CSR Report2018

Co rp o rate S o cial R e s p o n s i b i l i t y R eportCreating a Better Future Through Monozukuri

Business Outline of the Central Glass Group
Central Glass Sales Co., Ltd.

Corporate Outline (as of March 31, 2018)

Central Glass Engineering Co., Ltd.

Company NameCentral Glass Co., Ltd.

Takada Co., Ltd.

Established

October 10, 1936

Tohoku Garasu Kenzai Co., Ltd.
Bishu Silica Sand Co., Ltd.

Number of Employees 1,666 (7,106 consolidated)
CapitalMie Glass Industry Co., Ltd.

18,168.28 million

Central Glass Plant Services Co., Ltd.
Central Saint-Gobain Co., Ltd.

Listed Stock Exchange Tokyo Stock Exchange

Central Glass Module Co., Ltd.
Japan Tempered & Laminated Glass Co., Ltd.
Central Chemical Co., Ltd.

Carlex Glass Luxembourg, S.A. (Luxembourg)
Central Glass Germany GmbH (Germany)
Central Glass Europe Limited (UK)
Apollo Scientific Limited (UK)Central Glass Czech s.r.o. (Czech)

EuropeJapan

Asia

Taiwan Central Glass Co., Ltd. (Taiwan)

Central Glass Trading (Shanghai) Co., Ltd. (China)

Yue Sheng Industrial Co., Ltd. (Taiwan)

Saint-Gobain Central Sekurit (Qingdao) Co., Ltd. (China)

Giga Gas & Electronic Materials Company (Taiwan)

JCEL Co., Ltd. (South Korea)

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

Central Glass Korea Co., Ltd. (South Korea)

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

Central Glass Company India Private Limited (India)

Central Glass (Zhangjiagang) Co., Ltd. (China)

Japan Vietnam Fertilizer Company (Vietnam)

Zhejiang Central Glass Chemspec Company Ltd. (China)

Major Products of Each Segment

Glass
Business

Chemicals
Business

2

Architectural
glass

Float glass, figured glass, wired glass, heat reflective glass, fabricated glass (tempered glass, heat-resistant glass, laminated glass, insulating glass units,

Automotive glass

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

Glass forelectronic materials

Thin flat glass for LCDs, chemical tempered glass, powder glass and glass paste

Basic chemicals

Fluorocarbon products, polyaluminum chloride, gypsum, hydrofluoric acid

Fine chemicals

security glass), mirrors, anti-fog mirrors, decorated glass, screen glass

Active ingredients & intermediates for pharmaceuticals/agrochemicals, fluorinated organic/inorganic compounds, high-purity fluorine gases, electronic materials, electrolytes for lithium-ion batteries, fluorinated organic/inorganic reagents

Fertilizers

NPK compound fertilizer, NK compound fertilizer, coated fertilizer, organic chemical fertilizer, fertilizer materials, microbiological plant-protection agents/materials

Glass fiber

Glass fiber, glass wool

CSR Report 2018

Contents
Central Glass Fiber Co., Ltd.

Business Outline of the Central Glass Group ........ 2
President’s Message .......................................... 4

Tosho Central Co., Ltd.
Ube Trading Co., Ltd.*
Sowa Transportation andWarehouse Co., Ltd.

CSR at the Central Glass Group .......................... 6
Products of the Central Glass Group ................... 8

Central Engineering Co., Ltd.
Ube Analytical Center Co., Ltd.

Special Feature: Social Contributions ThroughCentral Glass Technology ................................. 10
Corporate Governance .................................. 12

Ube Yoshino Gypsum Co., Ltd.
Central Insulation Co., Ltd.
*Ube Trading merged with Tosho
Central on April 1, 2018 and after
merging changed its corporatename to Tosho Central Co., Ltd.

Environment, Safety & Quality Management ... 16
Environment and Safety ............................... 19
Quality ........................................................ 24
Employees .................................................. 26

Carlex Glass America, LLC (US)Central Glass America Inc. (US)Society ....................................................... 30
Activities at Individual Plants ........................ 32

Northwestern Industries, Inc. (US)
SynQuest Laboratories, Inc. (US)Central Glass International, Inc. (US)

Editorial Policy

North
America

Our second CSR Report aims to accessibly provide more comprehensive information about engagement with all of the Central Glass
stakeholders from our customers, business partners, and investors to
employees and members of the local communities.
Reference GuidelinesEnvironmental
Reporting Guidelines 2012 of the Ministry of the Environment
Responsible Care Code of the Japan Responsible Care Council (JRCC)
ISO 26000 (Guidance on social responsibility)
Report Period
April 2017 to March 2018
(The period for information related to health and safety as well as social and environmental activities of overseas affiliates was from January to December 2017.)
Scope of the Report
The Central Glass Group (Data was only gathered from the plants,
research centers, and headquarters of Central Glass Co., Ltd. alongwith some of our domestic and overseas affiliates.)

List of Business Sites
Head OfficeKowa-Hitotsubashi Bldg., 7-1 Kanda-Nishikicho
3-chome, Chiyoda-ku, Tokyo, Japan

Chemical Research 17-5 Nakadai 2-chome, Kawagoe City, Saitama
CenterWhat Is Responsible Care?

Chemical Research 5253 Okiube, Ube City, Yamaguchi
Center (Ube)Glass ResearchCenter1510 Okuchi-cho, Matsusaka City, Mie

Ube Plant

5253 Okiube, Ube City, Yamaguchi

Matsusaka Plant

1521-2 Okuchi-cho, Matsusaka City, Mie

Matsusaka Plant
Sakai Mfg. Site

6 Chikko-minamimachi, Sakai-ku, Sakai City,
Osaka

Kawasaki Plant

10-2 Ukishima-cho, Kawasaki-ku, Kawasaki City,
Kanagawa

Trends in Net Sales and Ordinary
Income (Consolidated)
Net sales(Unit: million yen)

235,361

228,898
14,615

Ordinary income

Most chemical companies voluntarily work
to secure the environment, safety, andhealth throughout every process, from thedevelopment stage of chemical substances
to their manufacture, distribution, use, final
consumption, and lastly their disposal.
Those companies then publicize the resultsof their activities to engage in dialogue andcommunication with society. These activities are referred to as Responsible Care.

Trends in the Number of Employees(Unit: people)

Non-consolidated

Consolidated

7,236

7,106

7,052

227,810
15,091FY2017 Sales by Segment(Consolidated)

36%

Chemicals Business81.2

billion yen

Total

227.8

billion yen

6,327
1,645

1,662

1,666

64%

Glass Business
2015

2016

2017 (Fiscal year)

2015

2016

2017 (Fiscal year)

146.6

billion yen

CSR Report 20183

President’s Message

Contributing to the Establishment of a Truly
Prosperous Society Through Monozukuri

Philosophy and Policies
The Central Glass Group Corporate Philosophy includes a Basic Philosophy and Basic Policies intended to create a better
future through Monozukuri. The Group will contribute to theestablishment of a truly prosperous society through the spiritof Monozukuri. Monozukuri is a concept encompassed in allof our corporate activities from research and development tomanufacturing and sales as a sincere business practice whichforms the foundation of Central Glass.
The four Basic Policies illustrate the specific direction
the Group should endeavor to achieve our Basic Philosophy:(1) create new value through innovative technologies, (2) growtogether with society while remaining environmentally friendly,(3) endeavor to increase corporate value with global growth as
our driving forces, and (4) aim to be a vibrant enterprise with apioneering spirit and respect for diversity.
Achieving the above Corporate Philosophy fulfills the corporate responsibility of Central Glass, which exists as a company dedicated to Monozukuri. Therefore, we have drafted a
Code of Conduct for our employees to follow. We will continue
to further business activities centered on realizing our social
responsibility while deepening cooperation and coordination
with all of our stakeholders.

Compliance
We must adhere to laws and regulations as a prerequisite to
the expansion of our businesses, and therefore, compliance isan indispensable requirement to fulfilling our corporate social
responsibility.
We continually heighten the transparency and fairness ofoverall management, and strive to establish an efficient andrational organizational structure that can respond swiftly tochanges in the business environment in order to further en-

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CSR Report 2018

hance corporate value and expand revenue. We observe theentirety of the Corporate Governance Code and have adopted
an executive officer system that clearly distinguishes the auditing duties of Directors from the business-execution duties of
Executive Officers in order to ensure the appropriateness andefficiency of our business.
We are also enriching understanding of compliance among
our employees through educational and awareness-raising activities conducted by our Compliance Promotion Committee.

Optimizing Human Resources
We have also developed our educational systems in accordancewith our belief that Monozukuri starts with Hitozukuri̶the development of human resources̶including those for employee
development and the training of global human resources. Additionally, in order to promote diversity, we are working actively
to provide opportunities for non-Japanese employees.
We believe maintaining and improving working environments in which our employees can feel safe and secure is essential to the sound development of our business. Therefore,
we have introduced a system that prohibits employees fromworking extended hours beyond the prescribed limit. Furthermore, since FY2009, we have been operating a system underwhich all employees receive stress checks and consult withspecialists if any problems are discovered.
We have been developing systematic measures to actively
support employees who are raising children or caring for family
members by creating a workplace environment that allows employees to work without undue worry.

Promotion for the Active Participation of
Female Employees
Many of our Monozukuri processes are operated with equipment that runs 24 hours. Up until recently, Central Glass had
not been actively employing women at manufacturing sites
due to working conditions such as a three-shift system that
includes late night shifts. This has resulted in a total employee gender ratio skewed toward men. However, with the active
participation of women as a major social theme, we are putting
our strength into employing women who can actively participate at manufacturing sites today. We are consciously working
to build an environment where women can work comfortably inevery position whether in research and technology or in administration. We will continue to further innovations and reforms
that incorporate the perspective of women.

in reducing costs, aggregating equipment, and driving productivity as well as efficiency while furthering a return on capital
investments.
In the chemicals business, we will invest primarily overseas in electrolytes for lithium ion batteries to gain a strong
entry into the startup phase of the electric vehicle market in
addition to aggressively increasing focus on growth sectors,
such as electronic materials for semiconductors as well as low
GWP fluorine blowing and cleaning agents.
Going forward, the Group will fulfill our corporate social
responsibilities by contributing to the growth of society throughsincere Monozukuri activities without losing our global perspective.
We look forward to the ongoing understanding and support from all of our stakeholders as we move into the future.

Midterm Plan
Central Glass has formulated the new Midterm Plan for the next
three years from FY2018 to FY2020. Considering the targets
that were not achieved in the previous medium-term management plan, the new Midterm Plan aims to recover operating
profits, which are the driving force to business, and emphasizes an operating profit ratio that demonstrates efficiency. We
have set the ROE to 6% according to target earnings, but thisis only an initial objective toward achieving our final target ofover 8%, and we will strive to further heighten this return on
investment. Moreover, through the cash that is generated, we
will continually provide stable dividends to our shareholders
and advance investments as well as research and development
to foster further growth.
In the glass business, the Japanese markets are maturing and overseas markets are also growing, but competition is
fierce both in Japan and overseas. The Group will be thoroughTadashi Shimizu
Representative Director, President & CEO
Central Glass Co., Ltd.

CSR Report 2018

5

CSR at the Central Glass Group

Realizing Our Corporate Philosophy
The Central Glass Group defines CSR as achieving our Corporate Philosophy. Cooperation and collaboration with
our many stakeholders is essential in order to fulfill our social responsibility through our Basic Philosophy and Basic Policies founded in observance to our Code of Conduct. The Central Glass Group strives to fulfill the Corporate
Philosophy in all of our activities.

Corporate Philosophy of the Central Glass GroupThe Corporate Philosophy of the Central Glass Group is composed of a Basic Philosophy and Basic Policies. Monozukuri refers to allof our business activities from research and development to manufacturing and sales. The Group places this concept as the core of
our corporate activities since our founding and it is the platform from which we will further advance forward into the future. The Basic
Policies are specific measures to push the Group in a direction that actualizes our Basic Philosophy.
The Corporate Philosophy embodies the beliefs of the Central Glass Group that should be communicated to all of our stakeholders,in addition to being the central axis of the corporate activities conducted by the Group. We believe this philosophy strengthens oursolidarity and capabilities as a Group.

Corporate Philosophy
Basic Philosophy

Creating a Better Future Through Monozukuri*
The Central Glass Group will contribute to the establishment of a truly
prosperous society through the spirit of Monozukuri.
*Monozukuri refers to all the business activities in which the Central Glass Group engages with a basic stanceof integrity and sincerity, including R&D, quality oriented manufacturing, and sales.
Basic Policies• Create new value through innovative technologies.
• Grow together with society while remaining environmentally friendly.
• Endeavor to increase corporate value with global growth as our driving forces.
• Aim to be a vibrant enterprise with a pioneering spirit and respect for diversity.

Code of Conduct
1. Take responsibility for oneʼs own actions, and engage in honest corporate activities.
2. Refine oneʼs awareness, and constantly pursue original ideas and technologies.
3. Achieve the establishment of a society in which all people can live in comfort and good health, and protect the global environment.
4. Create products that satisfy customers all over the world by learning about different cultures and customs.
5. Respect the diversity of every individual, and never cease to embrace the challenges of the future.

