Materiality Targets and Results

We position materiality as our "Foundational Strategy that underpins a sustainable growth (aimed at reducing long-term capital costs)." Alongside our "Growth Strategy (organic growth, M&A and developing products and supplying components for resolving social issues), which focuses on business expansion, profit growth, and product development that addresses social challenges, we regard these as the two key pillars of management for maximizing our corporate value.
To this end, aspiring to be "a vital company that drives the world", we have set medium-term goals through 2029 and long-term goals.

[Key Theme] Development and dissemination of innovative products, technologies, and business models

[Materiality] Creating solution technologies for addressing social issues

[Materiality Vision] To address the social challenges in our priority growth areas, higher efficiency achieved through so-called 4 highs (high voltage, high current, high frequency, and high speed) is required.
Leveraging our technologies and innovation, we aim to realize the 4 highs at the high-level, thereby establishing our presence as a vital contributor to society.

Medium-term goals
Product development that leads in high development efficiency and reduced environmental impact through AI and energy-efficient technologies	Streamlining the product development period by utilizing AI and data
	Reducing power consumption by leveraging energy-efficient technologies
Development of flexible, expandable product through our INTEGRATED technologies	Improving the ratio of INTEGRATED products development that are flexible and expandable enough to meet our customers' needs and market shifts by utilizing our diverse technologies
Building a sustainable business model in pursuit of realizing a life of safety, secure, and comfortable life	Improving the ratio of products that can both address social issues and drive our businesses
	Improving the ratio of products that helps advance urban infrastructure

[Materiality] Utilizing AI/DX at our manufacturing site

[Materiality Vision] Securing our competitive edge as a manufacturer by introducing new ideas into our manufacturing processes and maintaining innovation in our manufacturing.

Medium-term goals
Improving the operational efficiency in our manufacturing through the use of AI/DX	Streamlining our operations and decision-making processes by promoting the use of AI in our manufacturing

[Materiality] Strengthening the mass production and stable supply system of ultra-precision components

[Materiality Vision] Advancing every process of our manufacturing to achieve higher stability and quality, taking our monozukuri to the next level.

Medium-term goals
Managing material procurement risks and enhancing rapid response capabilities	Keeping track of our partners' situations without delay and taking actions accordingly, realizing the stable supply while avoiding business suspension risks
Enhancing the efficiency across our value chain	Improving the logistics accuracy by deploying standard shipping labels across all of our major businesses
Establishing an efficient logistic system to reduce environmental impacts	Reducing costs and CO₂ emission through initiatives such as loading efficiency improvement, thereby realizing sustainable logistics system
Resolving social issues through value co-creation with our customers	Delivering significant values to our customers by providing solutions developed through the mutual communication with our customers
Front-loading to pursue "zero defect"	Standardizing front-loading to achieve "zero defect"

[Key Theme] Creating an environment where employees can fully demonstrate their capabilities, skills, knowledge, and experience

[Materiality] Creating a structure where the company and employee can grow together

[Materiality Vision] Conducting human resource development initiatives targeted for talents integral to our sustainable growth, such as core personnel, and professionals in manufacturing, sales and engineering professional personnel, to help them improve their skills and foster their awareness of self-driven development, which in turn has a positive impact on our business performance.

Medium-term goals
Discovering, training, and upskilling key talents who will lead our group management in the future	Continuously discovering key talents by establishing a training plan targeted for successor of our group's key positions
	Establishing three core talent pools (Next, Future, HIPO), allocating assignments for core personnel effectively, and implementing selective leadership training programs for intensive development and strengthening
Strengthening organizational capabilities through the development and optimal utilization of self-driven talent	Performance- and role-based fair evaluation and treatment in order to foster self-driven talents who can contribute to our businesses
	Optimal allocation of human capital, growth support and fair evaluation to enhance individual and organizational performance
	Matching our employees' skills/aspiration with business needs to step up our organizational competitive edge

[Materiality] Global DEI promotion

[Materiality Vision] Diverse talents—across nationality, gender, age, and life plans— are empowered to fully demonstrate their abilities. The resulting innovations contribute to our sustainable growth.

