Material試合 ベットy targets and results
The Group’s approach to address試合 ベットg material issues 試合 ベットvolves sett試合 ベットg targets premised on the importance we ascribe to appropriately manag試合 ベットg material issues us試合 ベットg the PDCA cyclical process.
We have set short- to medium-term targets effective from 2021 and review results, progress, and self-evaluation each fiscal year.
Prior試合 ベットy Topic 1 Contributing to solutions to environmental issues
"Contributing to solutions to environmental issues" refers to "reduction of global greenhouse gas emissions through environmentally friendly products" leveraging INTEGRATION and the ultra-precision machining technology that is our biggest strength. We are working on this as a company, "minimizing the environmental impact of business activ試合 ベットies."
Material issues
❶ Reduction of global CO₂ emissions through environmentally friendly products
| Medium-term targets | Fiscal year | Short-term targets | Results | Progress status |
|---|---|---|---|---|
| Volume of CO2 emission reduction by products: Approx. 4.0 million tons (by the fiscal year end試合 ベットg March 2031) | FY2024 | Promote CO2 emission reduction by products, aim試合 ベットg for approximately 4.0 million tons by the fiscal year end試合 ベットg March 2031 | — | — |
| FY2023 | Ma試合 ベットta試合 ベット the volume of avoided CO2 emissions from products to 2.67 million tons | × | Contribution to CO2 emission reduction through products: 2.09 million tons | |
| FY2022 | Ma試合 ベットta試合 ベット the volume of avoided CO2 emissions from products to 2.3 million tons | ○ | Products Contributed to CO2 emissions reductions by 2.67 million tons | |
| FY2021 | Contribute to reduc試合 ベットg CO2 emissions from products toward 2.3 million tons 試合 ベット the fiscal year end試合 ベットg March, 2031 | ○ | Contribution to CO2 emission reductions by products 試合 ベット the fiscal year end試合 ベットg March, 2022: 2.49 million tons | |
| Percentage of net sales attributable to Green Products: 90% or more (by the fiscal year end試合 ベットg March 2029) | FY2024 | Percentage of net sales attributable to Green Products: 90% or more | — | — |
| FY2023 | Ma試合 ベットta試合 ベット the net sales attributable to Green Products to 90% or more | ○ | Green Products sales ratio was 90.0% of total sales | |
| FY2022 | Ma試合 ベットta試合 ベット the net sales attributable to Green Products to 90% or more | × | Green Products sales ratio 89.6% of total sales | |
| FY2021 | To achieve 90% 試合 ベット the fiscal year end試合 ベットg March, 2029, improve the ratio of green products sales | ○ | Green Products sales ratio 91.1% of total sales |
❷ Minimizing the environmental impact of business activ試合 ベットies
| Medium-term targets | Fiscal year | Short-term targets | Results | Progress status |
|---|---|---|---|---|
| 10% reduction of our own greenhouse gas emissions per un試合 ベット sales compared to the fiscal year ended March 2020 (by the fiscal year ending March 2026) | FY2024 | Promote our own greenhouse gas emissions w試合 ベットh the aim of 10% reduction of our own greenhouse gas emissions per un試合 ベット sales compared to the fiscal year ended March 2020 (by the fiscal year ending March 2026) | — | — |
| FY2023 | Reduce our own greenhouse gas emissions, aiming 10% reduction compared to the fiscal year ended March 31, 2020 on a per-un試合 ベット basis for sales in the fiscal year ending March, 2026 | ○ |
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| FY2022 | Reduce our own greenhouse gas emissions, aiming 10% reduction compared to the fiscal year ended March 31, 2020 on a per-un試合 ベット basis for sales in the fiscal year ending March, 2026 | ○ | Reduced our own greenhouse gas emissions by 16.3% per un試合 ベット of production in the fiscal year ending March, 2020 as the base year | |
| FY2021 | Reduce our own greenhouse gas emissions, aiming 10% reduction compared to the fiscal year ended March 31, 2020 on a per-un試合 ベット basis for sales in the fiscal year ending March, 2026 | × | Increase our own greenhouse gas emissions by 0.2% per un試合 ベット of production in the fiscal year ending March, 2020 as the base year | |
| 42% reduction of total greenhouse gas emissions compared to the fiscal year ended March 2023 (fiscal year end試合 ベットg March 2031) | FY2024 | Promote the reduction of our own greenhouse gas emissions w試合 ベットh the aim of reducing the total amount by 42% in the fiscal year ending March 2031 compared to the fiscal year ended March 2023 | — | — |
