Third Party Opinion

Third Party Opinion on CSR Activities in Fiscal 2020

  • Third Party Opinion on Sustainability Activities in Fiscal 2019

CEO, International Institute for Human,
Organization, and the Earth (IIHOE*),
editor and publisher of Socio Management
Hideto Kawakita

* Founded in 1994 for "Democratic and Balanced Development for All the Lives on Earth," IIHOE has served as a management consultant for NPOs and social entrepreneurs while supporting CSR engagement of major Japanese companies.
http://blog.canpan.info/iihoe/(in Japanese)

This third party opinion has been written based on the content of the sustainability/CSR-related pages on the DENSO Group’s website as well as on interviews with DENSO staff in charge of environmental policies, facilities, procurement, quality and customer satisfaction, human resources, health promotion, the creation of ideal workplaces for safety and health, social contribution, and sustainability management.

DENSO has set numerical targets for all of its wide-ranging sustainability/CSR initiatives based on the DENSO Group Sustainability Policy, which is the updated version of the Declaration of Corporate Behavior established in fiscal 2007. In Japan and overseas, the Company has developed and established a management cycle to quantitatively manage achievements and issues in an appropriate manner. In doing so, I believe DENSO is maintaining standards that should serve as the benchmark for other companies around the world. Moving forward, I fully expect that DENSO will further enhance its dialogue and communication with society while moving forward with efforts toward its three key fields of “green,” “peace of mind,” and “inspiring.”

Items that deserve high praise

  • In terms of sustainability/CSR management, DENSO made several declarations under its Long-term Policy 2030. These include reducing the Company’s environmental burden, creating a sustainable society through highly efficient mobility, and realizing a society with no traffic accidents and in which everyone can move conveniently and freely and live with peace of mind. DENSO proclaimed that these ambitions will be achieved through the new value it will create from earning the recognition of society. Guided by these aspirations, each section and relevant managers of DENSO has been moving forward with efforts to fulfill the Company’s diverse and practical social responsibility, and these efforts have been managed comprehensively and quantitatively from the perspectives of risk management and stakeholder satisfaction. I believe that in these terms, DENSO is performing at a world-leading level. Meanwhile, I hope that dialogue and engagement with external stakeholders will take place at an earlier stage and in greater depth regarding matters such as the formulation of these policies and the evaluation of their progress.

  • For sustainable procurement, DENSO deserves high praise for disclosing its Supplier Sustainability Guidelines, which help DENSO’s suppliers establish a foundation for sustainability/CSR management, on its corporate website. These guidelines cover the following nine items: Safety and quality of products and services, human rights/labor, the environment, legal compliance, disclosure of information to stakeholders, risk management, responsible material procurement, corporate citizenship, and developing and deploying policies and guidelines for suppliers. DENSO also should be praised for working with Group suppliers in Japan and overseas to make improvements on issues that need to be addressed by providing guidance on adhering to these guidelines and offering feedback through self-checks that use self-diagnostic sheets. In particular, by formulating tools to confirm environmental management systems of small-scale suppliers, DENSO has incorporated CSR themes in the daily on-site management of not only the Group but also the Group’s primary business partners. These are examples of initiatives that I believe should serve as a global benchmark and accordingly deserve high praise. I also give DENSO a high evaluation for promoting efforts toward information security and the management of die blueprints. Going forward, I hope that DENSO creates tools for improving communication in its frontline operations, which are becoming more diverse, pertaining to the reduction of risks. I hope that the Company implements these tools across the entire supply chain as well. In addition, I hope that the Company will work to make specific and effective improvements in the necessary areas identified through risk evaluation.

