Medium- to Long-Term Sustainability Management Plan

Based on "Promotion of SDGs Management," one of the four basic policies of Medium-Term Management Plan 2024 announced November 25, 2021, Kaga Electronics Co., Ltd. has formulated a Medium- to Long-Term Sustainability Management Plan.

Medium- to Long-Term Sustainability Management Plan

1. Sustainability Policy

Under our corporate philosophy of "Everything we do is for our customers," the Kaga Electronics Group seeks to achieve both a sustainable society and sustainable growth of the Group.
Toward this purpose, we will respect dialogue with customers, business partners, shareholders, investors, employees, local communities, and all other stakeholders, based on our Basic CSR Policy, Environmental Policy, and Action Guidelines. We will work to increase our corporate value as we play an active role in achieving a sustainable society.

  • (1) We will tackle environmental issues through our business activities Through our business activities, we will take action to cut CO2 emissions, reduce waste, and promote reuse. At the same time, by providing environmentally considerate products and services, we will contribute to bringing about a society that values the global environment.
  • (2)We will respect human rights and develop human resources We will respect the human rights of all stakeholders, regardless of gender, age, nationality, social status, disabilities, or other personal attributes. We will develop work environments in which diverse employees can work in safety and health, both physically and mentally, and will develop personnel systems and education and training systems that allow these employees to maximize their individual abilities. We will further work to develop human resources who will take on the challenge of innovation.
  • (3)We will work to build mutual trust with society We will work to be a company that earns the trust of society by observing laws and regulations, by strengthening our governance structure, and by sincerely engaging in fair competition, the provision of high-quality products and services, timely and appropriate information disclosure, and other corporate activities.

2. Sustainability promotion structure

The Kaga Electronics Group views the promotion of sustainability as a key management issue. We have established an SDGs Committee chaired by the President and COO of Kaga Electronics Co., Ltd., and, under this committee, have created working groups for "Environment," "Society," and "Governance." In this way, we have established a management structure that promotes sustainability across the Group.
Under commitment by top management and collaboration among business divisions, we act through these working groups to formulate policies, measures, and goals that address ESG issues, to manage progress, and to otherwise promote sustainability within the Group as a whole.

SDGs委員会 SDGs委員会

● ESG issues being addressed by working groups

  • Environmental Issue Working Group

    Promotes the proactive utilization of renewable energy at the Group’s domestic business bases in an effort to contribute to the realization of a “decarbonized society.”

  • Social Issue Working Group

    Strives to push ahead with diversity promotion, work style reforms, health & productivity management and other endeavors, with management and employees acting in collaboration to adapt to a new normal in the era of living with COVID-19 and better position the Company to contribute to the enhancement of people’s quality of life and the creation of a sustainable society.

  • Governance Issue Working Group

    Develops a corporate governance structure designed to enhance the Company’s competitiveness in keeping with the spirit of compliance with corporate ethics and legal regulations, so that it remains a valuable company for shareholders and all other stakeholders.

3. Identifying Materiality

The Kaga Electronics Group is committed to seriously addressing a variety of issues relevant not only to itself but also communities around the world and thereby living up to the expectations of society. In line with this commitment, the Group has employed four perspectives— Environmental (E), Social (S), Governance (G) and Business (B)—to identify priority issues that are deemed to exert significant impact on its business operations, as listed below. Through its efforts to tackle the materiality of these issues, the Group will practice corporate activities aimed at contributing to the realization of a sustainable society, with the aim of further improving its corporate value.

  Materiality Related SDGs Changes in the socio-economic
Our initiatives
E Create a clean global
  • Growing seriousness of global warming and other environmental problems
  • Urgent call for carbon neutrality
  • Provide products and services designed to help resolve environmental and energy issues
  • Continue initiatives to reduce the environmental burden
S Create an inclusive company
as well as an affluent society
  • Changes in social structure as we move toward the popularization of the new normal
  • Human resource shortages attributable to a low birthrate and an aging population
  • Promote workforce diversity and innovative work styles to better adapt to the new normal
  • Develop human resources by passing down and updating KAGAism
G Create a sustainable
management base
  • Public calls for more robust corporate governance
  • Growing need for business resilience against changes in the operating environment
  • Further strengthen corporate governance and compliance
  • Thoroughly practice a profit-focused management approach
B Realize sustainable
business growth
  • Progress in digital transformation
  • Coming of a “super-smart” society due to the popularization of ICT, such as IoT and AI
  • Intensification of global competition
  • Provide products and services that contribute to the transition to a digital-driven society
  • Create new businesses aimed at helping