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CSR Report 2018

CSR System at the Central Glass GroupThe Central Glass Group will fulfill our corporate social responsibilities through continual improvement efforts utilizing a PDCA
cycle for every activity based on the CSR system outlined below.

Shareholders
and Investors

Employees
Midterm Plan

The Group focuses on the idea that
Monozukuri starts with Hitozukuri as
the foundation of our corporate
growth, and we aim to create workplaces in which every employee isable to demonstrate their capabilities and skills to the utmost.

Customers
andBusiness
Partners

The Group strives to realize rapid andhighly transparent information disclosure. Through our financial results,
briefings, and publications, we areworking to prioritize communication
with all shareholders and investors.

Basic
Philosophy

Basic Policies

Employees

Customers
andBusiness
Partners

Shareholders
and Investors

Local
Communities

Local
Communities

Code of Conduct

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

The Group contributes to the realization of a sustainable society while
recognizing the effect of our businessactivities on the environment, striving
to reduce our environmental burden,
and growing in harmony with theregions where we do business.

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

Basic
Policies

Basic
Strategies

Achieve new growth by strengthening our business foundations and original technologies.
・Strengthen our business foundations by clarifying and focusing on our priorities.
・Deliver added value by anticipating the needs of customers and society.
・Ensure compliance and contribute to the development of society as a global corporation.

1. Return to a medium- to long-term growth path.
・Pursue returns by selectively allocating management resources to business fields targeted for growth.
・Secure funding for growth investments through restructuring according to business and organizational characteristics.
・Boost earning power and efficiency as well as improve cash flows through carefully selected investments.
2. Distribute cash flows based on a well-balanced consideration of shareholder returns, investments and financial discipline.
3. Continue strengthening R&D to ensure future growth.

FY2017
Results

Management
TargetFY2020 target in
the Midterm Plan

Operating profit 6 billion yen

18 billion yen

Operating profit ratio

2.7%

7.0% or more

ROE

1.7%

6.0%

Total return ratio
to shareholders

68%

At least 30%

Operating Profit/Operating Profit Ratio(Hundred million yen)
200
Glass
150

8.0%
Chemicals

Total

Operating profit ratio

7.0%
6.0%
5.0%

100

4.0%
50

3.0%
2.0%

0
-50

2017 Results

2018 Forecast

2019 Targets

2020 Targets

1.0%
0.0%

CSR Report 20187

Products of the Central Glass GroupThe Central Glass Group supplies products related to the fields of glass and chemicals. Although the products of the Central
Glass Group may be unnoticeable to the general consuming public, the Group supports many aspects of a comfortable daily
life, as well as of a well-functioning society and industry. We provide 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 is continually pursuing possibilities for the
manufacturing and technologies in which we excel, along with taking on the challenges of new fields in the future in order todevelop and provide environmentally friendly products and products that take peopleʼs health and safety into consideration.

6

1

8

5

2
12

Glass

Agri-Bio❶ Architectural Glass
Glasses like eco-glass, security glass, and soundproof glass that saveenergy and contribute to more comfortable interiors.

❻ Environmentally Friendly Agricultural Materials❷ Automotive Glass
Laminated glass and tempered glass for automotive windows,
and high-performance glass such as heat-insulating glass that
contributes to environmental protection.
❸ Glass for Touch Panels
Ultra-thin glass for touch sensor panels and cover glass.
❹ Lead-Free and Anti-Fog Mirrors
Environmentally friendly lead-free mirrors that do not contain the harmful
components usually used in back coatings, and anti-fog mirrors withspecial coatings applied to their surfaces in order to prevent fogging.
❺ Transparent Screen Glass (Auroverre®)
Glass screens that combine the transparency of glass with the ability
to project images.

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CSR Report 2018

Coated Fertilizer Cera-coat ®
A controlled-release fertilizer developed based on the concepts ofan ideal fertilizing effect, labor saving, low cost, and environmental
friendliness. Highly effective, so less of the product needs to be used.
Microbial Control Agents
Anti-microbial agricultural chemicals suitable for organically or speciallycultivated agricultural products. Extremely safe for humans, animals,
and crops. Can be used until just before harvest, without being counted
as pesticide use.

7

10

２４

9

4

11
3

Basic Chemicals❼ Urethane Foam Blowing Agents
One of the materials for the heat-shielding rigid urethane foam usedin refrigerated equipment such as showcases.

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

Glass Fiber
11 Resin-Reinforced Materials (bathtubs, etc.)
Glass fiber widely used in such diverse applications as fiber-reinforced
plastic for bathtubs, housing, automobiles, ships, and electronic
products.
12 Automotive Sound-Absorbing Materials
Glass wool, a noncombustible, fire-resistant material used for heatinsulation and sound absorption in automobiles, railcars, etc.

❾ Electrolytes for Lithium-Ion Batteries
For applications such as electric vehicles (EVs) and hybrid vehicles.
10 Active Ingredients & Intermediates for Pharmaceuticals
Active ingredients and intermediates for pharmaceuticals such as
anesthetics and antiulcer drugs utilizing fluorine chemicals andother technologies developed in-house.

CSR Report 20189

Special
FeatureSocial Contributions Through Central Glass Technology

Central Glass technology contributes to society in various areas of daily life. In this special feature, we will introduce the successes of the hard work in research and development conducted over the last several years to improvethe effective use of resources and enhance automotive safety.

Reception of the Ministry of Economy, Trade and Industry
Award for Resources Recirculation Technologies and Systems

Chemicals
Business

In-house Development of Technology to Recover Raw Fluorite from Waste Fluorine Resources
The Ube Plant received the 43rd Award of the Director-General

excellence in advanced technologies and innovative systems toof the Industrial Science and Technology Policy and Environment Bureau 2017 on October 20, 2017 at the Ministry ofencourage their adoption and standardization.
The Ube Plant developed technology in-house to recover

Economy, Trade and Industry Awards for the Resources Recirculation Technologies and Systems commendation ceremony

raw fluorite from waste fluorine discharged during the manufacturing of medical products. This technology succeeded inheld by the Japan Environmental Management Association for
Industry Resources Recycling Promotion Center.

reducing the use of natural
fluorite. This initiative received

This award contributes to the reduction of the productionof waste, reuse of goods spent, and effective use of renew-

the award above in recognition of the great contributions

able resources (Reduce, Reuse, Recycle; 3R) and aims topromote environmental businesses by broadly publicizing andcommemorating businesses and initiatives which have showntoward the establishment of a
resource-recycling society.

Fluorine Recovery Process

Waste Liquid from
Manufacturing Process

1. Reaction Process

Fine Chemical
Manufacturing Process

Hydrogen Fluoride
Manufacturing Process

2. Cleansing andIsolation Process

3. Fluorite Recovery

Blend with natural fluorite to use
as a raw material for hydrogen fluorite

Product

Natural Fluorite

Reaction Formula for the Recovery of Fluorine
HF + Ca Agent = CaF2 (Fluorite)

Explanation of Fluorine Recovery Process
1. Reaction Process

The wastewater containing fluorine discharged fromthe manufacturing process reacts with the calcium
agent (Ca agent) and synthesizes fluorite.

2. Cleansing andIsolation Process

Yutaka Ishii

Fluorine Recovery Process

Ca Agent

The fluorite obtained from this reaction process iscleansed and placed in a separator to isolate andpurify fluorite to the same quality as natural fluorite.

3. Fluorite Recovery The recovered fluorite obtained from this cleansing andisolation process is used as an alternative to natural
fluorite, which is a raw material for hydrogen fluorite.

Engineering Dept. Ube Plant

The recovery of resources is a major
challenge in shaping
a recycle-oriented society. That is why weintroduced the recovery process outlinedon the left in 2013.
It was a long wait to
apply for this award
as it required morethan three years ofactual performance toprove the concept. Our
technology was strictly scrutinized fromthe screening of ourmaterials to on-site inspections and presentations before we
received this award.
Currently, I am involved with construction operations at theplant, and I hope to build a more environmentally-friendly
plant by taking advantage of this experience.

Yamaguchi Prefecture Eco Factory Certification
Yamaguchi Prefecture grants certification as Eco Factories to business establishments that continually engage
and succeed in recycling and reducing the production of industrial waste. The Ube Plant was recognized for its
3R efforts, including the fluorine recovery above, and certified as a new Eco Plant in FY2017.

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CSR Report 2018

GlassBusiness

Solution to Double Images in the Heads-up Display (HUD)
Projected onto the Windshield of Subcompact Cars

Succeeded in Mass Production for the First Time by Guaranteeing the Quality of Glass
Display through Inspection of All Pieces of Glass
HUD projects information required for driving such as speed,navigation and warnings in front of the driver. It enhances safe-or broken images. In addition, a higher level of control was
required due to the limitations of design in subcompact carsty by reducing eye movement and the time for the eyes toadjust the focal distance. In particular, the adoption of thetype of HUD that projects information onto the windshield isbeing adopted more and more in recent years for benefits suchdue to their small size. We were also required to inspect thedisplay quality of each windshield because the requirements
for high-quality display images were strict.
Therefore, we decided to adopt a pressing method to moreas little visual movement and the display of information in anatural position.

closely reproduce the design values for the glass surface, as
well as to control the geometry of the glass surface more pre-An image projected onto the glass of a standard windshieldcaused the problem of a double image due to a reflection bothon the interior glass surface and exterior glass surface of thevehicle. Using a wedge-shaped interlayer for the cross-section

cisely through methods such as heightening the accuracy ofthe press mold even further. We also developed an inspection
device of HUD images in-house with the cooperation of the
HUD display manufacturers and built a system able to fullyof the windshield glass eliminated the double image to provide
a clear projected HUD image.
However, the geometry of the glass surface had to be con-inspect the quality of the glass display, succeeding in the mass
production of the first HUD windshield in subcompact cars.
The needs of automotive glass are diversifying, and thetrolled with a high-level of precision because if the manufactured glass surface deviated from the design values, the images
displayed on the HUD would be defective, showing distortion

geometry of glass surfaces will become much more precise andgrow in complexity. We will continue to drive technological development to respond to these needs.

Principles of HUD Using the Wedge-shaped Interlayer

Kohei Edamura

The wedge-shaped interlayer eliminated the double image caused by
the overlay of images reflected on the interior windshield surface andexterior glass surface of the vehicle.

Staff Engineer Automotive Glass Group
Glass Manufacturing Technology Center

Standard Windshield

was pioneered in Europe and had already become an established technology. However, the success of adoption
was low in Japan and there were many
design limitations due to the small sizeof the subcompact cars uniquely common to Japan. These design limitations
could not be overcome through only
conventionally established technology.
During the initial development,
many of the members involved with the European affiliate thatmass produces windshields for vehicles with HUD pointed
out the extremely high degree of difficulty compared to thepreviously mass produced glass. As they predicated, we had to
overcome great obstacles several times throughout the development. However, my team members grasped for solutions andwere able to clear the requirements to realize mass production.
We gained an abundance of knowledge through persistent hard
work. I want to utilize this experience in the development ofwindshields for future vehicle models with HUD.

The front windshield projection HUD

Wedge-shaped
Interlayer

Double ImageGlass
HUD Windshield

No Double Image
Projected HUD Image

HUD Projector

CSR Report 201811

Corporate GovernanceTo Increase Transparency and
Fairness of Overall Management
The Central Glass Group has established a corporate governance structure to increase transparency and fairness of our overall management as well as to improve
efficiency and speed. We carry out initiatives to raise all employeesʼ awareness ofcompliance in order to practice sincere corporate activities.

Corporate GovernanceCentral Glass is continually increasing transparency and fairness of our overall management, and strives to establish an efficient andrational organizational structure that can swiftly respond to changes in the 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 businessmatters, the supervision of business execution, and the actual execution of business, we have slimmed down the Board of Directors
to make management more efficient and prompt.
Central Glass, in addition to an Accounting Auditor, has an Audit Department for the purpose of internal auditing, which conducts
audits of the full range of activities of Central Glass and our affiliates, and reports its findings to the Representative Director and theBoard of Corporate Auditors.
The Board of Corporate Auditors, the Accounting Auditor, and Audit Department staff hold meetings periodically, exchange information and opinions, ensure coordination, and share problems to embrace and rationalize the auditing process.

Organizational Chart for Corporate GovernanceAppoint

Appoint

Shareholders’ Meeting
Appoint

Board ofCorporate
Auditors

Audit

Coordinate

Board of Directors
Supervise

Accounting Audit

Directors

Accounting
AuditorSupervise

Audit

Coordinate

Audit
Department

Audit

Management Committee

Accounting Audit

Executive Officers
Each business site

Affiliate companies
Coordinate

Deliberation / Investigation / Guidance / Education
Compliance Promotion Committee
Product Safety Committee

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CSR Report 2018

Environment Safety Committee
Security Trade Control Committee

Anti-Monopoly Law Observance Promotion Committee
Financial Reporting Risk Assessment Committee, etc.

Corporate Governance

Board of Directors
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 Central Glass regulations covering the Board of Directors, and supervises the execution of business by the Directors
and Executive Officers including the Representative Director.
To enhance the audit and supervision function of the Company, Independent Outside Corporate Auditors and Outside Directors,
who have no potential for a conflict of interest with ordinary shareholders, ensure fair and consistent decision-making by the Boardof Directors.

