CSR Report

2 0 19CORPORATE SOCIAL RESPONSIBILITY REPORT 2019

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

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 one’s own actions, and engage in honest corporate activities.
2. Refine one’s 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.

CSR System at the Central Glass GroupThe Central Glass Group will fulfill our corporate social responsibilities through continual improvement efforts utilizing Plan,
Do, Check and Act (PDCA) cycles for every activity based on the CSR system outlined below.

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
is able to demonstrate their capabilities and skills to the utmost.

The Group contributes to therealization of a sustainable society
while recognizing the effect of ourbusiness activities on the environment,
striving to reduce our environmental
burden, and growing in harmony withthe regions where we do business.

Basic
Philosophy

Basic Policies
Employees
The Group carries out quality-control initiatives that always placecustomer satisfaction first, so that
we can provide reliable products
and services to our customers.
With our business partners, wework to build fair, equitable, andpositive relationships of trust.

2

CSR Report 2019

Customers
andBusiness
Partners

Shareholders
andInvestors

Code of Conduct

Local
Communities
The Group strives to realize rapid
and highly transparent information
disclosure. Through our financial
results, briefings, and publications, we are working to prioritizecommunication with all shareholders and investors.

Contents
CSR at the Central Glass Group ............................. 2

Midterm Plan (FY2018-FY2020)

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

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

Business Outline of the Central Glass Group .......... 6
Products of the Central Glass Group ...................... 8Special Feature: Initiatives to Address Social Issues
at the Central Glass Group ..................................... 10
Corporate Governance ...................................... 12

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

10 billion yen

Operating profit ratio

4.4%

ROE

4.5%

Total return ratio toshareholders

Quality ............................................................ 24
Employees ....................................................... 26
Society ........................................................... 30
Activities at Individual Plants ........................... 32

Editorial Policy
This CSR Report 2019 aims to accessibly provide more comprehensivefrom our customers, business partners, and investors to employees andmembers of the local communities.
Reference Guidelines

Management Target

Operating profit

Environment and Safety .................................... 19

information about our engagement with all of the Central Glass stakeholders

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

FY2018 Results

Environment, Safety & Quality Management ...... 16

FY2020 target in
the Midterm Plan●

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

ISO 26000 (Guidance on social responsibility)●E nvironmental Reporting Guidelines 2018 of the Ministry of the Environment

Report Period
April 2018 to March 2019
(The period for information related to health and safety as well as social

18 billion yen

and environmental activities of overseas affiliates was from January to
December 2018.)

7.0% or more

Scope of the Report
The Central Glass Group (Data was only gathered from the plants, research
centers, and headquarters of Central Glass Co., Ltd. along with some of our

6.0%

40.2%

domestic and overseas affiliates.)

At least 30%

Central Glass Group and the Sustainable Development Goals
Sustainable Development Goals (SDGs) are international objectives to beachieved by 2030 that were adopted at the United Nations Summit held

Operating Profit/Operating Profit Ratioin September 2015. These objectives consist of 17 goals with 169 targets(Hundred million yen)
200
Glass

8.0%

Chemicals

Total

Operating profit ratio

7.0%

150

to achieve a sustainable world.
The Central Glass Group works toward the targets set out by the SDGs
through various business activities with the aim of contributing to society
and the sustainable growth of the Group.

6.0%
5.0%

100

4.0%
50

3.0%
2.0%

0
-50

1.0%
FY2017 Results

2018 Results

2019 Target

2020 Target

0.0%

CSR Report 20193

President’s Message

Contributing to thea Truly Prosperous
Philosophy and Policies
The Central Glass Group has formulated a Basic Philosophy as part of our Corporate Philosophy to create a better
future through Monozukuri. The Group will contribute to
the establishment of a truly prosperous society throughthis spirit of Monozukuri. Monozukuri is a concept encompassed in all of our corporate activities from researchand development to manufacturing and sales as a sincere business practice which forms the foundation of theGroup.
I believe that achieving the above Corporate Philosophy
fulfills the corporate responsibility of the Central GlassGroup, which exists as a company dedicated to Monozukuri. 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 is an indispensable requirement to fulfilling ourcorporate social responsibility.
We continually heighten the transparency and fairnessof overall management and clarify the auditing functionof directors and the business execution duties of executive officers, and strive to establish an efficient and rational organizational structure that can respond swiftly tochanges in the business environment in order to further
enhance corporate value as well as expand revenue. In
addition, we are enriching understanding of complianceamong our employees through educational and awareness-raising activities conducted by our Compliance Promotion Committee.
However, there have been several issues stemmingfrom insufficient awareness towards quality-related compliance.
We are reinforcing governance through reemphasizing
the importance of compliance throughout the Group to
live up to the expectations of each and every stakeholder
on a foundation of “sincerity” in business.

4

CSR Report 2019

Establishment ofSociety Through Monozukuri
Optimization of Human Resources

Midterm Plan and Globalization

We have also developed our educational systems in accordance with the belief that Monozukuri starts with Hitozukuri—the development of human resources—including
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 from working extended hours beyond the prescribed limit. Furthermore, since FY2009, we have been
operating a system under which all employees receive
stress checks and consult with specialists if any problems
are discovered.
We have also been developing systematic measures toactively support employees who are raising children or
caring for family members, such as creating support programs that go beyond statutory requirements.

In the Midterm Plan that began in FY2018, the Central
Glass Group aims to reach 18 billion yen in operating profit in FY2020. Since it would be extremely challenging toreach through only business expansion in the shrinking
Japanese market, we are actively seeking to strengthen
our position in the global market where the population
continues to grow.
Overseas sales have already grown to make up morethan 50% of sales for the entire Group, including exports
from Japan. To further increase the overseas sales ratio,
we are furthering business expansion in China and other
Asian countries, the United States, and Europe.
Today, sales of electrolytes for secondary lithium ion
batteries are performing well, and production facilities inJapan, Korea and China are operating smoothly. The initial area of our new plant in the Czech Republic finishedconstruction and began production in March 2019. This
plant is expected to have an annual production capacity of
20,000 tons at the start of full operation in 2020, which
will largely contribute to profit during the last year of theMidterm Plan.

Promotion of the Active Participation of
Female Employees
Many of our Monozukuri processes are carried out onequipment operating 24hrs a day. Up until recently, Central Glass Co., Ltd. had not been actively employing women at manufacturing sites due to working conditions suchas a three-shift system that includes late night shifts. This
has resulted in a total employee gender ratio skewed toward men. In order to more actively employ women, we
have set targets, such as the percentage for female hires,in the Action Plan to Promote Female Workplace Participation drafted in 2016, which has already shown somesuccess.

The Central Glass Group focuses its strength on creating products able to address social issues, such as
electrolytes for secondary lithium ion batteries that help
the development of electric vehicles, as well as hydrofluoroolefin products that have a low global warming potential. We also contribute to the establishment of a truly
prosperous society by driving forward research and development based on the three key areas—the environment/
energy, comfortable daily life, and the life sciences.
We look forward to the ongoing understanding and support from all of our stakeholders as we move into the future.

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

CSR Report 20195

Business Outline of the Central Glass Group
Carlex Glass Luxembourg, S.A. (Luxembourg)

Taiwan Central Glass Co., Ltd. (Taiwan)

Central Glass Germany GmbH (Germany)

Yue Sheng Industrial Co., Ltd. (Taiwan)

Central Glass Europe Limited (UK)

Giga Gas & Electronic Materials Company (Taiwan)

Apollo Scientific Limited (UK)

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

Central Glass Czech s.r.o. (Czech)

Giga Gas & Electronic Materials Trading (Shanghai) Co., Ltd. (China)
Central Glass (Zhangjiagang) Co., Ltd. (China)
Zhejiang Central Glass Chemspec Company Ltd. (China)
Central Glass Trading (Shanghai) Co., Ltd. (China)Saint-Gobain Central Sekurit (Qingdao) Co., Ltd. (China)
JCEL Co., Ltd. (South Korea)
Central Glass Korea Co., Ltd. (South Korea)
Central Glass Company India Private Limited (India)

EuropeJapan Vietnam Fertilizer Company (Vietnam)

Japan

Asia
Corporate Outline (As of March 31, 2019)
Company NameCentral Glass Co., Ltd.

Established

October 10, 1936

Number of Employees

1,633 (6,832 consolidated)

Capital18,168.28 million yen

Listed Stock ExchangeTokyo Stock Exchange

Major Products of Each Segment

Glass Business

Chemicals
Business

Architectural Glass

Float glass, figured glass, wired glass, heat reflective glass, fabricated glass (tempered glass, heat-resistanttempered glass, laminated glass, insulating glass units, security glass), mirrors, anti-fog mirrors, decorated
glass, screen glass, thin flat glass for LCDs, chemical tempered glass, glass powder and glass paste

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 Fiber

Continuous glass fiber, glass wool

Basic Chemicals

Hydrofluoroolefin products, polyaluminum chloride, gypsum, hydrofluoric acid

Fine Chemicals

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

Fertilizers

NPK compound fertilizer, NK compound fertilizer, coated fertilizer, organic chemical fertilizer, fertilizer
materials, microbiological agents/materials*The Glass Fiber Business shifted from the jurisdiction of the Chemicals Business to the Glass Business on April 1, 2019.

6

CSR Report 2019

Central Glass Sales Co., Ltd.

Carlex Glass America, LLC (US)Central Glass Engineering Co., Ltd.

Northwestern Industries, Inc. (US)Takada Co., Ltd.*

SynQuest Laboratories, Inc. (US)Tohoku Glass Engineering Co., Ltd.

Central Glass International, Inc. (US)Bishu Silica Sand Co., Ltd.
Mie Glass Industry Co., Ltd.
Central Glass Plant Services Co., Ltd.
Central Saint-Gobain Co., Ltd.
Central Glass Module Co., Ltd.
Japan Tempered & Laminated Glass Co., Ltd.
Central Chemical Co., Ltd.
Central Glass Fiber Co., Ltd.
Tosho Central Co., Ltd.
Sowa Transportation and Warehouse Co., Ltd.
Central Engineering Co., Ltd.

The Americas

Ube Analytical Center Co., Ltd.
Ube Yoshino Gypsum Co., Ltd.
Central Insulation Co., Ltd.
*Takada Co., Ltd. was absorbed by Central
Glass Sales Co., Ltd. on April 1, 2019.

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

Chemical Research Center 17-5 Nakadai 2-chome, Kawagoe City, Saitama Prefecture
Chemical Research Center (Ube) 5253 Okiube, Ube City, Yamaguchi Prefecture
Glass Research Center

1510 Okuchi-cho, Matsusaka City, Mie Prefecture

Ube Plant

5253 Okiube, Ube City, Yamaguchi Prefecture

Matsusaka Plant

1521-2 Okuchi-cho, Matsusaka City, Mie Prefecture

Matsusaka Plant
Sakai Manufacturing Site

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

Kawasaki Plant

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

Net Sales and Ordinary Income (Consolidated)

Number of Employees(Unit: million yen)

(Unit: people)

228,898

Net sales

227,810

Ordinary income

229,291

7,236

FY2018 Sales by Segment (Consolidated)

Non-consolidated

7,106

Consolidated

6,832

15,091

Total

11,120229.3 billion yen

6,327

1,662

2016

2017

38

%
Chemicals Business86.6 billion yen

2018 (FY)

2016

1,666

2017

1,633

2018 (FY)62%
Glass Business142.7 billion yen

CSR Report 20197

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

2

1

4

5

Intermediate
Layer

3 Exterior

Inside7

Glass Business

6

Glass

Glass Fiber

Glass
1  GArchitectural
 lasses like eco-glass, security glass, and soundproof glass

Materials (Bathtubs, etc.)
6  Resin-Reinforced
Continuous glass fiber widely used in such diverse appli-2
3
4that save energy and contribute to more comfortable interiors.

