Tsubaki’s Sustainability Plan
Since its foundation, the Tsubaki Group has endeavored to achieve sustainable growth by fulfilling its corporate social responsibilities and at the same time contributing to society through its business activities. This is truly the practical implementation of the Mission stated in our corporate philosophy (to advance the “art of moving” beyond expectations), and we believe it will directly contribute to the SDGs* that represent the challenges currently facing the global community.
In April 2020, we established a Basic Policy on Sustainability with the aim of systematically promoting these activities. Under this policy, the Tsubaki Group as a whole will work together to innovate technologies and solve social issues. Simultaneously, we, as a manufacturing company, will promote mutual communication with our stakeholders and contribute to the realization of a sustainable society.
* SDGs: An abbreviation of Sustainable Development Goals; the United Nations’ international goals for achieving a sustainable and better world by 2030.
Basic Policy on Sustainability
The Tsubaki Group will contribute to the creation of a sustainable society through business activities based on the “Tsubaki Spirit”, its corporate philosophy, while improving its corporate value through technological innovation and aiming to remain a company that society needs. In addition, we will enhance management transparency and deepen relationships of trust through communication with our stakeholders.
The Tsubaki Group has tackled a variety of sustainability issues through its risk-management, environmental, and quality committees that include participation from Group companies in Japan. With the aim of systematically promoting this activity with a mid-and long-term perspective, we launched a project with the main committee chairman as a member. From a global perspective, we identify priority matters (material issues) and set indicators (KPIs) and targets to strengthen our activities.
Tsubaki’s Sustainability Priority Matters and Guidelines
At the Tsubaki Group, we first set priority matters (material issues) and targets (KPIs) from the CSR side under our Basic Policy on Sustainability.
With regard to the social issues that will be resolved through our core business (our products)—namely, CSV issues—we will work from a medium-to-long term perspective as a business issue for the new Mid-term Management Plan that will be launched in FY 2021 in anticipation of “how the Tsubaki Group should be in 2030” as outlined in our current medium-to-long term vision.
These initiatives contribute directly to the SDGs, and clarifying the relationship between them will help raise employees’ awareness thereof.
Process for Identification of Material Issues (Priority Matters) Regarding Sustainability
1.To identify material issues from the dual perspectives of risks and opportunities regarding sustainability, responsible divisions identified and evaluated their own issues leveraging the 17 SDGs.
2.Defined and evaluated risks and opportunities based on their importance to stakeholders and importance to the Company (including the gap between what the Company currently is and what it strives to be), using the matrix on the right.
3.Carried out repeated discussions centered on responsible officers regarding the degree of importance to the Group as a whole based on number 1) and defined material issues (selection).
Material Issues (Priority Matters) and KPIs (Key Performance Indicators)
|ESG Category||Material Issues
|KPIs||Contribution to the SDGs
Climate change countermeasures
|Climate change mitigation measures (CO2 emission reductions) and other environmental conservation
||Number of violations of environmental laws and regulations||
|Total CO2 emissions (percentage relative to FYE 2014)|
|Waste recycling rate|
|CDP Climate Change Response Boundary Rate (*1)|
|S||Safe and rewarding workplaces||Respect for human rights||Number of companies implementing ethics education||
|Promotion of diversity||Ratio of employees with disabilities|
|Ratio of companies meeting legally required employment ratios for people with disabilities|
|Number of non-Japanese employees|
|Ratio of senior female employees|
|Work style reforms
(improve motivation and operational efficiency)
|Ratio of paid leave acquisition|
|Cultivation of human resources||Number of employees dispatched overseas for training|
|Ensuring employee safety and well-being||Number of accidents resulting in absence from work|
|Ratio of high stress employees|
|Provision of safe and reliable products
||Quality assurance||Number of major quality issue occurrences (*2)|
|Sustainable procurement||Cooperation with suppliers||Number of environmental survey requests|
|Survey response ratio|
|Number of sustainability guidelines issued(*3)|
|Addressing conflict minerals|
|G||Sound, fair, and transparent business operations
||Thorough compliance||Number of serious violations of Company regulations||
|Number of companies that participated in Corporate Ethics Awareness Month|
|Crisis response and Business Continuity Plan||Disaster preparedness and evacuation drill implementation rate|
|Information security||Number of serious system incident occurrences|
|Number of information security accident occurrences|
|Prevention of intellectual property infringement||Number of warnings received due to infringement of other companies’ rights|
Scope: (within Japan) Tsubakimoto Chain and domestic consolidated subsidiaries; (global) major subsidiaries both domestic and overseas
*1: CDP Climate Change Response Boundary Rate: Percentage of response accounted for by the entire Group on a global basis using the CO2 emissions standard in the fiscal year covered by the CDP survey
*2: According to an internally established definition
*3: A theme for which we began initiatives in FYE 2021