese compounds

Central Glass Plant
Services Co., Ltd.
(Central Japan)*

Central Glass Plant
Services Co., Ltd.
Tsukuba Plant
Central Glass Plant Services
Co., Ltd. Sakai Plant
Mie Glass Industry Co.,
Ltd. Matsusaka Plant

412
412

82
87
53
80
232
Central Glass Fiber Co.,
296
Ltd. Matsusaka Plant
354
405
411
349
405
Central Glass Fiber Co.,
Ltd. Kasugai Plant
411
277
30
Central Chemical Co., Ltd.
33
Ube Plant
448

0

0

→

0

0
660
0
0
0
0
19
3.0
1200
110
460
0
44
0
110
60
19
89
100
0
0
1800
170
11
0.087
0
0
46
0
0
0
0

0
0
0
0
0
0
0
0.069
0
200
0
0
0
0
0
0
0
0
0
0
0.3
0
0.9
0
0.056
0.7
2.3
0
0
0
0
0

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

→
↘
→
→
→
→
→
↘
↘
↘
↘
→
↗
→
↘
↘
↘
↗
→
→
↘
↗
↘
→
↘
↘
↘
↘
→
↘
→
→

0
5
0
0
7800
95000
0
0
0
0
540
0.1
0
0
0
0
0
0
0
0
0
0
8900
52000
0
1400
1300
1600
38
10000
4300
1100

Transported
0
15000

7

0

0

↗

13

6500
12000
0
0
2100
1600
0

0
0
0
0
0
0
0

0
0
0
0
0
0
0

→

1900
1900
55
270
640
3000
330

Manganese and Manganese compounds

0

0

0

→

790

Manganese and Manganese compounds

0

0

0

→

220

0
0
39000
45000
0
1600
0
950
0
230
0
1000
8400
0
0
0

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

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

→
→
→
↗
→
↗
→
↗
→
↘
→
→
↗
→
→
→

0
32
0
0
430
0
530
3300
0
640
0
1600
1300
0
13000
0

Silver and its water-soluble compounds
Chromium and chromium(III) compounds
Ethyl benzene
XyleneN,N-Dimethylformamide
1,2,4-Trimethylbenzene
Di-n-butyl phthalate
Boron compounds
Formaldehyde
PhenolBoron compounds
Formaldehyde
Triethylamine
Linear alkylbenzene sulfonic acid and its salt
Asbestos
Methylenebis (4,1-phenylene) = diisocyanate

Activities at Individual Plants

Some 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, and Waste Management and the Public Cleansing Act.
In order to ensure appropriate handling, the Groupidentifies whether there is any asbestos in places where
employees work, inspects whether asbestos has been

*1

Kawasaki Plant

0

Soil

Society

Asbestos Management

SDS/GHS Labeling

Matsusaka Plant Sakai
Manufacturing Site

0
0

Water

Employees

Central Glass Co., Ltd. and its domestic affiliates survey,
collect and report on substances subject to Pollutant Release and Transfer Register (PRTR) notification in accordance with the PRTR Law and the PRTR System.
The number of substances subject to PRTR notification
in FY2020 increased from the previous year by one substance to a total of 61, due to an increase in product lines
and production volume. (Refer to PRTR data on page 23.)
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 ensure the safety and health of
our employees and further improve the management ofchemical substances to reduce our environmental impact.
Our overseas affiliates also comply with all local laws andregulations and engage in chemical substance management.
We will continue working to properly manage chemical
substances throughout the Central Glass Group, including both at domestic and overseas affiliates.

Matsusaka Plant

00Year-onYear
Emissions0→0→Atmosphere

Quality* The Emergency Contact Card (Yellow Card) is a card provided as preparation for potential accidents during the transportation of chemical substances, such as high-pressure gas or hazardous substances, that lists
the dangers of the chemical substances in transport; procedures whichshould be taken by the transportation personnel, fire-fighters, and police
in the event of an accident; and contact information.

71
80
81
94
149
213
232
243
281
349
374
411
438
132
242
412
438
80
296
81
94
104
149
213
243
262
280
300
374
392
277
374

2, 2’-Azobisisobutyronitrile
Asbestos
3’-Isopropoxy-2-trifluoromethylbenzanilide (also known as Flutolanil)
Ferric chloride
XyleneQuinoline
Chloroethylene (also known as vinyl chloride)
Carbon tetrachloride
N,N-Dimethylacetamide
N,N-Dimethylformamide
Dioxins (Unit: mg-TEQ/year)
Trichloroethane
PhenolHydrogen fluoride and its water-soluble salts
Formaldehyde
Methylnaphthalene
Cobalt and cobalt compounds
Selenium and selenium compounds
Manganese and Manganese compounds
Methylnaphthalene
Xylene1,2,4-Trimethylbenzene
Quinoline
Chloroethylene (also known as vinyl chloride)
Chlorodifluoromethane (also known as HCFC-22)
Carbon tetrachloride
N,N-Dimethylacetamide
Dioxins (Unit: mg-TEQ/year)
Tetrachloroethylene
1,1,2-Trichloroethane
TolueneHydrogen fluoride and its water-soluble salts
n-hexane
Triethylamine
Hydrogen fluoride and its water-soluble salts

41

Ube Plant

Quantity
Substance Name

Environment and Safety

Emergency Contact Card (Yellow Card)

Ordinance
Designation No.
16
33

Management of Instruments Containing PCBs
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 survey thestate of storage and disposal of instruments containing
PCBs at Central Glass Co., Ltd. and domestic affiliates
each quarter and confirm the level of management conduct during on-site environment and safety audits.
In FY2020 as in the previous fiscal year, we stepped up
surveys on the progress of storage and disposal to ensure thetimely disposal of any equipment with a high concentrationof PCBs that would soon reach the deadline for disposal,
such as equipment containing fluorescent light ballast. We
also drafted disposal plans to dispose of equipment with alow concentration of PCBs within the appropriate time frame.
We will always adhere to laws and regulations and will
properly manage systematic disposal of instruments containing PCBs.

*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.
Corporate Governancelegally mandated, but also for chemical substances not
subject to the mandate.
We will continue efforts to improve safety during distribution to prevent accidents during the transportation ofchemical substances and minimize the damage in caseof incidents.

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.
* The number of chemical substances subject to notification increased in FY2020 because the mirror business of Mie Glass Industry Co., Ltd. transferred to Central Glass Plant Services Co., Ltd. (Central Japan).

CSR Report 2021

23

Quality

Providing Reliable Products andServices to Our Customers

Quality Audits

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 to complying with laws and regulations, our Group takes customer feedback sincerely in order to provide reliable products and services loved by customers.

Quality Management

We have been promoting quality control activities throughthe Quality Management System enhanced during thelast fiscal year.

CSR Report 2021

Provide high quality and reliable products by ensuring compliance with laws and regulations, clients’ requirements, and social responsibilities.
Continuously implement quality improvement
activities, as well as encourage employees toenhance their awareness and abilities throughout the entire supply chain to keep developing
the quality and safety of our products.