Environment, Safety &Quality Management

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

Environment and Safety

Board of Corporate Auditors
The Board of Corporate Auditors generally meets once a month to deliberate and resolve important auditing issues. Corporate Auditors
also share information and frequently exchange opinions with each other. They also meet periodically with the Representative Director
to discuss important matters of management and auditing.
The Corporate Auditors attend important meetings such as those of the Board of Directors, and audit the performance of duties
by the Directors and Executive Officers, as well as the performance of duties of each department and affiliate of the Group.

Quality

Audit Department

Employees

The Central Glass Group established the Audit Department at the head office for the purpose of establishing internal control systems
related to internal audits and financial reporting.
Operating audits are conducted as internal audits for the purpose of maintaining the effectiveness and efficiency of groupwide
operations, conserving resources, and managing compliance to laws and regulations as well as to internal rules. Through these audits, the Audit Department strives to sustain appropriate and efficient business operations by providing counsel and advice about
improvements when necessary.
In FY2017, they conducted operating audits based on the annual plan. When counsel or advice about improvements is given
through the audit, they provide continual support until improvements are implemented.
They raise awareness about the Central Glass Group Policy Initiative each year and evaluate the effectiveness of internal control
at important sites from an objective standpoint as part of its internal control system related to financial reporting for the purpose of
ensuring trustworthy financial reporting.
In FY2017, they conducted assessments in line with this policy initiative and submitted an internal control report that included
the effectiveness of internal control related to groupwide financial reporting as of March 31, 2018.
The Audit Department also convenes regularly and when necessary for cooperation with the Corporate Auditors. The mutual exchange of information and establishment of a cooperative framework drives the comprehensiveness and efficiency of audits.

Society
Activities
at Individual Plants

Environment Safety Promotion Committee
The Central Glass Group has set up the Environment Safety Promotion Committee as an organization to promote groupwide Responsible Care activities in order to secure the environment, safety, and health throughout the entire life cycle from development to disposalof products based on the Responsible Care management policies.
This committee is made up of the following core members who convene in accordance with the annual plan:- Chairperson (Executive Managing Officer in charge of the Environment, Safety and Quality Management Department)- Vice-chairpersons (Executive Officer in charge of chemical technology and manufacturing and Executive Officer in charge of glass
technology and manufacturing)- General Managers of departments for personnel; technology; quality assurance; environment, safety, and quality management;
research and development; and manufacturing.
In FY2017, the Environment Safety Promotion Committee has been raising awareness about the groupwide Responsible Care
activities in FY2016 and the groupwide activity plans in FY2017 in addition to providing activity reports to each manufacturing aswell as research and development department to share information, while conducting activities to foster ongoing improvements.

CSR Report 201813

Corporate GovernanceAnti-Monopoly Law Observance Committee
The Central Glass Group has established an Anti-Monopoly Law observance system and set up the Anti-Monopoly Law ObservanceCommittee as an organization to promote adherence to the Anti-Monopoly Law.
This committee is made up of the following members who convene in accordance with the annual plan:- Chairperson (Executive Officer in charge of legal affairs)- General Managers of departments for sales, international business, purchasing, and corporate administration.
In FY2017, while primarily conducting internal education in sales departments, the Anti-Monopoly Law Observance Committee
also verified whether any information was disclosed that may conflict with the Anti-Monopoly Law, examined the trends in detectionof cartels and surveyed subcontracting relations. Furthermore, the committee also provided education about the prevention of cartels
through outside instructors and engaged in activities to ensure observance of the Anti-Monopoly Law.

Product Safety Committee
Product safety is the top priority of the Central Glass Group.
We secure the safety of products across all processes fromnew product development, manufacturing and distribution tosales, after-sales service and disposal. Central Glass set up
the Product Safety Committee as an organization to determine
swift and appropriate measures to address matters related to
product liability laws.
This committee is made up of the following core members
who convene when necessary:- Chairperson (Executive Officer in charge of the Environment, Safety and Quality Management Department)- Vice-chairperson (Executive Officer in charge of quality assurance)- General Managers of departments for sales; technology;
quality assurance; environment, safety, and quality man-

FY2017 product-safety training session

agement; and corporate administration.
The Product Safety Committee was not convened in
FY2017. However, Central Glass regularly held training sessions related to product safety for committee members while
conducting activities to prevent any safety issues and preparea swift response when necessary.

Security Trade Control Committee
For the purpose of sustaining international peace and safety and preventing the stockpiling of weapons of mass destruction as wellas conventional arms, the Central Glass Group exports goods and provides technology in accordance with regulations based on export
and trade laws, such as the Foreign Exchange and Foreign Trade Control Act which regulates trade regarding supplying exports ofcargo as well as providing technology to non-residents and to foreign countries. We act under a basic policy to never breach any laws
such as the Foreign Exchange and Foreign Trade Control Act and have established the Security Trade Control Program to fully raiseinternal awareness about this policy. Central Glass has set up a Security Trade Control Committee to fulfill this program.
This committee is made up of the General Managers of research and development, technology, and sales, who convene in accordance with the annual plan.
In FY2017, the Security Control Committee thoroughly raised awareness about observance to laws and regulations by providing
reports on the classification of exported products of the Glass Segment and Chemicals Segment, addressing major amendments tolaws, regulations and policies, and informing the results of internal audits.
Furthermore, the committee conducted education mainly for sales staff, such as an overview of security export control as well as
information and procedures for classifications through external lecturers, in addition to internal seminars through in-house instructors, while also engaging in activities to ensure observance of these policies.

14

CSR Report 2018

Corporate Governance

Financial Reporting Risk Assessment Committee
The Central Glass Group evaluates and analyzes the influence of management decision-making and accounting records on financial
reporting. We have set up the Financial Reporting Risk Assessment Committee to ensure the reliability of financial reporting.
This committee is made up of the following members who convene in accordance with the annual plan and when necessary:

Environment, Safety &Quality Management- Chairperson (Executive Officer in charge of the Finance & Accounting Department)- Executive Officers in charge of the corporate administration and auditing- General Managers of departments for accounting, corporate administration, and auditing.
In FY2017, the Financial Reporting Risk Assessment Committee conducted activities which centered upon evaluation and analysis to assess and prevent potential events or manage the risk from transpired events caused by internal or external factors which may
cause financial reporting risk, and presented analysis and countermeasures of events to the management committee when necessary.

Compliance Promotion Committee
Environment and Safety

The Central Glass Group drafted the Compliance Manual to promote compliance. We have also set up the Compliance Promotion
Committee as an organization to assess and deliberate on matters related to compliance.
This committee is made up of the chairperson (Executive Officer in charge of the Corporate Administration Department), the General Managers of departments for corporate administration, personnel, and auditing who convene in accordance with the annual plan.
In FY2017, the Compliance Promotion Committee put in place an internal reporting system that encompasses affiliate companies, responded to internal reports, and conducted compliance promotion education.

QualityCompliance with the Corporate Governance CodeCentral Glass disseminates necessary information in accordance with each fundamental rule of the Corporate Governance Code.
We follow the intentions of the Corporate Governance Code in operating and continually reviewing fair and rapid decision-making
mechanisms as we strive to realize sustainable growth and increase corporate value over the medium and long term.

Employees
Society
Activities
at Individual Plants

CSR Report 201815

Environment, Safety & Quality Management

Promoting Management that
Fulfills Social Responsibilities
Environment and Safety Management
The Central Glass Group promotes environment and safety management with Responsible Care activities at the core to secure theenvironment, safety and health as well as protect the environment over the entire life cycle of our products, from the R&D stage tothe procurement of raw materials, production, logistics, use, and disposal.

Environment Policy in FY2017
1. Implement energy-saving activities to prevent global warming.
2. Continue to reduce environmental burden caused by business activities.
3. Comprehend environmental laws and regulations and surely correspond to them.

Management Policy for Safety and Health in 2017
“Make efforts to maintain and enhance a safe, healthy and vibrant working environment, and achieve the Zero-accident. Safety first!”
Priority implementation items
1. Maintain workspace well-organized – Eliminate unsafe conditions –2. Review the operation manual and thoroughly comply with it
3. Implement risk assessment and hazard prediction−Eliminate potential hazards−
4. Implement thorough prevention measures for reoccurrence of past accidents−Prevent similar accidents−
5. Enhance health management and mental healthcare
6. Enhance health maintenance by encouraging to take leave and managing appropriate working hours
7. Prevent traffic accidents not only during a commute but also in daily events
8. Further improve emergency reporting system and comply with it

Environment Safety Promotion System
The Central Glass Group emphasizes Responsible Care activities in our environment and safety management. An Environment Safety Promotion Committee has been established andthe Environment, Safety, and Quality Management Department
acts as the organizer under the promotion system to further theactivities of the Central Glass Group. The head office, research
centers and plants refine the activity plan with items uniqueto each business site to engage in specific environment andsafety initiatives.

Environment and Safety Management Promotion System

Management Committee
Environment Safety Promotion Committee
Environment, Safety, and Quality
Management Department
Head Office

Research Centers
Affiliate Companies
Each RC-Related Committee

16

CSR Report 2018

PlantsMajor Issues
Harmony withthe environmentand harmonious
coexistence withsociety

Promote Management Policy for
Safety and Health in 2017.

Conducted activities based on the safety and healthmanagement policies at each business site for the fiscal
year in accordance with the Management Policy for Safety and Health in 2017.
Verified the status of initiatives with environmental
safety self-audit reports and on-site environment andsafety audits in addition to furthering these evaluations
through management reviews at the Environment Safety Promotion Committee.

◎

Promote FY2018
Safety and Health Management
Policy.

Reduce greenhouse gas
emissions by FY2020(Target: 15% reduction relative
to FY2005).

Greenhouse gas emissions (CO2 equivalent): 485,000 tons
(Target: 49% reduction relative to FY2005)◎

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

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

Final disposed amount of industrial waste: 10,000 tons
(Target: 85% reduction relative to FY2000)◎

Continue activities to reduce
the final disposed amount ofindustrial waste (Target: 71%
reduction relative to FY2000).

Conducted activities in accordance with the Security
and Accident Prevention Guidelines.

◎

Thoroughly comply with laws
and regulations.

Emphasize efforts toward
establishing equipment safetymeasures.

Verified the progress of management, such as statutory
inspections, self-inspections, and operational standards.

◎

Implement equipment safetymeasures and ensure operationalsafety.

Effectively utilize accident data.

Began operations of a security and disaster prevention
database and shared accident data and recurrence prevention measures.

◎

Expand operation of the security
and disaster prevention database
to affiliate companies in Japan.

Implement measures to prevent
occupational accidents, utilizing
information such as factor analysesof the 2016 occupational accident
report.

Provided cautionary reminders to each business sitetaking into consideration the type and timing of incidents.
Number of occupational accidents: 43△

Implement measures to prevent
occupational accidents basedon the 2017 occupational
accident report.

Hold safety training sessions forthe purpose of formulating clear
recurrence prevention measures.

Held safety training sessions to rectify the causes ofaccidents through the 5 Whys Analysis techniques.

◎Continue to hold safety training
sessions for the purpose of formulating clear recurrence prevention measures.

Maintain and continue themanagement system and adopt
it at other business sites.

Continued to maintain OHSAS 18001 certification at
the Ube Plant.
Began activities to build an occupational safe and healthmanagement system (OSHMS) at the Matsusaka Plant.

◎

Maintain and continue themanagement system.

Prepare new yellow cards andrevise existing yellow cards.

Prepared yellow cards for new chemical substances andrevised existing yellow cards.

◎

Prepare new yellow cards andrevise existing yellow cards.

Comply with relevant laws andregulations and successively revise SDS and GHS labeling.

Provided various notifications related to the Chemical
Substances Control Law, the Act on the Evaluation ofChemical Substances, the Act on Confirmation, etc. of
Release Amounts of Specific Chemical Substances inthe Environment and Promotion of Improvements to
the Management Thereof, and Industrial Safety and
Health Act.
Revised SDS and GHS labeling.

◎

Continue to comply with
relevant laws and regulations
and successively revise SDS and
GHS labeling.

Asbestos management:
Completely remove and properly
handle asbestos when renovating
equipment.

Properly removed equipment that uses materials containing asbestos.
Disposed of asbestos at the Ube Plant and some affiliate companies.

◎

Continue to completely remove
and properly handle asbestos
when renovating equipment.

PCB management:
Strictly manage machinery containing PCBs and conduct disposal according to local administrative guidance.

Properly managed and disposed of PCBs at businesssites that have machinery containing PCBs.
Disposed of PCBs at the Ube Plant, Matsusaka Plant,
Matsusaka Plant Sakai Manufacturing Site, and someaffiliate companies.

◎

Continue to strictly manage
machinery containing PCBs anddispose of PCBs according tolocal administrative guidance.

regulations and pass on safety
techniques and know-how.
Promotion of
security and disaster prevention

Promotion ofindustrial healthand safety

Promotion oflogistical safety

Promotion ofchemical andproduct safety

Activities
at Individual Plants

Promote FY2018
Environment Policy.

