common_css

sustainability_issues_title

Sustainability Priority IssuesROHM Group's Sustainability

sustainability_issues_main

Identifying Sustainability Priority Issues

Background of Re-identification of Sustainability Priority Issues

ROHM Group aims to solve environmental and social issues in the future and to be a company that continues to be chosen by stakeholders. In April 2021, we established the "ROHM Group Environmental Vision 2050" and declared our commitment to carbon neutrality and zero emissions.
In addition, we have re-identified the key sustainability issues necessary for the sustainable growth of society and ROHM, and have set specific achievement indicators to be achieved from a medium-term perspective as non-financial targets in the "Moving Forward to 2025" medium-term management plan.
By working toward the achievement of the sustainability issues necessary to realize the ideal vision and the medium-term management plan, we will work toward sustainable growth for ROHM and society.

Process of Identifying Sustainability Priority Issues

Sustainability priority issues and medium-term goals were set after analyzing and verifying the results of external evaluations, international guidelines such as ISO 26000, and expectations for ROHM from dialogues with internal and external stakeholders.

STEP1 : Identify Sustainability Priority Issues Candidates
Based on the Group's corporate philosophy, behavioural guidelines and business model, the Group identifies candidate key issues based on international CSR guidelines such as ISO 26000, GRI Standards, Sustainable Development Goals (SDGs) and ESG assessment results from DJSI, MSCI, FTSE and Sustainalytics.
STEP2 : Evaluating from Stakeholder Perspective

We have selected five groups of stakeholders who are deeply involved in ROHM Group's corporate activities: customers, suppliers, institutional investors, local communities, and employees. We confirmed the importance of each candidate from the perspective of stakeholders through a questionnaire survey, and analyzed the results.

In the questionnaire survey, about 180 people inside and outside the company gave their opinions on the evaluation of priority issues of ROHM Group.

STEP3 : Identifying and Prioritizing Priorities

Identify and prioritize important issues to be addressed by the ROHM Group not only from the perspective of impact on the sustainability of society, but also from the perspective of enhancing the Group's corporate value.

Identifying and Prioritizing Priorities
  • 1. Strengthening Sustainable Technologies, Developing and Supplying Innovative Products
  • 2. Mitigation of Climate Change
  • 3. Effective Use of Resources
  • 4. Strengthening Employee Engagement
  • 5. Diversity Development
  • 6. Ensuring the Health and Safety of Employees
  • 7. Enhancing Corporate Governance
  • 8. Risk Management
  • 9. Sustainable Supply Chain Management
  • 10. Strengthening Product Safety and Quality
STEP4 : Approval

Approved by the CSR Committee (at that time)*, consisting of all directors and other responsible persons with equivalent authority.

April 2022 onward: EHSS General Committee

Sustainability Priority Issues

Sustainability priority include “creating shared value (CSV), that is resolving social issues through business activities“, in which, by playing a part in solving social issues, our business activities themselves will also lead to ROHM’s own growth. They also include “business activities that could bring positive social impact to the society," in which we will meet the expectations of our stakeholders by mitigating the impact that our business activities have on those around us.

