Sustainability

Sustainability in SHIKOKU CHEMICALS CORPORATION Group

Sustainability

Sustainability in SHIKOKU KASEI Group

  • The Concept of Sustainability

    Under our longstanding corporate philosophy of "Doku-sou-ryoku (creativity)," SHIKOKU KASEI Group considers addressing the global environment and social issues as one of the most important matters of management policy.
    Our approach to the "vision for 2030," set forth in our long-term vision of "Challenge 1000," and "YONPOYOSHI(favorable in all four directions)," which is the action plan, defines our group's sustainability.
    Since environmental and social issues are diverse, we have identified important issues for prioritization (materiality) that will lead to sustainable company and social growth. We will aim to work efficiently and maximally to serve a business that contributes to resolving issues and the realization of a sustainable society.
    Moreover, the achievement of the "Challenge 1000" financial goals will also lead to an increase in our management resources. This will enable material solutions that are developed from the current state in terms of both quality and quantity, and lead to greater investment. We believe this will eventually result in a higher level of contribution for each stakeholder listed in the "YONPO-YOSHI" policy and further improve our group's sustainability.

  • Continuous Sustainability Promotion

    Corporate Activities = Sustainability Management

  • Promotion Structure

    Initiatives geared toward achieving the long-term vision, "Challenge 1000," are implemented by each business and group company; this progress is reviewed and managed by each operating company. In addition, the Corporate Planning Department summarizes and regularly reports on the progress to SHIKOKU KASEI HOLDINGS CORPORATION's Board of Directors and Corporate Strategy Meeting, where decisions are made taking into account the potential impact on the environment and society.
    The Group will continue to hold a dialogue with internal and external stakeholders to identify the expectations and demands of society and utilize them to promote sustainability activities.

    System for Sustainability Promotion

  • Identification Process

    We identified materiality to be addressed in order to achieve our aspiration to “Toward ‘one-step-ahead, proposal’ company with creativity” by 2030 set forth in the long-term vision, “Challenge 1000”.

    Specific Processes
    The materiality of our group was determined through four processes.
    Step 1
    We identified issues that were of high priority to our stakeholders and our group from among the social issues addressed in the 17 goals and 169 targets of the SDGs.
    Step 2
    The relevant divisions within the company held repeated discussions on the issues of high priority, and thereby identified and examined the initiatives and target items.
    Step 3
    Dialogues were conducted with external experts on the draft content discussed internally, considering stakeholders’ perspectives.
    Step 4
    It was resolved at the Board of Directors.
    Materiality
    Importance to stakeholders / Importance to the company graph

  • Materiality and Initiatives of SHIKOKU KASEI Group

    Materiality Initiatives KPI 2025 Target 2029 Target

    Create a workplace where employees can work with enthusiasm

    Main connections with "Challenge 1000"
    <Companywide Reform Policy: creation of company climate, creation of human resources>

    • 8 DECENT WORK AND ECONOMIC GROWTH
    • Promotion of work-life balance
    • Initiatives for flexible and
      diverse work styles
    • Promotion of mental and physical
      health of employees
    • Recruitment and performance of
      diverse human resources
    • Effective measures to eliminate
      harassment
    		 High engagement ratio from the employee survey
    (base year: 2023)    		 Score
    improvement
    of 3 points    		 Score
    improvement
    of 5 points
    Percentage of persons with high stress by stress check 8% or less 5% or less
    Annual paid leave acquisition rate 70%/person
    or higher    		 75%/person
    or higher
    Health and Productivity Management Outstanding Organization Certified as a Health and Productivity Management Outstanding Organization Certified
    as a White
    500 company
    Ratio of female managers 5% or more 10% or more
    Employment ratio of people with disabilities 2.3% or more 2.5% or more

    Pursue safe operations, environmental preservation, and stable quality

    Main connections with "Challenge 1000"
    <Business Reform Policy>

    • 6 CLEAN WATER AND SANITATION
    • 7 AFFORDABLE AND CLEAN ENERGY
    • 11 SUSTAINABLE CITIES AND COMMUNITIES
    • 12 RESPONSIBLE CONSUMPTION AND PRODUCTION
    • 13 CLIMATE ACTION
    • 14 LIFE BELOW WATER
    • Fostering a culture of safety
    • Facilitating the transition to
      a decarbonized society
    • Capital investments in safety/
      environment/quality
    • Promotion of responsible care
      activities
    • Strengthening compliance and risk
      management
    • Establishment of a sustainable
      supply chain
    		 Lost time accidents 0 cases/FY 0 cases/FY
    GHG emissions, compared to FY2021 Decreased 16.8% Decreased 33.6%
    Ratio of renewable energy use 10% or more 30% or more
    Incidence of critical environmental and quality problems 0 cases 0 cases
    Reduction in water consumption (chemical production
    volume unit at three chemical plants)    		 3% reduction
    compared to FY2020    		 5% reduction
    compared to FY2020
    Requesting new business partners to comply with CSR 100% 100%

    Take on challenges of new business opportunities

    Main connections with "Challenge 1000"
    <Business Reform Policy>
    <Companywide Reform Policy: creation of values>

    • 6 CLEAN WATER AND SANITATION
    • 8 DECENT WORK AND ECONOMIC GROWTH
    • 11 SUSTAINABLE CITIES AND COMMUNITIES
    • 12 RESPONSIBLE CONSUMPTION AND PRODUCTION
    • 14 LIFE BELOW WATER
    • Creation of products and services to
      solve social issuess
    • Promotion of open innovation
    • Creating a culture, developing
      human resources, and designing
      systems to address challenges
    		 Sales from new sustainable products and services and the development of new businesses outside the framework of existing businesses 2.5 billion yen 5.0 billion yen
    Improvement of new business unit structure Establishment of a basic
    operation system    		 Operation/
    improvement
    Sales of existing businesses 77.0 billion yen 96.0 billion yen