  • For environmental management, DENSO has established quantitative targets and promotion plans for each section and relevant managers in regard to a detailed list of items in order to further pursue environmental efficiency in terms of both products and manufacturing, which the Company already maintains at a world-class level, and resource productivity. To realize these targets, initiatives are being carried out and verified Companywide. I evaluate DENSO highly in this regard. DENSO’s “organizational culture that encourages a bottom-up approach and follow-through on decisions” provides a backbone for the Company’s environmental management initiatives, an area in which DENSO excels on a global basis. This organizational culture can also be viewed as the source for DENSO’s contribution to sustainability and for the advancement of efforts toward fulfilling the Company’s social responsibility. In particular, DENSO has been rolling out “Perfect Energy Factory (PEF) Activities” and “Just-in-Time (JIT) Energy Activities,” on a global basis. Within these activities, production sections and facility management sections share demand-related information on all types of resources— including electricity, gas, compressed air, air, steam, water, and lighting— in advance using “electric signboards” and work to minimize and optimize supply. Through the global rollout of these activities, DENSO has established a framework for having those working on the front lines recognize issues that need to be improved upon on their own—and I give this framework a high evaluation. These efforts represent best practices that should act as a benchmark for the global manufacturing industry. Furthermore, I commend DENSO for constantly working to evolve such efforts. I also believe DENSO should be commended for clarifying and steadily promoting its three targets (Target 3) of “Energy 1/2; Clean × 2; and Green × 2,” as well as 10 specific actions (Action 10) for realizing these targets, under DENSO Eco Vision 2025, which was announced in fiscal 2017. In addition, DENSO should be praised for adopting the goal of becoming carbon neutral. Also, regarding energy management, I commend DENSO for establishing optimized systems for Companywide energy management and energy management within its production and supply activities. Moreover, DENSO should be highly evaluated for implementing risk management from the perspective of the Company’s impact on water-related issues and the impact of water-related issues on the Company, in addition to opportunities where the Company can help resolve such issues. Taking into account its global value chain, including its service stations, I remain hopeful that DENSO will make significant accomplishments toward Target 3 in such ways as understanding and improving the conditions regarding the use and recycling of plastics, which are known to have an impact on marine ecosystems and biodiversity. I also have high expectations for the development of functional resins and other materials to accelerate weight reduction and increase efficiency.

  • For promoting employee health and creating a safe workplace, I give DENSO a high evaluation for the following items: Appointing managers to act as “healthcare leaders” in the workplace and requesting that all offices create and implement annual health plans; introducing lifestyle scores, which evaluate the conditions of individual lifestyle habits based on individual actions and data from medical examinations, as a Companywide target; and, especially, undertaking efforts to quantitatively understand individual lifestyle habits of employees by analyzing their behavior—including from the perspectives of diet, exercise, alcohol consumption, sleeping patterns, and smoking—and medical examination results, and subsequently promoting concrete improvements. In addition, for creating a safe workplace, I applaud DENSO for the formulation of principles, lessons learned, and rules to be observed in the form of “Core Action 10” and the clarification of concrete actions that extend from top management’s declaration and guidance on the highest safety priorities to the implementation of efforts based on these priorities in the workplace. At the same time, as the aging of personnel and facilities continues to progress at DENSO’s partner companies, I hope that the Company can provide assistance for developing human resources, including the utilization of certification programs. I also hope that DENSO can develop and promote the widespread use of support tools, such as apps, for management systems that provide the foundation for safety and health-related initiatives.

Areas in which DENSO should make further efforts while evaluating the progress of its initiatives

  • In regard to corporate governance, DENSO deserves high praise for establishing and implementing a structure based on Japan’s Corporate Governance Code, including modifications to its internal executive system, as well as for promoting information disclosure. In addition, high marks should be given to DENSO for clarifying methods for “appropriate cooperation with stakeholders other than shareholders” within its “Basic Policies on Corporate Governance” established in June 2015, and making efforts to put these methods into practice. Going forward, I hope that the management ranks of DENSO, including the Company’s directors, work to enhance diversity, especially in a way that gives sufficient consideration to a structure that generates synergies with employees and other directors. I also have high expectations that DENSO’s management will lead the way with its decision-making, including the formulation of materiality, and that it will increase the number of opportunities for engaging in dialogue with local communities in the Company’s core regions of operation around the world.

  • In terms of improving customer satisfaction, I commend DENSO for opening independent service sites in Southeast Asian countries and for promoting business operations that respond to local market characteristics and the development of human resources. At the same time, I maintain expectations that DENSO will move forward with improvements in fuel efficiency during car use, primarily by leveraging service centers in emerging countries, as well as with reductions to its environmental footprint, such as through fluorocarbon recovery, and improvements in safety. Domestically, I expect DENSO to more thoroughly analyze trends in customer inquiries and the time needed to respond to these inquiries. I also hope DENSO moves forward with efforts to enhance efficiency in this regard and disclose relevant information. Furthermore, I would like to see DENSO develop platforms for exchanging information with other companies.

