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Sumitomo Corporation's Dirty Energy Trade
SUMITOMO CORPORATION’S DIRTY ENERGY TRADE Biomass, Coal and Japan’s Energy Future DECEMBER 2019 SUMITOMO CORPORATION’S DIRTY ENERGY TRADE Biomass, Coal and Japan’s Energy Future CONTRIBUTORS Authors: Roger Smith, Jessie Mannisto, Ryan Cunningham of Mighty Earth Translation: EcoNetworks Co. Design: Cecily Anderson, anagramdesignstudio.com Any errors or inaccuracies remain the responsibility of Mighty Earth. 2 © Jan-Joseph Stok / Greenpeace CONTENTS 4 Introduction 7 Japan’s Embrace of Dirty Energy 7 Coal vs the Climate 11 Biomass Burning: Missing the Forest for the Trees 22 Sumitomo Corporation’s Coal Business: Unrepentant Polluter 22 Feeding Japan’s Coal Reliance 23 Building Dirty Power Plants Abroad and at Home 27 Sumitomo Corporation, climate laggard 29 Sumitomo Corporation’s Biomass Business: Trashing Forests for Fuel 29 Global Forests at Risk 34 Sumitomo and Southeastern Forests 39 Canadian Wood Pellet Production 42 Vietnam 44 Sumitomo Corporation and Japanese Biomass Power Plants 47 Sumitomo Corporation and You 47 TBC Corporation 49 National Tire Wholesale 50 Sumitomo Corporation: Needed Policy Changes 3 Wetland forest logging tied to Enviva’s biomass plant in Southampton, North Carolina. Dogwood Alliance INTRODUCTION SUMITOMO CORPORATION’S DIRTY ENERGY TRADE—AND ITS OPPORTUNITY TO CHANGE While the rest of the developed world accelerates its deployment of clean, renewable energy, Japan is running backwards. It is putting in place policies which double down on its reliance on coal, and indiscriminately subsidize biomass power technologies that accelerate climate change. Government policy is not the only driver of Japan’s dirty energy expansion – the private sector also plays a pivotal role in growing the country’s energy carbon footprint. -
Sumitomo Mitsui Financial Group CSR Report Digest Version
Sumitomo Mitsui Financial Group CSR Report Digest version www.smfg.co.jp/english Today, Tomorrow and Beyond First,First, I wouldwould likelike toto extendextend ourour deepestdeepest sympathiessympathies andand heartfeltheartfelt condolencescondolences toto allall thosethose whowho havehave sufferedsuffered andand INDEX toto tthehe ffamiliesamilies andand ffriendsriends ooff tthosehose wwhoho ttragicallyragically llostost ttheirheir llivesives iinn thethe devastatingdevastating earthquakeearthquake andand tsunamitsunami Foreword 1 thatthat struckstruck northeasternnortheastern JapanJapan onon MarchMarch 11,11, 2011.2011. WeWe praypray forfor thethe earlyearly recoveryrecovery ofof thethe affectedaffected peoplepeople andand areas.areas. Commitment from the Top 3 A Conversation with Tadao Ando, SMFGSMFG isis dedicateddedicated toto seamlesslyseamlessly respondingresponding toto clients’clients’ needsneeds byby leveragingleveraging ourour group-widegroup-wide capabilities,capabilities, Takeshi Kunibe and Koichi Miyata What can we do now to spur the reconstruction and revitalization of Japan, offeringoffering optimaloptimal pproductsroducts aandnd sservices,ervices, aandnd eensuringnsuring tthathat eeveryvery employeeemployee andand thethe overalloverall groupgroup areare capablecapable ofof and help resolve global issues? respondingresponding ttoo tthehe challengeschallenges ooff gglobalization.lobalization. I bbelieveelieve tthathat throughthrough thesethese measures,measures, Measures to Support Reconstruction after the March 11 President -
Sumitomo Mitsui Financial Group, Inc
UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 20-F (Mark One) ‘ REGISTRATION STATEMENT PURSUANT TO SECTION 12(b) OR (g) OF THE SECURITIES EXCHANGE ACT OF 1934 OR È ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended March 31, 2014 OR ‘ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to OR ‘ SHELL COMPANY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 Date of event requiring this shell company report Commission file number: 001-34919 Kabushiki Kaisha Mitsui Sumitomo Financial Group (Exact name of Registrant as specified in its charter) SUMITOMO MITSUI FINANCIAL GROUP, INC. (Translation of registrant’s name into English) Japan 1-2, Marunouchi 1-chome, Chiyoda-ku, Tokyo 100-0005, Japan (Jurisdiction of incorporation or organization) (Address of principal executive offices) Haruyuki Nagata 1-2, Marunouchi 1-chome, Chiyoda-ku, Tokyo 100-0005, Japan Telephone: +81-3-3282-8111 Facsimile: +81-3-4333-9954 (Name, telephone, e-mail and/or facsimile number and address of company contact person) Securities registered or to be registered pursuant to Section 12(b) of the Act Title of Each Class Name of Each Exchange on which registered Common stock, without par value The New York Stock Exchange* * Not for trading, but only in connection with the listing of the American Depositary Shares, each American Depositary Share representing 1/5 of one share of the registrant’s common stock. -
THE STRATEGIC MANAGEMENT of KOREAN and JAPANESE BIG BUSINESS GROUPS: a Comparison Study Between Korean General Trading Companies and Japanese Sogo Shoshas
THE STRATEGIC MANAGEMENT OF KOREAN AND JAPANESE BIG BUSINESS GROUPS: A Comparison Study between Korean General Trading Companies and Japanese Sogo Shoshas by IN WOO JUN A thesis submitted to The University of Birmingham for the degree of DOCTOR OF PHILOSOPHY Department of Management The Birmingham Business School The University of Birmingham August, 2009 University of Birmingham Research Archive e-theses repository This unpublished thesis/dissertation is copyright of the author and/or third parties. The intellectual property rights of the author or third parties in respect of this work are as defined by The Copyright Designs and Patents Act 1988 or as modified by any successor legislation. Any use made of information contained in this thesis/dissertation must be in accordance with that legislation and must be properly acknowledged. Further distribution or reproduction in any format is prohibited without the permission of the copyright holder. ABSTRACT This research is an in-depth study of Korean GTCs (General Trading Companies) and Japanese Sogo Shoshas (the Japanese version of General Trading Companies), which are unique big business conglomerates but not well-known in Western countries. It investigates and compares several of their features, such as their history, characteristics, functions, organisational structure, corporate culture, human resource management, their impact on national economic development, strategic management and decision-making process. First, it examines a wide range of literature to show the functions of Korean GTCs and Japanese Sogo Shoshas as transaction intermediaries, information gatherers, project organisers, international marketers, financial providers, etc. With these varied functions, they have played significant roles not only from the macro aspect, but also the micro aspect. -
English Brochure
FREE OF CHARGE: EXHIBITION 1. Enjoy our free voice guide machine! (English, Chinese, Korean and Japanese) Prologue Theater (13 minutes English video) No reservation is needed. “The origin of the entrepreneurship of Osaka” 大阪企業家ミュージアム 2. Locker Refundable locker is available in front of the Under the shogunate government, why did so many entrepreneurs leave reception (JPY100). their hometown to look for a business chance in Osaka? Let’s look back from 3. Tour Guide is available per group for over 10 people; the end of the 16c. Hideyoshi Toyotomi built Osaka castle up to the end of reservation is needed. the 19c., when was the last stage of Edo era, to find out how Osaka became NOTICE the origin of the entrepreneurship. NO PHOTOGRAPHY, EATING and SMOKING inside the museum. Main exhibit area Block 1 Thank you for your cooperation! Meiji Restoration to the end of Meiji era 1868-1911 1 BUILDING THE ECONOMIC INFRASTRUCTURE OF MODERN OSAKA OPEN HOURS GODAI Tomoatsu Osaka Chamber of Commerce and Industry 10:00 – 17:00 Tue, Thu, Fri, Sat MATSUMOTO Jutaro Mizuho Financial Group. Inc. 10:00 – 20:00 Wed FUJITA Denzaburo Dowa Holdings Co., Ltd. Admission until 30 minutes prior to closing time. HIROSE Saihei Sumitomo Group CLOSED on Sun, Mon, National holidays and NAKAHASHI Tokugoro Mitsui O.S.K.Lines Ltd. 8/14 - 17, 12/26 - 1/4 2 MAKING OSAKA THE MANCHESTER OF THE EAST ADMISSION YAMANOBE Takeo Toyobo Co., Ltd. Aiming to develop the next generation of human Adult:JPY 300 Student:JPY 100 KIKUCHI Kyozo Unitika Ltd. resource, the Osaka Chamber of Commerce and Industry Under 6 years:Free MUTO Sanji KRACIE Holdings established Osaka Entrepreneurial Museum in 2001. -
