Materiality targets and results

The Group’s approach to addressing material issues involves setting targets premised on the importance we ascribe to appropriately managing material issues using the PDCA cyclical process.

We have set short- to medium-term targets effective from 2021 and review results, progress, and self-evaluation each fiscal year.

Priority Topic 1 Contributing to solutions to environmental issues

SDGs icon : Priority Topic 1 Contributing to solutions to environmental issues "Contributing to solutions to environmental issues" refers to "reduction of global greenhouse gas emissions through environmentally friendly products" leveraging INTEGRATION and the ultra-precision machining technology that is our biggest strength. We are working on this as a company, "minimizing the environmental impact of business activities."

Material issues

❶ Reduction of global CO₂ emissions through environmentally friendly products

Medium-term targets	Fiscal year	Short-term targets	Results	Progress status
Volume of CO₂ emission reduction by products: Approx. 4.0 million tons (by the fiscal year ending March 2031)	FY2024	Promote CO₂ emission reduction by products, aiming for approximately 4.0 million tons by the fiscal year ending March 2031	—	—
	FY2023	Maintain the volume of avoided CO₂ emissions from products to 2.67 million tons	×	Contribution to CO₂ emission reduction through products: 2.09 million tons
	FY2022	Maintain the volume of avoided CO₂ emissions from products to 2.3 million tons	○	Products Contributed to CO₂ emissions reductions by 2.67 million tons
	FY2021	Contribute to reducing CO₂ emissions from products toward 2.3 million tons in the fiscal year ending March, 2031	○	Contribution to CO₂ emission reductions by products in the fiscal year ending March, 2022: 2.49 million tons

Percentage of net sales attributable to Green Products: 90% or more (by the fiscal year ending March 2029)	FY2024	Percentage of net sales attributable to Green Products: 90% or more	—	—
	FY2023	Maintain the net sales attributable to Green Products to 90% or more	○	Green Products sales ratio was 90.0% of total sales
	FY2022	Maintain the net sales attributable to Green Products to 90% or more	×	Green Products sales ratio 89.6% of total sales
	FY2021	To achieve 90% in the fiscal year ending March, 2029, improve the ratio of green products sales	○	Green Products sales ratio 91.1% of total sales

❷ Minimizing the environmental impact of business activities

Medium-term targets	Fiscal year	Short-term targets	Results	Progress status
10% reduction of our own greenhouse gas emissions per unit sales compared to the fiscal year ended March 2020 (by the fiscal year ending March 2026)	FY2024	Promote our own greenhouse gas emissions with the aim of 10% reduction of our own greenhouse gas emissions per unit sales compared to the fiscal year ended March 2020 (by the fiscal year ending March 2026)	—	—
	FY2023	Reduce our own greenhouse gas emissions, aiming 10% reduction compared to the fiscal year ended March 31, 2020 on a per-unit basis for sales in the fiscal year ending March, 2026	○	Reduced our own greenhouse gas emissions by 25.9% per unit of sales using the fiscal year ending March 2020 as the base year Promoted the procurement of renewable energy through the introduction of solar power generation equipment in Thailand, Cambodia, the Philippines, etc., and power procurement contracts in the Philippines
	FY2022	Reduce our own greenhouse gas emissions, aiming 10% reduction compared to the fiscal year ended March 31, 2020 on a per-unit basis for sales in the fiscal year ending March, 2026	○	Reduced our own greenhouse gas emissions by 16.3% per unit of production in the fiscal year ending March, 2020 as the base year
	FY2021	Reduce our own greenhouse gas emissions, aiming 10% reduction compared to the fiscal year ended March 31, 2020 on a per-unit basis for sales in the fiscal year ending March, 2026	×	Increase our own greenhouse gas emissions by 0.2% per unit of production in the fiscal year ending March, 2020 as the base year

