corporate social responsibility report 2012

2012Corporate Social Responsibility Report

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Contents

The IBIDEN Group’s CSR Management ……………………………………………………………………………… 4Corporate Philosophy／Consolidated Medium-Term Management Plan ……… 4CSR Policy and Scope of Activity ……… 5Dialogue and Cooperation with Stakeholders ……… 7External Corporate Evaluation ……… 7Assessment by Third-Party Organizations and Our Actions ……… 8

Internal Control ……………………………………………………………………………… 9Basic Approach to Corporate Governance ……… 9Summary of the Existing Corporate Governance Systems ……… 10Compensation of Directors and Corporate Auditors ……… 11Risk Management ……… 11Compliance ……… 13CSR Management in the Supply Chain ……… 16

Human Resource Management ……………………………………………………………………………… 18Philosophy for Human Resource Management and Promotional Structure ……… 18Respect for Human Rights ……… 19Employment and Development of Human Resources ……… 19Respecting Diverse Work Styles ……… 20Labor and Management Cooperation to Create a Worker-Friendly Workplace ……… 21Occupational Health and Safety – Basic Policy／Occupational Health and Safety PolicyOrganization chart of Occupational Health and Safety Management ……… 22Measures for Safety／Managing Employee Health ……… 23

Environmental Management ……………………………………………………………………………… 24Environmental Management - Basic Policy／Environmental Policy／Organization chart of Environmental Management ……… 24Management System Certification Status／Environment and Occupational Health and Safety-Related Laws and Regulations ……… 25Guidelines for Environmental Activities／Coping with Climate Change Issues……… 26Resource Circulation ……… 29Appropriate Chemical Control ……… 30Understanding the Influence on Biodiversity ……… 31Environmental Contribution through Products ……… 32Environmental Accounting ……… 33The IBIDEN Group’s Material Balance (Input and Output) ……… 35Environmental Data for Individual Plants and Group Companies – Compliance Management ……… 36

Social Contribution ……………………………………………………………………………… 40Philosophy for Social Contribution and Promotional Structure ……… 40Protecting the Global Environment ……… 41Fostering the Next Generation／Contributing to Social Welfare and Local Communities ……… 43Disaster Relief Activities／Encouraging Volunteerism ……… 44

Social Responsibility for Our Products ……………………………………………………………………………… 46Quality Management that Supports Customers-First Values ……… 46

Corporate Responsibility Goal Summary ……………………………………………………………………………… 48Corporate Information ……………………………………………………………………………… 50GRI Index Table ……………………………………………………………………………… 53

Top message ……………………………………………………………………………………… 2Editorial Policy ……………………………………………………………………………………… 3

Corporate Social Responsibility Report2012, IBIDEN CO., LTD. 1

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IBIDEN CO., LTD. was established in 1912 as Ibigawa Electric Power Co., Ltd. to promote the local economy. Since its inception, we have been growing and developing hand in hand with the local com-munity. In November 2012, we will celebrate our 100th anniversary. Over the 100 years of the Company’s history, the operating environment has changed drastically. In these circumstances, we have tirelessly mastered our innovative technologies and pursued product development by answering the needs of the time. Today, we conduct a global business focused on electronics and ceramics, contributing to the creation of an affluent society. We will continue to move forward consistently and grow for the next 100 years, as we strive to strengthen our corporate structure to become a company that is trusted by both the local and inter-national communities.

Consolidated medium-term management plan and implementation of CSR managementThe aim of the Global IBI-TECHNO 100 Plan, our medium-term management plan, is to establish a struc-ture that achieves “sustainable growth” and “stable profitability” during the next 100 years, starting from the 100th anniversary. “Implementing CSR management” is clearly specified as one of the key pillars of activities underpinning the activities of this plan. To continue to move forward consistently after 100 years, we are striving for increased trust and management transparency. In fiscal year 2011, we made changes in the “IBIDEN Group Charter of Behavior,” which is shared within the Group to implement CSR management, and thoroughly discussed our role in each field, sharing our values concerning goals. In fiscal year 2012, we will make efforts in a way that enables each department to manage activities separately to achieve goals.

Risk response promotion from a global perspectiveIn fiscal year 2011, we were struck by the large-scale natural disasters of the Great East Japan Earthquake and heavy flooding in Thailand. At a global level, these events caused serious damage to the business world, including the disruption of supply chains. Though the IBIDEN Group suffered little direct damage from both disasters, there was significant impact on the electronics and automobile markets in terms of the procurement of raw materials and parts. Moreover, our customers suffered serious damage. The Company managed to minimize the impact on production by quickly implementing procedures for authorizing substitute products. Furthermore, since we responded to requests for emergency assistance from customers to the utmost extent, we received words of appreciation from many customers. Learning from the disasters we had experienced, we launched efforts to secure multiple supply chains and establish global production bases in response to the request from our main customers for the establishment of a BCP (business continuity plan) to handle any natural disaster in the future.

Building trust through communicationTo be a trusted partner in the international community, we need to initiate and maintain dialogues with our stakeholders and undertake actions by working closely with them beyond the confines of our Group. The IBIDEN Group continues its proactive disclosure of information regarding its financial condition, products and CSR and promotes transparent management practices in an attempt to help stakeholders gain a greater understanding of how the Group is run and decisions are made. We hope you will get to know the Group’s range of undertakings discussed in this report, and we welcome your feedback and opinions.

Top Message

Working toward becoming a company that enjoys continuous growth and is trusted by both the local and international communities.

President & CEO


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Editorial Policy

The IBIDEN 2011 Corporate Social Responsibility Report, covering mainly the environmental and social aspects of the IBIDEN Group, is published to inform stakeholders about the IBIDEN Group’s CSR activities in an easy-to-understand format. In recognition of the fact that CSR is closely linked to our corporate management, this report focuses on the key themes based on matters of interest to our stakeholders and our four themes―internal control, human resource man-agement, environmental management, and social contribution—including in “Implement CSR Management” which is one of the pillars of our medium-term management plan. This report contains detailed information for our stakeholders on the Group’s policies and measures with regard to each theme and task.

Period covered This report focuses primarily on activities during fiscal year 2011 (April 1, 2011 to March 31, 2012), but also includes details of selected ongoing initiatives and more recent activities.

Date of publication September 2012 (previous report: November 2011, next report: September 2013)

Process of Determining Reporting ItemsBased on the IBIDEN Group Charter of Behavior, working groups comprised of directors of various sections work to identify the management tasks for the Group as well as themes that the IBIDEN Group should tackle. Furthermore, we carefully consider the concerns of our stakeholders and determine which items the Company should include in its report. The means of communication with our stakeholders include direct communication in the form of requests and demands from our customers, the industry, and local communities, feedback from external evaluation organizations such as SRI (Socially Responsible Investment), and feedback on the CSR Report.

These issues and items are divided into groups based on topics centered on four themes (internal control, human resource management, environment management, and social contribution) of our “implementation of CSR management,” which is one of the pillars of our consolidated medium-term management plan. This CSR report is published after undergoing the above-men-tioned process to select reporting items and is based on the Company’s disclosure rules. It has also been approved by the Disclosure Committee.

Coverage As a rule, the contents of this report relate to IBIDEN Co., Ltd. (“we” / “IBIDEN” /“the Company”) and domestic and overseas companies belonging to the IBIDEN Group. Parts of this report that do not relate to the IBIDEN Group (“the Group”) are speci-fied on an individual basis. Selected environment data are only applicable to IBIDEN’s domestic premises. Such data are marked as “IBIDEN domestic premises” and include IBIDEN Co., Ltd. and selected domestic Group companies. Environmental performance date for the Group’s operations centers on main production bases as bellow: ・Domestic premises… Ogaki Plant, Ogaki Central Plant, Aoyanagi Plant, Gama Plant, Ogaki kita plant, Godo Plant, Kinuura

Plant and including some Domestic Group which are covered by IBIDEN’s management system. ・Domestic Group companies…IBIDEN Jushi Co., Ltd.(“Jushi”), IBIDEN Bussan Co., Ltd.(“Bussan”) ・Overseas Group companies… IBIDEN Electronics (Beijing) Co., Ltd.[ “IEB” ] , IBIDEN Philippines, Inc. [ “IPI” ], IBIDEN Hun-

gary Kft.[ “IHU” ], IBIDEN DPF France S.A.S.[ “IDFS” ] ・ Since the range of environmental performance data for the Group’s operations has been increased, starting in the fiscal

year under review, disclosure figures have been modified retroactively for the past fiscal years. ・ The benchmarks for the basic unit of the production volume are IBIDEN’s domestic premises, IBIDEN Jushi, IBIDEN Bus-

san, IEB, IPI, IHU and IDFS, which are the main production bases. ・ Although IBIDEN Electronics Malaysia (IEM) is being operated, it is not included in the calculation of the environmental

performance data since it is still in a start-up phase.

Guidelines used as referenceISO26000:2010 Guidance on social responsibilitySustainability Reporting Guidelines (Third Edition), Global Reporting Initiative (GRI)Environmental Reporting Guidelines (fiscal year 2012 version), Ministry of the EnvironmentEnvironmental Accounting Guidelines (fiscal year 2005 version), Ministry of the EnvironmentNote: GRI guideline comparison table can be found at the end of the report.

Supplementary information regarding the contents This report is intended for the stakeholders who are highly interested in CSR. The contents of the report consist of our stakeholders’ interests, the items for which they have great expectations or demands, and the matters for which the Group recognizes its responsibility.

Disclosure of CSR InformationThe IBIDEN Group’s CSR report is published on our website. We will update social and environmental in-formation in an appropriate manner.

Furthermore, our website serves as a venue to disclose in a timely manner a wide range of informa-tion such as financial information including the Group’s business report and its consolidated financial statements as well as nonfinancial information such as various policies and management indicators con-cerning CSR.

Website http://www.ibiden.com/csr/ Corporate Social Responsibility Report2012, IBIDEN CO., LTD. 3

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At the IBIDEN Group, we continue to propose new value to our customers based on IBI-TECHNO philosophy of “Creating new tech-nology by fusing and combining our own innovative core technologies.”

In accordance with “Global IBI-TECHNO 100 Plan” as our consoli-dated medium-term management plan, we are making IBI-TECHNO evolve yet further, establishing “IBIDEN innovative business model,” and making efforts intended to further augment our competitive strengths. In addition, by practicing management grounded in corpo-rate social responsibility, the Group intends to achieve a continuing existence and to contribute to the development of society.

Three Pillars of Our Activities①Strengthen and rebuild our core business competitiveness

・ We will steer our business toward future growing markets.・ We will strengthen global competitiveness.

②Cultivate our new third business after electronics and ceramics③Implement CSR management

・ We will make efforts improve management reliability and trans-parency.

We will implement “Global IBI-TECHNO 100 Plan” and establish a business structure that achieves sustainable growth as well as stable profitability.

Corporate Philosophy

Consolidated Medium-Term Management Plan

The power that has enabled IBIDEN “to overcome many adversities with all our employees and to continue to exist,” and “the wisdom and vitality that have achieved dramatic growth in recent years”—these have persisted throughout IBIDEN’s long history of nearly 100 years. The systematization that carries this on, transcending borders, is the “IBIDEN WAY.”

While respecting people and the global environment, we create new value together with our customers. Further, the hearts of our employees throughout the entire Group are united in our efforts to contribute to sustained development of society.

Strengthen andrebuild our core business

competitiveness

Cultivate ournew third business after electronicsand ceramics

Implement CSR management

Our Virtues

Our Principles

IBIDEN WAY

We respect humanity and nature

Employee’s Code of Conduct

Our MottoIntegrityHarmonyPositivity

Customers First

Respect for Humanity

Harmony with Nature

Pursuit of “IBI-TECHNO”

DirectObservation

Teamwork

Challenge

Corporate Philosophy We respect humanity and nature

We create new values together with customersWe contribute to constant social advancement

The IBIDEN Group’s CSR Management


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CSR Policy and Scope of Activity

IBIDEN Group Charter of Behavior (July. 2011)

Article 1: Compliance with laws, regulations, and ethicsWe comply with laws, regulations and ethical requirements of the countries and regions where its busi-ness operations are based. We work against corruption in all its forms, and carry out open and fair corporate activities with the intention of becoming a company that enjoys the confidence of the inter-national community. We also protect and properly manage personal and customer data and other types of information.Article 2: Development together with stakeholdersWe develop together with our stakeholders, so we enhance the transparency of management and build a trustworthy relationship through communication. We also actively engage in community-based activities that contribute to society as a good corporate citizen.Article 3: Providing customer delightWe provide customer delight, so we have a good understanding of social trends, future needs and de-velop. We provide safe and secure products and services to maximize our customer’s satisfaction by growing IBI-Techno.Article 4: Management based on global standardsWe manage our group based on global standards. We respect human rights and other international norms of behavior. Also, we respect culture and customs in each country or region concerned when carrying out our corporate activity.Article 5: Harmony with natureWe harmonize with nature in all areas of our corporate activities. We manage to develop technologies to achieve good balance between the environment and business, and we provide environmentally friendly products and services by promoting energy and resource conservation activities.Article 6: Attractive and vibrant companyWe aim to become an attractive and vibrant company on the basis of fair, equitable and result oriented employee evaluation personnel system. We aim to have a safe and comfortable working environment. We create a rewarding corporate culture that the employee can respect for each diversity, and fully ex-ercise their skills and abilities.

All CSR activities at the IBIDEN Group are based on our corporate philosophy of “respecting humanity and na-ture,” “creating new values together with customers,” and “contributing to constant social advancement.” We pursue activities that enhance the reliability and transparency of management as well as strive to flourish as a going concern and contribute to social advancement.

The direction and the ideal of our CSR activities are shared throughout the entire Group and presented as the IBIDEN Group Charter of Behavior, which takes into account our role as a global corporation and reflects requests and demands from our stakeholders including our major customers around the world.

IBIDEN Group Charter of Behavior and Corporate GovernanceWe recognize that the entire Company including the management must participate in the effort if we are to fully realize the spirit of the IBIDEN Group Charter of Behavior. The management also understands that it should lead by example to ensure that these efforts take place thoroughly throughout the Company as well as among our Group companies, and to encourage our suppliers to participate. Furthermore, we pay continuous attention to the voices of people both inside and outside the Company and have put in place an effective cor-porate structure. Should an incident occur that violates the Charter, the management will have in place a system to solve problems, which will communicate its position, investigate the cause and implement a preven-tion of recurrence. Moreover, we will communicate accurately and in a timely manner the information regarding the incident including accountability. Finally, after authority and responsibility are clarified, severe consequences will be imposed.

Managing Activities Related to the IBIDEN Group Charter of BehaviorIn July 2011, to implement CSR management based on our corporate philosophy the “IBIDEN WAY,” we re-vised the IBIDEN Group Charter of Behavior to reflect our role as a global corporation as well as requests and demands of our stakeholders: ISO26000, Global Compact, EICC Code of conduct, Keidanren Charter of Cor-porate Behavior (as a member of Keidanren: Japanese Business Federation), etc. While taking into account international standards, working groups have discussed and identified the ideal that the entire Group should pursue, and then turned it into a form of written communication listing items to be implemented. This written communication then became a part of each division’s policy and dictated the activities to be promoted. The process of making it part of each division’s policy has allowed us to manage the level of progress of the activi-ties related to the IBIDEN Group Charter of Behavior as part of the division’s operations.

Charter of Behavior(Goals for the Group)

Medium-term Targets Action Plans


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Based on our four themes of internal control (such as corporate governance, compliance and risk manage-ment), human resource management, environmental management, and social contribution, we will implement activities in a wide range of areas and build a trustworthy relationship with all stakeholders.

＜CSR Policy＞We aim to enhance our corporate value・By raising awareness of the need for IBIDEN to act responsibly and honestly in the interest of sustainable

operations・By fulfilling our responsibilities in a well-balanced manner from an economic, environmental and social

standpoint・By working in partnership with all of our stakeholders.

CSR PolicyThe Group strives to contribute to social advancement while achieving continuing existence by implementing CSR management. The vision of the Group’s CSR management has been developed along four themes: internal control, human resource management, environment management, and social contribution. We believe that working from these four viewpoints will allow us to build on our relationship based on trust with our stake-holders by further expanding activities in a wide range of areas.

Framework for CSR PromotionThe Company set up CSR Promotion Division in April 2006 as the division responsible for the promotion of CSR activities.

We also designated a management person in charge of the promotion in each division who performs du-ties such as promoting CSR activities and compliance, supervising the implementation of compliance, hosting educational sessions for the members of the division, and reporting of compliance violations within the divi-sion as well as the follow-up on improvements.

We also convene a conference for management persons responsible for CSR promotion four times a year. During the conference, the participants confirm the company-wide promotion items and their progress as well as share anecdotal examples of promotional activities at their workplace or within the group companies.

Furthermore, we have designated September as CSR Month and encourage each and every employee to increase his or her awareness of CSR by broadcasting messages from executives and increasing the number of educational activities related to compliance.

Employees

Localcommunities

Shareholders/Investors

Customers Suppliers

Global environment

Environmental Management

SocialContribution

Internal Control

Human ResourceManagement

<Conceptual diagram of CSR management>


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Dialogue and Cooperation with Stakeholders

Since its operations began as a hydroelectric power generation business that provided electricity to the community, the IBIDEN Group has won the support of all residents in the community as well as many other people.

We continue to look for opportunities to communicate with our stakeholders to thoroughly understand the expectations and demands that they have concerning the Group.

In fiscal year 2011, we recorded progress particularly in our effort to promote CSR activities across our entire supply chain including material buyers, temporary staffing agencies, and sub-contractors.

We strongly believe that, if we are to continue developing and cultivating a relationship based on trust, it is essential that we continue to reflect in our business activities the stakehold-ers’ expectations and demands expressed during our communications.

External Corporate Evaluation

In recent years, attention has increasingly focused on socially responsible investment (SRI), referring to corpo-rate investment from a social perspective, taking into account considerations such as the environment and social contribution rather than concentrating exclusively on profitability and other corporate and financial tar-gets.

Having been evaluated by an SRI evaluation organization, we have been selected for inclusion in the Dow Jones Sustainability Indexes (DJSI World, DJSI Asia Pacific), ETHIBEL EXCELLENCE, Morningstar’s SRI Index.Furthermore, IBIDEN was selected for “Global 100 Most Sustainable Corporations in the World,” announced at the World Economic Forum in the fiscal year 2011. (as of June 2012).

Safety & Health Promotion Meeting for Contractors Community risk communication (Ogaki Plant)

■Example of CommunicationStakeholders Example of Communication

EmployeesLabor and Management CommitteeHealth and Safety Committee

CustomersImprovement of customer satisfactionCode of conduct audit

Suppliers

Purchasing policy briefingsSafety training session for suppliersImplementation of CSR survey and audit

Local communities

Risk communicationRegular exchanges with commu-nity associationsSocial contribution activities

Shareholders/ Investors

General shareholders’ meetingInvestor briefingsResponse to research and evaluation organizations


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Assessment by Third-Party Organizations and Our Actions

Undergoing Sustainable Management AssessmentIn order to realize and maintain CSR management, it is essential not only to conduct internal evaluations and audits but also to assess our activities from an objective viewpoint. To this end, the Company undergoes an external assessment every two years and strives to improve on the credibility of the CSR activities it promotes.

In March 2012, we thus underwent the “Sustainable Management Assessment” (SMA) which was conduct-ed by a nonprofit organization (NPO), the Sustainable Management Forum of Japan (SMF), to evaluate the level of our activities pertaining to areas such as management, environment and social development while working jointly with the organization to verify the evidence (proof and/or rationale) of these activities. As the SMF takes into account the requirements of ISO 26000, we believe that the assessment conducted on the Company’s activities provides an evaluation based on international guidelines.

We were given an average evaluation of 7 7.5% as a result of this assessment, which indicated that we have yet to satisfy all sustainable management standards. By category, we were given “meets the sustainable level” in the area of management such as compliance and risk-management, “approaching the sustainable lev-el” in the area of environment and “Almost meets the sustainable level” in the area of social development including human resource management. The evaluation also provided suggestions for improvements.

The SMF gave an excellent evaluation on environmental topics such as chemical control, use of natural en-ergy, and waste reduction. It was pointed out, however, that to continue to decrease our environmental load it is necessary to expand the range of control beyond the Group to gain a complete understanding of the cur-rent status. Promotion of biodiversity protection activities also will benefit from further development. In the area of social development, the SMF indicated that the Company needed to continue to thoroughly inform its employees throughout the Group of the policies and visions it is pursuing in matters such as human resources. It was also suggested that the Company should present more effectively its intended course of action in local communities to its employees.

Having considered the above-mentioned suggestions, we have already included them in our policies for fis-cal year 2012 in the area of environment. This report also outlines more clearly various action policies in areas such as social contribution.

Corporate Evaluation by External Organizations and Third-Party Audit The Company conducts gap analyses between “what it should be” and the results of external corporate eval-uations. Our CSR Promotion Division analyzes the data obtained from important survey questions and discusses the course of action with departments involved to identify elements that are lacking at the Compa-ny. Furthermore, if it is possible to improve upon these elements during the next fiscal year, each department develops strategies within its action policy.

The results of CSR-related audits conducted by third-party organizations similarly undergo the process of gap analysis to establish the difference between the global industry-required standards and the Company’s current efforts, and to identify issues that need to be addressed. We take to heart the suggested issues put forward during these audits and strive to improve upon them by analyzing the causes and implementing cor-rective actions as well as preventative measures. Furthermore, we are working toward creating a system that meets the global standards by improving upon these issues. For fiscal year 2011, our focus was on developing fur-ther our human rights activities in Asia by establishing rules and guidelines that clearly state items that require attention concerning human rights.


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Our Group defines corporate governance as a critical management issue for increasing corporate value through sustainable growth. The entire Group is actively committed to improving corporate governance.

Basic Approach to Corporate Governance

(1) ObjectiveBy strengthening our internal control functions through proactively developing “activities for advancing compli-ance and risk management” with an involvement of all officers and employees and by augmenting and strengthening the management-oversight functions of our Board of Directors and the audit functions of our au-ditors, we are creating a transparent corporate control system that can accommodate the reliance of our shareholders and society.

(2) Governance structure in our GroupTo ensure the appropriateness and fairness of business conducted by the IBIDEN Group companies, IBIDEN has suggested to the heads of the Group companies a structure designed to advance compliance and risk management similar to its own. At Group information exchange meetings, it keeps abreast of their actions ad-vocating compliance and risk management, their status of management and progress made to meet the targets mapped out in their plans for profit generation.

(3) Overview of Corporate GovernanceIBIDEN has elected to operate as a company with corporate auditors and a Board of Corporate Auditors.

