Our Activities in FY2022
ESG Action Plan 2021-2023 Activity Results
| ESG | Key Issue | Executive in charge*1 | Goal | KPI | 2022 | |
|---|---|---|---|---|---|---|
| Target Value | Results | |||||
| E (Environment)      |
Climate Change (Scope 1 + 2) |
CSO | Reduce GHG emissions from business activities by 60% by 2030 (vs. FY2018) | GHG emissions reduction amount/rate | 38％ | 46％ |
| Raise renewable energy usage to 70% by 2030, Group-wide | Coverage rate by renewable energy | 53％ | 63％ | |||
| CPO | Reduce production times 30% through production process reviews (vs. FY2020) | Production time reduction rate for target models (vs. FY2020) | 25％ | 37％ | ||
| Value Chain (Scope 3) |
CPO | Promote the use of renewable energy by suppliers and contractors | Number of suppliers who use renewable energy | 20 | 22 | |
| CTO | Reduce CO2-equivalent emissions (basic unit) per test by 50% by 2030 | Reduction rate in basic units (vs. FY2018) | Set basic unit calculation definition | Defined basic unit calculation definition | ||
| Green Products | CTO | Develop products that are free from polluting substances | Total elimination of PFAS in coolant | New methodology in development plan | Determined new methodology in development plan | |
| Resource Recycling | CHO | Improve in-house recycling rate by promoting the 3Rs | Waste recycling rate (Japan/overseas) | JPN:90％ Other regions:73％or more |
JPN:88％ Other regions:74％ |
|
| Maintain Group-wide water usage at FY2016 levels | Water resource usage | 288,000m3/year | 242,129m3/year | |||
| Biodiversity | CSO | Promote nature conservation activities (protection of endangered species in biotope, tree planting, beach clean-up, etc.) |
Planning and implementation rate of nature conservation activities | 14 activities planned, 80% implemented | 14 activities planned, 100% implemented | |
| S (Social)   |
ESG management at Supply Chain | CPO | Share and solve/mitigate ESG issues (risk management, human rights/occupational safety, environment, fair trade, compliance, etc.) | Due diligence implementation rate for major suppliers | 95％ | 100％ |
| Diversity, protection, and respect for human rights | CHO | Fair treatment in gender | Female manager ratio | 10.0％ | 9.0％ | |
| Edification and practice of human rights | Participation rate of educational training | 100％ | 84％ | |||
| Work-life balance | Return-to-work rate after maternity leave (JPN) | 100％ | 94％ | |||
| Exercise rate of childcare leave by males (JPN) | 20％ | 21％ | ||||
| CPO | Conflict minerals elimination | Percentage of suppliers confirmed to be free of conflict minerals*2 | 100％ | 65% | ||
| Customer satisfaction, employee engagement | CCRO | Raise customer satisfaction under New Normal circumstances | Ranking of TechInsights customer satisfaction survey | 1st | 1st | |
| CHO | Edification and improvement of attractive corporate culture | Score of Gallup survey | No target value since the survey has not been conducted | No results since the survey has not been conducted | ||
| Investing in human resources | CHO | Maintaining and enhancing occupational safety and health | Occupational accident rate (frequency rate) | 0 | 0.47 | |
| Promotion of health management | To be selected in White 500 (JPN) | Selection | Selected | |||
| Employee capacity building | Education and training expenses (100MY) | 5.0 | 4.8 | |||
| G (Governance)   |
Board effectiveness | Group CEO | Provide outside directors with updates on business and management issues | 3 times/year | 3 times/year | Implemented 3 times/year |
| Intensify discussion through Off-site meetings by board members | 2 times/year | 2 times/year | Implemented 2 times/year | |||
| Succession planning | Policy/process making, planning, updates | Discussion by the Nomination and Compensation Committee and report to the Board of Directors | Continued discussion by the Nomination and Compensation Committee and reports submitted to the Board of Directors | |||
| Diversity of board members | Outside directors must include female representation (>40%) | Outside directors must include at least 1 female representation (>40%) | Outside directors compose 56%, out of which 2 are female | |||
| Add ESG performance assessment to compensation | Start from FY2021 | Introduction of executive compensation system linked to ESG indicators | Introduced | |||
| Corporate culture and Code of Conduct, compliance, risk management | CHO | Work Shop/training for all employees (The Advantest Way, Law, Regulations, Information securities, etc.) | Participation rate for e-learning (100%) | 100％ | 92％ | |
| CCO | Strengthening Internal Control | Regularly discuss internal control issues | Regular discussion | Implemented 2 times/year | ||
| Promotion & support of ESG management (Sustainable Management Working Group) |
CSO | Support & Report group-wide Policy, Strategy, Plan and implementation | Report to Executive Management Committee and BoD (once a year) | 2 times/year | Implemented 2 times/year | |
| Timely and appropriate disclosure (Integrated Annual Report, Sustainability Databook) | Issuance every year | Publication of Integrated Annual Report, Sustainability Data Book, etc. | Published | |||