42% reduction of total greenhouse gas emissions compared to the fiscal year ended March 2023 (fiscal year ending March 2031)	FY2024	Promote the reduction of our own greenhouse gas emissions with the aim of reducing the total amount by 42% in the fiscal year ending March 2031 compared to the fiscal year ended March 2023	—	—
	FY2023	Reduce our own greenhouse gas emissions: aiming 30% reduction by the fiscal year ending March 2031, compared to the fiscal year ended March 2021	○	In 2023, for a preparation for obtaining SBT certification, we will review our greenhouse gas emission reduction targets and change the total emissions target for the fiscal year ending March 2031 to a 42% reduction compared to the fiscal year ending March 2023. Promoted the procurement of renewable energy through the introduction of solar power generation equipment in Thailand, Cambodia, the Philippines, etc., and power procurement contracts in the Philippines.
	FY2022	Reduce our own greenhouse gas emissions: aiming 30% reduction by the fiscal year ending March 2031, compared to the fiscal year ended March 2021	○	Scope 1 and 2 greenhouse gas emissions in the fiscal year ended March 2023: 880,000 tons-CO₂ (down 4% year-on-year)
	FY2021	Reduce our own greenhouse gas emissions: aiming 30% reduction by the fiscal year ending March 2031, compared to the fiscal year ended March 2021	×	Our own greenhouse gas emissions increased by 9.3% with the fiscal year ending March 31, 2021 as the base year

Integrate climate-related risks into the company-wide risk management system	FY2024	Create a migration plan	—	—
	FY2023	Enhance scenario analysis and quantitatively disclose information	○	Continued information disclosure
	FY2022	Prepare for the disclosure of quantitative information based on TCFD's recommendations for the disclosure of climate related-information	○	Disclosure of governance and risk management, strategy, metrics and goals, as well as scenario analysis
	FY2021	Disclose and disseminate information in accordance with the TCFD's recommendations	○	Disclose governance, risk management, strategies, metrics and goals

Priority Topic 2 Creating the high quality precision products that support society

SDGs icon : Priority Topic 2 Creating the high quality precision products that support society "To create the high quality ultra-precision products that support society," thereby contributing to the environment, we work to "strengthen the mass and stable supply system for ultra-precision components" and "practice responsible procurement" while also promoting "coexistence with local communities" at manufacturing and other business sites by job creation and collaboration with local residents.

Material issues

❸ Strengthening the mass and stable supply system for ultra-precision components

Medium-term targets	Fiscal year	Short-term targets	Results	Progress status
Development of mass production system for ultra-high-performance bearings and other products through substantial improvement in precision	FY2024	Aim to increase orders by proposing bearings (super bearings) with significantly improved accuracy compared to conventional products for a wide range of applications, and provide value such as improved environmental performance and functionality.	—	—
	FY2023	Started sales of Super Bearings, which began mass production, aiming for profitability	△	Developed mass production system for bearings with significantly improved precision compared to conventional one (super bearings)
	FY2022	Prove the effectiveness of precision bearings that are three times more accurate than conventional bearings and complete the product evaluation	○	Establishment of processing technology with triple accuracy, commercialization as super bearing, and mass production started
	FY2021	Build mass production system for ultra-high-performance ball bearings by significantly improving precision accuracy	△	The company has established a processing technology that triples the precision of the product and is on track to commercialize it

Strengthen product safety management system to be capable of supporting products in new fields increased by business expansion	FY2024	Expanding a wide range of education from operators to managers and standardization of technology evaluation process and deployment to all business units.	—	—
	FY2023	Expansion of audits and training to support acquisition of new standards including VDA6.3 and IATF16949 etc.	○	3 business units and 7 factories are continuing activities to obtain new standards. Continue implementation in 2024
		Strengthen audits and monitoring to enhance design reviews	○	A common technology evaluation process was created and completed preparations for standardization.
		Plans to establish a permanent learning center for quality managers to learn about practical quality	△	Introduced to one factory as a trial. Developed to level-based training
	FY2022	Enhance the education of quality trainers and persons responsible for product safety management	○	Implementing textbook education for Executive Candidates Implement ISO9001, IATF16949 standards to quality managers Conducted internal auditor training for ISO9001 Conducted regular education for members of the Safety Regulation Council
	FY2021	Creating systems to improve employee skills	○	Deployed new employee training and entry-level training materials into e-learning and deployed company-wide Revised product safety management regulations and provided risk assessment support to improve the bottom line of personnel in charge in order to respond to product expansion

