Measures for ESG Initiatives
Activity results for the fiscal year ended May 2024
| Category | Key sustainability issues selected from the SGW challenges | Measures | Results |
|---|---|---|---|
| E (Environment) |
Reduction of CO2 emissions, and development and distribution of products for environmental measures | ① Reduce CO2 emissions in the business activities. | ・Reduced by 38.4% as compared with FY2021 levels (basic unit), Eco Challenge 2024 target: Reduce by 3% as compared with FY2021, by FY2024 (basic unit). |
| ② Increase volume of contribution to the reduction of CO2 emissions through products. | ・Shipments of ECOS® series, eco-friendly carpet tiles under the horizontal recycling system (recycled material ratio of 84%): 80.6% compared with previous FY | ||
| ③ Develop and sell environmentally friendly products. | ・Number of developed products/technologies Interior Fittings: 1, Automotive Textiles: 0, Traffic Facilities: 0, Functional Materials: 0, Total: 1 | ||
| S （Social） |
Safe and secure work environment | ④ Review, transmit, educate and disseminate our human rights policy. | Prepared a questionnaire to identify human rights risks within our company and among our suppliers, in order to respect for human rights in our sustainable procurement. |
| ⑤ Conduct training for the prevention of harassment. | Conducted training on "Business, Human Rights and Sustainable Procurement." | ||
| ⑥ Eliminate occupational accidents. | ・Rate of lost-worktime injuries Target: 1.0 Result: 2.75 | ||
| ⑦ Acquire "Certified Health & Productivity Management Outstanding Organizations." | ・Acquired "Certified Health & Productivity Management Outstanding Organizations." (Suminoe Textile Co., Ltd.) | ||
| Participation and cultivation of diverse human resources | ⑧ Teleworking and off-peak commuting system | ・Introduced regulations on work from home and the staggered working hours system (three Group companies in Japan). | |
| ⑨ Support for life-work balance (work, childrearing and nursing care) | ・Rate of employees taking childcare leave Male: 68.4%, female: 100% (Domestic Group) | ||
| ⑩ Paid leave by the hour, flex-time system | ・Discussed the introduction of an attendance management system. | ||
| ⑪ Promote women's participation. | ・Ratio of new female graduates hired: 50.0%, ratio of female managers: 5.1% (Domestic Group) | ||
| ⑫ Employ people with disabilities. | ・Employment rate of people with disabilities: 1.82% (Domestic Group) | ||
| ⑬ Employ foreign workers. | ・Number of recruits: 14, Number of enrolled: 32 (Domestic group) | ||
| ⑭ Participation of senior employees | ・Re-employment rate: 96.2% (Domestic group) | ||
| ⑮ Education for human resources (IT literacy, education for corresponding stages, etc.) | ・Level-based, role-based, and skill improvement training: 334 participants, correspondence course and language training: 122 participants Total: 456 participants | ||
| ⑯ Career self-declaration system | ・Made effective use of the content of the "Career Self-Declaration System" in human resources meetings, etc. (Suminoe Textile Co., Ltd.) | ||
| ⑰ Job rotation | ・Implemented personnel transfer within and beyond the department. | ||
| ⑱ Review of human resources management and evaluation systems | ・Established a limited-area employee system. | ||
| Improvement of corporate brand value | ⑲ Dissemination of corporate philosophy and management policy, and the progress will be shared. | ・Implemented "SUMINOE GROUP Philosophy Training" - Face-to-face training for approximately 1,100 people. Promote interactive in-house communication through "Management by Walking Around”- Implemented at 11 business sites. | |
| ⑳ Consider the timely disclosure of information and transmit it. | Disclosed information via HP and through the in-house intranet, as required. | ||
| ㉑ Communication between departments | ・Implemented Tsunagu-wa-cation and Tsunagu lecture meeting (backup meeting). | ||
| ㉒ Contribution in cases of disasters | ・Domestic sites: 4, overseas sites: 1 | ||
| ㉓ Support and donation for poverty and starvation | ・Domestic sites: 1, overseas sites: 2 | ||
| G （Governance） |
Enhancement of governance | ㉔ Restructure the core systems. | A production management system and a receivables/payables management system being introduced in sequence |
| ㉕ Promote interactive in-house communication through top management's frequent visits to workplaces. | Number of top management visits: 10 domestic sites, 1 overseas site (Period: Fiscal year ended May 2024) | ||
| ㉖ Continue to conduct compliance training. | ・Training for executives: Theme: "Preparing for increasing cybersecurity threats" ・Training for all employees: Theme: "Business, human rights, and sustainable procurement" |
||
| ㉗ Further disseminate "Corporate ethics hotline." | ・Continuously announced the whistleblowing contact points for consultation. | ||
| ㉘ Strengthen global risk management. | ・Cybersecurity initiatives Conducted targeted attack email training. | ||
| ㉙ BCP action plan | ・Established in-house emergency contact routes and implemented personal safety confirmation drills. |
From next fiscal year, we will set KPIs for each "Materiality (key issues)" and report monitoring progress.