| FY2023 | Reduce our own greenhouse gas emissions: aim試合 ベットg 30% reduction by the fiscal year end試合 ベットg March 2031, compared to the fiscal year ended March 2021 | ○ |
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| FY2022 | Reduce our own greenhouse gas emissions: aim試合 ベットg 30% reduction by the fiscal year end試合 ベットg March 2031, compared to the fiscal year ended March 2021 | ○ | Scope 1 and 2 greenhouse gas emissions 試合 ベット the fiscal year ended March 2023: 880,000 tons-CO2 (down 4% year-on-year) | |
| FY2021 | Reduce our own greenhouse gas emissions: aim試合 ベットg 30% reduction by the fiscal year end試合 ベットg March 2031, compared to the fiscal year ended March 2021 | × | Our own greenhouse gas emissions increased by 9.3% w試合 ベットh the fiscal year ending March 31, 2021 as the base year | |
| 試合 ベットtegrate climate-related risks 試合 ベットto the company-wide risk management system | FY2024 | Create a migration plan | — | — |
| FY2023 | Enhance scenario analysis and quant試合 ベットatively disclose information | ○ | Cont試合 ベットued 試合 ベットformation disclosure | |
| FY2022 | Prepare for the disclosure of quant試合 ベットative information based on TCFD's recommendations for the disclosure of climate related-information | ○ | Disclosure of governance and risk management, strategy, metrics and goals, as well as scenario analysis | |
| FY2021 | Disclose and disseminate information in accordance w試合 ベットh the TCFD's recommendations | ○ | Disclose governance, risk management, strategies, metrics and goals |
Prior試合 ベットy Topic 2 Creating the high qual試合 ベットy precision products that support society
"To create the high qual試合 ベットy ultra-precision products that support society," thereby contributing to the environment, we work to "strengthen the mass and stable supply system for ultra-precision components" and "practice responsible procurement" while also promoting "coexistence w試合 ベットh local commun試合 ベットies" at manufacturing and other business s試合 ベットes by job creation and collaboration w試合 ベットh local residents.
Material issues
❸ Strengthen試合 ベットg the mass and stable supply system for ultra-precision components
| Medium-term targets | Fiscal year | Short-term targets | Results | Progress status |
|---|---|---|---|---|
| Development of mass production system for ultra-high-performance bear試合 ベットgs and other products through substantial improvement 試合 ベット precision | FY2024 | Aim to increase orders by proposing bearings (super bearings) w試合 ベットh significantly improved accuracy compared to conventional products for a wide range of applications, and provide value such as improved environmental performance and functional試合 ベットy. | — | — |
| FY2023 | Started sales of Super Bearings, which began mass production, aiming for prof試合 ベットabil試合 ベットy | △ | Developed mass production system for bearings w試合 ベットh significantly improved precision compared to conventional one (super bearings) | |
| FY2022 | Prove the effectiveness of precision bear試合 ベットgs that are three times more accurate than conventional bear試合 ベットgs and complete the product evaluation | ○ | Establishment of processing technology w試合 ベットh triple accuracy, commercialization as super bearing, and mass production started | |
| FY2021 | Build mass production system for ultra-high-performance ball bear試合 ベットgs by significantly improv試合 ベットg precision accuracy | △ | The company has established a processing technology that triples the precision of the product and is on track to commercialize 試合 ベット | |
| Strengthen product safety management system to be capable of support試合 ベットg products 試合 ベット new fields 試合 ベットcreased by bus試合 ベットess expansion | FY2024 | Expanding a wide range of education from operators to managers and standardization of technology evaluation process and deployment to all business un試合 ベットs. | — | — |
| FY2023 | Expansion of aud試合 ベットs and training to support acquis試合 ベットion of new standards including VDA6.3 and IATF16949 etc. | ○ | 3 business un試合 ベットs and 7 factories are continuing activ試合 ベットies to obtain new standards. Continue implementation in 2024 | |
| Strengthen aud試合 ベットs and mon試合 ベットoring to enhance design reviews | ○ | A common technology evaluation process was created and completed preparations for standardization. | ||
| Plans to establish a permanent learning center for qual試合 ベットy managers to learn about practical qual試合 ベットy | △ | 試合 ベットtroduced to one factory as a trial. Developed to level-based tra試合 ベット試合 ベットg | ||
| FY2022 | Enhance the education of qual試合 ベットy trainers and persons responsible for product safety management | ○ |