Sustainability Priority Issues

Sustainability Priority Issues Applicable SDGs Risk Opportunity Medium-term Goal Theme
Strengthening Sustainable Technologies, Developing and Supplying Innovative Products
  • 3 GOOD HEALTH AND WELL-BEING
  • 7 AFFORDABLE AND CLEAN ENERGY
  • 12 RESPONSIBLE CONSUMPTION AND PRODUCTION
  • ・Decline in sales due to stagnation in development of products that contribute to energy saving and miniaturization
  • ・Intensifying competition in the development of energy-saving and compact devices
  • ・Decrease in market share due to rise of competition including from emerging countries
  • ・Intensifying competition in development of energy-saving and compact devices
  • ・Decline in quality due to failure to meet customer quality requirements
  • ・Rising demand for electronic components due to the expansion of new vehicle sales in the xEV (electric vehicle) market
  • ・Expanding sales to the industrial equipment market, such as solar panels, due to the introduction of renewable energy.
  • ・Increase in the number of electronic components installed due to the growing need for energy saving and the increasing sophistication of electronic devices.
Contribute to solving energy problems through technological development and supply that can lead to substantial power saving Contribution by developing energy-saving products and supplying them to the market
Minimize the burden on the global environment by contributing to the reduction of materials and waste through miniaturization of devices Contribution by developing and supplying miniaturized products
Promote technological development to produce cars that do not cause traffic accidents Contribution by developing and supplying products pursuing functional safety
Mitigation of Climate Change
  • 7 AFFORDABLE AND CLEAN ENERGY
  • 13 CLIMATE ACTION
  • 15 LIFE ON LAND
  • ・The introduction of a mandatory GHG emissions reduction program and a carbon tax based on GHG emissions*.
  • ・Adverse effects on the environment due to insufficient management of chemical substances
  • ・Increased demand for electronic components due to the expansion of new vehicle sales in the xEV (electric vehicle) market.
  • ・Expanding sales to the industrial equipment market, such as solar panels, due to the introduction of renewable energy*.
Develop and disseminate products and services that contribute to the realization of a low-carbon, recycling-oriented, and natural coexistence society Reduction in GHG emission
Reduction of energy consumption
Promotion of Introduction of renewable energy
Effective Use of Resources
  • 3 GOOD HEALTH AND WELL-BEING
  • 6 CLEAN WATER AND SANITATION
  • 12 RESPONSIBLE CONSUMPTION AND PRODUCTION
  • ・Soaring material prices and restrictions on production activities due to resource shortages (rare metals, water, etc.)
  • ・Cost reduction through waste reduction, recycling, and review of energy supply sources
  • ・Creation of brand value as a company with advanced environmental measures
Build a business foundation that leads to recycling-oriented management Water resource consumption reduction
Reduction of waste
Strengthening Employee Engagement
  • 8 DECENT WORK AND ECONOMIC GROWTH
  • ・Increased competition to secure human resources, sluggish retention rate
  • ・Decline in human resource capacity due to delay in reforming the old personnel system and corporate culture
  • ・Improve organizational strength by increasing employee engagement
  • ・Attracting and retaining talented human resources
  • ・Improve productivity by enhancing employee competence and autonomy
Realize a workplace environment in which employees at ROHM can take on challenges for social and corporate growth without fear of failure Foster a corporate culture that creates challenges
Enhancement of job satisfaction
Improve employee engagement scores
Diversity Development
  • 5 GENDER EQUALITY
  • 8 DECENT WORK AND ECONOMIC GROWTH
  • 10 REDUCED INEQUALITIES
  • ・Increased competition to secure human resources, sluggish retention rate
  • ・Decline in human resource capacity due to delay in reforming the old personnel system and corporate culture
  • ・Attracting and retaining excellent human resources
  • ・Strengthen competitiveness by promoting diversity management
Increase the number of human resources who can independently think about things from a broad perspective and create new value Promote women's active participation
Global capacity development and personnel allocation
Ensuring the Health and Safety of Employees
  • 3 GOOD HEALTH AND WELL-BEING
  • 8 DECENT WORK AND ECONOMIC GROWTH
  • ・Negative impact on employees due to occupational accidents and occupational illnesses
  • ・Decreased employee engagement due to lack of improvement in the working environment
  • ・Improve productivity by improving the working environment
  • ・Securing and motivating human resources
Realize a work environment in which employees can work safely and in good physical and mental health Securing a safe workplace
Promotion of health management
Enhancing Corporate Governance
  • 16 PEACE, JUSTICE AND STRONG INSTITUTIONS
  • 17 PARTNERSHIPS FOR THE GOALS
  • ・Scandals due to violations of laws and regulations, corporate ethics, etc.
  • ・Stricter management evaluation by shareholders due to increase in ESG investment, etc.
  • ・Ensure management stability through a strong financial base and respond appropriately to changes in the business environment
  • ・Improve transparency of decision-making by establishing a strong governance structure
Build a solid management foundation to increase corporate value Secure diversity of the Board of Directors
Review of compensation system to improve medium-to long-term corporate value
Secure the effectiveness of management
Risk Management
  • 11 SUSTAINABLE CITIES AND COMMUNITIES
  • 16 PEACE, JUSTICE AND STRONG INSTITUTIONS
  • ・Increase in large-scale disasters (e.g., earthquakes, floods, typhoons, fires)
  • ・Delayed response to information leaks and cyber attacks due to security breaches
  • ・Legal lawsuits such as infringement of patents and other intellectual property rights held by other companies
  • ・Achieve business continuity and growth by establishing a risk management system that responds to changing risks.
Establish a system that functions effectively against anticipated future crises in order to ensure the safety of employees and their families and to continue business Strengthening BCM management system
Sustainable Supply Chain Management
  • 9 INDUSTRY, INNOVATION AND INFRASTRUCTURE
  • 12 RESPONSIBLE CONSUMPTION AND PRODUCTION
  • 17 PARTNERSHIPS FOR THE GOALS
  • ・Stable supply to customers due to outages or reduced capacity utilization of production bases
  • ・Suspension of transactions with overseas companies or suspension of supply of materials such as rare metals due to changes in international conditions
  • ・Noncompliance due to human rights violations in the supply chain or procurement of banned substances
・Resilience through sustainable raw material procurement Work with partner companies to build a supply chain that can respond to unprecedented situations and provide society with high-quality products Communications
Strengthening BCM System
Promotion of green procurement
Promotion of CSR procurement activities
Strengthening Product Safety and Quality
  • 12 RESPONSIBLE CONSUMPTION AND PRODUCTION
  • ・Quality problems and customer defection due to inadequate quality control system
  • ・Loss of credibility due to violations of laws and regulations
  • ・Improve customer satisfaction through thorough safety and quality control
  • ・Expand sales opportunities by offering new products that meet customer needs
Ensure product quality that meets customer needs and create products and services that customers choose Establishment and establishment of a quality assurance system through front loading
Achieving Appropriate Quality by Incorporating the Customer's Perspective

