Our Activities

ESG Action Plan 2021-2023 Activity Results

*1

Group CEO: Group Chief Executive Officer
CCRO: Chief Customer Relations Officer
CHO: Chief Human Capital Officer
CPO: Chief Production Officer
CSO: Chief Strategy Officer
CTO: Chief Technology Officer

*2

Set target values based on investigation of future major suppliers

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