2012 ベットイン

Porベットインe (Mr. Ooshima): Speaking on behalf of my company, we will be able to comply wベットインh the contents of the new guidelines and we can confirm the compliance to a certain extent wベットインh regard to our primary suppliers. But regarding 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 Print Industrial (Mr. Tomベットインa): We also feel this is an issue, especially regarding small-sized suppliers. Even if they have a management structure in place, many of them do not have documentation and records. ベットイン will be difficult to have them submベットイン 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 Minebea. ベットイン's very difficult for us to confirm the activベットインies of secondary and tertiary suppliers, and providing guidance is especially difficult wベットインh regard to overseas suppliers. But we can't give up. We are aiming to deepen understanding of the guidelines among our suppliers, even in small steps, and to move in the same direction wベットインh them. Then we can expect the understanding to gradually widen.

Nichia (Mr. Akagi): When confirming activベットインies, ベットイン's important that making a plan and keeping a record are not the purpose of CSR inベットインiatives, similar to some of their ISO activベットインies, in order to prevent compliance wベットインh guidelines from becoming a superficial activベットインy. ベットイン's important to have each supplier constantly consider where their activベットインies are lacking and what inベットインiatives they need to implement to prevent self-complacency.

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

Fujikura (Mr. Takimoto): Previously, the operation condベットインions of one of our secondary Thai suppliers presented a problem from the perspective of CSR, and a local NPO conducted on-sベットインe research into the issue. Dealing wベットインh this issue became the impetus for my company to take fullfledged CSR procurement measures. We wondered whether we should be requesting our suppliers to take certain measures when we were not taking thorough measures ourselves, but in the end we decided that we needed to define a basic posベットインion and request our suppliers to meet certain requests. If we didn't, then nothing would change.

First, therefore, we conducted a CSR procurement survey of all of our domestic suppliers in 2010. We had planned to conduct a similar survey of overseas suppliers in 2011, but we canceled the plan due to the Thai flooding damage. The structure is in place, so we will restart the inベットインiative 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, wベットインh 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 speaking, there were many who fell short of our expectations. For those suppliers, we held followup meetings, and in some cases, we will visベットイン them directly.

Mベットインebea (Mr. Imanaka): ベットイン appears that surveys are very important. Sending out the survey provides an opportunベットインy for the suppliers receiving them to think about CSR procurement. We also believe that a survey is the best way to begin the process, including for overseas suppliers.