Sustainability Policy
The Logos Holdings Group adheres to the management philosophy of “Shaping the Future of Japanese Home Building.”
In the face of climate change and various societal shifts, our lifestyles and housing needs have diversified, resulting in changing expectations for homes.
Our goal is to enrich the lives of both residents and builders by adapting to these changes and creating new values for those living in these homes.
To achieve this, we prioritize creating workplaces where every staff member can thrive and grow while respecting local cultures. We are dedicated to building environmentally friendly, safe, and secure homes. Furthermore, through sincere business practices, we aim to foster trust with all stakeholders and create a sustainable society where everyone can lead enriched and happy lives.
Introduction of the ESG Logo
The Story Behind Our ESG Logo
To demonstrate our commitment to ESG (Environmental, Social, and Governance) and sustainability initiatives to our stakeholders, including our customers, we decided to introduce a logo that symbolizes these efforts. The logo serves as a recognizable and approachable mark of our commitment.
Since ESG activities are initiatives that should be promoted throughout the entire organization, we engaged employees in the process of proposing and selecting logo designs. This approach aimed to raise awareness within the company and encourage participation in ESG initiatives.
We solicit logo design ideas from all employees, including part-time, temporary, and contract workers, as well as their families. Employees from our group companies then voted on the various proposed designs. The design that received the most votes was selected, and our internal experts made some final adjustments to create the official logo.
Throughout the proposal and voting process, we took the opportunity to reintroduce the design concept, along with our company's ESG policies and initiatives, to employees. This helped increase awareness of ESG and sustainability within the organization. Moving forward, we will continue to work as one team to promote our ESG and sustainability activities.
Meaning of the Logo
Our logo features a green cube with the letters "ESG," symbolizing a house and conveying the message, "Behind our homebuilding lies a future that is friendly to the environment."
This design signifies our business and employees who have begun to embrace the sentiment: "Together, we commit to addressing ESG issues for a better future."
The different colors used for the letters E, S, and G represent our determination to advance each initiative and match the company's brand colors. We will promote awareness of our ESG and sustainability efforts through our website, business cards, and promotional gifts to enhance recognition and foster communication.
System
Overview of the Promotion System
The Sustainability Committee, chaired by the President and Representative Director of the Holding Company, acts as the decision-making body for important policies related to sustainability and ESG within the group.
Under the committee are the cross-departmental subcommittees. The groups are responsible for developing Key Performance Indicators (KPIs) for identified materiality topics, creating strategies to achieve these KPIs, and promoting initiatives across the group.
The subcommittees submit progress reports on their KPIs to the committee, which monitors its progress and provides the necessary support to ensure effective implementation.
The Sustainability Committee meeting convenes alongside a management meeting that includes the presidents of each group company. These presidents share the outcomes of these meetings within their respective companies, fostering sustainability efforts throughout the group.
Activities of the Sustainability Committee
In the FY2023/5, the sustainability committee discussed the identification of materiality and the establishment of KPIs. In addition, it reviewed the progress of the established KPIs, developed the sustainability policy, and discussed and reported on creating an ESG logo mark.
The sustainability policy was deliberated by the Sustainability Committee and subsequently approved by the Board of Directors.
Activities of the Subcommittees
In the FY2023/5, we established subcommittees for each materiality theme to drive progress. Each subcommittee developed KPIs and created three-year action plans to achieve these KPIs. Activities were carried out in accordance with these action plans.
The subcommittees meet on average once a month. Their members include employees from both the holding and subsidiary companies. This collaborative approach not only advances the group's overall sustainability initiatives but also raises awareness of sustainability and ESG principles throughout the entire group.
Environment
・Monitored waste reduction through modular housing and secured recycling routes.
Reassurance
・Implemented automatic PC shutdowns to reduce overtime and late-night work.
・Provided mentoring training to enhance job retention of young employees.
Success
・Sponsored and participated in local events such as fireworks festivals and outdoor music events.
Contribution
・Investigated quality evaluation systems utilizing construction management tools.
GRC
・Introduced an internal award system to acknowledge employee contributions to ESG activities.
・Enhanced the whistleblower system.
・Conducted compliance training.
Internal Awareness Promotion
In the first year of ESG initiatives (FY 2023/5), employee surveys showed that over 70% understood the purpose of ESG efforts and key issues.
Key Issues (Materiality)
Key Issues (Materiality) Overview
LOGOS HOLDINGS INC. is dedicated to the philosophy of “Shaping the Future of Japanese Home Building.”