Perform
continuous
improvements
Update andPrevent enforce
policies andproceduresComply with each policy and procedure andupdate them as needed.

Ensure the independence and authority ofquality control and quality assurance departments so that they can fully exercise their respective duties.
Invest in human Invest appropriately in human resources andresources and facilities that are essential to achieving ourfacilities
quality objectives.
Detect problems quickly through layered audits
Strengthen
conducted by the plants, quality assurance deaudit systems
partments, and audit departments.
DetectStreamline
Clarify reporting procedures and reporting
reportingguidelines to ensure quick responses to quality
systems
issues.
Respond toPrevent recurrences of quality problems by
problems withidentifying and analyzing the causes, in addition
Respond corrective andto taking necessary measures such as prompt
preventive
information disclosure.
actions
Improveorganizational
structures■ Quality Management System
Management
Group Quality Compliance
Committee

Central Glass Group
Audit
Department

Operational
Audits

Quality Assurance
Division

Audits/SupportSegment
Segment quality
assurance departments
Audits/SupportPlantsDepartmentsin charge of
quality assurance
Audits/SupportDepartmentsin charge ofmanufacturing

Monitoring/
Directives

Auditing and Support by the Quality Assurance
Division
The Quality Assurance Division executed audits of the
Glass Quality Assurance Department and Chemical Quality Assurance Department. We provided assistance until
any corrective actions or improvements found during theaudits were implemented.

Quality and Product Safety Education
The Central Glass Group systematically conducts Education for Career Development and Monozukuri Education
for human resource development. The Education for Career Development program consists of structured quality
control education provided as follow-up training for new
employees, training for newly appointed assistant managers and training for newly appointed managers.
35 employees took part in the follow-up training for
new employees on June 30, 2020 centered upon the
promotion system for quality initiatives. Every participant
learned about the overall quality control initiatives at theCentral Glass Group as well as gained basic knowledge
on quality and its impact.
17 employees participated in the training for newly appointed assistant managers focusing on quality and product safety laws and regulations on September 8, 2020
with 11 more taking part on October 22, 2020. In particular, this training program emphasized teaching eachparticipant about product safety.
16 employees took part in Total Quality Management(TQM) training for newly appointed managers on August20, 2020 to learn about TQM as well as the promotion

Activities at Individual Plants

24

Cultivate aculture ofqualitySociety· Group Quality Compliance Committee
The Group Quality Compliance Committee serves as across-functional organization to further strengthen
the quality management system of the entire Central
Glass Group.
· Multilayered audits
We 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.
· Reporting procedure for quality issues
We established a reporting line to rapidly respond toquality issues by quickly receiving information onvarious quality issues discovered by customers or atmanufacturing sites and reporting 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.

Description

Employees

Quality Management System

Item

Quality· Code of Conduct and the Quality Guidelines
We formulated the Quality Guidelines as a blueprint
for executing our commitment to “Place our highest
priority on the quality and safety of our products andcontinue to meet customer needs” as per the second
clause of our Code of Conduct based on the Central
Glass Group Corporate Philosophy. The Quality
Guidelines form a framework to Prevent, Detect, andRespond to quality issues, which are vital aspects ofcompliance.

■ Quality Guidelines

In FY2020, the Glass Quality Assurance Department andthe Chemicals Quality Assurance Department conducted
audits at 20 departments of 13 companies including thehead office, plants, and affiliate companies (7 glass departments at 4 companies; 13 chemical departments at
9 companies) based on the annual plan. We provided assistance until any corrective actions or improvements requested during these audits were implemented. By expanding the multilayered audit system to ensure nothingis overlooked in the future, we will work to improve thelevel of quality initiatives at each business site.

Environment and Safety

Clause 2 of the Code of Conduct and the Quality
Guidelines

Auditing and Support Through the Segment Quality
Assurance Departments

Corporate Governance

The Central Glass Group systematically conducts quality
audits at all levels at its plants as well as at domestic
and overseas affiliates.

system for quality initiatives.
Our training and education programs this fiscal year
were held online (via Microsoft Teams) due to the
COVID-19 pandemic.
We will continue to provide education for career development to help our employees grow.
The knowledge gained through these various education
programs aids in Group quality initiatives that prioritize
quality and safety.

Monozukuri Education

Lectures on Quality
We invited an outside instructor to provide a Quality
Compliance lecture on November 13, 2020 as part of
the groupwide quality education. Due to the COVID-19
pandemic this fiscal year, the lecture was held online(Microsoft Teams live event) for an audience of roughly
250 people.

CSR Report 2021

25

Quality

Providing Reliable Products and Services to Our Customers

Groupwide QC Circle Conference■ Special Awards (7 Circles)

Ube

Ube

Matsusaka

Chemicals
Ube Plant Production
SectionReduction of theamount of nitrogenused by hydrolysis
and shortening
catalyst drying time
Modification of the
T-261A/B activatedcarbon replacement(input) method

8 Man

CentralChemicalCo., Ltd.

Production
Sec.

Reduction of producttype changeover
Za Gattsu D maintenance time at
the Chemical
Fertilizer Plant

Matsusaka Plant

Production
Sec. - 1

Kawasaki
Plant

Phaseout of ironorifice in grinding
process

Safety Glass
Production DBX-α-1

Reduction of thedefect rate due torollers

Speciality
Chemicals
Section - 3

LegendPrevention ofomissions of labelingon products

B-DashReduction of
hazardous gas
generation incontainers of filtratecakeSpeciality
Chemicals
Section - 3

Kawasaki
Plant

Challenger

Prevent

Perform continuous improvements
Update andenforce policies
and procedures

Invest in humanresources andfacilities

Educate and train qualified
staff.

Strengthen audit
systems

Improve auditing procedures
and develop and use auditing tools (B).

Streamline
reporting systems

Create reporting rules anddatabases.

Respond toproblems withcorrective andpreventive actions

Improve the capabilities forfinding root causes to pre- · R ectified unresolved quality issues.
vent recurrence.

Rating: ○…Achieved target(Act)
FY2021 Initiatives△

Fully comply with all legal, public andinternal standards (A).

○Increase work observation.

○

Clarify and thoroughly implement rules(B).

○

Strengthen the authority of quality-related departments (systems allowing
such departments to say no) (B).

○

Educate and train qualified staff.

△

Strengthen multilayered audits (A).

△Properly implement reporting rules anddatabases.

○

Improve the capabilities for finding root
causes to prevent recurrence.

―…Not applicable A: First priority(Do)
FY2020 Performance Results

B: Second priority△· A udit compliance with public standards.
· Inspect compliance with contractual
requirements.

○· Establish a quality assurance system inthe quality assurance department for
new products.
· Verify the quality assurance system
for new manufacturing lines throughpre-production inspections.
· Continue to provide support to overseas energy materials-related sites.

1) Confirmed the status of legal and regulatory reforms.
2) Confirmed the status of implementation of
the segment QMS.

