The Aichi Steel Group approaches Corporate Social Responsibility as a prerequisite for good governance, and as the foundations for long-term stable growth. We practice CSR management to gain trust from all our stakeholders, and to contribute to sustainable development of society and the planet, through the establishment of our Long-term CSR Vision and the implementation of our Annual CSR Plan.
The “Aichi Steel Action Guidelines” were established in 1998, and then in order to expand them to the entire Aichi Steel Group in 2007, the “Aichi Steel Group Action Guidelines” for global management were defined and became the foundation for the CSR management of the Aichi Steel Group as a whole.

CSR promotion system

In March 2018, the CSR Committee was abolished. CSR activities are considered a natural part of management, so the Board of Directors, the Management Committee, the Corporate Planning Committee, and other committees discuss CSR activity policies, define CSR objectives, and review CSR activities.

CSR approach

CSR approach

※1 Aichi Way:Common values and codes of conduct to be followed by all employees of the Aichi Steel Group.

※2 Aichi Steel Group Action Guidelines:Practical guidelines that must be followed during business activities (revised in October 2013).

Company-wide CSR Action Plan

Companywide CSR Achievements in Fiscal 2017

Review of Fiscal 2017 CSR Activities and Identification of Issues

Section Issues identified
2.Innovation for environment-conscious manufacturing and contribution through resources recycling

Promotion of zero emissions

  • Establishment of recycling methods for remaining indirect landfill
  • Investigation of next-generation slag processing technologies (and equipment)
5.Enhancement of consolidated management capabilities

Raising consolidated infrastructure, and enhancement of governance

  • Enhancement of collaboration on functional issues at a working level, and improved communications
7.Response to risk factors beyond our control, such as natural disasters and changes in the external environment

Improvement of disaster-prevention capabilities and awareness

  • Maximum utilization of disaster-prevention function at new administration building
  • Enhancement of emergency headquarters function for company-wide measures, and realization of truly useful disaster-prevention training
  • Construction of a new security center
8.Response to risk factors controllable by the Company

Improvement of risk management and response capabilities

  • Creation of risk maps in divisions and subsidiaries, and establishment of risk reduction policies (PDCA mechanism)
  • Implementation of optimal governance improvement measures that take into account the new in-house company system