 Transparent Screen Glass (Auroverre )Glass screens that combine the transparency of glass withthe ability to project images.
 Automotive GlassL aminated glass and tempered glass for automotive windows,
and high-performance glass such as heat-insulating glass that
contributes to environmental protection.
 Glass for Touch Panels
Ultra-thin glass for touch sensor panels and cover glass.
®

and Anti-Fog Mirrors
5  Lead-Free
Environmentally friendly lead-free mirrors that do not contain the harmful components usually used in back coatings, and anti-fog mirrors with special coatings applied totheir surfaces in order to prevent fogging.

8

CSR Report 20197cations as fiber-reinforced plastics for bathtubs, housing,automobiles, ships, and electronic products.
 Automotive Sound-Absorbing Materials
Glass wool, a noncombustible and fire-resistant material
used for heat insulation and sound absorption in automobiles, railcars, etc.

12
13

11

9

10

8

Agent for Insulation Foams
8  BlowingHydrofluoroolefin blowing agent which is used in insulation

9

foams used for housing and freezer showcases. Hydrofluoroolefin is an environmentally friendly fluorocarbon material that has low global warming potential and does notdamage the ozone layer.
 Fluorine Cleaning Agents and Solvents
Hydrofluoroolefin fluorocarbon materials used in cleaning
agents for thorough degreasing of metal parts, in detergents for dry cleaning, as well as in solvents for special
coatings.

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

Ingredients & Intermediates for Pharmaceuticals
11  AActive
ctive ingredients and intermediates for pharmaceuticals such as

12anesthetics and antiulcer drugs utilizing fluorine chemicals andother technologies developed in-house at Central Glass Co., Ltd.
 Fluorine Products for Electronic Materials
Fluorine-based process gases, cleaning gases, and resist
materials employed in the production of semiconductors
and LCD panels used in computers and smartphones.

Agri-Bio
Environmentally Friendly Agricultural Materials
13  CoatedFertilizer Cera-coat®

A controlled-release fertilizer developed based on the concepts of ideal fertilizing effect, saving labor, low cost, andenvironmental friendliness. Highly effective, so less of the
product needs to be used.
Microbial Control Agents
Anti-microbial agricultural chemicals suitable for organicallyor specially cultivated agricultural products. Extremely safefor humans, animals, and crops. Can be used until just before
harvest, without being counted as pesticide use.

Chemicals Business

Basic Chemicals

CSR Report 20199

Special
FeatureInitiatives to Address Social Issues at the Central Glass GroupThe Central Glass Group strives to find various solutions to address social issues.
In this special feature, we will introduce the success of our hard work in research and development to reduce theenvironmental impact of automobiles.

Chemicals
Business

Expanding the global electrolytes supply for automotive batteries
to contribute to growth of eco-friendly vehicles

Establishment of New Production Sites ofElectrolytes for Secondary Lithium Ion Batteries
The electrolytes for secondary lithium ion batteries that theCentral Glass Group produces are widely used in electricvehicles (EV) and other eco-friendly cars, stationary power
storage, and start-stop systems. The unique additives which
we have developed provide attributes that significantly improve battery performance such as lifespan and output.
In order to meet the growing demand in electrolytes for
eco-friendly vehicle batteries in the rapidly expanding market, in March 2017 the Central Glass Group established theindustry’s first large-scale electrolyte production and sales
company on the European mainland in the Czech Republic.
The first plant was completed in March 2019. The construction of this plant has enabled us to be able to meet thepace of expected growth in the European market.
Greater demand for the electrolytes is also forecasted
in the future due to increasing awareness worldwide abouteco-friendly vehicles, including in Europe with their strict
vehicle emissions regulations. We have set up electrolyte
production sites in Japan, Korea, China, and the Czech Republic and will further advance the global supply system ofelectrolytes for the batteries of eco-friendly vehicles.
Founding of a Joint Venture to
Support Electrolyte Production in China

Exterior of Central Glass Czech s.r.o.

VOICECentral Glass Czech s.r.o.

Sayako Maruyama
We promote the electrolytes
business worldwide.
I have been in charge of quality assurance since Central
Glass Czech was established. As the plant began operation, the company brought together people who were very
curious and highly motivated about the electrolytes business. Although we are all busy, we work together in a family-like atmosphere. I was delighted the other day when I
saw one of my colleagues enthusiastically sewing the company logo onto a white lab coat. I do also see people struggling with inexperience or unexpected problems. As thecompany expands, I strive to make this plant a place thatencourages our team members to flourish and grow while
prioritizing the stability of operations.

Exteriorof Jiangxi
Tinci Central
advancedmaterials
Co., Ltd.

Jiangxi Tinci Central advanced materials Co., Ltd. was established in April 2018 in China as a joint venture to produce
lithium hexafluorophosphate (LiPF6), which is an essential
component of electrolytes. This new venture improves the
supply system and enables the provision of LiPF6 to all the
production sites throughout the Central Glass Group.
Members of Central Glass Czech s.r.o.

10

CSR Report 2019

GlassBusiness

Eliminating harmful lead from the solder that connects terminals to glass to
reduce the environmental impact when a vehicle is scrapped

Developing Lead-free Solder for
Tempered Glass■Lead-free Soldered Terminal
Rear Glass of Vehicle

Adapting to Stricter Environmental Regulations
for Automobiles
The End-of-Life Vehicles Directive (ELV Directive) was
enacted in the European Union in October 2000 to reduce the environmental impact of automotive productsthat have reached their end of life. This directive aims toensure disposal companies can efficiently dispose of endof-life vehicles in order to reduce vehicle waste and encourage recycling of end-of-life vehicles and parts. Lead,
which is regulated under the ELV Directive, has been reported to have adverse effects on the human body, suchas neurotoxicity, nephrotoxicity, and reproductive toxicity.
The ELV Directive mandates the use of lead-free solder forthe tempered glass of any vehicle models authorized fromJanuary 2016.

Establishing Stable Production Processes
Free of Substances Prohibited Under
Environmental Regulations
The Central Glass Group has striven to reduce its environmental impact even before the ELV Directive was enacted.
Since the latter half of the 1990s, we have been working
to develop lead-free solder that does not use substances
prohibited under environmental regulations.
Lead solder has been used for a long time due to its superior cost performance. We faced many challenges whiledeveloping a lead-free soldering alloy with comparable
cost performance that does not use substances prohibitedby environmental regulations. The establishment of coreproduction technology that uses lead-free solder and thedevelopment of stable production processes were also major challenges. We were able to overcome these challenges
by January 2016 and are currently delivering products using lead-free solder to many of our customers.
In the future, we aim to design even more efficient
processes in an effort to deliver environmentally-friendly
products to many more of our customers worldwide.

Heating Wire

Electrical
Terminal

The heating wire on the rear glass of the vehicle needs to besupplied with electricity in order to defog the glass. The terminals
that supply this electricity are attached using the lead-free solder.

VOICE
Glass Manufacturing
Technology Center

Akihiro Matsumoto
We aim to develop products thathave low environmental impact.
The glass of vehicle windows must both provide protection to passengers and ensure visibility. I believe that it is increasingly important to manufacture not only quality products but also productswith low environmental impact like lead-free solder in line with the
expectations of modern society.
In addition to developing environmentally-friendly products,
we aim to conserve energy by developing efficient production
equipment and to advance sustainable production technologythat minimizes waste.

CSR Report 201911

Corporate Governance

Increasing 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 employees’ awareness ofcompliance in order to practice sincere corporate activities.

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

■Organizational Chart for Corporate GovernanceAppoint

Appoint

Shareholders’ Meeting
Appoint

Board ofCorporate
Auditors

ReportNomination/
Remuneration Committee

Coordinate

Board of Directors

Accounting Audit

Supervise
Audit

Accounting
AuditorDirectors
Supervise

Audit

Coordinate

Audit
Department

Audit

Accounting Audit

Management Committee

Executive Officers
Business Sites and Affiliate Companies
Coordinate

Deliberate/Investigate/Instruct/Educate●Compliance Promotion Committee●Product Safety Committee

12

CSR Report 2019

●Environment Safety Committee●Security Trade Control Committee●Anti-Monopoly Law Compliance Committee●Financial Reporting Risk Assessment Committee, etc.

Management Committee

Board of Corporate Auditors

Chairperson Executive Officer in charge of the Environment, Safety &Quality Management Department
ViceExecutive Officers in charge of chemicals technology &Chairpersons manufacturing/glass technology & manufacturing
Committee
Members

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

Observers Corporate Auditors

Society
Activities at Individual
PlantsThe Central Glass Group has established the Audit Department at the head office for the purpose of managing
internal control systems related to internal audits and financial reporting.
Internal audits are carried out to maintain the effectiveness and efficiency of groupwide operations, conserve
resources, and manage compliance to laws and regulations as well as to internal rules. Operating audits are also
conducted preemptively to prevent dishonest practices.
Through these audits, the Audit Department strives tosustain appropriate and efficient business operations byproviding counsel and advice about improvements whennecessary.
In FY2018, they conducted operating audits based on
the annual plan. When counsel or advice about improvements was given through the audit, they provided continual support until improvements were implemented.
They also raise awareness about the Central Glass Group
Policy Initiative each year and evaluate the effectivenessof internal control at important sites from an objective■Committee Composition

Employees

Audit Department

The Central Glass Group has set up the Environment Safety Promotion Committee as an organization to promotegroupwide Responsible Care activities in order to secure
the environment, safety, and health throughout the entire
life cycle from development to disposal of products basedon the Responsible Care management policies.
In FY2018, the Environment Safety Promotion Committee presented the groupwide Responsible Care activities in FY2017 as well as the groupwide activity plans in
FY2018 to the Group, in addition to reporting the activities of the manufacturing and R&D divisions in order toshare information and promote continuous improvement.

Quality

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

Environment Safety Promotion Committee

Environment and Safety

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

Environment, Safety & Quality
Management

As a rule, the Board of Directors meets once a month,or when necessary, to deliberate and resolve legal andimportant managerial issues in line with the regulations
covering the Board of Directors, and supervises the execution of business by the Directors and Executive Officers
including the Representative Director.
Independent Outside Corporate Auditors and Outside
Directors, who have no potential for a conflict of interest
with ordinary shareholders, ensure fair and consistent decision-making by the Board of Directors.

standpoint as part of its internal control system to ensure
trustworthy financial reporting.
In FY2018, they conducted assessments in line with thispolicy initiative and submitted an internal control reportthat analyzed its effectiveness for the groupwide financial
reporting as of March 31, 2019.
The Audit Department also convenes regularly andwhen necessary to cooperate with the Corporate Auditors.
The mutual exchange of information and establishmentof a cooperative framework drives the comprehensivenessand efficiency of audits.