○

· Revise the segment QMS.

1) R eformed the organization and QMS.

○

· Check quality management tasks for
products subject to quality assurance.

1) E ngaged in activities to reduce human error.
2) Provided quality education through participation in seminars and other learning programs.

○· Improve auditing skills through auditor
training.
· P rovide training to enhance knowledge about GMP.

1) S tarted multilayered audits.
2) C onducted internal segment audits (including affiliated companies).
3) A udited suppliers.

○· Conduct internal segment audits andsecond-layer audits.
· Systematically select and audit suppliers.

1) Started implementing a system for reporting quality issues.

○· Properly implement a system for reporting quality issues.

· Conduct rapid and adequate1) D rafted measures against past defects andresponse when quality isverified the measure implementation status.
sues arise.

○· Follow up on countermeasures for defects caused in-house.

Perform continuous improvements· Identify risks and execute 1) Engaged in quality improvement activities
based on risk and shared examples of derisk response according tofects within the chemicals segment.
each workplace.
· Reduce defects caused by 2) Built a quality assurance system for new
outsourced goods and conducted new
outsourcing and procuresupplier certification activities.
ment sources.

Improve organizational structures
Invest in humanresources andfacilities

Strengthen audit
systems
DetectStreamline
reporting systems
Respond toproblems withcorrective andpreventive actions·R eview and revise rules in accordance with amendments
to laws and regulations aswell as changes to contractual terms and conditions.
·T horoughly implement a QMS.
· Revise rules in accordancewith quality-related restructuring at plants.
· C onsider automation andrenewal of equipment to reduce quality issues.
· Conduct training and strengthen measures to prevent human error.
· P romote multilayer audits
to prevent quality defects
before they happen.
·S ystematically audit suppliers.
· Properly implement a new
system for reporting quality
issues.

△…Achieved most targets but not all

×…Additional measures required

Activities at Individual Plants(Act)
FY2021 Initiatives

Society(Check)Ratings

Cultivate a cultureof quality

Rating: ○…Achieved target

CSR Report 2021

×…Additional measures required· Heighten awareness about
1) Reviewed contract and specification items.
quality compliance.
· T horoughly comply with 2) S urveyed and audited the status of comlaws and regulations as wellpliance with public standards and otheras contractual terms andregulations.
conditions.

Update andenforce policies
and procedures

Respond

26(Plan)FY2020 Targets

Guidelines

Prevent

Green Procurement Guidelines△…Achieved most targets but not all(Check)Ratings■ FY2020 Targets and Performance Results (Chemical Segment)

Supplier Audits
Central Glass Co., Ltd. audits its suppliers including contractors as a measure to improve quality.
In FY2020, we audited 36 suppliers with their understanding and cooperation either on-site, online, or
through submission of documents. We also provided assistance until any corrective actions or improvements requested during these audits were implemented.

Clarify and thoroughly implement rules (B).

· Number of claims increased.
· Confirmed whether product standards exist
and clarified their definitions, raised awareness of such standards and ensured compliance with them in the relevant departments (architectural glass).
· Ensured proper compliance according to therank of each company (automotive glass).
Expanded work observation utilizing the Active
Expert Center (AEC) at the Matsusaka Plant.
· Reformed the system for changing man, machine,
method and material (4M) and built a mechanism
to prevent silent changes (counterfeiting).
· Clarified the roles within the quality assurance department and strengthened the authority of the quality assurance system within the glass segment.
· Created a comprehensive skill map.
· Implemented position-based education at
the Matsusaka Plant.
· Implemented a second-layer audit of the CGPS
Central Japan Plant (architectural glass).
· Implemented a second-layer audit of the
Matsusaka Plant (automotive glass).
·S
 tarted operations of a database for quality
issues and implemented proper management
including reports and response meetings.

Strengthen the authority ofquality-related departments(systems allowing such departments to say no) (A).

DetectRespondIncrease work observation.

(Do)
FY2020 Performance Results

Improve organizational structures

Supplier Initiatives
We always engage in activities to provide reliable Central
Glass products and services as well as continually carryout quality initiatives with our business partners.

Fully comply with all legal,
public and internal standards(A).

Cultivate a cultureof quality

Green Procurement Surveys
The Central Glass Group established Green Procurement
Guidelines to comply with legal and regulatory requirements
and prioritize procurement of raw materials, building materials and other goods with a lower environmental impact.
In FY2020, we conducted a survey based on our Green
Procurement Guidelines checking that procured goods do
not contain chemical substances restricted by the law,and thanks to the understanding and cooperation of ourbusiness partners, we verified that there were no problems found in our procurement activities.
The Central Glass Group will continue to promote legal
and regulatory compliance as well as activities to reduce theenvironmental impact throughout its entire supply chain.

(Plan)FY2020 Targets

Guidelines

Employees

KawasakiBurutoppin

Theme

Organic
Fine
Ube Plant
Chemicals
SectionMie GlassMatsusaka Industry
Co., Ltd.
KawasakiBusiness
Site
Circle Name
Department[Broad policy] Build uncompromising quality assurance systems

QualityUbeBusiness
Site

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 caused by armed groups orantisocial forces, human rights violations, or environmental destruction.
In FY2020, thanks to their understanding and cooperation, we regularly conducted surveys of all of our procurement partners handling conflict minerals and verified
that they were certified under the RMI.

Environment and Safety

Territory■ FY2020 Targets and Performance Results (Glass Segment)

Corporate Governance

We hold a groupwide QC Circle Conference every November at the Career Creation Center.
Unfortunately, this conference had to be canceled dueto the spread of COVID-19 in FY2020. However, we didpresent special awards to teams (“Circles”) nominatedby each plant and affiliate company for their active daily
work in QC Circle activities.

Conflict Mineral Surveys―…Not applicable

CSR Report 2021

27

Employees

Monozukuri Is About
Hitozukuri

VOICE
Koichi Murayama
Quality Assurance Department,
Kawasaki Plant

Central Glass Co., Ltd. has built systems surpassing those mandated by law as an initiative to strike a better work-life balance
for people raising children or caring for family members. The
law has required companies to offer nursing care leave for children as well as time off for nursing care in hourly increments
since January 2021. As a results of our efforts to encourage
employees to use these programs, the number of people taking
advantage of these systems is gradually growing.
Not only our female employees have been using our maternity and parental leave programs; the number of male employees
using these programs is also growing annually. In the future, wewill work to publicize these programs and revise policies to actively encourage employees to use these programs.

In addition to re-employing people who have retired and actively recruiting women, we are also working to leverage the experience of diverse human resources with different values and cultures by hiring people of different nationalities to contribute to
the globalization of our company.
Moreover, the percentage of employees with disabilities at theend of FY2020 was 2.17%, up from the previous fiscal year.
Unfortunately, we were unable to reach the statutory employment rate of 2.2% (2.3% as of March 2021). Central Glass Co.,
Ltd. will continue to actively recruit people with disabilities.
Central Glass Co., Ltd. will continue to work to employ and develop diverse human resources regardless of gender, nationality,
age, ability or disability while further cultivating a company culture where each and every employee can work enthusiastically.

