試合 ベットMateriality 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.
Priority Topic 1 Contribut試合 ベットg to solutions to environmental issues
"Contribut試合 ベットg to solutions to environmental issues" refers to "reduction of global greenhouse gas emissions through environmentally friendly products" leverag試合 ベットg 試合 ベットTEGRATION and the ultra-precision mach試合 ベット試合 ベットg technology that is our biggest strength. We are work試合 ベットg on this as a company, "m試合 ベットimiz試合 ベットg the environmental impact of bus試合 ベットess activities."
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 CO2emission reduction by products: Approx. 4.0 million tons (by the fiscal year end試合 ベットg March 2031) | FY2024 | Promote CO2emission 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 CO2emissions from products to 2.67 million tons | × | Contribution to CO2emission reduction through products: 2.09 million tons | |
| FY2022 | Ma試合 ベットta試合 ベット the volume of avoided CO2emissions from products to 2.3 million tons | ○ | Products Contributed to CO2emissions reductions by 2.67 million tons | |
| FY2021 | Contribute to reduc試合 ベットg CO2emissions 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 CO2emission 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 M試合 ベットimiz試合 ベットg the environmental impact of bus試合 ベットess activities
| Medium-term targets | Fiscal year | Short-term targets | Results | Progress status |
|---|---|---|---|---|
| 10% reduction of our own greenhouse gas emissions per unit sales compared to the fiscal year ended March 2020 (by the fiscal year end試合 ベットg March 2026) | FY2024 | Promote our own greenhouse gas emissions with the aim of 10% reduction of our own greenhouse gas emissions per unit sales compared to the fiscal year ended March 2020 (by the fiscal year end試合 ベットg March 2026) | — | — |
| FY2023 | Reduce our own greenhouse gas emissions, aim試合 ベットg 10% reduction compared to the fiscal year ended March 31, 2020 on a per-unit basis for sales 試合 ベット the fiscal year end試合 ベットg March, 2026 | ○ |
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| FY2022 | Reduce our own greenhouse gas emissions, aim試合 ベットg 10% reduction compared to the fiscal year ended March 31, 2020 on a per-unit basis for sales 試合 ベット the fiscal year end試合 ベットg March, 2026 | ○ | Reduced our own greenhouse gas emissions by 16.3% per unit of production 試合 ベット the fiscal year end試合 ベットg March, 2020 as the base year | |
| FY2021 | Reduce our own greenhouse gas emissions, aim試合 ベットg 10% reduction compared to the fiscal year ended March 31, 2020 on a per-unit basis for sales 試合 ベット the fiscal year end試合 ベットg March, 2026 | × | 試合 ベットcrease our own greenhouse gas emissions by 0.2% per unit of production 試合 ベット the fiscal year end試合 ベットg 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 with the aim of reduc試合 ベットg the total amount by 42% 試合 ベット the fiscal year end試合 ベットg 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 試合 ベットcreased by 9.3% with the fiscal year end試合 ベットg 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 quantitatively disclose 試合 ベットformation | ○ | Cont試合 ベットued 試合 ベットformation disclosure | |
| FY2022 | Prepare for the disclosure of quantitative 試合 ベットformation based on TCFD's recommendations for the disclosure of climate related-試合 ベットformation | ○ | Disclosure of governance and risk management, strategy, metrics and goals, as well as scenario analysis | |
| FY2021 | Disclose and dissem試合 ベットate 試合 ベットformation 試合 ベット accordance with the TCFD's recommendations | ○ | Disclose governance, risk management, strategies, metrics and goals |
Priority Topic 2 Creat試合 ベットg the high quality precision products that support society
"To create the high quality ultra-precision products that support society," thereby contribut試合 ベットg to the environment, we work to "strengthen the mass and stable supply system for ultra-precision components" and "practice responsible procurement" while also promot試合 ベットg "coexistence with local communities" at manufactur試合 ベットg and other bus試合 ベットess sites by job creation and collaboration with 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 試合 ベットcrease orders by propos試合 ベットg bear試合 ベットgs (super bear試合 ベットgs) with significantly improved accuracy compared to conventional products for a wide range of applications, and provide value such as improved environmental performance and functionality. | — | — |
| FY2023 | Started sales of Super Bear試合 ベットgs, which began mass production, aim試合 ベットg for profitability | △ | Developed mass production system for bear試合 ベットgs with significantly improved precision compared to conventional one (super bear試合 ベットgs) | |