As society evolves and lifestyles diversify, we have identified key issues (materiality) that enhance the well-being of both residents and builders. These efforts aim to contribute to a sustainable society and promote happiness for all.
Identified Key Issues (Materiality)
In the FY2023/5, the sustainability committee discussed the identification of materiality and the establishment of KPIs. In addition, it reviewed the progress of the established KPIs, developed the sustainability policy, and discussed and reported on creating an ESG logo mark.
The sustainability policy was deliberated by the Sustainability Committee and subsequently approved by the Board of Directors.
Help create a sustainable society by reducing environmental impact through housing improvements.
Create environments where diverse talent can work healthily and flexibly while growing with the company.
Encourage enduring community engagement activities that foster connections and coexistence among people.
Develop sustainable living spaces through customer-centric services focused on remote access.
Encourage sincere business practices that meet stakeholder trust and expectations while ensuring transparent, fair, and prompt decision-making for sustainable management.
Process of Identifying Materiality
We identified materiality through the following steps.
Identified social issues as candidates for materiality based on international guidelines such as the SDGs, GRI, SASB, and the surrounding business environment.
Assessed the identified social issues using a matrix with two axes: "Importance from the Stakeholder Perspective" and "Importance from the Company's Perspective." From this evaluation, we selected the social issues that are considered highly important on both axes as materiality.
Established KPIs for each materiality and identified materiality upon management meetings and the Board of Directors' approval.
KPI and Progress Status
| Materiality | KPI Key Performance Indicators |
Primary Initiatives | Targets | Progress Report (FY 2025/5) |
SDGs |
|---|---|---|---|---|---|
| Realizing an Environmentally Sustainable Society | Establishment and Enhancement of Environmental Management System |
・Development of a real-time visualization system for energy reduction metrics, accessible both internally and externally
・Utility and labor cost optimization at retail locations ・Modular factory efficiency improvement ・Construction site waste reduction (average industrial waste per unit) ・Transportation cost optimization (travel expenses and fuel consumption) |
Implementation of CO₂ emissions reduction platform and internal visualization system within FY2024/5 | Evaluating implementation of CO₂ emissions visualization platform service for the upcoming fiscal year |
|
| CO₂ Emissions | Implementation of the following measures toward achieving long-term goals：
1. Visualization of actual corporate emissions 2. Review of material flow (reduction of raw materials, optimization of manufacturing processes) 3. Review of energy flow (reduction of energy consumption, increase in renewable energy usage) |
・20% reduction in CO₂ emissions by FY 2025/5 (compared to FY2023/5) ・100% implementation rate of reduction plans |
Collection of historical data for implementation of CO₂ emissions visualization platform service |
|
|
| Renewable Energy Utilization | ・Implementation of Renewable Energy Systems at Company-owned Facilities | 36% renewable energy composition ratio at company-owned facilities within FY 2025/5 | Conducting detailed feasibility assessment of renewable energy ratio targets, with planned reassessment following the implementation of CO₂ emissions visualization platform |
|
|
| Promotion of Modular Housing Construction | ・Waste Reduction
・Reduction of construction site waste ・Reuse of construction site waste ・Energy Reduction ・Reduction of fuel consumption and greenhouse gas emissions Sendai Factory Construction ・Assessment of Industrial Waste Recycling Rates in Tohoku Area ・Establishment of Target Values |
Recycling Rate Targets within FY 2024/5
Glass and ceramic waste：30% Plastic waste：10% Paper waste：50% Wood waste：100% Gypsum board waste：20% Commence Sendai factory construction within FY 2025/5 |
Achievement rate：10% (1 out of 5 targets met)
Conventional Construction Site Recycling Rates： Glass and ceramic waste：0% Plastic waste：0% Paper waste：10% Wood waste：0% Gypsum board waste：0% Modular Construction Recycling Rates： Glass and ceramic waste：0% Plastic waste：0% Paper waste：20% Wood waste：100% Gypsum board waste：0% |
|
|
| Development and Promotion of Next-Generation Eco-Friendly Housing |
・Widespread adoption of LCCM Housing
・Promotion of Modular Housing (Zero Carbon) ・Launch of ZEH-specification Products as Main Product Line ・Introduction of 40-year Warranty System for LOGOS HOME Fortage Series |
Establish company-wide ZEH specifications and complete 40-year warranty system within FY2024/5 | ■Progress toward ZEH specifications：