■ Childcare and Nursing Care ProgramsChildbirth leave*
Parental leave■ Employment Status Data

Two days off per month for hospital visits, etc. during pregnancy.

Item

Legally mandated leave before and after childbirth.
Three days off within a one-month period around the expected delivery date.
Legally mandated childcare leave. Childcare leave is available to employeeswith children between the ages of one year and six months to two years old.
Up to five days of paid leave from the first day of leave.*
One day off per month for childcare.
36 days off per year for nursing care for children.*Employees can take leave in hour increments.

(1) Number of Employees(Female Employees)(2) Number of new recruits(Female Employees)

FY2019
1,631
178
74
13
36.4 years old

FY2020
1,671
180
91
12
36.6 years old

14.7 years

14.9 years

15.1 years

10
15

11
16

13
22

3

7

8

22

33

30

0

1

1

2.14%

2.16%

2.17%

165

179

164

* An asterisk indicates a program surpassing that mandated by law (the program itself, the length of time, etc.)* (1)(2)(3)(4): Non-consolidated, full-time employees only; (5) to (10): Includes temporary dispatched employees

Shortening of working hours by a maximum of two hours per day.
One-hour postponement of the start of the workday for staggered
working hours during childcare.
Total of 365 days of leave, which can be divided into up to three periods.
Ten days off per year for nursing care and to attend to family members.*
Employees can take leave in hour increments.
Shortening of working hours by one hour per day.

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

6 weeks

8 weeks

Childbirth preparation leave

After 1 year

1 year and 6 months After 2 years

Before elementary school enrollment

Maternity leave
Childbirth leave(3 days)(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 shortened working hours for childcare while pregnant, and only male employees are eligible for childbirth leave; all other measures are open toboth male and female employees.

28

CSR Report 2021

Second Action Plan to Promote Female
Workplace Participation
Target 1: Increase the female employee ratio(Numerical target: 11%)First grade Elementary school graduation

Delivery date

Parental leave■ FY2020 Progress of Action Plan Initiatives

Target 2:
Raiseawarenessabout
work-stylereforms(Plan)FY2020 Targets(Do)
FY2020 Performance Results

Actively hire female employees andAchieved a 13.2% ratio of new female
maintain an environment and system
graduates.
to enable their continued employment.

Reflect on the emergency implementa(1) Promote changing working style tion of measures during the COVID-19
to finish work within the desig- pandemic to grasp issues toward future
institutionalization of such measuresnated working hours.
and investigate flexible work styles.
(2) Continue to implement Smart Day Continue to implement applications(days designated for leaving work for overtime and planned leave (Smarton time), overtime applications Day was temporarily suspended due
and planned leave program.
to the initiatives in (1)).
(3) E ncourage managers, including
Develop specific content for training
line managers, to change theirfor managers.
attitudes regarding working style.

(Check)Ratings○

Continued the staggered working hours andtelework programs, conducted a survey tomeasure their effectiveness, and publishedan explanation of work-style reform initiatives
on the internal corporate bulletin board.

○Continued implementation. The averageamount of overtime decreased from 7.5
hours in FY2019 to 5.7 hours in FY2020.

○

Postponed the development due to therapid change in work styles caused by
the COVID-19 pandemic.
Shifted to a digital approval system for
Target 3: Share child raising and nursing care in- Continue to publicize relevant regula- some applications and updated the information
tions, policies, and model cases.
ternal corporate bulletin board regarding
raising children.
Rating: ○…Achieved target△…Achieved most targets but not all
×…Additional measures required―…Not applicable

－

△

(Act)
FY2021 Initiatives

Activities at Individual Plants

Anyone who resigns due to pregnancy, childbirth, raising children,(Upcoming)
marriage, a spouse’s work transfer, or caring for family shall be priRe-employment policy*
oritized for re-employment for up to five years.

(3) Average age(4) Average years of continuous
employment(5) N umber of non-Japanese employees(6) Number of employees taking
parental leave(Male Employees)(7) Number of employees on
shortened or staggered
working hours during childcare(8) Number of employees taking
nursing care leave(9) Percentage of persons withdisabilities(10) Number of people who arere-employed after retirement

Parental leave*
Nursing care leave forchildren
Shortened working
hours during childcare*
Staggered working
hours during childcare
Nursing care leave*
Time off for nursing
care
Shortened working
hours for nursing care

Society

FY2018
1,633
170
68
14
36.3 years old

The Act on Promotion of Women’s Participation and Advancement in the Workplace, which was enacted due toconcerns about labor shortages by an aging population
and a declining birthrate, required implementation of a
10-year Action Plan beginning in FY2016 to actively appoint female employees to managerial positions and expand the range of occupational fields for women.
With the aim of encouraging the active participation ofdiverse human resources, carrying out effective education,
reviewing the working environment, and improving overall
organizational performance, we used this as an opportunity
to formulate the First Action Plan to Promote Female
Workplace Participation (“First Action Plan”) from FY2016
to FY2017 to grasp the current situation and analyze the

Corporate mental health challenges include not only addressing the health and career of individuals suffering frommental health issues but also ensuring that these problems
do not harm the atmosphere or productivity of the workplace. Mental healthcare has become one of the most important management challenges for modern companies.
Central Glass Co., Ltd. provides annual stress checks
to all Group employees to prevent and discover any mental health issues quickly. This fiscal year, we worked withspecialized external bodies to provide workplace mental
health training to every manager. We also encourage anyone with a high level of stress to see industrial physicians or consult with specialized agencies, and we haveinstituted procedures for 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.

Employees

Childbirth preparation
leave*
Maternity leave

Creating a Healthy and Vibrant Corporate Culture

Mental Healthcare

Quality

Promotion of Diversity

Environment and Safety

Promoting Work-Life Balance

I took three days of childbirth leave and three weeks of parental
leave after my first daughter was born to help my wife as muchas possible with the housework and care for our new child.
I was worried about how taking time off to raise our childwould impact my work, but the encouragement and support of my colleagues freed me to really focus on my kid. I
would like to take this opportunity to thank all of them.
Parental leave allowed me to spend lots of time with mychild, for which my wife was also grateful. By cradling thecrying baby, I also learned how important it is to accurately
understand needs. I will always keep in mind my worklife balance as I try to take advantage of this experience ofraising my child to contribute to our company.

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 programs with the aim of building an environment
where each individual can demonstrate his or her capabilities and skills to the utmost.

challenges. Our Second Action Plan to Promote Female
Workplace Participation over four years from FY2018 to
FY2021 incorporated the work-style reforms that we struggled with in particular during the first action plan. We wereforced to revise our second action plan during its third year
in FY2020 due to the COVID-19 pandemic. However, we
successfully introduced temporary work-style reforms toflexibly adapt to measures for preventing the spread of thecoronavirus infection, such as satellite offices, staggered
shifts, and a telework program.
FY2021 is the last year of the Second Action Plan toPromote Female Workplace Participation. Central GlassCo., Ltd. will continue to emphasize work-life balance anddiversity while striving to become a company where every
employee can feel their growth and have both the desire
and the ability to continue working for years by reviewing
the current action plan and implementing plans in preparation for the third action plan from FY2022 to FY2025.