Society◎

Employees

Promote Environment Policy
in FY2017.

Thoroughly comply with laws and(A) FY2018 Initiatives

Quality(C) Ratings

Environment and Safety

Promotion ofenvironmental
protection(D) Performance Results
Conducted activities based on the policies at eachbusiness site for the fiscal year in accordance with theEnvironment Policy in FY2017.
Verified the status of initiatives with environmental
safety self-audit reports and on-site environment andsafety audits in addition to furthering these evaluations
through management reviews at the Environment Safety Promotion Committee.

Environment, Safety &Quality Management

Maintenance andimprovement of
the workplaceenvironment(P) FY2017 Targets

Corporate Governance

FY2017 Targets and Performance Results

Rating: ◎: Achieved target △: Achieved most targets but not all ×: Additional measures required*The period for data collected about health and safety was from January to December 2017

CSR Report 201817

Environment, Safety & Quality Management

Quality management
The Central Glass Group formulates annual quality policies based on the Basic Quality Policy and in consideration of quality assessment
results for the previous fiscal year. These annual policies are rolled out at each business site and affiliates in Japan and abroad. Each business site strives to make continuous quality improvements in order to achieve quality objectives based on the quality policies. We check andassess conformity with requirements as well as the effectiveness of our Quality Management System (QMS), manufacturing processes, andproducts through quality audits and reviews of quality improvement initiatives, tying the results into activities aimed at improving quality.

Basic Quality Policy
Central Glass aspires to truly contribute to society with the environment, safety, and quality as our fundamental principles.
We always place customer satisfaction first and provide reliable products and services that customers love and can use
with peace of mind throughout the entire product lifecycle, from product development to disposal after use.
Action Guidelines
1. Listen to customers and respond promptly.
2. Build quality through our processes and continually improve our products.
3. Provide customers with appropriate information regarding the quality and features of our products.

Quality Policy in 2017
1. Develop quality management system
Work on developing more effective quality management system with conscious of that “Quality must be built in
during the manufacturing processes.” and “The next processes are our customers.” in all processes.
2. Continue and strengthen risk reduction activities
Predict potential risks and work on reducing them in all processes.
3. Ensure strict compliance
Ensure strict compliance in all processes, “Follow what are decided.” and “Follow what we decide.”

Quality Management Promotion System
The Central Glass Group provides products that satisfy customers based on our management policy in addition to regularly
convening a Quality Promotion Committee and promoting quality assurance activities throughout the whole Group in order tocontinually improve all processes. We conduct quality assurance activities through an organizational structure that allows
us to take practical action on quality assurance by separating
the quality assurance department into corporate administration, glass and chemicals business operations for the purposeof enhancing the functionality of quality assurance systems
suited to the glass and chemicals segments.

Management Committee
Quality Promotion Committee
Environmental, Safety and Quality
Management Department
Glass Quality Assurance
Department

Chemicals Quality
Assurance Department

Glass Business Department
Business Sites/Affiliate Companies

Chemicals Business Department
Business Sites/Affiliate Companies

FY2017 Targets and Performance Results
Major Issues

Improvement ofcustomer satisfaction(P) FY2017 Targets(D) Performance Results(C) Ratings(A) FY2018 Initiatives

Improve Quality
Management System

・Maintained the Quality Management System and conductedimprovement activities through efforts that include quality
audits of each business site and affiliate company.
・Promoted quality management activities through quality
audits of subcontractors and suppliers of raw materials.

◎

Verify and continually improvethe effectiveness of quality
management in all processes.

Continue and enhancerisk-reduction initiatives.

・Conducted activities to prevent and reduce complaints ateach business site as well as manufacturing sites of affiliatecompanies.
・Conducted quality and product-safety education throughrank-based and department training.

◎

Determine causes of nonconformities, thoroughly prevent
recurrence, and work to prevent
nonconformities in all processes.

Ensure compliance・Conducted product safety training sessions that included
education about laws and regulations related to quality andproduct accidents, the Product Liability Act (PL Act) andthe Consumer Product Safety Act.
・Held a meeting to establish measures against serious quality issues due to becoming aware of improper installationof products certified by the Ministry of Land, Infrastructure, Transport and Tourism. Implemented proper measures in accordance with approved proposals.

△

Ensure strict compliance. “Follow what is decided” and “Follow
what we decide.”
Recognize the impact of improper
actions on quality and engage infair and reliable quality activities.

Rating: ◎: Achieved target △: Achieved most targets but not all ×: Additional measures required18

CSR Report 2018

Environment and Safety

Corporate Governance

Promotion of Responsible Care
Activities
The Central Glass Group will strive to enrich society through measures that en-

Environment, Safety &Quality Management

sure the protection of the global environment and the health and safety of people
through Responsible Care activities.

Environment and Safety Audits

Environment and Safety

The Central Glass Group verifies the level of compliance with laws and regulations related to occupational health and safety as wellas to the environment in addition to confirming the state of the environment, safety and health in manufacturing, usage, logistics,
disposal and recycling processes of chemical substances at our plants, research centers and affiliate companies in Japan.
To verify the status of each item, each business site conducts an environmental safety self-audit, followed by an on-site environment and safety audit by an audit team that includes the chairperson of the Environment Safety Promotion Committee to directly
verify the level of management.
In FY2017, we conducted environmental safety self-audits at 51 business sites in Japan encompassing the Central Glass Group
as well as executed on-site environment and safety audits at 16 of those business sites. If improvements or corrective actions wererequested during these audits, we provided support until those improvements or corrective actions were implemented. The Central
Glass Group also confirmed the level of environment and safety activities at six business sites overseas.
We will continue to strive to improve the level of statutory compliance and activities for the environment and safety at each business site worldwide.

Quality

Promotion of environmental protection
The Flow of Substances at the Central Glass Group
Employees

The Central Glass Group quantitatively tracks the environmental impact of manufacturing processes in order to identify environmental
issues and implement measures for making improvements as we constantly strive to reduce the burden on the environment. The glass
segment and chemicals segment each have a large focus on making sustained efforts toward energy saving activities and the establishment of recycling systems. In the glass segment, establishing measures to prevent global warming is a priority, since daily operations
require a huge amount of heat energy to melt raw materials. On the other hand, the chemicals segment engages in the developmentof environmentally friendly products and reduction of waste.

INPUT
Amount of water resources input

19.096 million m3

Central Glass

Affiliate Companies

Central Glass

Affiliate Companies

696,000 tons

333,000 tons

11.026 million m3

8.070 million m3

Amount of net energy input

15,386 TJ*

Central Glass

Affiliate Companies

8,235 TJ

7,151 TJ

Society

1,029,000 tons

Total amount of materials input* TJ (terajoules) is a unit for energy (joules).
One terajoule is equal to one trillion joules.

Central Glass GroupRaw materials
procurement(suppliers)

Logistics

Atmosphere

Emissions of greenhouse gases

Sales(customers)

Consumption(end users)

Waste

Water

827,000 tons-CO2

Net amount of discharged water

17.338 million m3

Net emissions of waste

104,000 tons

Central Glass

Affiliate Companies

Central Glass

Affiliate Companies

Central Glass

Affiliate Companies

518,000 tons-CO2

309,000 tons-CO2

10.408 million m3

6.930 million m3

46,000 tons

58,000 tons

4,506 tons

Emissions of substancesthat affect water quality

Emissions of substancesthat damage the atmosphere

Activities
at Individual Plants

OUTPUT

Manufacturing

137 tons

Final disposed amount of waste

24,000 tons

Central Glass

Affiliate Companies

Central Glass

Affiliate Companies

Central Glass

Affiliate Companies

3,439 tons

1,067 tons

98 tons

39 tons

10,000 tons

14,000 tons

Reporting range• Central Glass…Three plants, one manufacturing site, three research centers, and the head office• Domestic affiliates… Six major affiliates• Overseas affiliates… 11 major affiliates
Tabulation of emissions of environmental impact substances at overseas affiliates began in FY2013.
Some business sites for which calculations were unavailable are excluded.

85%

Recycling rate for waste
Central Glass

Affiliate Companies

77%

88%

CSR Report 201819

Environment and Safety

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

1,200

180

1,000

160

940
49% reduction

800

682

675

140
120
100

600

488

485

460

80
60

400
16.9

200

15.3

9.3

8.3

9.3

2014

2015

2016

2017

0
2005

(FY)

Matsusaka

2013

Sakai

Ube

Kawasaki

40

Emissions of greenhouse gases
from freight transportation

Central Glass has set and is working toward a FY2020 targetof reducing greenhouse gases that are given off by the use offuel, purchased power, and raw materials for manufacturing by
15% relative to FY2005 levels with this serving as a mid-term
initiative to prevent global warming.
Our greenhouse gas emissions due to plant operations in
FY2017 were 485,000 tons (CO2 equivalent, 49% reduction
relative to FY2005). In addition, we strove to reduce the amountof greenhouse gas emissions due to transport of products, suchas increasing modal shifts toward railway and sea vessels in
FY2017. However, the amount of greenhouse gas emissions increased relative to the previous year due to an increase in the
average distance of transport caused by a reduction in short-distance transport services.
We will continue to strive to reduce the amount of greenhouse gas emissions including overseas affiliates.

Emissions of greenhouse gases

Reduction of Greenhouse Gas Emissions

20
0

Head office and 3 research centers

Freight transport

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

Reduce the final disposed amount of industrial waste
Central Glassʼs plants support promotion of reduction, reuse,
and recycling of industrial waste as an important task in our
Responsible Care activities, and each business site carries out
initiatives accordingly.
We had been working toward the target of a 65% reduction
in industrial waste (final disposal volume) from the FY2000 level
by FY2015. We met this initial target, and ultimately achieved
a reduction of 74% in FY2015 from the FY2000 level. From
FY2016 onward, we have set a target of a 71% reduction from
FY2000, based on targets set by the Japan Chemical Industry
Association and the Flat Glass Manufacturers Association of Japan according to guidelines established by the Japan Business
Federation. We aim to achieve this target by FY2020.
In FY2017, our industrial waste (final disposal volume)amounted to approximately 10,000 tons, down 85% from
FY2000. Thus, we continued to achieve our target. We will continue management efforts to sustain our target achievement for
FY2020.

2,000
Emissions of greenhouse gases●Central Glass:

1,500
1,012
1,000

995
818

807

920

500

0
(FY)

2013
Central Glass

2014

2015

Domestic affiliates

2016

2017

Overseas affiliates

Final disposed amount of industrial waste (Central Glass)(Unit: 1,000 tons)

80
70

67.5

60

(Government target: 70% reduction in the final disposed amount of industrial

50

waste in FY2020 compared to FY2000)

40
29.7

30

●The Central Glass Group:

20

The Central Glass Group has shown an overall reduction in waste
by implementing unique reduction measures at each businesssite, but the amount of waste increased at our overseas affiliates
in FY2017 due to the impact of periodic repairs to float glass
manufacturing lines.
We will continue to work to reduce waste.

10

26.4
17.9
11.8

10.0

2016

2017

0
(FY)

2000

2013

Matsusaka

2014
Sakai

2015
Ube

Kawasaki

Final disposed amount of industrial waste (Central Glass Group)(Unit: 1,000 tons)

80

74.2

70
60
50
40

34.9

30

31.4
23.8
19.2

20

23.4

10
0
(FY)

2000
Central Glass20

CSR Report 2018

2013

2014

Domestic affiliates

2015

2016

Overseas affiliates

2017Corporate Governance

Reducing Environmentally Hazardous Substances
The Central Glass Groupʼs manufacturing sites are operated in compliance with emission standards for atmosphere, water quality, and other environmental indicators in the regions where they are located. Reducing environmentally hazardous substances is an important challenge in regards to the global environment and human health and safety, therefore we will continue to carry out appropriate management.

●Countermeasures Against Pollutants that Impact Water
Quality

The trends in our emissions of three chemical substances thatdamage the atmosphere, sulfur oxide (SOx), nitrogen oxide (NOx),and ash dust, are shown below.

Among controlled substances that impact water quality, trends
in our chemical oxygen demand (COD) and emissions of phosphorous and nitrogen are shown below.

SOx emissions

Chemical oxygen demand (COD)(Unit: tons)(Unit: tons)

3,000

100

2,500

81

80

1,594

1,527

60
1,484

1,348

59

Environment and Safety

2,000
1,500

Environment, Safety &Quality Management●Countermeasures Against Chemical Substances that
Damage the Atmosphere

57

1,398

45

42

40
1,000
20

500
0

0
2013

Matsusaka

Sakai

2014
Ube

Kawasaki

2015

2016

Domestic affiliates

2017
Overseas affiliates

(FY)

2013

Matsusaka

Sakai

2014
Ube

KawasakiNOx emissions

Total phosphorous emissions(Unit: tons)(Unit: tons)

5

4000

4
3,018

3000
2,395

2,251

2,425

2016

Domestic affiliates

2017
Overseas affiliates

Employees

5000

2015

Quality

(FY)

3

2,367

2000

2
1.4

1.3

1.2

1.5

1.5

2016

2017

1

1000

2013

Matsusaka

Sakai

2014
Ube

Kawasaki

2015

2016

Domestic affiliates

2017
Overseas affiliates

(FY)

2013

Matsusaka

Sakai

2014
Ube

Ash dust emissions

Total nitrogen emissions(Unit: tons)(Unit: tons)

140

Kawasaki2015

Domestic affiliates

Society00(FY)

Overseas affiliates

100

114

Activities
at Individual Plants

120

80

100
59

60

80

46
60

46

38

40

32

41

48

43

40

34

20

20
0

0

(FY)

2013

Matsusaka

Sakai

2014
Ube

Kawasaki

2015

2016

Domestic affiliates

2017
Overseas affiliates

(FY)

2013

Matsusaka

Sakai

2014
Ube

Kawasaki

2015

2016

Domestic affiliates

2017
Overseas affiliates*The data for overseas affiliates are shown as reference because the data was collected according to the standards in each region.