Corporate Governance

Board of Directors

FY2018 Environment Safety Promotion Committee

CSR Report 201913

Corporate Governance

Increasing Transparency and Fairness of Overall Management

Anti-Monopoly Law Compliance Committee
The Central Glass Group has established an Anti-Monopoly Law compliance system and set up the Anti-Monopoly
Law Compliance Committee as an organization to promoteadherence to the Anti-Monopoly Law.
In FY2018, while primarily conducting internal education in the sales division, the Anti-Monopoly Law Compliance Committee also verified whether any information wasdisclosed that may conflict with the Anti-Monopoly Law,
examined the trends in detection of cartels, and surveyed
subcontracting relations. Furthermore, the committee
also provided education about the Act Against Delay inPayment of Subcontract Proceeds, etc. to Subcontractors
through outside instructors and engaged in activities toensure compliance with the Anti-Monopoly Law.
■Committee Composition
Chairperson Executive Officer in charge of the Corporate Administration
Department
Committee
Members

General Managers of the Corporate Administration Department, International Business Department, Purchasing Department, Glass Sales Department, Automotive Glass Department, Glass Business Planning & Development Department,
Glass Manufacturing Technology Center, Chemicals Sales
Department, Medi-chemicals Sales Department, Specialty Chemicals Sales Department, Electronic Materials Sales
Department, Energy Materials Sales Department, Chemicals
Business Development Department, Agri-Bio Business Promotion Department, and Glass Fiber Department

Observers

Corporate Auditors; General Manager of the Audit Department;
Tosho Central Co., Ltd.; Central Chemical Co., Ltd.; Central
Glass Fiber Co., Ltd.; and Central Saint-Gobain Co., Ltd.

Product Safety Committee
Product safety is the top priority of the Central GlassGroup, and we secure the safety of products across allprocesses from new product development, manufacturing
and distribution to sales, after-sales service and disposal.
We have set up the Product Safety Committee as an organization to determine swift and appropriate measures toaddress matters related to the Product Liability Act.
The Product Safety Committee was not convened in
FY2018. However, the Group regularly held training sessions related to product safety for the committee members
while conducting activities to prevent any safety issues
and prepare a swift response when necessary.

FY2018 Product Safety Training Session

Security Trade Control Committee
For the purpose of sustaining international peace and safety
and preventing the stockpiling of weapons of mass destruction as well as conventional arms, the Central Glass Group
exports goods and provides technology in accordance withregulations based on export and trade laws, such as the Foreign Exchange and Foreign Trade Control Act which regulates
trade regarding supplying exports of cargo as well as providing
technology to non-residents and to foreign countries. We act
under a basic policy to never breach such laws and have established the Security Trade Control Program to fully raise internal awareness about this policy as well as a Security Trade
Control Committee to thoroughly implement this program.
In FY2018, the Security Control Committee thoroughlyraised awareness about compliance with laws and regulations
by providing reports on the classification of exported productsof the Glass Segment and Chemicals Segment; distributing
information on major amendments to laws, regulations andpolicies; and sharing the results of internal audits.
Furthermore, the committee conducted training targeting
sales staff, such as learning an overview of security export
control as well as information and procedures for classifications through external lecturers, in addition to internalseminars through in-house instructors, while also engaging
in activities to ensure compliance with these policies.
■Committee Composition
Chairperson Representative Director
Committee
Members

General Managers of the Corporate Administration Department, Marketing and Sales departments, Glass Manufacturing Technology Center, Chemical Technical Planning & Management Department, Glass Quality Assurance Department,
Chemicals Quality Assurance Department, and Environment,
Safety & Quality Management Department

General Managers of the Glass Business Planning & Development Department, Chemicals Business Development Department, Information & Computer System Department, Glass
Sales Department, Automotive Glass Department, Glass Manufacturing Technology Center, Chemicals Sales Department,
Medi-chemicals Sales Department, Specialty Chemicals Sales
Department, Electronic Materials Sales Department, Energy
Materials Sales Department, Agri-Bio Business Promotion
Department, Glass Fiber Department, Environment, Safety &Quality Management Department, Chemical Research Center,
and Glass Research Center

OutsideCommittee
Members

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

Corporate Auditors

Observers

Corporate Auditors and General Manager of the Audit Department■Committee Composition
Chairperson Executive Officer in charge of the Environment, Safety & Quality
Management Department
ViceExecutive Officers in charge of the Glass Quality Assurance
Chairpersons Department and Chemicals Quality Assurance Department
Committee
Members

Observers

14

CSR Report 2019

Central Glass Co., Ltd. disseminates necessary information in accordance with each fundamental rule of the Corporate Governance Code.
Amendments enacted to the Corporate Governance
Code by the Tokyo Stock Exchange in June 2018 require
all publicly listed companies to publish corporate governance reports that include the response to the amended
Corporate Governance Code.
In order to adhere to these amendments, Central GlassCo., Ltd. has established the Nomination and Remuneration Committee and follows 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.

■Committee Composition
Chairperson Executive Officer in charge of the Finance & Accounting
Department
Committee
Members

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

Observers

Corporate Auditors

Environment and Safety

The Central Glass Group evaluates and analyzes the influence of management decision-making and accounting
records on financial reporting. We have set up the Financial Reporting Risk Assessment Committee to ensure thereliability of financial reporting.
In FY2018, the Financial Reporting Risk Assessment
Committee carried out activities focused on evaluating andanalyzing past and potential events carrying financial reporting risk caused by internal and external factors in orderto prevent financially risky reporting and presented themto the Management Committee when necessary.

Environment, Safety & Quality
Management

Compliance with the Corporate
Governance CodeCorporate Governance

Financial Reporting Risk
Assessment Committee

Compliance Promotion Committee
Quality
Employees

The Central Glass Group drafted the Compliance Manual
to promote compliance. We have also set up the Compliance Promotion Committee as an organization to assessand deliberate on matters related to compliance.
In FY2018, the Compliance Promotion Committee put
in place an internal reporting system that encompasses
affiliate companies, responded to internal reports, andconducted compliance promotion education.
■Committee Composition
Chairperson Executive Officer in charge of the Corporate Administration Department
Committee General Managers of the Corporate Administration Department, Personnel Department, and Audit DepartMembers
ment
Observers

Corporate Auditors
Societyout after the process. We were notified that the JIS
certification for the Central Glass Plant Services Osaka
Plant was revoked on December 21, 2018.
We sincerely apologize to everyone for the great burden and inconvenience caused by the revocation of the
JIS certification.
We will restructure and enhance our process management and quality management systems in an effort
to restore trust to the Central Glass Group.

CSR Report 2019

Activities at Individual
PlantsCentral Glass Plant Services Co., Ltd., one of our Group
companies, acquired FUJIHARDWARE Co., Ltd. on August 1, 2018. After discovering that back when theCentral Glass Plant Services Osaka Plant was owned by
FUJIHARDWARE Co., Ltd., some products had not undergone a re-heating treatment in violation of internal
regulations, it was further found that the thickness ofthe glass had been measured before the strengthening
process, although JIS stipulates that it must be carried

15

Environment, Safety & Quality Management

Promoting Management that
Fulfills Social Responsibilities
In order to realize our Corporate Philosophy, the Central Glass Group promotes the
management of environmental, safety and quality activities based on our groupwide
governance system.

Environment and Safety Management

Environment and Safety Management Promotion System

The Central Glass Group promotes management of environ-tivities in our management of environment and safety. An

ment and safety with Responsible Care (“RC”) activities at

Environment Safety Promotion Committee has been es-

the core to secure the environment, safety, and health as

tablished and the Environment, Safety, and Quality Man-

well as protect the environment over the entire life cycle

agement Department acts as the organizer under the pro-of our products, from the R&D stage to the procurement

motion system to further the activities of the Central Glassof raw materials, production, logistics, use, and disposal.

Group. The head office, research centers and plants refine

The Central Glass Group emphasizes Responsible Care ac-

the activity plan with items unique to each business siteand engage in specific environment and safety initiatives.
■Environment and Safety Management Promotion System

Environment Policy in 2018
1. Ensure strict compliance.
2. Implement activities for preventing global warming.
3. Manage substance of concern adequately.

Management Committee

Environment Safety Promotion Committee

Management Policy for Safety and Health in 2018
“Make efforts to maintain and enhance a safe, healthyand vibrant working environment, and achieve the
Zero-accident. Safety first! ”

Environment,
Safety & Quality
Management Department

Priority implementation items
1. Strengthen safety and health management system
2. Conduct risk assessment surely — Eliminate potential hazards —Head Office

Research Centers

3. Implement thorough prevention measures for reoccurrence of past accidents — Prevent similar accidents —4. Increase awareness of all employees to prevent disasters and accidents
5. Enhance health management and mental healthcare
6. Enhance health maintenance by encouraging to takeleave and managing appropriate working hours
7. Prevent traffic accidents not only during a commute
but also in daily events
8. 
Improve emergency reporting system further andcomply with it

16

CSR Report 2019

Affiliate Companies

Each RC-Related Committee

Plants■FY2018 Targets and Performance Results(Plan)FY2018 Targets(Do)
FY2018 Performance Results(Check)Ratings(Act)
FY2019 Initiatives

Promote Environment Policy
in 2018.

· Implemented activities based on the annual policies at each business site in accordance with the Environment Policy in 2018.
· Verified the status of initiatives with environmental safety self-audit
reports and on-site environment and safety audits in addition tofurthering these evaluations through management reviews at theEnvironment Safety Promotion Committee.

○

Promote FY2019 Environment
Policy.

Maintenanceand improvement of theworkplaceenvironment· Implemented activities based on the safety and health management plan at each business site in accordance with the Management Policy for Safety and Health in 2018.
Promote Management Policy for· Verified the status of initiatives with environmental safety self-audit
Safety and Health in 2018.
reports and on-site environment and safety audits in addition tofurthering these evaluations through management reviews at theEnvironment Safety Promotion Committee.

○

Promote FY2019 Safety and
Health Management Policy.

○

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

Thoroughly comply with laws
and regulations and pass on
safety techniques and knowhow.

·C onducted activities in accordance with the Security and Accident
Prevention Guidelines.

○

Thoroughly comply with laws andregulations.

Emphasize efforts toward
establishing equipment safetymeasures.

·V erified the progress of management, such as statutory inspections, self-inspections, and operational standards.

○

Implement equipment safetymeasures and ensure operationalsafety.

Effectively utilize accident data.

·E xpanded operations of a Security and Disaster Prevention Database to domestic affiliate companies and shared accident data andrecurrence prevention measures.

○

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

Implement measures to prevent
occupational accidents, utilizing
information such as factor analyses of the 2017 occupational
accident report.

· Provided cautionary reminders to each business site taking into
consideration the type and timing of incidents.
· Number of occupational accidents: 49△

Implement measures to prevent
occupational accidents based on
the 2018 occupational accident
report.

Hold safety training sessions
for the purpose of formulatingclear recurrence prevention
measures.

· Held safety training sessions to rectify the causes of accidents
through the “5 Whys Analysis” technique.

○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 Ube Plant.
· Prepared to acquire OSMHS certification at Matsusaka Plant.

○

Maintain and continue the management system.

Prepare new yellow cards andrevise existing yellow cards.

· Prepared yellow cards for new chemical substances and revised
existing yellow cards.

○

Prepare new yellow cards andrevise existing yellow cards.

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

· Registered required documents relating to the Chemical Substances Management Act, the Act on the Evaluation of Chemical
Substances and Regulation of Their Manufacture, etc., andIndustrial Safety and Health Act.
· Revised SDS and GHS labeling.

○

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

○

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

○

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

Asbestos management:· Properly disposed of equipment that uses materials containing
Completely remove andasbestos upon removal and renewal.
properly handle asbestos when · Disposed of asbestos at Ube Plant, Matsusaka Plant and tworenovating equipment.
affiliate companies.
PCB management:
Strictly manage machinerycontaining PCBs and conduct
disposal according to local
administrative guidance.

· Properly managed and disposed of PCBs at business sites thathave machinery containing PCBs.
· Identified equipment containing a high concentration of PCBs
through an audit, and disposed of equipment containing a low
concentration of PCBs at many business sites.

Activities at Individual
PlantsPromotion ofchemical andproduct safety○

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

Society

Promotion oflogistical safety·F inal disposed amount of industrial waste: 9,000 tons
(86% reduction relative to FY2000).