Use positive outreach to recruit
female candidates and take advantage of the (upcoming) reemployment policy.
Investigate institutionalization of
measures to facilitate flexible
working hours and locations in
anticipation of professional life after the COVID-19 pandemic.
Continue implementation andmeasure the effectiveness.
Plan and implement training for
managers about flexible work
styles.
Better utilize the internal bulletinboard and continue to raise awareness. Investigate follow-up support
for employees on parental leave.

CSR Report 2021

29

Employees

Monozukuri Is About Hitozukuri

Central Glass Co., Ltd. sends candidates to two-year MOT
programs offered by graduate schools for the purpose ofcultivating managers familiar with management of technology who can promote strategic research and technological development. One employee took part in an MOT
program in FY2020 as part of our development of researchers and engineers who can effectively commercialize the success of research and technological development in order to improve sustainable corporate value.
In addition, we also put in place new management
training in FY2020 for employees promoted to senior
management that strives to enhance the skills of managers by emphasizing stronger skills in formulating strategies and vitalizing the organization.
Central Glass Co., Ltd. will continue to nurture humanresources as candidates for managerial positions.

■ Education for Career Development

OJT system (On-the-Job Training)
Training for new employees/
Training at plants/Induction training

Overseas job training

Short-term study abroad

5th-year training
2nd-year training*Language study, etc.

Training for newly appointed
assistant managers

Selective management training

Programs to fostera global mindset

Education for HR
assessment anddevelopment

Language
study(English/
Chinese/Korean)◆Preparatory
educationfor
employees
to betransferredoverseas(language
study)◆
Distance
learning

MBA (overseas/domestic)

Training for newly
appointed managers

MOT

Training forexecutives on
temporarydispatch

Selective education programs rank

Selective supervisor
training

Training for newly appointed
senior managers

Leadership rank

Supervisory rankManager rank

Ability-basedrank

Eligibility-based education programs[For all employees] ◆ Distance learning ◆ Language study (English/Chinese/Korean)◆ Preparatory education for employees to be transferred overseas (language study)■ Monozukuri Education
Ability-based
rank

Position-based education programs

Enhancement programs rank

Sub-leader training

Leadership training

Standard rank

Approximately every five years
Regular employee training
OJT system (On-the-Job Training)

Training for employeesof administrative
departments

Leadership rank

New leader training

Active Expert
Center (AEC)
training(fostering
leaders)

Groupwide QC
Circle Conference/
Lecture forengineers/Various
study groups

Training for new employees/Follow-up training for new employees

Skillacquisition
supportsystem,SeniorEngineer (SE)training(passing on
skills)■ FY2020 Targets and Performance Results

Cultivation of
global humanresources
through
education forcareerdevelopment

Improvementof on-site
capabilities
throughMonozukuri
education· Improved English conversation ability by providing tailored support to address
Improve systems to support the weaknesses of course takers’ speaking skills.
language study.
· Improved language skills by providing English, Chinese and Korean language
study programs.
· Deployed research employees selected by Central Glass to MOT programs.
Strengthen the management · Sent selected managers to external training courses.
capabilities of managers.
· Implemented training for senior managers to strengthen management capabilities.
Send trainees to overseas affili- · Stopped deploying employees as overseas trainees due to the spread ofates.
COVID-19.
Continue to foster a new generation of leaders through Active · Improved problem-solving skills of selected trainees through basic education
Expert Center (AEC) trainee and activities based on given themes.
programs.
· P rovided education to raise awareness about compliance in junior andImprove and implement posimid-career employees taught by executive officers.
tion-based education programs.
· Implemented position-based education programs to improve on-site capabilities.

Rating: ○…Achieved target

30

(Do)
FY2020 Performance Results

CSR Report 2021△…Achieved most targets but not all

×…Additional measures required―…Not applicable(Check)Ratings(Act)
FY2021 Initiatives○· C ontinue to provide support for
language study.

○· Continue human resource development to cultivate candidates for
managerial positions.

－· Continue human resource development to nurture employees witha global mindset.

○· Continue to develop a new generation of on-site leaders.

○· Continue position-based education
programs.

Central Glass Co., Ltd. believes compliance is essential
to fulfill its corporate social responsibility and conducts
training to raise awareness about its importance.
As part of our training for junior and mid-career employees, executive officers taught compliance and engaged in dialogue with the employees in FY2020. We
provided e-Learning on compliance as well to all employees, including those working at our main affiliate companies in an effort to raise awareness about compliancethroughout the entire Central Glass Group.

Executive Officer Compliance Education

Fostering a New Generation of On-site Leaders
Central Glass Co., Ltd. has been conducting education
for selected trainees at its Active Expert Centers (AECs),
aiming to foster new generations of technology leaders at
its plants. The AECs established at each plant are educational centers dedicated to passing on and developing
technical skills. Each year, candidates for the next generation of leaders are selected from our manufacturing
plants 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 production sites. This practical education effort works to solve problems at these

VOICE
Tatsuya Hayasaka
Chemical Research CenterI studied in the MOT (Departmentof Management of Technology in
the Graduate School of Management) at the Tokyo Universityof Science for two years starting in April 2019.
The MOT at the Tokyo University of Science has students of all different ages and occupations. I was initiallyastounded by the active debate and amazing quality ofeducation. The discussions between the faculty and students who all have diverse fields of expertise opened myeyes to so many things, which often lead to conclusions I
never would have come to. I really felt that this process will
directly connect to fostering innovation. We studied eachspecialized field after class a lot. I think the activities done
outside of class are another fantastic part of the MOT.
I worked as well as studied. I attended classes on Saturdays and one to three days during the week. I was extremely busy writing a large number of reports and didn’t
get much sleep, but the experience was worth it. I had
to organize my thoughts to fit everything into the numberof pages allowed for the report. The repetitive process ingrained the habit of really thinking about the topic at hand.
I was disappointed when classes went online in the second
year due to the COVID-19 pandemic because there waslittle chance to meet the other students, but I paid carefulattention to get the most out of the online classes as well.
Business administration study is like a compass thatpoints you in the right direction. In the same way a compass
does not eliminate all of the risks of sailing the seas, studying
business administration does not assure business success.
Business administration study becomes a fountain of ideas toleverage in practical situations, which gives you the strength
to dig deeper into your ideas. This fountain of ideas also
leads to new universal logic and becomes the knowledge
base to take advantage of those ideas. I think MOT is a place
to temper these skills and learn the power of the mind.
I will use everything I learned at the MOT in my workfrom now on to contribute to our company.