The term of each director is limited to one year to clarify management accountability of each director, strengthen management practices and enhance the agility needed to implement optimal management practic-es in quick response to the changing business environment. An executive officer system has been introduced to allow swift managerial decision-making and accelerated business execution.

The Company has five corporate auditors, three of whom are outside corporate auditors with no conflict of interests with the Company. Corporate auditors participate in major meetings including those of the Board of Directors and the Management Conference to audit the business executed by the directors. In addition, full-time corporate auditors work in cooperation with the Audit Division, which is the internal auditing organ of the Company, and accounting auditors to perform audits on IBIDEN and its Group companies as required by law and other rules.

Executive officers and others submit reports at the request of the corporate auditors in compliance with the Rules of the Board of Corporate Auditors and the Corporate Auditors’ Auditing Rules set forth by the Board of Corporate Auditors. The Company has also created an Audit Division (comprising six members), which is responsible for executing internal audits. The Audit Division conducts internal audits of the matters requested by the corporate auditors through discussion with them to ensure greater effectiveness of the audit structure of the Group.

The Company will maintain the current structure by “clarifying the directors’ management responsibility,” “making decisions quickly through the executive officer system” and “enhancing the effectiveness of the audit-ing system.”

(4) Relationships with stakeholders and timely disclosureAware of its mission to increase corporate value and meet shareholder expectations, the Group understands that it must fulfill its responsibilities with respect to employees, local residents, local communities, business partners, investors, and other non-shareholding stakeholders. For this reason, we have instituted the Disclo-sure Regulations to facilitate proper assessments of our Group. Our aim is to help stakeholders understand the Group and to win their broad consent to reconciling their interests of different stakeholder groups. With the decision of the Disclosure Committee, consisting chiefly of the president and the director responsible for finance sections, management information is disclosed in a fair, timely, and appropriate manner.

Internal Control


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Summary of the Existing Corporate Governance Systems

Summary of the Existing System and Reasons for the Use of the Existing SystemWith regard to the operation of the Board of Directors, we have asked two outside directors to join and pro-vide their management advice in an effort to realize fair, highly transparent management. For the designation and determination of remuneration, we also have in place fair, transparent procedures. IBIDEN clarifies the di-rectors’ management responsibility and strives to strengthen the management structure. The maximum number of directors is set at 18 (now 12), and a director’s term of office is set at one year to respond to chang-es in the business environment and build an optimum, flexible management structure. Furthermore, IBIDEN has introduced an executive officer system to facilitate speedy management decision-making and further ac-celeration of business operations. As for the decision-making by the Board of Directors and business operations by the President and CEO, they are audited by the Board of Auditors, and each auditor has the ability to take strict action.Matters Related to Outside DirectorsTwo outside directors are appointed to ensure their contribution to IBIDEN’s appropriate corporate gover-nance as well as their advisory functions for the corporate code of conduct. They work in an appropriate manner to make necessary statements with regard to the agenda and discussion at the Board of Directors meetings, taking actions required to fulfill the above-mentioned objectives. Measures to Enhance Auditors’ FunctionsAuditors participate in major meetings, such as the Board of Directors and the Management Conference, and audit the execution of their duties. Furthermore, in collaboration with the Audit Division, which is the internal auditing division, as well as accounting auditors, full-time auditors conduct audits for IBIDEN and Group com-panies based on existing laws and provisions.Description Regarding the Status of Ensuring Independent OfficersAt IBIDEN, two outside directors (Director Toyoda and Yonezawa) and three outside corporate auditors (Au-ditor Kuribayashi and Kumagai and Shiota) are appointed as independent officers. This is because IBIDEN has judged that they will contribute to the appropriate corporate governance and advice on the corporate code of conduct, and there is no conflict of interest with general shareholders. (Please refer to “Board of Directors/Organization”)

In addition to the corporate governance structure described above, the Company has set up a Manage-ment Conference to fortify its structure. Composed of parties responsible for management decisions and business execution such as representative directors, directors, executive officers and managing officers, in ad-dition to full-time corporate auditors, the Management Conference is authorized to conduct advance deliberations on matters to be placed on the agenda of the Board of Directors and is authorized, under the Company’s rules on authorizations, to approve such items. It also deliberates and makes decisions on impor-tant matters including management of the progress made in yearly and monthly budgets and managerial issues.

Diagram of Corporate Governance SystemShareholders’ Meeting

President & CEO (Direct Management)Executive Officer of Each Business (Division of Executive Authority)

Board of Corporate AuditorsAudit Auditors

Risk Management Company-Wide Promotional Committee

Compliance Company-Wide Promotional Committee

Executive Officer in Charge of Compliance(Managing Officer in charge of CSR promotion)

Executive Officer in Charge of Risk Management

(Managing Officer in charge of CSR promotion)

Departments in Charge of Each Risk Management Compliance Counter

Auditor Division

Approval of Appointment/Removal and Interpretation of Proper Audit

*Established on an ad hoc basis when related issues arise

Each Business and Function Department ・Each Company in the Group

Board of Directors Directors Accounting Auditors

Appointment/Removal Appointment/Removal Appointment/Removal

Supervision

Supervision

Discuss Questions/Report

Discuss Questions/Report

Report Audit

Audit

Audit

Audit AuditAuditExecution of Operation/

Supervision Order Order

Order

Report

ReportReport/Cooperation

Direction Direction

Representative Directors (Executive Officer)Standing Auditors (Executive Officer)

Executive Officers

Management Conference

CSR Promotion Division

Corporation

Information Security CommitteeSecurity and Trade Management CommitteeInsider Trade Controlling FrameworkDisclosure Committee

Compliance Committee*Reward and Disciplinary Committee*


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Compensation of Directors and Corporate Auditors (Fiscal Year 2011)

Total remuneration of directors and corporate auditors by classification, total remuneration by type, and num-ber of directors and corporate auditors receiving remuneration.

ClassificationAll directors External directors only All auditors External auditors only

Number of recipients(Persons)

Amount paid(Millions of yen)







Basic remuneration 12 365 2 23 4 71 2 15Bonuses 10 121 - - - - - -

Stock options 12 50 2 6 - - - -Total 536 29 71 15

1．The resolution setting the upper limit of remuneration for the directors at not more than 45 million yen per month was approved at the 154th general shareholders’ meeting held on June 22, 2007. Of the total, the amount for outside director’s accounts for 3 million yen or less, with the remaining 42 million yen or less paid to the other directors. Compensation under stock option plans is set separately. Salary for directors as company employees is also excluded from the figures.

2．In addition to the remuneration and the compensation under stock option mentioned above in 1, at the 158th general shareholders’ meet-ing held on June 22, 2011, the resolution was approved stipulating that directors, excluding the outside directors, are to receive as bonus equal to 0.5% of the consolidated net income for the fiscal year as well as 1.6% of the total amount of annual dividends for the applicable fiscal year. However, the maximum limit was also set at not more than ¥500 million by the resolution with amounts less than ¥1 million be-ing rounded down.

3．The maximum limit of remuneration for corporate auditors was approved at not more than ¥6 million per month at the 145th general share-holders’ meeting held on June 24, 1998.

4．With regard to 121 million yen, the amount paid as the directors’ bonus mentioned above, the payment was decided at the Board of Direc-tors meeting held on May 18, 2012.

5．In addition to the amount paid mentioned above, 45 million yen has been paid to the two directors of the Company who concurrently serve as the directors of the Company’s subsidiaries as basic remuneration during the current period in relation to the two subsidiaries con-cerned.

Risk Management

Basic ApproachThe IBIDEN Group enables business continuity by analyzing various risks surrounding management, accurately handling losses of business resources that have a great negative impact on the ease of our business opera-tions, ensuring the safety of our shareholders, customers and officers, and reducing and preventing losses of business resources.

Action Plan1．We devote efforts to maintaining the safety and health of employees and business partners and to con-

serving operating resources.2．We conduct ourselves so as not to impinge upon the safety, health, or profits of our shareholders, custom-

ers, and local and international society.3．In cases where risk is manifested, we work to achieve prompt response and recovery through responsible

action.4．We reflect social demands related to risk in our risk management.5．We provide required information in order to avoid or reduce possible damage caused by misunderstand-

ing and a lack of understanding.

Structure for Advancing Risk ManagementThe Group has established Risk Management Regulations to create a risk management structure, emergency countermeasure and evaluation of its performance. We also created the Risk Management Company-wide Promotional Committee, which is tasked with improving risk management. The Risk Management Company-wide Promotional Committee is responsible for considering and deciding on general risk management issues. It also examines and reports the progress of actions to address major risks. To execute the policy endorsed by this Committee, a risk owner is appointed to carry out activities geared to IBIDEN’s circumstances and business model, as well as with those of its Group firms.


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Advancing Risk ManagementBased on its basic policy and Risk Management Regulations, the Group is ac-tively developing risk management promotion activities by, for example, setting up a department responsible for each risk category, strengthening the ac-countability structure, and offering seminars and workshops geared toward officers and employees. The managing officer of the CSR Promotion Division who also acts as the officer responsible for risk management conducts these risk-management promotion activities and reports to the Risk Management Company-Wide Promotional Committee (Secretariat: CSR Promotion Division) headed by the president and CEO.

Should the internal audit or other mechanisms discover business actions that may create risk of loss, the offi-cer responsible for the Strategic Corporate Planning Operation is immediately tasked to understand the details of the said risk as well as the scope of its potential loss. He then gives instructions on swift and sys-tematic measures and attempts to prevent the loss from occurring. Furthermore, in case of a large-scale accident or a disaster, he immediately sets up the headquarters to thoroughly understand the situation, imple-ment first responses, and prevent further loss to minimize the loss.

Addressing RisksThe IBIDEN Group undertakes risk management activities so that we may continue to reliably conduct our business operations. We regularly detect and assess risks to reduce risks in important areas: operational divi-sions are working on the risks related to strengthening our business competitive edge, while functional divisions are addressing the risks bringing serious repercussions to the Company’s business. In fiscal year 2011, focusing on the risk of legal violation as a companywide risk, we built a legal compliance system and implemented measures for boosting legal compliance management to next level at each functional division.As for measures to be taken when disasters such as earthquakes occur, we believe that lifesaving comes first, followed by the early supply of products to customers.

To prepare for earthquakes, we not only check each building’s resistance to earthquakes but also deter-mine the items, matters and divisions for actions to be taken in regard to damage prevention, secondary damage, and anticipation. Furthermore, to prepare for supply risks that may occur during earthquakes and other disasters, we have verified the current situation at the Company as well as our suppliers and begun im-plementing measures to reduce risk in the order of risk priority.

Risk Management Company-wide Promotional Committee(Directors, Executive Officers, Standing Auditors, Unit managers and manager of Audit Division)

Business sections, functional sections, domestic and overseas group companies*A promotion manager appointed at each section

SecretariatCSR Promotion DivisionAudit Division

Businessopportunityrisks

Function Deliberation and decision making on risk management, etc.

Business sections

Systems risks

Information system sections

Legal affairs risks

Legal affairs sections

Financial affairsand fundingrisks

Finance sections

Development andintellectual property

risks

Intellectual property sections

Energy supply risks

Energy control sections

Overseas risks

Overseas enterprises and general affair sections

Human resource and laborrisks

Human resources sections

Disaster risks

Environment & safety and general affairs sections

Environmentalrisks

Environment & safety sections

new risks

Related sections

Twice a year holding of the Risk Management Companywide Promotion Committee meeting

Diagram of Risk Management Promotion System


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Compliance

Basic PolicyBy achieving thoroughgoing commitment to “compliance with domestic and international laws, our articles of incorporation, internal regulations and corporate ethics (hereinafter called Compliance)” and through open and fair corporate activities, we aim to be a company that international society relies on.

The IBIDEN Group adopted the IBIDEN Standards for Employee Behavior in December 1998 and the Com-pliance Promotion Regulations in August 2003, to facilitate its compliance activities. We continue to increase awareness of compliance, adopting a management approach that seeks to earn the trust and respect of all stakeholders.

Structure for Promoting Compliance ProgramThe Group vigorously pursues further development of its compliance promotion activities (streamlining of the compliance-related rules and regulations, verifying the status of implementation of compliance activities, pro-motion activities, workshops and other functions geared toward the officers and employees) based on our basic policy and Compliance Promotion Regulations, the “IBIDEN Standards for Employee Behavior,” which sets the standards for compliance implementation. The executive officer in charge of the CSR Promotion Divi-sion as well as compliance implements promotion activities then reports to the Compliance Company-Wide Promotional Committee (Secretariat: CSR Promotion Division) chaired by the President and CEO.

In addition to the formal channel of reporting, the Group has established a compliance consultation service to facilitate reporting when an officer or employee discovers a violation of compliance. Through this service, officers and employees may report violations nominally to employees in charge of the compliance consulta-tion service or anonymously to outside experts. The latter ensures that the rights of the whistleblower are protected by protecting his or her privacy and prohibiting prejudicial treatment. The executive officer in charge of compliance strives to educate officers and employees through training to achieve thorough under-standing of the compliance consultation system. Should an incident related to compliance occur, the Compliance Committee chaired by an executive officer is called and discussions take place on appropriate ac-tions to address the situation as well as preventative measures for future incidents. Serious incidents such as those highly relevant to directors are reported to the Board of Directors.

Diagram of Compliance Promotion System

Board of Directors

All Employees

President & CEOBoard of Corporate Auditor

Compliance Company-wide Promotional Committee Chaired by President & CEO

Function ① Company-wide promotion

② Overall control③ Reporting and Reviewing

Compliance Promotional Committee at each plantChaired by Plant Manager

Function ① Promotion at a plant level

② Edification and education at a plant③ Addressing the improvement in non-compliance case

Compliance Committee

Executive Officer in Charge of Compliance

Compliance Consultation Service (Compliance Counter)

Function ① Implementing and planning a countermeasure

② Deliberation on non-compliance case③ Consultation with the Reward and Disciplinary Committee④ Consultation with the Board of Director


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Compliance Company-Wide Promotional CommitteeIn August 2003, the Compliance Company-Wide Promotional Committee headed by the president was formed in an effort to bolster compliance-related awareness across the Group. The committee carries out group-wide, pro-compliance activities and reviews such undertakings. Compliance-related policies and plans decided by the committee are communicated to each plant, which in turn rolls out individual actions in accordance with them. All group companies both in Japan and abroad have set up their own compliance organizations man-dated to formulate and conduct individual actions.

Standards for Employee BehaviorThe Group has long since stepped up its commitment to compliance, fol-lowing the introduction of the IBIDEN Standards for Employee Behavior - Employees’ Code of Conduct. As our overseas operations rapidly expand with the construction of plants in the Philippines, China, France, and Hun-gary, we must now ensure compliance with international rules as well as with laws and regulations prevailing in the countries where we do busi-ness. Recognizing this, the Group undertook a full review of its compliance program to improve the framework and revised the IBIDEN Standards for Employee Behavior in fiscal year 2003.

At the Group, all officers and employees are determined to respect the Standards for Employee Behavior and create a group of companies that are good corporate citizens in the eyes of the international community.

Revision to the Standards for Employee BehaviorThe IBIDEN Standards for Employee Behavior are continually evolving in light of the globalization of our ex-panding business operations. Taking into consideration the expectations of our stakeholders, we add and revise provisions on worker rights with which we must comply as internal standards. We have also established the Standards for Employee Behavior based on such international standards at our main production plants overseas, and we are making efforts to provide thorough education on human rights and ethics according to these standards.

Upon the revision of the IBIDEN Group Charter of Behavior, in fiscal year 2011, IBIDEN reorganize the Code of Conduct so that employees who must comply with it can understand it more easily, and we continue our efforts to promote their compliance.

Compliance EducationThe Company runs a broad array of education programs including level-specific and workplace-specific train-ing designed to enhance employee awareness of the importance of compliance. These programs include group discussions on causes of violations of the Employees’ Code of Conduct and actions taken in response to the violations. They educate every single trainee in consciously deciding on the right action in a given situa-tion.

We continually provide our own CSR portal site on the intranet and ex-amples of compliance practices in our internal magazine and on the intranet as another way to improve staff awareness.

In addition, we have invited outside instructors to educate manage-ment persons responsible for promotion including officers concerning compliance, risk management, and human right including harassment to be undertaken as an administrator. We also arranged e-learning educa-tion of the revision of the Employees’ Code of Conduct and approximately 94% of all our employees took it in fiscal year 2011. CSR Workshop program is conducted

to deepen employees’ understanding of compliance through discussion.

We have established the IBIDEN Standards for Employee Behavior, which serve as compliance guide-lines for officers and employees.


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Compliance by DirectorsWhen establishing a compliance system, it is crucial that all executives and managers be at the forefront of the efforts. As September is CSR Month, executives and the management persons responsible for CSR attend workshops by external instructors to gain a clear understanding of their role as managers.

Furthermore, executives must conduct themselves in accordance with the Standards for Employee Behav-ior in both their personal and professional lives, as the standards include items relevant to individual executive such as regulations regarding competition as well as conflict of interest.

Whistleblowing SystemAfter learning of any suspected compliance violation in the Group, employees are generally required to report it, to consult, and to take action using the chain of command between the superior and the subordinate. We have, however, established a compliance consultation service for quickly solving any problem that cannot be reported through the usual channels. The service is available not only to employees of IBIDEN Group compa-nies but to all those working for the Group. We provide three access channels to facilitate consultation: one inside the Company, another at a lawyer’s office, and the other at an outside organization.

In fiscal year 2011, we provided consultations in 70 cases for the entire Group in Japan. Although most of the consultations were related to the issues that could lead to issues related to potential harassment case and labor management, none of them significantly affected our business activities. Moreover, at workplaces where problems were observed, seminars and other events are held individually to prevent recurrence. To discover and deal with problems as early as possible, we will continue our educational activities to enhance our reliability by offering a consultation service that can be safely used by those who seek consultation.

In addition, we have set up a consultation service for our supplier in fiscal year 2011. We create an envi-ronment where we not only offer consultations internally but also gather valuable feedback on IBIDEN’s compliance from our regular supplier.

IBIDEN has no record of legal violations, such as corruption and information leakage, which have a major impact on business activities.

Self-CheckTo clarify compliance issues at plants, a self-check on morality, security, and respect for human rights is con-ducted once a year on a plant-by-plant basis. Any problem identified in this process will be addressed through remedial activities specific to the plant.

Employees holding managerial posts are required to submit themselves to annual self-testing to measure their understanding of the IBIDEN Standards for Employee Behavior and their state of compliance with the standards, for identification of topics that are not fully understood. Starting from the fiscal year 2011, the self-check for not only employees holding managerial posts but also regular employees have been carried out to recognize challenges at the individual level and little understood topics. Case studies illustrating compliance-related issues that many test-takers failed to answer correctly are published to increase their understanding.


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CSR Management in the Supply Chain

To earn the trust of international community while operating business globally, both the Group and the entire supply chain must responsibly take actions that respond to social demands. We believe that a sustainable growth of the entire supply chain as well as a higher corporate value will be realized through promotion of CSR activities based on the basic policy of the IBIDEN Group.

Basic Purchasing Policy1．We comply with laws, regulations and societal norms, and strive to build relationships of trust and mutual

cooperation with suppliers.2．We provide suppliers opportunity at a fair deal.3．We continue to fulfill our social responsibilities including human rights and environmental protection

through purchasing activities.

IBIDEN Group Supplier CSR GuidelinesIBIDEN began disclosing requests to suppliers, based on its basic purchasing policies, in fiscal year 2008 and held a briefing session for 100 suppliers in fiscal year 2009, confirming the status of their measures. This enabled us to confirm the gap in mea-sures among the suppliers and recognize the necessity of management, which has led to more specific improvements in the supply chain.

In fiscal year 2011, IBIDEN published IBIDEN Group Supplier CSR Guidelines fol-lowing the changes in the IBIDEN Group Charter of Behavior. These guidelines provide our suppliers with items desired for the entire supply chain by our customers, the industry and the international community as well as the Group. The items are di-vided into sub-categories according to themes such as labor, health and safety, environment protection, ethics and fair business practices. These guidelines also allow us to thoroughly understand the risks from several viewpoints such as worksite safety, respect for and dignified treatment of employees, and the consideration

given to the environment, which in turn allows us to make improvements. We also invited our major suppliers after the publication of the guide-

lines to our briefing session to share with them, in addition to the Group itself, specific challenges ahead as they play an important supporting role in matters such as material supply, subcontracting, and procuring of tem-porary staff. Moreover, we conducted supplier surveys as well as site visits in keeping with the content of the guidelines to provide support to identify issues and make improvements. Eleven individuals are now cur-rently participating in the auditor training program within the Company,

which will give them the ability to audit activities at our suppliers’ facilities.In fiscal year 2012, we will be expanding the range of target suppliers and host a briefing session for all

subcontractors and temporary staffing agencies. We will also continue to verify the status of the measures at their facilities. Meanwhile, our internal auditors will further develop their skills by performing audits at the sup-pliers’ facilities and undergoing external audits.

Furthermore, these activities are not limited to Japan, since we are developing similar guidelines for the


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IBIDEN Group’s overseas locations. For instance, in fiscal year 2011 we began the process of controlling our supply chain for the manufacturing locations in the Philippines, Malaysia and China. Moreover, in the Philip-pines and Malaysia we have prepared their guidelines and performed assessments while some suppliers underwent audits in China. We will continue to expand the scope of our efforts, and these activities will be implemented at not only our Japanese group companies but also all of the IBIDEN Group’s overseas locations in fiscal year 2012.

IBIDEN Suppliers’ Compliance CounterThe Company promotes compliance (rules and regulations, ethical compliance) by establishing the IBIDEN Group Charter of Behavior and the IBIDEN Standards for Employee Behavior. As part of our continued efforts, we also set up a compliance counter for our suppliers in fiscal year 2011 to which suppliers can report any compliance problem while dealing with the Company. Similar to the compliance counter for our internal em-ployees, the information will be handled with the utmost care for privacy and the supplier will never suffer prejudicial treatment for contacting the counter.

Responding to the Issue of Conflict MineralsIllegal mining of resources in conflict areas (the Democratic Republic of the Congo and its surrounding conflict regions) has become a major international issue as it abets human rights violations. The IBIDEN Group is very much concerned about the issue of conflict minerals and is addressing the situation with a sense of social re-sponsibility toward the products it offers.

Our “Supplier CSR Guidelines” clearly state that the suppliers should refrain from illegal mining in conflict areas as well as procuring resources that may support human rights violations. The Company tries its best to avoid contributing to illegal operations and human rights violations by not utilizing minerals illegally mined in conflict areas. Furthermore, we will conduct reasonable investigations into the mineral supply routes and dis-close the findings in good faith.