・LOGOS HOME (Hokkaido)：Available as solar power option ・LOGOS HOME (Tohoku)：Standard specification ・LOGOS HOME (Housing Cafe)：Standard specification ・HOEI CONSTRUCTION：Standard specification for oriented models ・Areas outside Sapporo：Available as solar power option ・GALLERY HOUSE：Optional specifications under development |
|
|
| ZEH Sales Ratio | ・Widespread adoption of GUUUS in North Kanto region ・Conversion of HIKARIA to Nearly-ZEH specifications |
ZEH ratio targets (including Nearly-ZEH and ZEH Oriented) within FY 2025/5
・LOGOS HOME Hokkaido：80% ・LOGOS HOME Tohoku：100% ・Housing Cafe：100% ・HoeiConstruction：80% ・GALLERY HOUSE：50% |
LOGOS HOME (Hokkaido)：48.98%
LOGOS HOME (Tohoku)：100% LOGOS HOME (Housing Cafe)：47.2% HOEI CONSTRUCTION：69.19% GALLERY HOUSE：52.38% |
|
|
| Creating an Environment Where Diverse Talent Can Thrive with Peace of Mind | Ratio of Female Managers |
Conducting surveys and interviews with
・Female staff members ・Male managers ・Executive management (promotion decision-makers) ・Review and upgrade of existing systems and frameworks ・Implementation of career design training and executive candidate development programs |
Increase the ratio of female managers to 15% across the group by FY 2025/5 |
Based on research of "Women's Empowerment Challenges and Measures" and "Corporate Case Studies on Women's Advancement" as published on the Ministry of Health, Labour and Welfare website, we have assessed our current status and will focus on the following initiatives： ・Increasing the ratio of female employees ・Proactive recruitment of female managers ・Flexible working arrangements for employees during maternity leave and child-rearing period： ・Pre-return interviews ・Shorter working hours program ・Adjustable day-off program ・Modified post-return job responsibilities ・Reduction of overtime work |
|
| Ratio of Female New Graduate Hires |
・Implementation of phased internship programs
・Developing necessary follow-up and support systems for young female staff ・Planning and implementing one-on-one meetings and career design training |
Maintain 40% ratio of female new graduate hires through FY 2025/5 | Out of 24 total job offers accepted across the group, 11 were female candidates, achieving a 45.8% female ratio. Multiple interviews were conducted for Class of 2023 female new graduates. |
|
|
| Employment Ratio of Persons with Disabilities | ・Establishing recruitment systems for persons with disabilities
・Conducting internal understanding activities ・Promoting employment opportunities for persons with disabilities externally |
Achieve statutory employment quotas for persons with disabilities at each group company within FY 2025/5 | No persons with disabilities were hired across the group in FY2023/5. Future initiatives will be handled by the mid-career recruitment team. |
|
|
| Number of Diversity Training Sessions Conducted | ・Enhancement of facilitators' expertise
・Strategic selection of training themes ・Training sessions open to all employees ・Follow-up process for non-attendees by facilitators to achieve 100% attendance rate |
Continue regular training sessions
・Once annually through FY 2024/5 ・Twice annually from FY 2025/5 onwards |
LGBTQ understanding Training conducted in April 2023 (100% attendance rate)
Theme："Creating an Inclusive Workplace Environment for Sexual Minority Team Members：Understanding and Supporting Our LGBTQ Colleagues" |
|
|
| Ratio of Employees Working Excessive Overtime Hours | ・Securing appropriate staffing levels through personnel planning and performance monitoring
・Business process optimization through digital transformation (DX) ・Labor management training for supervisors to reform overtime work understanding and enhance work management capabilities |
Reduce the ratio of employees working more than 80 overtime hours per month to less than 2% within FY 2025/5 |
October 2022：Implemented PC shutdown policy, limiting work hours to 8：30-22：00 (including holidays)
February 2023：Enhanced policy by implementing holiday PC shutdown and establishing "No Working on Holidays" principle March-April 2023：Successfully maintained overtime hours below 80 hours per month across all group companies June 2023：Further restricted work hours to 8：45-20：00 |
|
|
| Remotework Implementation Ratio | ・Promotion of digital transformation
・Company-wide dissemination of remotework benefits and significance ・Enhancement of remote services for customers to demonstrate the effectiveness of online work environments ・Regular internal sharing of remotework ratio data ・Sharing success stories through award systems to improve remotework adoption |
Increase average remotework ratio by 5 points across all group companies within FY 2025/5(Excluding sales positions, store administrative staff, and part-time workers where remotework is inherently difficult due to business nature) |
Definition of Remotework Ratio：Number of work-from-home days / Total working days
