About tam

Basic Sustainability Policy Internal Environment Improvement Policy Talent Development Policy Basic Health and Safety Policy Quality Policy Compliance Policy Health and Productivity Management Declaration

Basic Sustainability Policy

We, Tokyo Automatic Machinery Works (TAM), have grown and developed with the cooperation of a wide range of stakeholders by adhering to our corporate policy, "A company is a livelihood cooperative." Going forward, we aim to be a company that continues to be trusted and needed by society by collaborating with our stakeholders through our business and taking on the dual challenges of achieving a sustainable society and enhancing corporate value sustainability.
To those ends, we have identified strategies for each of the four materialities (important issues) listed below, have incorporated them into our organizational decision-making processes, and will keep on working on them.

Caring for the global environment

We aim to reduce negative impacts on the global environment through business and create sustainable new value for a decarbonized and recycling-oriented society.

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Contributing to society through business

By providing products that offer safety, reliability, high quality, and reduction of losses in production and distribution, we will contribute to improving our customers' corporate value and solving social issues. We also contribute to local communities so as to continue being a company considered necessary by society.

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Workplaces where everyone can demonstrate their abilities in their own way

We create workplaces where diverse values and personalities are respected, where everyone can maximize their inherited skills and enhanced abilities, and where everyone can be innovative.

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Strengthening the management foundation

Through thorough compliance and enhancement of corporate governance, we strengthen our management foundation by ensuring the soundness and transparency of management, and enhancing our resilience to the various risks surrounding the company.

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The Processes in Identifying Materialities

In December 2021, we set up our Sustainability Committee to begin examining materialities for the company, and after approval by the Board of Directors, identified four materialities from environmental, social, and governance (ESG) perspectives.

Establish a Sustainability Committee and a Sustainability Promotion Office

We have established a Sustainability Committee, chaired by the President and CEO, which consists of the heads of each department that actually works to solve sustainability issues, and a Sustainability Promotion Office, which consists of members selected from the departments.

Sift out possible materialities

We sifted out possible materialities with reference to the disclosure framework and SDG targets.

Survey stakeholders’ thoughts

We surveyed the thoughts of a wide range of stakeholders, including shareholders, customers, partner companies, employees, local communities, and governments.

Analyze the materialities

We analyzed the materialities identified in STEP 2 in terms of their importance from a stakeholder perspective and from a management perspective, and selected the elements of the materialities we should prioritize.

Identify materialities

We identified the materialities that we should work on based on the materiality elements selected in STEP 4.

	Materiality	Materiality elements
E Environmental	１.Caring for the global environment	①Climate change countermeasures (decarbonization) ②Achieving a recycling-oriented society ③Reducing environmental impact through product use
S Social	２.Contributing to society through business	④Improving product quality and safety ⑤Reducing losses in production and supply chains ⑥ Coexisting with local communities
S Social	３.Workplaces where everyone can demonstrate their abilities in their own way	⑦Promoting diversity and respect for human rights ⑧Developing the talent to lead the next generation ⑨Occupational health and safety
G Governance	４.Strengthening management foundation	⑩Compliance ⑪ Corporate governance ⑫Integrated disaster risk management

Strategy Review Process

1. Analysis of risks and opportunities
We estimated the key risks and opportunities for each materiality identified.

Materiality	Key risks	Key opportunities
1. Caring for the global environment ①Climate change countermeasures (decarbonization) ②Achieving a recycling-oriented society ③Reducing environmental impact through product use	Damage to business due to increase in abnormal weather Deterioration of work environments due to global warming Increased costs due to strengthening of decarbonization policies (soaring fossil fuel prices, carbon taxes, etc.) Reduction of the use of plastic packaging materials such as secondary packaging, and transition to alternative packaging materials Stranding of fossil fuel-based facility assets	Reducing costs by reducing energy consumption Increased demand for packaging machinery adapted to changes (new packaging materials, energy savings, etc.) Increased demand for recycling-related equipment due to progress in efforts to increase the recycling rate for plastic packaging materials
２.Contributing to society through business ④mproving product quality and safety ⑤Reducing losses in production and supply chains ⑥Coexisting with local communities	As well as stability and reliability, food loss and packaging material loss will become criteria for machine selection. Risk of litigation and decline in trust by customers due to problems with quality and safety Decline in trust by local communities	Increased demand for extended shelf life Increased demand for reduction of packaging material losses Improved trust from customers by providing high-quality, safe products Improved trust from local communities
３.Workplaces where everyone can demonstrate their abilities in their own way ⑦ Respecting human rights and diversity ⑧Developing the talent to lead the next generation ⑨Occupational health and safety	If the organization remains homogenous, it will be difficult to generate new ideas. Disruptions to the transfer of techniques and skills Decline in technical capabilities and productivity Recruitment difficulties due to the decline in the working-age population Delivery delays and interruption of work due to occupational accidents Lawsuits for breach of duty of care concerning safety	New ideas and innovations arising from talent with diverse values and consciousness Continuous transfer of techniques and skills Improved technical capabilities and productivity through guidance and skill development tailored to each individual Improved employee retention rate
４.Strengthening management foundation ⑩Compliance ⑪Corporate governance ⑫Integrated disaster risk management	Loss of trust from stakeholders Decline in corporate value Long-term interruptions to business Unexpected losses	Improved trust from stakeholders Heightened awareness among employees of legal compliance Enhanced corporate value through appropriate information disclosure Prevention of man-made disasters Improved resilience in the event of natural disaster

2. Future Vision and Strategies
We envisioned what the future should look like and considered the strategies from a backcasting mindset.