In fiscal year 2011, we shared with our suppliers the issues involving conflict minerals as well as the Com-pany’s approach during a briefing session. We also conducted supplier surveys to verify their supply routes. Furthermore, we conducted visits at some of our suppliers’ facilities and other related refining companies to explain the extent of the effort as well as the supply routes and their traceability (history of materials, parts, and process).


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In line with the values on “Respect for Humanity” included in the IBIDEN WAY, we are committed to respect-ing the creativity and personality of each and every employee and to value a corporate culture that allows its diverse human resources to fully display their knowledge and capabilities.

Philosophy for Human Resource Management and Promotional Structure

Basic ApproachEmployees are the driving force that enables us to run our business and provide the public with valued service. We aim to create vibrant workplaces in which each individual employee derives a sense of sat-isfaction and achievement from gaining a thorough understanding of the Company’s management policies and business strategies, and from having a role to play that enables each employee to contribute to both the Company and society.

As one of the measures to achieve this goal, we have also intro-duced personnel systems and training programs to enable each employee to display his or her creativity and versatile personality.

Human Resource Management through IPM ActivitiesIPM stands for IBIDEN Profit Management, and IPM activities advance and integrate the four IBI-TECHNO capa-bilities: Management of Business, Management of Technology, Total Productive Management, and Management Capability. Through these activities, we will create our own unique management techniques and grow sales and profits as well as personnel. In fiscal year 2011, we introduced an e-learning system, develop-ing an environment in which employees are motivated to take skill development training voluntarily.

Forming an organization-wide working group through IPM activities, we made efforts to offer thorough self-development content, which consists of educational materials reflecting the needs of each operational division. We developed approximately 130 courses over the past year. By offering self-development courses in addition to existing level-specific or ability-based group training programs, we will focus strongly on cultivating a corporate culture that further promotes self-learning.

Constitution of Employees[IBIDEN]

FY 2009 FY 2010

Number of employees Persons 3,226 3,385

Managerial positions Persons 286 317

Officers Persons 17 16

Average age Years 34.9 35.4

Length of service Years 11.8 12.3

Number of workers who left the Company Persons 43 60

Total number of employees in the IBIDEN Group11,374people

Electronics Operation44.8%

Other12.1%

Other Operation13.2%

Ceramics Operation 22.9%

Housing Materials Operation 2.9%

Construction Operation 4.1%

Note: Not included are 5,495 temporary employees.Starting from the consolidated fiscal year under review, con-

tract employees, who were included as part of the personnel at some consolidated subsidiaries, are now counted as temporary employees. Furthermore, dispatched workers are counted as tem-porary employees. In the consolidated fiscal year under review, compared with the conventional method, the number of person-nel decreased by 1,962, and the number of temporary employees increased by 4,690.

Number of Employee by business segment [IBIDEN Group]

Managementof Business

Management of

Technology

Total Productive

Management

Management Capability

Management of Business●Abilitytoconstructabusiness●AbilitytobecomeNo.1incustomersatisfaction

●Abilitytogenerateongoingprofits

Management Capability<Underlyingcapabilityforallmanagement>●Capabilitytoplanandoperatethebusiness●Capabilitytomanage●Operatingthemanagementsystem

Total Productive Management●San-Hozen activity(integratingqualitymaintenance,autonomousmaintenance,andplannedmaintenance)

●AbilitytolaunchdesignQCD●QCDcompetitivenessduringstablemassproduction

Management of Technology●Ability tounderstandmarketandcustomerneeds

●Abilitytoachievethedevelopmentgoals●Cross-industrialintegrationability●Useofexperts

○Diagram of IPM Activit ies

Human Resource Management


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Respect for Human Rights

Respect for Worker RightsThe IBIDEN Group clearly defines its basic policy to support and respect the protection of human rights, as well as to avoid involvement in any violation of human rights. The IBIDEN Standards for Employee Behavior spells out such policy, stipulating that officers and employees respect the basic principles and rights of labor and take actions that follow the common sense and rules of society while complying with the employment-re-lated laws of each country such as the Labor Standards Law and labor regulations.

Human Rights EducationTo ensure respect for human rights, the Group offers education on fair employment and human rights, particu-larly to labor relations managers as well as managers and staff members in charge of recruitment interviews, calling their attention to the prevention of human-rights violations. IBIDEN also distributes the IBIDEN Stan-dards for Employee Behavior and example booklets, a collection of violation examples, to all employees at the time of hiring. In our new employee training or education programs offered at the time of hiring, we edu-cate our employees to promote the understanding of the IBIDEN Standards for Employee Behavior, including dealing with human rights issues, as well as to ensure that the standards are reflected in their actions.

AssessmentFor the Group to make advances in human rights initiatives, the cooperation of the entities comprising the en-tire supply chain beyond the Group is indispensable. In our letter addressed to business partners, we specifically request that labor-related human rights be observed, including bans on child labor and forced labor. In addition, we confirm the state of compliance by business partners by sending out periodic questionnaires.

In fiscal year 2011, we conducted a survey based on the CSR guidelines, targeting the plants and Group companies in Japan, and provided them with guidance, aiming to enhance their understanding. Furthermore, we held a survey among business partners regarding specific items to be tackled in terms of labor and human rights in the CSR guidelines and their management. We audited some suppliers in Japan and provided guid-ance to contractors and temporary help agencies. As a result of the audit in fiscal year 2011, we found no cases of major violations that could lead to the violation of worker rights.

Employment and Development of Human Resources

Employment of Global Human ResourcesThe IBIDEN Group, celebrating its 100th anniversary in 2012, is an international corporation with 34 overseas locations in 17 countries in North America, Asia and Europe. With the next 100 years in mind and armed with

“IBIDEN’s Unique Business Model,” which rivals any other on the international stage, we will continue to strive to further strengthen our competitiveness. To this end, obtaining highly diverse human resource is crucial. As more than 75% of our sales were made outside of Japan in fiscal year 2011, it is essential that we hire and nurture employees who can see things from a global perspective and manage people at overseas locations while absorbing different cultures. In terms of our hiring practices, we have defined the desired candidate pro-file and are actively pursuing foreign students who are studying in Japan. We are also hiring more staff at overseas locations who demonstrate the skills and experience to become executive candidates in the future. As a result, we hired a record-high 14 foreign students in April 2012.

Development of Global Human ResourcesFirst, we have adopted the concept of creating a global human resource pool, which will allow us to form, from a medium- to long-term perspective, a group of employees that can succeed on the global stage. Motivated young employ-ees who fit the global human resource profile will be selected to participate in language training programs overseas and work with local manufacturing staff at overseas production locations so that they can experience different cultures. Our plan is to set up a system in which these employees can further hone their specialist skills and management abilities after their return and eventually be as-signed overseas again as global executives. We expect to examine and propose this new system in fiscal year 2012 and then begin implementing it in fiscal year 2013. We provide cross-cultur-al programs for employees who are visiting or are assigned to overseas locations, and we make company-wide efforts to upgrade their practical language skills. In fiscal year 2011, in addition to English, we began offering language training in Korean and other foreign languages. We also focus on nurturing the core staff of our over-seas entities by inviting them to participate in training programs in Japan.

Language training


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Fair and Equitable Employee EvaluationThe Company has in place a results-oriented target management assessment system. Challenge goals closely related to the Company’s business results are first established, and the results as well as the process for reaching those results are then evaluated fairly and equitably. Finally, individual results are directly reflected in their remunerations. Furthermore, our aim is that better “communication between the superior and the subor-dinate” will be encouraged through the process of goal-setting, interim interviews and evaluation interviews. The target management system also provides ample opportunities for “professional development” for the subordinate.

Respecting Diverse Work Styles

Along with the progress in globalization and diversification of values, IBIDEN strives to realize a working envi-ronment and culture that allow a wide variety of employees to demonstrate their unique abilities and find their life and work meaningful.

Supporting Work Life BalanceThe Company considers it part of its social responsibility to create an environment in which children, our fu-ture leaders, can grow up healthy and safe. To this end, we actively encourage work-life balance (harmony between work and private life) by, for example, helping our employees to achieve a balance between work and child rearing.

The Company also put in place its action plan in accordance with the Act for Measures to Support the De-velopment of the Next Generation. As a result, in fiscal year 2011 two male employees took parental leave. Also in fiscal year 2011, we promoted company-wide measures aimed at shortening overtime hours. To cre-ate a working environment that allows employees to work positively and vigorously, we will review and consider a discretionary labor system and other working arrangements, and further encourage employees to take annual paid leave.

Promotion of Female AdvancementThe Company began its promotion activities for female advancement in fiscal year 2010. For Phase 1, including both 2010 and 2011, we focused on raising awareness and introducing the program. We also actively increased the number of females hired.

In fiscal year 2011, we conducted interviews with both female employees and ex-ecutives to clarify issues at work and formulated and implemented specific solutions. Actively participating in cross-industry meet-ups also helped encourage career devel-opment and increase motivation. We are also planning to offer consultation interviews to those who are returning to work after a parental leave to alleviate any anxiety, which will allow for a smooth transition. We will continue to support the proactive ac-tions of female employees through “Growing corporate culture,” “Career development and appointments” and “Supporting work-life balance”, so that women with abilities and motivation can be active at all stages of their lives.

◆Three Core Activity Areas【Growing corporate culture】We hold various events and training sessions to raise awareness throughout the Company and communicate these activities through our company bulletin.

【Career development and appointments】We introduce educational programs to further enhance the ability of ambitious women and develop and in-troduce ideal role models for our female employees.

【Supporting work-life balance】We implement childcare leave, short-term working hours and other programs to support a work-life balance so that both men and women can continue to work while they raise children. We introduce these programs by issuing a childrearing handbook.

IBIDEN’s Parenting Handbook to support balancing work and childbirth/child rearing


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Employment of Persons with DisabilitiesThere are a healthy number of active employees with disabilities at the Company. The number and percent-age of employees with disabilities in fiscal year 2011 was 41 ones and 1.87%, respectively. We will continue to respect the philosophy of normalization and maintain a working environment in which employees with dis-abilities can fully demonstrate their abilities.

Post-retirement Reemployment SystemWe instituted a post-retirement reemployment system in fiscal 2004 to enable our most experienced employ-ees to display their capabilities as part of our valued workforce.

Labor and Management Cooperation to Create a Worker-Friendly Workplace

Through a relationship of mutual trust, both the management and workers of IBIDEN work together to create a workplace that is friendly for all employees. The Labor and Management Gathering and the Labor and Man-agement Committee are held every month to deliberate on ways to improve the working environment so that employees can safely work toward the goals of their workplace. In fiscal year 2011, negotiations were held between labor and management with a focus on cooperation-related themes, such as working-hour manage-ment, creation of a worker-friendly workplace and improvement in personnel systems.

Working Hour ManagementIn an effort to raise employees’ awareness of working-hour management, we have them use the attendance system to check their data, which is designed to ensure accurate working hours, and promote the reduction of overtime work. Our goal is to cut the amount of overtime work by boosting operational efficiency, which can be achieved by making employees aware of the accurate working hours and through better communica-tion between superiors and subordinates, allowing them to review and rethink the work process and system.

Creating a Worker-Friendly WorkplaceAs a part of our 100th anniversary project, we are planning specifically to improve our physical work environ-ment. Our activities to promote female advancement included interviews with female employees as well as executives to raise awareness. We have also further developed support programs for those who are on pa-rental leave in an effort to support the work-life balance.

0

0.5

1

1.5

2

2.5

2007 2008 2009

Number of employees with disabilities

（FY）

（%）（Persons）

354039 40

Percentage of employees with disabilities

0

10

20

30

40

50

60

2010

(Number of employees with disabilities)

(Percentage of employees with disabilities)

1.891.93 1.941.98

41

2011

1.87

2007 2008 2009 （FY）

（Persons）

0

10

15

5

20

25

2010 2011

17

0

16

19

2

20

00

Maternity and child-care leaveNursing care leave

17

1

Trends in the number of employees with disabilities [IBIDEN]

Track record of the leave programs [IBIDEN]


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Occupational Health and Safety - Basic Policy

We conduct the health and safety activity done with all concerned people under IBIDEN WAY, and aim to harmonize “health and safety” and “operation” with the fundamental rule to minimize the risk that may affect the life and health of person participating to IBIDEN’s operations.

Occupational Health and Safety Policy

1. We will identify the sources of risks associated with each process in our corporate activities and take steps to prevent labor accidents and illnesses. We will strive to reduce the risks and to maintain and en-hance the physical and mental health of our employees.

2. We will provide a good working environment that allows all employees to work vigorously without anxiety. 3. We will comply with laws and regulations relating to occupational health and safety and with other recog-

nized requirements. 4. We will operate an occupational health and safety management system to ensure that every employee en-

gages in occupational health and safety activities and to make continued improvements to attain our occupational health and safety goal.

5. We will ensure that every employee is aware of our occupational health and safety policy, using occupa-tional health and safety cards and other means to raise their awareness of occupational health and safety and encourage proactive behavior.

6. We make this policy public and we make it available any time when requested. We also make this policy available on our website. http://www.ibiden.com/

Organization chart of Occupational Health and Safety Management

Company-wide EnvironmentalHealth and Safety Committee* President & CEO

Internal Audit Committee

Company-wide Zero Accident Committee Director in charge

Plant Health and Safety Promotion Meeting

Occupational Health and Safety Officer

Plant Manager

Occupational Health and Safety Manager

Plant Health and Safety Committee

Division Manager

General Health and Safety Manager(Plant Manager)

Safety Manager Health Manager

Hygiene Engineering Health Manager(Appointed employee)

Occupational Health Physician

Group ManagerTeam ManagerTeam LeaderOperation Chief

(Appointed employee)

Other statutory managers(Appointed employee) Section Chief … Name of Meeting

Division Zero Accident Committee Safety Circle Leader … Organization

Safety Promotion Circle Meeting Employee … Statutory Organization

(Promotion Organization) (Action Organization) (Audit Organization)

Top management

* Company-wide Environmental Health and Safety Committee: The Committee discusses the occupational health and safety policy and company-wide goals for occupational health and safety, and committee members include the chairperson of the labor union.


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Measures for SafetyIn fiscal year 2011, with “reduction of occupational accidents and potential incidents and improvement to the working environment,” “legal compliance” and “reduction in mental illnesses and life-style related diseases” as the three pillars of our activities, we implemented occupational health and safety programs for the entire IBIDEN Group. To be specific, we shifted our activities from accident prevention to hazard prevention by im-proving the level of risk management. Our activities centered on the following guidelines: focused implementation of activities to prevent major disasters/recurrent accidents, strict legal compliance through the regular education of legally qualified people in laws and regulations as well as through the audits of oper-ations and management of laws and regulations, and participation of all members based on the “Health100 Plan,” an initiative for improving health vigorously.

While the Group’s and domestic group companies’ occupational accident occurrence rates are below the national manufacturer average, unfortunately one fatal accident occurred in May 2011. In response to this in-cident, the entire IBIDEN Group overhauled and corrected risks that could cause accidents. On site, we confirmed the effectiveness of safety management measures to deal with what had been identified as highly critical in a risk assessment. For areas that had been recognized as hazards at plants, we implemented correc-tive actions promptly and completely.

In addition, based on the results of the occupational health and safety risk assessment and the occurrence of work-related accidents in the previous fiscal years, we specified that falling/flying objects, getting caught between/under objects and collisions with objects were company-wide risks and managed the progress of reduction in applicable risks. We fully implemented the planned risk reduction measures. Before implementing risk assessment, we conducted educational training, offering risk assessment study meetings and practice training sessions, to help participants acquire accurate risk assessment knowledge and methods for extracting risks. Furthermore, we have revitalized workplace safety circle activities and established activities to point out and correct risks through safety patrols led by the head of each workplace, aiming to reduce risks on a routine basis. In fiscal year 2012, we will expand the scope of our safety activities, targeting subcontractors working on premises, while further improving the level of our activities.

Managing Employee HealthHealth 100 PlanTo create a working environment that allows employees to work positive-ly and vigorously, it is also important to help them improve their physical and mental health. Since fiscal year 2008, IBIDEN has been dedicated to the improvement of employee health through the 5-year “Health100 Plan.”

In fiscal year 2011, we held a walking rally using pedometers, reflected in the slogan “Let’s go and see the beautiful sky of the world, and let’s walk around the globe (40,000 km) with all employee participants.” The rally was held at our plants and Group companies with the aim of further enhancing health awareness. Furthermore, we ensure that all employees use the e-Health Check System, which allows each employee to check the degree of his or her mental and physical stress, enabling occupational health physicians to conduct organizational analysis, detect problems and make proposals. In these ways, we are making further improvements to identify and deal with any mental health issues as rapidly as possible. In addition to these measures, we conduct mental health training for each tier, targeting the heads and manage-ment of companies, as we strive to create a workplace where all employees work positively and vigorously.

2.00

1.201.000.800.600.40

1.801.601.40

0.200

2008 2009 2010 2011

IBIDEN Group (Japan) IBIDEN

Manufacturing Industry All Industry

Health check activities at workplace

Occupational accident frequency rate*[IBIDEN and Domestic Group companies]

* Number of occupational injuries (be equal or more than ac-cidents requiring leave) for every million cumulative actual working hour

* The figures in parentheses represent the numbers of occupational accidents in fiscal year 2010

Number of Occupational Accidents [IBIDEN and Domestic Group companies]

IBIDEN Domestic Group Companies

Fatalities 1（0） 0（0）

Accidents requiring

leave8（4） 5（4）

Accidents not requiring

leave2（8） 3（3）

Minor injuries 12（12） 7（2）


010_0053889312409.indd 23 2012/10/23 17:56:59

Keeping environmental preservation in business in mind, we will thoroughly eliminate the loss of resources and energy in order to contribute to social development efficiently. We will dedicate ourselves to environmen-tal protection by offering technologies and products designed to reduce the environmental burden.

Environmental Management - Basic PolicyWe conduct the environmental load reduction activity with all concerned people under IBIDEN way, aim “Har-mony with nature” by reducing the bad effect on global environment generated in our business operation, and fulfill the role as enduring company.

Environmental Policy1. We contribute to protecting the global environmental by minimizing the environmental burden in every

process of our company’s activities. We especially value water and its benefits to the Earth.2. We continuously promote positive and effective use of clean energy by developing and improving eco-

technology that saves energy and resources.3. We comply with environmental rules and regulations of domestic and international countries. We set our

own standards and advance our environmental management capabilities.4. We encourage all employees to share the purpose and goals of environmental protection and devote

themselves to environmental protection activities. We accomplish this by utilizing an Environmental Man-agement System.

5. We publicize this environmental policy by distributing a Policy Carrying Card to promote awareness of en-vironmental protection and to inspire each employee to act voluntarily.

6. We make this policy public and we make it available any time when requested. We also make this policy available on our website. http://www.ibiden.com/

Organization chart of Environmental ManagementGrounded in values that emphasize harmony with nature, we are working group-wide to promote environ-mental management. With the president as the head of the companywide environmental management system, we have established the workplace-based Environment Committee led by the head of each work-place to facilitate environmental management.

Company-wide Environmental Committee

Plant Environment Committee

President & CEO

Director in charge of environmental management

Internal Audit Committee

Company-wide Consultative Organization

Plant Consultative Organization

Environmental Management Representative

Plant Manager

Environmental Representative

Division Manager

Waste Control Operator

Pollution Causing Facilities Manager

Pollution Control Supervisor(Plant Manager)

Pollution Control Manager(Appointed employee)

Waste Control Manager(Appointed employee)

Waste Control Facilities EngineeringManager (Appointed employee)

Special Management IndustrialWaste Management Representative(Appointed employee)

Other statutory managers(Appointed employees)

Group ManagerTeam Manager

EmployeeMember

Team Leader

(Consultative/Promotion Organization) (Action Organization) (Audit/Regulation Organization)

Top manageme

nt

Appointed in the presence of the relevant facilities

*Appointing manager necessary for Plants

*Appointing manager necessary for Plants

*Operating with organization of section meeting necessary for each Plants

Other than the above, we held a monthly “training camp” under the theme of ecological losses, promoting ac-tivities designed to reduce overall environmental losses. Moreover, we hold meetings organized by environmental protection promoters who are designated by each operational division while the entire Group shares information on environmental protection in the global conference on the environment.

Environmental Management


010_0053889312409.indd 24 2012/10/23 17:56:59

Management System Certification Status

Domestic group companies certified with ISO 14001 and OHSAS 18001We are pursuing ISO14001 certification with an in-house system as the means to continuously improve the environmental footprint caused by the Group’s activities, products and services.

Together with IBIDEN Electronics Industries Co., Ltd., IBIDEN Graphite Co., Ltd., IBITECH Co., Ltd. and IBIDEN Engineering Co., Ltd. (water treatment division), which are directly linked to our business activities, we obtained ISO14001 certification in January 2000 and OHSAS18001 certification in March 2003*. In June 2009, IBIDEN Jushi Co., Ltd. obtained ISO14001 certification, and the Godo Plant acquired ISO14001 and OHSAS18001 certifications and a certificate of compliance at the regular audit in January. Since fiscal year 2011, we have been operating a management system that integrates both ISO 14001 and OHSAS 18001 certifications.

Each workplace has an assigned full-time head (Plant manager), and the Environmental Committee and the Health and Safety Committee are led by the head of each workplace based on the Plan-Do-Check-Act (PDCA) cycle of activities. A meeting consisting of heads of workplaces is held monthly where information is ex-changed on inter-workplace activities, with a goal to increase the level of all IBIDEN workplaces.

* OHSAS18001: A standard for occupational health and safety management systems. OHSAS stands for Occupational Health and Safety Assessment.

Acquisition Status of the ISO14001 and OHSAS18001 Certifications for Domestic Group CompaniesName of the Group Company IBIDEN* IBIDEN Engineering

(Head Office) IBIDEN Greentec IBIDEN Bussan IBIDEN Industries IBIDEN Jushi

ISO14001Cert. Jan. 2000 Oct. 2002 Mar. 2004 May. 2005 Sep. 2005 Jun. 2009OHSAS18001Cert. Mar. 2003 Planning Aug. 2012 Planning

* IBIDEN Domestic Premises (Ogaki, Ogaki Central, Aoyanagi, Gama, Ogaki-kita, Kinuura, Godo) and including some Domestic Group(IBIDEN Electronics Industries, IBIDEN Engineering(Water treatment Section), IBIDEN Graphite, IBITECH, IBIDEN KENSO).

Overseas group companies certified with ISO 14001 and OHSAS 18001In our Group, not only Domestic group companies but also Overseas group companies are working to obtain ISO 14001 and OHSAS 18001 certification.

In 2007, IBIDEN Electronics Beijing Co., Ltd. renewed its certification through an extended exam process with expanded coverage to its second plant in January, followed by IBIDEN Hungary’s certification in Febru-ary.