Annual Report 2007 Fiscal Year Ended March 31, 2007
turer ome the ufac March 31, 2007 Man year ended cal Annual Report 2007 Glass Fis lat ing Progress to Bec ding F ealiz R d’s Lea d’s orl W NSG GROUP ANNUAL REPORT 2007 Profile Nippon Sheet Glass Co., Ltd.* is engaged in two major business sectors: Flat Glass, encom- passing Building Products and Automotive Products; and Specialty Glass, which covers Information Technology, Glass Fiber and some other smaller businesses. In June 2006, the NSG Group completed the acquisition of the UK-based global glass manufacturer, Pilkington plc. The acquisition is reflected in consolidated net sales (including Pilkington revenues) for the fiscal year ended March 31, 2007 of ¥681.5 billion. As a result of the acquisition, the NSG Group has expanded its business operations and accelerated its globalization. The Group now has major manufacturing operations in 27 countries and sales in 130, employing around 34,000 people worldwide. From April 2007, all of the Building Products and Automotive Products businesses of NSG and Pilkington have been combined into a single integrated Flat Glass business under single management. The goal is to be Number One in Flat Glass — to be the best in the world at making and selling glass for buildings and for automotive use, and doing it safely. In line with its stated intention to become the world’s leading flat glass manufacturer, the NSG Group intends to leverage the advantages of this business integration, aiming for steady growth in global markets. * Following the acquisition of Pilkington, the Company has reviewed its branding strategy and has decided to adopt the brand ‘NSG Group’ to reflect the new structure and inter- national scope of the enlarged business. -
Final Assessment Sumitomo Corporation
FINAL ASSESSMENT SUMITOMO CORPORATION The following pages contain the detailed scoring for your company based on public information. The following table represents a summary of your scores: Topic Number of % score based questions on public information Leadership, Governance and Organisation 10 35% Risk Management 7 14.3% Company Policy and Codes 12 16.7% Training 5 50% Personnel and Helplines 7 14.3% Total 41 24.4% SUMITOMO CORPORATION 29/06/14 HTTP://WWW.SUMITOMOCORP.CO.JP/ HTTP://WWW.SUMITOMOCORP.CO.JP/ENGLISH/ A1: Does the company publish a statement from the Chief Executive Officer or the Chair of the Board supporting the ethics and anti-corruption agenda of the company? Score: 1 Comments: Based on public information, there is evidence that the Chief Executive Officer publishes statements supporting the broader ethics agenda of the company. However, although anti- corruption is a part of the company’s ethics agenda, these statements do not address anti- corruption specifically. The company therefore scores 1. References: Public: Annual Report (2013), p.16: ‘Message from Our President to the Stakeholders …believe the first and most crucial step to achieving this objective is to go back to Sumitomo’s Business Philosophy, Business Principles, and the Sumitomo Corporation Group’s Corporate Mission Statement (including our Management Principles and Activity Guidelines), and promote business activities in line with these core documents. In keeping with their directives to “place prime importance on integrity and sound management” and “never pursue easy gains,” we will stay true to our corporate character even as we gauge the changing times, formulate our own plans, and steadily execute our strategies, leveraging the strengths and abilities that we have amassed so far to create value that only we can. -
Research on SOGO SHOSHA