Tartes for Each Sustainability Priority Issues

Sustainability priority issues were formulated in 2021.

Strengthening Sustainable Technologies, Developing and Supplying Innovative Products
[Background and Challenges for Activities]
Decarbonization is an issue that must be achieved worldwide. To achieve these goals, technological innovations are progressing around the world to significantly reduce environmental impact, including the use of electric vehicles and renewable energy.
On the other hand, as technologies such as automatic operation have become widely spread throughout society, ensuring safety has also become a major issue. ROHM's strengths are power and analog technologies. By utilizing these technologies to develop and provide new value-added technologies and products, we will contribute to the realization of global environmental problems and a safe society.
Theme Targets
(Target Year: FY2025)
Targets for FY2022 FY2022 Actual Targets for FY2023
Contribution by developing energy-saving products and supplying them to the market Achieve sales amount of 600 billion yen or more* with sales as the total amount of social contribution
*Updated from the original target of 470 billion yen or more to 600 billion yen or more
Sales amount: 510 billion yen 507.8 billion yen 540 billion yen
Contribution by developing and supplying miniaturized products
Contribution by developing and supplying products pursuing functional safety

[Related Activities]

Mitigation of Climate Change
[Background and Challenges for Activities]
The awareness of climate change has been increasing on a global scale, including the establishment of the Paris Agreement.
"The ROHM Group Environmental Vision 2050" has also been formulated with a strong recognition that this is a threat to our business activities and ourselves. In order to pass on the global environment to the next generation in a better state, ROHM Group will not only solve problems through its products, but also promote energy conservation throughout its business activities and introduce renewable energy, thereby contributing to the realization of a decarbonized society.
Theme Targets
(Target Year: FY2030)
Targets for FY2022 FY2022 Actual Targets for FY2023
Reduction in GHG emission Reduce GHG by 50.5% in 2030 compared to 2018 2.5% or more(previous year's ratio) 18.0%
(compared to previous year)
15.0% or more (previous year's ratio)
Reduction of energy consumption Reduce per-unit emissions by 45% by 2030 compared to 2018 28.5% or more
(compared to FY2018)
38.6%
(compared to FY2018)
47.2%
(compared to FY2018)
Promotion of Introduction of renewable energy Promote the conversion to renewable energy with the aim of achieving a 100% introduction ratio by 2050 19.0% or more 24.0% 43.0% or more

[Related Activities]