Employees

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

Quality

Promotionof security
and disasterprevention· Greenhouse gas emissions (CO2 equivalent): 475,000 tons
(51% reduction relative to FY2005).

Environment and Safety

Promotion ofenvironmental
protection

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

Environment, Safety & Quality
Management

Harmony withthe environment andharmonious
coexistencewith society

Corporate Governance

Major Issues

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 2018.

CSR Report 201917

Environment, Safety & Quality Management

Promoting Management that Fulfills Social Responsibilities

Quality Management

Quality Management Promotion System

The Central Glass Group formulates an annual quality
policy taking into consideration the quality assessment
results for the previous fiscal year and basing it on the
Basic Quality Policy. This annual policy is 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 basedon the annual quality policy. We check and assess conformity with requirements as well as the effectiveness of ourQuality Management System, manufacturing processes,
and products through quality management audits and reviews of quality improvement initiatives, tying the results
into activities aimed at improving quality.

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 thewhole Group in order to continually improve all processes.
We conduct quality assurance activities through an organizational structure that allows us to take practical action
on quality assurance by dividing corporate administrationand the glass and chemicals business operations for the
purpose of enhancing the functionality of quality assurance systems suited to each segment.

Basic Quality Policy

Management Committee

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.

Quality Promotion Committee

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 2018
1. Ensure strict compliance“Ensure strict compliance, ‘Follow what is decided.’ and‘Follow what we decide.’ Implement fair and honest quality activities with recognition of significant influence that
inadequate actions may cause on quality.”
2. Enhance quality management system“Validate quality management system and make a continual improvement in all processes.”
3. Increase effectiveness of quality improving activities“Determine the true cause of nonconformity to ensure
prevention of recurrence and carry out thorough prevention measure in all processes.”

Environment,
Safety & Quality
Management Department

Glass Quality
Assurance Department

Chemicals Quality
Assurance Department

Glass Segment
Business Sites/
Affiliate Companies

Chemicals Segment
Business Sites/
Affiliate Companies■FY2018 Targets and Performance Results
Major Issues(Plan)FY2018 Targets

Ensure strict compliance.

Improvementof customer
satisfaction(Do)
FY2018 Performance Results· Conducted product safety training sessions that included cases ofquality defects and product accidents from other companies as well as
countermeasures, circumstances resulting in litigation due to recalls or
product liability (PL), and education about laws and regulations.
· Held a meeting to establish measures against serious quality issues due
to an incident in which some tempered glass manufactured by our OEM
was shipped without undergoing a re-heating treatment that was requiredby both our customers and Central Glass Co., Ltd. (Please refer to p.15)· Maintained the quality assurance system and conducted quality improvement activities through quality audits at each business site such
Improve the Quality Management
as manufacturing sites and affiliate companies.
System.
· Promoted quality management activities through quality audits of subcontractors and suppliers of raw materials.
· 
Conducted quality and product safety education through position-based and department training.
Implement more effective quality· Thoroughly implemented measures to identify root causes and prevent
improvement activities.
manufacturing or shipping defective products by analyzing the claims
by segment and product type.

Rating:18○: Achieved target △: Achieved most targets but not all ×: Additional measures required

CSR Report 2019

(Check)Ratings(Act)
FY2019 Initiatives

×Ensure strict compliance. “Follow
what is decided” and “Follow what
we decide.”
Recognize the impact of improper
actions on quality and review quality
activities groupwide.

○

Thoroughly reinforce quality performance by continually improving theeffectiveness of the Quality Management System.

○

Actively implement preemptive activities to prevent quality issues andreduce risk.
Thoroughly implement measures toprevent a recurrence of defects andwork to improve quality performance.

Environment and Safety

Corporate Governance

Promoting Responsible
Care Activities
The Central Glass Group will strive to enrich society through measures that ensure the protectionof the global environment and the health and safety of people through Responsible Care activities.
What Is Responsible Care?

Environment, Safety & Quality
Management

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

Environment and Safety Audits
The Central Glass Group checks the conditions of management systems, occupational safety and health, environmental conservation, logistical safety, chemical andproduct safety measures and dialogue with the communities at plants, research centers and domestic affiliates.
To verify the status of each item, each business site conducts an environmental safety self-audit, followed by anon-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 FY2018, all 52 business sites in Japan comprising
the Central Glass Group conducted environmental safety
self-audits, in addition to which we executed on-site environment and safety audits at 15 of those sites.
If improvements or corrective actions were requested
during these audits, we provided support until they were
implemented.
We also inspected 11 overseas business sites to checkthe conditions of occupational accidents and environmental conservation.

Environment and Safety

We will continue to ensure compliance with laws andregulations for occupational safety and environmental
conservation as well as carry out environment and safety
activities at each domestic and overseas business site.

Promotion of Environmental Protection
The Flow of Substances at the Central Glass Group

Quality

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 andthe establishment of recycling systems. In the Glass Segment, establishing measures to prevent global warming isa priority, since daily operations require a huge amountof heat energy to melt raw materials. On the other hand,
the Chemicals Segment engages in the development ofenvironmentally friendly products and reduction of waste.

Employees

INPUT
1,071,000 tons

Total Amount of Materials Input

Total Amount of Water Resources Input

22.952 million m3

Central Glass Co., Ltd.

Affiliate Companies

Central Glass Co., Ltd.

Affiliate Companies

701,000 tons

370,000 tons

11.926 million m

11.026 million m

3

3

Amount of Net Energy Input

13,751 TJ*

Central Glass Co., Ltd.

Affiliate Companies

6,843 TJ

6,908 TJ

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

Central Glass Group(Suppliers)

OUTPUT

tons-CO2e

Manufacturing

Atmosphere

Total Emissions of Greenhouse Gases

Consumption(End users)

475,000 tons-CO e

432,000 tons-CO e
25,113 tons

Waste

20.836 million m3

Total Amount of Discharged Water
Central Glass Co., Ltd.

Affiliate Companies

10.576 million m

10.260 million m

3

3Discharge of Water Pollutants

Central Glass Co., Ltd.

Affiliate Companies

Central Glass Co., Ltd.

3,614 tons

1,499 tons

62 tons

89 tons

Total Amount of Waste Produced

165,000 tons

Central Glass Co., Ltd.

Affiliate Companies

43,000 tons

122,000 tons

Final Disposed Amount of Waste

21,000 tons

Affiliate Companies

Central Glass Co., Ltd.

Affiliate Companies

27 tons

9,000 tons

12,000 tons

Reporting range●Central Glass Co., Ltd.: 3 plants, 1 manufacturing site, 3 research centers, and the head office●Domestic affiliates: 6 major affiliates●Overseas affiliates: 11 major affiliates
Tabulation of emissions of environmental pollutants at overseas affiliates began in FY2013.
Some business sites for which calculations were unavailable are excluded.

Activities at Individual
PlantsAffiliate Companies

Emissions of Air Pollutants(Customers)

Water

907,000 tons-CO2e

Central Glass Co., Ltd.
2

Sales

Logistics

Society

Raw Materials
Procurement

89%

Recycling Rate of Waste
Central Glass Co., Ltd.

Affiliate Companies

77%

94%

CSR Report 201919

Environment and Safety

Promoting Responsible Care Activities

Reduction of Greenhouse Gas Emissions
Central Glass Co., Ltd. has set and is working toward a
FY2020 target of reducing greenhouse gases that are given
off by the use of fuel, purchased power, and raw materials for
manufacturing by 15% relative to FY2005 levels with thisserving as a mid-term initiative to prevent global warming.
Our greenhouse gas emissions due to plant operations
in FY2018 were 475,000 tons (CO2 equivalent, 51%
reduction relative to FY2005), which shows a reduction
compared to the previous year as a result of the power optimization of plant operations. In addition, we reduced theamount of greenhouse gas emissions that were generated
during the transportation of products relative to the previous year by shifting toward use of railway and sea vessels.
We will continue to strive to reduce the amount ofgreenhouse gas emissions of both domestic and overseas
affiliates.

In FY2018, our industrial waste (final disposal volume)amounted to 9,000 tons, down 86% from FY2000. Thus, wehave continued to achieve the target. We will continue management efforts to sustain our target achievement for FY2020.
(Government target: 70% reduction in the final disposed amount of industrial waste in FY2020 compared to FY2000)■Final Disposed Amount of Industrial Waste (Central Glass Co., Ltd.)(Unit: 1,000 tons)
67.5
70
60
50
40
26.8

30

20.2

20

13.7

10

10.1

9.0

2017

2018

0
(FY)

2000
2014
(Base year)
Matsusaka

2015
Sakai

2016
Ube

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

Emissions of greenhouse gases

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

941

140

Reduction target by FY2020 from FY2005
941,000 t-CO2e × 85% = 800,000 t-CO2e

800

682

600

120

51% reduction
in FY2018
488

460

485

100
475

200

15.3

9.3

8.3

9.3

9.1

2014

2015

2016

2017

2018

0
(FY)

80
60

400

2005
(Base year)

40
20
0

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

Matsusaka
Sakai
Ube
KawasakiHead office, 3 research centers and the Chemicals Production Engineering Center
Freight transport■Changes in Greenhouse Gas Emissions (Central Glass Group)
Emissions of greenhouse gases(Unit: 1,000 tons-CO2e)
995
1,000

●Central Glass Group:
The Central Glass Group has shown an overall reduction
in waste in FY2018.
Although the waste generated from periodic repairs of
the float glass manufacturing lines in FY2017 was fully
disposed of within the same year, the amount of waste fromour overseas affiliates slightly increased in FY2018 due toincreased production. On the other hand, the amount ofwaste slightly decreased at our affiliates in Japan.
We will continue initiatives to reduce the amount ofwaste including both domestic and overseas affiliates.
■Final Disposed Amount of Industrial Waste (Central Glass Group)(Unit: 1,000 tons)
80

818

807

897

907

60
50

500

40

31.1

30

0
(FY)

23.8

20

2014

2015

Central Glass Co., Ltd.

2016
Domestic affiliates

2017

2018

Reduction of the Final Disposed Amount of Industrial Waste●Central Glass Co., Ltd.:
Plants of Central Glass Co., Ltd. support promotion of reduction, reuse, and recycling of industrial waste as an important task in our Responsible Care activities, and eachbusiness site carries out initiatives accordingly.
From FY2016 onward, we have set a target of a 71%
reduction from FY2000, based on targets that the Japan
Chemical Industry Association and the Flat Glass Manufacturers Association of Japan set according to guidelines
established by the Japan Business Federation. We aim toachieve this target by FY2020.

CSR Report 2019

19.1

23.5

20.4

10

Overseas affiliates

0
(FY)

20

73.9

70

2000
(Base year)

2014

Central Glass Co., Ltd.

2015

2016

Domestic affiliates

2017

2018

Overseas affiliates

Air and Water Pollutant Emissions
The Central Glass Group’s 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 theglobal environment and human health and safety, therefore
we will continue to carry out appropriate management.

●Status of Emissions of Air Pollutants■SOx Emissions■Chemical Oxygen Demand (COD)(Unit: tons)(Unit: tons)

3,000

100

2,000
1,594

1,484

1,500

1,348

1,398

57

60

1,591

40

84

81

80

Environment, Safety & Quality
Management

2,500

Corporate Governance

The trends in our emissions of three air pollutants, sulfur oxide (SOx), nitrogen oxide (NOx), and ash dust, areshown below.