CSR Report 2021

Activities at Individual Plants(Plan)FY2020 Targets

IssuesCompliance Education

Disassembly work to Learn the Structure of a CylinderSociety

Central Glass Co., Ltd. provides English, Chinese andKorean language study programs to improve the language
skills of its employees as part of global human resource
development.
We also provide an English Course to Develop Globally
Minded Employees as an enhancement program, in which
our employees are offered opportunities to join local onsite language schools or take intensive online lessons as away to acquire more practical language abilities.
In FY2020, the English Course to Develop Globally
Minded Employees identified areas where students haddifficulty speaking, such as sentence structure, vocabulary,pronunciation and fluency, and offered tailored support toovercome these weaknesses. The students also createdgoal sheets to focus efforts on achieving particular objectives and then provided reports on their success at the endof each month. All three of the employees who took part in
the 6-month English Course to Develop Globally Minded
Employees clearly showed remarkable improvement intheir English-speaking abilities in testing upon completionof the course. We will continue to support the language acquisition of our employees by not only offering this English
course in FY2021, but also providing new courses to cultivate study habits in students with intermediate-level English skills as well as to improve TOEIC scores.
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. Unfortunately, we were unable to deploy any students via this study abroad program in FY2020 to prevent the spread of COVID-19.
Central Glass Co., Ltd. plans to continue to offer this opportunity to candidates in the future while confirming thestate of travel into other countries. In FY2021, we will
also support our employees who will transfer overseas inbecoming better at adapting to different cultures andvalues by sending them to outside training programs
which nurture a global mindset.

Employees

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 and skills.
Both of these educational systems further training opportunities by offering programs for employees according to theirages 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).

manufacturing sites while investigating the root causes.
In FY2020, eight trainees selected from each plantparticipated in the AEC trainee education. In FY2021,
nine new employees selected as new trainees will continue this work as we further develop future on-site leaders.

Quality

Develop candidates for managerial positions

Environment and Safety

Language Study

Corporate GovernanceCentral Glass’s Education System

31

Society

Coexisting with
Local Communities

Road Gutter Cleanup Efforts in the Chikko District

The Matsusaka Plant cleans out the gutters along the roadsin the Chikko District as one local contribution activity.
Although this road gutter cleanup effort is a local activity
held by the Chikko neighborhood association, the Matsusaka
Plant sincerely recognizes the trouble caused by its raw material
debris. That is why we take charge and offer to lend a hand incleaning the roadside gutters in the district. This initiative also
helps revitalize communication with the local residents. Patrols
and various other tasks have allowed more information to be

Four plants of three chemical companies in the Ube District holda Responsible Care meeting with the local residents once every
two years. The 16th Regional Responsible Care Meeting in UbeDistrict was held using an online format for the first time in November 2020. 64 people attended from government agencies,
local NGOs, and the local community. First, the Japan Chemical
Industry Association provided an explanation about Responsible
Care (RC) activities and communication efforts. Next, the NPO
Ube Kankyo Community described chemical emissions before
the four plants of the three companies taking part in the meetingprovided plant overviews and a description of environmental
preservation and disaster prevention initiatives. The meetingconcluded with an exchange of ideas on various topics, such asmeasures to combat climate change, chemical substance management as well as waste management. An energetic debate oneach topic as well as a specific exchange of ideas about the environment fostered a truly meaningful Responsible Care meeting.
We will always remain steadfast in communicating with all of
the local people to build safe and secure businesses together as
a community. The Japan Chemical Industry Association evenrecognized our effort to hold the meeting in online format when
faced with the COVID-19 pandemic through the JCIA RC Award.

・Cleanup activities for city and prefectural roads on our plant-wide 5S
Day (once a month)・Cleanup activities in Tokiwa Park (once a year)
・Cleanup activities around Lake Ono (once a year)
・Protection and cultivation of the grasslands at Akiyoshidai Quasi-National Park (once a year)
・Forest maintenance activities to protect water resources (once a
year)・Cleaning of roads with road sweepers (every day)・Regular cleanups of roads around the plant
・Regular exchange of information concerning the environment andsafety with neighboring plants in the Kawasaki Industrial Complex
Kawasaki・P articipation in Tokyo Bay General Survey for Water Environment
Plant(Analysis of and report on water quality in Tokyo Bay near the plant)・Participation in joint disaster drills with neighboring business sites in
the Ukishima District・Invitation of local residents to the plant’s summer festival (canceled
due to the 2020 coronavirus pandemic)・Participation in cleanup of waste drifting ashore at Toshijima Island,
Toba City, organized by the Mie Prefecture Industrial Waste Countermeasures Promotion Council・Participation in Matsunase beach cleanups, organized by Mie University’s Mie Global Environment Center for Education & Research(canceled due to the 2020 coronavirus pandemic)
・Exhibition of Eco-Glass at the Matsusaka Environmental Fair held by
the Matsusaka City Environmental Partnership Committee (canceled
due to the 2020 coronavirus pandemic)・Participation in voluntary cleanup activities at Matsunase Beach orgaMatsusaka
nized by the Matsusaka Taki District Workers’ Welfare Council (attended
Plant
by Matsusaka branch members of the Central Glass Labor Union)・Participation in the Matsusaka Street Cleanup organized by Matsusaka City・Lending of plant grounds to youth sports associations and other organizations free of charge
・“Ecocap” activities (plastic bottle cap collection) organized by the
Matsusaka branch of the Central Glass Labor Union (canceled dueto the 2020 coronavirus pandemic)
・Provision of company-owned land to neighboring local communities
as temporary parking areas free of charge
・Deployment of staff to Matsusaka City as “External Matsusaka-EMS
Environmental Auditors”

Activities at Individual Plants

CSR Report 2021

Ube
Plant

Plant Name Activity Description

Society

Road Gutter Cleanup Efforts

32

Plant
Name

16th Regional Responsible Care
Meeting in Ube District

Regular Cleanup of Harbor Roads

Reception Ceremony at the Chiyoda Council Of Social Welfare Office

Other Regional Activities

Employees

The Sakai Manufacturing Site and Central Glass Plant Services Co., Ltd. Sakai Plant regularly clean the harbor roads
in front of the manufacturing site used to transport cargowith people from several other companies in the neighborhood according to the annual plan as an initiative basedon the municipal law to promote the beautification of
Sakai City—a city designated by government ordinance.
In FY2020, 20 to 30 people each from both companies
took part in the cleanup activities that included pulling
weeds and collecting trash on the sidewalks according to
the annual plan for two cleanup efforts during the year.
We will also continue to work with local government
agencies and neighboring companies in the Osaka Bay
beach cleanup efforts, which was canceled in FY2020 toprevent the spread of the COVID-19.