Effective Use of Resources
[Background and Challenges for Activities]
In order to create a sustainable society for the future without exhausting the limited resources on the earth, it is necessary to realize a "recycling-oriented society" that can produce the greatest effect with the smallest resources and energy. ROHM Group is pursuing recycling-oriented management that minimizes the impact on the global environment by establishing new systems and production technologies to reduce the impact on the global environment.
Theme Targets
(Target Year: FY2030)
Targets for FY2022 FY2022 Actual Targets for FY2023
Water resource consumption reduction Water recovery and reuse rate by 5.5% compared to FY2019 Increase by 0.5% or more 1.2% increase Increase by 2.2% or more
Reduction of waste Achieving Zero Waste Emissions at Consolidated Domestic and Overseas Companies [Consolidated in Japan]
Zero emission
Achieved Zero emission
[Overseas consolidated]
94.5% or more
95.9% 95.0% ore more
[Domestic and Overseas]
Over 97.0%
98.5% 98.0% or more

[Related Activities]

Strengthening Employee Engagement
[Background and Challenges for Activities]
To become a company that solves the social issues outlined in its management vision, must be a company where every employee of ROHM Group working lively. To this end, it is important to create a working environment in which every employee at diverse lifestyle and life stages can work comfortably and achieve results. Through stronger engagement with employees, ROHM Group is committed to fostering a corporate culture that continues to boldly take on challenges without fear of failure in every workplace, and to creating a work environment that encourages employees to take on challenges.
Theme Targets
(Target Year: FY2025)
Targets for FY2022 FY2022 Actual Targets for FY2023
Foster a corporate culture that creates challenges Establish a system to train world-class next-generation leaders and professionals Expand assessment after implementation of management survey to promote autonomous self-management and self-improvement Implement 360° feedback (feedback from supervisors, colleagues, and subordinates) to promote self-improvement at the management level Expanding the scope of the job-based personnel system to provide more strategic and competitive treatment
Enhancement of job satisfaction ①Provide selective services that are adapted to employee orientation and lifestyles under the new normal conditions Study introduction of selective benefit services adapted to employees' preferences and lifestyles Benefit stations introduced at head office Introduction of GLTD (Group Long Term Disability Insurance)
②Clarify job descriptions concerning job openings in each department to maximize performance by eliminating post-assignment mismatches Further expand the amount of information on job postings on the official recruiting website Expansion of information volume. In addition, introduce a job posting system to increase the mobility of human resources within the company Expand the scope of the job posting system, introduce referral recruitment, and increase the number of foreign nationals.
③Establish a system within the personnel mission-critical system to make data on employees' abilities, expectations, experience, qualifications, etc., and utilize it for appropriate hiring and assignment Collect data through the operation of the HR core system at the head office and deploy the system to some domestic affiliated companies Visualize data accumulated in the HR core system through the use of BI tools, and deploy the HR core system to some domestic group companies Collect data across the Group and deploy the HR core system to Group companies, including those overseas
Improve employee engagement scores Initiate engagement survey in entire group, improve annual scroes and achieve employee engagement score at or above industry average Implement engagement surveys at Group companies worldwide (scheduled for September 2022) Achieve results above the industry average with completion of implementation (Group-wide: 91%) Improve the engagement score at the Head Office

[Related Activities]

Diversity Development
[Background and Challenges for Activities]
With production and sales bases around the world, ROHM Group consist of employees from a variety of nationalities and backgrounds.
By demonstrating the individuality and capabilities of these diverse human resources and teamwork as "ONE ROHM", innovation can be created, and products that lead to the resolution of social issues can be provided. To this end, regardless of gender or nationality, it is essential for employees to develop human resources with a global mindset that allows them to think proactively, accept different cultures and ideas from a broad perspective, and create new value. Based on this philosophy, ROHM Group has identified “Promoting Diversity” as an important management issue. We will take measures that everyone can make the most of their abilities.
Theme Targets
(Target Year: FY2025)
Targets for FY2022 FY2022 Actual Targets for FY2023
Promote women's active participation Increase global female manager ratio to 15% by 2025 and to 20% by 2030 10.9% 12.6% 12.9%
Global capacity development and personnel allocation ①Establish a human capital development system for ROHM Group
  • ・Continue training for next-generation leaders and provide opportunities to practice in a phased manner.
  • ・Visualize the training history and skills of supervisors and employees within the HR system
  • ・Establish a human resource development system centered on on-the-job training at Group companies in Japan
A total of 48 employees participated in next-generation leader training for department heads and section managers, completing the entire program Expand selective training programs and expand them to some domestic Group companies as opportunities for employees to actively, selectively, and self-deterministically develop their careers
②Integrate the mixed human resources system and deploy it as a global system within the Group to promote the enhancement of career planning, appropriate human resource allocation, and the management and promotion of diverse human resources
  • ・Deploy HR core system to domestic group companies
  • ・Utilize the personnel database collected from the HR core system and reflect it in selective and elective training programs
  • ・Deployment of the HR core system to domestic group companies started
  • ・Accumulate attendance histories of selective and elective training programs in the HR database and use for analysis
In addition to the deployment of the HR Core System to overseas Group companies, begin to build a foundation for human capital information disclosure by establishing common management items.
③Accumulate strategic data on evaluation, compensation, promotion and placement Create measures and an environment that eliminates the practice of seniority-based promotions, etc., utilizing grading, and partially introduce job-based employment Partial introduction of job-based employment, annual salary, and individual contract-type personnel systems Update selection, dismissal, compensation, and contract management of group company directors from a governance perspective