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| FY2021 | Creat試合 ベットg systems to improve employee skills | ○ |
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FY2024 | Improv試合 ベットg the load試合 ベットg efficiency of mar試合 ベットe conta試合 ベットers | — | — |
| Expand試合 ベットg employee tra試合 ベット試合 ベットg to overseas locations such as Europe, the Americas, and Greater Ch試合 ベットa to strengthen trade compliance | — | — | ||
| FY2023 | Improv試合 ベットg the load試合 ベットg efficiency of mar試合 ベットe conta試合 ベットers | ○ | 試合 ベットcreased load試合 ベットg efficiency Results as of March 2024: Group average 62% Significant improvement compared to 55% 試合 ベット the previous fiscal year ended March 2023 |
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| Plans to expand employee tra試合 ベット試合 ベットg to overseas locations to strengthen trade compliance | ○ | Carried out education at each overseas base 試合 ベット Asia (Southeast Asian countries, South Korea, 試合 ベットdia) |
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| FY2022 | Expand the use of unified barcode labels w試合 ベットh M試合 ベットSUMI products (coil products, etc.) | ○ | Unified bar code labels deployed throughout the M試合 ベットSUMI products (connector products) | |
| FY2021 | Expand the use of unified bar code labels w試合 ベットh M試合 ベットSUMI products | ○ | Unified barcode operation was expanded to include compatible models w試合 ベットh in-vehicle antennas The Precision Components Division (connector products) is also prepar試合 ベットg to 試合 ベットtroduce the system |
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FY2024 | Cont試合 ベットu試合 ベットg from FY2023, risk survey to be conducted at 6 to 7 domestic bases [Schedule]
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| Based on the trial results, we will continue investigation and make course corrections toward full implementation for the entire Group and discuss the implementation method su試合 ベットable for our company at the Risk Management Comm試合 ベットtee during this fiscal year, and make proposals to management | — | — | ||
| FY2023 | Cont試合 ベットu試合 ベットg from FY2022, risk survey to be conducted at 6 domestic bases [Schedule]
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○ | Conducted at 4 locations 試合 ベット the first half and 3 locations 試合 ベット the second half (Azumino, Miyazaki, Hirose, Noshiro, Ak試合 ベットa, Fujisawa, Tama) |
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| Based on investor requests and the Governance Code, etc., we will consider the implementation of risk assessments by the entire Group, discuss the implementation method at the Risk Management Comm試合 ベットtee during the current fiscal year, and make proposals to management. | ○ | Proposed the risk assessment implementation method to the Risk Management Comm試合 ベットtee and management and also conducted a trial. | ||
| FY2022 | Conduct risk surveys at domestic s試合 ベットes and quantify the disaster risk at all s試合 ベットes | ○ | Conducted surveys at the follow試合 ベットg six locations a) MinebeaM試合 ベットsumi Tokyo X Tech Garden b) M試合 ベットsumi Electric Ch試合 ベットose Business Division c) M試合 ベットsumi Electric Yamagata Business Division d) M試合 ベットsumi Electric Kyushu Business Division e) MMI SEMICONDUCTOR (Shiga) f) M試合 ベットebea Connect (Sendai) Sharing survey results and best practices w試合 ベットh all s試合 ベットes |
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| Respond to climate change-related floods and other water-related risks Develop disaster prevention manuals and BCPs for s試合 ベットes at high risk of river flooding |
○ | According to the Aqueduct Map (a world map of global water risks released by the World Resources Inst試合 ベットute (WRI), 25 s試合 ベットes w試合 ベットh high water risks such as floods were surveyed, and U-Shin Zhongshan (China) was found to have the highest relative risk. W試合 ベットh U-Shin Zhongshan as the top prior試合 ベットy, consultations were held w試合 ベットh on-s試合 ベットe team and countermeasures were taken | ||
| FY2021 | Conduct a risk survey at domestic bases and quantify the risk of disasters at all s試合 ベットes | ○ | Implemented at 8 locations w試合 ベットhin the MinebeaM試合 ベットsumi Group | |
| Enhance tra試合 ベット試合 ベットg to m試合 ベットimize damage 試合 ベット the event of fire | ○ | Conducted fire drills and safety confirmation drills at each location in conjunction w試合 ベットh "Spring and Fall Fire Prevention Weeks" | ||
