SustainabilityLong-term vision and materiality
Long-term vision and mission
We are pursuing solutions for social issues and improving our corporate value as a group in line with our Vision (Goal for 2030) and Mission.
Vision (Goal for 2030)
Contributing to a bright future for people and nature
Mission
Enhance corporate value through continuous growth focused on ESG
- Provide high quality and high value-added products (coatings) to customers
- Be always trusted by customers, shareholders, business partners, and local residents
- Contribute to environmentally friendly technologies
- Be a company that all employees and their families are proud of, and create a safe working environment where employees enjoy working
Materiality and KPI
We have identified specific issues (materiality) to focus on to fulfill our Vision (Goal for 2030) and Mission.
We identified the points of materiality by first reviewing international standards, such as the GRI Standards, and then selecting possible candidate issues while considering megatrends, social issues, and the requirements and expectations of stakeholders.
We then considered them in relation to the strategies of the medium-term management plan and selected the issues that were in accord with the medium- and long-term direction of our business. The Board of Directors approved the following five items as issues of materiality.
Furthermore, we have set key performance indicators (KPIs) to manage our materiality.
| Materiality | Main initiatives | Related information |
|---|---|---|
| 1. Advanced coating and latent market development | Invest with a focus on developing advanced coatings
|
Solutions Surface modification technology′s ability to protect the future global environment Quality management and customer satisfaction |
Offer optimal solutions to customers
|
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| 2. Environmental impact reduction measures | Advance decarbonization (carbon neutrality)
|
Environmental management Material balance Targets and results Climate change measures Waste reduction and environmental conservation |
Measures to reduce waste and protect the environment
|
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| 3. Manufacturing sophistication and quality improvement | Improve manufacturing process sophistication and efficiency
|
Quality management and customer satisfaction |
Reinforce the quality control system
|
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| 4.Cultivate and activate diverse human resources | Form a medium- and long-term human resource development plan
|
Human resource development Occupational safety and health Diversity |
Create a comfortable work environment
|
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| 5. Thorough compliance (acting in accordance with corporate ethics) | Lay the management foundation for a long-surviving company
|
Compliance Corporate governance |
Scope of KPIs: TOCALO Co., Ltd. (non-consolidated)
| Main initiatives | KPI | Definition | Fiscal 2025 goal | Fiscal 2022 achievement | Fiscal 2021 achievement |
|---|---|---|---|---|---|
Invest with a focus on developing
advanced coatings
|
No. of patents owned | (1) Domestic patents (2) Overseas patents |
Total: 280 | Total: 262 | Total: 251 |
| No. of patent applications | (1) Domestic applications (2) Overseas applications (including Patent Cooperation Treaty applications) |
Total: 30 | Total: 33 | Total: 31 | |
| Ratio of development spending to sales (consolidated) | (R&D spending + technical development spending) ÷ sales x 100 | 5% | 4.7% | 5.0% | |
Offer optimal solutions to
customers
|
Financial value of orders received in environmental
field (1) Environmental and energy equipment (2) Repaired and refurbished products |
Financial value of orders received for surface
treatment processing in the following areas: (1) Environmental and energy equipment (devices, facilities, and services relating to the prevention of environmental pollution, measures to counter global warming, processing of waste and effective use of resources, and conservation of the natural environment) (2) Repaired and refurbished products (items suited to reuse and refurbished use) |
(1) 2,000 million yen (2) 8,500 million yen Total: 10,500 million yen |
(1) 1,326 million yen (2) 6,401 million yen Total: 7,727 million yen |
(1) 891 million yen (2) 6,117 million yen Total: 7,008 million yen |
| Ratio of overseas sales (consolidated) | (1) Sales to foreign companies (2) Royalties received from overseas (3) Sales of overseas subsidiaries |
Total: 25% | Total: 23.3% | Total: 21.1% |
| Main initiatives | KPI | Definition | Fiscal 2025 goal | Fiscal 2022 achievement | Fiscal 2021 achievement |
|---|---|---|---|---|---|
Advance
decarbonization (carbon neutrality)
|
Greenhouse gas emissions (Scope 1, 2) | Non-consolidated Scope 1 and 2 emissions (Fiscal 2013 emissions: 14,736 t-CO2） |
7,900 t-CO2 (Achieved less than 54% of fiscal 2013 emissions) |
6,990 t-CO2 | 17,450 t-CO2 |
Measures
to reduce waste and protect the environment
|
Ratio of waste recycled | Recycled volume ÷ (volume of waste + recycled volume) x 100 | 40% | 33.1% | 30.7% |
| Main initiatives | KPI | Definition | Fiscal 2025 goal | Fiscal 2022 achievement | Fiscal 2021 achievement |
|---|---|---|---|---|---|
Improve
manufacturing process sophistication and efficiency
|
Amount of capital investment contributing to improving sophistication and efficiency of manufacturing process | Capital investment for promotion of automation and IoT and practical application of new coating formation technology | Under construction | ー | ー |
Reinforce the quality control
system
|
No. of employees passing QC test | No. of employees passing test (Grade 3 or higher) relating to quality control approved by the Japanese Society for Quality Control (total number) | 60 persons | 46 persons | 29 persons |
| No. of employees possessing qualifications as nondestructive inspection engineers |
No. of employees possessing qualifications as nondestructive testing
engineers approved by the Japanese Society for Non-Destructive
Inspection (1) Penetrant testing (2) Ultrasonic testing |
Total: 25 persons | Total: 18 persons | Total: 15 persons |
| Main initiatives | KPI | Definition | Fiscal 2025 goal | Fiscal 2022 achievement | Fiscal 2021 achievement |
|---|---|---|---|---|---|
Form a medium- and long-term human
resource development plan
|
No. of technology-related external presentations | (1) Presentations to professional societies (2) Published essays and commentary articles |
Total: 25 | Total: 28 | Total: 18 |
| No. of employees possessing qualifications as technicians |
No. of employees possessing the following national qualifications (total
number): (1) Spraying technician (2) Machining technician (Grade 2 or higher) (3) Metal heat treatment technician (Grade 3 or higher) |
Total: 240 persons | Total: 192 persons | Total: 178 persons | |
| Educational spending per employee | Annual educational spending ÷ no. of employees at end of term (including temporary employees) | 80,000 yen | 63,200 yen | 54,200 yen | |
Create a comfortable work
environment
|
Rate of frequency of occupational accidents | No. of deaths and injuries due to occupational accidents ÷ total no. of actual working hours x 1,000,000 | Aiming for zero | 1.80 | 0.62 |
| Severity rate of occupational accidents | Total no. of working days lost ÷ total no. of actual working hours x 1,000 | Aiming for zero | 0.03 | 0.00 | |
| Ratio of female full-time employees | No. of female full-time employees ÷ total no. of full-time employees x 100 | 13% | 11.0% | 9.5% | |
| Ratio of female managers | No. of female managers ÷ total no. of managers x 100 | 5% | 2.3% | 1.4% | |
| Ratio of men taking childcare leave | No. of men taking childcare leave ÷ no. of men eligible for childcare leave x 100 | 90% | 68.0% | 31.3% |
| Main initiatives | KPI | Definition | Fiscal 2025 goal | Fiscal 2022 achievement | Fiscal 2021 achievement |
|---|---|---|---|---|---|
Lay the
management foundation for a long-surviving company
|
Ratio of employees receiving compliance training | No. of employees receiving compliance training ÷ no. of eligible employees x 100 | 100% | 100%（Conducted 3 times） | ー |