[Related Activities]

Ensuring the Health and Safety of Employees
[Background and Challenges for Activities]
Accidents at work sites can threaten the lives of employees and affect business continuity. For this reason, ROHM Group believes that it is important to create a workplace in which all employees and stakeholders involved in business can work safely and protect the lives and human rights of employees. Furthermore, for every employee to be motivated and to maximize their abilities, it is necessary for employees to be healthy both physically and mentally.
Based on these concepts, ROHM Group recognizes that realizing safe, secure, and healthy workplaces is an important management issue, and will actively work to create a comfortable and secure workplace environment and to maintain and promote mental and physical health.
Theme Targets
(Target Year: FY2025)
Targets for FY2022 FY2022 Actual Targets for FY2023
Securing a safe workplace Achieve and maintain "0" in the number of lost time accidents in ROHM Group "0" lost time injuries 2
(1 or more days lost from work)
"0" lost time injuries
Promotion of health management ① Establish a ROHM Group-wide health management promotion system COVID-19: "0" clustering on premises Achieved Promote health management at group companies in Japan
② Improved health through Health Up Challenge 7 (65% or more of employees complete at least four items) Percentage of non-exercisers: 15% or less
(target: ROHM alone)
Percentage of people who are regular exercisers: 51% achieved (non-consolidated) Employees who achieved at least two of the three key items (sleep, stress, exercise) of the Health Up Challenge 7* improved by 10 points or more compared to the previous year.
③ Address presenteeism by improving mental and physical health Set numerical targets for the establishment of exercise habits at each Group company in Japan. Targets have been set. Promote health maintenance and initiatives to address presenteeism*.

Ranking to improve presenteeism and achieve well-being by having each employee work to clear at least one of the seven items related to health: sleep, stress, exercise, diet, alcohol consumption, smoking cessation, and communication.

[Related Activities]

Enhancing Corporate Governance
[Background and Challenges for Activities]
For corporate activities to comply with the rules of society and meet the expectations of diverse stakeholders, it is necessary to enhance corporate governance with the aim of strengthening competitiveness while ensuring management transparency. To this end, it is essential to clarify the roles and responsibilities of the Board of Directors and other bodies, to make swift decisions, and to promote the separation of management execution and supervision by utilizing outside directors from an independent and objective standpoint, thereby strengthening the monitoring and supervisory functions of the Board of Directors.
ROHM Group aims to strengthen corporate governance, achieve sustainable growth, and increase corporate and shareholder value.
Theme Targets
(Target Year: FY2025)
Targets for FY2022 FY2022 Actual Targets for FY2023
Secure diversity of the Board of Directors Increase the female or foreign national officer ratio at Head Office to 10% Increase the ratio of female and non-Japanese directors on the Board of Directors (current ratio of female directors: 9%, the ratio of foreign directors: 0%, total 9%) Improve by 14% (23% (ratio of female directors: 15%, ratio of non-Japanese directors: 8%)) Improve and maintain the ratio of female and non-Japanese directors on the Board of Directors
Review of compensation system to improve medium-to long-term corporate value ①Increase the number of independent outside directors to a majority of the board of directors Increase the percentage of independent outside directors on the Board of Directors(45% at the time) 9% improvement (54% actual) Increase or maintain the percentage of independent outside directors on the Board of Directors
②Introduce a compensation system linked to the Medium-term management plan (financial and non-financial targets) Introduce a compensation system linked to the medium-term management plan (financial and non-financial targets) Completed introduction of Performance-linked restricted stock unit (PSRSU) Conduct a comprehensive review of the balance and level of the compensation structure, including the directors' shareholding ratio and the holding period of the Company's shares
Secure the effectiveness of management Evaluate the effectiveness of the Board of Directors once every three years Introduce support by an external organization for the evaluation of the effectiveness of the Board of Directors. Introduced support by an external organization for evaluation and analysis of the results of the effectiveness evaluation conducted in March 2023 Continue to provide support by an external organization for the effectiveness evaluation.