Current Remotework Ratio (5 2023) ・LOGOS HOLDINGS：39.6% ・LOGOS HOME：4.5% ・HOEI CONSTRUCTION：9.4% ・GALLERY HOUSE：No data available for current period Status Update： In the post-COVID era, we observe decreased remotework ratios across group companies and some communication challenges associated with remote work. We acknowledge that full remotework may not be optimal in all cases, and we are currently reviewing our KPI settings. |
|
|
| Personnel Retention Ratio |
・Reinforcement of 1-on-1 meetings and OJT instructor training
・Group-wide implementation of training programs for first-year and third-year new graduates ・Analysis and improvement based on ESS (Employee Satisfaction Survey) results |
Maintain turnover rate below 25% until FY 2025/5 | New graduate training has been completed, conducted bi-monthly across all group companies
ESS survey conducted at each group company in February 2023 ■Overall Survey Results LOGOS HOLDINGS：65.8% (No previous data) LOGOS HOME：69.9% (+0.5% from previous survey) HOEI CONSTRUCTION：66.1% (-0.5% from previous survey) GALLERY HOUSE：67.3% (No previous data) Each company is currently reviewing areas for improvement and action plans |
|
|
| Job Satisfaction Ratio Among Young ESS Personnel | ・Planning and Conducting 1-on-1 meetings, OJT instructor training, career design training, and manager training
・Restructuring of job grade and evaluation systems ・Analysis and improvement based on ESS (Employee Satisfaction Survey) results |
Achieve group-wide average score of 75% or higher within FY 2025/5 for ESS survey category "understanding and Motivation = Whether employee understanding is maintained at a high level and motivation is effectively encouraged" |
Conducting 1-on-1 meetings
Conducting 1-on-1 meetings for first-year employees and instructor training has been completed with bi-monthly sessions ESS conducted at each group company in February 2023 ■ understanding and Motivation" Scores (Results for employees with less than 3 years of service *LOGOS HOME：less than 5 years) LOGOS HOLDINGS：69.5% (No previous data) LOGOS HOME：72.9% (+2.9% from previous survey) HOEI CONSTRUCTION：69.8% (-0.6% from previous survey) GALLERY HOUSE：76.1% (No previous data) Each company is currently reviewing areas for improvement and action plans LOGOS HOLDINGS has implemented a performance evaluation system starting from the second half, which was applied to salary reviews in July 2023 |
|
|
| Enhancement of Personnel Career Development Support |
・Planning and conducting 1-on-1 meetings, OJT supervisor training, and career design training
・Restructuring of job grade and evaluation systems ・Implementation of cloud-based HR information system to develop personnel management database ・Enrichment of job-specific training programs |
Establish foundations for positive career development culture and personnel management environment within FY 2025/5 | Conducted 1-on-1 meetings
Introduced job grade evaluation system at LOGOS HOME Introduced cloud-based HR information system |
|
|
| Development of Personnel Skills Management System | ・Establish new project to manage and promote cross-group training programs
・Create educational framework and training program catalog ・Implement promotion initiatives for acquiring Real Estate Transaction Specialist and Qualified Architect certifications |
Develop cross-group educational framework to provide self-directed learning environment for all personnel within FY 2025/5 | Conducting support initiatives for Real Estate Transaction Specialist and Qualified Architect certifications since last year
Six personnel passed this fiscal year |
|
|
| Contribution to Local Community | Number of Customer Appreciation Festival Participants (Cumulative) | ・Assessment of feasible implementation scale by region (venue, participant capacity)
・Confirmation of schedules, venues, and available personnel numbers ・Planning of appreciation festival contents and operational details |
Plan to host events in three areas (Obihiro, Sapporo, and other regions) with total participation of 750 couples in FY 2025/5 | Conducting discussions with internal departments and external partner companies regarding implementation of Customer Appreciation Festival |
|
| Number of Personnel Participating in Community Contribution Activities (Cumulative) | ・Selection of activities ・Determination of implementation areas ・Assessment of required personnel numbers for activities |
Target cumulative participation of 200 people in FY2025/5 | Selecting activities
・Kachimai Fireworks Festival (20 personnel planned) Model House Production Project：Conducting regular meetings (12 personnel) *Next fiscal year's fireworks festival personnel numbers calculated based on current fiscal year |
|
|
| Development of Group-wide Framework for Community Engagement Activities | Establish a framework to expand the Model House Production Project through the following activities：
