Sustainability Priorities
From an ESG perspective, COSEL identifies sustainability priorities and formulates an ESG Action Plan. The company sets clear goals for each priority and implements concrete initiatives to achieve them.
| ESG | Material Item | Control Item | KPI | BM (2020) |
Target and Result | SDG goals |
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|---|---|---|---|---|---|---|---|---|---|
| Target of FY 2024 |
Results of FY 2024 |
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| Ｅ ◆ Environment ◆ | 1. Reducing climate-change risk | Realizing carbon neutrality (Scopes 1 and 2) | CO2 emissions | t-CO2/year | 2,967 | 171 or less | 86 |
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| ■ Disclosure based on TCFD recommendations | Responding to climate-change risks*3 | CDP score | － | － | B(-) or above | B | |||
| ■ Promoting decarbonization (Scopes 1, 2) | CO2 emissions reduction | CO2 emission reductions | t-CO2/year | － | 2,796 or above | 2,881 | |||
| CO2 emission reductions rate (vs. BM) | % | － | 94.2 or above | 97.1 | |||||
| ■ Lessening environmental impacts through promotion of recycling (Scope 3) | Reducing emissions | Total emissions Companywide | t | 240.2 | 250 or less | 295.4*1 | |||
| Eliminating waste disposed of in landfills by promoting the Three Rs | Recycling rate *Promoting zero emissions |
% | 93.9 | 99 or above | 98.4 | ||||
| Ｓ ◆ Society ◆ | 2. Leveraging diverse human resources and aptitudes | Realizing treatment that reflects roles (abolition of the multi-track personnel system) |
Structures related to the role ranking system and number of revisions to treatment | － | － | Two or more cases | One case |
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| ■ Building an organization and culture to draw out and leverage diverse human resources | Increase in women managers (managerial posts) | Percentage of women in positions of division manager or above | % | 0 | 8.0 or above(2025) | 6.56 | |||
| Increasing the numbers of non-Japanese national employees | Number of non-Japanese national employees | Persons | 4 | 20 or above(2025) | 11 | ||||
| Creating workplaces and opportunities for people with disabilities | Employment rate of people with disabilities | % | 1.3 | 2.3 or above | 2.85 | ||||
| ■ Support for balancing work with home life | Encouraging male employees to take childcare leave | Percentage of male employees taking childcare leave | % | 18.2 | 100 or above*2(2025) | 109.1 | |||
| Encourage employees to take maternity and parental leave | Percentage of employees taking childbirth nursing leave | % | 36.4 | 50 or above(2025) | 63.6 | ||||
| Encouraging female employees to take childcare leave | Percentage of female employees taking childcare leave | % | 100 | 100 | 100 | ||||
| 3. Improving employee engagement | Increasing the sufficiency of self-reporting surveys *Subjects: Union members |
Percentage answering "Sufficient" Subject evaluations : (very high + high) |
% | － | 50 or above(2025) | 27.9 | |||
| ■ Increasing work engagement | |||||||||
| Ｇ ◆ Governance ◆ | 4. Enhancing corporate governance systems | Promoting separation of execution and oversight functions through enhancements to business execution systems | Number of Executive Officer Committee meetings held | Times/year | 13 | 10 | 11 |
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| ■ Increasing the transparency of management decision-making | |||||||||
| Improving precision of the officer/executive officer selection/remuneration process | Updating Directors' skills matrix | Times/year | － | 1 | 1 | ||||
| ■ Increasing the efficacy of the Board of Directors | Improving the qualifications of directors and strengthening their management capabilities | Number of officer study meetings held | Times/year | 0 | 2 | 3 | |||
- *1Includes equipment-related abolition associated with liquidation of partner company
- *2Goal revised from 75% to 100% or above
- *3Applicable Entities: The company and its consolidated subsidiaries