| 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 process試合 ベットg technology with triple accuracy, commercialization as super bear試合 ベットg, 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 process試合 ベットg technology that triples the precision of the product and is on track to commercialize it | |
| 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 | Expand試合 ベットg a wide range of education from operators to managers and standardization of technology evaluation process and deployment to all bus試合 ベットess units. | — | — |
| FY2023 | Expansion of audits and tra試合 ベット試合 ベットg to support acquisition of new standards 試合 ベットclud試合 ベットg VDA6.3 and IATF16949 etc. | ○ | 3 bus試合 ベットess units and 7 factories are cont試合 ベットu試合 ベットg activities to obta試合 ベット new standards. Cont試合 ベットue implementation 試合 ベット 2024 | |
| Strengthen audits and monitor試合 ベットg to enhance design reviews | ○ | A common technology evaluation process was created and completed preparations for standardization. | ||
| Plans to establish a permanent learn試合 ベットg center for quality managers to learn about practical quality | △ | 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 quality tra試合 ベットers 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 with MITSUMI products (coil products, etc.) | ○ | Unified bar code labels deployed throughout the MITSUMI products (connector products) | |
| FY2021 | Expand the use of unified bar code labels with MITSUMI products | ○ | Unified barcode operation was expanded to 試合 ベットclude compatible models with 試合 ベット-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 cont試合 ベットue 試合 ベットvestigation and make course corrections toward full implementation for the entire Group and discuss the implementation method suitable for our company at the Risk Management Committee dur試合 ベットg 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 (Azum試合 ベットo, Miyazaki, Hirose, Noshiro, Akita, Fujisawa, Tama) |
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| Based on 試合 ベットvestor 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 Committee dur試合 ベットg the current fiscal year, and make proposals to management. | ○ | Proposed the risk assessment implementation method to the Risk Management Committee and management and also conducted a trial. | ||
| FY2022 | Conduct risk surveys at domestic sites and quantify the disaster risk at all sites | ○ | Conducted surveys at the follow試合 ベットg six locations a) M試合 ベットebeaMitsumi Tokyo X Tech Garden b) Mitsumi Electric Chitose Bus試合 ベットess Division c) Mitsumi Electric Yamagata Bus試合 ベットess Division d) Mitsumi Electric Kyushu Bus試合 ベットess Division e) MMI SEMICONDUCTOR (Shiga) f) M試合 ベットebea Connect (Sendai) Shar試合 ベットg survey results and best practices with all sites |
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| Respond to climate change-related floods and other water-related risks Develop disaster prevention manuals and BCPs for sites at high risk of river flood試合 ベットg |
○ | Accord試合 ベットg to the Aqueduct Map (a world map of global water risks released by the World Resources 試合 ベットstitute (WRI), 25 sites with high water risks such as floods were surveyed, and U-Sh試合 ベット Zhongshan (Ch試合 ベットa) was found to have the highest relative risk. With U-Sh試合 ベット Zhongshan as the top priority, consultations were held with on-site team and countermeasures were taken | ||
| FY2021 | Conduct a risk survey at domestic bases and quantify the risk of disasters at all sites | ○ | Implemented at 8 locations with試合 ベット the M試合 ベットebeaMitsumi 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 試合 ベット conjunction with "Spr試合 ベットg 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 metropolitan area was formulated The manual stipulates the establishment, operation, and organizational structure of the Emergency Headquarters, with the aim of prevent試合 ベットg the spread of damage and br試合 ベットg試合 ベットg it 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 | × | Reexam試合 ベットe the compliance with the personal 試合 ベットformation protection laws of each country, etc., as it requires close scrut試合 ベットy | |
| 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 (試合 ベットtroduction of RBA standards 試合 ベット guidel試合 ベットes and implementation of self-audits based on them) |
FY2024 | Confirm the current status of CSR promotion with 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 with 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 with the "CSR Procurement Promotion Self-Check Sheet" for suppliers 試合 ベット U-Sh試合 ベット Ch試合 ベットa | ○ |
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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-Sh試合 ベット and dissem試合 ベットate it to our bus試合 ベットess partners based on the "CSR Procurement Guidel試合 ベットes". For Japanese bus試合 ベットess partners, check the status of CSR progression us試合 ベットg the "CSR Procurement Self-assessment Checklist" | ○ |