Unified bar code labels to be deployed throughout the MinebeaMitsumi Group Increase loading efficiency Sufficient trade as a global company and strengthen compliance	FY2024	Improving the loading efficiency of marine containers	—	—
	FY2024	Expanding employee training to overseas locations such as Europe, the Americas, and Greater China to strengthen trade compliance	—	—
	FY2023	Improving the loading efficiency of marine containers	○	Increased loading efficiency Results as of March 2024: Group average 62% Significant improvement compared to 55% in the previous fiscal year ended March 2023
	FY2023	Plans to expand employee training to overseas locations to strengthen trade compliance	○	Carried out education at each overseas base in Asia (Southeast Asian countries, South Korea, India)
	FY2022	Expand the use of unified barcode labels with MITSUMI products (coil products, etc.)	○	Unified bar code labels deployed throughout the MITSUMI products (connector products)
	FY2021	Expand the use of unified bar code labels with MITSUMI products	○	Unified barcode operation was expanded to include compatible models with in-vehicle antennas The Precision Components Division (connector products) is also preparing to introduce the system

Reduce the risk of disasters by sharing best practices for natural disasters, fires, etc., and strengthen countermeasures at our global production bases Strengthen our group governance	FY2024	Continuing from FY2023, risk survey to be conducted at 6 to 7 domestic bases [Schedule] 3 to 4 locations (first half) 3 to 4 locations (second half)	—	—
	FY2024	Based on the trial results, we will continue investigation and make course corrections toward full implementation for the entire Group and discuss the implementation method suitable for our company at the Risk Management Committee during this fiscal year, and make proposals to management	—	—
	FY2023	Continuing from FY2022, risk survey to be conducted at 6 domestic bases [Schedule] 3 locations (first half) 3 locations (second half)	○	Conducted at 4 locations in the first half and 3 locations in the second half (Azumino, Miyazaki, Hirose, Noshiro, Akita, Fujisawa, Tama)
	FY2023	Based on investor requests and the Governance Code, etc., we will consider the implementation of risk assessments by the entire Group, discuss the implementation method at the Risk Management Committee during the current fiscal year, and make proposals to management.	○	Proposed the risk assessment implementation method to the Risk Management Committee and management and also conducted a trial.
	FY2022	Conduct risk surveys at domestic sites and quantify the disaster risk at all sites	○	Conducted surveys at the following six locations a) MinebeaMitsumi Tokyo X Tech Garden b) Mitsumi Electric Chitose Business Division c) Mitsumi Electric Yamagata Business Division d) Mitsumi Electric Kyushu Business Division e) MMI SEMICONDUCTOR (Shiga) f) Minebea Connect (Sendai) Sharing survey results and best practices with all sites
	FY2022	Respond to climate change-related floods and other water-related risks Develop disaster prevention manuals and BCPs for sites at high risk of river flooding	○	According to the Aqueduct Map (a world map of global water risks released by the World Resources Institute (WRI), 25 sites with high water risks such as floods were surveyed, and U-Shin Zhongshan (China) was found to have the highest relative risk. With U-Shin Zhongshan as the top priority, consultations were held with on-site team and countermeasures were taken
	FY2021	Conduct a risk survey at domestic bases and quantify the risk of disasters at all sites	○	Implemented at 8 locations within the MinebeaMitsumi Group
		Enhance training to minimize damage in the event of fire	○	Conducted fire drills and safety confirmation drills at each location in conjunction with "Spring and Fall Fire Prevention Weeks"
		Formulation of the emergency response manual for responding in the event of large-scale disasters (domestic bases)	○	The "Emergency Response Headquarters Manual" for the Tokyo Headquarters for earthquakes, etc., directly under the Tokyo metropolitan area was formulated The manual stipulates the establishment, operation, and organizational structure of the Emergency Headquarters, with the aim of preventing the spread of damage and bringing it under control as soon as possible