In the future, we will continue with efforts to obtain this certification for overseas group companies and to strengthen our environmental management. In fiscal year 2012, we will work on building a management sys-tem at IBIDEN Electronics Malaysia with the aim of obtaining both ISO 14001 and OHSAS 18001 certifications.

Acquisition Status of the ISO14001 and OHSAS18001 Certifications for Overseas Group CompaniesName of the Group Company

IBIDEN Philip-pines

IBIDEN Electronics (Beijing)

IBIDEN Electronics (Shanghai) IBIDEN Hungary IBIDEN DPF France IBIDEN Electronics

(Malaysia)ISO14001Cert. Jun. 2003 Jul. 2003 Feb. 2005 Feb. 2007

PlanningOHSAS18001Cert. Planning Mar. 2007 Planning

Environment and Occupational Health and Safety-Related Laws and Regulations

IBIDEN focuses on compliance with laws and regulations related to the environment and occupational health and safety.

We aimed at achieving zero violations in fiscal year 2011, but received an administrative correction once and guidance four times, in terms of occupational health and safety, from the concerned government minis-tries in Japan. We have promptly improved the compliance issues pointed out by the ministries through the Workplace Health and Safety Committee.


010_0053889312409.indd 25 2012/10/23 17:57:00

IBIDEN has no record of penalties or sanctions related to violations of environmental and occupational health and safety laws and regulations.

Guidelines for Environmental Activities

In fiscal year 2011, we implemented environmental protection measures with “combat against global warm-ing,” “effective use of resources,” “reduction of environmental risks” and “stable supply of electricity/steam/cold water” as the pillars of the activities. In fiscal year 2012, we will make “energy loss reduction,” “effective use of resources,” “reduction of environmental risks” and “stable supply of electricity/steam/cold water” the pillars of the activities, making company-wide efforts toward environmental protection as the IBIDEN Group. In particular, we will promote the following activities.1. We will introduce innovative technology to conserve energy when constructing a new plant or introducing

a new line while reducing energy loss by adopting the technology to the existing lines.2. We will establish a technology/system that allows energy consumption to fluctuate according to fluctua-

tions in production volume while lowering the energy unit load by promoting BIC activities.3. We will promote activities to improve yield rates of materials, increase productivity through loss reduction

and conserve energy/resources by means of the 3R activity.4. We will enhance chemical control, pollution prevention management and disaster prevention management

in order to reduce environmental risks.5. We will efficiently supply electricity/steam/cold water by taking the status of their use into account.

Aiming to thoroughly eliminate the loss of resources and energy in business, we place emphasis on energy loss as one of the themes for company-wide loss reduction efforts. We extract, analyze and classify energy loss caused by demand sides and supply sides, sharing information and confirming progress in the “training camp” addressing the topic of ecological losses.*1 BIC activities: Best in Class—Activities conforming to the latest cases*2 3R: Abbreviation for “Reduce, Reuse and Recycle”

Coping with Climate Change Issues

Through private power generation activities to supply clean energy as well as energy conservation efforts in manufacturing activities, we are working to reduce direct greenhouse gas emissions. To upgrade our private power generation systems, we are boosting our hydroelectric power generation capacity, improving thermal power generation efficiency, and promoting fuel conversion. With regard to energy conservation efforts in manufacturing activities, we are accelerating the improvement of energy conservation practices throughout the Company by strengthening companywide CO2 reduction activities, while all manufacturing divisions man-age the basic unit of energy consumption and set specific targets for each division.

Measures to Supply Clean EnergyThe IBIDEN Group can trace its history back to a scheme aimed at building a hydroelectric power plant up-stream on the Ibigawa River to supply power and attract industry and thereby help revitalize the nearby city of Ogaki. The Group was established under the name Ibigawa Electric Company in 1912, but over time began to utilize electricity to evolve into an electrochemical company. We have continued to expand our business since then, including areas such as carbides, carbon, building materials, ceramic products and electronic prod-ucts, as we have grown and developed hand in hand with local communities.

Hirose Power PlantPower output: 8,000kW

Kawakami Power PlantPower output: 4,100kW

Higashi-Yokoyama Power Plant Power output: 13,600kW


010_0053889312409.indd 26 2012/10/23 17:57:00

IBIDEN owns three hydroelectric power plants in the up-stream section of Ibigawa River in Gifu Prefecture. Hydraulic power generation uses the potential energy of water to cre-ate clean energy without greenhouse gas emissions.We introduced a co-generation system in 1992 to use clean energy instead of purchased electric power, increasing our clean energy supply. While generating power from turbines that operate by fuel combustion, this system also uses waste heat to produce steam, which is then used in facto-ries. As a consequence, the system excels in energy efficiency.

In addition, we recently introduced large-scale solar pow-er systems on the rooftop of our head office building in No-vember 2005 and in the Ogaki Central Plant in March 2008. As for the fuels we use, we are moving away from petro-leum-based fuels, in favor of gas-based fuels, and made a shift from boiler fuel to gas-based fuel at the Kinuura Plant in fiscal year 2011.

We are consistently trying to increase our use of natural energy such as hydroelectric power and solar power and improve the efficiency of a co-generation system with a high level of environmental performance. As a consequence, power we generated in-house supplied nearly 55% of the power we consumed in fiscal year 2010. We have successfully reduced CO2 emissions by approx. 91,000 t- CO2 (for fiscal year 2011) from the quantity emitted to generate purchased electric power.

＜Repair works on hydroelectric facilities＞We completed more than five years’ repair works on our three hydro-electric power plants in Higashi-Yokoyama, Hirose and Kawakami in 2012, which marked the 100th anniversary of our foundation. Power output was improved by approximately 10% due to repair works on the water supply tunnel and the latest update of the generators. We will continue to take advantage of hydroelectric power as a clean energy.

Hydroelectric powerThree hydraulic power plants are working in the upstream section of the Ibigawa River.

A co-generation systemFive co-generation systems operate at our plants.

Solar power generationSolar cell panels with a total rated gen-erating capacity of 647 kWh have been introduced on rooftop of our Head Office building and at the Ogaki Central Plant.

0

100

200

300

400

500

600

（IBIDEN domestic premises）

（1,000Mwh）

Private generated electricity with hydroelectric generation system

Private generated electricity with co-generation systemPrivate generated electricity with solar power generation system

Purchased electricity

2007 2008 2009 2010 2011

260

14697

186

122 94108

119

109152 163 172

0.06

0.810.76

0.80260

14697

186

122 94108

119

109152 163 172

217

121

146

0.69

217

121

146

Major repair works for Higashi-Yokoyama Power Plant

Repair works for Kawakami Power Plant and its water supply tunnel

Repair works for Hirose Power Plant

Trend in electric power use

Inside power plant after repair work


010_0053889312409.indd 27 2012/10/23 17:57:00

Energy ConservationWe are accelerating the improvement of energy conser-vation practices designed to lower the basic unit of ener-gy consumption in all divisions within the entire Compa-ny, striving to strengthen the company-wide CO2 reduction activities as well as our product-making system. Each month, we hold a “training camp” where members from all divisions of the Company take part in energy conservation activities to combat global warming. The manufacturing division and the related functional divi-sions meet to hold repeated discussions, create an activi-ty plan, report on their progress, and disclose relevant cases to share information on improvements. With our Management’s advice, we follow the PDCA cycle to im-prove energy conservation. Starting from fiscal year 2012, we have changed the name of Preventing Global Warming

“training camps” to “Environmental Loss Prevention Train-ing Camp.” Our goal is to reduce not only greenhouse gas emissions but also overall environmental losses. In fiscal year 2 0 1 1, we promoted targeted development projects with a focus on energy-saving design, horizontal deployment of energy conservation improvement and maintenance management as the three pillars. In fiscal year 2 0 1 2, we will promote five activities including the energy-saving design of new plants and new lines.

In our energy conservation activity, we convert energy consumption to CO2 emission and evaluate energy consumption as well as CO2 emission as our result. Globally, we aim to improve energy conservation by 3% annually based on the CO2 emissions unit load per production volume for fiscal year 2008. Total CO2 emis-sions in fiscal year 2011 were nearly flat, with a slight increase, as the production volume increased. Nonethe-less, we successfully reduced the CO2 emissions unit load by 17% per production volume from that in fiscal year 2008.

(Please refer to the Graph “CO2 emission and CO2 emission unit load rate”.) We have established energy conservation management standards that are applicable to utility facilities op-

erated and managed by IBIDEN. In energy control based on cost improvement through optimum manage-ment, the standards aim to “develop a foundation for energy control” and “increase the energy control level”through the implementation of actions related to energy usage streamlining. In fiscal year 2011, we aimed at building a system to prevent energy conservation efforts from regressing by increasing the rate of conformity to energy conservation standards and implementing energy conservation patrol/audits.

Details of Energy Conservation Improvements in Fiscal 2011Three-pillar initiatives Details

1. Targeted development/energy-saving design Energy-saving design of new lines at three overseas plants2. Horizontal deployment of energy conservation

improvementsDevelopment of items for company-wide horizontal deployment and items unique to each plant, theme improvement of energy conservation assessment

3. Maintenance management Creation of energy maintenance management standards, review/adjust-ment of the standards

CO2 reduction through energy conservation activities 23,000t-CO2*

Note: The above is an estimated amount obtained by converting the contents of improvement activities to CO2 reductions.

Direct CO₂ emissions (Scope1)Indirect CO₂ emissions （Scope2）CO₂ emission unit load rate* performanceCO₂ emission unit load rate* plan

0

100

200

300

400

500

600

700

1,000

900

800

(CO₂ emissions)

（FY）0

20

40

60

100

80

(Unit load)

（Rate）（kt-CO2e）

2008 2009 2011

458

215

452

216

2010

569

231

576

237

243 236338 339

100 97 94 9110093

8883

CO2 emission and CO2 emission unit load rate (per production volume) [IBIDEN Group]

*1: The above rate is calculated at the rate of 100 percent of the result of fiscal year 2008.

*2: CO2 emissions show figures covering production-related locations in Japan and overseas. With regard to the CO2 emission factor at the time of calculation, we used the factor provided by the “List of Calculation Methods/Emission Factors in the Calculation, Report and Publication System” of the Ministry of the Environ-ment and the Ministry of Economy, Trade and Industry in Japan as well as by gas distribution companies.


010_0053889312409.indd 28 2012/10/23 17:57:00

Resource Circulation

Resource Circulating ActivitiesIBIDEN believes that it is an important responsibility of businesses to make effective use of the world’s scarce re-sources and to take part in a global effort to conserve re-sources. We promote the so-called 3R activity, which consists of initiatives to Reduce, Reuse and Recycle the resources we consume. In doing so, we aim to improve the resources efficiency. Since 2004, IBIDEN has been main-taining a zero-emission* status in terms of solid waste.

The IBIDEN Group sets an index to control solid waste per production volume and has been taking action to im-plement such control. Based on the production volume unit load for fiscal year 2008, we aim to improve it by 1% annually. While the production volume for fiscal year 2011 increased from the previous year and the basic unit also increased from the previous year, we continued to improve the material usage efficiency. We successfully re-duced solid waste per production volume by 7% com-pared from that in fiscal year 2008. (Please refer to the Graph “Amount of solid waste and Solid waste unit load rate”.)

* IBIDEN defines zero emission as a state in which no solid waste emitted from the production process is dumped in landfills.

Effective Utilization and Reduction of Water Resources (Water Conservation Efforts)A large amount of water resources is used in the manu-facturing process of electronic products, particularly for cleansing. Ogaki City in Gifu Prefecture, where our do-mestic production bases are concentrated, is rich in un-derground water thanks to the Ibigawa River system. However, water shortages are a serious problem in the world today. Based on the principle of so-called 3R activi-ty—initiatives to reduce, reuse, and recycle resources—the Group carries out business activities by integrating environmental technologies into manufacturing technolo-gies, which has reduced the amount of industrial water use. To ensure the optimum control of wastewater and effluent and the facilitation of 3R activity for water re-sources, since fiscal year 2008 all concerned divisions have been meeting every month for a full day of discus-sion to confirm and report on the progress.

The IBIDEN Group sets a benchmark for managing the water withdrawal per production volume. Our target is a 3% improvement per year, with the basic unit of the pro-duction volume (water withdrawal rate) in 2008 as the benchmark. In fiscal year 2011, we increased the use of recycled water (over 90%) within the industrial park at the Beijing Plant where the use of water resources was limited. The water withdrawal rate for fiscal year 2011 achieved a 31% decrease compared to fiscal year 2008. We will continue our commitment to reducing the water withdrawal rate at all plants by means of water conserva-tion and recycling activities.

(Please refer to the Graph “Water withdrawal and Wa-ter withdrawal unit load rate”.)

Solid waste unit load rate* performance

（FY）

Solid waste unit load rate* planAmount of solid waste

0

10,000

20,000

30,000

40,000

50,000

0

20

40

60

100

80

(Amount of solid waste)

(Unit load)

（Rate）（t）

2008 2009 20112010

28,900

30,500

37,200

40,400

93100 99

92

100 100 98 97

Amount of solid waste and Solid waste unit load rate [IBIDEN Group]

* The above rate is calculated at the rate of 100 percent of the result of fiscal year 2008

Water withdrawal unit load rate* performance

（FY）

Water withdrawal unit load rate* planWater withdrawal

0

5,000

10,000

15,000

20,000

0

20

40

60

100

80

(Water withdrawal)

(Unit load)

（Rate）（1000m³）

2008 2009 2011

11,800

11,500

2010

12,300

12,300

69

10091

74

100 97 94 91

* The above rate is calculated at the rate of 100 percent of the result of fiscal year 2008

Water withdrawal and Water withdrawal unit load rate [IBIDEN Group]


010_0053889312409.indd 29 2012/10/23 17:57:00

Appropriate Chemical Control

Responding to the Regulations regarding Chemical Substances in Products and Manufacturing ProcessesIBIDEN uses various chemical substances in the plating process. Since chemical substances may cause pollu-tion and human health hazards, we practice rigorous control to prevent chemicals from causing harm. We are reducing the use of or even eliminating certain chemicals. We operate the Chemical Control Committee as an internal organization, establishing a system to swiftly identify and respond to community demands related to chemical substances as shown in the REACH system in Europe. We have also operated the systems for chemi-cal control at overseas manufacturing bases.

CSR in the Supply ChainCooperation throughout the entire supply chain is essential to address environ-mental issues including chemical control as well as to push forward with CSR. We issue green procurement guidelines to our major suppliers in an effort to check the status of our business partners’ measures for environmental manage-ment and chemical control and conduct surveys on the status of chemical sub-stances that may cause a significant environmental burden.

Our chemical substance content information is managed by IT systems that enable us to promptly respond to inquiries from our clients. Having selected priority suppliers, we conduct on-site audits systematically.

Released and Transferred Amounts of PRTR* -Listed Chemical SubstancesWith respect to domestic laws, to respond to the PRTR Law and the Law Concerning the Examination and Regulation of Manufacture, etc. of Chemical Substances, we are enhancing in-house chemical control systems to build a management structure that prevents any omissions and errors.

●Released and Transferred Amounts of PRTR-listed Chemical Substances in FY 2011　■ 16 chemical substances subject to mandatory reporting to Gifu and Aichi Prefecture　■ Specified Class I Designated Chemical Substance: 2　　■ Class I Designated Chemical Substance: 14　■ Total amounts released or transferred: approx. 439 t/ year

ID No. Regulated Substance

Quantity ofregulatedsubstance

use*2

（kg/year）

Amount discharged (to air, public waterway, soil, or in-house landfill) Amount transferred Total

amountdischarged

andtransferred(kg/year)

Discharged to air

(kg/year)

Discharged to public water-way or river

(kg/year)

Discharged to soil on facility

grounds(kg/year)

Buried in landfill off-site

facility grounds(kg/year)

Transferred to sewerage

(kg/year)

Transferred offside as

waste material (kg/year)

20 2-Aminoethanol 252,123 2,521 0 0 0 259 208,736 211,51631 Antimony and its compounds 1,193 0 0 0 0 0 4 459 Ethylenediamine 1,158 0.4 0 0 0 0 0 0.4 76 ε-Caprolactam 10,290 0 0 0 0 0 51 51232 N,N-dimethylformaldehyde 1,290 0 0 0 0 0 6 6237 Hydrargentum 4,567 0 0 0 0 0 4,567 4,567272 Copper salts (water-soluble, except complex salts) 997,893 0 405 0 0 187 7,634 8,227308 Nickel 1,360 0 0 0 0 0 0 0309 Nickel compounds 19,817 0 0 0 0 0 8,297 8,297349 Phenol 609,850 26 0 0 0 0 0 26368 tert-Butylphenol 20,543 0 0 0 0 0 21 21395 Potassium persulfate water-soluble salt 775,676 0 0 0 0 0 167,706 167,706405 Boron and its compounds 3,393 0 0 0 0 0 3,393 3,393408 2-(2-[4-(1,1,3,3-Tetram ethylbutyl)phenoxy]ethoxy)ethanol 3,293 0 0 0 0 0 0 0411 Formaldehyde 549,878 1,931 0 0 0 0 14,841 16,773412 Manganese and its compounds 18,811 0 0 0 0 0 18,811 18,811

【Surveyed】IBIDEN and IBIDEN Group companies covered by IBIDEN’s environmental-management system【Survey period】April 2011 through March 2012

*1 PRTR：Pollutant Release and Transfer Register*2 The data includes contained amounts in products, biodegraded treatment amount, and such.

IBIDEN Group Green Procurement Guidelines

1


010_0053889312409.indd 30 2012/10/23 17:57:01

Understanding the Influence on Biodiversity

Initiated from the power of water, the Group’s business activities are blessed with the benefit of biodiversity such as maintaining a stable water supply. And our activities also have some impact in the area of biodiver-sity. Just as we need to cope with the issues of global warming due to climate change, biodiversity conserva-tion is one of the most important tasks to tackle.

Aiming to contribute to constant social advancement, in line with the values stressing “Harmony with Na-ture,” IBIDEN will act responsibly as a global enterprise by working together with society.

Activities to Create a Society in Harmony with Nature for Biodiversity Protection and Sustainable Resource UseFocusing on the upstream areas along the Ibigawa River, which are the roots of the IBIDEN Group, we will contribute to protecting biodiversity and sustainable use of resources in the local community. We will achieve this by carrying out forest preservation activities to support the water sources and promoting social contribu-tion activities in collaboration with the local community.

Forest Preservation Activity AreasIn August 2008, IBIDEN signed an Agreement on Lively Forest Creation with the Gifu Prefectural Government, the Ibigawa Town Government and the Ibi Shizen Kankyo Rangers (a nonprofit organization). According to this agreement, we will plant trees, thin the forests and conduct improvement cutting in IBIDEN’s Forest Higashi Yokoyama Forest in the Higashi Yokoyama district and IBIDEN’s Forest Fujihashi Forest in the Tsurumi district over the next 10 years, in an effort to support sustainable reforestation activities in the future.→ For details on forest preservation activities, please refer to “Social Contribution” on page 41.

＜Target Areas of Forest Preservation Activities＞

▶ Toyama

▶ Nagano

▶ Ishikawa

▶ Fukui

▶ Shiga

▶ Mie

▶ Aichi

▶ Gifu

303

303

417

Site preparation for planting project IBIDEN’s Forest Higashi-YokoyamaLand area：4.31haIn collaboration with the local community,

we held the nature study class in autumn

TokuyamaDam

Ibigawa RiverKawakami Power Plant

HirosePower Plant

Higashi Yokoyama Power Plant

Ibi Prefectural Natural Park

Site preparation for silvicultural projectIBIDEN’s Forest FujihashiLand area：37ha

The hydroelectric power is supplied to each of IBIDEN’s Plants


010_0053889312409.indd 31 2012/10/23 17:57:01

Environmental Contribution through Products

Product life cycle assessmentIBIDEN is promoting a design that takes into consideration safety/environmental rules and regulations, energy conservation and resource conservation from the initial stage of product development. In design reviews to examine product development/design, we have added product and process safety, environmental regula-tions/safety of materials used and energy conservation consciousness reflected in the production process as examination items. Currently we are building a system to confirm whether products developed and produced by IBIDEN are environmentally friendly. We plan to issue guidelines for environmentally friendly guidelines at the end of fiscal 2012 and start using them from fiscal year 2013.

Diesel Particulate Filter (DPF)As environmental regulations are tightened, the market for automotive exhaust system components is likely to expand in the future. IBIDEN is working to reduce the en-vironmental burden by launching next-generation, high-performance products such as diesel particulate filters (DPFs), installed into fuel-efficient, clean diesel vehicles.

In 2000, IBIDEN succeeded in achieving the practical application of DPFs made of silicon carbide (SiC), which boasts high thermal conductivity, high heat resistance, thermal shock resistance, and high mechanical strength as its baseline performance. Following that, with a view to further reducing the environmental burden, we de-veloped new technology such as the Oct-Square, which helped achieve long life and the downsizing of the filters.

The inlet cell of the DPF is expanded in an octagonal form to increase the ash reten-tion capacity. This technology downsizes　the DPF volume to reduce material and en-ergy consumption.

SiC-DPF（Diesel Particulate Filter

Conventional cell structure Oct-Square (OS) cell structure

Forecast for the European Vehicles Market

（Year）

(Million Units)

Note: Forecasts by IBIDEN.

0

10

20

30

40

50

Diesel vehicles Gasoline vehicles

2009 20112010 2012

100％

47％46％49％49％

100％

75％58％

Ratio of vehicles with DPFRatio of diesel vehicles


010_0053889312409.indd 32 2012/10/23 17:57:01

Environmental Accounting

1．Environmental Accounting in Support of Environmental ManagementIn promoting environmental management, IBIDEN performs calculations and analyses to develop a quantita-tive understanding of investment and costs, seeking to understand the management resources spent on re-ducing the environmental burden and the results. We use environmental accounting to reflect the effects of investment and cost in the decision-making process at the management level.

2．Basis for CalculationAccounting period Fiscal year (April 1 of the year to March 31 of the following year)

Accounting scope (Note 1)

IBIDEN Co., Ltd. and major domestic manufacturing group companies(IBIDEN Engineering Co., Ltd., IBIDEN Graphite Co., Ltd., IBIDEN KENSO Co., Ltd., IBIDEN Jushi Co., Ltd., IBIDEN Electronics Industries Co., Ltd., IBIDEN Bussan Co., Ltd.)

Calculation method Calculations conform to the Environmental Accounting Guidelines (2005 edition) pub-lished by the Ministry of the Environment.

Note 1: Calculations have been based on the consolidated financial results of major domestic manufacturing group companies since fiscal year 2009.

3．Main Environmental Protection CostsIn fiscal year 2011, investment increased 21% compared to fiscal year 2010. The increase in investment was primarily due to the investment made for “(6) Research & development costs” (environment-related products such as automotive exhaust system components) and “(2) Global environmental protection costs” (hydroelec-tric power plant updating, etc.).