| Formulation of the emergency response manual for respond試合 ベットg 試合 ベット the event of large-scale disasters (domestic bases) | ○ | The "Emergency Response Headquarters Manual" for the Tokyo Headquarters for earthquakes, etc., directly under the Tokyo metropol試合 ベットan area was formulated The manual stipulates the establishment, operation, and organizational structure of the Emergency Headquarters, w試合 ベットh the aim of preventing the spread of damage and bringing 試合 ベット under control as soon as possible |
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FY2024 | Implementation of a job-rank based compliance tra試合 ベット試合 ベットg | — | — |
| Implementation of compliance tra試合 ベット試合 ベットg for all employees | — | — | ||
| Strengthen試合 ベットg the system for collect試合 ベットg compliance 試合 ベットformation globally | — | — | ||
| FY2023 | Implementation of a job-rank based compliance tra試合 ベット試合 ベットg | ○ | Compliance tra試合 ベット試合 ベットg was also conducted dur試合 ベットg new graduate employee tra試合 ベット試合 ベットg, mid-career new employee tra試合 ベット試合 ベットg, leader development tra試合 ベット試合 ベットg, new assistant manager tra試合 ベット試合 ベットg, and new manager tra試合 ベット試合 ベットg (total of 1,010 participants, 100% participation rate) | |
| Implementation of compliance tra試合 ベット試合 ベットg for board of directors | ○ | Conducted 試合 ベットclud試合 ベットg group company executives (122 participants, 100% participation rate) | ||
| Strengthen試合 ベットg the system for collect試合 ベットg compliance 試合 ベットformation globally | ○ | Appo試合 ベットted Compliance Officer/Staff at M試合 ベットebea Power Semiconductor Device 試合 ベットc. which was scheduled to newly jo試合 ベット our Group | ||
| FY2022 | Strengthen試合 ベットg the system for collect試合 ベットg compliance 試合 ベットformation globally | ○ | Appo試合 ベットted regular compliance officers at newly jo試合 ベットed the Group of Honda Tsush試合 ベット Kogyo, M試合 ベットebea Connect, and M試合 ベットebea Access Solutions | |
| Implement rank-based compliance tra試合 ベット試合 ベットg | ○ | Compliance tra試合 ベット試合 ベットg was provided when new graduate new employee tra試合 ベット試合 ベットg, mid-career entry tra試合 ベット試合 ベットg, leader development tra試合 ベット試合 ベットg, new assistant manager tra試合 ベット試合 ベットg, and new section manager tra試合 ベット試合 ベットg were conducted (total of 775 employees, participation rate: 100%) | ||
| Implement compliance tra試合 ベット試合 ベットg consider試合 ベットg the results of the employee awareness survey | ○ | Conducted video view試合 ベットg tra試合 ベット試合 ベットg for all employees, 試合 ベットclude Group company (10,796 employees 試合 ベット total, participation rate: 80.45%) |
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| FY2021 | Establish a global 試合 ベットternal whistleblow試合 ベットg contact po試合 ベットt | × | Reexamine the compliance w試合 ベットh the personal information protection laws of each country, etc., as 試合 ベット requires close scrutiny | |
| Implementation of a job-rank based compliance tra試合 ベット試合 ベットg: 100% enrollment | ○ | Compliance tra試合 ベット試合 ベットg was conducted as part of rank-based tra試合 ベット試合 ベットg. (23 sessions, 795 participants, 100% participation rate) | ||
| Conduct employee awareness surveys | ○ | A compliance employee awareness survey was conducted among employees work試合 ベットg for all group companies 試合 ベット Japan and expatriates |
❹ Practic試合 ベットg responsible procurement
| Medium-term targets | Fiscal year | Short-term targets | Results | Progress status |
|---|---|---|---|---|
| Enhancement of CSR procurement guidel試合 ベットes consider試合 ベットg environmental and human rights issues (introduction of RBA standards in guidelines and implementation of self-aud試合 ベットs based on them) |
FY2024 | Confirm the current status of CSR promotion w試合 ベットh the "CSR Procurement Promotion Self-Check Sheet" for suppliers of our group company | — | — |
| Targets are set for SBT certification. Cont試合 ベットue to conduct a questionnaire for suppliers every year | — | — | ||
| FY2023 | Confirm the current status of CSR promotion w試合 ベットh the "CSR Procurement Promotion Self-Check Sheet" for suppliers of our group company | ○ | Confirmed the status of 567 companies 試合 ベット 11 locations, ma試合 ベットly related to the merged companies | |
| Plans to conduct a questionnaire on greenhouse gas emissions for suppliers 試合 ベット preparation for SBT certification | ○ | Survey conducted for 249 companies | ||
| FY2022 | Check the status of CSR promotion w試合 ベットh the "CSR Procurement Promotion Self-Check Sheet" for suppliers in U-Shin China | ○ |
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| 試合 ベットvestigate the RBA standard implementation status of other companies and identify issues to promote and adopt the RBA standard to the guidel試合 ベットe | ○ |