Strengthen the global compliance system to support the expansion and development of global business Strengthen collaboration through holding regular meetings such as a global compliance officer meeting	FY2024	Implementation of a job-rank based compliance training	—	—
		Implementation of compliance training for all employees	—	—
		Strengthening the system for collecting compliance information globally	—	—
	FY2023	Implementation of a job-rank based compliance training	○	Compliance training was also conducted during new graduate employee training, mid-career new employee training, leader development training, new assistant manager training, and new manager training (total of 1,010 participants, 100% participation rate)
		Implementation of compliance training for board of directors	○	Conducted including group company executives (122 participants, 100% participation rate)
		Strengthening the system for collecting compliance information globally	○	Appointed Compliance Officer/Staff at Minebea Power Semiconductor Device Inc. which was scheduled to newly join our Group
	FY2022	Strengthening the system for collecting compliance information globally	○	Appointed regular compliance officers at newly joined the Group of Honda Tsushin Kogyo, Minebea Connect, and Minebea Access Solutions
		Implement rank-based compliance training	○	Compliance training was provided when new graduate new employee training, mid-career entry training, leader development training, new assistant manager training, and new section manager training were conducted (total of 775 employees, participation rate: 100%)
		Implement compliance training considering the results of the employee awareness survey	○	Conducted video viewing training for all employees, include Group company (10,796 employees in total, participation rate: 80.45%)
	FY2021	Establish a global internal whistleblowing contact point	×	Reexamine the compliance with the personal information protection laws of each country, etc., as it requires close scrutiny
		Implementation of a job-rank based compliance training: 100% enrollment	○	Compliance training was conducted as part of rank-based training. (23 sessions, 795 participants, 100% participation rate)
		Conduct employee awareness surveys	○	A compliance employee awareness survey was conducted among employees working for all group companies in Japan and expatriates

❹ Practicing responsible procurement

Medium-term targets	Fiscal year	Short-term targets	Results	Progress status
Enhancement of CSR procurement guidelines considering environmental and human rights issues (introduction of RBA standards in guidelines and implementation of self-audits based on them)	FY2024	Confirm the current status of CSR promotion with the "CSR Procurement Promotion Self-Check Sheet" for suppliers of our group company	—	—
	FY2024	Targets are set for SBT certification. Continue to conduct a questionnaire for suppliers every year	—	—
	FY2023	Confirm the current status of CSR promotion with the "CSR Procurement Promotion Self-Check Sheet" for suppliers of our group company	○	Confirmed the status of 567 companies in 11 locations, mainly related to the merged companies
	FY2023	Plans to conduct a questionnaire on greenhouse gas emissions for suppliers in preparation for SBT certification	○	Survey conducted for 249 companies
	FY2022	Check the status of CSR promotion with the "CSR Procurement Promotion Self-Check Sheet" for suppliers in U-Shin China	○	U-Shin's suppliers in China were asked to check their CSR promotion status using the "CSR Procurement Self-assessment Checklist". 100% collection from 118 targeted suppliers (covering more than 87% of the purchase price) Average score was 492/500 points Requested improvements from 17 companies that did not have CSR policies and confirmed them until completion Improvement of CSR Procurement Promotion Self-Check Sheet. Using an improved check sheet, we checked the status of U-Shin China's business partners
	FY2022	Investigate the RBA standard implementation status of other companies and identify issues to promote and adopt the RBA standard to the guideline	○	Identified issues such as deficiencies in current guidelines Obtained human rights and labor pledges from 584 suppliers of the three merged companies
	FY2021	Confirm the current state of CSR procurement at U-Shin and disseminate it to our business partners based on the "CSR Procurement Guidelines". For Japanese business partners, check the status of CSR progression using the "CSR Procurement Self-assessment Checklist"	○	U-Shin's suppliers in Japan were asked to check their CSR promotion status using the "CSR Procurement Self-assessment Checklist". 100% collection from 75 targeted suppliers (covering more than 85% of purchase amounts) Obtained written pledges from 4,617 suppliers with whom we have continuous business relationships throughout the Group, stating their commitments regarding human rights and labor, and confirmed that they are complying with our policy of "responsible procurement"