In fiscal year 2011, costs increased 4% compared to fiscal year 2010. This is primarily because “(2) Global environmental protection costs” increased due to the maintenance work of water channels, penstocks and tunnels associated with the repair work of the Hirose Power Plant facilities (electricity supply started in 1925), which we started in September 2011 in order to improve performance and repair deterioration.

Note: With regard to the investment associated with the repair work mentioned above, approximately 3 bil-lion yen will be recorded in investment in fiscal year 2012.

(Unit: Million yen/year)

CategoryInvestments (Note 2) Costs (Note 2)

FY 2010 FY 2011 Year to Year FY 2010 FY 2011 Year to Year

Business area cost

(1) Pollution prevention costs 786 388 －51% 3,212 3,055 －5%

(2) Global environmental conservation costs 4 322 +7847% 1,395 2,224 +59%

(3) Resources circulation costs 292 16 －95% 961 953 －1%

(4) Upstream and downstream costs 0 0 ― 8 15 +80%

(5) Administration costs 8 5 －40% 227 245 +8%

(6) Research & Development costs 201 830 +313% 3,724 3,372 －9%

(7) Social activity costs 0 0 ― 29 32 12%

(8) Environmental remediation costs 0 0 ― 0 0 ―

Total 1,291 1,560 +21% 9,555 9,896 +4%

Note 2: In cases when the total amount of investments and costs cannot be deemed to constitute environ-mental protection costs, we have calculated the difference or the proportional share.

Environmental Performance Data


010_0053889312409.indd 33 2012/10/23 17:57:01

4．Distribution Ratio of Total Cost of Environmental Protection・ Research and development costs include the cost of re-

searching and developing next-generation DPFs and other environmentally responsible products, aimed at control-ling the environmental burden.

・ Global environmental protection costs include mainte-nance and administration costs of hydroelectric power generation and cogeneration facilities.

・ The environment is the main objective of costs associated with hydroelectric power generation and research and de-velopment of environmentally responsible products. The total cost is aggregated, as there is no appropriate pro rata basis.

In fiscal year 2011, “global environmental protection costs” increased to 22% from the previous fiscal year of 15% as a composition ratio due to repair works for the Hirose Power Plant.

5．Economic Results and Real Effects of Environmental Protection Measures (Note 3)The economic effects of energy conservation for fiscal year 2011 decreased 59% compared to fiscal year 2010. The main causes of the decrease were the decline in power generation and increase in costs due to the re-pair work of the Hirose Power Plant. The economic effects of improved power generation efficiency achieved by the repair work will be recorded in fiscal year 2012 and thereafter.

The economic effects of resource recycling for fiscal year 2011 increased by 15% compared to fiscal year 2010. The main causes of the increase were the reduced waste treatment costs achieved by reducing losses at the water treatment plant specializing in liquid waste and drainage treatments, in addition to the economic results brought by effectively using resources through raw material loss improvement efforts.

(Unit: Million yen/year)

Description of effectsAmount

Year to YearFY 2010 FY 2011

Real effects

1. Energy conservation effect and electric power marginal profit effectResults of effective hydroelectric power generation, improved power generation efficiency, reduced idle operation loss, improved productiv-ity, improved air conditioning, improved steam energy, and thorough maintenance and control

1,879 777 －59%

2. Economic effects of resource recycling(1) Reduced waste・ Effects of reduced liquid waste treatment costs, improved yield rates,

and reduced waste as a result of loss improvement(2) Recycling of waste・ Effects of effective use of waste・ Effects of disposal by sale of substrates containing precious metals,

liquid waste containing precious metals, sludge containing copper and waste plastics

1,745 2,011 15%

Total 3,624 2,788 －23%

Note 3: These figures are not including estimated measure (assumed effect).

6．Fluctuations in Environmental Protection Costs and Economic Results (Note 4)

Research anddevelopment

34%

FY 2011Total 9,896 million yen

Pollutionprevention31%

Globalenvironmentalprotection22%

Resourcerecycling10%

Other3%

6,854

8,6769,363 9,555

2,519 2,824 3,115 3,624

2007 2008 2009 2010

9,896

2,788

20110

2,000

4,000

6,000

8,000

10,000

12,000(Million yen) ■Environmental protection cost

■Economic result of environmental protection measures

Note 4: The figures are presented on a non-consolidated basis prior to fiscal year 2008 (on consolidated basis of IBIDEN CO,. LTD. from fiscal year 2009)


010_0053889312409.indd 34 2012/10/23 17:57:02

The IBIDEN Group’s Material Balance (Input and Output)

The IBIDEN Group procures a variety of raw materials and is engaged in manufacturing activities by utilizing a considerable amount of natural resources on the earth such as water and energy. To provide earth-friendly products to our customers, we seek to grasp the environmental burden caused by our business activities on a global basis. We will continue to provide high-value-added products while setting medium- and long-term targets and reducing our environmental burden.

Energy useCategory IBIDEN　*1 Group　*2

electricity（Mwh）

*3

Purcahsed electricity 217,126 618,464

Renewable energy 145,521 145,521

Natural gas（1000m3） 52,598 70,019

LPG（ｔ） 1,410 1,430

Kerosene（1000ℓ） 1,475 1,475

Diesel Oil（1000ℓ） 83 25,661

Heavy oil（1000ℓ） 0 3,711

AtmosphereCategory IBIDEN　*1 Group　*2

CO2（1000ｔ）

Scope 1 *3 119 237

Scope 2 *4 74 339

Logistics　*5 1.4 1.4

SOx emissions（1000ｔ） 0 0.02

Nox emissions（1000ｔ） 0.1 0.5

Raw MaterialsCategory IBIDEN Group

Metals（t） 1,617 4,157

Plastics and resins（t） 5,770 11,679

Glass（t） 5 205

Ceramic material,etc.（t） 17,719 32,819

Wood（t） 643 656

Paper（t） 3,833 4,335

Agricultural product（t） 0 3,699

Chemicals（t） 63,846 139,134

WasteCategory IBIDEN Group

Material recycling（t） 14,699 31,655

Thermal recycling（t） 1,184 2,303

Reuse（t） 706 2,512

Amount of landfill waste after intermediate treatment（t） *6 1,666 3,063

Landfilled industrial waste（t） 0 828

Total generated waste（t） 18,256 40,360

Water resourcesCategory IBIDEN Group　*4

Groundwater（1000m3） 7,101 8,660

Water works（1000m3） 25 3,612

Water system

Water system

Category IBIDEN Group

Discharge to public sewer（1000m3） 585 3,354

Discharge to river（1000m3） 3,880 5,372

COD contamination（t） 13 14

Nitrogen contamination（t） 8 9

Phosphorous contamination（t） 0.4 0.5

Industrial wastewater（1000ｔ） 18 29

*1　IBIDEN: IBIDEN Domestic Premises*2　 Group: IBIDEN Domestic Premises and, five Japanese Group

companies (Jushi, Bussan and IBIDEN Engineering (H.O.), IBIDEN Greentec, IBIDEN Industries) and seven overseas Group companies (IPI, IEB, IHU, IDFS, and Micro Mech, IBIDEN Malaysia, IBIDEN Electronics (Shanghai) )

*3　 Electric power: Privately generated electricity by the Group's thermal power other than above (229,541 Mwh)

*4　 Connected water works include 605,000 m3 of recycled water at industrial parks.

*1 IBIDEN: IBIDEN Domestic Premises*2 Group: IBIDEN Domestic Premises and, five Japanese Group

companies (Jushi, Bussan and IBIDEN Engineering (H.O.), IBIDEN Greentec, IBIDEN Industries) and seven overseas Group companies (IPI, IEB, IHU, IDFS, and Micro Mech, IBIDEN Malaysia, IBIDEN Electronics (Shanghai) )

*3 Scope 1: Direct CO2 emissions (emissions from fuel used in business establishments), include Greenhouce Gas other than CO2

*4 Scope 2: Indirect CO2 emissions (emissions from purchased electricity generation)

*5 Logistics: Transport by the IBIDEN Group companies in Japan*6 This does not mean amount of final landfill disposal. Amount of

waste which is finally disposed in a landfill (amount before volume reduction treatment by incineration and such.)

IBIDEN Group

INPUT

OUTPUT


010_0053889312409.indd 35 2012/10/23 17:57:02

Environmental Data for Individual Plants and Group Companies – Compliance ManagementOgaki Plant Aoyanagi Plant<No.1 Wastewater Measurement> <No.5 Wastewater Measurement>

<Noise Measurement>

<Air Measurement>

<No.2 Wastewater Measurement>


<Noise Measurement>

<Air Measurement>

Item Unit National standard City standard Voluntary standard Average MaximumP Ｈ 5.8～8.6 5.8～8.6 6.0～8.3 7.3 7.6 BOD mg/L 160 15 5 0.6 5.5 SS mg/L 200 200 200 1.1 2.0 n-H mineral oils mg/L 5 5 5 1.0 2.0 Cyanide mg/L 1 0.1 0.03 <0.01 <0.01

Item Unit National standard City standard Voluntary standard Average MaximumPH 5.8～8.6 5.8～8.6 6.0～8.3 7.1 7.6BOD mg/L 160 15 5 4.5 11 COD mg/L 160 Regulation of

total emission Regulation of total emission 2.8 6.5

SS mg/L 200 30 30 6.7 11Copper mg/L 3 2 1 0.37 1.3Lead mg/L 0.1 0.1 0.03 <0.01 <0.01Total chromium mg/L 2 1 1 <0.02 <0.02Hexavalent chromium mg/L 0.5 0.25 0.25 <0.02 <0.02Fluorine mg/L 8 8 5 <0.1 <0.1Cyanide mg/L 1 0.1 0.1 <0.01 <0.011･1･1 Trichloroethane mg/L 3 3 3 <0.0005 <0.0005Ni mg/L －－－ 0.01 0.01Phenol mg/L 5 0.4 0.4 <0.1 <0.1

n-H mineral oils mg/L 5 5 5 <1 <1

Dichloromethane mg/L 0.2 0.2 0.2 0.003 0.009Nitrogen mg/L 120 60 60 2.4 3.4Phosphorus mg/L 16 8 8 0.1 0.4 Boron and boron compounds mg/L 10 10 10 0.4 1.2Ammonia and ammonium compounds,nitrite and nitrate compounds mg/L 100 100 100 1.8 2.5

Place Unit National standard City standard Voluntary standard Average MaximumNorth (morning･evening) dB 65 65 65 54 56 East (morning･evening) dB 65 65 65 46 50 South (morning･evening) dB 65 65 65 48 51 West (morning･evening) dB 65 65 65 55 59

North (night) dB 60 60 60 53 56 East (night) dB 60 60 60 45 50

South (night) dB 60 60 60 46 49 West (night) dB 60 60 60 55 60

Item Equipment Unit National standard City standard Voluntary standard Average Maximum

Soot

Boiler No.7 g/m3N 0.3 0.27 0.27 0.002 0.002Boiler No.8 g/m3N 0.3 0.27 0.27 0.002 0.002Boiler No.9 g/m3N 0.3 0.27 0.27 0.003 0.003Boiler No.10 g/m3N 0.3 0.27 0.27 0.002 0.002Boiler No.11 g/m3N 0.3 0.27 0.27 0.003 0.003Boiler No.12 g/m3N 0.3 0.27 0.27 0.002 0.002Boiler No.13 g/m3N 0.3 0.27 0.27 0.004 0.004Boiler No.14 g/m3N 0.3 0.27 0.27 0.0025 0.003Boiler No.15 g/m3N 0.3 0.27 0.27 0.007 0.008Boiler No.16 g/m3N 0.3 0.27 0.27 0.003 0.004Boiler No.17 g/m3N 0.3 0.27 0.27 0.002 0.002Boiler No.18 g/m3N 0.3 0.27 0.27 0.002 0.002Boiler No.19 g/m3N 0.3 0.27 0.27 0.002 0.002Boiler No.20 g/m3N 0.3 0.27 0.27 0.002 0.003Boiler No.21 g/m3N 0.1 0.09 0.09 <0.001 <0.001Boiler No.22 g/m3N 0.1 0.09 0.09 <0.001 <0.001Boiler No.23 g/m3N 0.1 0.09 0.09 <0.001 <0.001Boiler No.24 g/m3N 0.1 0.09 0.09 <0.001 <0.001Boiler No.25 g/m3N 0.1 0.09 0.09 <0.001 <0.001Boiler No.26 g/m3N 0.1 0.09 0.09 <0.001 <0.001Gas Turbine No.1 g/m3N 0.05 0.05 0.05 <0.001 <0.001Gas Turbine No.2 g/m3N 0.05 0.05 0.05 <0.001 <0.001

NOx

Boiler No.7 ppm 260 260 260 79 83 Boiler No.8 ppm 260 260 260 82 83 Boiler No.9 ppm 260 260 260 85 86 Boiler No.10 ppm 260 260 260 79 79 Boiler No.11 ppm 260 260 260 85 91 Boiler No.12 ppm 260 260 260 88 88 Boiler No.13 ppm 260 260 260 91 91 Boiler No.14 ppm 260 260 260 79 84 Boiler No.15 ppm 260 260 260 93 100 Boiler No.16 ppm 260 260 260 89 89 Boiler No.17 ppm 260 260 260 87 87 Boiler No.18 ppm 260 260 260 83 86 Boiler No.19 ppm 260 260 260 88 88 Boiler No.20 ppm 260 260 260 83 87 Boiler No.21 ppm 150 150 150 46 47 Boiler No.22 ppm 150 150 150 51 53 Boiler No.23 ppm 150 150 150 42 45 Boiler No.24 ppm 150 150 150 46 48 Boiler No.25 ppm 150 150 150 47 47 Boiler No.26 ppm 150 150 150 44 44

Item Unit National standard City standard Voluntary standard Average MaximumPH 5.8～8.6 5.8～8.6 6.0～8.3 7.4 8.3 BOD mg/L 160 15 5 3.1 8.8 COD mg/L 160 Regulation of

total emissionRegulation of total emission 3.5 7.1

SS mg/L 200 30 30 4.2 14 Copper mg/L 3 2 1 0.3 1.6 Lead mg/L 0.1 0.1 0.03 <0.01 <0.01Total chromium mg/L 2 1 1 <0.02 <0.02Hexavalent chromium mg/L 0.5 0.25 0.25 <0.02 <0.02Fluorine mg/L 8 8 5 0.10 0.12Cyanide mg/L 1 0.1 0.1 <0.01 <0.01


Nitrogen mg/L 120 60 60 1.7 4.1 Phosphorus mg/L 16 8 8 0.1 0.2 Boron and boron compounds mg/L 10 10 10 0.2 0.3 Ammonia and ammonium compounds,nitrite and nitrate compounds mg/L 100 100 100 1.5 3.2 Item Unit National standard City standard Voluntary standard Average Maximum

PH 5.8～8.6 5.8～8.6 6.0～8.3 7.8 7.9BOD mg/L 160 15 10 0.6 2.3COD mg/L 160 Regulation of

total emission Regulation of total emission 0.7 2

SS mg/L 200 30 30 <1 <1Cyanide mg/L 1 0.1 0.1 <0.01 <0.01Phenol mg/L 5 0.4 0.4 <0.1 <0.1


Nitrogen mg/L 120 60 60 1.3 1.6Phosphorus mg/L 16 8 8 <0.05 <0.05

Place Unit National standard City standard Voluntary standard Average MaximumEast (morning･evening) dB 65 65 65 51 54West (morning･evening) dB 65 65 65 47 53South (morning･evening) dB 65 65 65 53 54North (morning･evening) dB 65 65 65 53 57

East (night) dB 60 60 60 50 54West (night) dB 60 60 60 47 53South (night) dB 60 60 60 52 55North (night) dB 60 60 60 52 57


SootBoiler No.2 g/m3N 0.1 0.09 0.09 <0.001 <0.001Gas Turbine No.1 g/m3N 0.05 0.05 0.05 <0.001 <0.001Gas Turbine No.2 g/m3N 0.05 0.05 0.05 <0.001 <0.001

NOxBoiler No.2 ppm 150 150 150 100 100 Gas Turbine No.1 ppm 70 70 70 20 25 Gas Turbine No.2 ppm 70 70 70 17 19


010_0053889312409.indd 36 2012/10/23 17:57:03

Gama Plant Ogaki Central Plant <No.1 Wastewater Measurement> <Wastewater Measurement>

Item Unit National standard City standard Voluntary standard Average MaximumPH 5.8～8.6 5.8～8.6 6.0～8.3 7.3 7.8BOD mg/L 160 15 5 1.8 4.1COD mg/L 160 Regulation of

total emission 10 0.6 2.4SS mg/L 200 30 10 1.4 4 Copper mg/L 3 2 1 0.15 0.42Lead mg/L 0.1 0.1 0.03 0.01 0.01Fluorine mg/L 8 8 5 0.12 0.24Cyanide mg/L 1 0.1 0.03 <0.01 <0.011･1･1 Trichloroethane mg/L 3 3 1 <0.0005 <0.0005

n-H mineral oils mg/L 5 5 1.7 <1 1

Dichloromethane mg/L 0.2 0.2 0.06 <0.002 <0.002Nitrogen mg/L 120 60 20 3 4Phosphorus mg/L 16 8 2.7 0.06 0.12 Boron and boron compounds mg/L 10 10 10 <0.1 <0.1Ammonia and ammonium compounds,nitrite and nitrate compounds mg/L 100 100 100 2.5 3



SS mg/L 200 30 30 3.4 9Copper mg/L 3 2 1 0.3 0.78Lead mg/L 0.1 0.1 0.03 <0.01 <0.01Total chromium mg/L 2 1 1 <0.02 <0.02Hexavalent chromium mg/L 0.5 0.25 0.25 <0.02 <0.02Fluorine mg/L 8 8 5 <0.1 <0.1Cyanide mg/L 1 0.1 0.1 <0.01 <0.01n-H mineral oils mg/L 5 5 5 <1 <1Nitrogen mg/L 120 60 60 2.3 4.1Phosphorus mg/L 16 8 8 <0.05 <0.05Boron and boron compounds mg/L 10 10 10 0.14 0.6Ammonia and ammonium compounds,nitrite and nitrate compounds mg/L 100 100 100 1.7 2.9


<Noise Measurement>

<Air Measurement>

Place Unit National standard City standard Voluntary standard Average MaximumEast (morning･evening) dB 65 65 65 47 55 South (morning･evening) dB 65 65 65 51 54 West (morning･evening) dB 65 65 65 54 59

East (night) dB 60 60 60 46 55 South (night) dB 60 60 60 50 54 West (night) dB 60 60 60 53 58


Soot（Oxygen equivalent）

Boiler No.9 Gas g/m3N 0.1 0.09 0.09 <0.001 <0.001Boiler No.10 Gas g/m3N 0.1 0.09 0.09 <0.001 <0.001Boiler No.11 Gas g/m3N 0.1 0.09 0.09 <0.001 <0.001Boiler No.12 Gas g/m3N 0.1 0.09 0.09 <0.001 <0.001Boiler No.13 Gas g/m3N 0.1 0.09 0.09 <0.001 <0.001Boiler No.14 Gas g/m3N 0.1 0.09 0.09 <0.001 <0.001Boiler No.15 Gas g/m3N 0.1 0.09 0.09 <0.001 <0.001Boiler No.16 Gas g/m3N 0.1 0.09 0.09 <0.001 <0.001Gas Turbine g/m3N 0.05 0.05 0.05 0.005 0.01

NOx（Oxygen equivalent）

Boiler No.9 Gas ppm 150 150 150 42 48Boiler No.10 Gas ppm 150 150 150 42 48Boiler No.11 Gas ppm 150 150 150 42 51Boiler No.12 Gas ppm 150 150 150 40 47Boiler No.13 Gas ppm 150 150 150 25 28Boiler No.14 Gas ppm 150 150 150 30 35Boiler No.15 Gas ppm 150 150 150 34 39Boiler No.16 Gas ppm 150 150 150 33 37Gas Turbine ppm 70 70 70 38 47


total emission 10 1.6 6.8SS mg/L 200 30 10 1.2 2

n-H mineral oils mg/L 5 5 1.7 <1 <1

Nitrogen mg/L 120 60 20 1.1 1.4Phosphorus mg/L 16 8 2.7 <0.05 <0.05Copper mg/L 3 2 1 0.013 0.02Cyanide mg/L 1 0.1 0.03 <0.01 <0.01Lead mg/L 0.1 0.1 0.03 <0.01 <0.01Dichloromethane mg/L 0.2 0.2 0.06 <0.002 <0.0021･1･1 Trichloroethane mg/L 3 3 1 <0.0005 <0.0005Fluorine mg/L 8 8 5 <0.1 <0.1Boron and boron compounds mg/L 10 10 10 <0.1 <0.1Ammonia and ammonium compounds,nitrite and nitrate compounds mg/L 100 100 100 1.1 1.2

<Noise Measurement>

<Air Measurement>

Place Unit National standard City standard Voluntary standard Average MaximumWest (morning･evening) dB 50 50 50 39 43North (morning･evening) dB 50 50 50 44 46EastNo.1 (morning･evening) dB 50 50 50 45 47EastNo.2 (morning･evening) dB 60 60 60 46 52South (morning･evening) dB 60 60 60 41 45

West (night) dB 45 45 45 37 42North (night) dB 45 45 45 43 45

East No.1 (night) dB 45 45 45 44 46*1

East No.2 (night) dB 50 50 50 45 50South (night) dB 50 50 50 38 42


Soot

B-1-1 Boiler g/m3N 0.1 0.09 0.09 <0.001 <0.001B-1-2 Boiler g/m3N 0.1 0.09 0.09 <0.001 <0.001B-1-3 Boiler g/m3N 0.1 0.09 0.09 <0.001 <0.001B-1-4 Boiler g/m3N 0.1 0.09 0.09 <0.001 <0.001B-1-5 Boiler g/m3N 0.1 0.09 0.09 <0.001 <0.001B-1-6 Boiler g/m3N 0.1 0.09 0.09 <0.001 <0.001B-1-7 Boiler g/m3N 0.1 0.09 0.09 <0.001 <0.001B-1-8 Boiler g/m3N 0.1 0.09 0.09 <0.001 <0.001B-1-9 Boiler g/m3N 0.1 0.09 0.09 <0.001 <0.001B-1-10 Boiler g/m3N 0.1 0.09 0.09 <0.001 <0.001

NOx

B-1-1 Boiler ppm 150 150 150 32 33 B-1-2 Boiler ppm 150 150 150 31 34 B-1-3 Boiler ppm 150 150 150 33 34 B-1-4 Boiler ppm 150 150 150 30 30 B-1-5 Boiler ppm 150 150 150 35 37 B-1-6 Boiler ppm 150 150 150 34 36 B-1-7 Boiler ppm 150 150 150 36 36 B-1-8 Boiler ppm 150 150 150 32 34 B-1-9 Boiler ppm 150 150 150 30 31 B-1-10 Boiler ppm 150 150 150 32 32

*1　Influence of the sound of flumes


010_0053889312409.indd 37 2012/10/23 17:57:03

Ogaki-Kita Plant

Godo Plant

<Total Wastewater Measurement>

<Wastewater Measurement - West>

<Wastewater Measurement - East>

Item Unit National standard City standard Voluntary standard Average MaximumPH 5.8～8.6 5.8～8.6 6.0～8.3 7.7 8BOD mg/L 160 30 20 5.2 20COD mg/L 160 Regulation of


SS mg/L 200 30 25 1.8 8Copper mg/L 3 2 1 0.01 0.04Total chromium mg/L 2 0.5 0.5 <0.02 <0.02Hexavalent chromium mg/L 0.5 0.2 0.2 <0.02 <0.02Fluorine mg/L 8 8 8 <0.1 <0.1Cyanide mg/L 1 0.1 0.08 <0.01 <0.011･1･1 Trichloroethane mg/L 3 0.3 0.1 <0.0005 <0.0005Trichloroethylene mg/L 0.03 0.03 0.01 <0.002 <0.002Phenol mg/L 5 0.4 0.4 <0.1 <0.1n-H mineral oils mg/L 5 5 4 <1 <1Nitrogen mg/L 120 60 50 16 52*1

Phosphorus mg/L 16 8 7 1.7 6.9*1

Boron and boron compounds mg/L 10 10 10 0.11 0.22Ammonia and ammonium compounds,nitrite and nitrate compounds mg/L 100 100 100 7.3 18



SS mg/L 200 30 30 1.7 7.0n-H mineral oils mg/L 5 5 5 1.1 2.0 Nitrogen mg/L 120 Regulation of

total emission 60 1.2 1.7Phosphorus mg/L 16 Regulation of

total emission 8 <0.05 <0.05


total emission Regulation of total emission 5.7 8.6

SS mg/L 200 30 30 4.2 15.0n-H mineral oils mg/L 5 5 5 <1 <1Nitrogen mg/L 120 Regulation of

total emission 60 10.0 21Phosphorus mg/L 16 Regulation of

total emission 8 1.3 2.9

<Noise Measurement>

<Noise Measurement>

*1　 Since we upgraded the device of the combined treatment tank in February 2012, figures have increased due to the instability of the biological treatment.