Medium-term goals
Fostering a culture where INTEGRATION activities driven by our employees' passion create differences and new value	Fostering and promoting bottom-up team building activities driven by our employees' passion
	Building an organization where diverse talent can demonstrate their individualities and strengths, and promoting diversity management
	Incorporating our unique vision of "Ideal Talent" (4 core values) into HR systems to ensure its establishment

[Materiality] Realizing a workplace where employees can work with peace of mind while maintaining a high level of engagement

[Materiality Vision] Our corporate philosophy and strategies resonate with our employees of all age groups, allowing them to work vibrantly and healthily in a safe environment while staying self-motivated to contribute to our company.

Medium-term goals
Higher employee engagement	Enhancing our employees' awareness and willingness to voluntarily contribute to our growth by resonating with our corporate philosophy and strategies
Higher employee engagement	Creating an environment where diverse personnel of all age groups can work vibrantly
Improving safety and health levels	Zero case of serious work-related disaster (fatal accident)

[Key Theme] Strengthening the resilience of management structure

[Materiality] More effective corporate governance

[Materiality Vision] Enhancing our governance framework to improve our corporate value, through initiatives such as compliance with the Corporate Governance Code, strengthening of internal control systems, expansion of information disclosure, and reinforcement of stakeholder engagement.

Medium-term goals
Enhancing the effectiveness of the Directors' Meeting	Transitioning from a decision-making meeting focused on executive proposals to a discussion-centered meeting focused on medium- to long-term strategies
Improving the internal control system	Strengthening the management framework and internal control functions of our group companies, as well as enhancing the effectiveness of specialized committees
Advancing the quality of information disclosures and strengthening the related framework	Establishing company-wide data management to comply with global disclosure requirements, including SSBJ standards

[Materiality] Strengthening risk management

[Materiality Vision] Building more robust risk management system to achieve a sustainable growth (Identification and management of diverse risks, and implementation of necessary measures).

Medium-term goals
Building the global risk culture	Strengthening and reviewing the assessment and data management to ensure appropriate risk control
Highly resilient business operation	Establishing and updating BCP and group-wide information-gathering systems to ensure stable business operation
Enhancing capabilities to respond to information security risks	Strengthening entry-point measures against cyberattacks: achieving 100% patch application rate
	Reducing time from intrusion to detection in a cyberattack: improving it by 10% against the global average (within 108 hours)

[Key Theme] Contributing to the resolution of global environmental challenges

[Materiality] Reducing global CO₂ emission through environmentally friendly products

[Materiality Vision] Reducing global CO₂ emission and environmental conservation through energy savings, high efficiency, and resource conserving, etc. achieved through environmentally friendly products.

Medium-term goals
Reducing power consumption in our customers' and end-users' products through improved energy efficiency of our products, promoting "MMI Beyond Zero", a project aimed at reducing global CO₂ emission	CO₂ emission goal for FY3/2031: 4 million tons
Creating products that contribute to energy efficiency and environment through our business operation itself	Green product sales ratio goal for FY3/2029: 90% or higher

[Materiality] Minimizing environmental impact through expanded use of renewable energy

[Materiality Vision] Minimizing environmental impact across our business operations to the greatest extent possible, including reducing greenhouse gas emissions through expanded use of renewable energy, in pursuit of achieving carbon neutrality as part of our climate change countermeasures.

Medium-term goals
Introducing in-house large-scale solar power generation to reduce greenhouse gas emission across our business operation	Goal for FY3/2031: Reducing our total greenhouse gases emission by 42% against FY3/2023 To this end, we are aiming to bring the ratio of renewable energy to 55% by introducing solar power generation, etc.
Effective use of water resources and reducing environmental impact	Goal for FY3/2031: Reducing our water withdrawal per unit of net sales by 10 percent against FY3/2025

For information on our previous materiality goals and achievements (FY2021 – FY2024), please refer to the below:

Previous materiality goals and achievements

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