❺ Coexistence with local communities

Medium-term targets	Fiscal year	Short-term targets	Results	Progress status
Continuing communication with local communities	FY2024	Promote activities in each region and fully fulfill our role as a member of the local community	—	—
	FY2023	Resume communication with the local communities of domestic and international bases as soon as the relaxation of infectious diseases situation	○	Actively increased our participation in line with the resumption of activities in local communities in each country.
	FY2022	Resume communication with the local communities of domestic and international bases as soon as the relaxation of infectious diseases situation	×	As the pandemic did not subside, dialogue with the community was postponed
	FY2021	As soon as the situation of infectious disease settles, resume the promotion of dialogue with local governments in Japan and overseas	×	The infectious disease is not under control, and the impact of the outbreak is forcing the company to suspend dialogue with the community

By promoting information disclosure and two-way communications, we aim to further gain understanding and trust from stakeholders and increase our corporate value in the medium to long term	FY2024	To further enhance communication with each stakeholder, we will utilize both real and online channels depending on the purpose, including not only financial results briefings, but also IR Day and domestic factory tours	—	—
	FY2023	To further enhance communication with each stakeholder, we will utilize both real and online channels depending on the purpose	○	Held interim financial results briefings on site. Other briefing sessions were held online. Overseas factory tours were also held as usual.
	FY2022	Expand communication methods and make communication more effective in New Normal	○	In line with the new normal, we continued to use online meeting tools and resumed real communication to expand flexible information dissemination
	FY2021	Study and implement safe and efficient communication methods adopting to the new normal of With Covid and After Covid	○	In line with the new normal, we have implemented a web-based format for our news gathering activities, in addition to telephone interviews and other forms of news gathering We have expanded the options for information dissemination from the Company Utilization of online tools and expansion of information provision through websites and videos were also implemented

Promote of communication with local communities using DX (Digital Transformation).	FY2024	Carry out active public relations activities regarding the museum, disseminate information to all relevant parties, and actively accept social studies tours mainly from elementary school students. During the summer vacation period, we will hold workshops. Provide visitors with a deeper understanding of the parts exist in the world and our company.	—	—
	FY2023	Completed design and construction of the new showroom (X TECH MUSEUM) and put it into use.	○	The X TECH MUSEUM began its operation from September 27, 2023. The facility started accepting social studies tours mainly from elementary schools. We produced booklets for elementary school students and teachers, and distributed them to approximately 1,400 public elementary schools in Tokyo.
	FY2022	Design showrooms, etc., facilities in MinebeaMitsumi Tokyo X Tech Garden in preparation for facilitating effective communication with a community and committing to its development	○	Decided on a design company and started designing a new showroom
	FY2021	Open a showroom that can accept a wide range of visitors from the local community at the Karuizawa Plant Technology Center, as this is a year the company celebrates its 70th anniversary	○	The Karuizawa Plant Technology Center will be completed in May 2022 The headquarters showroom will be opened to the local community and customers in the future

Priority Topic 3 Maximizing the power of employees

SDGs icon : Priority Topic 3 Maximizing the power of employees The source of this value creation is our human resource management effort. Aiming to "maximize the power of employees," we seek to "enhance training by our human resources departments and promote diversity on a global scale" while working to "create a positive and rewarding work environment" for employees and promote "employee health and safety."

