Our Material Topics
Non-financial metrics
We have set KPIs and targets that are linked to our material topics as non-financial metrics for VISION 2030. We aim to enhance our corporate value by effectively monitoring the financial and non-financial aspects of our management practice. For KPI, we have designated an officer or a general manager who is responsible for monitoring the progress, and each division manages these KPIs by incorporating them into their annual budgets and targets. In addition, the Corporate Sustainability Committee and the Company-wide Strategy Committee will review progress and related issues from the perspective of how progress toward KPIs each fiscal year will contribute to the achievement of non-financial targets for 2030 (consistency and appropriateness of KPI/target setting) and how efforts to achieve non-financial targets will contribute to the achievement of financial targets (relationship between financial and non-financial targets).
Targets and Results
Contributing to a sustainable society
Non-financial KPIs | Blue Value™ products sales revenue ratio | |
---|---|---|
Responsible officer | Responsible officer for Corporate Sustainability Division | |
FY2022 Results | FY2023 Outlook | FY2030 Target |
22% | 24% | 40% |
Non-financial KPIs | Rose Value™ products sales revenue ratio | |
---|---|---|
Responsible officer | Responsible officer for Corporate Sustainability Division | |
FY2022 Results | FY2023 Outlook | FY2030 Target |
21% | 25% | 40% |
Non-financial KPIs | GHG emissions reduction rate (Scopes 1 and 2) *compared to FY2013 | |
---|---|---|
Responsible officer | Responsible officer for Corporate Sustainability Division | |
FY2022 Results | FY2023 Outlook | FY2030 Target |
27% | 26% | 40% |
Prerequisites for business continuity
Safety
Non-financial KPIs | Incidence of major accidents & serious occupational injuries | |
---|---|---|
Responsible officer | Center Executive, Production & Technology Center | |
FY2022 Results | FY2023 Outlook | FY2030 Target |
Zero | Zero | Zero (over the course of VISION 2030) |
Respect for human rights
This table is scrollable.
Non-financial KPIs | Response to human rights risks | |
---|---|---|
Responsible officer | Responsible officer for Corporate Sustainability Division | |
FY2022 Results | FY2023 Outlook | FY2030 Target |
|
| Identification & correction of risks by setting up a human rights due diligence system for all of our bases, both domestic and abroad |
Risk and compliance management
Non-financial KPIs | Incidence of major legal and regulatory violations | |
---|---|---|
Responsible officer | Responsible officer for Compliance Management Committee | |
FY2022 Results | FY2023 Outlook | FY2030 Target |
Zero | Zero | Zero (over the course of VISION 2030) |
Product quality
Non-financial KPIs | Incidence of PL accidents & serious product quality incidents | |
---|---|---|
Responsible officer | Responsible officer for RC & Quality Assurance Division | |
FY2022 Results | FY2023 Outlook | FY2030 Target |
Zero | Zero | Zero (over the course of VISION 2030) |
Stable production
Non-financial KPIs | Introduction of advanced technologies Implementation of advanced production technology centered on AI/IoT | |
---|---|---|
Responsible officer | Center Executive, Production & Technology Center | |
FY2022 Results | FY2023 Outlook | FY2030 Target |
12 instances | 10 instances | 100 instances (over FY2021-2030) |
Abilities essential to business continuity
Corporate culture
Non-financial KPIs | Improvement of employee engagement Engagement surveys | |
---|---|---|
Responsible officer | Chief Human Resources Officer (CHRO) | |
FY2022 Results | FY2023 Outlook | FY2030 Target |
Implementation rate for improvement plans from our FY2021 survey: 100% | 36% or more | 50% |
Human capital
Non-financial KPIs | Key talent management Successor coverage rate for critical positions | |
---|---|---|
Responsible officer | Chief Human Resources Officer (CHRO) | |
FY2022 Results | FY2023 Outlook | FY2030 Target |
211% | 235% or more | 250% |
Non-financial KPIs | Diversity
| |
---|---|---|
Responsible officer | Chief Human Resources Officer (CHRO) | |
FY2022 Results | FY2023 Outlook | FY2030 Target |
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Non-financial KPIs | Health-focused management
| |
---|---|---|
Responsible officer | Chief Human Resources Officer (CHRO) | |
FY2022 Results | FY2023 Outlook | FY2030 Target |
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Digital transformation
Non-financial KPIs | Training of DX specialists Number of data scientists | |
---|---|---|
Responsible officer | Chief Digital Officer | |
FY2022 Results | FY2023 Outlook | FY2030 Target |
34 | 83 | 165 (by FY2025) |
Innovation
Non-financial KPIs | Pipeline expansion Number of development themes in the latter half of our Stage Gate System | |
---|---|---|
Responsible officer | Center Executive, R&D Center | |
FY2022 Results | FY2023 Outlook | FY2030 Target |
| Stage 1 themes registered: 30 or more | Double or more (vs. FY2020) |
Non-financial KPIs | Value creation for beyond 2030 Number of new areas of development at our Frontier Technology Center | |
---|---|---|
Responsible officer | Center Executive, R&D Center | |
FY2022 Results | FY2023 Outlook | FY2030 Target |
3 candidate | 3 or more candidates | 3 or more areas |
Partnerships
Non-financial KPIs | Sustainable procurement | |
---|---|---|
Responsible officer | Chief Digital Officer | |
FY2022 Results | FY2023 Outlook | FY2030 Target |
Engaged in communications with partners to solidify our efforts in this area Improvement request meetings: 9 companies | Promotion of sustainable procurement Opinion exchange held with partners to build shared vision: 12 or more companies | 80% |