The words, “Changing the world with our dream,” hold great power. With the slogan “changing the world with our dream,” the Seiren Group has been transforming ourselves by embodying and sharing “our dreams” and challenging ourselves to realize it.
The dream we envision is to become "a good company of the twenty-first century" that our shareholders, customers, and local community are satisfied, and our employees can be proud of their job.
To create the prosperous and livable earth and society, we have identified “materiality,” material issues that we should prioritize.
We contribute to achieving the dual goal of “building a sustainable society” and “securing sustainable growth” by incorporating materiality into our management strategy and focusing our management resources on it.
Process for Assessing Materiality
STEP1. Identify social and environmental issues
Identify social ang environmental issues with reference to GRI Standards, SDGs, ISO26000, the ten principles of the United Nations Global Compact, OECD Due Diligence Guidance, etc.
STEP2. Consider social and environmental issues to identify materiality
Examine the significance of the identified the social and environmental issues from the two standpoints of “impact on society” and “impact of own company”. And then identify material issues.
STEP3. Consider main measures and indicators
Consider the main measures and indicators for the identified material issues.
Set KPI as much as possible for indicators with established targets.
STEP4. Specify Materiality
The Sustainability Committee, chaired by the Executive President, deliberates and specifies material issues.
The Board of Directors gives approval.
Consider main measures and indicators related to materiality
| Category | Masteriality | Measure | Indicator | Result | Target |
| Conservation of environment | 1.Climate change and decarbonization |
Expanding the introduction of renewable energy. Engaging in energy-saving activities by thoroughly reducing loss. |
CO2 emissions | 2023: -38％ 2024: -38％ |
2030: -46%（vs. 2013） |
| 2050: Carbon-neutral |
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| 2.Circular economy and waste | Recycling and reusing discharged waste as valuable resources as much as possible. Selling products more suitable for recycling by reviewing product design. |
Waste emissions | 2023: -21％ 2024: -39％ |
2030: -50%（vs. 2018） |
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| 3.Chemical substance management |
Establishing green procurement guidelines and limiting the chemicals used. Reducing emissions of hazardous substances into the environment as much as possible, by replacing chemicals and installing treatment equipment. |
PRTR emissions | 2024: -75％ | 2030: -85%（vs. 2018） |
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| VOC emissions | 2024: -94％ | 2030: -95%（vs. 2018） |
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| Sincere approach to monozukuri | 4.Strengthening supply chains | Not only QCD, but also understanding the supplier’s status of sustainability activities and requesting improvements. | Creating sustainability guidelines for suppliers Strengthening supply chain collaborations |
2023: Creation of Seiren Procurement Guidelines 2024: Holding supplier study sessions based on the Procurement Guidelines |
Conducting sustainability surveys and requesting improvements |
| 5.Green products | Developing new products to improve health and solve various environmental issues with the achievement of SDGs goals. | Sales distribution ratio of green products |
2024: Identify the Seiren Group's key growth areas. Develop environmentally friendly technologies and expand products that offer environmentally friendly value, such as products that reduce CO2 emissions and recyclable products. |
2030: 50％ |
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| Creating of new technologies and value | 6.Innovation and creating new business model | Creating a new business model centered on the Viscotecs business which is the ultimate business model for achieving inventory-free. | Sales of Viscotecs | 2024: 6.7 billion yen (YoY comparison: ＋16％) |
2030: 15 billion yen （vs. 2020 200％） |
| 7.Creating life value | Expanding space business and carbon fiber prepreg business. | Sales | 2024: 200 million yen (YoY comparison: -53％） |
2028: 4.2 billion yen |
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| 8.Degital transformation and enhancement of productivity | Transforming all business activities while leveraging data and digital technology. | Unmanned inspection process |
2024: Completed the early introduction of automatic inspection equipment in Japan |
2025: Completed introduction in Japan |
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| Building a business base | 9.Corporate governance |
Based on current social conditions, establishing a governance structure that is highly transparent, efficient, and trusted by stakeholders. | Evaluation of the effectiveness of the Board of Directors | Ongoing implementation | Continued |
| Ratio of female board members | 2023: 9% of directors 2024: 11% of directors 3 women appointed as full-time officers |
2030: 30％ |
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| 10.Crisis Management | Assessing business continuity risks related to natural disasters, infectious diseases, etc., and enhancing business resilience through reflection in BCPs, etc. | Formulating BCPs for non-consolidated main business | 2023: Complete establishment of initial response standards in the event of a disaster. 2024: Conduct trainOngoing implementing to confirm employee safety in the event of a disaster. Review safety confirmation methods. |
2024: Formulation completed |
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| Expansion to overseas subsidiaries | 2025: Overseas expansion completed |
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| Developing human resources and job satisfaction | 11.Due diligence on human rights | Based on the Declaration of Responsible Corporate Conduct in the Textile Industry, understanding our strengths and weaknesses and resolving issues. | Declaration of Responsible Corporate Conduct in the Textile Industry |
2024: Compliance status check |
Thorough compliance |
| 12.Diversity | Expanding recruitment of women. Enhancing management and career development training for women. |
Ratio of female managers | 2022: 8 people 2023: 6 people 2024: 6 people (3 full-time executives) |
2030: 200%(Vs.2022) |
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| 13.Developing human resources, human capital and well-being | Implementing work efficiency and income improvement through work style reform. Implementing measures based on the results of the employee satisfaction survey. |
Positive response rate in employee satisfaction | 2023: 66％ 2024: 73％ |
2025: 70% |
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| 14.Health management | Conducting In-house training to enhance health education and no overtime initiatives. Enhancing internal communication. |
Overtime | 2023: 1.7hour 2024: 2.7hour |
2030: No overtime |
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| Excellent Corporation of Health Management | 2024: Not acquired | Continued certification |
Identify Materiality