16th Regional Responsible Care Online Meeting in Ube District

Quality

The Central Glass Labor Union Head Office and Kawasaki
Branch participates in a charity flea market as part of its
social contribution activities. Various articles and goods
donated by employees of the Central Glass Group are
sold to collect revenue to use as funds for social welfare
activities. In the past, the money that we raised wasused to donate wheelchairs and reclining chairs.
In FY2020, the Central Glass Labor Union Head Officeand Kawasaki Branch donated children's playgroundequipment to the Chiyoda Council Of Social Welfare’s
Kosodate Salon. Chiyoda Ward's child raising generation
is known for having many single parents and double income families. Many face the challenge of feeling isolated. The Kosodate Salon is run by local residents, students and other volunteers as a place for families in thissituation to interact.
Although we have not been able to visit the Kosodate
Salon due to the impact of the COVID-19 pandemic, theChiyoda Council Of Social Welfare held a reception ceremony at their offices in October of last year with community support staff from the local government office andsocial welfare workers who volunteer at Kosodate Salonin attendance.
As a union chapter, the Central Glass Labor Union
Head Office and Kawasaki Branch will continue to actively take on social contribution activities as stated in
our activity policy.

Regular Cleanup of Harbor Roads

Environment and Safety

Chiyoda Council Of Social Welfare
Donation of Playground Equipment to the Kosodate Salon

Corporate GovernanceCoexisting with local communities is essential for a company to survive. The
Central Glass Group strives to not only coexist but also grow together with local
communities as a member of society through social contribution activities.

shared than ever before, which has enabled us to better understand the expectations of the people in the community more
quickly. The local Chikko neighborhood association has expressed their thanks for our participation in this cleanup effort.
To prevent the spread of COVID-19 in FY2020, theMatsusaka Plant coordinated with the local Chikko
neighborhood association to adjust the schedule andclean the roadside gutters.
We will actively take part in these types of social contribution activities as such initiatives are vital to creating ahospitable living environment for the local community. In
the future, we will continue to conduct environmental activities to ensure a community where everyone can live
safely while aiming to better enhance communication.

・Contribution of various funds raised to social welfare activities
・Provision of support for a project conducted by the Osaka Port
Cleanup Association in Sakai Semboku Port to ensure the safety ofMatsusaka
ships navigating through the port and protect the environment
Plant Sakai
・Deployment of employees as needed to support rescue, fire supManufacpression and first aid in case of a large-scale disaster as a member
turing Siteof the Sakai Disaster Response Committee
・Blood donation drive at the Sakai Manufacturing Site・Cleanups of coastal roads

CSR Report 2021

33

Activities at Individual Plants

Ensuring Community
Safety and Security

10-2 Ukishima-cho, Kawasaki-ku,
Kawasaki City, Kanagawa Prefecture
Number of Employees 236 (as of March 31, 2021)
Major items produced Inorganic chemicals, organic chemicals
Acquired certifications ISO 14001 (May 2007)
ISO 9001 (July 2001)

Kawasaki Plant mainly produces fine chemical products,
such as 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 materi- Shigeru Suenaga
als, and lithium-ion battery electrolytes.
Plant Manager
We actively promote 3R (Reduce, Reuse, and Recycle) ac- Kawasaki Plant
tivities for the byproducts produced during the manufacturing processes of theseproducts by reclaiming or recycling flammable 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 thecity of Kawasaki, and Kawasaki Plant has been certified as a business site taking
environmental action, as defined by the city’s bylaws.
Kawasaki Plant is a business located in a petrochemical complex handling awide range of hazardous materials that is stipulated as a special disaster prevention
area. Therefore, we strive to prevent accident and disasters through security anddisaster prevention activities, from specific disaster prevention drills at each business site to all-inclusive disaster prevention drills carried out with all related parties.
Considerations about the environment and safety will always be necessary. Kawasaki Plant will continue to strive in environmental and safety efforts in the future.

Matsusaka Plant is continuing groundwater purification treatment after discovering groundwater containing arsenic and lead in 2002 and groundwater containing fluorine in March 2020.

Matsusaka Plant
Sakai Manufacturing Site

Address

6 Chikko-Minamimachi, Sakai-ku,
Sakai City, Osaka Prefecture
Number of Employees 41 (as of March 31, 2021)
Major items produced Architectural and residential flat glass
Flat glass for electronic materials,
architectural frosted glass
Acquired certifications ISO 14001 (December 1999)
ISO 9001 (February 1999)

Message from the Site Manager
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 Central
Glass. In 1982, we adopted the float process as our manufacturing method.
The Site has been working to review the operational condi- Nobuhisa Tanise
tions of the glass melting furnace and improve productivity to Site Manager
further reduce the energy consumption rate. Furthermore, the Sakai Manufacturing Site
Site has also been engaging in initiatives to not only recycle Matsusaka Plant
waste but also reclaim waste, which helps in waste reduction.
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.

Activities at Individual Plants

Address

Message from the Plant Manager

1521-2 Okuchi-cho, Matsusaka City,
Mie Prefecture
Number of Employees 236 (as of March 31, 2021)
Major items produced Automotive glass
Architectural and industrial float glass/fabricated glass
Functional glass for electronic materials
Acquired certifications ISO 14001 (April 2000)
ISO 9001 (November 2003)
IATF 16949 (June 2018)

Matsusaka Plant manufactures flat glass using the world’s
only duplex equipment capable of employing a consecutive
double-sided polishing method. We also manufacture fabricated glass for automotive and architectural applications.
Since the plant consumes a huge amount of energy and resources, we are always working to rigorously implement envi- Masaaki Kawaseronmental conservation activities.
Plant Manager
In order to conserve energy and power and reduce CO2 Matsusaka Plant
emissions, we are working to reduce production loss, incorporate the introductionof equipment that conserves energy into large-scale renovations, and implement
improvements to our operational technologies.
We continually aim to reach higher levels of waste reduction, as well as makeefforts to recover valuable commodities from waste, one example of which is recycling almost all the waste glass we produce.
Matsusaka Plant has also installed equipment that processes wastewater andensures concentrations far below the values set in local agreements to provide
safety and security to the region.
Each of our employees is continually working to achieve growth and improvement, basedon our philosophy, “Creating a Better Future Through Monozukuri.” We will continue to appreciate and contribute to local communities and work to make our plant safe and happy.

Society

Kawasaki Plant

Address

Message from the Plant Manager

Employees

5253 Okiube, Ube City,
Yamaguchi Prefecture
Number of Employees 653 (as of March 31, 2021)
Major items produced Fluorine products, other chemicals
Acquired certifications ISO 14001 (December 2000)
ISO 9001 (December 1997)
ISO 45001 (February 2020)

Ube Plant, established in 1936 and located in the coastal industrial region of Ube along the Seto Inland Sea, began withsoda production and expanded to production of fertilizers andfine chemical products. Today, the Ube Plant primarily manufactures fine chemicals containing organic and inorganic fluorine compounds from raw materials such as hydrofluoric acid. Isamu Mori
In particular, all the cleaning gas products for semiconductor Plant Manager
processes developed by Central Glass are environmentally Ube Plant
friendly with zero Global Warming Potential (GWP). We also manufacture non-CFC
fluorocarbon products with a next-generation low GMP. Through this type of manufacturing, our plant is actively striving for eco-friendly businesses.
As plant initiatives to reduce greenhouse gases, we optimize the operation conditions of each factory, adopt high-efficiency equipment, and expand energy-saving by transitioning the fuel used from heavy oil to city gas.
As waste reduction initiatives, we have installed equipment to collect the raw
material fluorite from the liquid waste of manufacturing processes, and to incinerate some of the waste oil from each factory. These efforts work to recycle resources and reduce the final disposed amount of waste.
In February 2020, we completed transitioning the occupational safety management system from OHSAS 18001 to ISO 45001 and have endeavored to build asafe, secure, and healthy working environment.