CSR Report 201821

Environment and Safety

Reduction of Chlorofluorocarbon Emissions from Industrial Air-conditioning Equipment and Refrigerators
Central Glass calculates the amount of chlorofluorocarbon emissions based on the Act on Rational Use and Proper Management of
Fluorocarbons (enacted in 2015). As a result of simplified checks and regular inspections of all 3,032 units at our business sites in
FY2017, we discovered a total of 2,115 tons of CO2 emissions. Central Glass notified to the government in accordance with the Act
on Rational Use and Proper Management of Fluorocarbons because the CO2 emissions exceeded 1,000 tons.
In the future, we will strive to reduce emissions of chlorofluorocarbons through measures that include identification and repair ofleakage areas, equipment management, and the control of the amount of refrigerants.

Promotion of Security and Disaster Prevention
Because most of Central Glassʼs major plants are located in areas designated by the Act on the Prevention of Disaster in Petroleum
Industrial Complexes and Other Petroleum Facilities, each plant has established a full-scale security and disaster prevention system
under the guidance of the authorities concerned with the environment, security, and disaster prevention, as we aim to completely
eliminate facility disasters. Central Glass reports any incident such as fire or leakage that occurs in a plant to fire departments andgovernment agencies as an irregular incident.
We work to preemptively prevent accidents and disasters through efforts such as activities that are based on the Security and
Accident Prevention Guidelines compiled by the Japan Chemical Industry Association (JCIA) at each plant and through the passing
down of know-how to our young employees.
Furthermore, the relevant parties conduct safety inspections of facilities after installing, expanding, renovating, or updating
equipment, before operations begin, in order to preemptively prevent any accidents or disasters.

Promotion of Industrial Health and Safety
Lost time injury frequency rates
1.8
Lost time injury frequency rates

The Central Glass Group has defined our priority implementation items and engages in activities at each business site under
the principle to “Make efforts to maintain and enhance a safe,
healthy and vibrant working environment, and achieve the Zero-accident. Safety first!” outlined in the Management Policy for Safety and Health. Moreover, we are raising awarenessabout occupational health and safety through the Summertime
Industrial Accident Prevention Campaign and Heatstroke Prevention as well as through holding the Safe Operation Awards.
In FY2017, there were 43 incidents in total, of which 11
cases resulted in lost work hours and 32 cases did not result inlost time. The number of incidents increased by four comparedto the previous year.
Central Glass continued to show a downward trend in thelost time injury frequency rates, but the rates at business partners including domestic affiliates were higher than the averagefrequency rate in the manufacturing industry.
We will continue to work to heighten awareness about occupational health and safety in the future.

1.6
1.4
1.2
1.0
0.8
0.6
0.4
0.2
0

2013
Central Glass

2014
Business Partners*

2015

2016

Manufacturing industry(average)2017
All industries(average)

Lost time injury frequency rates = (Number of deaths or injuries by accident / Total work hours) x 1,000,000(The frequency rate of accidents that result in lost work hours per million working hours)(*Business Partners: Affiliate companies and subcontractors)

Promotion of Logistical Safety
Central Glass and our domestic affiliate companies implement periodic training and education for not only their employees but also
for employees at the business partners to which they outsource transporting in order to prevent accidents during the transportationof chemical substances and to minimize the damage in case of incidents.
When chemical substances are transported by road, we prepare emergency contact cards (yellow cards) for drivers, which they
carry not only when obligated by law, such as during the transportation of high-pressure gases and poisonous substances, but also
when transporting other chemical substances, in accordance with the “Guidelines for Logistical Safety Management” that we haveformulated. The cards show measures to be taken to minimize damage and details to be reported so that the transporter, firefightersor police officers can respond appropriately and promptly should an accident occur during transportation by road. The details listedon these cards are periodically revised by the relevant departments.

22

CSR Report 2018

Corporate Governance

Promotion of Chemical and Product Safety
The regulations on chemical substances around the world have grown more sophisticated, moving from traditional hazard management to risk management that takes into account exposure factors. The intention is to achieve the goal of the accord of the 2002

Management of Chemical Substances
Central Glass has been voluntarily surveying, aggregating, andreporting PRTR*1 data since FY1995, prior to the enactment ofCentral Glass and our affiliates ensure instruments such astransformers, stabilizers, and capacitors that contain polychlorinated biphenyl (PCB) comply with the Act on Special
Measures Concerning Promotion of Proper Treatment of PCB
Waste, Wastes Disposal and Public Cleansing Act, and otherchemical substances, measures necessary for risk abatement
can be taken based on the information listed in the SDS, whichleads to protecting safety and the environment.
We continued to strive for comprehensive safety management by raising employee awareness about SDS in FY2017,
such as the SDS of products and purchased raw materials. We
also take the same care in the labeling for containers and packaging in accordance with the GHS. We fully comply with amendments of the Industrial Safety and Health Act, including those
executed in June 2016, which covers the addition of chemical
substances, by informing departments responsible for creatinglabels and issuing labels after mutual confirmation among multiple departments.
These SDS and labels are included in our company database that is used to share safety information.
*1 SDS: Safety Data Sheet. These are data sheets that list information
related to the hazardousness of chemical substances and the like as wellas information concerning the environment.
*2 GHS: Globally Harmonized System of Classification and Labelling ofChemicals. This globally harmonized system classifies and labels chemical products.

Activities
at Individual Plants

Management of Instruments Containing PCB

Central Glass and our domestic affiliates strive to provide information through SDS*1 that conform to GHS*2. When handlingSociety

Structural components containing asbestos are still used insome of the buildings and production facilities at Central Glassand our domestic affiliate companies. We therefore identify thelocations where those components are used, and complying with
the Industrial Safety and Health Act, Wastes Disposal and Public Cleansing Act, etc., manage them appropriately and properly
dispose of them upon removal.
In order to ensure appropriate handling, we conduct an onsite environment and safety audit once a year as an opportunity
to survey the state of use, storage and disposal of asbestos atCentral Glass and our domestic affiliates and confirm the levelof asbestos use and storage.
In FY2017, we disposed of asbestos used in materials
such as the thermal insulation of piping at production facilities
at the Ube Plant and some affiliates.
Moving forward, we will continue to comply with laws andordinances and promote appropriate measures.

SDS/GHS Labeling

Employees

Asbestos Management

Quality*1 PRTR: Pollutant Release and Transfer Registerlaws and regulations. We dispose of PCBs through strict management, following the set schedule of disposal.
In order to ensure appropriate handling, we conduct onsite environment and safety audits each quarter as an opportunity to survey the state of storage and disposal of instruments
containing PCB at Central Glass and our domestic affiliates
and to confirm the level of management.
In FY2017 we disposed of PCBs at the Kawasaki Plant,
Matsusaka Plant, Matsusaka Plant Sakai Manufacturing Siteand some affiliate companies.
Moving forward, we will continue to comply with laws andordinances and promote appropriate measures.

Environment and Safety

the Chemical Substances Management Act (2000), in order toreduce emissions of chemical substances into the environment.
The number of substances subject to notification in FY2017 at
Central Glass and our domestic affiliates decreased by one to
59 compared to the previous fiscal year (status of each Central
Glass plant is given in “Activities of Individual Plants” on pages
32 to 35).
We will continue to comply with laws and regulations including the Industrial Safety and Health Act, the Poisonous andDeleterious Substances Control Act, and the High Pressure Gas
Safety Act in order to further improve measures ensuring thesafety and health of workers. Our affiliate companies, both inJapan and overseas, get a grasp of local laws and the chemical
substances they handle in order to promote the management ofchemical substances from a global perspective. We will continue
working to properly manage chemical substances.

Environment, Safety &Quality Management

World Summit on Sustainable Development in Johannesburg, “Aiming to achieve, by 2020, the use and production of chemicals inways that minimize significant adverse effects on human health and the environment.” Such regulations include Europeʼs REACH
regulations and Japanʼs revised Act on the Evaluation of Chemical Substances and Regulation of Their Manufacture, etc. Furthermore, revisions to laws on chemical substances have been pushed forward in Asian countries in recent years, and we must continue
to properly comply with them. Following this trend, the Central Glass Group is working to ensure safety through a variety of different
initiatives at every stage in which chemical substances are handled.

Promotion of Green Procurement
Central Glass actively promotes green procurement to give priority to procuring raw materials and materials that have less
impact on the environment.
In FY2017, we formulated company rules, and reviewed
and revised relevant regulations and standards in order to run
with clearer operations for green procurement.
Through these initiatives, we will promote the reliable
management of chemical substances.

CSR Report 201823

Quality

To Provide Reliable Products
and Services to Our Customers
The Central Glass Group carries out quality control initiatives that always place customer
satisfaction first as we work toward our goal of establishing a truly prosperous society throughthe spirit of Monozukuri. In addition to complying with laws and regulations, we ensure product safety in order to minimize risks to customers, and take customer feedback seriously sothat we can accurately understand their demands and provide reliable products and services.

Quality Control Audits
Central Glass systematically conducts quality control audits at each business site as well as at affiliates in Japan and overseas througheach quality assurance department in the glass and chemical segments.
In FY2017, we conducted audits at 19 sites based on the annual plan. If improvements or corrective actions were requested
during these audits, we provided support until those improvements or corrective actions were implemented. We will continue to strive
to improve the level of activities at each site.

35th Group-wide QC Circle Conference
The Central Glass Group regularly holds groupwide QC Circle
Conferences as a venue to present the success of quality
improvement activities.
A total of ten teams (“Circles”) gave presentations at the35th conference held in FY2017, consisting of five Circles
from the manufacturing divisions, one from the technology
division, three from affiliates in Japan, and one from anoverseas affiliate.
Each Circle presented improvement activities from various
perspectives as well as the outcome of their efforts over the
past year. There were also lively question and answer sessions
among presenters, judges, and attendees.
As our QC Circles engage in friendly competition witheach other through these groupwide conferences, they
pursue the realization of the Central Glass Groupʼs corporate
philosophy, “Creating a better future through Monozukuri.”

Presentation by Carlex Glass America, LLC

24

CSR Report 2018

Circles Participating in the 35th groupwide QC Circle Conference(In order of presentation)
Business Site

Circle Name

Mie Glass Industry Co., Ltd.

Checkers

Sakai Manufacturing Site
Matsusaka Plant

BomberGlass Manufacturing Technology Center

Architect M-power

Carlex Glass America, LLC Vonore Plant

QSB Team

Central Glass Fiber Co., Ltd.
Matsusaka Plant

CSMC

Kawasaki Plant

RenewalKawasaki Plant

RewriteCentral Chemical Co., Ltd. Ube Plant

Yayoi GroupUbe Plant

Clean

Ube Plant

RefreshAwards Ceremony

Corporate Governance

Quality and Product-Safety Education
In order to conduct comprehensive and systematic quality
related education, we established a quality education system

Environment, Safety &Quality Management

for Central Glass and our affiliates in Japan in FY2016,
and began providing employees with systematic education
organized by position and division to enhance understandingof laws and regulations, knowledge, management methods
relating to quality, and raise quality awareness.
We continued to conduct various education programs
according to the annual plan in FY2017. Through rankbased training, we implemented product safety education to
the Product Safety Committee in addition to teaching laws,
regulations and management methods relating to quality toTraining for newly appointed managers (quality education)

Environment and Safety

newly appointed managers and assistant managers. Throughdepartment training, we instructed the sales divisions on
quality and product safety, and the research and manufacturing divisions on creating SDS and GHS labeling.
We utilized knowledge and techniques gained throughthese educational opportunities in promoting quality activities
that put customer satisfaction first.

Quality

Training regarding SDS and GHS labeling(Research division: Chemical Research Center)
Employees

Supplier Initiatives
Central Glass purchases materials from smelting companies
certified through the Responsible Minerals Initiative (RMI)
in accordance with the Reform and Consumer Protection Act(Section 1502) adopted in the United States for the procurement of conflict minerals (tantalum, tin, tungsten, and gold).
In FY2017, we verified whether any of our procurement
partners were handling conflict minerals and ensured
materials were procured from smelting companies certified
under the RMI thanks to the understanding and cooperation
with our business partners.
We will continue to implement these activities to provide
reliable Central Glass products and services.