Material issues

❻ Global talent development

Medium-term targets	Fiscal year	Short-term targets	Results	Progress status
Strengthen talent development to actively promote expansion and development of business operations worldwide by leveraging benefits of the integration synergy of the MinebeaMitsumi Group	FY2024	Based on the results of the survey conducted in 2023, implement improvement actions to boost engagement Hold a top management town hall meeting Implementation of interactive management skills training for General Managers and Deputy General Managers Implement improvement actions on an organizational basis	—	—
	FY2024	Invite next-generation leaders from overseas to Japan and continue to provide training	—	—
	FY2023	Conduct employee engagement surveys	○	Conducted an engagement survey targeting Japanese group employees (number of respondents: 7,603, response rate 85%/number of the survey subject: 8,978) Based on the survey results, we presented our strengths, challenges, and future initiatives at the business plan review meeting in March.
	FY2023	Based on the survey results, establish key indicators and KPIs for human capital management	○	Published the results of human capital performance indicators (KPIs) in the 2023 Integrated Report
	FY2022	Strengthen training to nurture the next generation of executive leaders (Japan)	○	A diagnostic test of logical thinking ability was administered to 1,125 people. The aim is to discover and develop talent for the next generation of executive candidates Conducted Japan training for three next-generation executive candidates selected from China, Europe, and Thailand (1 year from October 2022)
		Invite the next generation of executive leaders from overseas to continue the training	○
		Implement training for evaluators to enhance their skills for setting targets and providing feedback in the interview	○	Conducted training for evaluators to improve their skills in setting goals and conducting evaluation feedback interviews for 1,364 employees
	FY2021	Continuous education for employees to promote corporate philosophy and team building activities and commendations	○	711 employees participated in management principles training (264 career hires and 447 employees in rank-based training) All-MINEBEAMITSUMI Team Building Awards presentation screening and awards ceremony
		Continuous implementation of target management system and evaluation system to encourage challenges and appropriately evaluate contributions (Domestic Group)	○	Conducted training for evaluators to promote understanding of the system and ensure proper evaluation. 1,362 employees participated in the training

❼ Global promotion of diversity

Medium-term targets	Fiscal year	Short-term targets	Results	Progress status
Promote diversity management in which people with diverse backgrounds can fully demonstrate their abilities and the organization can make full use of each person's individuality and strength. Also, create an environment that helps achieving this target Increased percentage of diversity in the recruitment: 20% or more Percentage of female managers: 3.3% (3.5% by FY2026)	FY2024	Aim to achieve a ratio of female managers: 3.7% or more (by the end of April 2025, non-consolidated)	—	—
		For new graduate recruitment in Japan, increase the ratio of women to 18.5% or more	—	—
		Increase the employment rate of people with disabilities to 2.6% or higher	—	—
	FY2023	Ratio of female managers: 3.1% or more (by the end of April 2024)	○	Ratio of female managers: 3.5% (as of the end of April 2024)
		Achieve recruiting target of at least 15% of women of new hires from Institute of technology colleges, universities, graduate schools	△	Percentage of female employees hired with a technical college degree or higher: 13.7%. Percentage of women with all educational backgrounds combined, including junior college, technical college, and high school graduates: 15.9% (Actual recruitment of new graduates in FY2024)
		Maintain recruiting target of 2.5% of people with disabilities, or achieve 2.6% or more	○	Employment rate of people with disabilities: 2.52% (as of June 2024)
	FY2022	Continue implementing initiatives regarding the promotion of women's advancement	○	Ongoing activities to increase the ratio of female managers in the Diversity and Inclusion Promotion Project Ratio of female managers: 2.8% (non-consolidated) Maintain the third level of Eruboshi Certification
		Retain "Eruboshi" Level 3 Certification	○
		Achieve recruiting target of 15% or more of women of new hires from Institute of technology colleges	△	Percentage of female employees hired with a technical college degree or higher: 13.4% Percentage of women with all educational backgrounds combined, including junior college, technical college, and high school graduates: 17.4% (Actual recruitment of new graduates in FY2023)
		Maintain recruiting target of 2.5% of people with disabilities	○	2.53% (as of the end of March 2022)
	FY2021	Continuous promotion of women's participation	○	Held a diversity seminar for managers to raise awareness and foster a culture of promoting women's activities. 2,723 employees participated Obtained the third level of Eruboshi certification
		Hire 10 female science major graduates	○	Achieved 12 female hires in the sciences for new graduates joining the company in April 2022
		Implementation of initiatives to expand employment opportunities for people with disabilities	○	Achieved 2.5%, exceeding the legally mandated employment rate of 2.3%

