Materiality (Important Issues)
Materiality Designation Process
Addressing the UN’s Sustainable Development Goals (SDGs) and other issues surrounding sustainability is essential to achieving the Sodick Group’s sustainable growth and vision, and we recognize this as an important management issue. We have designated our materiality to accelerate the sustainability activities we have been carrying out to date, as we strive to enhance corporate value over the medium to long term.
In the materiality analysis, we analyzed the relevance and importance of global social issues and the 17 SDGs to our company from both positive and negative aspects. From that analysis, we then identified social issues in light of our corporate philosophy, and summarized them as four materiality issues (important issues).
Analysis of 17 SDGs in terms of their relevance and importance to Sodick
Designation of important issues in light of our philosophy
Materiality issues (important issues) and main KPIs
We cannot simply designate materiality; it also needs to be integrated with our business strategy as “important issues related to the sustainability of our business model.” we are carrying out ESG activities as part of our measures to strengthen our management base under the medium-term management plan, and we have set materiality KPIs for these activities.
Four materiality issues (important issues) and main KPIs
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| KPIs | |||
|---|---|---|---|
| Targets | Definition (Definition of environmentally friendly products) |
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Contributing to evolving manufacturing
Anticipated outcomes
Contribute to building of a foundation for economic development through more sophisticated manufacturing
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Setting targets for environmentally friendly products | Percentage of environmentally friendly models in machine tool lineup: 50% by 2024 |
Reduce electricity consumption vs. current (2022) products by at least 10% |
| Percentage of net sales of environmentally friendly products to net sales of injection molding machinery business: 25% by 2024 |
MS series of electric molding machines (that do not use hydraulic fluid, unlike hydraulic machines) |
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| Percentage of net sales of environmentally friendly products to net sales of food machinery business: 20% by 2024 |
Reduce food waste vs. current (2022) products by at least 10% |
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| Using remote services to raise customers’ machine utilization rates |
Percentage of remote monitoring functions or systems orders received: 20% by 2024 |
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Addressing environmental management
Anticipated outcomes
Use renewable energy and reduce CO2 emissions to achieve carbon neutrality
|
Reducing greenhouse gas emissions | Greenhouse gas emissions in Scope 1 + 2 (vs. 2013): 46% reduction by 2030, carbon neutrality by 2050 |
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| Improving energy consumption rate index | Energy consumption rate index: At least 3% improvement over three years (2023–2025) |
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Promoting diversification of human resources
Anticipated outcomes
Further promote a corporate culture in which diverse employees can work comfortably with a sense of satisfaction
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Increasing percentage of women in management positions | Percentage of women in management positions: 5% by 2026 |
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| Increasing percentage of male employees taking parental leave | Percentage of male employees taking parental leave: 80% by 2025 |
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Strengthening governance
Anticipated outcomes
Strengthen both offensive and defensive governance to support management as the Company grows
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No numerical targets set. Aim to resolve issues from perspectives including evaluation of the Board of Directors’ effectiveness, internal controls, risk management, and compliance. |
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