  • As for DENSO’s social contribution activities for international and local communities, I give DENSO high marks for the diverse and trailblazing initiatives that it is undertaking. These initiatives include the Compassionate Point System, which places priority on the environment, safety and peace of mind, and Hitozukuri, and under which nearly 8,000 employees participate; support for persons with disabilities and adaptive sports through the Wheelchairs and Friendship Center of Asia (WAFCA) and other means; holding Science Schools; providing support and developing systems for recovery efforts in disaster-stricken areas while making use of DENSO’s core business; and the promotion of traffic safety awareness. At the same time, I hope that employees of the Group worldwide take action in their respective communities to act as traffic safety instructors. I also sincerely hope that DENSO leverages its services and strengths to their full potential in such ways as creating regional traffic safety maps and curriculum for the development of human resources. In addition, I continue to strongly encourage DENSO to promote efforts aimed at creating a society with zero traffic accidents.

Expectations for the advancement of DENSO’s initiatives as a global company

  • As for the value creation process that helps realize the Company’s Long-term Policy, as referenced on pages 26 and 27 of DENSO Integrated Report 2020, DENSO needs to take the state of social infrastructure and automobiles into account by considering forecasts for population demographics and social and economic conditions in the 2030s both in and outside Japan if it wishes to reach its goal of becoming “a company that continuously generates value to enrich mobility that achieves sustainability, happiness, and peace of mind for everyone,” which it adopted under its Long-term Policy. These considerations are also crucial for realizing the sustainable growth of both the Company and society as a whole. In particular, I would like to see DENSO actively make proposals to guarantee the rapidly increasing short-distance and low-speed mobility of aging populations, in other words, guaranteeing accessibility for aging populations, a trend that is occurring in Japan and worldwide, as well as realizing mobility without the use of fossil fuels.

  • In terms of efforts toward human rights, I give high marks to DENSO’s procurement sections for properly ascertaining the structures and human rights-related initiatives of the Company’s suppliers and encouraging them to make improvements. At the same time, I hope that DENSO establishes personnel within the Group responsible for promoting and improving Groupwide efforts in the downstream processes (particularly the recycling process) of the value chain. I also hope that DENSO establishes a human rights management structure throughout the entire value chain (specifically, a commitment from management, the implementation of due diligence, and the establishment of a system for remedy measures).

  • Regarding respect for employees and diversity of human resources, I commend DENSO for establishing a set of common evaluation criteria for personnel on a global basis to serve as a foundation for fostering versatile personnel management. Through this evaluation criteria, the percentage of local employees who take positions as managers of Group companies overseas has increased to upwards of 30%, and the ratio of persons with disabilities has exceeded 2% thanks to the establishment of the special-purpose subsidiary DENSO Blossom Co., Ltd., which employs primarily people with mental and intellectual disabilities. DENSO also deserves praise for actively working to promote employee health. On the other hand, the percentage of DENSO CORPORATION employees taking advantage of leave and reduced working hours for childcare, caregiving, and nursing care is still just over 3%. Disparity in length of employment for men and women also remains. Moving forward, I remain hopeful that DENSO will continue its efforts to establish an environment and systems that help employees continue to work while supporting their families through childcare, caregiving, and nursing care, and move ahead with quantitative reviews of relevant decision-making, such as at meetings, and business conditions. At the same time, I sincerely hope that DENSO continues to promote the multilingualization of exchanges with, and messages and notices to, candidates for upper management so that even more employees in DENSO’s regions of operation can understand the Company’s philosophy, values, and practices in their own native languages.

  • In terms of depth and timing of the introduction of initiatives, an information disclosure policy has been established. However, in order to introduce the Company’s initiatives toward a wide range of issues, such as those relating to the environment and greater society, in a deeper and more timely manner, I strongly hope that DENSO will step up its efforts to promote dialogue and communication more than ever.

    • Hideto Kawakita

      Hideto Kawakita
      CEO, International Institute for Human,
      Organization, and the Earth (IIHOE)