*2　The data excess by the sound of insects and frogs.*1　Boiler No. 2 was discontinued due to fuel conversion.*2　Boiler No. 4, No. 5_Gas was installed due to fuel conversion.

*1　The data excess by the sound of insects and frogs.

<Air Measurement>

<Air Measurement>

Place Unit National standard City standard Voluntary standard Average MaximumNorth (morning･evening) dB 60 60 60 44 59East (morning･evening) dB 60 60 60 46 53South (morning･evening) dB 60 60 60 45 54

Western angle of Building D (morning･evening) dB 60 60 60 44 58West (morning･evening) dB 60 60 60 49 59

Graveyard (morning･evening) dB 60 60 60 45 53North (night) dB 50 50 50 44 57*2

East (night) dB 50 50 50 46 53*2

South (night) dB 50 50 50 44 52*2

Western angle of Building D (morning･evening) dB 50 50 50 43 58*2

West (night) dB 50 50 50 49 53*2

Graveyard (night) dB 50 50 50 44 55*2

Place Unit National standard City standard Voluntary standard Average MaximumEast (morning･evening) dB 60 60 60 47 55South (morning･evening) dB 60 60 60 46 66*1

West (morning･evening) dB 60 60 60 44 48North (morning･evening) dB 60 60 60 43 47

East (night) dB 50 50 50 47 54*1

South (night) dB 50 50 50 45 58*1

West (night) dB 50 50 50 43 49North (night) dB 50 50 50 41 46

Item Equipment Unit National standard City standard Voluntary standard Average MaximumHydrogen sulfide Vacuum incinerator ppm 0.02 0.02 0.02 <0.0005 <0.0005

Item Equipment Unit National standard City standard Voluntary standard Average MaximumSoot Exhaust g/m3N 0.2 0.2 0.2 0.001 0.002Nox Exhaust ppm 60 60 60 4.4 5.2

Kinuura Plant <Wastewater Measurement>

Item Unit National standard City standard Voluntary standard Average MaximumPH 5.8～8.6 6.0～8.4 6.4 7.2 BOD mg/L 160 20 7 18COD mg/L 160 30 12 19SS mg/L 200 50 13 23Copper mg/L 3 0.2 0.01 0.01Total chromium mg/L 2 1 0.02 0.02Fluorine mg/L 8 3.0 0.16 0.16Phenol mg/L 1 0.2 0.1 0.1n-H mineral oils mg/L 2 1 1 1Nitrogen mg/L 120 30 23 23Phosphorus mg/L 16 3 1.1 1.1Soluble manganese mg/L 10 3 1.2 1.2Zinc mg/L 2 1 0.03 0.03Solubility iron mg/L 10 3 0.9 0.9Coliform bacilli piece/cm3 3000 1000 4 4Boron and boron compounds mg/L 10 3 0.1 0.1Ammonia and ammonium compounds,nitrite and nitrate compounds mg/L 100 50 16 16

<Noise Measurement>

<Air Measurement>

Place Unit National standard City standard Voluntary standard Average MaximumEast (morning･evening) dB 65 65 59 60


Soot

Once-through boiler No.1 g/m3N 0.3 0.3 0.005 0.009Once-through boiler No.2*1 g/m3N 0.3 0.3 0.003 0.003Once-through boiler No.3 g/m3N 0.3 0.3 0.0015 0.002Once-through boiler No.4 Gas*2 g/m3N 0.1 0.1 0.001 0.001Once-through boiler No.5 Gas*2 g/m3N 0.1 0.1 0.001 0.001

NOx

Once-through boiler No.1 ppm 260 100 77 80Once-through boiler No.2*1 ppm 260 100 69 69Once-through boiler No.3 ppm 260 100 79 80Once-through boiler No.4 Gas*2 ppm 150 100 32 32Once-through boiler No.5 Gas*2 ppm 150 100 32 32

SOxOnce-through boiler No.1 m3N/h 0.13 0.13 0.02 0.02 Once-through boiler No.2*1 m3N/h 0.13 0.13 0.01 0.01 Once-through boiler No.3 m3N/h 0.13 0.13 0.02 0.02


010_0053889312409.indd 38 2012/10/23 17:57:04

IBIDEN Engineering Co., Ltd

IBIDEN Electronics (Beijing) Co., Ltd.

IBIDEN Jushi Co., Ltd

IBIDEN Bussan Co., Ltd

IBIDEN Philippines,Inc.

<Wastewater Measurement>



Item Unit National standard City standard Voluntary standard Average MaximumPH 5.8～8.6 5.8～8.6 5.8～8.6 7.1 7.4

BOD mg/L 600 600 600 2.9 7.5

COD mg/L －－－ 3.4 4.9

SS mg/L 600 600 600 5 10

Copper mg/L 3 3 3 0.03 0.09Lead mg/L 0.1 0.1 0.1 <0.01 <0.01Chromium mg/L 2 2 2 <0.02 <0.02Hexavalent chromium mg/L 0.5 0.5 0.5 <0.02 <0.02Fluorine mg/L 8 8 8 0.30 1.4Cyanide mg/L 1 1 1 <0.01 <0.011･1･1 Trichloroethane mg/L 3 3 3 <0.0005 <0.00051･1･2 Trichloroethane mg/L 0.06 0.06 0.06 <0.0006 <0.00061.3 Dichloropropanes mg/L 0.02 0.02 0.02 <0.0002 <0.00021･2　Dichloroethane mg/L 0.04 0.04 0.04 <0.0004 <0.00041･1　Dichloroethylene mg/L 1 1 1 <0.002 <0.002Cis- 1･2　Dichloroethylene mg/L 0.4 0.4 0.4 <0.004 <0.004Trichloroethylene mg/L 0.3 0.3 0.3 <0.002 0.008Tetrachloroethylene mg/L 0.1 0.1 0.1 <0.0005 <0.0005Dichloromethane mg/L 0.2 0.2 0.2 <0.002 0.002Carbon tetrachloride mg/L 0.02 0.02 0.02 <0.0002 <0.0002Cadmium mg/L 0.1 0.1 0.1 <0.01 <0.01Phenol mg/L 5 5 5 <0.1 <0.1n-H mineral oils mg/L 5 5 5 <1 <1Arsenic mg/L 0.1 0.1 0.1 <0.01 <0.01Alkyl mercury mg/L ND ND ND ND NDOrganic phosphorus mg/L 1 1 1 <0.01 <0.01Polyhalogenated biphenyl mg/L 0.003 0.003 0.003 <0.0005 <0.0005Zinc mg/L 2 2 2 0.02 0.08Manganese mg/L 10 10 10 0.01 0.04Benzene mg/L 0.1 0.1 0.1 <0.001 <0.001Boron and boron compounds mg/L 10 10 10 <0.1 0.11

Item Unit City standard Voluntary standard Average MaximumPH 6 ～ 9 6.2～8.5 7.5 7.8 BOD mg/L 300 270 51 70 COD mg/L 500 450 147 199 SS mg/L 400 360 30 46 Copper mg/L 1 0.5 0.25 0.47 Cyanide mg/L 1 0.5 0.01 0.02 Ni mg/L 0.5 0.45 0.06 0.09 n-H mineral oils mg/L 10 9 0.4 0.5 animal oil and vegetable oil mg/L 100 50 1.4 2.5

Item Unit National standard City standard Voluntary standard Average MaximumPH 5.8～8.6 5.8～8.6 6.1～8.3 7.4 7.6BOD mg/l 160 100 80 2.5 5.3COD mg/l 160 160 128 4.7 8.1SS mg/l 200 90 72 3.3 6n-H mineral oils mg/l 10 10 8 <1 <1Nitrogen mg/l 120 120 96 2.6 11Phosphorus mg/l 16 16 12.8 0.07 0.1

<Noise Measurement>

<Air Measurement>

Time Unit City standard Voluntary standard Average MaximumDaytime dB（A） 65 64.5 54 57 Nightime dB（A） 55 54.5 50 53.7

Item Unit City standard Voluntary standard Average MaximumH2SO4 Scrubber

Emissionsmg/m3 5 4.5 1.05 3.29

HCl mg/m3 30 25 0.34 0.63HCN mg/m3 1.9 0.9 0.006 0.012Toluene

Carbon surface discharge port

mg/m3 25 20 <0.0015 <0.0015Phenol mg/m3 20 15 0.098 0.21NMHC mg/m3 80 70 0.21 0.35Ammonia Deodorization

towermg/m3 30 25 0.03 0.05

Hydrogen sulfide mg/m3 5 4.5 0.002 0.005Soot

Air Exhaustmg/m3 30 25 3.2 4.9

Toluene mg/m3 25 20 <0.0015 <0.0015NMHC mg/m3 80 70 0.63 0.71

<Air Measurement>

<Air Measurement>


<Air Measurement>

<Noise Measurement>


Soot Boiler No.1 g/m3N 0.3 0.3 0.24 0.009 0.009Boiler No.3 0.3 0.3 0.24 0.009 0.012

NOxGas Turbine

ppm70 70 60 53 57

Boiler No.1 180 180 144 51 51Boiler No.3 180 180 144 77 80

SOx Boiler No.1 m3N/h 7.07 7.07 5.65 0.29 0.48Boiler No.3 3.68 3.68 2.95 0.16 0.29


Soot

Boiler No.1

g/m3N

0.3 0.3 0.24 0.007 0.009 Boiler No.2 0.3 0.3 0.24 0.007 0.007 Boiler No.3 0.3 0.3 0.24 0.009 0.010 Boiler No.4 0.3 0.3 0.24 0.011 0.016 Boiler No.5 0.3 0.3 0.24 0.013 0.019

NOx

Boiler No.1

ppm

180 180 114 74 74Boiler No.2 180 180 114 57 57Boiler No.3 180 180 114 49 49Boiler No.4 180 180 114 71 71Boiler No.5 180 180 114 52 52

Item Unit Industrial park standard Voluntary standard Average MaximumPH 6.5-9.0 6.7-8.8 7.38 8.00BOD mg/L 500 400 75 296COD mg/L 800 700 33 100Total Suspended Solids, TSS mg/L 350 280 7 31SS mg/L 0.5 0.4 0.18 0.40Copper mg/L 1 0.8 0.29 0.80Lead mg/L 0.3 0.24 ND NDChromium (Hexavalent) mg/L 0.1 0.08 ND NDCyanide mg/L 0.2 0.16 0.003 0.08Nickel mg/L 0.5 0.4 ND NDColor PCU 150 120 41 88Oil & Grease mg/L 5 4 0.1 1.2Iron (Dissolved) mg/L 10 8 ND NDManganese (Dissolved) mg/L 1 0.8 0.01 0.05Formaldehyde mg/L 1 0.8 0.01 0.14

Item Unit National standard Voluntary standard Average MaximumNOx mg/m3 2,000 1,600 577 1210 SOx mg/m3 1,500 1,200 14 18 Particulate Matter (PM) mg/m3 150 120 14 19 Carbon Monoxide (CO) mg/m3 500 400 86 364 Copper (Cu) mg/m3 100 80 0.3 4.2

Time Unit National standard Voluntary standard Average MaximumMorning (5am - 9am) db 65 56 54 54 Daytime (9am - 6 pm) db 70 57 56 56 Evening (6 pm - 10 pm) db 65 55 53 54 Nightime (10 pm - 5 am) db 60 56 52 54


010_0053889312409.indd 39 2012/10/23 17:57:05

We are pressing ahead with a global field of view to implement activities to contribute to the regions where we are deploying centers of business operations

Philosophy for social contribution and promotional structure

Basic PolicyWe aim to contribute to local communities by taking advantage of our unique corporate characteristics, in-cluding our capacity to improve living environments and to offer opportunities for personal development. We take part in and support groups involved in activities of this nature. We also undertake our own community projects across the globe, tailoring them to local cultures and customs, and earning the trust of the interna-tional community.

Focusing on our priority areas, which are “Protecting the global environment,” “Fostering the next genera-tion,” “Contributing to social welfare and local communities,” and “Disaster relief activities,” we promote the social contribution activities of the IBIDEN Group, and at the same time, we encourage our employees to vol-untarily participate in non-profit social contribution activities.

Promotional Structure of Social Contribution ActivitiesWe set up a social contribution team in the General Affairs Division as a specialized organization in fiscal year 2008 and have been drafting policies and plans and organizing and operating activities. In fiscal year 2011, we established “social contribution rules.” They stipulate which activities are of priority and are to be con-ducted by the domestic IBIDEN Group, the formation of the Social Contribution Committee to facilitate smooth social contribution efforts, and the establishment of the Social Contribution Fund to support the Com-pany’s social contribution activities and social contribution activity groups in which our employees participate.

The Social Contribution Committee, which consists of representatives of group companies in Japan, ap-proves annual activities for social contribution and operates and manages the Social Contribution Fund. The Committee also examines the details related to the recognition and rewarding of collaborative activities with other groups promoting social contribution, such as NPOs and NGOs, and employees’ volunteer activities.

Diagram of Social Contribution Promotion System

Social contribution activities conducted

by the Group Companies

Social contribution activities conducted

by employees

Society (Stakeholders)

Social contribution team in the General Affairs Division

Support

Organization appointed to promote social contribution and volunteer activities

Plants and the Group companies

Responsible for the activities of each Plant and the Companies

The IBIDEN Group Social Contribution Committee

Deliberations of the activity and determination of the budget

Employees

Volunteer activities of employees

Social Contribution


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Record of Social Contribution ActivitiesThe IBIDEN Group’s social contribution activities are based on the four priority pillars.

Protecting the Global Environment

Grounded in the values of harmony with nature, we are conducting activities that lead to environmental pro-tection globally.

Forest Building Activities:“IBIDEN’s Forest”In fiscal year 2008, we embarked on a forest building initiative as part of our global environmental protec-tion activities. This activity takes place chiefly in Higashi-Yokoyama, the place where IBIDEN was founded, and where the Company operates its initial hydroelectric power generation business. Over the next 10 years, we will be planting trees, thinning the forests and conducting improvement cutting in the district, with an approximate total area of 4 0 hect-ares in the town of Ibigawa. Together with the local public, employees and their family members, we will continue to carry out sustainability activities aimed at maintaining harmony with nature.

In collaboration with the local authorities, its resi-dents, and nonprofit organizations (NPOs), we undertake projects ranging from nature walks to com-munity exchange using the forests and local cultures.

We held activities 14 times over a four-year peri-od until fiscal year 2011, with the participation of a total of 1,000 people (excluding staff members), and planted approximately 8 0 0 trees. We will continue to make efforts to build forests loved by communities while widening the circle of participants.

IBIDEN not only engages in reforestation projects to stop glob-al warming but also provides a place where employees, their families and local residents can experience forest building.

In collaboration with local residents, we hold hands-on classes using thinned wood as part of tree-planting and autumn forest activities.

Principal activities Original program Social contribution

system

Global environ-mental protection activities

Forest preservation activitiesForest preservation activi-ties implemented through the “IBIDEN’s Forest”

Community cleanup activitiesCleanup activities regularly conducted in communities around workplaces

Soci

al C

ontri

butio

n Fu

nd o

pera

tion

syst

em

Soci

al C

ontri

butio

n Fu

nd v

olun

teer

reco

gniti

on p

rogr

am

Activities for fostering the next generation

Product-making experienceHydroelectric power plant visit and product-making experi-ence through the IBIDEN Tour promoting learning from water

Plant tour

Inviting local students to a plant tour at IBIDEN Hunga-ry

Activities contributing to social welfare and local communi-ties

In-house blood donationCooperation through ac-cepting blood donation buses at plants

Sports event

Holding the IBIDEN Cup Soccer Tournament

Disaster relief activities

Support for disaster victimsFund-raising campaigns for those affected by the Great East Japan Earthquake

Fund-raising events at IBIDEN Electronics Malaysia


010_0053889312409.indd 41 2012/10/23 17:57:06

[Planting activities worldwide]<IBIDEN Electronics (Beijing), launch of tree-planting initiative in commemoration of its 10th anniversary>IBIDEN Electronics (Beijing), which celebrated its 10th anniversary in 2010, em-barked on tree-planting activities in a Beijing suburb. On April 16, 2011, we held the second tree-planting activity. Approximately 400 people participated, includ-ing employees and their family members, and planted 220 trees.

<IBIDEN Philippines, “Tree Planting”>We carry out tree-planting activities on the premises of and around the First Phil-ippine Industrial Park (FPIP) where the IBIDEN Philippines plant is located. On September 17, 2011, 43 employees participated voluntarily in the planting of 103 mahogany trees. We also planted 100 trees on January 14, 2012. In all, so far we have planted 400 trees around the FPIP.

[Actions for a cleaner community]<IBIDEN domestic Groups: voluntary cleanup activity in a community>The IBIDEN Group regularly conducts community cleanup and beautification activities in the areas where it operates. In 2011, more than 6,000 of our employees took part in the Group’s self-initiated actions. In addition, a number of employees serve as volunteer crew for cleanup activities organized by the Group’s alumni, municipal governments (such as the city of Ogaki) and local NPOs.

＜IBIDEN Philippines, Community Cleanup Activity＞Working in partnership with local residents, IBIDEN Philippines carries out community cleanup activities. More-over, since 2010, we have been continuing activities to convert the plant’s unused oil drums made of resin

into garbage cans and do-nate them for the purpose of community cleanup.

<Participation in the CO2 Reduction / Light-Down Campaign>We take part in the CO2 Reduction / Light-Down (i.e. lights-off) Campaign being run by the Ministry of the En-vironment as a means to stop global warming. During the campaign period, the lights for the rooftop signboard at our Aoyanagi Plant were switched off at certain times.

Ibiden Bussan’s Clean-River Action

Group alumni’s environmen-tal beautification action


010_0053889312409.indd 42 2012/10/23 17:57:06

Fostering the Next Generation

We are promoting activities for the development of young people to foster the next generation for the future.

IBIDEN Tour – Learning from “Water”Since 2010, we have been conducting two-day and one-night tours to support edu-cation about the power of nature and electricity through a visit to the Higashi-Yokoyama Power Plant, which has been operating since our establishment, and product-making experience.

While learning about the history of the region’s development, both parents and children study the structure and functions of a water wheel, which generates electric-ity using the power of water, by actually making one. We offered the tour to local elementary school students and their parents in fiscal year 2011, and 91% of the 13 participating families consisting of 29 people evaluated the tour as “satisfactory.”

[IBIDEN Engineering’s Lecture for children]Ogaki City’s “Kagayaki Life Town Spring Gathering” was held at the Ogaki City Suitopia Center. At this event, we held a lecture for children on science, during which 50 children studied about and created compasses.

[Support for the HIRO Gakuen Academy, a School for Brazilian Expatriates]In 2007, the Group began to assist the HIRO Gakuen Academy, a school attended by Brazilian children in Ogaki, Gifu Prefecture. The Group partially subsidizes the cost of textbook purchases and supports school operation and youth development programs.

[IBIDEN Hungary and others: Plant visits]IBIDEN Hungary gives plant tours to local junior high school students. A tour in-cludes a plant visit, briefing on DPF and exchanges of opinion. Student visitors enjoy rare opportunities to view production lines in operation and develop a bet-ter understanding of work performed by a variety of people through information exchanges.

Contributing to Social Welfare and Local Communities

We are contributing to social welfare and local communities to cooperate with local communities as well as to facilitate local development.

[Participation in the Mikoshi Parade in the Jumangoku Festival in Ogaki]The IBIDEN Group is a regular participant in the Kigyo Mikoshi (portable shire) Parade section of the Juman-goku Festival hosted by the city of Ogaki every October. IBIDEN’s scope of involvement expanded in fiscal 2 0 0 9, when its employees initiated post-festival cleaning activi-ties around the thoroughfare leading to the main train station. IBIDEN strongly advocates local revitalization ef-forts, which it tries to help by amplifying the festival spirit together with local residents.


010_0053889312409.indd 43 2012/10/23 17:57:06

Disaster Relief Activities

We implement disaster relief activities to contribute to the recovery and reconstruction of people’s lives and social infrastructure in the communities.

[The Great East Japan Earthquake Support]A significant amount of donations were also made by the domestic and overseas Group companies through fund-raising activities by the employees, charity auctions and others for the areas affected by the Great East Japan Earthquake. These donations were given to the Japan Red Cross as well as to organizations dedicated to disaster recovery.