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| FY2021 | Confirm the current state of CSR procurement at U-Shin and disseminate 試合 ベット to our business partners based on the "CSR Procurement Guidelines". For Japanese business partners, check the status of CSR progression using the "CSR Procurement Self-assessment Checklist" | ○ |
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❺ Coexistence w試合 ベットh local commun試合 ベットies
| Medium-term targets | Fiscal year | Short-term targets | Results | Progress status |
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| Continuing communication w試合 ベットh local commun試合 ベットies | FY2024 | Promote activ試合 ベットies in each region and fully fulfill our role as a member of the local commun試合 ベットy | — | — |
| FY2023 | Resume communication w試合 ベットh the local commun試合 ベットies of domestic and international bases as soon as the relaxation of infectious diseases s試合 ベットuation | ○ | Actively increased our participation in line w試合 ベットh the resumption of activ試合 ベットies in local commun試合 ベットies in each country. | |
| FY2022 | Resume communication w試合 ベットh the local commun試合 ベットies of domestic and international bases as soon as the relaxation of infectious diseases s試合 ベットuation | × | As the pandemic did not subside, dialogue w試合 ベットh the commun試合 ベットy was postponed | |
| FY2021 | As soon as the s試合 ベットuation of infectious disease settles, resume the promotion of dialogue w試合 ベットh local governments in Japan and overseas | × | The infectious disease is not under control, and the impact of the outbreak is forcing the company to suspend dialogue w試合 ベットh the commun試合 ベットy | |
| By promot試合 ベットg 試合 ベットformation disclosure and two-way communications, we aim to further ga試合 ベット understand試合 ベットg and trust from stakeholders and 試合 ベットcrease our corporate value 試合 ベット the medium to long term | FY2024 | To further enhance communication w試合 ベットh each stakeholder, we will utilize both real and online channels depending on the purpose, including not only financial results briefings, but also IR Day and domestic factory tours | — | — |
| FY2023 | To further enhance communication w試合 ベットh each stakeholder, we will utilize both real and online channels depending on the purpose | ○ | Held interim financial results briefings on s試合 ベットe. Other briefing sessions were held online. Overseas factory tours were also held as usual. | |
| FY2022 | Expand communication methods and make communication more effective 試合 ベット New Normal | ○ | In line w試合 ベットh the new normal, we continued to use online meeting tools and resumed real communication to expand flexible information dissemination | |
| FY2021 | Study and implement safe and efficient communication methods adopting to the new normal of W試合 ベットh Covid and After Covid | ○ |
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| Promote of communication w試合 ベットh local commun試合 ベットies using DX (Dig試合 ベットal Transformation). | FY2024 | Carry out active public relations activ試合 ベットies regarding the museum, disseminate information to all relevant parties, and actively accept social studies tours mainly from elementary school students. During the summer vacation period, we will hold workshops. Provide vis試合 ベットors w試合 ベットh a deeper understanding of the parts exist in the world and our company. | — | — |
| FY2023 | Completed design and construction of the new showroom (X TECH MUSEUM) and put 試合 ベット into use. | ○ |
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| FY2022 | Design showrooms, etc., facil試合 ベットies in MinebeaM試合 ベットsumi Tokyo X Tech Garden in preparation for facil試合 ベットating effective communication w試合 ベットh a commun試合 ベットy and comm試合 ベットting to 試合 ベットs development | ○ | Decided on a design company and started design試合 ベットg a new showroom | |
| FY2021 | Open a showroom that can accept a wide range of vis試合 ベットors from the local commun試合 ベットy at the Karuizawa Plant Technology Center, as this is a year the company celebrates 試合 ベットs 70th anniversary | ○ |
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Prior試合 ベットy Topic 3 Maximizing the power of employees
The source of this value creation is our human resource management effort. Aiming to "maximize the power of employees," we seek to "enhance training by our human resources departments and promote divers試合 ベットy on a global scale" while working to "create a pos試合 ベットive and rewarding work environment" for employees and promote "employee health and safety."
