Sustainability Action Plan

To address the key sustainability issues (Materiality for Nagase Viita) which were identified in FY2019, Nagase Viita has formulated its Sustainability Action Plan, under which it is moving forward with releted initiatives in company-wide unity. The plan makes a clear statement of the “value delivery to stakeholders” that is our goal for 2030 and sets interim targets for FY2025 on the way to reaching that goal.

People

Enjoy the change and take action

Value delivery in 2030 Development of leaders to drive business growth and promotion of diversity
Related Materiality Improvement in employee engagement
Targets for FY2025
  1. Develop next-generation leaders based on a succession plan
  2. Promote gender equality
  3. Active recruitment of overseas nationals
Performance for FY2022
  1. Continuous implementation and rooting of the succession plan
    ▶Conducted training for executives and training for potential executives
  2. Identification and training of female managers (selection of candidates)
    ▶Number of female managerial posts: 17 at the point of time of April 1, 2023 (13 in the previous year)
  3. Hiring of foreign nationals and establishment of a post-employment follow-up system
    ▶Overseas employees: 1 hired (Target achieved)
    ▶Interviews conducted as post-employment follow-up
Targets for FY2023
KPIs or key initiatives
  1. Career development plan implementation and education/training
  2. Career training for women
  3. Recruitment of overseas personnel in accordance with business strategies and organizational policies, and development of a recruitment system
Value delivery in 2030 Every employee realizes their potential inspired with a motivation to contribute
Related Materiality Improvement in employee engagement
Targets for FY2025
  1. Create an all-hands-on-deck corporate culture
  2. Make it normal practice among many employees to reflect on their own role and express their own thoughts
Performance for FY2022
  1. Dialogue between directors and all employees
    ▶Dialogue: 75 times, 629 employees (conducted over 90% of targeted employees over 2 years)
  2. ・ Full-scale implementation of engagement survey
    ▶Conducted surveys every two months
    ・Launch of an internal project to improve employee engagement
    ▶Project launch and engagement outreach, and dialogue
    ・Lateral rollout of psychological safety workshops
    ▶Workshops held in some departments
    ▶Obtained analyst certification
Targets for FY2023
KPIs or key initiatives
  1. Conduct dialogue between directors and employees at Fukuchiyama Plant and strengthen messages from directors
  2. ・Education of executives and managers on organizational management
    ・Continue engagement promotion activities through internal projects
    ・Launch of an engagement project within departments
Value delivery in 2030 Pursuit of integrity through strengthening of corporate governance:
shift from “do no wrong” to “do good things”
Related Materiality Improvement in employee engagement
Targets for FY2025
  1. Evolve from compliance to integrity
  2. Improve functions and transparency of corporate-wide meetings
Performance for FY2022
  1. Conduct a training course on the concept of integrity
    ▶Conducted workshops in some departments
  2. Control of management plan progress with awareness of the goal image
    ▶Discussions to review resource allocation based on changes in the external environment, etc.
Targets for FY2023
KPIs or key initiatives
  1. Raising awareness of and spreading the concept of integrity
    ・Set targets for ethics/compliance indicators
    Number of serious violations of laws and regulations: 0
    Percentage of employees receiving ethics/compliance training: 90%
    Awareness rate of top management message on compliance: 90%
    Response rate of compliance questionnaire: 85% Rate of
    employees taking compliance training at the time of hiring: 100%
  2. Review and improvement of corporate meeting operations and functions
Value delivery in 2030 Promotion of health and productivity management
Related Materiality Improvement in employee engagement
Targets for FY2025
  1. Promote health maintenance and improvement and work-life balance
  2. Reduce traffic accidents
  3. Reduce work accidents
Performance for FY2022
  1. ・Health Awareness Initiatives
    ▶Statutory health checkup follow-up retest rate of 80% or more: 85.1% (target achieved)
    ・Reduction in the ratio of high-stress employees: less than the previous year's level
    ▶High stress individuals: 12.2% (10.9% in the previous year) (target not achieved)
    ・Calculation of health-related statistics and dissemination outside the Company
    ▶Certification in Health & Productivity Management Outstanding Organizations Recognition Program 2023 (Large Corporation Division): Deviation 52.8 (47.8 last year)
    ▶Award from Okayama City for promoting gender equality
    ▶Certified as a Sports Yell Company 2023
    ▶Acquired Tomonin
  2. 50% reduction in the number of at-fault accidents *by FY2023 (base year: 20 in FY2017)
    ▶Number of at-fault accidents: 19 (15 in FY2021)
  3. - Frequency rate: 1.0 or less
    ▶Frequency Rate: 0.0 (target achieved)
    - Industrial accident frequency: 1.0 or less (up to FY2023)
    ▶Industrial accident frequency: 0.867 (target achieved)
Targets for FY2023
KPIs or key initiatives
  1. - Establishment of Health and Productivity Management Promotion Committee
    - Reduction in the ratio of high-stress individuals: less than the previous year's level
    - Higher deviation from the survey for certification in Health & Productivity Management Outstanding Organizations Recognition Program
    - Continued efforts to raise health awareness
    →Statutory health checkup follow-up retest rate: 80% or more
    →Specific health guidance: 50% or more
  2. 50% reduction in the number of at-fault accidents
    * by FY2023 (base year: 20 in FY2017)
  3. – Frequency rate: 1.0 or less
    – Industrial accident frequency: 1.0 or less