[Related Activities]

Risk Management
[Background and Challenges for Activities]
Amid the diversification of risks surrounding companies in conjunction with economic globalization and changes in society, appropriately managing various internal and external uncertainties related to business is indispensable for the execution of management strategies and business objectives. Even if we suffer damage from a large-scale natural disaster, accident, infectious disease, or other epidemic, etc., it is an important responsibility as a company to ensure that critical operations are not interrupted, and that recovery and resumption of operations are carried out in the shortest possible time in the unlikely event of interruption. ROHM Group considers "risk management" to be an important management issue for the business foundation, and considers events that may interfere with operations and business performance as "risks" and minimizes the occurrence of such events, and takes measures to ensure business continuity and recovery smoothly even when events occur.
Theme Targets
(Target Year: FY2025)
Targets for FY2022 FY2022 Actual Targets for FY2023
Strengthening BCM management system Strengthen BCP system through continuous identification of risks
  • ・Continuation of activities implemented in FY2021
  • ・Build a more robust risk management system in coordination with each management system of the EHSS General Committee
  • ・Implemented initiatives to raise awareness of fire and disaster prevention among all employees
  • ・The Risk Management and BCM Committee, which meets quarterly, identifies and evaluates the Group's risks, confirms the status of countermeasures, and reports major risks to management.
    Create indicators to predict the occurrence of risks and monitor the progress of countermeasures.
  • ・Conducted earthquake response BCM drills centered on the BCM task force with management participation, utilizing remote work tools, to verify the effectiveness of disaster response.
  • ・Conducting remote risk surveys focused on fire and water-related disasters at major production sites in Japan and overseas to verify the status of fire and water-related disaster risk response.
  • ・Conducted internal audits of fire and disaster prevention at domestic and overseas group companies.
  • ・Established Fire Prevention Guidelines for clean rooms and disseminated them throughout the group.
  • ・Reviewed internal standards in line with government guidelines as a measure against the COVID-19 and took flexible measures.
  • ・E-learning program for ROHM employees to raise awareness of disaster prevention.
  • ・Continuation of activities implemented in FY2022
  • ・Build a more robust risk management system in coordination with each management system of the EHSS General Committee.
  • ・Implement initiatives to raise awareness of fire and disaster prevention among all employees.
  • ・Establishment of a fire risk assessment system to prevent fires.

[Related Activities]

Sustainable Supply Chain Management
[Background and Challenges for Activities]
In order to stably bring high-quality products to the world that meet the needs of society, it is essential to establish a robust procurement system and build strong partnerships with our business partners, which are important partners. In addition, to provide society with high-quality products in preparation for natural disasters and infectious diseases, which have recently become a threat to business continuity risks, it is essential to establish a management system with all suppliers surrounding the ROHM Group in terms of quality, safety, the environment, human rights, and BCM together with business partners, and to improve management quality throughout the supply chain.
With our business partners, we will work together to establish a procurement system that meets the expectations of society and build a sound supply chain to provide society with high-quality products based on the concept of mutual trust and prosperity.
Theme Targets
(Target Year: FY2025)
Targets for FY2022 FY2022 Actual Targets for FY2023
Strengthening BCM System ①Purchasing ratio of 90% or more from suppliers who have completed comprehensive evaluation of supplier activities 92.0%
(Non-consolidated)
95.4%
(Non-consolidated)
80.0%
(Consolidated)
②100% CSR self-assessment ratio of critical suppliers 30.0%
(Non-consolidated)
31.0%
(Non-consolidated)
60.0%
(Consolidated)
③100% prior agreement rate for emergency response of critical suppliers 10.0%
(Non-consolidated)
45.9%
(Non-consolidated)
60.0%
(Consolidated)
Promotion of green procurement Environmental management system self-evaluation pass rate 100% 95.0%
(Consolidated)
92.6%
(Consolidated)
96.0%
(Consolidated)
Promotion of CSR procurement activities CSR self-assessment result 90% or more of purchases from suppliers of B or above 65.0%
(Consolidated)
78.3%
(Consolidated)
80.0%
(Consolidated)

Targets ① and ② were established on a non-consolidated basis until FY2022, and the scope of targets was revised to include group-level targets starting in FY2023.

