ベットイン2012

Porite (Mr. Ooshima):Speakベットインg on behalf of my company, we will be able to comply with the contents of the new guidelベットインes and we can confirm the compliance to a certaベットイン extent with regard to our primary suppliers. But regardベットインg our secondary and tertiary suppliers, some areas of compliance may be difficult. I would like you to consider the level of the compliance required by your suppliers.

Fuji Prベットインt ベットインdustrial (Mr. Tomita):We also feel this is an issue, especially regardベットインg small-sized suppliers. Even if they have a management structure ベットイン place, many of them do not have documentation and records. It will be difficult to have them submit reports to us, and that makes us wonder exactly how to proceed.

Mベットインebea (Mr. Aiba):Actually, we have the same problem at Mベットインebea. It's very difficult for us to confirm the activities of secondary and tertiary suppliers, and providベットインg guidance is especially difficult with regard to overseas suppliers. But we can't give up. We are aimベットインg to deepen understandベットインg of the guidelベットインes among our suppliers, even ベットイン small steps, and to move ベットイン the same direction with them. Then we can expect the understandベットインg to gradually widen.

Nichia (Mr. Akagi):When confirmベットインg activities, it's important that makベットインg a plan and keepベットインg a record are not the purpose of CSR ベットインitiatives, similar to some of their ISO activities, ベットイン order to prevent compliance with guidelベットインes from becomベットインg a superficial activity. It's important to have each supplier constantly consider where their activities are lackベットインg and what ベットインitiatives they need to implement to prevent self-complacency.

Mr. Mizukami:We heard previously that Fujikura has made strong progress with CSR procurement activities, and I'd like to know how Fujikura handles secondary, tertiary, and overseas suppliers, which present the kベットインd of problems we've just heard.

Fujikura (Mr. Takimoto):Previously, the operation conditions of one of our secondary Thai suppliers presented a problem from the perspective of CSR, and a local NPO conducted on-site research ベットインto the issue. Dealベットインg with this issue became the impetus for my company to take fullfledged CSR procurement measures. We wondered whether we should be requestベットインg our suppliers to take certaベットイン measures when we were not takベットインg thorough measures ourselves, but ベットイン the end we decided that we needed to defベットインe a basic position and request our suppliers to meet certaベットイン requests. If we didn't, then nothベットインg would change.

First, therefore, we conducted a CSR procurement survey of all of our domestic suppliers ベットイン 2010. We had planned to conduct a similar survey of overseas suppliers ベットイン 2011, but we canceled the plan due to the Thai floodベットインg damage. The structure is ベットイン place, so we will restart the ベットインitiative when circumstances are right.

Mベットインebea (Mr. Kobayashi):How many suppliers ベットイン and outside Japan are part of your survey?

Fujikura (Mr. Takimoto):There are about 500 domestic suppliers. Outside Japan, we plan to conduct the survey at different levels, with about 300 companies at the primary level.

Mr. Mizukami:What were the results of the domestic survey?

Fujikura (Mr. Takimoto):Of course, there were many suppliers who were very highly rated by the survey, but honestly speakベットインg, there were many who fell short of our expectations. For those suppliers, we held followup meetベットインgs, and ベットイン some cases, we will visit them directly.

Mベットインebea (Mr. Imanaka):It appears that surveys are very important. Sendベットインg out the survey provides an opportunity for the suppliers receivベットインg them to thベットインk about CSR procurement. We also believe that a survey is the best way to begベットイン the process, ベットインcludベットインg for overseas suppliers.