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

45

42

1,000
20

500
0

Matsusaka

2015
Sakai

Ube

2016
Kawasaki2017

Domestic affiliates

2018

(FY)

Overseas affiliates

2014
Matsusaka

2015
Sakai

Ube

2016
Kawasaki■NOx Emissions■Total Phosphorous Emissions(Unit: tons)(Unit: tons)

5000

5

4000

4

2,425

2,395

2,936

Overseas affiliates

3

2,367

2000

2
1.4

1.2

1.5

1.5

1.4

2016

2017

2018

1

1000

0

0
(FY)

Domestic affiliates

2018

Quality

3,018

3000

2017

Environment and Safety

0
2014

(FY)

2014
Sakai

Ube

2016
Kawasaki2017

Domestic affiliates

2018

(FY)

Overseas affiliates

2014
Matsusaka

2015
Sakai

Ube

■Ash Dust Emissions■Total Nitrogen Emissions(Unit: tons)(Unit: tons)

140

100

120

114

116

KawasakiDomestic affiliates

Employees

Matsusaka

2015

Overseas affiliates

80

100

41

32

Society

38

40

34
24

20

20

2014
Matsusaka

2015
Sakai

Ube

2016
Kawasaki2017

Domestic affiliates

2018
Overseas affiliates

(FY)

2014
Matsusaka

2015
Sakai

Ube

2016
Kawasaki2017

Domestic affiliates

Activities at Individual
Plants

0

0
(FY)

48

43

60
40

59

60

80

2018
Overseas affiliates*The data for overseas affiliates is shown only as reference because the data was collected according to the standards in each region.

CSR Report 201921

Environment and Safety

Promoting Responsible Care Activities

Central Glass Co., Ltd. calculates the amount of chlorofluorocarbon emissions based on the Act on Rational Useand Proper Management of Fluorocarbons (2015). According to the results of simplified checks and regular inspections of 2,853 units at our business sites in FY2018,
we were able to reduce the emissions relative to FY2017.
However, since the total emissions at our business sites
were 1,485 t-CO2e, which exceeded 1,000 t-CO2e, we notified the government in accordance with the above act.
In the future, we will strive to reduce emissions of chlorofluorocarbons through measures that include identification and repair of leakage areas, equipment management,
and the control of the amount of refrigerants.

Security and Disaster Prevention
Since the major plants of Central Glass Co., Ltd. are mostly
located in areas designated by the Act on the Prevention ofDisaster 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. We report any incident such as
fire or leakage that occurs in a plant to fire departments
and government agencies as an irregular incident.
We work to preemptively prevent accidents and disasters 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, inorder to preemptively prevent any accidents or disasters.

Industrial Health and Safety
The Central Glass Group conducts safety and health activities at each business site under the basic policy and priority implementation items articulated in the Management
Policy for Safety and Health for each fiscal year. We havealso introduced Safety Operations Awards for businesssites with zero accidents resulting in lost work hours in order to raise motivation about continued safety and healthactivities at each business site. Information about occupational accidents is also shared throughout the Central
Glass Group in an effort to prevent occupational accidents.
In FY2018, the number of occupational accidents of
the Group companies in Japan was 49 in total, of which
20 cases resulted in lost work hours and 29 cases did not
result in lost time.
22

CSR Report 2019

With respect to the state of workplace accidents, fromthe perspective of lost time injury frequency rates, ouraffiliate companies and business partners showed an increase in accidents with lost work hours. In addition, heatstroke also contributed to the increase in lost time injury frequency rates due to extremely high temperaturesduring the summer.
In the future, we will continue to work to promote occupational safety and health through measures such as safety activities, safety education, and cautionary reminders
in order to prevent occupational accidents.
■Lost Time Injury Frequency Rates
2.5
Lost time injury frequency rates

Reduction of Chlorofluorocarbon Emissions
from Industrial Air-conditioning Equipment
and Refrigerators

2

1.5

1

0.5

0

2014
Central Glass Co., Ltd.

2015
Business Partners*

2016

2017

Manufacturing industry (average)

2018
All industries (average)

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

Logistical Safety
Central Glass Co., Ltd. and our domestic affiliate companies
implement periodic training and education for not only theiremployees but also for employees at the business partners
to which they outsource transporting, in order to prevent
accidents during the transportation of chemical substances
and to minimize the damage in case of incidents.
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 have formulated.
In FY2018, we reviewed and revised the guidelines inorder to further manage chemical substance transport
properly. The details listed on these yellow cards are periodically revised by the relevant departments.

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

*1 SDS: Safety Data Sheet. These are data sheets that list information
related to the hazardousness of chemical substances and the like aswell as information concerning the environment.
*2 GHS: Globally Harmonized System of Classification and Labellingof Chemicals. This globally harmonized system classifies and labels
chemical products.

Society

Promotion of Green Procurement
The Central Glass Group actively promotes green procurement to give priority to procuring raw materials and materials that have less impact on the environment.
In FY2018, we reviewed our internal database in orderto smoothly run operations for green procurement.
Through these initiatives, we will promote the reliable
management of chemical substances.

CSR Report 2019

Activities at Individual
Plants

Structural components containing asbestos are still usedin some of the buildings and production facilities at Central Glass Co., Ltd. and our domestic affiliate companies.
We therefore identify the locations where those components are used, manage them appropriately, and properly
dispose of them upon removal, complying with the Industrial Safety and Health Act, Waste Management and Public Cleansing Act, etc.
In order to ensure appropriate handling, we conduct an
on-site environment and safety audit once a year during
which we survey the state of use, storage, and disposalof asbestos at Central Glass Co., Ltd. and our domestic
affiliates and confirm the conditions.
In FY2018, we disposed of asbestos used in materials
such as the thermal insulation of piping at production facilities at Ube Plant and some affiliates.
Moving forward, we will continue to comply with laws
and ordinances and promote appropriate measures.

Central Glass Co., Ltd. and our domestic affiliates strive toprovide information through SDS*1 that conform to GHS*2.
When handling chemical substances, measures necessary
for risk abatement can be taken based on the information
listed in the SDS, which leads to safety and protection of
the environment.
We continued to strive for comprehensive safety management in FY2018 by raising employee awareness about
SDS, such as the SDS of products and purchased raw
materials. We also take the same care in the labeling forcontainers 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 creating labels andissuing labels after mutual confirmation among multiple
departments.
Furthermore, we will properly comply with JIS Z
7252:2019 and JIS Z 7253:2019 for SDS creation andlabeling methods, which will be amended in May 2019.

Employees

Asbestos Management

SDS/GHS Labeling

Quality*1 PRTR: Pollutant Release and Transfer Register

Environment and Safety

Central Glass Co., Ltd. has been voluntarily surveying, aggregating, and reporting PRTR*1 data since FY1995, prior
to the enactment of the Chemical Substances Management Act (2000), in order to reduce emissions of chemical substances into the environment.
The number of substances subject to notification in
FY2018 at Central Glass Co., Ltd. and our domestic affiliates decreased by four to 55 compared to the previous
fiscal year (the status of each Central Glass plant is given
in “Activities at 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 and Deleterious Substances Control Act, and the High
Pressure Gas Safety Act in order to further improve measures ensuring the safety and health of workers. For ouraffiliate companies, both in Japan and overseas, we strive
to recognize local laws and the chemical substances theyhandle in order to promote the management of chemical
substances from a global perspective. We will continue
working to properly manage chemical substances.

Central Glass Co., Ltd. and our domestic affiliates ensure
instruments such as transformers, stabilizers, and capacitors that contain polychlorinated biphenyl (PCB) comply
with the Act on Special Measures Concerning Promotionof Proper Treatment of PCB Waste, Waste Management
and Public Cleansing Act, and other laws and regulations.
We dispose of PCBs through strict management, following
the set schedule of disposal.
In order to ensure appropriate handling, we conduct
on-site environment and safety audits each quarter as anopportunity to survey the state of storage and disposal of
instruments containing PCBs at Central Glass Co., Ltd.
and our domestic affiliates and to confirm the level ofmanagement.
In FY2018, we focused on checking for equipment
containing high-concentrations of PCBs that would soon
reach the deadline for disposal, such as equipment containing fluorescent light choke coils.
Moving forward, we will continue to comply with laws
and ordinances and promote appropriate measures.

Environment, Safety & Quality
Management

Management of Chemical Substances

Management of Instruments Containing PCB
Corporate Governanceof the accord of the 2002 World Summit on Sustainable Development in Johannesburg, “Aiming to achieve, by 2020,
the use and production of chemicals in ways that minimize
significant adverse effects on human health and the environment.” Such regulations include Europe’s REACH regulations and Japan’s revised Act on the Evaluation of Chemical Substances and Regulation of Their Manufacture, etc.
Furthermore, revisions to laws on chemical substances havebeen pushed forward in Asian countries in recent years, andwe 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.

23

Quality

Providing Reliable Products andServices 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 through the spirit of Monozukuri. In addition to complying with laws and regulations, we ensure product safety in order to minimizerisks to customers, and take customer feedback earnestly so that we can accurately understand theirdemands and provide reliable products and services.

Quality Control Audits
The Central Glass Group systematically conducts quality
control audits at each business site as well as at affiliates
in Japan and overseas through each quality assurance department in the Glass and Chemical segments.
In FY2018, we conducted audits at 19 sites based on
the annual plan. If corrective actions or improvements
were requested during these audits, we provided support
until they were implemented. We will continue to improve
the level of activities at each site.

Quality and Product Safety Education
In order to conduct comprehensive and systematic quality-related education, we established a quality education
system for Central Glass Co., Ltd. and our affiliates inJapan, and began providing employees systematic education organized by position and division with the main
purpose of facilitating understanding about quality-related laws and regulations as well as quality management
methods.
In FY2018, we conducted rank-based training for newly
appointed managers and assistant managers as an opportunity to provide education about topics such as quality-related laws and regulations as well as quality management methods.
For division training, we instructed the sales divisionon quality and product safety, and the research and manufacturing divisions on creating SDS labeling which conforms to GHS.
We utilize knowledge and techniques gained throughthese educational opportunities in promoting quality activities that put customer satisfaction first.

Training for Newly Appointed Managers

Education on Creating SDS Labels Conforming to GHS

Quality and Safety Education for the Sales Division24

CSR Report 2019

Business Site

Circle Name

Ube Plant

MS-13X

Ube Plant

Shuttle 21

Ube Plant

Challenge A (Ace)Central Chemical Co., Ltd. (Ube Plant)

Alps

Kawasaki Plant

D TeamCentral Glass Fiber Co., Ltd.
(Kasugai Plant)

Insulator

Carlex Glass America, LLC(Vonore Plant)

Lamination/Assembly

Matsusaka Plant

Thoroughbred

Mie Glass Industry Co., Ltd.
(Matsusaka Plant)

Bamboo Shoot Circle

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

MAC

Environment, Safety & Quality
Management
Environment and Safety

The Central Glass Group regularly holds groupwide QC
Circle Conferences as a venue to present the success ofquality improvement activities.
A total of ten teams (“Circles”) gave presentations at
the 36th conference held in FY2018, consisting of five
Circles from the manufacturing divisions, four from affiliates in Japan, and one from an overseas affiliate.
Each Circle presented its improvement activities basedon various approaches it took towards its theme as well as
the outcome of its efforts over the past year. There werealso lively question and answer sessions among presenters, judges, and attendees.
As our QC Circles engage in friendly competition witheach other through these groupwide conferences, they
pursue the realization of the Central Glass Group’s corporate philosophy, “Creating a better future through Monozukuri.”■Circles Participating in the 36th Groupwide QC Circle
Conference (In order of presentation)

Corporate Governance

36th Groupwide QC Circle Conference

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

The quality assurance departments of the Glass andChemicals segments of the Central Glass Group conduct
audits at our OEMs as well as regular audits within theGroup.
In FY2018, based on the annual plan, we conducted
audits at 11 OEMs with their understanding and cooperation. If corrective actions or improvements were requested
during the audits, we provided support until they were
implemented.