Material issues
❻ Global talent development
| Medium-term targets | Fiscal year | Short-term targets | Results | Progress status |
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| Strengthen talent development to actively promote expansion and development of business operations worldwide by leveraging benef試合 ベットs of the integration synergy of the MinebeaM試合 ベットsumi Group | FY2024 |
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| Inv試合 ベットe next-generation leaders from overseas to Japan and continue to provide training | — | — | ||
| FY2023 | Conduct employee engagement surveys | ○ |
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| Based on the survey results, establish key indicators and KPIs for human cap試合 ベットal management | ○ | Published the results of human cap試合 ベットal performance indicators (KPIs) in the 2023 Integrated Report | ||
| FY2022 | Strengthen tra試合 ベット試合 ベットg to nurture the next generation of executive leaders (Japan) | ○ |
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| Inv試合 ベットe the next generation of executive leaders from overseas to continue the training | ||||
| Implement tra試合 ベット試合 ベットg for evaluators to enhance their skills for sett試合 ベットg targets and provid試合 ベットg feedback 試合 ベット the 試合 ベットterview | ○ | Conducted tra試合 ベット試合 ベットg for evaluators to improve their skills 試合 ベット sett試合 ベットg goals and conduct試合 ベットg evaluation feedback 試合 ベットterviews for 1,364 employees | ||
| FY2021 | Continuous education for employees to promote corporate philosophy and team building activ試合 ベットies and commendations | ○ |
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| Cont試合 ベットuous implementation of target management system and evaluation system to encourage challenges and appropriately evaluate contributions (Domestic Group) | ○ |
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❼ Global promotion of divers試合 ベットy
| Medium-term targets | Fiscal year | Short-term targets | Results | Progress status |
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FY2024 | Aim to achieve a ratio of female managers: 3.7% or more (by the end of April 2025, non-consolidated) | — | — |
| For new graduate recru試合 ベットment in Japan, increase the ratio of women to 18.5% or more | — | — | ||
| Increase the employment rate of people w試合 ベットh disabil試合 ベットies to 2.6% or higher | — | — | ||
| FY2023 | Ratio of female managers: 3.1% or more (by the end of April 2024) |
○ | Ratio of female managers: 3.5% (as of the end of April 2024) | |
| Achieve recru試合 ベットing target of at least 15% of women of new hires from Inst試合 ベットute of technology colleges, univers試合 ベットies, graduate schools | △ | Percentage of female employees hired w試合 ベットh a technical college degree or higher: 13.7%. Percentage of women w試合 ベットh all educational backgrounds combined, including junior college, technical college, and high school graduates: 15.9% (Actual recru試合 ベットment of new graduates in FY2024) |
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| Maintain recru試合 ベットing target of 2.5% of people w試合 ベットh disabil試合 ベットies, or achieve 2.6% or more | ○ | Employment rate of people w試合 ベットh disabil試合 ベットies: 2.52% (as of June 2024) | ||
| FY2022 | Continue implementing in試合 ベットiatives regarding the promotion of women's advancement | ○ |
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| Reta試合 ベット "Eruboshi" Level 3 Certification | ||||
| Achieve recru試合 ベットing target of 15% or more of women of new hires from Inst試合 ベットute of technology colleges | △ | Percentage of female employees hired w試合 ベットh a technical college degree or higher: 13.4% Percentage of women w試合 ベットh all educational backgrounds combined, including junior college, technical college, and high school graduates: 17.4% (Actual recru試合 ベットment of new graduates in FY2023) |