Encouraging Volunteerism

We are promoting social contribution and volunteer activities to encourage our employees’ voluntary, self-mo-tivated participation in volunteer activities.

[Volunteer Encouragement Program]IBIDEN and its domestic group companies provide special leave for volunteers (a special paid leave of up to 7 days a year) as a volunteering encouragement program. In addition, the Social Contribution Committee grants awards to employees according to our internal rules.

[“Chovola activities” Simple action to start volunteering]As volunteer activities in which anyone can casually participate, we are facilitating “Chovola activities” within the Group, in which spoiled postcards, used stamps and plastic bottle caps are collected and donated. Using a simple activity as an opportunity for our employees to start volunteering, we deliver information on local volunteer programs internally and invite the employees to participate in a wide range of volunteer activities.

[Synchronized actions between oversea bases and Japan]The IBIDEN Group has made donations to support environmental group in time with environmental education activities at oversea base. The dona-tions are raised by the Group’s employees and alumni in Japan who organize drives to collect unused books and CDs exchange them for cash during the New Year Holidays. IBIDEN Philippines participates and cooper-ates in activities implemented by environmental protection organizations there.

[IBIDEN Philippines, support activities for the local youth]We donate stationery to support elementary school students and young children in the region. The stationery was purchased using funds donated by the employ-ees, who also volunteered to help pack the stationery.

＜In-house fund-raising activi-ties　＞

＜Fund-raising event at the cafete-ria of IBIDEN Electronics Malaysia＞


010_0053889312409.indd 44 2012/10/23 17:57:06

[IBIDEN Cup youth soccer tournament]We annually hold a youth soccer tournament in autumn for the development of young people and local revitalization through sports. In 2011, 40 teams of boys and girls from not only Gifu Prefecture but also Aichi, Mie, and Shiga pre-fectures participated in the tournament, where they played exciting games.

[Support for the Ibigawa Marathon]We provide support for the Ibigawa Marathon, a sporting event that takes place in the town of Ibigawa-cho every November. As a official sponsor, The Group supports operations of the event by making available its parking lots adjacent to its plants in Ibigawa-cho. Group employees also serve as traffic controllers and staff at water stations along the marathon route.

[In-House Blood Donation Drives]The Group has registered itself as a Japan Red Cross Blood Donation Supporter, running blood donation drives. Blood can neither be created artificially nor stored for a long period of time. For this reason, we are working to secure a stable sup-ply of blood by focusing mainly on efforts in winter, when the number of blood donors decreases.

In fiscal year 2011, 430 participants cooperated in blood donation drives in-cluding IBIDEN and Group companies. Furthermore, IBIDEN Philippines has been participating in blood donation drives for the past five years. In recognition of its ongoing blood donation activities, IBIDEN Philip-pines received a letter of appreciation from the Philippine Red Cross, Batangas Branch. Starting in fiscal year 2012, IBIDEN Electronics Malaysia also plans to implement in-house blood donation drives.

Stakeholders’ Voices: Toshiya Saeki, Section Manager, Operational Division Promotion Section, Gifu Red Cross Blood Center

Periodic and long-term cooperative activities held at the IBIDEN head office, plants and Group companies have contributed significantly to accomplishing the mission of the Blood Center, which is “to provide a stable supply of safe blood to medical institutions.” While the blood donation drives must place a burden on employees, they play a very significant lifesaving role, saving the lives of patients. I hope to continue to receive coop-eration from many employees, including those who have never donated blood before.

[IBIDEN Hungary　Donation of Personal Computers to the Local Police]In May 2011, IBIDEN Hungary invited the chief of the local police to the company and donated personal com-puters and monitors in response to their request for help with their computerization.


010_0053889312409.indd 45 2012/10/23 17:57:07

In line with the customers-first values included in the IBIDEN WAY, the Group meets the needs of customers through unique technologies and designs that consider the global environment. We understand that our greatest mission is to consistently supply safe and reliable products.

Quality Management that Supports Customers-First Values

Basic approachBy consistently developing cutting-edge technologies, IBIDEN contributes to the creation of a comfortable IT society as well as a society where cars and nature coexist through the proposal and supply of high-value-added products. Considering its “customer first” policy as one of its virtues, the Group meets the needs of customers through unique technologies and designs that take into account the global environment. We understand that our greatest mission is to consistently supply safe and reliable products. We seek to achieve a high level of customer satisfaction by putting customer needs at the forefront of our product development process, accepting only the highest quality at the design stage, incorporating mechanisms that ensure quality into the product-making stage, and creating a management system that provides the necessary support.

The Group’s basic policy for the quality of electronics operation: Based on the concept of quality first, we will achieve customer satisfaction by clearly grasping customer needs and producing and providing reliable products through our unique technological capabilities.

The Group’s basic policy for the quality of ceramics operation: through IBI-TECHNO, we will incorporate customers’ real and potential needs and add values to such needs while striving to provide moving experiences to customers through our product-making, which continually gives top priority to quality.

Quality Assurance SystemThe IBIDEN Group has a quality assurance organization at each Operation, with the Executive Vice President as a main officer in charge of company-wide quality assurance.

To benefit our customers and the community with quality products, we conduct design reviews and hold quality assurance meetings to study the design and specifications at each stage of the manufacturing process, from the development of cutting-edge technologies, through product planning and design, to mass production. Furthermore, to improve quality, we offer guidance and audits, including assessment by the top management, at workplaces in Japan and overseas, and also provide business partners with guidance for quality improvement. Moreover, from fiscal year 2012, we will kick off and promote ongoing improvement activities (3 Nai plus activities) under the initiative of the Quality Assurance Division for the purpose of increasing customer satisfaction (CS) with an emphasis on quality.CS: Customer Satisfaction

Quality Management SystemIn our electronics-related operation, since the acquisition of ISO 9001 certification in March 1995, we have been actively upgrading our quality management systems on an ongoing basis. We are striving to offer products that exceed the expectations and needs of our customers. In our ceramics-related operation, we obtained ISO/TS 16949 certification, an international standard for quality management in the automobile industry, in Japan in October 2003. This certification was also obtained at global manufacturing locations in fiscal year 2006. We are building a system to offer high-quality products at a global level, upgrading the level of quality.

Measures for Enhancement of Customer SatisfactionThe Sales Division in charge of customer relations gathers various types of information on technologies and complaints and informs each division about them. Each Operation reviews the level of customer satisfaction, which they check on a regular basis in training camps. Measures to enhance customer satisfaction are taken under the leadership of the management. For the customer support that we provide primarily through the Sales Division and our state-of-the-art products, we have gained a high reputation from our customers including manufacturers of electrical equipment, semiconductors and automobiles.

Performance evaluation of SiC-DPFs with engine bench testWe are updating the engine and evaluation system to meet the latest exhaust emissionregulations.

Social Responsibility for our products


010_0053889312409.indd 46 2012/10/23 17:57:07

Development of human resources that sustain qualitySo that we can benefit from the experience of our workers and develop human resources capable of creating new value, we offer systematic education to all employees.

Going forward, the focus will be on four IBI-TECHNO capabilities in Management of Business, Management of Technology, Total Productive Management, Management Capabillity, in accordance with the TPM approach for developing human resources that practice the customers-first principle. Determining the degree of progress at each step, we aim to boost skills and motivation. Accurately reviewing the ever-evolving value of our business activities from the customers’ perspective based on the level of customer satisfaction, we aspire to be an enterprise that continues to grow.

TPM ActivitiesSince 1989, IBIDEN has been implementing TPM activities as initiatives to improve the Company’s system. Currently, with market trends as well as business operations at overseas production bases in mind, we are undertaking activities aimed at “total productive management enhanced globally as well as at each production base.” A characteristic of IBIDEN’s activities is that they are based on the TPM activities which contribute to business. To be specific, we promote the following three activities as the pillars.(1) Loss prevention activity in which all divisions participate, aimed at the acquisition of cost-competitiveness(2) Base activity that facilitates improvement activities in which all participate through direct observation(3) Human resources development activity that enables participants to acquire skills and the appropriate

frame of mind for engaging in the above-mentioned activities correctly, uniformly and effectivelyAnother characteristic is that we promote TPM activities according to the same procedures both in Japan

and overseas so that excellent cases in Japan and abroad can be instantly reflected in company-wide activities. To assist in TPM activities, a TPM global conference is held annually to showcase best practices in the Group. Since fiscal year 2002, personnel from overseas group companies have attended this conference. In fiscal year 2012, we will kick off the TPM activity at IBIDEN Electronics Malaysia, aiming to increase the level of facilities and human resources based on the 5S in a similar manner used for autonomous maintenance.

Customer Satisfaction and Quality Improvement Initiatives Chart

Customer satisfaction

Offering safe, reassuring and eco-friendly products

Design andDeveloping Product-making

Diligent Quality Care

from the Beginning

TPM Activity(Total Productive Management)

Core system

PD

CA

P=Plan S=Standard D=Do C=Check A=Action

Quality

AC

DS

EMS(Environmental Management

System)

ISMS (Information

Security Management

System) OHSAS(Occupational

Health and Safety Assessment

Series)

IC(Internal Control)

QMS(Quality

Management System)

Customers-first activities

Systems supporting Customers-first practices


010_0053889312409.indd 47 2012/10/23 17:57:08

Upon the revision of the IBIDEN Group Charter of Behavior, from fiscal year 2011, we have deployed the revised CSR activities.

The list of targets and results for this fiscal year has changed from the previous fiscal year as we restarted our discussions regarding medium-term target, issues to be addressed, and item for implementation plan and targets based on the revised Charter of Behavior.

IBIDEN Group Charter of Behavior Medium-term targets

Item implemented in fiscal year 2011 and management

indices for outcomes

Item for implementation plan and targets in fiscal

year 2012

Artic

le 1

: Com

plia

nce

with

law

s, re

gula

tions

, a

nd e

thic

s

We comply with laws, regulations and ethical requirements of the countries and regions where its business operations are based. We work against corruption in all its forms, and carry out open and fair corporate activities with the intention of becoming a company that enjoys the confidence of the international community. We also protect and properly manage personal and customer data and other types of information.

Understanding laws and regulations of each country or region and monitoring the compliance.

Grasped the latest law revision information and checked the status of the response of each division.Implemented in-advance application for meeting with competitors and took the minutes.

Establishing a system of compliance.Monitoring compliance with laws and regulations.

Making a clarifying statement about corporate rules and ethics to educate employees, and monitoring the compliance.

Carried out procedure for important laws and regulations.Revised the standards for employee behavior and implemented the training for all employees (participation rate: 94%).Continuously implemented guidance and support for the domestic and overseas Group companies to operate rules and guidelines.

Ensuring standardized manuals to be the latest version, and improving the issues. Monitoring compliance with the standards for employee behavior.Promoting educational activities to improve understanding.

Eliminating anti-social forces (such as organized crime and corporate democrat) from the Group’s business fields, and operating a system to prevent faults.

Collected information to eliminate anti-social forces.

Continuously Collecting information to eliminate anti-social forces.Verifying internal control over financial reporting.

Making a clarifying statement and sharing how to protect and manage information of the Group, and monitoring the compliance.

Monitored and prevented unauthorized computer abuse.Installed antivirus software on all of the PCs, and restricted network connectivity.

Preventing information leakage from mobile devices.Establishing rules for handling rule customer documents and confidential information.

Artic

le 2

: Dev

elop

men

t tog

ethe

r with

sta

keho

lder

s

We develop together with our stakeholders, so we enhance the transparency of management and build a trustworthy relationship through communication. We also actively engage in community-based activities that contribute to society as a good corporate citizen.

Disclosing corporate information comprehensibly and fairly with the accurate control. In addition, building up a system to provide clear explanation rapidly to the society in case of problem occurrence.

Improved content of Business Report and Notice of the Annual Meeting of Shareholders.Disclosed information required in accordance with the GRI guidelines.

Promoting standardization and control of disclosure.

Regularly arranging meetings to exchange opinions with employees and local communities, and sharing the proposition and taking the measures.

Held a joint community meeting on risk communication at the Ogaki Plant.Maintained regular dialogues between labor and management, and implementing the measures.

Maintaining communication between labor and management.Clarifying policy of communication with local communities.

Conveying our policy to suppliers and building up a system to implement CSR management with them.

Established the CSR guidelines and held the briefing meeting.Surveyed the status of compliance with the CSR guidelines, and conducted the confirmation with a visit.

Upgrading the level of supply chain CSR management.Monitoring compliance with the CSR guidelines.

Establishing philosophy, system and domain of social contribution activities, and encouraging cooperation with local communities and voluntary social participation of employees.

Revised social contribution rules, and conducting social contribution activities based on the revision.Built a social contribution program in cooperation and collaboration with stakeholders.Provided information to improve awareness of employees volunteer.

Developing social contribution programs in cooperation with local communities.Establishing youth development program based on employees participation.

From the perspective of risk management, preparing a system to report the management layer promptly and to minimize damages including to take preventive measures in case of an emergency occurrence.

Operated the Risk Management Subcommittee, and promoted the activities to reduce significant risk items.Improved the level of system to develop and maintain emergency contact network groupwide as well as to promptly report the occurred problem to the management layer.

Clarifying (initial) implementation items and corporate structure in case of disaster.Conducting risk management related to environment & health and safety.

Artic

le 3

: Pro

vidi

ng

cust

omer

del

ight We provide customer

delight, so we have a good understanding of social trends, future needs and develop. We provide safe and secure products and services to maximize our customer’s satisfaction by growing IBI-Techno.

Properly monitoring customer satisfaction and operating a system to implement the PDCA cycle.

Conducted reviews of customer satisfaction through customer-related processes.Implemented analysis of the external evaluation and extraction of issues to carry out improvement activities.

Developing the next medium-term management plan.Monitoring customer satisfaction, and extracting the issues.

* Additionally we are addressing with the following targets: monitor of market demands, challenges to new fields, and reform and improvement of existing fields.

Corporate Responsibility Goal Summary


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IBIDEN Group Charter of Behavior Medium-term targets

Item implemented in fiscal year 2011 and management

indices for outcomes

Item for implementation plan and targets in fiscal

year 2012

Artic

le 4

: Man

agem

ent b

ased

on

glo

bal s

tand

ards

We manage our group based on global standards. We respect human rights and other international norms of behavior. Also, we respect culture and customs in each country or region concerned when carrying out our corporate activity.

Reflecting the Group Charter of Behavior and the guidelines to the implementation items of the Group companies, and localizing it to reflect the characteristics of local management with deepening mutual understanding of norms, culture and customs of each country or region.

Revised the IBIDEN Group Charter of Behavior, and promoted it groupwide.

Aggregating basic information and visualizing challenges.

Respecting basic labor rights as international norms, and improving the working condition and environment properly according to the circumstances such as rules and regulations of each country and region.

Shared information regarding compliance and labor issues in terms of consolidated management, and implemented the improvements.

Building a platform for personnel system.

Familiarizing employees with top management’s basic posture on corporate philosophy, the charter of behavior and the standards for employee behavior.

Revised the standards for employee behavior, and notified it to all employees. Posted the revised charter of behavior and standards for employee behavior on the website.

Instilling management philosophy and the IBIDEN WAY.

Establishing internal and external information gathering counter that is secured anonymity, protection and non prejudice of whistleblowers, and formalizing it.

Set up a compliance counter for suppliers.Improved and revised operation rules of compliance counter in the main production subsidiaries.

Operating a compliance counter, and reporting the consensus of issues.

Conducting and documenting the following process: audit of the status of effects, extraction of issues, indication of measures, and implementation of improvement activities.

Improved systems, rules and guidelines to conduct internal audit.

Establishing an internal audit system according to company size.Following up correction of matters pointed out in audits.

Artic

le 5

: Har

mon

y w

ith n

atur

e

We harmonize with nature in all areas of our corporate activities. We manage to develop technologies to achieve good balance between the environment and business, and we provide environmentally friendly products and services by promoting energy and resource conservation activities.

Operating a eco-friendly system in product lifecycle (procurement, design, production, use and disposal).

Revised green procurement guidelines and established an eco-friendly system of chemical substances management.Considered an eco-friendly design system responding to global warming and resource risk.

Improving eco-friendly design as a system. Managing information of material and energy at all stages of production cycle.

Continuously reducing environmental burdens and costs by striving to develop innovative technologies and products for a low-carbon society as wall as to make energy-saving improvements in production activities.

Developed design criteria for energy-saving, and laterally deployed the energy saving improvement.Developed energy management criteria of facilities.Carried out repair works for the Hirose Power Plant.Reduced CO2 emissions per production unit (reduction of 17% compared to fiscal year 2008).

Visualizing issues of efficiency in the use/supply of energy.

Continuously implementing cyclical use of resources and cost reduction by promoting development and improvement of 3R (Reduce, Reuse, Recycle) technology.

Established a resource recycling system.Reduced the amount of water withdrawal rate (reduction of 23% compared to fiscal year 2008)

Reducing waste allocated to external treatment.

Establishing management systems such as chemical management, pollution prevention management and disaster prevention management, and enforcing risk mitigation activities continuously.

Operated and revised the system to research and evaluate the banned and controlled substances (green procurement guidelines).Expanded the system of chemical management to i corporation by domestic affiliated companies and overseas production companies.Implemented environment-related audits for important suppliers.

Implementing visual control of chemicals used.Visualizing the status of pipe-end management.

Determining the specific activities of biodiversity, and contributing actively to nature conservation.

Conducted reforestation activities, “IBIDEN’s Forest.”

Creating the next activities program for “IBIDEN’s Forest.”Promoting environmental protection from the point of view of biodiversity.

Artic

le 6

: Attr

activ

e an

d vi

bran

t com

pany

We aim to become an attractive and vibrant company on the basis of fair, equitable and result oriented employee evaluation personnel system. We aim to have a safe and comfortable working environment. We create a rewarding corporate culture that the employee can respect for each diversity, and fully exercise their skills and abilities.

Preparing work environment to improve productivity and diversification of employment formats, and improving work environment and institution for employees to work on with ease.

Promoted measures to reduce overtime work.Conducted interviews in both female employees and managers to promote more female employees.

Improving a work-at-home system and shorter working hours for childcare.

Clarifying what type of human resources and skills should be needed by occupation or grade, and enhancing the career development activities.

Introduced an e-learning system as an environment able to provide skill developmenttraining that employees are motivated to take voluntarily.Enhanced personal development contents that meet each division’s needs through IPM activities.

Creating succession plans.

Establishing and maintaining an evaluation and compensation system for fair appraisal and fair treatment.

Operated an evaluation system based on management by objectives, and promoted communication between superiors and subordinates by holding regular meetings.

Reviewing a management-by-objectives system.

Operating an occupational safety and health system to prevent work-related accidents in all stages from planning to maintenance of facility.

Implemented continuous improvement based on workplace risk assessment to prevent industrial accidents.Activated progress and understanding of workplace health and safety activities.

Visualizing health and safety risk.Promoting committees, safety patrols and activities to foresee potential accidents and hazards (Hiyari–hatto activity).

Working to improve health of mind and body of employees.

Conducted health promotion programs (including motivational program of developing exercise habits) according to the 100 Health Plan.Input all employees’ data into the e–Health Check System, and analyzed the data for organization.

Promoting mental health and the 100 Health Plan.Promoting maintenance and improvement of the working environment (based on IBIDEN’s safety standards).


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Disclosure of Financial InformationIBIDEN takes steps to disclose information at appropriate times to share-holders and investors in a fair, accurate, and easy-to-understand manner. Pursuant to the Timely Disclosure Rule of the Tokyo Stock Exchange, our information disclosure standards require the disclosure of information rel-evant to our operations, scope of business, and assets that could signifi-cantly affect investment judgments, as well as any changes or suspension of important corporate information that has already been published. Our policy is to disclose such information proactively and fairly. We will also disclose corporate information that could significantly influence invest-ment judgments even if the Timely Disclosure Rule does not apply, as ac-curately, promptly and appropriately as possible.

Company OutlineTrade name: IBIDEN CO., LTD.Established: November 25, 1912Capital: ¥64,152 millionRepresentative: Hiroki Takenaka, President & CEONumber of employees: Consolidated 11,374 Non-consolidated 3,385Office and Plants Head office: 2-1, Kanda-cho, Ogaki City, Gifu 503-8604, Japan Tel: 0584-81-3111Branches: Tokyo, OsakaPlants: Gifu Prefecture (Ogaki, Ogaki Central, Aoyanagi, Gama, Ogaki-Kita, Godo);

Aichi Prefecture (Kinuura); Tokyo Research LaboratoryNumber of Subsidiaries: Consolidated subsidiaries: 43 (17 in Japan, 26 overseas)(As of September 30, 2012)

Main Business LinesBusiness Segments Main Products/Business AreasElectronics Operation Printed wiring boards, package substrates, and pattern design for printed wiring boards

Ceramics Operation Environment-related ceramics products, graphite specialty products, fine ceramics products, ceramics fiber

Housing Materials Operation

Housing equipment, melamine decorative laminates and decorative laminates related products

C o n s t r u c t i o n Operation

Design and construction of civil engineering works including slop protection construction and landscape gardening, as well as of environmental facilities

Other Operations Synthetic resin processing, agriculture, livestock, and fishery processing, oil products sales, provision of information and other services

Change in Business Results

Website for shareholders and investorshttp://www.ibiden.com/ir/index.html

ToppageofIRwebsite

500

400

300

200

100

0 2007 2008 2009 20112010 （FY）

（billion yen）

413.5

309.3274.2 304.9 300.8

Net sales Ordinary incomeOperating income

100

80

60

40

20

0

67.2

10.521.2

33.8

15.5

（billion yen）

2007 2008 2009 20112010 （FY）

100

80

60

40

20

03.4

19.433.5

67.5

16.2

（billion yen）

2007 2008 2009 20112010 （FY）

Net income Net sales composition by business segments

6050403020100

46.0

△8.7

11.819.7

10.6

（billion yen）

2007 2008 2009 20112010 （FY）

Electronics 56.9%

Ceramics 25.1%

Construction 4.1%Other 7.0%

HousingMaterials 6.9%

Corporate Information (As of march 31, 2012)


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Main Subsidiaries and Affiliates

Company- Japan Location Main BusinessIBIDEN Electronics Industries Co., Ltd. Ogaki, Gifu Manufacture of electronic substratesIBIDEN Greentec Co., Ltd. Ogaki, Gifu Design and construction of special worksIBIDEN Chemicals Co., Ltd. Ogaki, Gifu Manufacture and sales of chemical productsIBIKEN Co., Ltd. Ogaki, Gifu Sale of housing materialsIBIDEN Graphite Co., Ltd. Ogaki, Gifu Manufacture of graphite productsIBIDEN Industries Co., Ltd. Ogaki, Gifu Sale of products and equipmentsTAK Co., Ltd. Ogaki, Gifu Information servicesIBIDEN Jushi Co., Ltd. Ikeda-cho, Ibi-gun, Gifu Manufacture of foamed-resin products

IBIDEN Bussan Co., Ltd. Ogaki, Gifu Processing of agricultural and marine products

IBIDEN Engineering Co., Ltd. Ogaki, Gifu Design and construction of mechanical facilities

IBITECH Co., Ltd. Ogaki, Gifu Design of printed circuit boardsIBIDEN CAREER TECHNO Corp. Ogaki, Gifu Temporary staffing servicesIBIDEN KENSO Co., Ltd. Ogaki, Gifu Sale of housing materials

Company- Overseas Location Main Business

IBIDEN U.S.A. Corp. California, U.S.A. Investment and finance in U.S.A., Research and product planning, Sales of products

Micro Mech, Inc. Massachusetts, U.S.A. Manufacture of graphite productsIBIDEN Canada Inc. Ontario, Canada Sales of products

IBIDEN European Holdings B.V. Hoofddorp, The Netherlands Investment and finance in Europe

IBIDEN Europe B.V. Hoofddorp, The Netherlands Sales of products

IBIDEN Hungary Kft. Neumann János, Hungary Manufacture of ceramic productsIBIDEN DPF France S.A.S. Courtenay, France Manufacture of ceramic productsIBIDEN Porzellanfabrik Frauenthal GmbH Steiermark, Austria Manufacture of ceramic productsIBIDEN France S.A.S. Paris, France Sales of ceramic productsIBIDEN Deutschland GmbH Stuttgart, Germany Sales of ceramic productsIBIDEN UK Ltd. London, UK Sales of ceramic productsIBIDEN Philippines, Inc. Batangas, Philippines Manufacture of electronics substratesIBIDEN Electronics (Beijing) Co., Ltd. Beijing, P.R.C. Manufacture of electronics substratesIBIDEN Electronics (Shanghai) Co., Ltd. Shanghai, P.R.C. Sales of productsIBIDEN Electronics Technology (Shanghai) Co., Ltd. Shanghai, P.R.C. Design of electronics substratesIBIDEN Asia Holdings Pte., Ltd. Singapore Investment and finance in AsiaIBIDEN Singapore Pte. Ltd. Singapore Sales of electronics substratesIBIDEN Electronics Malaysia Sdn. Bhd. Penang, Malaysia Manufacture of electronics substratesIBIDEN (Malaysia) Sdn. Bhd. Penang, Malaysia Manufacture of electronics substratesIBIDEN Graphite Korea Co., Ltd. Pohang-si, Korea Manufacture of graphite productsIBIDEN Korea Co., Ltd. Seoul, Korea Sales of productsIBIDEN Taiwan Co., Ltd. Kaohsiung, Taiwan Sales of products

The Company had 43 consolidated subsidiaries including the above companies as of September 30, 2012.