Employees

Presentation by “Shuttle 21”

Quality

Original Equipment Manufacturing (OEM) Audits

Conflict Mineral Surveys

Society

Central Glass Co., Ltd. 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 regarding the procurement of conflict minerals(tantalum, tin, tungsten and gold).
In FY2018, thanks to their understanding and cooperation, we verified that all of our procurement partners
handling conflict minerals were certified under the RMI.

Activities at Individual
PlantsAwards Ceremony

CSR Report 201925

Employees

Manufacturing (Monozukuri ) Is about
Developing Human Resources (Hitozukuri )Central Glass Co., Ltd. is a “Monozukuri ” (manufacturing) company that has continually provided superior productswith higher added value in order to enrich people’s lives. We focus on Hitozukuri (developing human resources) as thefoundation of our corporate growth and strive to enhance our human resource development and HR programs with theaim of creating an environment where each individual can demonstrate his or her capabilities and skills to the utmost.

Creating a Healthy and VibrantCorporate Culture

Promotion of the Employment ofDiverse Human Resources

The Act on Promotion of Women’s Participation and Advancement in
the Workplace, which was enacted due to concerns about labor shortages by an aging population and a declining birthrate, required theformulation of a 10-year Action Plan beginning in FY2016 to actively
appoint female employees to managerial positions and expand therange of occupational fields for women.
Central Glass Co., Ltd. aims to improve productivity by utilizing diverse human resources, carrying out effective education, and reviewing the working environment, and formulated the First Action Plan toPromote Female Workplace Participation (“First Action Plan”) from2016 to 2017 to grasp the current situation and analyze the challenges. Measures to improve working style problems that were discovered
during the First Action Plan have been reflected in the Second Action
Plan to Promote Female Workplace Participation (“Second Action
Plan”) which runs over four years from FY2018 to FY2021. We continue to aim to build a company where each and every employee canfeel themselves grow and gain motivation to work over the long termby carrying out actions based on the Second Action Plan.

Central Glass Co., Ltd. works to employ and develop diverse human resources while furthering the cultivation of a company culture where each and every employee can work enthusiastically.
In addition to employment of persons with disabilities and reemployment of people who have retired, we are working to hirea multinational workforce to take advantage of experiences fromvarious cultures and values. In FY2018, our employment rate ofpersons with disabilities was 2.14%. Although we were unable
to reach the employment rate target of 2.2%, Central Glass Co.,
Ltd. is committed to continually increasing our employment of
persons with disabilities and to creating accommodating environments where they can exercise their diverse abilities.

Second Action Plan to Promote Female Workplace Participation(April 2018 to March 2022)
Target 1 Increase the female employee ratio.
Target 2 Raise awareness toward innovating working style.
(1) Promote changing working style to finish work within the designated working hours.
(2) Continue to implement “Smart Day”*, overtime applications and planned leave program.
(3) Encourage managers, including line managers, tochange their attitudes regarding working style.

Target 3 Share child raising and nursing care information.
* “Smart Day” refers to days designated for leaving work on time.

■Employment Status Data
Item

FY2016FY2017FY20181,662(156)*1

1,666(163)*1

1,633(170)*1

Number of new
recruits

83
(9)*2

75
(11)*268(14)*2Average age

36.2

36.3

36.3

Average years ofcontinuous employment

14.5

14.8

14.7

Number of nonJapanese employees

5

6

10

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

20

30

22

Percentage of persons
with disabilities

2.21%

2.41%

2.14%

Number of people
who are re-employed
after retirement

213

172

165

Number of
employees*1 Number in brackets represents number of total female employees.
*2 N umber in brackets represents number of female employees among new recruits.

■FY2018 Targets and Performance Results

Review/reform of working styleand information sharing about the
supporting systems

Major
IssuesRating:

26(Plan)FY2018 Targets(Do)
FY2018 Initiative Results(Check)Ratings(Act)
FY2019 Initiatives

Maintain the number of recruits of new female · Increased the ratio of new female graduates
graduates.
(14.7% to 20.6%)

Actively recruit women and establish anenvironment and policies to ensure long-term
employment.

(1) Investigate effective methods to raise aware- · Examined specific awareness raisingness towards reforming working style.
methods in model departments.

Examine the implementation of thestreamlining of tasks in model departments.

(2) Continue to implement Smart Day (days des· Continued the actions outlined in the First
ignated for leaving work on time), overtime
Action Plan.
applications and planned leave program.

Continue the actions outlined in the First
Action Plan.

(3) Understand the current state of managers’ · Confirmed the content of the existingawareness about working style.
training for managers.

Examine specific contents of the training for
managers.

Examine effective methods to share information · Shared the information via the corporate
about child raising and nursing care.
intranet.

Continue to publicize relevant regulations,policies, and model cases.

: Achieved target

CSR Report 2019

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

Initiatives to Support Work andFamily Life Balance■Child Care and Nursing Care Programs
Maternity leave

Legally mandated leave before and after childbirth.

Childbirth leave*

Three days off within a one-month period around the expected
delivery date.

Child care leave

Legally mandated child care leave.
Child care leave is available to employees with children between the ages of one year and six months to two years old.
Up to five days of paid leave from the first day of leave.*

Parental leave*

One day off per month for child care.

Nursing care leave forchildren

36 days off per year for nursing care for children.*

Shortened working hours
during child care*

Shortening of working hours by a maximum of two hours perday.

Staggered working hours
during child care

One-hour postponement of the start of the workday for staggered working hours during child care.

Nursing care leave*

Total of 365 days of leave, which can be divided into up to
three periods.

Time off for nursing care

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

Shortened working hours
for nursing care

Shortening of working hours by one hour per day.

Environment, Safety & Quality
Management

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

Corporate Governance*An asterisk indicates a program surpassing that mandated by law (theprogram itself, the length of time, etc.)

Environment and Safety

Central Glass Co., Ltd. is building systems surpassing
those mandated by law to support people who are raisingchildren or caring for family members. Female employees
using childbirth and parental leave programs have becomea norm in the company culture, and male employees arealso taking advantage of programs that include childbirth,child care and nursing care leave. Furthermore, female
and male employee usage of child care leave and staggered working hours while raising children is increasing.
Furthermore, we are developing systems that support
nursing care, while also informing and publicizing modelcases that include clear usage procedures of these systems in order to eliminate the concerns of employees who
may need to care for family members, so that they canbalance work and care for their family members whennecessary.

Childbirth preparation
leave*VOICE
Yuichi Kenmochi

Mental Healthcare

Intellectual Property Department(Kawagoe)In recent years, along with increased awareness that mental issues could hurt not only the employees who suffer
but also the atmosphere or productivity of the workplace,companies are expected to deal with mental healthcare in
extremely discreet and sincere ways.
Since FY2009, the Central Glass Group has been encouraging every employee to assess their level of stressthrough the introduction of annual stress checks as a primary step to prevent mental disorders. Our policy is tohave 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 that systematically outlines advice on support foran employee who has been absent from work due to amental disorder, including information for their doctors
and supervisors to help them return to work. This program
establishes a framework to prevent a recurrence after theemployee returns to work as well as to build an approach
for accepting them back into the workplace.

Quality

I took childbirth leave when myoldest son was born and childcare leave for an additional
week after my wife came home from the hospital.
Although my first experience of raising a baby wasdifficult, each day I felt fulfilled focusing on taking careof my son. I feel that the experience of dividing up thehousework and child care tasks helped me learn how
to plan and prioritize tasks at home, which also has
improved my skills to organize and prioritize duties atwork. Through my interactions with a baby who cannot
speak yet, I have also learned to be more considerate
to everyone. Soon my wife will also return to work fromchild care leave. I hope to continue to contribute toCentral Glass while making my family a priority.

Employees
Society■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 dateMaternity leave（

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

Activities at Individual
PlantsChildbirth leave (3 days)

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

Shortened working hours during child care
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.
The
section illustrates the period extension effective from April 1, 2019.

CSR Report 201927

Employees

Manufacturing (Monozukuri ) Is about Developing Human Resources (Hitozukuri )Central Glass’s Education System
The education that Central Glass Co., Ltd. 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 participants’ ages andpositions, as well as selective education programs organized according to work duties and abilities.

improved their English and Chinese language abilities ina relatively short period. We will continue to implement
the courses in FY2019 to support improving the language
skills of our employees.
In addition, the Short-term Study Abroad Program offers opportunities to our employees to attend foreign language schools for three to six months in order to develop
their practical business skills in a foreign language andfoster their global mindset.
In FY2018, one employee participated in the Short-term
Study Abroad Program, which helped him improve his
language abilities and cultivate a global mindset throughinteractions with the local people. We will continue to implement the program in FY2019.

■Education for Career Development
Eligibility-based education programs

2nd-year training
OJT system (On-the-Job Training)
Training for new employees/Training at plants/Induction training

Overseas job training

Programs to fostera global mindset

5th-year training

Short-term study abroad*Language study, etc.

Supervisory rank (K Rank)
Leadership rank (S Rank)

Training for newly appointed assistant managers

Management training

MOT

Training for newly appointed managers
Education for HR assessment and development

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

MBA (overseas/
domestic)

Training for executives on temporary dispatch

Selective education programs

K1 selective
training

Manager rank (M Rank)

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

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

Standard rank (J Rank)

Leadership rank (S Rank)

Ability-based
rank

Position-based education programs

Enhancement programs

New leader training

Subleader training

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

Shin Kitagawa
Training
for
employeesofadministrative
departments

Active Expert
Center (AEC)
training(fostering leaders)Groupwide QC
Circle Conference/
Lecture forengineers/Various
study groups

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

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

Language Study
Central Glass Co., Ltd. provides English, Chinese and Korean language study programs to improve the language
skills of our employees as part of the global human resource development program.
We also provide English and Chinese Courses to Develop Globally Minded Employees as enhancement programs, in which our employees are offered opportunities
to join local on-site language schools or take intensive
online lessons as a way to acquire more practical language
abilities.
In FY2018, three employees took the English Course
and two employees took the Chinese Course, where they28

CSR Report 2019

VOICE
Glass Manufacturing Technology
Center

I joined the Short-term Study Abroad
Program and went to a language school for three months in
Manila in the Philippines, where the official languages are
English and Tagalog. I learned English at the language school
every weekday from 9:30 a.m. to 5:00 p.m. The mornings wereprimarily made up of private lessons where I practiced mypronunciation and learned business English with my teachers,
while in the afternoon I usually had discussion exercises withother students about a designated topic in group lessons. I
recognized improvement in my speaking ability in the second
half of my short study abroad thanks to the many studentoriented lessons at the Philippines language school. I also
learned how important it is to have my own opinions and present
them clearly because we were always required to share ourthoughts during these lessons. On weekends, I went to Manila
and the Cebu islands, which let me have some fun as wellas learn about the local cultures. I not only studied English
but also learned about cultural differences first-hand throughthese experiences. I am now in charge of the technical support
operations of overseas companies after my short study abroad. I
hope to take full advantage of the experience gained during thisshort term study abroad in my work in the future.

Presentation by the Intern

Equipment Maintenance Lesson at the “Maintenance School”

Quality

Central Glass Co., Ltd. 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 for the 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 andrepeatedly carrying out information gathering, analysis
and discussion while visiting the production areas. This
practical education effort works to solve problems in the
manufacturing areas while investigating the root causes.
In FY2018, eight trainees selected from each plant participated in the AEC trainee education. We will continue
to implement this education in FY2019 to further develop
future on-site leaders.