Summary 1.The purpose of this book is to reveal the following three points: a) What is SOGO SHOSHA, and how is it different from similar Research on SOGO SHOSHA: overseas business categories? Origins, Establishment, and Development b) What are the conditions under which SOGO SHOSHA can be established, and why are they only established in Japan? A Report of the JFTC Special Research Committee c) How are SOGO SHOSHA changing? on Sogo Shosha Principles Report 2.SOGO SHOSHA, the general trading company, is a term which appeared in the postwar period of Japan, and Japanese people Author: Professor Takayuki Tanaka started using it from around 1955. In this book, I will not of the Faculty of Economics, Senshu University predefine SOGO SHOSHA but, for the purposes of this discussion, Publisher: Toyo Keizai Inc. I consider 10 companies as SOGO SHOSHA which appeared just before the high economic growth period after the World War II: Ataka & Co., Itochu Corporation (C. Itoh & Co.), The JFTC established the Special Research Committee on Sogo Kanematsu-Gosho Ltd., Marubeni Corporation, Mitsubishi Shosha Principles in October 2010. The committee has built on Corporation, Mitsui & Co., Ltd., Nichimen Corporation research regarding Sogo Shosha, which are institutions said to be (Nichimen Co., Ltd.), NisshoIwai Co., Ltd., Sumitomo unique to Japan. These research findings were published in March Corporation (Sumitomo Shoji Kaisha) and Tomen Corporation 2012 in Japanese. (Toyo Menka Kaisha Limited). People started using the term of The following is English translation of the summaries. SHOSHA, or trading company, in the same meaning as today around the postwar period; but currently there is no definition with a consensus even in the academic world of commerce and business administration studies. -
Sumitomo Rubber Group
Integrated ReportIntegrated 2020 Integrated Report SUMITOMO RUBBER GROUP 3-6-9, Wakinohama-cho, Chuo-ku, Certified by Minister of Kobe, Hyogo 651-0072, Japan the Environment Sumitomo Rubber Industries, Ltd. has been certified as an Eco-First company by Japan’s Minister http://www.srigroup.co.jp/english/ of the Environment. 2A・20・8・TI 広 26 Integrated Report 2020 The Sumitomo Rubber Group is committed to CONTENTS Section 1 achieving business growth and making contributions Overview of the Sumitomo Rubber Group The Sumitomo Rubber Group and the SRI WAY …………………… 3 to society by offering true value in our areas of The Growth Track ……………………………………………………… 5 business: tires, sports and industrial products. Financial and Non-Financial Highlights ……………………………… 7 Top Commitment ………………………………………………………… 9 Our New Midterm Plan ………………………………………………… 11 Value Creation Model …………………………………………………… 17 Risks and Opportunities ………………………………………………… 19 Value Chain ……………………………………………………………… 21 Tire Business Business Overview ……………………………………………………… 23 Key Management Resources ………………………………………… 29 Corporate Governance ………………………………………………… 35 Section 2 CSR Activities of the Sumitomo Rubber Group CSR Efforts ……………………………………………………………… 43 Fiscal 2019 Targets and Results ……………………………………… 45 Identifying Materiality and Dialogue with Stakeholders …………… 47 Green (Green initiative ) ………………………………………………… 49 Ecology (Ecological process) …………………………………………… 51 Next (Next-generation product development) ………………………… 55 Kindness (Kindness to employees) …………………………………… 57 Integrity (Integrity for -
Corporate Governance Report
Corporate Governance Report Last Update: June 30, 2021 Sumitomo Chemical Company, Limited Representative Director & President: Keiichi Iwata Contact: Legal Dept Securities Code: 4005 https://www.sumitomo-chem.co.jp/english/ The corporate governance of Sumitomo Chemical Company, Limited (the “Company”) is described below. I. Basic Views on Corporate Governance, Capital Structure, Corporate Profile and Other Basic Information 1. Basic Views Sumitomo Chemical cherishes deeply the Sumitomo Spirit which has been passed down through generations over nearly 400 years, the basic teaching of which is, among others, not to seek its own interests alone, but to contribute to society through its business activities. In