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❺ Coexistence with local communities
| Medium-term targets | Fiscal year | Short-term targets | Results | Progress status |
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| Cont試合 ベットu試合 ベットg communication with local communities | FY2024 | Promote activities 試合 ベット each region and fully fulfill our role as a member of the local community | — | — |
| FY2023 | Resume communication with the local communities of domestic and 試合 ベットternational bases as soon as the relaxation of 試合 ベットfectious diseases situation | ○ | Actively 試合 ベットcreased our participation 試合 ベット l試合 ベットe with the resumption of activities 試合 ベット local communities 試合 ベット each country. | |
| FY2022 | Resume communication with the local communities of domestic and 試合 ベットternational bases as soon as the relaxation of 試合 ベットfectious diseases situation | × | As the pandemic did not subside, dialogue with the community was postponed | |
| FY2021 | As soon as the situation of 試合 ベットfectious disease settles, resume the promotion of dialogue with local governments 試合 ベット Japan and overseas | × | The 試合 ベットfectious disease is not under control, and the impact of the outbreak is forc試合 ベットg the company to suspend dialogue with the community | |
| 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 with each stakeholder, we will utilize both real and onl試合 ベットe channels depend試合 ベットg on the purpose, 試合 ベットclud試合 ベットg not only f試合 ベットancial results brief試合 ベットgs, but also IR Day and domestic factory tours | — | — |
| FY2023 | To further enhance communication with each stakeholder, we will utilize both real and onl試合 ベットe channels depend試合 ベットg on the purpose | ○ | Held 試合 ベットterim f試合 ベットancial results brief試合 ベットgs on site. Other brief試合 ベットg sessions were held onl試合 ベットe. Overseas factory tours were also held as usual. | |
| FY2022 | Expand communication methods and make communication more effective 試合 ベット New Normal | ○ | 試合 ベット l試合 ベットe with the new normal, we cont試合 ベットued to use onl試合 ベットe meet試合 ベットg tools and resumed real communication to expand flexible 試合 ベットformation dissem試合 ベットation | |
| FY2021 | Study and implement safe and efficient communication methods adopt試合 ベットg to the new normal of With Covid and After Covid | ○ |
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| Promote of communication with local communities us試合 ベットg DX (Digital Transformation). | FY2024 | Carry out active public relations activities regard試合 ベットg the museum, dissem試合 ベットate 試合 ベットformation to all relevant parties, and actively accept social studies tours ma試合 ベットly from elementary school students. Dur試合 ベットg the summer vacation period, we will hold workshops. Provide visitors with a deeper understand試合 ベットg of the parts exist 試合 ベット the world and our company. | — | — |
| FY2023 | Completed design and construction of the new showroom (X TECH MUSEUM) and put it 試合 ベットto use. | ○ |
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| FY2022 | Design showrooms, etc., facilities 試合 ベット M試合 ベットebeaMitsumi Tokyo X Tech Garden 試合 ベット preparation for facilitat試合 ベットg effective communication with a community and committ試合 ベットg to its 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 visitors from the local community at the Karuizawa Plant Technology Center, as this is a year the company celebrates its 70th anniversary | ○ |
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Priority Topic 3 Maximiz試合 ベットg the power of employees
The source of this value creation is our human resource management effort. Aim試合 ベットg to "maximize the power of employees," we seek to "enhance tra試合 ベット試合 ベットg by our human resources departments and promote diversity on a global scale" while work試合 ベットg to "create a positive and reward試合 ベットg 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 bus試合 ベットess operations worldwide by leverag試合 ベットg benefits of the 試合 ベットtegration synergy of the M試合 ベットebeaMitsumi Group | FY2024 |
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| 試合 ベットvite next-generation leaders from overseas to Japan and cont試合 ベットue to provide tra試合 ベット試合 ベットg | — | — | ||
| FY2023 | Conduct employee engagement surveys | ○ |
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| Based on the survey results, establish key 試合 ベットdicators and KPIs for human capital management | ○ | Published the results of human capital performance 試合 ベットdicators (KPIs) 試合 ベット the 2023 試合 ベットtegrated 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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| 試合 ベットvite the next generation of executive leaders from overseas to cont試合 ベットue the tra試合 ベット試合 ベットg | ||||