Environment and Safety

Central Glass Co., Ltd. conducts training to foster a global
mindset in employees so that they can participate on theworld stage. In FY2018, we carried out training to teachleadership rank employees the mindset and skills necessary for conducting business globally in order to provide
motivation to develop their communication skills and theirunderstanding of different cultures. We will also conduct
training for supervisory rank employees in FY2019.
In addition, we began accepting interns from foreign
universities at our plants starting from FY2012 in aneffort to promote employees’ awareness of diversity andimprove communication skills with people from different
countries.
In FY2018, we hosted an intern from the United States.
Employees learned to embrace different cultures and values while gaining confidence in communicating in English
through English lessons and workplace interactions with
the intern. We also plan to host two interns from the United States in FY2019 to promote activities to grow understanding of diversity and different cultures as well as toimprove communication skills.

Environment, Safety & Quality
Management

Fostering a New Generation of
On-site Leaders

Corporate Governance

Cultivating Global Awareness andUnderstanding Diversity

Employees■FY2018 Targets and Performance Results

Improvementof on-site
capabilities
throughMonozukuri
education.
Rating:(Act)
FY2019 Initiatives

Implement language education · Conducted English, Chinese and Korean language study.
programs.
· Sent
employees to overseas short-term study abroad programs.

○· Continue
to implement language
education programs.

Develop candidates for managerial positions.

· Sent two employees to the 2-year MOT program, where theyearned degrees.

○· Continue
to develop candidates
for managerial positions.

Cultivate global awareness andunderstanding of diversity.

· Implemented training to foster a global mindset in leadershiprank employees.
· Accepted one intern from the United States.

○· Continue
to implement training
to foster a global mindset.

Foster a new generation of
on-site leaders.

· Implemented basic education and programs for developing problem-solving skills through activities based on given themes toeight selected trainees.

○· Continue
to foster a new generation of leaders through Active
Expert Center (AEC) trainee
programs.

Implement position-based
education programs.

· Implemented position-based education programs.
· Implemented supervisor training to improve staff management
skills.

○· Continue
to implement position-based education programs.

(Do)
FY2018 Performance Results

Activities at Individual
Plants

Cultivation of
global humanresources
through
education forcareer development.

(Check)Ratings(Plan)FY2018 Targets

Society

Major Issues○: Achieved target △: Achieved most targets but not all ×: Additional measures required

CSR Report 201929

Society

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

Participation in Flea Markets
Every year the management of the Central Glass Labor
Union Head Office and Kawasaki Branch voluntarily
participate in a flea market held at Shinagawa Intercity
on their day off as a part of our social contribution
activities. They spend a whole day from early morning
displaying and selling goods collected from the Central
Glass Group employees.
“I need a lot of towels for taking care of my sick family
members,” an elderly lady told us this year, carrying many
towels in her hands while picking up other daily items topurchase as well. Toys and lunch boxes are popular among
young couples with children. We often receive words ofgratitude during the event and feel happy that we are able
to provide things to people who really need them, whichmeans more to us than the amount of sales.
In FY2018, the sales totaled 46,415 yen, which was
donated to support volunteer organizations worldwide
through Central Social Welfare. The Central Glass Labor
Union will unify all of the employees to expand our circleof support through social contribution activities.

Flea Market

30

CSR Report 201915th Regional Responsible Care
Meeting in Ube District
Four plants from three chemical companies in Ube District
hold a Responsible Care Meeting with the local communities every two years. The 15th Responsible Care Meeting
was held on November 17, 2018 with the participation of
53 people from the local government, local NGOs and general citizens. After the four plants provided an overview of
their plants and explained their environmental initiatives,
the Japan Chemical Industry Association described Responsible Care and its communication activities. Ube City
then illustrated their environmental conservation efforts,
followed by discussions with two groups on themes suchas chemical substance management and zero emission ofwaste. Both groups actively expressed their opinions andexchanged specific ideas about the environment, which
led to a very successful meeting. We will continue to foster communication with the local residents to build safe
and secure business sites together with everyone in thecommunities.

15th Regional Responsible Care Meeting in UbeDistrictMatsusaka Plant has been offering the Mie Prefecture
Kids’ ISO 14000 Program to neighboring elementary
schools since 2013 as one facet of its social contribution
activities. This program aims to offer youths insights into
the following items:

Environment and Safety
Quality

Kids’ ISO is the only education program that has been
officially approved to use “ISO” in its name by the International Organization for Standardization (ISO).
A parent of one of the youths sent a note commenting,“My child came home from school and talked with me
about his own ideas for reducing our use of electricity andwater. I am so happy that he was not simply sitting at lessons but was encouraged to generate his own ideas, and I
am glad this education program was able to inspire theseideas in him. I must also confess I felt some regret for how
wasteful I have been after talking with him.”
Even though the program name contains “Kids’”, thisprogram offers an opportunity to the local community
members to learn about environmental conservation as
well. We will continue to run this program in the future tocontribute to creating a better society as a whole.

As a member company of the Sakai-Semboku Rinkai Special Disaster Prevention District Council, the Sakai Manufacturing Site secures the safety of the neighboring residents by preventing the occurrence or spread of disasters
such as oil leakage or fire in the industrial complex. Alongwith the other member companies, Osaka government,
and Sakai city government, as well as the police and fire
departments, the Sakai Manufacturing Site participates
as a Disaster Prevention member in the comprehensive
disaster prevention drills conducted every year.
Furthermore, the Sakai Manufacturing Site has concluded a memorandum with the Sakai Fire Department
to serve as a disaster response committee. The Sakai
Manufacturing Site will engage in activities that include
fire-fighting support, rescue assistance, relief aid, andpersonnel deployment support to areas around the site in
the event of large-scale disasters, which will increase thecapabilities of the local communities to respond in thecase of an emergency.

Environment, Safety & Quality
Management(1) Encouraging youths to learn about the importanceof environmental conservation.
(2) Nurturing the development of a leadership mindset
in the youths at home, while letting them experience success and gain confidence and a sense ofaccomplishment.
(3) Developing problem solving skills through the Plan,
Do, Check and Act cycle.

Sakai-Semboku Rinkai District
Disaster Prevention Drills

Corporate Governance

Mie Prefecture Kids’ ISO 14000 Program

Employees
Society

Lessons

Activities at Individual
PlantsSakai-Semboku Rinkai District
Disaster Prevention Drills
Kids’ ISO 14000 Manual

CSR Report 201931

Activities at Individual Plants

Ube Plant

Address
Number of employees
Major items produced
Certifications

5253 Okiube, Ube City, Yamaguchi Prefecture
644 (as of March 31, 2019)
Fluorine products, other chemicals
ISO 14001 (December 2000)
ISO 9001 (December 1997)
OHSAS 18001 (April 2011)

Message from the Plant Manager
Ube Plant, established in 1936 and located in the
coastal industrial region of Ube along the Seto InlandSea, began with soda production and expanded to
production of fertilizers and fine chemicals products.
Today, Ube Plant primarily manufactures fine chemicals
containing organic and inorganic fluorine compounds
from raw materials such as hydrofluoric acid. In recent
years, we actively strive in environmentally responsible
Isamu Mori
industries by manufacturing products for next-generation
Plant Manager
non-CFC refrigerants with low global warming potential.
Ube Plant
The plant's green spaces have been furnished withrows of cherry trees, and in spring, local residents enjoy the beautiful
blossoms and natural environment. We will continue to make our plant safeand open to local residents.

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

Preparing for Accidents and Disasters
The industrial complexes that dot Japan handle enormous volumesof high-pressure gases and hazardous materials. Ensuring security
at these industrial complexes is therefore a very important element
in ensuring the safety and security of the nation’s citizens.
In recent years, numerous accidents have occurred at industrial
complexes, and their incidence is expected to remain high. Considering this, we work regularly to increase our ability to maintain security and prepare for disasters, and to take preventive steps against
trouble. On November 12, 2018, we conducted a plant-wide disaster prevention drill assuming a hazardous chemical leak on theCentral Chemical Ube Plant premises. We practiced our response
during an emergency by executing disaster prevention activities withthe cooperation of a total of 170 people from the Ube Sanyo-Onoda
Fire Department and the plant disaster prevention team.
Over the past few years, we have conducted evacuation training that uses the situation of a massive earthquake and tsunami
striking the Nankai Trough. However, this year we assumed anearthquake and tsunami occurring at the much closer Suo-nada
fault and confirmed our emergency response procedures within

the plant including a ShakeOut earthquake drill, an initial earthquake response training method; employee safety confirmation;and post-earthquake status check of the plant. As additional
tsunami response training, we implemented regular closeout
drills of seawalls to verify our on-site emergency response.
As an effort to put in place an effective disaster prevention
system for emergencies at night and on holidays, we conduct
nighttime drills. The manager of disaster prevention (plant manager) and the assistant managers of disaster prevention (eachline manager) then confirm the level of the emergency responseto accidents.
We will continue working to further strengthen
our security management.
Our employees and business partners are united
in their efforts in ensuring
the safety of our plant andsense of security in ourneighboring residents.
Ube Plant Firefighting Activities■Pollutant Release and Transfer Register (PRTR)
Ordinance
Substance Name
Designation No.

(Unit: kg/year)

Emissions
Atmosphere

Water

Compared
Quantityto Previous
Transported
Soil
Year
0
0

16

2, 2’-Azobisisobutyronitrile

0

0

33

Asbestos

00

0

10,000413’-Isopropoxy-2-trifluoromethylbenzanilide (also known as Flutolanil)

0

0

0

0

71

Ferric chloride

0

0

0

0

80

Xylene

910

0

0

3.5
0

81

Quinoline

0

0

0

94

Chloroethylene (also known as vinyl chloride)

0

0

0

0

127

Chloroform

0

0

0

16

149

Carbon tetrachloride

270

0

0

11,000186

Dichloromethane

240

0

0

210

213

N,N-Dimethylacetamide

0

0

0

54,000232

N,N-Dimethylformamide243

Dioxins (Unit: mg-TEQ/year)

19

0

0

3.9

0.013

0.095

0

296

0

1,2,4-Trimethylbenzene

67

0

0

0

300

Toluene

430

0

0

220

349

Phenol

130

220

0

0

374

Hydrogen fluoride and its water-soluble salts

590

0

0

900

411

Formaldehyde

0

0

0

0

438

Methylnaphthalene

44

0

0

0

Quantities emitted, discharged, or transported are listed for those materials handled in amounts exceeding 1,000kg in FY2018 (except for dioxins).

32

CSR Report 2019

Kawasaki Plant

Environment, Safety & Quality
Management

 0-2 Ukishima-cho, Kawasaki-ku,
1
Kawasaki City, Kanagawa Prefecture
Number of employees 207 (as of March 31, 2019)
Major items produced Inorganic chemicals, organic chemicals
Certifications
ISO 14001 (May 2007)
ISO 9001 (July 2001)

Formerly in the electrolytic soda business, Kawasaki Plant has
successfully transitioned to the production of fine chemicals.
As the plant in charge of the Chemicals segment, this plantcurrently produces a wide range of products such as our nextgeneration low GWP fluorine-based foam blowing agent HFO1233zd (E) and our next-generation fluorinated solvent HFO1233zd (Z), which offers both excellent environmental
performance and high cleaning performance; as well as
Masaru Narimitsu
pharmaceutical intermediates, photoresist materials, andPlant Manager
lithium ion battery electrolytes.
Kawasaki Plant
We also actively promote 3R (Reduce, Reuse, and Recycle)
activities for the byproducts produced during the manufacturing processes of theseproducts by reclaiming or recycling flammable waste oil and recycling sludge. Since
FY2000 we have achieved the 71% reduction target, which is the FY2020 goal set byCentral Glass Co., Ltd. for the final annual disposal amount. Our environmental
activities have been recognized by the city of Kawasaki, and Kawasaki Plant has beencertified as a business site taking environmental action, as defined by the city’s bylaws.
By leveraging our location in Kawasaki, we are also working to engage in safe andenvironmentally-friendly plant operations in the region in aspects outside of our
production activities, such as asking all of our employees to use public transportation
for their commute to work.
Considerations about the environment and safety will always be necessary. Kawasaki
Plant will continue to strive in environmental and safety efforts in the future.