❽ Creating a positive and rewarding work environment

Medium-term targets	Fiscal year	Short-term targets	Results	Progress status
Achieve diverse work styles that enable employees to work enthusiastically	FY2024	Balancing work with childcare and nursing care to promote the creation of a comfortable working environment for employees: Percentage of male employees taking childcare leave: 100% Spousal childbirth leave: 100%	—	—
	FY2024	Annual paid leave acquisition rate of 75% or more (non-consolidated)	—	—
	FY2023	Balancing work with childcare and nursing care to promote the creation of a comfortable working environment for employees: Percentage of male employees taking childcare leave: 100% Maternity leave for spouses: 100%	△	Percentage of male employees taking childcare leave: 53% Spousal childbirth leave: 76%
	FY2023	Annual paid leave acquisition rate of 75% or more (non-consolidated)	○	Annual paid leave acquisition rate 81.0% achieved
	FY2022	Consideration and introduction of systems to realize diverse styles of work	○	Continue to hold internal network events to exchange ideas and information on balancing work and child-rearing in the Diversity and Inclusion Promotion Project
	FY2022	Annual paid leave acquisition rate of 75% or more	○	Annual paid leave acquisition rate 78.2% achieved (Non-consolidated)
	FY2021	Consideration and introduction of systems to realize diverse styles of work	○	Implementation of staggered work hours and telecommuting in response to the Corona disaster
	FY2021	Annual paid leave acquisition rate of 80% or more	×	Annual leisure acquisition rate 74%

❾ Employee health and safety

Medium-term targets	Fiscal year	Short-term targets	Results	Progress status
Zero incidents of serious workplace injuries (fatal accidents) Strengthen company-wide management and improve safety and health levels through the Group Central Health and Safety and Committee	FY2024	Zero incidents of severe workplace injuries (fatal accidents) Promotion of Group Central Health and Safety Committee activities	—	—
	FY2023	Zero incidents of severe workplace injuries (fatal accidents)	○	Work-related fatalities: zero
	FY2022	Zero incidents of serious workplace injuries (fatal accidents)	○	Work-related fatalities: zero
	FY2021	Zero incidents of serious workplace injuries (fatal accidents)	○	Work-related fatalities: zero

Maintain 100% regular health checkup participation rate and strengthen health management system	FY2024	Promotion of health checkups: Regular health checkup participation rate 100%	—	—
	FY2024	100% implementation rate of individual interviews for highly stressed employees	—	—
	FY2023	100% compliance with regular health checkups	○	Regular health checkup rate 100% achieved
	FY2023	100% compliance with stress checkup	○	Stress check implementation rate of 100% achieved
	FY2022	100% compliance with regular health checkups	○	Regular health checkup rate 100% achieved
	FY2022	100% compliance with stress checkups	○	Stress check implementation rate of 100% achieved
	FY2021	100% compliance with regular health checkups	○	Regular health checkup rate 100% achieved
	FY2021	100% compliance with stress checkups	○	Stress check implementation rate of 100% achieved

It ends about main text.