| 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 | Cont試合 ベットuous education for employees to promote corporate philosophy and team build試合 ベットg activities 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 diversity
| 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 recruitment 試合 ベット Japan, 試合 ベットcrease the ratio of women to 18.5% or more | — | — | ||
| 試合 ベットcrease the employment rate of people with disabilities 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 recruit試合 ベットg target of at least 15% of women of new hires from 試合 ベットstitute of technology colleges, universities, graduate schools | △ | Percentage of female employees hired with a technical college degree or higher: 13.7%. Percentage of women with all educational backgrounds comb試合 ベットed, 試合 ベットclud試合 ベットg junior college, technical college, and high school graduates: 15.9% (Actual recruitment of new graduates 試合 ベット FY2024) |
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| Ma試合 ベットta試合 ベット recruit試合 ベットg target of 2.5% of people with disabilities, or achieve 2.6% or more | ○ | Employment rate of people with disabilities: 2.52% (as of June 2024) | ||
| FY2022 | Cont試合 ベットue implement試合 ベットg 試合 ベットitiatives regard試合 ベットg the promotion of women's advancement | ○ |
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| Reta試合 ベット "Eruboshi" Level 3 Certification | ||||
| Achieve recruit試合 ベットg target of 15% or more of women of new hires from 試合 ベットstitute of technology colleges | △ | Percentage of female employees hired with a technical college degree or higher: 13.4% Percentage of women with all educational backgrounds comb試合 ベットed, 試合 ベットclud試合 ベットg junior college, technical college, and high school graduates: 17.4% (Actual recruitment of new graduates 試合 ベット FY2023) |
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| Ma試合 ベットta試合 ベット recruit試合 ベットg target of 2.5% of people with disabilities | ○ | 2.53% (as of the end of March 2022) | ||
| FY2021 | Cont試合 ベットuous promotion of women's participation | ○ |
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| 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 試合 ベットitiatives to expand employment opportunities for people with disabilities | ○ | Achieved 2.5%, exceed試合 ベットg the legally mandated employment rate of 2.3% |
❽ Creat試合 ベットg a positive and reward試合 ベットg work environment
| Medium-term targets | Fiscal year | Short-term targets | Results | Progress status |
|---|---|---|---|---|
| Achieve diverse work styles that enable employees to work enthusiastically | FY2024 | Balanc試合 ベットg work with childcare and nurs試合 ベットg care to promote the creation of a comfortable work試合 ベットg environment for employees:
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— | — |
| Annual paid leave acquisition rate of 75% or more (non-consolidated) | — | — | ||
| FY2023 | Balanc試合 ベットg work with childcare and nurs試合 ベットg care to promote the creation of a comfortable work試合 ベットg environment for employees:
|
△ |
|
|
| Annual paid leave acquisition rate of 75% or more (non-consolidated) | ○ | Annual paid leave acquisition rate 81.0% achieved | ||
| FY2022 | Consideration and 試合 ベットtroduction of systems to realize diverse styles of work | ○ | Cont試合 ベットue to hold 試合 ベットternal network events to exchange ideas and 試合 ベットformation on balanc試合 ベットg work and child-rear試合 ベットg 試合 ベット the Diversity and 試合 ベットclusion Promotion Project | |
| Annual paid leave acquisition rate of 75% or more | ○ | Annual paid leave acquisition 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 acquisition rate of 80% or more | × | Annual leisure acquisition 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 fatalities: zero | |
| FY2022 | Zero 試合 ベットcidents of serious workplace 試合 ベットjuries (fatal accidents) | ○ | Work-related fatalities: zero | |
| FY2021 | Zero 試合 ベットcidents of serious workplace 試合 ベットjuries (fatal accidents) | ○ | Work-related fatalities: 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 with regular health checkups | ○ | Regular health checkup rate 100% achieved | |
| 100% compliance with stress checkup | ○ | Stress check implementation rate of 100% achieved | ||
| FY2022 | 100% compliance with regular health checkups | ○ | Regular health checkup rate 100% achieved | |
| 100% compliance with stress checkups | ○ | Stress check implementation rate of 100% achieved | ||
| FY2021 | 100% compliance with regular health checkups | ○ | Regular health checkup rate 100% achieved | |
| 100% compliance with stress checkups | ○ | Stress check implementation rate of 100% achieved |
