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
Develop next-generation leaders based on a succession plan
Promote gender equality
Active recruitment of overseas nationals
Performance for FY2022
Continuous implementation and rooting of the succession plan ▶Conducted training for executives and training for potential executives
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)
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
Career development plan implementation and education/training
Career training for women
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
Create an all-hands-on-deck corporate culture
Make it normal practice among many employees to reflect on their own role and express their own thoughts
Performance for FY2022
Dialogue between directors and all employees ▶Dialogue: 75 times, 629 employees (conducted over 90% of targeted employees over 2 years)
・ 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
Conduct dialogue between directors and employees at Fukuchiyama Plant and strengthen messages from directors
・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
Evolve from compliance to integrity
Improve functions and transparency of corporate-wide meetings
Performance for FY2022
Conduct a training course on the concept of integrity ▶Conducted workshops in some departments
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
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%
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
Promote health maintenance and improvement and work-life balance
Reduce traffic accidents
Reduce work accidents
Performance for FY2022
・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
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)
- 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
- 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
50% reduction in the number of at-fault accidents * by FY2023 (base year: 20 in FY2017)
– Frequency rate: 1.0 or less – Industrial accident frequency: 1.0 or less