accord with this business credo, the Company strives to take on challenges constantly of creating new value by capitalizing on its proprietary technologies toward achieving the Company's sustained growth while at the same time cultivating corporate culture full of vigor and growing as a company that earns trust from the public at large. Recognizing that highly effective corporate governance is vital to attaining these ends, the Company keeps working to further enhance its corporate governance in accordance with the policies and principles set forth in the following Guidelines, centering particularly on closer cooperation with shareholders and various other stakeholders, faster decision-making, proper oversight of business execution, enhanced systems of compliance and internal control, and active dialog with stakeholders. ・The Company -
Integrated Report 2020 Contents
Integrated Report 2020 Contents 01 Framework for Disclosure of Information Corporate Data 02 Introduction 74 Financial and Non-Financial Highlights 01 74 76 Financial and Non-Financial Summary for the Last 10 Years 78 Financial Summary About Sumitomo Electric 82 Company Overview 83 Stock Information 04 The Sumitomo Spirit and the Sumitomo 04 Electric Group Corporate Principles 06 Our Businesses and the Trajectory of Our Growth 08 Sumitomo Electric's Connectivity and Transmission Technologies in Society 10 Mid-term Management Plan: VISION 2022 12 At a Glance Growth Strategies 14 Message from Chairman & CEO 14 18 Message from President & COO 22 Figuring out the Social Issues that the Sumitomo Electric Group Needs to Focus on to Become a Glorious Excellent Company 24 Sumitomo Electric's Value Creation Process 26 How the Sumitomo Electric Group Creates Value 28 Sumitomo Electric's Vision for 2030 Our Bases to Support 38 Our Growth 38 Manufacturing Base 42 Human Resources and Organization Base 46 Financial Base Corporate Governance 48 Corporate Governance 48 53 Risk Management 56 Compliance 58 Officers 60 Messages from Outside Directors Overview of Business 62 Automotive 62 64 Infocommunications 66 Electronics 68 Environment & Energy 70 Industrial Materials 72 Main Products That Help to Solve Environmental and Social Issues Framework for Disclosure of Information https://global-sei.com/ Financial information Non-financial information Integrated Report ANNUAL REPORT CSR Report Corporate Governance Summary of Accounts Report (Statutory (Statutory -
Integrated Report 2019 1 NSG GROUP TIMELINE —Accelerating Globalization and VA Transformation—
2019 INTEGRATED REPORT FISCAL YEAR ENDED MARCH 31 2019 Nippon Sheet Glass Company, Limited NSG Group is one of the world’s largest manufacturers of glass and glazing products for the Architectural, Automotive and Technical Glass sectors. With around 27,000 employees, NSG Group has principal operations in approximately 30 countries around the world and sales in over 100 countries. Our Vision NSG Group announced its new management principles “Our Vision” at the company’s 100th anniversary in November 2018. "Our Vision" comprises Mission (our core purpose), Aspiration (our desired future position) and Core Values (the basis on which we work and conduct ourselves). MISSION Changing our surroundings, improving our world ASPIRATION CORE VALUES • Respect others and unleash Through innovation, their potential becoming the most • Exemplify trust and integrity • Ensure efforts to serve society trusted partner • Take the initiative in all industries • Embrace challenges and learn we work in from failure • Follow through to get results CONTENTS Value Creation Story Story Value Creation 2 NSG Group Timeline 4 Value Creation Process of NSG Group 6 Strategy & Sustainability 8 Progress on Key Measures 10 Financial and Non-financial Highlights Value Creation Strategies Strategies Value Creation 12 CEO Message 18 CFO Message Our Business 20 Business Overview 22 Architectural 24 Automotive 26 Technical Glass Foundations Supporting the Supporting the Foundations Corporate Value Foundations Supporting the Corporate Value Corporate Governance 28 External Director