4.Medium- to long-term sustainability targets and major KPIs

  Key themes Issues to address/examine Medium-term targets Long-term targets Main activities and progress in FY2022
E Achievement of shift
to 100% renewable energy
  • Adoption of renewable energy at domestic sales offices
2024: 40% (1%) 2030: 100%
  • Introduced 1.2% of total electricity from renewable energy sources. Continue study to achieve 40% in FY2024.
  • Adoption of renewable energy at domestic manufacturing sites
By 2024: Information gathering/analysis and determination of policy
In-house power generation/external procurement
Solar panel/biomass power generation/renewable energy businesses
2030: 50%
2050: 100%
  • Calculated power generation to install solar panels at sites in Aomori, Fukushima, and Tottori. Started the detailed design.
  • Adoption of renewable energy at overseas manufacturing sites
2030: 30%
2050: 100%
  • Started to introduce renewable energy derived electricity using solar panels at sites in China (Hubei) and Vietnam. Expected to cover 30%-50% of annual electricity usage at each site.
Shift to electricity for
company-owned vehicles
  • Switch to electric vehicles for domestic sales vehicles (EV, HV, PHV, FCV)
2024: 85% (78.5%) 2030: 100%
  • The ratio of electric vehicles increased by 1.2% year on year to 82.0% (as of March 31, 2023).
S Diversity and human
resource management
  • Ensuring diversity in core human resources
    (Women, foreign nationals, mid-career hires)
Percentage of female new graduates in general positions
2023: 30% (5.8%)
Percentage of women in management positions
2024: 15% (13.3%)
Percentage of female new graduates in general positions
2028: 40%
Percentage of women in management positions
2029: 17%
  • Percentage of female new graduates in general positions increased by 12.3pt year on year to 18.1% as a result of hiring activities based on the Action Plan.
  • Discussions held within the group to improve percentage of women in management positions and set targets for the number of women in management positions at each group company. As of April 2023, the percentage of women in management positions has increased by 3.2pt year on year to 16.5%.
  • Initiatives to employ elderly workers and persons with disabilities
  • Employment of persons with disabilities is 100% of the legally mandated rate (as of March 31, 2023).
Work–life management and
enhancement of productivity
  • Enhancement of programs such as childcare/family-care and telework
2022: Implementation of review
2023: Certification
2025: Certification by outside party
2024 onward: Continuation of certification
  • Revised regulations and rules to make telework a permanent system.
  • Acquisition of certification as a Health and Productivity Management Organization
  • Certified in March 2023.
G Restructuring the governance structure in response to the revision of the Corporate
Governance Code and the reorganization of Tokyo Stock Exchange
  • Independent Outside Directors: at least 1/3
  • Establishment of Nomination and Compensation Committee
June 2021: Performed Setting of targets in line with next Corporate Governance Code revision
  • Effective June 2023, 6 directors (including three outside directors), with a majority of directors being outside directors. Established the Nomination and Compensation Committee.
  • Diversification of the Board of Directors
By June 2022: Determination of policy
  • Decided to nominate a female candidate as a new outside auditor. Continued to work to appoint a female director.
  • Full compliance with Corporate Governance Code for Prime Market
November 2021: Performed
  • TCFD-compliant information to be disclosed from June 2022.
Further strengthening the supervisory and
oversight functions of top management over business execution
  • Adoption of delegation-based executive officer structure
April 2022: Enactment
  • Implemented from April 2022.
  • Transition to structure of company with committees
By March 2023: Determination of policy
  • Continue the company with auditors system, but shorten the term of directors from the current 2 years to 1 year (planned in June 2023).
*Numbers in parentheses represent values when the plan was formulated in November 2021.
Medium- to Long-Term Sustainability Management Plan Veideo. Medium- to Long-Term Sustainability Management Plan / Representative Director, President & COO Ryoichi Kado