[Related Activities]

Strengthening Product Safety and Quality
[Background and Challenges for Activities]
The basic philosophy of "We always place quality first" is the foundation of ROHM's manufacturing (MONOZUKURI).
We state that "quality" represents customer satisfaction. Therefore, ROHM Group pay careful attention to develop new products, production systems, the purchase of raw materials, and to all manufacturing processes. Moreover, we strive daily to ensure all staff from sales to administrative department, adhere to the corporate objective of "quality first". Based on this basic philosophy, ROHM Group will strive to improve not only product safety, but also customer satisfaction.
Theme Targets
(Target Year: FY2025)
Targets for FY2022 FY2022 Actual Targets for FY2023
Establishment and consolidation of quality assurance system through "Front loading" Quality Satisfaction Score + 10% Improvement (compared to FY2020) Overall score: 2% improvement ・Overall score from customers: : 3.1% improvement
・Rate of "satisfied" and "somewhat satisfied" responses: 4.8% improvement
(Reason: Due to the improvement in the score for "automotive support." The automotive market is a focus market, and the results of activities to strengthen support for this market are significant)
・The response rate for "unsatisfactory" and "somewhat unsatisfactory" improved by 1.0%.
*All three items above are calculated from FY2020 figures
Overall score: 5% improvement
Realizing Proper Quality from the Customer's Perspective

[Related Activities]

Communication with Stakeholders

The main stakeholders of ROHM Group are customers whom our products and services are provided to;
and all those individuals from the society such as shareholders, investors, employees, and suppliers who have direct stake in the functioning and performance of a company.

Stakeholder Group Main Responsibilities Main Communication Methods & Opportunities

Customers

Ensure product qaulity Contact our support team through the official website
Disclose relevant information of products Exhibition
Improve customer satisfaction Product information session
Meet potential requirements of customers Customer satisfaction survey
Exchange of information during customer visit

Business partners

Conduct transparent and fair trade Briefing for CSR Procurement
The concern for human rights, labor, safety, and environmental issues in global supply chain system CSR Procurement Audit
CSR Procurement Self-Assessment (CSR Questionnaire))
Compliance Hotline for suppliers

Employees

Ensure labor, safety and hygiene issues in the workplace Internal Online Portal Site
Respect for human rights and eliminate discrimination Internal magazine
Human resources and talent development Employee survey
Respect for diversity Internal whistleblowing system (Compiance Hotline)
Agreement with labor union

Shareholders and investors

Appropriate and fair profit returns Shareholders' meetings
Respect shareholders' voting rights Briefing of financial results from President and Board of Directors
Disclose relevant and fair financial information Visit overseas investors
Promote global IR activities Conferences and technology seminars held by stock and securities company for Institutional investors
Company briefing for individual investors
Annual Financial Report
Official IR Website

Society and local communities

Leverage individual's skills and experiences that contribute to the society Social contribution activities
Response to NPO (CDP etc.) Answer to questionnaire surveys
Develop activities in response to issues differ from community to community Business trips for education activities
Receive company and factory visit requests from schools
Music support (Music foundation)

Dialogue with Customers

Dialogue with Customers
Exhibition etc.

Dialogue with Shareholders and Investors

Dialogue with Shareholders and Investors
Financial Results Briefing etc.

Dialogue with Employees

Dialogue with Employees
Holding of Organizational Culture Committees

Dialogue with Business Partners

Dialogue with Business Partners
Partners Meeting etc.

Dialogue with Local Societies and Community

Acceptance of Biotope Areas
Acceptance of Biotope Areas

 

Business Trips for Education Activities, etc.
Business Trips for Education Activities, etc.

questionnaire.html

Questionnaire

We want to hear
your opinion.

Click Here

New_company localNavi.js

New_company common.js