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Board of Directors/OrganizationBoard of Directors

Board of Corporate Auditors

Production Engineering Operation

Business Management Division

Planning DivisionHeavy Duty & DPF Sales & Marketing Division

Sales & Marketing Division

Design Division

Process Development Division

Quality Assurance Division

Cost Restructuring Promotion Division

IMP Promotion DivisionManufacturing Division

IHU

IDFS

IPF

Manufacturing Division

Business Planning Division

Manufacturing Division

Tokyo Branch

Osaka Branch

PWB Operation

ECP Operation

BOARD OF DIRECTORS

Representative Director Yoshifumi Iwata

Representative Director Hiroki Takenaka

Representative Director Mafumi Kunishima

Representative Director Hironobu Kodaka

Director Katsumi Mabuchi

Director Shigeyasu Kurita

Director Toshiaki Matsuo

Director Keiichi Sakashita

Director Yoichi Kuwayama

Director Sotaro Ito

Director (Outsider) Yoshitoshi Toyoda

Director (Outsider) Toshio Yonezawa

AUDITORS

Standing Auditor Yoshio Hirabayashi

Standing Auditor Yutaka Kawase

Auditor (Outsider) Tadao Kuribayashi

Auditor (Outsider) Yasuhiro Kumagai

Auditor (Outsider) Shigenori Shiota

EXECUTIVE OFFICERS

Chairman of the Board Yoshifumi Iwata

President & CEO Hiroki Takenaka

Executive Vice President Mafumi Kunishima

Executive Vice President Hironobu Kodaka

Executive Managing Officer Katsumi Mabuchi

Executive Managing Officer Shigeyasu Kurita

Executive Managing Officer Takayuki Takagi

Senior Managing Officer Toshiaki Matsuo

Senior Managing Officer Keiichi Sakashita

Senior Managing Officer Yoichi Kuwayama

Managing Officer Sotaro Ito

Managing Officer Koji Kawashima

Managing Officer Katsumi Sagisaka

Managing Officer Yoshiyuki Iwata

Managing Officer Takeshi Aoki

Managing Officer Masahiko Ikuta

Managing Officer Tsuyoshi Nishida

Managing Officer Kazushige Ohno

Managing Officer Kozo Kodama

Managing Officer Koji Shimato

Audit Division

CSR Promotion Division

PKG Unit

CSP Unit

Production Management Division

Engineering Unit


Business Management Division

Strategic Corporate Planning Operation Office of the President

Finance DivisionLegal Division

Enterprises Administrative Division Human Resource Division

General Affairs Division

IPM Planning Division

TPM Promotion Division

Quality Management Division

Purchasing DivisionGlobal Purchasing Division

Manufacturing Planning Division

Environment & Safety Division

Environment Technology DivisionEnergy Control Division

Ogaki Plant

Ogaki Central Plant

Aoyanagi PlantGama Plant

Ogaki-Kita Plant

Godo Plant

Kinuura Plant

Intellectual Property DivisionElectronic Development Division

PWB Development Division

Ceramic Development Division

New Product Development Division

Facility Design DivisionProduction Engineering Division

Facility Development Division

Planning DivisionBusiness Administration Division

Quality Assurance DivisionBusiness Administration Division

Quality Assurance DivisionOgaki Manufacturing Division

Ogaki Central Manufacturing DivisionGama Manufacturing Division

IPI Manufacturing DivisionManufacturing Engineering Division

Facility Maintenance DivisionIPM/Environment & Safety Promotion Division

Engineering Division 1



Planning DivisionBusiness Management Division

Engineering DivisionQuality Assurance Division

Product Development GroupProcess Design Group

Aoyanagi Manufacturing DivisionIEB Manufacturing DivisionIEM Manufacturing Division

IPM Promotion Division

Manufacturing Promotion Operation

Energy & Environment Operation

R&D Operation

Package Operation

AFP Operation

FGM Operation


NCH Project

European Enterprise Division

（As of September 30, 2012） Corporate Social Responsibility Report2012, IBIDEN CO., LTD. 52

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OU

T PU

TO

UT

PUT

OU

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Stan

dard

Disc

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re

In formulating the IBIDEN CSR Report 2012, we referred to the GRI* Sustainability Reporting Guidelines 2006 (3rd edition: G3). This provides an objective measure of the extent to which the guidelines and other GRI Reporting Framework elements have been applied. We evaluated this year’s report as achieving Application Level B by self-assessment.* GRI (Global Reporting Initiative): An independent institution whose mission is to develop and disseminate

globally applicable Sustainability Reporting Guidelines.Report Application Level C C+ B B+ A A+

G3 Profile Disclosure

Report on1.12.1-2.103.1-3.8, 3.10-3.124.1-4.4, 4.14-4.15

Repo

rt Ex

tern

ally

Ass

ured

Report on all criteria listed for Level C plus:1.23.9, 3.134.5-4.13, 4.16-4.17

Repo

rt Ex

tern

ally

Ass

ured

Same as requirement for Level B

Repo

rt Ex

tern

ally

Ass

ured

G3 Disclosureson ManagementApproach

Not RequiredManagement Approach Disclosures for each Indicator Category

Management Approach disclosed for each Indicator Category

G3 PerformanceIndicators & SectorSupplementPerformance Indicators

Report fully on a minimum of any 10 Performance Indicators,including at least one from each of: social, economic, and environment.

Report fully on a minimum of any 20 Performance Indicators, at least one from each of: economic, environment, human rights, labor, society, product responsibility.

Respond on each core and Sector Supplement* indicator with due regard to the materiality Principle by either: a) reporting on the indicator or b) explaining the reason for its omission.

*Sector supplement in final version

GRI IndicatorCorporate Social Responsibility Report 2012

Pages Corresponding topics1. Strategy and Analysis

1.1Statement from the most senior decisionmaker of the organization (e.g., CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and its strategy.

P2P4-5

Top messageConsolidated Medium-Term Management PlanIBIDEN Group Charter of Behavior

1.2 Description of key impacts, risks, and opportunities.P5-6

P11-12 P48-49

CSR Policy and Scope of ActivityRisk ManagementCorporate Responsibility Goal Summary

2. Organizational Profile2.1 Name of the organization. P50 Corporate Information2.2 Primary brands, products, and/or services. P50 Corporate Information

2.3 Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures. P50-52 Corporate Information

2.4 Location of organization’s headquarters. P50 Corporate Information

2.5Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.

P51 Corporate Information

2.6 Nature of ownership and legal form. P9

P50

Basic Approach to Corporate GovernanceCorporate Information

2.7 Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). P50-51 Corporate Information

2.8

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


2.9Significant changes during the reporting period regarding size, structure, or ownership including:• The location of, or changes in operations, including facility openings, closings, and expansions; and• Changes in the share capital structure and other capital formation,

maintenance, and alteration operations (for private sector organizations).P3 Editorial Policy

2.10 Awards received in the reporting period. P7 External Corporate Evaluation

GRI Index Table


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Pages Corresponding topics3. Report ParametersReport Profile

3.1 Reporting period (e.g., fiscal/calendar year) for information provided. P3 Editorial Policy3.2 Date of most recent previous report (if any). P3 Editorial Policy3.3 Reporting cycle (annual, biennial, etc.) P3 Editorial Policy3.4 Contact point for questions regarding the report or its contents. Cover page Contact point

Report Scope and Boundary

3.5Process for defining report content, including:• Determining materiality;• Prioritizing topics within the report; and• Identifying stakeholders the organization expects to use the report.

P3 P5

Editorial PolicyCSR Policy and Scope of Activity

3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). P3 Editorial Policy

3.7 State any specific limitations on the scope or boundary of the report. P3 Editorial Policy

3.8Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations.

NA

3.9Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report.

P3Editorial PolicyEach calculation method is described in the margin of graph.＜P28：CO2 emission＞

3.10Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g., mergers/acquisitions, change of base years/periods, nature of business, measurement methods).

P3

Editorial PolicyMajor indicators are described retroactively to enable the comparison.Set of goals compared to base year of fiscal year 2008 especially concerning environmental indicators (P28 and others).

3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. P3 Editorial Policy

GRI Content Index3.12 Table identifying the location of the Standard Disclosures in the report. P54-62 GRI Index Table

Assurance

3.13Policy and current practice with regard to seeking external assurance for the report. If not included in the assurance report accompanying the sustainability report, explain the scope and basis of any external assurance provided. Also explain the relationship between the reporting organization and the assurance provider(s).

4. Governance, Commitments, and EngagementGovernance

4.1Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight.

P10P12 P13

Diagram of Corporate Governance SystemStructure for Advancing Risk ManagementStructure for Promoting Compliance program

4.2 Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organization’s management and the reasons for this arrangement). P52 Board of Directors/

Organization

4.3 For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members. P10 Summary of the Existing

Corporate Governance Systems

4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.

P9 P21

Diagram of Corporate Governance SystemLabor and Management Cooperation to Create a Worker-Friendly Workplace

4.5Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization’s performance (including social and environmental performance).

P11 Compensation of Directors and Corporate Auditors

4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided. P10 P15

Summary of the Existing Corporate Governance SystemsCompliance by Directors

4.7 Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization’s strategy on economic, environmental, and social topics. P10 Summary of the Existing

Corporate Governance Systems

4.8

Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.Explain the degree to which these:• Are applied across the organization in different regions and department/units; and• Relate to internationally agreed standards.

P4 P5

Corporate PhilosophyIBIDEN Group Charter of Behavior


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Pages Corresponding topics

4.9Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles.

P5-6 CSR Policy and Scope of Activity

4.10Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance.

P8

P10

Assessment by Third-Party Organizations and Our ActionsSummary of the Existing Corporate Governance Systems

Commitments to External Initiatives

4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organization. P11-12 Risk Management

4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses.

P5 P8

CSR Policy and Scope of ActivityAssessment by Third-Party Organizations and Our Actions

4.13

Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization:• Has positions in governance bodies;• Participates in projects or committees;• Provides substantive funding beyond routine membership dues; or• Views membership as strategic.

P5-6 CSR Policy and Scope of Activity

Stakeholder Engagement4.14 List of stakeholder groups engaged by the organization. P5-6

P7CSR Policy and Scope of ActivityDialogue and Cooperation with Stakeholders4.15 Basis for identification and selection of stakeholders with whom to engage.

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

P7 P8

Dialogue and Cooperation with StakeholdersAssessment by Third-Party Organizations and Our Actions

4.17Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.

P7 P8

P48-49

Dialogue and Cooperation with StakeholdersAssessment by Third-Party Organizations and Our ActionsCorporate Responsibility Goal Summary

5. Management Approach and Performance IndicatorsEconomic Performance Indicators

Disclosure on Management Approach• Goals and Performance• Policy• Additional Contextual Information

P4 P50-52

Consolidated Medium-Term Management PlanCorporate Information

Aspect: Economic Performance

EC1Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments.


EC2 Financial implications and other risks and opportunities for the organization’s activities due to climate change.

EC3 Coverage of the organization’s defined benefit plan obligations. [Annual Securities Report P81-82]EC4 Significant financial assistance received from government.

Aspect: Market Presence

EC5 Range of ratios of standard entry level wage compared to local minimum wage at significant locations of operation.

EC6 Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation. P16-17 CSR Management in the Supply Chain

EC7 Procedures for local hiring and proportion of senior management hired from the local community at locations of significant operation.

P18 P19-20

Number of Employee by business segmentEmployment and Development of Human Resources

Aspect: Indirect Economic Impacts

EC8 Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, inkind, or pro bono engagement. P40-45 Social Contribution

EC9 Understanding and describing significant indirect economic impacts, including the extent of impacts. P33-34 Environmental Accounting

Environmental Performance IndicatorsDisclosure on Management Approach• Goals and Performance/ • Policy/ • Organizational responsibility• Training and awareness/ • Monitoring and Follow-Up/ • Additional Contextual Information

P24-35 P48-49

Environmental ManagementCorporate Responsibility Goal Summary


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Pages Corresponding topicsAspect: Materials

EN1 Materials used by weight or volume. P35 The IBIDEN Group’s Material Balance (Input and Output)

EN2 Percentage of materials used that are recycled input materials.P29 P35

Resource circulationThe IBIDEN Group’s Material Balance (Input and Output)

Aspect: Energy

EN3 Direct energy consumption by primary energy source. P35 The IBIDEN Group’s Material Balance (Input and Output)

EN4 Indirect energy consumption by primary source. P35 The IBIDEN Group’s Material Balance (Input and Output)

EN5 Energy saved due to conservation and efficiency improvements. P26-28 Coping with Climate Change Issues

EN6 Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives.

P26-28 P32

Coping with Climate Change IssuesEnvironmental Contribution through Products

EN7 Initiatives to reduce indirect energy consumption and reductions achieved. P26-28 Coping with Climate Change IssuesAspect: Water

EN8 Total water withdrawal by source. P29 Resource circulationEN9 Water sources significantly affected by withdrawal of water. P29 Resource circulation

EN10 Percentage and total volume of water recycled and reused. P29 Resource circulationAspect: Biodiversity

EN11 Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas. P31 Understanding the Influence

on Biodiversity

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

EN13 Habitats protected or restored. P31 Understanding the Influence on Biodiversity

EN14 Strategies, current actions, and future plans for managing impacts on biodiversity. P31 Understanding the Influence

on Biodiversity

EN15 Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk.

Aspect: Emissions, Effluents, and Waste

EN16 Total direct and indirect greenhouse gas emissions by weight. P35 The IBIDEN Group’s Material Balance (Input and Output)

EN17 Other relevant indirect greenhouse gas emissions by weight P35 The IBIDEN Group’s Material Balance (Input and Output)

EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved.P26-28

P35Coping with Climate Change IssuesThe IBIDEN Group’s Material Balance (Input and Output)

EN19 Emissions of ozone-depleting substances by weight. NA

EN20 NO, SO, and other significant air emissions by type and weight. P35 The IBIDEN Group’s Material Balance (Input and Output)

EN21 Total water discharge by quality and destination. P35 The IBIDEN Group’s Material Balance (Input and Output)

EN22 Total weight of waste by type and disposal method. P35 The IBIDEN Group’s Material Balance (Input and Output)

EN23 Total number and volume of significant spills. P36-39

Environmental Data for Individual Plants and Group Companies – Compliance management* There have been no significant

spills. The impact on the environment is minimal.

EN24Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally.

P30 Appropriate Chemical Control

EN25Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organization’s discharges of water and runoff.


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Pages Corresponding topicsAspect: Products and Services

EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. P32 Environmental Contribution

through Products

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

Aspect : Compliance

EN28 Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with environmental laws and regulations. P25

Environment and Occupational Health and Safety-Related Laws and Regulations

Aspect : Transport

EN29 Significant environmental impacts of transporting products and other goods and materials used for the organization’s operations, and transporting members of the workforce. P35 The IBIDEN Group’s Material

Balance (Input and Output)Aspect : OverallEN30 Total environmental protection expenditures and investments by type. P33-34 Environmental Accounting

Social Performance IndicatorsLabor Practices and Decent Work

Disclosure on Management Approach• Goals and Performance/ • Policy/ • Organizational responsibility• Training and awareness/ • Monitoring and Follow-Up/ • Additional Contextual Information

P18-23 P48-49

Human Resource ManagementCorporate Responsibility Goal Summary

Aspect: Employment

LA1 Total workforce by employment type, employment contract, and region. P18 Philosophy for Human Resource Management and Promotional Structure

LA2 Total number and rate of employee turnover by age group, gender, and region. P18 Philosophy for Human Resource Management and Promotional Structure

LA3 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations.

Aspect: Labor/Management RelationsLA4 Percentage of employees covered by collective bargaining agreements.

LA5 Minimum notice period(s) regarding operational changes, including whether it is specified in collective agreements.

Aspect: Occupational Health and Safety

LA6 Percentage of total workforce represented in formal joint management–worker health and safety committees that help monitor and advise on occupational health and safety programs. P22 Organization chart of Occupational

Health and Safety Management

LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and number of workrelated fatalities by region. P23 Measures for Safety

LA8Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases.

P23 Measures for SafetyManaging Employee Health

LA9 Health and safety topics covered in formal agreements with trade unions. P22

P23

Occupational Health and Safety Policy/ Organization chart of Occupational Health and Safety ManagementMeasures for Safety

Aspect: Training and EducationLA10 Average hours of training per year per employee by employee category.

LA11 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings. P18 Philosophy for Human Resource

Management and Promotional Structure

LA12 Percentage of employees receiving regular performance and career development reviews. P19-20 Employment and Development of Human Resources

Aspect: Diversity and Equal Opportunity

LA13 Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity. P20-21 Respecting Diverse Work

StylesLA14 Ratio of basic salary of men to women by employee category.

Human Rights


P13-15 P16-17

P19 P48-49

ComplianceCSR Management in the Supply ChainRespect for Human RightsCorporate Responsibility Goal Summary


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Pages Corresponding topicsAspect: Investment and Procurement Practices

HR1 Percentage and total number of significant investment agreements that include human rights clauses or that have undergone human rights screening.

HR2 Percentage of significant suppliers and contractors that have undergone screening on human rights and actions taken. P16-17 CSR Management in the Supply Chain

HR3Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained.

P13-15 Compliance

Aspect: Non-discriminationHR4 Total number of incidents of discrimination and actions taken. P13-15 Compliance

Aspect: Freedom of Association and Collective Bargaining

HR5Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights.

P13-15 P16-17

P19

ComplianceCSR Management in the Supply ChainRespect for Human Rights

Aspect: Child Labor

HR6 Operations identified as having significant risk for incidents of child labor, and measures taken to contribute to the elimination of child labor.

P13-15 P16-17

P19


Aspect: Forced and Compulsory Labor

HR7Operations identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of forced or compulsory labor.

P13-15 P16-17

P19


Aspect: Security Practices

HR8 Percentage of security personnel trained in the organization’s policies or procedures concerning aspects of human rights that are relevant to operations.

P13-15 P16-17

ComplianceCSR Management in the Supply Chain

Aspect: Indigenous Rights

HR9 Total number of incidents of violations involving rights of indigenous people and actions taken. NA

Society


P11-12 P13-15 P40-45 P48-49

Risk ManagementComplianceSocial ContributionCorporate Responsibility Goal Summary

Aspect: Community

SO1Nature, scope, and effectiveness of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating, and exiting.

P40-45 Social Contribution

Aspect: Corruption

SO2 Percentage and total number of business units analyzed for risks related to corruption. P11-12 Risk Management

SO3 Percentage of employees trained in organization’s anti-corruption policies and procedures. P13-15 Compliance

SO4 Actions taken in response to incidents of corruption. P13-15 ComplianceAspect : Public Policy

SO5 Public policy positions and participation in public policy development and lobbying.

SO6 Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country.

Aspect: Anti-Competitive Behavior

SO7 Total number of legal actions for anticompetitive behavior, anti-trust, and monopoly practices and their outcomes. P13-15 Compliance

Aspect: Compliance

SO8 Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with laws and regulations. P13-15 Compliance


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Pages Corresponding topicsProduct Responsibility


P46-47 P48-49

Quality management that supports customers-first valuesCorporate Responsibility Goal Summary

Aspect: Customer Health and Safety

PR1Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures.

P32 P46-47

Social Responsibility for productsQuality management that supports customers-first values

PR2Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes.

P13-15 P25

ComplianceEnvironment and Occupational Health and Safety-Related Laws and Regulations

Aspect : Product and Service Labeling

PR3Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements.

PR4Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes.

PR5 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. P46-47 Quality management that

supports customers-first valuesAspect : Marketing Communications

PR6Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship.

PR7Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes.

Aspect : Customer Privacy

PR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data. P13-15 Compliance

Aspect: Compliance

PR9 Monetary value of significant fines for noncompliance with laws and regulations concerning the provision and use of products and services. P13-15 Compliance


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Contact point

CSR Promotion Division2-1, Kanda-cho, Ogaki City,

Gifu 503-8604, JapanTel. +81 584 81-3147Fax. +81 584 81-2395

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corporate social responsibility report 2012

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