1. Package the planning and implementation process into a comprehensive workflow 2. Refine content for expansion 3. Identify optimal locations and products for implementation across different areas and product lines 4. Implement the program |
Expand the Model House Project (to other areas and products) within FY 2025/5
・Extend to other store locations (e.g., Obihiro) and universities ・Develop collaborations with other industries (e.g., food and retail sectors) |
Model House Production Project planning phase
・Project team members confirmed ・Kick-off meeting completed ・First regular meeting conducted (12 meetings scheduled in total) |
|
|
| Number of New Local Community Initiatives Implemented at Each Location | ・Plan and implement the Model House Production Project
・Establish implementation schedule, partnerships, target areas, activities, and required personnel numbers ・Build networks with government agencies, companies, and local communities ・Prepare comprehensive external communications plan |
Implement the Model House Project three times in different areas in FY 2025/5 | Confirmed number of project implementations (HOEI CONSTRUCTION：1 case)
Started recruitment of project participants ・Project team members confirmed ・Kick-off meeting completed ・First regular meeting conducted (12 meetings scheduled in total) |
|
|
| Number of News Releases Related to New Community Contribution Activities | ・Select communication channels/media outlets
・Conduct research for erage and collaborate with partner companies ・Select communication channels |
Within FY 2025/5： We will have issued press releases for all activities conducted and achieved 50% media coverage from our PR site. |
Press releases and media coverage of the Model House Production Project published on Sapporo Gakuin University and LOGOS HOLDINGS websites |
|
|
| Provision of Safe and Secure Living Environment | Utilization Ratio of Construction Management Tools | ・Construction progress reporting through project management tools
・Information sharing and communication enhancement with partner companies and skilled workers regarding safety training and hazard understanding ・Quality improvement through self-inspection, corrective action reports, and photo registration ・Improving customer satisfaction through client progress reporting functionality ・Improving operational efficiency and productivity through 360-degree camera utilization |
Within FY 2025/5
LOGOS HOME ・100% completion rate for self-inspection, corrective action reports, and photo registration ・100% implementation rate for safety patrols ・Zero work-related accidents (frequency rate and severity rate)）0 HOEI CONSTRUCTION ・100% completion of required reporting duties ・100% customer satisfaction for construction work ・100% achievement of zero-accident, zero-disaster safety activities |
LOGOS HOME：Maintaining over 80% implementation rate for inspection functions and photo registration in project management tools
HOEI CONSTRUCTION：Maintaining 90% compliance with required reporting procedures |
|
| Promotion of Digital Transformation in Customer Information Provision | ・Establichment of digital catalogs
・Digital management of sales records and submission documents ・Regular publication of helpful information including home equipment maintenance videos ・Creation of audiovisual terms & conditions for full online contract implementation |
In FY 2025/5：
Development of customer communication tools Complete transition to online contracts |
Digital catalogs released by LOGOS HOME and HOEI CONSTRUCTION Terms & conditions videos created and scheduled for integration into internal systems and e-signature platforms |
|
|
| Remote Service Provision Ratio upon Request |
・Enhancement of tools to reliably confirm customer preferences for remote services
・Creating remote meeting manuals for customers and personnel ・Developing remote service options for sales, design, and interior coordinator sections |
In FY 2025/5：100% remote service fulfillment rate for requested customers | Completed development of essential remote service tools Starting remote service guidance with new tools from next fiscal year |
|
|
| Remote Implementation Ratio of All Inspections | ・Development of management system, workflows, and tools
・Examination of improvement measures based on post-inspection surveys ・Expansion to GALLERY HOUSE |
Remote inspection implementation rates for FY 2025/5 LOGOS HOME：50% HOEI CONSTRUCTION：30% |
LOGOS HOME：18.2% (277 cases out of 1,525 inspections) HOEI CONSTRUCTION：28.0% (74 cases out of 264 inspections) |
|
|
| Standardization and Enhancement of Quality Across HOLDINGS | ・ Ensure stable operation of new workflow, enhancement of forms and rules
・Planning and implementation of preventive measures against system issues ・Determination, reporting, and company-wide publication of improvement measures through Quality Enhancement Project |
Witin FY 2025/5
・Achieve 100% implementation of new workflow operations and 100% operational availability rate ・Establish improved business process and system enhancement procedures |