Matsusaka Plant

Quality

Address

Message from the Plant Manager

Environment and Safety

Ube Plant

Each plant of Central Glass lays a foundation for around-theclock safety and disaster prevention systems with a slogan
of “Safety First”.
We systematically conduct disaster prevention drills that anticipate earthquake-related leaks and fires as well as tsunami
evacuation drills together with everyone on the plant premises
including people from affiliate or partner companies.
Our plants will continue to conduct these security anddisaster prevention drills to ensure a safe and secure plant
for the entire local community.

Corporate Governance“Creating a Better Future Through Monozukuri ”— Each plant of the Central Glass Group
strives to achieve this goal by carrying out production activities in a way that ensures astable product supply based on around-the-clock safety and disaster prevention systems.
The Central Glass Group will contribute to the establishment of a truly prosperous society through its products while always considering the environment in each region andcommunicating with the local people.

Security and Disaster Prevention Activities

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

34

CSR Report 2021

CSR Report 2021

35

Central Glass

55th Theme: Body Culture ClubInternational
Architectural
Design Competition
最優秀賞

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 2020, judges selected the grand prize winner from among a total of 180 entries, of which
57 were from abroad.
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 a company
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.

ブーン・ハウ・リン

55th Grand Prize
WinnerNeo-Ergonomic Culture

優秀賞

ピャエゾーン・アウンスー （2名，フリーランス，日本）

Boon Hau Lim (Freelance, Japan)
Pyaezone Aungsoe (Freelance, Japan)

Project Title（メルボルン大学，オーストラリア）●タクティカル・アーバニズムのように都市をカスタマイズしていく提案．公共財の中に自分たちの身体を活性化するための要素を見出し，シェアするのは新しいコモンズのあり方であり，これをクラブと呼んでいるのが面白い．

Neo-Ergonomic Culture（塚本）●農業が健康増進に役立っていたという前提の発見が面白い．やりたいことが明確に伝わってくる表現も素晴らしかった．

●ボディカルチャーというテーマを，狭義のスポーツから日常生活の活動と捉え，それを究極まで解釈を広げて一種のアイロニーにまで拡張したところが面白い．
またクラブがメンバーシップや空間的な括りではなく，ユビキタス的に取り扱われているのが面白い．

アリエル・ジャンセン・ビンタン（イエール大学建築大学院，米国）

CentralGlass International Architectural Design
アンダーソン・ワン
FARMNASIUM
Competition Judges●農業を過去まで遡って再定義することで空間のつくり方にも関係しそうなきっかけとなっている点が面白い．

（隈）●昨今ではバリアフリーなどが謳われるが，むしろ負荷をかけてアクティビティをつくるというのは新鮮で，ありだと感じた．

（亀井）●非常に簡単であり，すぐできそうだと思わせる提案であるのが面白い．

（賀持）

（内藤）
（青木）
（隈）

●アジアの風景を農業的なものに置き換えるという発想が政治性を持っていて興味深い．

●好きな時に行くことができる場所があれば農村と都市の人の障壁を溶かす方法のひとつになるかもしれない．ただメンテナンスなどの部分をもう少し考えるべきだと感じた．

Chief Judge●ボディ・カルチャーと農業を結びつける視点にはハッとした．

（塚本）
（賀持）

Hiroshi Naito
Naito Architect & Associates

Kengo Kuma
Kengo Kuma & Associates©The Courier
優秀賞 クォ・オン・フィリップ・ファン（Else design，香港）
ジャジュン・エイドリアン・ハン（シンガポール国立大学，シンガポール）
PENCIL PALESTRA

Tadao Kamei●香港のペンシルビルに対する風景が魅力的．水平・垂直のどちらも活かそうとしている点が着想として面白い．

（亀井）●街の中に建築物ではなく大きな遊具が建ち，人が集まることで街の景色を変えていく要素になり得ると感じたが，もうひとつその点に踏み込んだ展開がほしかった．

Nikken Sekkei Ltd.

●都市空間の新たな提案．ビルと人の新しい関わり方が見えた．

（青木）
（巻幡）
（隈）

●既存の都市の文脈に対して，ドラマチックすぎる気がした．もう少し小さなスケールに目を向けたほうがよいのではないか．

Jun Aoki
Project Description

AS

We try to challenge the ultra-comfortable lifestyle by the introduction of non-ergonomic
elements into existing infrastructure. By making the human body uncomfortable in certain areas,
we aim to induce semi-sport activities and exercises in the everyday life of individuals.
These non-ergonomic interventions are all voluntary. Some people might choose to do it andsome won’t. When people start doing it, they will experience a change in their body behavior.
With time, this behavior will influence other people to join and it will become a culture in itself
and then more and more people will join in.
Thus, a culture where both the human population and the human body will go through achange in behavior, “a body culture”, will form. Therefore, all these people who follow the same
culture of changing their body behavior will become a “body culture club.”0 2 6 |202 1 |01

Judging during the Coronavirus Pandemic

Remote Judging

In the past, judges have evaluated each project publicly at alarge event hall and announced the winners at an award
ceremony. However, the 55th Central Glass International
Architectural Design Competition judged each project
remotely in a screening process moderated by ShinkenchikuSha Co., Ltd. to prevent the spread of the COVID-19
pandemic. The selection of the grand prize winner, runner
up, and honorable mentions was all streamed live online.

Concept of the CSR Report 2021 Cover Page

CSR Report
Corporate Social Responsibility Report

2021

The integration of glass and chemicals—core Central
Glass businesses—gives way to new solutions. The birthand development of new businesses from the fusion ofthese different domains is illustrated visually with twocolored arches blending together into a new color. The
color harmony and soft shapes also demonstrate theclose relationship between Central Glass and society.

Contact: Environment Safety & Quality Management Department
Kowa-Hitotsubashi Bldg., 7-1 Kanda-Nishikicho 3-chome, Chiyoda-ku, Tokyo, 101-0054 Japan
TEL. 03-3259-7359
FAX. 03-3259-7394
http://www.cgco.co.jp/©Masakazu Yoshiba

Goichi Kamochi
Obayashi Corporation

Yoshiharu Tsukamoto
Atelier Bow-Wow

Yoshitada Makihata
Central Glass Co., Ltd.
Executive Managing Officer

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