Corporate Governance

Address

Message from the Plant Manager

Environment and Safety

Regional Activities
・Carried out regular cleanups of roads around the plant
・Regularly exchanged information concerning the environment andsafety with neighboring plants in the Kawasaki Industrial Complex
・Participated in joint disaster drills with neighboring business sites in
the Ukishima District・Participated in traffic safety guidance organized by the Kawasaki Rinko Traffic
Safety Association
・Participated in Tokyo Bay General Survey for Water Environment (Analysis of andreport on water quality in Tokyo Bay near the plant)
・Held road safety workshops (attended by Kawasaki-Rinko Police)

Employees

Earthquake Disaster Prevention Drills

panies from the same industry in the Ukishima District in Kawasaki. Cooperating with each member company, we are building asystem to ensure mutual support in a disaster, including systematic disaster prevention drills. The member companies also regularly exchange information on security and disaster prevention.

■Pollutant Release and Transfer Register (PRTR)
Ordinance
Substance Name
Designation No.
Quinoline

94

Chloroethylene (also known as vinyl chloride)

149

Carbon tetrachloride

213

N,N-Dimethylacetamide243

Dioxins (Unit: mg-TEQ/year)

280(Unit: kg/year)

Compared
Quantityto Previous
Transported
Year

Emissions
Atmosphere

Water

Soil

0

0

0

2,700

0.3

0

0

240

0.4

0

11,00071,000

0

10

0

0

0.19

0.53

0

0

1,1,2-Trichloroethane

0

4.5

0

1,600

300

Toluene

29

0

0

2,200

374

Hydrogen fluoride and its water-soluble salts

0

0

0

55

392

n-hexane

0.1

0

0

11,000

Activities at Individual
Plants81

Society

Since Kawasaki Plant is located in an industrial complex, weare required to maintain a system for security and prevention ofdisasters at all times, as defined in the Act for the Prevention ofDisasters at Petrochemical Complexes, etc.
Every year we conduct disaster prevention drills incorporating earthquake-related leaks and fires in addition to tsunami
evacuation drills, with the cooperation of our partners residing
at the plant in order to ensure a rapid and clear response to
emergencies. In the training for our plant disaster prevention
organization members, we heighten awareness about security
and disaster prevention and establish a system for emergencies
through training that includes seminars on using AED and handling breathing apparatuses, drills for notification to relevant
government bodies when confronted by abnormalities, drills forsetting up a disaster prevention headquarters, fire hose drills
and fire-fighting equipment training.
In addition, Kawasaki Plant is also a member of the Ukishima
Joint Disaster Prevention Association, which is made up of com-

Quality

Relationship of Security and Disaster Prevention

Quantities emitted, discharged, or transported are listed for those materials handled in amounts exceeding 1,000kg in FY2018 (except for dioxins).

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

CSR Report 201933

Activities at Individual Plants

Matsusaka Plant

Address	
1521-2 Okuchi-cho, Matsusaka City, Mie
Prefecture
Number of employees 233 (as of March 31, 2019)
Major items produced Automotive glass	Architectural and industrial float glass/fabricated glass
Functional glass for electronic materials
Certifications
ISO 14001 (April 2000)
ISO 9001 (November 2003)
IATF 16949 (June 2018)

Message from the Plant Manager
Matsusaka Plant manufactures polished glass using the world’s
only duplex equipment capable of employing a consecutive
double-sided polishing method. We also manufacture float andfabricated 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 emissions,
Akira Yuasa
we are working to reduce production loss, incorporate the introduction
Plant Manager
of equipment that conserves energy into large-scale renovations, andMatsusaka Plant
implement improvements to our operational technologies.
We continually aim to reach higher levels of waste reduction, as well as makeefforts to recover valuable commodities from waste, one example of which is recycling
almost all the waste glass we produce.
Each of our employees is continually working to achieve growth and improvement,
based on our philosophy, “Creating a Better Future Through Monozukuri.” We willcontinue to appreciate and contribute to local communities and work to make ourplant safe and happy.

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

Nighttime Disaster Prevention Drills
Matsusaka Plant conducted a nighttime disaster prevention drill on March 28, 2019.
This drill called everyone into action for the purposeof establishing and verifying the effectiveness of an early fire-fighting response system at night, including identifying problem points. Members of the Plant Disaster
Prevention team received information through the communication network and assembled at the designated Disaster Prevention headquarters. At the same time, teams
belonging to the Plant Disaster Prevention Brigade were
mobilized from among the workers on shift in each area ofthe plant to their designated locations.
After the drill was complete, the Plant Manager reviewed
the success and failures of the drill while the members of
the Disaster Prevention headquarters held an evaluation
meeting. By conducting a drill that assembles these Disaster Prevention teams, Matsusaka Plant is able to establish an initial response system able to ensure immediate action as well as strengthen the crisis management
system. In addition, we were able to test the efficiency ofthe mobilization methods. This will give our Plant Disaster Prevention members the ability to voluntarily respondand take action such as mobilizing, communicating, andreporting in future emergencies.

・Invited local residents to the plant’s summer festival
・P articipated in beach cleanups, organized by Mie University’s Mie Global
Environment Center for Education & Research・Participated in voluntary cleanup activities at Matsunase Beach organized by
the Matsusaka Taki District Workers’ Welfare Council (attended by Matsusaka
branch members of the Central Glass Labor Union)・H eld “Ecocap” activities (plastic bottle cap collection) organized by the
Matsusaka branch of the Central Glass Labor Union
・Deployed staff to Matsusaka City as “External Matsusaka-EMS Environmental
Auditors”

We will continue to conduct a wide range of drills in
the future as we strive to enhance security and disasterprevention at Matsusaka Plant.

Nighttime Fire Hose Drill■Pollutant Release and Transfer Register (PRTR)
Ordinance
Substance Name
Designation No.
438

Methylnaphthalene(Unit: kg/year)

Compared
Quantityto Previous
Transported
Year

Emissions
Atmosphere
28

Water

Soil
0

0

Quantities emitted, discharged, or transported are listed for those materials handled in amounts exceeding 1,000kg in FY2018 (except for dioxins).

In FY2002, 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 20190

The Sakai Manufacturing Site is located in the center of
Sakai in Osaka Prefecture, and it has been manufacturing
flat glass since 1959 as the birthplace of the glass businessof the Central Glass Group. In 1982, we adopted the float
process as our manufacturing method.
In addition to cutting glass and producing insulating
glass and other glass products, since May 2012 we havebeen operating sputtering equipment that deposits a thinNobuhisa Tanise
metallic coating on glass surfaces, which enabled us toSite Manager
begin manufacturing Eco-Glass, a product that promotes
Sakai Manufacturing Sitethe effective cooling and heating of buildings.
Matsusaka Plant
The Sakai Manufacturing Site is furthering the reductionof energy by reviewing furnace operating conditions and improving the productivityof the glass-melting furnace. We are continuing efforts to further reduce waste byrecycling waste products and advancing the recovery of valuable materials fromwaste.
Sakai has also enacted regulations to promote itself as a city designated bygovernment ordinance, and to follow these regulations our plant regularly cleans the
harbor and road in front of the manufacturing site as part of beautification activities.
We will work to foster a safe and environmentally friendly plant in order tocontribute to the establishment of a truly prosperous society through Monozukuri
under the Basic Philosophy of “Creating a Better Future Through Monozukuri ”, sothat everyone in the community can live with peace of mind.

Environment, Safety & Quality
Management

Address	6 Chikko-Minamimachi, Sakai-ku,
Sakai City, Osaka Prefecture
Number of employees 37 (as of March 31, 2019)
Major items produced Architectural and residential flat glass	Flat glass for electronic materials,
architectural frosted glass
Certifications
ISO 14001 (December 1999)
ISO 9001 (February 1999)

Message from the Site Manager

Corporate GovernanceMatsusaka Plant
Sakai Manufacturing Site

Environment and Safety

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

Quality

Safety and Disaster Prevention and Preparing
for Accidents and Disasters

Employees
Society

Disaster Prevention Drills■Pollutant Release and Transfer Register (PRTR)
Ordinance
Substance Name
Designation No.

Activities at Individual
PlantsThe Sakai Manufacturing Site is located in the center of Sakaiand the Coastal Industrial Zone where cooperation between thegovernment and local companies is strongly encouraged. We participate in high-pressure gas support request drills, training for
fire-fighting notifications at night, Sakai-Semboku Rinkai District disaster prevention drills as well as comprehensive training
to combat terrorism at the Sakai-Semboku Port. The Sakai Manufacturing Site will always cooperate and engage in these drills
to make sure we are ready to respond to any emergency.
In addition to disaster prevention drills within the Sakai
Manufacturing Site to ensure proper emergency response, we
held a tsunami evacuation drill in March 2019 with the participation of roughly 100 people—everyone at the plant—to ensure each and every person working at the Sakai Manufacturing Site would be able to evacuate in the event of a tsunami.
The Sakai Manufacturing Site will cooperate with the local government and communities and continue to implement
drills in order to ensure a clear and rapid response to a wide
variety of accidents and disasters.
We will continue to strengthen our safety management in
the future and include all employees at the site in these safetyand disaster prevention efforts.

(Unit: kg/year)

Compared
Quantityto Previous
Transported
Year

Emissions
Atmosphere

Water

Soil

80

Xylene

71

0

0

0

296

1,2,4-Trimethylbenzene

61

0

0

0

Quantities emitted, discharged, or transported are listed for those materials handled in amounts exceeding 1,000kg in FY2018 (except for dioxins).

CSR Report 201935

The 53rd Central GlassInternational
Architectural
Design Competition

Life, Towns, and Architecture, asTransformed by Autonomous Driving
Central Glass Co., Ltd. has been sponsoring a competition for architectural design concepts since 1966. Starting with the 10th
competition in 1975, it was renamed the “Central Glass International Architectural Design Competition” and began inviting entries
from overseas as well. In 2018, the grand prize was selected from among a total of 111 entries, of which 48 were from overseas.
We live in a time in which we need to pursue economic efficiency and rationality while simultaneously preserving the naturalenvironment and protecting historical and traditional cultures. As a company that promotes architectural culture, we believe that it
is highly meaningful for us to provide occasions to contemplate a desirable society and environment through this competition.

First place

Keisuke Kuroda (Graduate School, Tokyo University of Science)
Yuriko Kamiya (Graduate School, Waseda University)

Ward-wide Elementary SchoolSafe autonomous driving enables us to travel more widely without wasting time by nearly eliminating the effort of travelling. Mobile elementary
school classrooms with autonomous driving can turn the whole town into invaluable education materials. This new concept would also help foster a
new ideal education system that addresses the problems of school closings, teachers’ work-life balance, and difficulty of social education with a small
number of students. It would make the town vibrant as a field of learning, and the youths who have learned the breadth of the town where they grew
up would continue to live in that town which they have come to adore.
Concept of the CSR Report 2019
Cover Page
CSR Report

2 0 19CORPORATE SOCIAL RESPONSIBILITY REPORT 2019

We placed the Earth, representing society, ina prominent position because this reportdemonstrates our social responsibility. The
refreshingly blue ocean, white beach, andblue sky symbolize the clarity of glass as wellas the open possibilities of our future CSR
activities.

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