Activities
at Individual Plants

Conflict Mineral Surveys

Each quality assurance department of the glass and chemicals segments of Central Glass conducts audits at our OEMs
as well as regular audits within the Group.
In FY2017, based on the annual plan, we conducted
audits at 10 OEMs with their understanding and cooperation.
If improvements or corrective actions were requested during
these audits, we provided support until those improvements
or corrective actions were implemented.
We will always engage in activities to provide reliable
Central Glass products and services.

Society

Original Equipment Manufacturing (OEM) Audits*Central Glass has become aware that installations of certain Super Firelex glass products, which are a specific fire prevention apparatus (fireproof door) certified by the Ministry of Land Infrastructure and Transport relating to a construction method in accordance with the Building Standards Act, were installedwith specifications that differ from those certified by the Ministry. This inconsistency has already been fully explained and rectified with all of the owners
according to instructions from the Ministry of Land Infrastructure and Transport. Central Glass has completed confirmation to ensure the effectivenessof measures to prevent subsequent inconsistencies through a quality audit of the OEM responsible for the error. In addition, we have conducted tests toverify the safety performance of the actual products that had been delivered via a designated performance appraisal institution and confirmed there wereno safety issues.
*Central Glass has become aware of an issue in which one of our outsourced manufacturing companies shipped some tempered glass and heat-resistanttempered glass products used in the apertures of buildings that did not undergo the heat soaking process (the “Products Concerned”), that should havebeen carried out as part of our internal specifications. We have already individually reported to our business partners who received the Products Concernedand have taken steps to resolve the situation. We are making exhaustive efforts to prevent a recurrence of the incident by investigating the cause andimplementing further measures.
Heat soaking: The heat soaking process is a process that carries out a reheating treatment after manufacturing of the tempered glass and heat-resistanttempered glass products so that unremovable foreign particles are forcibly expanded, destroying the glass in the process. This process reduces the risk of later potential spontaneous breakage caused by unremovable foreign particles.

CSR Report 201825

Employees

Manufacturing (Monozukuri ) Is about
Developing Human Resources (Hitozukuri )Central Glass is a “Monozukuri ” (manufacturing) company that has continuallyprovided superior products with higher added value in order to enrich peopleʼs
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 creating an environment where each individual candemonstrate his or her capabilities and skills to the utmost.

Creating a Healthy and Vibrant Corporate CultureFirst Action Plan to Promote Female Workplace Participation
Target 1

Establish a target percentage for female hires inrecruitment (quantitative target).

Target 2

Reconsider working styles.
1. Change from “overtime as the norm” to “overtime
as something extra”
2. Create an environment where taking paid leaveis the “norm”

Target 3

Conduct an awareness/environmental survey.

With the formulation of our Action Plan to Promote Female
Workplace Participation, we are striving to reform working styles
and change awareness by making the most of the diverse humanresources represented by our employees, providing effective education, reforming our working environments, and increasing
productivity, in order to foster a healthy and vibrant corporate
culture that allows all employees to succeed.
Our goal is to become a company where each and every
employee can feel themselves grow and gain motivation to workover the long term.

First Action Plan to Promote Female Workplace Participation and Performance Results

Reconsider and raise awareness about
working styles

Major
Issues(P) FY2017 Action Plans(D) Performance Results(C) Ratings(A) FY2018 Initiatives◎

Actively recruit women and establish
a comfortable work environment for
employees with diverse backgrounds.

1. Succeeded in reducing annual overtime by 5.1 hours per
Reconsider working styles.
person relative to the previous year by establishing specified
1. Change from “overtime as the norm”
days to leave work on time twice a month (“Smart Day”).
to “overtime as something extra”
2. Succeeded in increasing annual leave taken by 1.2 days per
2. Create an environment where taking
person relative to the previous year by introducing a planned
paid leave is the “norm”
leave program to encourage employees to take at least one
day of paid leave per month.

◎

Raise awareness about efficient working styles and encourage change inmanagersʼ attitudes about time management.

・Conducted surveys on subjects such as the workplaceenvironment for both raising children and caring forfamily members, as well as about the desire to work.

◎

Heighten awareness of relevant
regulations, policies, and specific examples.

Establish a target percentage for female ・Succeeded in doubling the average over the last fivehires in recruitment.
years, including the first recruitment of women at(Double the average over the last five years)
sites employing a three-shift system.

Conduct an awareness/environmental survey.

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

Employment and Development of Diverse Human Resources
Central Glass works to employ and develop diverse human resources while furthering the development of a company culture
where each and every employee can work enthusiastically.
We strive to put in place policies to support people raisingchildren and caring for family (see “Initiatives to Support Workand Family Life Balance” on page 27), to globalize, and to hirea multinational workforce to take advantage of experiences fromvarious cultures and values. As of the end of FY2017, our employment rate of persons with disabilities was 2.41%, higher
than the 2.0% employment rate mandated by law in FY2017.
Central Glass is committed to continually advance our employment of persons with disabilities and to creating accommodating environments where they can exercise their diverse abilities.

26

CSR Report 2018

Employment status data
FY2015FY2016FY2017

Number of employees

Item

1,645

1,662

1,666

Number of new recruits

64

83

75

Average age

36.4 years old 36.2 years old 36.3 years old

Average years of continuous
employment

14.7

14.5

14.8

Number of non-Japaneseemployees

556

Number of employees on
shortened or staggered working
hours during child care

16

20

30

2.20%

2.21%

2.41%

Percentage of persons
with disabilities

We are building systems to support people who are raising children or caring for family members, that surpass those mandated

Corporate GovernanceInitiatives to Support Work and Family Life BalanceChild care and Nursing Care Programsby law. In FY2017, Central Glass began offering half-day leave
for preparing for child birth, raising children, caring for a sickfamily member, or for nursing care. Female employees using
the childbirth and parental leave programs have become a normin the company culture, and male employees are also taking
advantage of programs that include childbirth, child care andnursing care leave. Furthermore, female and male employee usage of child care leave and staggered working hours while raising

clear usage procedures of the systems, so that they can balance
work and care for their family members when necessary.

Environment and Safety

children is increasing.
We are also developing systems for nursing care programs byeliminating the concerns of employees caring for family members through informing and publicizing model cases that include

Environment, Safety &Quality Management

Childbirth preparation Two days off per month for hospital visits, etc. during pregnancy.
leave*
Maternity leave
Legally mandated leave before and after childbirth.
Three days off within a one-month period around theChildbirth leave
expected delivery date.
Legally mandated child care leave.
Child care leave is available to employees with children beChild care leave
tween 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.*
Parental leave*
One day off per month for child care.
Nursing care leave
36 days off per year for nursing care for children.*for children
Shortened working hours Shortening of working hours by a maximum of twoduring child care*
hours per day.
Staggered working
One-hour postponement of the start of the workday
hours during child care for staggered working hours during child care.
Total of 365 days of leave, which can be divided
Nursing care leave*
into up to three periods.
Time off for nursing Ten days off per year for nursing care and to attend
care
to family members.*
Shortened working
Shortening of working hours by one hour per day.
hours for nursing care
An asterisk indicates a program surpassing that mandated by law (the program itself, the length of time, etc.)

Quality

Yukihide Nishi Central Glass Plant Services Co., Ltd.

Employees

My wife and I work while we take care of our three sons who are two, five and seven years old. I applied forstaggered working hours to take care of my children from May of 2017 as my wife was returning to work after
finishing her child care leave.
The program for staggered working hours during child care has let me postpone the start of my workday
by one hour. This system helped deepen the bond between my family because I could cooperate with my wife
in raising our children, such as seeing off my oldest son to elementary school, dropping off and picking up
my other sons from kindergarten, and doing housework.
This experience has given me a chance to reflect on efficiently using my time to balance raising my children and doing housework, and I will utilize this experience in time management at work.

Applicable periods for child care support system (from pregnancy to child-raising)
Pregnancy

6 weeks

Childbirth preparation leave

8 weeks

After 1 year

1 year and 6 months After 2 years

Before elementary school enrollment

First grade

Elementary school
graduation

Delivery dateSociety

Maternity leave
Childbirth leave (3 days)
Child care leave(can be extended until the child is one year
and six months or until two years old)

Parental leave
Staggered working hours during child care
Shortened working hours during child care

Shortened working hours during child care
Activities
at Individual Plants

Nursing care leave for children*Only female employees are eligible for maternity leave, and only male employees are eligible for childbirth leave; all other measures are open to both male and female employees.

Mental Healthcare
In recent years, the challenge of mental health issues faced by companies has become a social problem. Individuals who suffer frommental disorders hurt both the atmosphere and productivity of the workplace. Companies have an obligation to consider safety of
employees. The scope of this duty not only includes the prevention of injuries and accidents, but also the monitoring of mental health,and a more sophisticated and prudent approach is needed.
The Central Glass Group has been encouraging every employee to assess their level of stress by introducing annual stress checks
since FY2009 as a primary step to prevent mental disorders. Our policy is to have employees who have shown a high level of stressconsult with an industrial physician, and then examine aspects such as the workplace environment. We have also put in place a
Return to Work Support Program to support people on leave due to mental health issues in cooperation with industrial physicians,
prevent recurrence of the condition after their return to work, and achieve a smooth transition back into professional life.

CSR Report 201827

Employees

Central Glassʼs Education System
The education that Central Glass provides to employees has two pillars: education for career development to foster global human resources and candidates for managerial positions, and education about Monozukuri to pass on and develop advanced techniques andskills. In both cases, we offer a wide range of educational opportunities including position-based education programs organized according to the participantsʼ ages and positions, as well as selective education programs organized according to work duties and abilities.

J-Rank training
OJT system (On-the-Job Training)

QCC Group-wide
Conference/
Lecture forengineers/
Various study groups

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

Training for new employees/
Training at plants/Department specific training

Overseas job training

Programs to fostera global mindset

Preparatory
educationfor employees tobe transferredoverseas(language study)

2nd-year training
OJT system (On-the-Job Training)[For all employees]

Distance
learning

Distance learning
Language study(English/Chinese/Korean)
Preparatory education for employees transferred overseas (language study)

Training for Selected AEC Trainees

Study Abroad Programs

Central Glass has been conducting education for selected trainees at our Active Expert Centers (AECs), aiming to foster new
generations of technical leaders at our plants. The AECs established at each plant are educational centers dedicated to passing on and developing technical skills. Each year, candidates forthe next generation of leaders are selected from our manufacturing plants and leave their posts for one year of education as
AEC trainees.
The trainees receive three months of fundamental education before being assigned a theme by the plant and carryingout information gathering, analysis and discussion repeatedly
while visiting the production areas. This practical education effort works to solve problems in the manufacturing areas while
investigating the root causes.
The training for selected AEC trainees has accepted 136
candidates since it began in FY2006. By continually educating
employees as trainees and sending them back to their departments, we are building a culture able to augment improvement
activities with excellent teamwork and an increased base level
performance.

Central Glass has established MBA and MOT programs to send
employees to graduate schools worldwide for two years, aiming to cultivate future management candidates. The goal of theMBA program is to encourage the development of employeeswith high levels of management skills through systematically learning specialized knowledge about management. On theother hand, the goal of the MOT program is to encourage thedevelopment of employees who can advance strategic researchand technological management through extensive study of technology and management.
In addition, the short-term study abroad program sends
employees to foreign language schools for three to six months
in order to foster practical abilities and international awarenessthrough language study.

Number of trainees by fiscal year
Fiscal year28

5th-year training

Training for newly appointed
assistant managers*Language study, etc.

Approximately every five years

Skill acquisition
support system
Senior Engineer(SE) training(passing on skills)

Education for HR assessment
and development

Short-term study abroad

S-Rank training

Training for
employees ofadministrative
departments

Training for newly appointed managers

Management training
Language study(English/Chinese/
Korean)MOT

Active Expert
Center (AEC)
training(fostering leaders)Subleader training

Training for executives
on temporary dispatch

Selective education programsMBA(overseas/domestic)

New leader training

Eligibility-based education programs

K1 selective
training

Enhancement programs

Supervisory rank
(K Rank)

Position-based education programs

Manager rank Ability-basedrank(M Rank)

Education for career development

Leadership rank
(S Rank)

Standard rank (J Rank)

Leadership rank (S Rank)

Ability-basedrankMonozukuri education

CSR Report 2018

Number of trainees

2013

11

2014

10

2015

11

2016

9

2017

10

Number of participants in each program
Fiscal year

MBA/MOT

Short-term study abroad

2013

4

2 (Canada: 1, India: 1)

2014

2

2 (Canada: 1, China: 1)

2015

4

2 (USA: 2)

2016

4

3 (USA: 2, China: 1)

2017

2

2 (USA: 1, China: 1)

Corporate GovernanceYuji Katada Saint-Gobain Central Sekurit (Qingdao) Co., Ltd. (China)

Environment, Safety &Quality Management

I joined a short-term study abroad program in Beijing, China for approximately six months. I attended university from eight in the morning until noon on weekdays to primarily study pronunciation and basic Chinese
grammar as well as learn about the cultures and values of various countries through my interactions withclassmates. I took private lessons from two to four in the afternoon before practicing and studying at a libraryor a café until ten at night, and then I would watch Chinese television shows before going to bed. I immersed
myself like this in the Chinese language every day. I also found a Chinese language partner who would teachme Chinese in exchange for Japanese lessons as a way to increase my exposure to native Chinese.
After my short-term study, I was assigned to work in Qingdao, Shandong, where our joint venture withSaint-Gobain is located, and I now work together with my local colleagues while using Chinese. I continue tostudy because I still get confused at times by things like proverbs and the local dialect. I want to continue
to learn everyday Chinese through my interactions with the local people so that I can become able to use
Chinese fluently in my work.