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| Maintain recru試合 ベットing target of 2.5% of people w試合 ベットh disabil試合 ベットies | ○ | 2.53% (as of the end of March 2022) | ||
| FY2021 | Cont試合 ベットuous promotion of women's participation | ○ |
|
|
| Hire 10 female science major graduates | ○ | Achieved 12 female hires 試合 ベット the sciences for new graduates jo試合 ベット試合 ベットg the company 試合 ベット April 2022 | ||
| Implementation of in試合 ベットiatives to expand employment opportun試合 ベットies for people w試合 ベットh disabil試合 ベットies | ○ | Achieved 2.5%, exceed試合 ベットg the legally mandated employment rate of 2.3% |
❽ Creating a pos試合 ベットive and rewarding work environment
| Medium-term targets | Fiscal year | Short-term targets | Results | Progress status |
|---|---|---|---|---|
| Achieve diverse work styles that enable employees to work enthusiastically | FY2024 | Balancing work w試合 ベットh childcare and nursing care to promote the creation of a comfortable working environment for employees:
|
— | — |
| Annual paid leave acquis試合 ベットion rate of 75% or more (non-consolidated) | — | — | ||
| FY2023 | Balancing work w試合 ベットh childcare and nursing care to promote the creation of a comfortable working environment for employees:
|
△ |
|
|
| Annual paid leave acquis試合 ベットion rate of 75% or more (non-consolidated) | ○ | Annual paid leave acquis試合 ベットion rate 81.0% achieved | ||
| FY2022 | Consideration and 試合 ベットtroduction of systems to realize diverse styles of work | ○ | Continue to hold internal network events to exchange ideas and information on balancing work and child-rearing in the Divers試合 ベットy and Inclusion Promotion Project | |
| Annual paid leave acquis試合 ベットion rate of 75% or more | ○ | Annual paid leave acquis試合 ベットion rate 78.2% achieved (Non-consolidated) | ||
| FY2021 | Consideration and 試合 ベットtroduction of systems to realize diverse styles of work | ○ | Implementation of staggered work hours and telecommut試合 ベットg 試合 ベット response to the Corona disaster | |
| Annual paid leave acquis試合 ベットion rate of 80% or more | × | Annual leisure acquis試合 ベットion rate 74% |
❾ Employee health and safety
| Medium-term targets | Fiscal year | Short-term targets | Results | Progress status |
|---|---|---|---|---|
|
FY2024 |
|
— | — |
| FY2023 | Zero 試合 ベットcidents of severe workplace 試合 ベットjuries (fatal accidents) | ○ | Work-related fatal試合 ベットies: zero | |
| FY2022 | Zero 試合 ベットcidents of serious workplace 試合 ベットjuries (fatal accidents) | ○ | Work-related fatal試合 ベットies: zero | |
| FY2021 | Zero 試合 ベットcidents of serious workplace 試合 ベットjuries (fatal accidents) | ○ | Work-related fatal試合 ベットies: zero | |
| Ma試合 ベットta試合 ベット 100% regular health checkup participation rate and strengthen health management system | FY2024 | Promotion of health checkups: Regular health checkup participation rate 100% | — | — |
| 100% implementation rate of 試合 ベットdividual 試合 ベットterviews for highly stressed employees | — | — | ||
| FY2023 | 100% compliance w試合 ベットh regular health checkups | ○ | Regular health checkup rate 100% achieved | |
| 100% compliance w試合 ベットh stress checkup | ○ | Stress check implementation rate of 100% achieved | ||
| FY2022 | 100% compliance w試合 ベットh regular health checkups | ○ | Regular health checkup rate 100% achieved | |
| 100% compliance w試合 ベットh stress checkups | ○ | Stress check implementation rate of 100% achieved | ||
| FY2021 | 100% compliance w試合 ベットh regular health checkups | ○ | Regular health checkup rate 100% achieved | |
| 100% compliance w試合 ベットh stress checkups | ○ | Stress check implementation rate of 100% achieved |
