Sustainability Message

Recognition of role and priority measures as Group Sustainability Officer

When I took on my current role, our company changed the name of the role from "Sustainability Promotion" to "Group Sustainability." This reflects the intention to move away from a system in which each group company has been tackling issues individually, to clarify the direction the entire group is heading in and to proceed with activities with the same goals and using the same language, and I see my role as spreading and instilling this intention throughout the group.

Sustainability is expressed in Japanese as "sustainability."
How can our Group contribute to the sustainability of society as a whole? And what should we do to ensure that our business is sustainable? We believe it is necessary to have both an internal and external perspective. These two are by no means separate, and by ensuring the continuity of our own business, we can also contribute to society. However, simply focusing on our own business will not meet the expectations of a society where awareness of sustainability is growing. That is why we believe it is important to instill in the entire Group a culture of collecting and disseminating information on global trends and new movements for the future, considering whether our own activities are appropriate, and reviewing them as necessary.

Medium- and long-term environmental goals “Eco Action Plan 2030”

Toyo Seikan Group significantly revised upward its mid- to long-term environmental targets, "Eco Action Plan 2030," which was formulated in 2019, in 2021, making the numerical targets even more stringent. After clarifying its efforts to become carbon neutral by 2050, the Group set targets of reducing GHG emissions from its business activities by 50% (Scope 1 and 2) by 2030 compared to fiscal 2019, and GHG emissions from its supply chain by 30% (Scope 3).
Some people see upward revision of targets as a risk factor from the perspective of business activities, as it will be a tough undertaking. However, we did not see this as a risk, but as an aggressive goal. By setting high targets and continuing to work towards achieving them, we are sure to find partners who will empathize with our approach and work with us. "Forming a scrum with empathetic colleagues" is one of the main tasks of our environmental contribution activities.
People who work at Toyo Seikan Group also live their lives as consumers. For example, when employees' children learn about environmental issues in class, they might say, "Your mom and dad's company makes cans and PET bottles, doesn't it?" Such incidents in their daily lives are a major motivation for each employee to tackle environmental issues and technological improvements, and I believe that this kind of awareness will change the world.

Toyo Seikan Group 's approach to human capital management

The concept of human capital management is by no means new or special for our Group. We have always had a corporate culture and climate that values people, and we have worked as a group to foster and promote the development of our talent. Since transitioning to a holdings structure in April 2013, we have standardized the HR systems of each company, developed our IT infrastructure, and implemented strategic HR management for the entire group. In 2018, we established the Group's HR policy, promoting health management, achieving autonomous growth, co-creation of diverse talent, workstyle reform, and instilling our philosophy and vision. This has created an environment in which each employee can work with enthusiasm and a sense of fulfillment. Starting in 2021, we began jointly hiring university and graduate school graduates between the holdings and major group companies as group-registered employees, creating a foundation for talent to thrive across the group. The Group's original direction and the human capital management approach demanded by society are closely aligned, and we will continue to promote human capital management as an important initiative.