Environment and Safety

Cultivating Global Awareness and Understanding Diversity
Central Glass conducts training to foster a global mindset inlearned to appreciate different cultures and values.

・I hesitate less in speaking English thanks to having theopportunity to speak English every week.
(Kazuki Kubo, Glass Manufacturing Technology Center)・I started to enjoy having conversations in English without
being limited by my use of grammar.
(Chiharu Takimoto, Glass Research Center)・I realized the importance of actively communicating because
there are different cultures and ways of thinking.
(Shin Kitagawa, Glass Manufacturing Technology Center)・I want to learn from the interns who have strong motivation
to allocate their time toward independently studying what
interests them.
(Atsuko Inoue, Glass Manufacturing Department, Matsusaka
Plant)

Employees

standing of differennt cultures.
Central Glass also began accepting interns from overseas
universities at our plants in FY2012 in an effort to promote
employee awareness of diversity and improve communication
with people from different countries. In FY2017, we hosted
three interns from the United States. Through English lessons
from the interns and interactions in the workplace, our employees gained confidence in communicating in English andBenefits of Interactions with Interns

Quality

employees so that they can participate on the world stage. In
FY2017, we conducted training to teach the ideal form of human resource management and leadership in a multiculturalenvironment for mid-level employees in order to provide an opportunity to develop their communication skills and their under-

Number of Interns Accepted
Fiscal year

Number ofinterns

2012

1

UK

2014

2

USA, Korea

2015

1

USA

2016

2

USA

2017

3

USA

Nationality of intern(s)Society*No interns were hosted in FY2013.

Activities
at Individual Plants

CSR Report 201829

Society

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

52nd Central Glass International Architectural Design Competition
Central Glass began sponsoring a competition for architectural design concepts in 1966. Starting with the 10th competition in 1975,
it was renamed the Central Glass International Design Competition and has been inviting entries from overseas. The theme of the 52ndcompetition in 2017 was “Redesigning Urban Open Space.” There were 251 entries in total, 134 from Japan and 117 from overseas (referto the back cover for the First Place Prize design). The theme of the 53rd International Architectural Design Competition in 2018: “Life,
Towns, and Architecture, as Transformed by Autonomous Driving.” We live in a time in which we need to pursue economic efficiency andrationality, 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 andenvironment through this competition. Central Glass takes great pride in our continuing efforts to sponsor this competition over many years.
Chief Judge

JudgesHiroshi Naito (Naito Architect & Associates)
Teruo Kobayashi (Obayashi Corporation)
Kengo Kuma (Kengo Kuma & Associates)
Tadao Kamei (Nikken Sekkei Ltd.)Jun Aoki (Jun Aoki & Associates)
Yoshiharu Tsukamoto (Atelier Bow-Wow)
Satoshi Takayama (Central Glass Co., Ltd.)(Titles omitted/arbitrary order)Award ceremony after the final round of judging

Laos Elementary School Repair Project to Celebrate the 70th Anniversary of the Labor Union
The Central Glass Labor Union (the “Labor Union”) has been collaborating with the Commission for the Solidarity with the Asian Underprivileged (CSA) as part of its international social contributions to donate two elementary schools to the Lao Peopleʼs Democratic Republic.
As a project to celebrate the 70th anniversary of the Labor Union, an inspection team with a total of seven members, including
union members selected from each branch, was sent to inspect the site to repair the Hua Na Primary School building donated in2000 which had aged significantly.
The Hua Na Primary School had deteriorated since it was built over a decade ago and needed repairs immediately, such as classrooms
that could no longer be used due to water leaking. The inspection team checked and made a request to the local coordinator to repair theschool building from top to bottom to ensure a brilliant and beautiful school facility that would foster uninhibited education to the children.
After the inspection, the team also folded origami such as making helmets from newspaper as well as folding and flying paper
airplanes with the children who were attending the school. Even though the team and the children did not share the same language,
every member was grateful to have the chance to spend invaluable time bonding with the children.
Thereafter, the CSA reported that the repairs on the Hua Na Primary School building had been completed without issue. The
Labor Union hopes to continue supporting the local primary school so that the children of Laos can study with dreams of the future.

Hua Na Primary School

30

CSR Report 2018

School children

Corporate Governance

29th Junior Science Classes
A “Summer Vacation Junior Science Class” is held every year, sponsored by theSummer Vacation Junior Science Class Executive Committee and jointly hosted
by the Yamaguchi Industrial Promotion Foundation in cooperation with universities, technical colleges, and corporate research institutes. It is held in the hope

Environment, Safety &Quality Managementof showing children, who have infinite future potential, how interesting and fun
science can be. In 2017, it was held between July 21 and August 28 at 20
venues in Yamaguchi Prefecture in collaboration with 15 related organizations.
Central Glass supported the program, and held a class at the Chemical Research Center (Ube) on July 25 in which 20 elementary and junior high school
students from Ube City and other cities in Yamaguchi Prefecture participated.

LessonEnvironment and Safety

Under the theme of “Experiencing the Wonders of Heat and Light!”, young researchers played the role of instructors and prepared hands-on experiments thatallowed students to experience the heat energy and light energy found in the ambientenvironment. Participants formed small groups and seats were prepared for all of thechildren and their parents to enjoy the class. The children engaged enthusiasticallyin the experiments, asking the instructors questions and sometimes gasping in surprise, while their parents looked on in enjoyment.
We will continue hosting these classes to provide opportunities for more children to learn the joy of science and increase their interest in science.

Participating children

11th Regional Responsible Care Meeting in the Western District of Yamaguchi
Quality
Employees

The Responsible Care (RC) Committee of the Japan Chemical Industry Association holds
regional RC meetings with everyone in the local communities to inform about activities inprogress, such as efforts by chemical companies to preserve the environment.
The regional meeting held in the Western District of Yamaguchi is conductedwith the participation of six chemical companies located in the area every otheryear. The 11th meeting was held at the ANA Crowne Plaza Ube in November 2017with our plant as the organizer.
Each company shared the progress of its RC activities, exchanged ideas withexperts as facilitators, and communicated its views on subjects that included seismic countermeasures and corporate informational disclosure.

Regional Meeting

This year, the event ran successfully with 140 people participating from the six chemical companies, local communities, government agencies, educational institutions, NPOs
and local companies.
Society

Volunteer Grass Cutting to Prevent the Spread of Fire during Controlled Burn at Akiyoshidai Quasi-National ParkThe Ube Branch of the Central Glass Labor Union participates in various volunteer activities. One of those activities is volunteer grass cutting to prevent the spread of fire during
a controlled burn on Akiyoshidai mountain at Akiyoshidai Quasi-National Park, held by
the Japanese Trade Union Confederation-Rengo Yamaguchi in the middle of November

Activities
at Individual Plants

each year. This activity began in 2004 due to the needs of Mine City, Yamaguchi Prefecture, which was suffering from a lack of manpower. As preparation for the traditional
controlled burn at Akiyoshidai Quasi-National Park in February every year, volunteers
work to create a fire belt to prevent the spread of fire to neighboring mountain forests andorchards. As a result, Mine City has been able to maintain a beautiful landscape throughthese controlled burns.
Every year, approximately 600 people working in Yamaguchi Prefecture volunteer to cut the grass over a vast area using mowers and sickles. Although this washeavy physical labor that leaves everyone tired, all the volunteers had a positive
experience due to the great sense of achievement.
We will continue this activity with the participation and collaboration of all of
our employees to protect the traditions of Akiyoshidai Quasi-National Park.
Creating a fire belt

CSR Report 201831

Activities at Individual Plants

Ube Plant

Address
Number of
employees
Major items
produced

Message from the General Manager

5253 Okiube, Ube City, Yamaguchi
534 (as of March 31, 2018)
Fluorine products, other chemicals
Acquired ISO 14001 certification (December 2000)
Acquired ISO 9001 certification (December 1997)
Acquired OHSAS 18001 certification (April 2011)

The Ube Plant, established in 1936 and located in the coastal
industrial zone along the inland sea of Ube, started from soda
production and expanded to production of fertilizers and finechemicals products.
Today, the Ube Plant primarily manufactures fine chemicals of organic and inorganic fluorine compounds from raw
materials such as hydrofluoric acid. In recent years, we actively strive in environmentally responsible industries by operating
Takashi Kume
General Manager
an electrolyte plant for lithium ion batteries used as storage
Ube Plant
batteries, such as those in electric vehicles, and manufacturing products for next-generation non-CFC refrigerants with low
global warming potential.
The plantʼs green spaces have been furnished with rows of cherry trees, and in spring,
local residents enjoy the beautiful blossoms and natural environment.
We will continue to make our plant safe and open to local residents.

Regional Activities
・Carried out cleanup activities for city and prefectural roads on our ・Carried out cleanup activities around Lake Ono (once a year) ・Carried out forest maintenance activities to protect water
plant-wide 5S Day (once a month)resources (once a year)
・Protected and cultivated the grasslands at Akiyoshidai QuasiNational Park (once a year)
・Carried out cleanup activities in Tokiwa Park (once a year)
・Cleaned roads with road sweepers (every day)・Carried out cleanup activities around Ube Higashi Port (once ・Held regional Responsible Care Meeting in the Western ・Held regional Responsible Care Meeting in the Ubea year)District of Yamaguchi (once every two years)
District (once every two years)

Preparing for Accidents and Disasters
The industrial complexes that dot Japan handle enormous volumes of high-pressuregases and hazardous materials. Ensuring security at these industrial complexes is therefore a very important element in ensuring the safety and security of the nationʼs citizens.
In recent years, numerous accidents have occurred at industrial complexes, andtheir incidence is expected to remain high. Considering this, we work regularly toincrease our ability to maintain security and prepare for disasters, and to take preventive steps against trouble. On November 16, 2017, a comprehensive disasterprevention drill was conducted assuming a toxic gas leak inside the Fine Chemicals
Manufacturing Plant 1. We practiced our response during an emergency by executing
these disaster prevention activities with the cooperation of a total of 140 people from
Ube, the Ube Sanyo-Onoda Fire Department, and the plant disaster prevention team.
In addition, Central Glass also confirmed our emergency response procedures
within the plant once a year including the ShakeOut earthquake drill, which isan initial earthquake response training method; employee safety confirmation;and post-earthquake status check of the plant during evacuation training thatassumes a massive earthquake and tsunami striking the Nankai Trough.
We will continue working to further strengthen our security management. Our
employees and business partners are united in their efforts to ensure safety ofour plant and neighboring residents.

Emergency Transport Training

Pollutant Release and Transfer Register (PRTR)
Soil

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

Quantities emitted, discharged, or transported are listed for those materials handled in amounts exceeding 1,000kg in FY2017 (except for dioxins)

32

CSR Report 2018

➡
➡
➡
➡

⬇

0
0
0
0
0
0
0
0
0
0
0
0.086
0
0
210
0
0
0

➡
➡

➡
➡

⬇ ⬇ ⬇

0
0
0
0
700
0
0
3,200
490
0
19
0.020
1,700
59
120
650
0
54

➡

⬆

Atmosphere

Compared to
Quantity
previous year transported⬆

2, 2ʼ- Azobisisobutyronitrile
Asbestos
3ʼ- Isopropoxy - 2 - trifluoromethylbenzanilide (also known as Flutolanil)
Ferric chloride
XyleneQuinoline
Chloroethylene (also known as vinyl chloride)
Carbon tetrachloride
Dichloromethane
N,N-Dimethylacetamide
N,N-Dimethylformamide
Dioxins (Unit: mg-TEQ/year)
Trichloroethylene
1,2,4 - Trimethylbenzene
PhenolHydrogen fluoride and its water-soluble salts
Formaldehyde
Methylnaphthalene(Unit: kg/year)
Emissions
Water

⬆ ⬆

16
33
41
71
80
81
94
149
186
213
232
243
281
296
349
374
411
438

Substance name⬇

Ordinance
designation No.

062,000003.4
00
13,0001,900
68,000
2.4
0
0
0
0
890
0
0

Kawasaki Plant

10-2 Ukishima-cho, Kawasaki-ku, Kawasaki
City, Kanagawa

Number of
employees

204 (as of March 31, 2018)

Major items
produced

Inorganic chemicals, organic chemicals

Environment and Safety

Acquired ISO 14001 certification (May 2007)
Acquired ISO 9001 certification (July 2001)

Kawasaki Plant successfully transitioned from the electrolytic
soda business to the fine chemicals business. Today, this plant
produces a wide range of products from our next-generation fluorine-based foam blowing agent HFO-1233zd (E) with low global warming potential (GWP=1) to pharmaceutical intermediates, photoresist materials, and lithium ion battery electrolytes.
Moreover, the Kawasaki Plant has also started production of next-generation fluorinated solvent that achieves both
Masaru Narimitsu
excellent environmental performance (ODP≈0, GWP <1) and
General Manager
high cleaning performance.
Kawasaki Plant
As an effort to reduce industrial waste, the plant actively
engages in activities such as reclaiming or recycling inflammable waste oil, and recycling sludge. We will continue to promote activities as we
strive to reduce waste even further.
Our environmental activities at Central Glass over many years have been recognized by Kawasaki City. The Kawasaki Plant has been certified as a business sitetaking environmental action, as defined by the cityʼs bylaws.
Our entire team is united in its efforts to address all aspects of environmental
responsibility and commitment to safe operations.