LOGOS HOME
・Implementation rate：100% ・Operational availability rate：37% ・Planning rate for preventive measures：73% ・Implementation rate of preventive measures：88% HOEI CONSTRUCTION： Implementation of new system and workflow operations starting from FY 2024/5" |
|
|
| Quality Inspection Evaluation Score | ・Conduct inspections for all buildings
・Establish company-wide standardized inspection system ・Implement timely corrective actions using DX tools ・Share information on construction defects and corrective measures ・Review inspection criteria |
Average inspection scores for FY2025/5
・LOGOS HOME：94 points ・HOEI CONSTRUCTION：90 points |
FY 2023/5：Average inspection scores ・LOGOS HOME：94.93 points ・HOEI CONSTRUCTION：91.19 points |
|
|
| Development of Vendor Evaluation System for Quality Inspections | ・Establish evaluation system utilizing construction management tools ・Develop corrective action procedures and transaction standards |
Achieve 10% improvement in quality inspection scores from previous year | ・Completed trial implementation of evaluation system using construction management tools ・Currently examining implementation challenges |
|
|
| Customer Satisfaction Improvement | ・Review survey methodology and criteria
・Select survey tools ・Establish methods for survey data aggregation and visualization ・Evaluate company-wide communication tools ・Develop strategies for utilizing customer feedback |
Within FY 2025/5
・Achieve 100% survey response rate ・Implement standardized company-wide surveys ・Attain average rating of 4.0 or higher on 5-point scale ・Share reports on products developed or improved based on customer feedback ・Communicate service improvements implemented from customer feedback |
・Established survey improvement project for HOEI CONSTRUCTION ・Implemented questionnaire revisions to increase response rates |
|
|
| Enhancement of Corporate Governance and Promotion of Compliance | Survey on understanding of ESG Initiatives | ・Promote understanding of ESG initiatives and their significance throughout the company
・Measure internal understanding through comprehension surveys ・Foster ownership by sharing company-wide KPI progress and activities |
Within FY 2025/5
・100% understanding of ESG principles ・Company-wide sharing of KPI progress and activity status |
Implementation of understanding level survey in FY2023
achieved 76.6% (exceeding 50% target) Continuing quarterly company-wide KPI progress updates via internal bulletin board |
|
| Internal Recognition Program for ESG Activities and Corporate Philosophy Implementation | ・Establish recognition program at each company's management policy meetings
・Review of communication methods to improve nomination rates ・Consider owned media tools for internal communication ・Deliver video content on ESG and community activities |
All 4 companies to establish ESG awards with 10+ nominations within FY 2025/5 | ・LOGOS HOME：ESG awards implemented in FY 2023/5 ・HOEI CONSTRUCTION & GALLERY HOUSE：New ESG award system from FY 2024/5 |
|
|
| Survey on Understanding of Internal Reporting System | ・Restructuring of reporting scheme ・Promotion of reporting channels and system ・Planning and implementation of reporting system training ・Tracking of report numbers |
Achievement of 100% understanding level through surveys by FY 2025/5 | Ethics training conducted in October 2022：98.9% "understood" |
|
|
| Personnel Compliance Training Completion Ratio | ・Promote understanding of training objectives
・Enhance participation understanding, especially among managers ・Develop visibility mechanism for course participation status ・Analyze implementation results and optimize training operations |
Maintain 100% participation rate through FY 2025/5 |
Launched internal navigation site (Compliance Navi) to visualize course participation status
・June 2022 participation rate：98.4% ・September 2022 participation rate：100% ・January 2023 participation rate：99.6% ・April 2023 participation rate：100% |
|
|
| Compliance Education Activities for Partner Companies | ・Planning and development of understanding activities including training
・Promotion of reporting/whistleblowing channels ・Implementation of understanding level survey ・Request for improvements to companies with issues identified in survey results ・Consideration towards establishing supplier procurement guidelines |
Within FY 2025/5
・Conduct understanding activities twice ・Achieve 90% understanding level in understanding survey ・Establish supplier procurement guidelines |
Training sessions planned during safety conferences at each partner company |
|
|
| Enhancement of Corporate Governance Structure | ・Conduct issue assessment ・Establish action plans for resolving issues ・Implement monitoring |
To achieve complete compliance with CG Code basic principles, principles, and supplementary principles within FY 2025/5 | Currently establishing action plans for issue resolution |
|