1. Caring for the global environment ①Climate change countermeasures (decarbonization) ②Achieving a recycling-oriented society ③Reducing environmental impact through product use	Relevant SDGs
【Future Vision】 We have achieved carbon neutrality in Scope 1 and Scope 2 by 2050. We are presenting new value to the market and contributing to the realization of a decarbonized and recycling-oriented society. Waste materials generated in manufacturing processes are recycled, not wasted. 【Strategies】 We aim to create new and sustainable value that provides answers for the decarbonized and recycling-oriented world by reducing the negative impact of our business on the global environment.

1. Caring for the global environment

①Climate change countermeasures (decarbonization)
②Achieving a recycling-oriented society
③Reducing environmental impact through product use

Relevant
SDGs

【Future Vision】
We have achieved carbon neutrality in Scope 1 and Scope 2 by 2050.
We are presenting new value to the market and contributing to the realization of a decarbonized and recycling-oriented society.
Waste materials generated in manufacturing processes are recycled, not wasted.

【Strategies】
We aim to create new and sustainable value that provides answers for the decarbonized and recycling-oriented world by reducing the negative impact of our business on the global environment.

2. Contributing to society through business ④Improving product quality and safety ⑤Reducing losses in production and supply chains ⑥Coexisting with local communities	Relevant SDGs
【Future Vision】 We are satisfying our customers by providing machines with low losses that enable stable production. We are trusted by the local community and develop together. 【Strategies】 By providing products that offer safety, reliability, high quality, and reduction of losses in production and distribution, we will contribute to improving our customers' corporate value and solving social issues. We will also work to contribute to the local community in order to continue to be a company that is needed by society.

2. Contributing to society through business

④Improving product quality and safety
⑤Reducing losses in production and supply chains
⑥Coexisting with local communities

Relevant
SDGs

【Future Vision】
We are satisfying our customers by providing machines with low losses that enable stable production.
We are trusted by the local community and develop together.

【Strategies】
By providing products that offer safety, reliability, high quality, and reduction of losses in production and distribution, we will contribute to improving our customers' corporate value and solving social issues.
We will also work to contribute to the local community in order to continue to be a company that is needed by society.

3. Workplaces where everyone can demonstrate their abilities in their own way ⑦Respecting human rights and diversity ⑧Developing the talent to lead the next generation ⑨Occupational health and safety	Relevant SDGs
【Future Vision】 The opinions and ideas of diverse talent are reflected and utilized in the development of new models and improvements in productivity. Everyone is given education opportunities and is heightening the abilities they need for their jobs. The techniques and skills they have developed are being transferred. All employees are maintaining and improving their physical and mental health, and bringing enthusiasm to their work. 【Strategies】 We create workplaces where diverse values and personalities are respected, where everyone can maximize their inherited skills and enhanced abilities, and where everyone can be innovative.

3. Workplaces where everyone can demonstrate their abilities in their own way

⑦Respecting human rights and diversity
⑧Developing the talent to lead the next generation
⑨Occupational health and safety

Relevant
SDGs

【Future Vision】
The opinions and ideas of diverse talent are reflected and utilized in the development of new models and improvements in productivity.
Everyone is given education opportunities and is heightening the abilities they need for their jobs.
The techniques and skills they have developed are being transferred.
All employees are maintaining and improving their physical and mental health, and bringing enthusiasm to their work.

【Strategies】
We create workplaces where diverse values and personalities are respected, where everyone can maximize their inherited skills and enhanced abilities, and where everyone can be innovative.

4. Strengthening management foundation ⑩Compliance ⑪Corporate governance ⑫Integrated disaster risk management	Relevant SDGs
【Future Vision】 Every person involved in the company is conscious of, and adheres to, taking the right actions in light of the law, regulations, ethics, social norms, articles of incorporation, and internal rules. Trusting relationships with stakeholders are being strengthened, and corporate value is being further enhanced. Risks are being analyzed and minimized to ensure business continuity in the event of any disaster. 【Strategies】 Through thorough compliance and enhancement of corporate governance, we strengthen our management foundation by ensuring the soundness and transparency of management, and enhancing our resilience to the various risks surrounding the company.

4. Strengthening management foundation

⑩Compliance
⑪Corporate governance
⑫Integrated disaster risk management

Relevant
SDGs

【Future Vision】
Every person involved in the company is conscious of, and adheres to, taking the right actions in light of the law, regulations, ethics, social norms, articles of incorporation, and internal rules.
Trusting relationships with stakeholders are being strengthened, and corporate value is being further enhanced.
Risks are being analyzed and minimized to ensure business continuity in the event of any disaster.

【Strategies】
Through thorough compliance and enhancement of corporate governance, we strengthen our management foundation by ensuring the soundness and transparency of management, and enhancing our resilience to the various risks surrounding the company.

Our System of Governance for Sustainability

We regard sustainability as an important management issue and continually work on it by incorporating it into our business strategies such as the Medium-Term Management Plan and business policies along with other management issues.

SDGs

We, Tokyo Automatic Machinery Works, Ltd., support the Sustainable Development Goals (SDGs).

In September 2015, the United Nations Sustainable Development Summit was held at the United Nations Headquarters in New York, and the outcome document "Transforming our world: the 2030 Agenda for Sustainable Development" was adopted with the participation of more than 150 member states. The Agenda contained declarations and goals as an action plan for people, the planet, and prosperity. These goals are the Sustainable Development Goals (SDGs), which consist of 17 goals and 169 targets.