Environment, Safety &Quality Management

Address

Corporate Governance

Message from the General Manager

Regional Activities
・Participated in traffic safety guidance (organized by the Kawasaki Rinko Traffic Safety Association)・Participated in Tokyo Bay General Survey for Water Environment (Analysis of and report onwater quality in Tokyo Bay near plant)
・C arried out environmental safety activities to improve the local environment through the
Research Society for Environmental Safety Technology in the Kawasaki Industrial Complex
・Held road safety workshops (attended by Kawasaki-Rinko Police)

Quality・Held Roku-Cho-Kai (Regular local community gatherings with residents of neighboringareas including the Tonomachi and Daishi District)・Carried out regular cleanups of the roads around the plant
・Regularly exchanged information concerning the environment and safety with employeesof neighboring plants in the Kawasaki Industrial Complex
・Participated in joint disaster drills with neighboring business sites in the Ukishima District

Initiatives for Security and Disaster Prevention

Employees

Earthquake disaster prevention drills

Society

Since the Kawasaki Plant is located in an area where industrial complexes are clustered, we are required to maintain a system for security
and prevention of disasters at all times, as defined in the Act for thePrevention of Disasters at Petrochemical Complexes, etc. We boost
awareness of security and disaster prevention, and keep emergency
response systems in place even under normal conditions by conducting plant-wide earthquake disaster prevention drills that assume theoccurrence of earthquake-related leaks and fires, training in evacuation from the plant during plant downtime, and training of our plant
disaster prevention organization members several times a year.
The Kawasaki Plant is also a member of the Ukishima Joint
Disaster Prevention Association, which is made up of companies
from the same industry in the Ukishima District in Kawasaki City.
Cooperating with each member company, we are building a system
to ensure mutual support, including systematic disaster prevention
drills, in the event of an incident such as a fire or natural disaster.
The member companies also regularly exchange information on security and disaster prevention.

0
0
0
0
0
0
0
0
0
0
0

➡

⬇

Soil

⬇ ⬇

0
0.3
0
0.4
0
0.064
0
0.2
0
0
0

➡

⬇

0
0
1,100
240
10
0.37
0
0
31
0
0.1

⬆

Atmosphere

Compared to
Quantity
previous year transported⬆

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

Emissions
Water

⬆

81
94
104
149
213
243
262
280
300
374
392

(Unit: kg/year)
Substance name➡

⬇

Ordinance
designation No.

Activities
at Individual Plants

PRTR

0
0
0
8,400
58,000
0
1,300
1,300
3,800
99
8,800

Quantities emitted, discharged, or transported are listed for those materials handled in amounts exceeding 1,000kg in FY2017 (except for dioxins)

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

CSR Report 201833

Activities at Individual Plants

Matsusaka Plant

Address
Number of
employees
Major items
produced

Message from the General Manager

1521-2 Okuchi-cho, Matsusaka City, Mie
163 (as of March 31, 2018)
Automotive glass
Architectural and industrial float glass/fabricated glass
Functional glass for electronic materials
Acquired ISO 14001 certification (April 2000)
Acquired ISO 9001 certification (November 2003)
Acquired IATF 16949 certification (June 2018)

The Matsusaka Plant manufactures polished glass using theworldʼs only duplex equipment capable of employing a consecutive double-sided polishing method. We also manufacture float
and fabricated glass for automotive and industrial applications.
Since the plant consumes a huge amount of energy andresources, we are always working to rigorously implement environmental conservation activities.
In order to conserve energy and power and reduce CO2 emisDenzo Tokushimasions, we are working to reduce production loss, introduce equipGeneral Manager
ment that conserves energy in conjunction with large-scale renovaMatsusaka Plant
tions, and implement improvements to our operational technologies.
Since FY2004, we have achieved Zero Emissions by recycling most of the waste glass and we are working to recover valuable materials fromour waste (i.e. convert it into products) in order to achieve further reductions.
Each of our employees is continually working to achieve growth and improvement,
based on our philosophy, “The Matsusaka Plant: Everything is for people and the global
environment - See the future through GLASS.” We will continue to contribute to local communities and work to make our plant safe and happy, always remembering to be thankful.

Regional Activities
・Participated in Mie Prefecture Kidsʼ ISO 14000 Program activities
・Participated in cleanup of waste drifting ashore at Toshijima Island, Toba City,
organized by the Mie Prefecture Industrial Waste Countermeasures Promotion
Council・Exhibited Eco-Glass at the Matsusaka Environmental Fair held by the Matsusaka
City Environmental Partnership Committee
・Participated in the Matsusaka Street Cleanup organized by Matsusaka City・Lent plant grounds to youth sports associations and other organizations free of charge

・Provided company-owned land to neighboring municipalities as temporary parking areas free of charge
・Invited local residents to the plantʼs summer festival
・Participated in beach cleanups, organized by Mie Universityʼs Mie Global Environment Center for
Education & Research・Participated in voluntary cleanup activities at Matsunase Beach organized by the Matsusaka Taki District
Workersʼ Welfare Council (attended by Matsusaka branch members of the Central Glass Labor Union)
・Held Ecocap activities (plastic bottle cap collection) organized by the Matsusaka branch of theCentral Glass Labor Union

Safety Initiatives: Danger Simulation Room, OSHMS adoption, and disaster prevention drills
The Matsusaka Plant carries out danger simulation workshops with the aim ofdeveloping oneʼs sense of danger and raising the safety awareness of each andevery employee. A cutter safety simulator was introduced in FY2017 to provide
employees exposure to the dangers associated with using cutters. In FY2018, we
also installed a machine to simulate hands becoming entangled in suspension
wires to provide employees exposure to the dangers associated with entanglement
accidents.
In addition to heightening sensitivity toward danger through this educational
facility, Central Glass has also been operating an Occupational Safety and HealthManagement System (OSHMS) since FY2018 to enhance safety management. We
conduct measures such as risk assessments and internal audits in accordance withthis system as we continually try to improve any issues.
As a measure to reinforce security and disaster prevention, we conducted initial response training in March 2018 assuming a fire around the north gate. During
this training, we verified that the following systems could be executed without any
issue: the reporting line for discovery of the incident and contact to government
agencies, the assembly of the self-defense fire-fighting team who are on a threeshift system and confirmation of their fire-fighting capabilities, establishment of an
emergency disaster prevention headquarters, as well as roll call and checking thestatus reporting contact system. We will continue disaster prevention drills at theplants to ensure the ability to rapidly respond in the event of an emergency.

Cutter safety simulator

Disaster prevention drills

PRTR(Unit: kg/year)
Substance nameAtmosphere

0
87
46
28

0
0
0
0

Soil

0
0
0
0

➡

⬆

Cobalt and its compounds
Selenium and its compounds
Manganese and its compounds
Methylnaphthalene

Compared to
Quantity
previous year transported

⬆

132
242
412
438

Emissions
Water⬇

Ordinance
designation No.

0
0
0
0

Quantities emitted, discharged, or transported are listed for those materials handled in amounts exceeding 1,000kg in FY2017 (except for dioxins)

In FY2002, the Matsusaka Plant discovered groundwater containing arsenic and lead attributable to a past production method. The plant is currently continuing
groundwater purification treatment.

34

CSR Report 2018

Number of
employees

35 (as of March 31, 2018)

Major items
produced

Architectural and residential flat glass, flat glassfor electronic materials, architectural frosted
glass
Acquired ISO 14001 certification (December 1999)
Acquired ISO 9001 certification (February 1999)

Environment and Safety

6 Chikko-Minamimachi, Sakai-ku, Sakai
City, Osaka

The Sakai Manufacturing Site is located in the center of the
Coastal Industrial Zone in Sakai City, Osaka, and it has been
manufacturing flat glass continuously since 1959 as thebirthplace of the glass business of Central Glass. In 1982, we
adopted the float process as our manufacturing method andstarted manufacturing float glass.
In FY2007, we completed our second cold repair work
(repairs of the entire manufacturing line including the meltNobuhisa Tanise
ing furnace). As part of this process, we conducted improveGeneral Manager
ment work that reduced our CO2 emissions by 3%, and reSakai Manufacturing Sitestarted production in April 2008.
Matsusaka Plant
In May 2012, we completed our installation of sputtering equipment that deposits a thin metallic coating on glass
surfaces and began manufacturing Eco-Glass, a product that can reduce the costof cooling and heating buildings.
Today, the Sakai Manufacturing Site is furthering the reduction of energy perunit by reviewing furnace operating conditions and improving the productivity of theglass-melting furnace. We are also continuing efforts to reduce waste even further byrecycling waste and advancing the recovery of valuable materials from waste.

Environment, Safety &Quality Management

Address

Message from the General Manager

Corporate GovernanceMatsusaka Plant
Sakai Manufacturing Site

Regional Activities
・Provided support for a project conducted by the Osaka Port Cleanup Association in Sakai Senboku
Port to ensure the safety of ships navigating through the port and protect the environment
・Held a blood donation drive at the Sakai Manufacturing Site
・Participated in Sakai Fire Department CPR workshops (4 employees)
・Carried out cleanups of coastal roads

Quality

・Participated in the Osaka Bay Cleanup Project・Sponsored a flea market and donated proceeds to social welfare activities
・Sent employees to support rescue, fire suppression and first aid in case of alarge-scale disaster as a member of the Sakai City Disaster Response
Committee

Osaka Bay Cleanup Project

Society

Cleanup

Activities
at Individual Plantssored by the Port of Osaka, Sakai Port Common Government
Office and the Sakai Fisheries Co-operative Association.
The scope of the activity in the last several years has covered the western shore of Sakai District 2. Participants collectedgarbage such as large tires, in addition to other trash made up
mostly of wooden debris and plastics. Although the progress isslow, quantities of large plastic garbage are gradually decreasing and environmental awareness is spreading within the local
community. We will continue to take part in this activity while
cooperating with government agencies and local companies who
desire an Osaka Bay free of trash.

Employees

The Sakai Manufacturing Site and Central Glass Plant Services
Co., Ltd. have taken part in beautification activities conductedalong the Osaka Bay sea walls every year as part of a project
organized by Osaka Prefecture to remove trash and ensure thecleanliness of the water in Osaka Bay.
A total of 200 people participated from government agencies, corporations, and community groups in this activity spon-

PRTR(Unit: kg/year)

Ordinance
designation No.

Xylene1,2,4 - Trimethylbenzene

Atmosphere

Emissions
Water

99
110

0
0

Compared to
Quantity
previous year transported

Soil

0
0

⬆ ⬆

80
296

Substance name00

Quantities emitted, discharged, or transported are listed for those materials handled in amounts exceeding 1,000kg in FY2017 (except for dioxins)

CSR Report 201835

International
Architectural Design Competition
The 52th Central
Glass

International
Architectural
Design Competition

First Place : Ryo Itoigawa (NOSIGNER Co., Ltd.)

Theme:

Redesigning Urban Open Spaces
The theme for the 52th Design Competition was to consider changes in theconditions of contemporary society andre-design open spaces in cities as people-oriented areas that attract large numbers of users.

First place

Sohee Youn (University of Seoul, South Korea)
Suji Choi (University of Seoul, South Korea)
Injun Kang (Dongguk University, South Korea)

Theme:

Houses to Live with Fūdo

Since times long past, humans have created houses to protect
themselves from the natural environment. Over many years,
they created buildings with characteristics unique to their own
regions. As a result, different architectural styles arose in different places, forming the fertile soil for distinctive regional
cultures.
However, with the rise of modernism in the 20th century, similar kinds of architecture began to be built all over theworld. Architecture prioritizing function, rationality, and economy has provided indoor spaces with constant temperatures,
humidity, and lighting, regardless of place, season, or time.
But as the trade-off for this, energy consumption has expand-ed, and regional cultures have declined.
In the 21st century, facing natural disasters and the destruction of the earth’s environment, we need to reevaluate
our relationship with places. There is a Japanese word, fūdo,which refers to the distinctive climate, geology, topology, andscenery of a place, together with the history and culture thatwere born there. Architecture today has been called upon toreestablish harmony with nature and rediscover its relationship with fūdo.
Thinking about fūdo means not only grasping the climate and landscape of a place, but also thinking about thepeople who live there.

Environment, Safety and Quality Management Department

This printing product is produced
from environment-friendly
materials by the Green Printing
certified factory.

This printed material uses FSC®
certified paper containing raw
materials from well-managed
forests.

Printed on paper made with wood fromforest thinning. “Morino Chonai-Kai”(Forest Neighborhood Association)—Supporting sound forest management.

This booklet was printed with anenvironmentally friendly ink that
contains no volatile organic
compound (VOC).