To address the key sustainability issues (Materiality for Nagase Viita) which were identified in FY2019, Nagase Viita has formulated its Sustainability Action Plan, under which it is moving forward with related initiatives in company-wide unity. The plan makes a clear statement of the “value delivery to stakeholders” that is our goal for 2030 and sets interim targets for FY2025 on the way to reaching that goal.
People
Enjoy the change and take action
Value delivery in 2030
Development of leaders to drive business growth and promotion of diversity
Related Materiality
Improvement in employee engagement
Performance for FY2024
Continued implementation of the succession plan and operation of the career development plan sheet
▶ Implemented a corporate-led succession plan
▶ Continued operation of the career plan sheet, incorporating review results into the next fiscal year’s actions
Initiatives to promote the success of women, including career development training for women
Encouraged the employment of individuals with disabilities and foreign talent, and made improvements to workplace support
▶ Enhanced work environments for employees with disabilities; participated in exchange events with international students
Targets for FY2025 KPIs or key initiatives
Implementation of succession plan and enhancement of in-house training programs
Creating an environment to promote the success of women
Promoting employment and enhancing working conditions for people with disabilities and foreign talent, initiatives to support senior talent engagement
Value delivery in 2030
Every employee realizes their potential inspired with a motivation to contribute
Related Materiality
Improvement in employee engagement
Performance for FY2024
Promote awareness of the new company name, Purpose, and Values
▶ Implemented dialogue events between division heads and department/section managers (all 9 divisions)
・Advance actions to improve engagement via all-participant PJs
▶ Conducted department-level discussions and study sessions on Purpose and Values Scores for “understanding” and “empathy” improved since the start of FY2024
・Instill the habit of reflecting on oneself (self-understanding, career)
▶ Used career plan sheets as a basis for interviews with supervisors
Targets for FY2025 KPIs or key initiatives
Continue activities to promote the Purpose and Values philosophy company-wide
Establish cross-departmental dialogue opportunities Instill the habit of reflecting on oneself (ongoing utilization of career plan sheets)
Value delivery in 2030
Pursuit of integrity through strengthening of corporate governance: shift from “do no wrong” to “do good things”
Related Materiality
Improvement in employee engagement
Performance for FY2024
Raising awareness of and spreading the concept of integrity
▶ Conducted leadership training programs targeting executives and managers
▶ Disseminated company-wide communications
▶ Ethics/compliance KPIs
・Number of serious violations of laws and regulations: 0
・Response rate of compliance questionnaire: 74.4％
・Rate of employees taking compliance training at the time of hiring: 100％
Review and improvement of corporate meeting operations and functions
▶ Reviewed agendas for corporate meetings (including Board of Directors' meetings)
▶ Revamped operational methods, including identification of operational challenges and advance review of management meeting materials
Targets for FY2025 KPIs or key initiatives
Raising awareness of and disseminating the concept of integrity (plan and implement dialogue sessions at staff level)
Ethics/compliance KPIs
・Number of serious violations of laws and regulations: 0
・Awareness rate of top management message on compliance: 90% or more
・Employees taking compliance training at the time of hiring: 100%
Establish implementation and management framework for human rights policy
Review and revision of corporate governance bodies and their operations
Value delivery in 2030
Promotion of health and productivity management
Related Materiality
Improvement in employee engagement
Performance for FY2024
Promoted health and productivity management ▶ Published the Health and Productivity Management Strategy Map (Journey to Well-Being) on the company website ▶ Calculated transition of health and productivity management strategy map indicators ▶ Achieved a Health & Productivity Management Certification deviation value of 53.5 in FY2024 (FY2023: 53.3) ▶ Promoted participation in the company-wide “Health Challenge” initiative (avg. participation rate: 68.4%), aimed at improving mental and physical health
Number of at-fault accidents: 22 (target of 10 or less)
Reduction of work-related accidents
▶ Frequency rate: 0.00 (target: 1.0 or less)
▶ Industrial accident frequency: 0.98 (target: 1.0 or less)
Targets for FY2025 KPIs or key initiatives
・Confirm transition of health and productivity management strategy map indicators and identify issues ・Improve deviation value from the survey for certification in Health & Productivity Management Outstanding Organizations Recognition Program
