Conducting Sustainability Management to Achieve Corporate Philosophy
Management
Goals and KPI
2030
- Goal
- Integrate a sustainability perspective into management and business activities, and have all executives and employees help create a better society by pursuing our mission and vision
- KPIs
-
- Establish sustainability management infrastructure with the cooperation of each division (assign a Chief Sustainability Officer, identify materiality, set goals and KPIs, disclose ESG information, etc.)
- Conduct basic training on sustainability and ESG
- Implement training on kubell’s sustainability initiatives for new employees
2024
- Goal
- Deepen understanding of and support for sustainability through engagement with our philosophy and develop a management system to address sustainability issues
- Initiatives
-
- Evaluate alignment with company-wide strategies
- Review materiality (key issues)
Approach and System
In order to achieve sustainable growth and long-term corporate value enhancement through the pursuit of our mission and vision, we must continue to create superior value that solves issues faced by society and our stakeholders through our business.
To do so, it is essential that we create a workplace where our employees, who are the main drivers of value creation, can exercise their creativity with enthusiasm. At the same time, it is important to expand co-creation with business partners who share our mission and vision.
We must also achieve management and an organization that respond quickly and flexibly to changes in the business environment, and achieve long-term growth and corporate value enhancement by continuing to provide value needed by society. It is important to receive evaluation from shareholders and investors and sustain a virtuous cycle that strengthens our financial capital, which serves as the driving force of our business activities.
We believe that conducting management from a more integrated and long-term perspective that understands and responds to social changes and the expectations and demands of various stakeholders is necessary to achieve such management. Therefore, in November 2021, we established a system for sustainability and ESG promotion, with the CEO Office, which reports directly to the CEO, as the main department in charge, and the CEO Office Manager as the person responsible. Under this system, the Management Meeting and Board of Directors are responsible for company-wide deliberations and approvals. The CEO Office identifies issues for achieving sustainable growth, formulates the strategies and plans necessary to address these issues, and implements them company-wide after deliberation and approval by the Management Meeting and Board of Directors. In this way, we seek to promote sustainability activities for the entire Group.
Our company was listed on the Tokyo Stock Exchange Mothers Index (at the time) in 2019. However, we are in the midst of rapidly expanding our business and organization to achieve discontinuous growth, and with limited management resources, we are not able to respond to all issues. Thus, we intend to respond to issues in stages based on a rational assessment of our priorities and current organizational capabilities.
Please see the “Sustainability Strategy” page for information about our key issues.
Main Initiatives
Executive Study Session on Sustainability
We invited outside experts to hold a study session for executives in January 2022 in order to further deepen understanding of sustainability and ESG. The session succeeded in deepening understanding of sustainability issues and the international trends that surround them, as well as ESG investment, SDGs, and other trends that are important for our sustainable growth and value creation.
Dialogue with Experts and Identification of Key Issues
It is important for us to properly understand the essential needs and demands of society and stakeholders, including capital markets. It is also important to respond to these needs and demands through our business activities in order to achieve sustainable growth and enhance our corporate value over the long term. In particular, there has been an increase in the potential impact of sustainability issues that companies have not fully recognized until recently, such as climate change and human rights issues, on management and business activities. As a result, the importance of properly understanding risks and opportunities through dialogue with stakeholders and integrating them into company strategies is also increasing.
In such an environment, we believe that hearing the opinions of external stakeholders is also necessary when identifying key issues based on sustainability and ESG issues. Therefore, in May 2022, we held discussions with six people including Mari Yoshitaka, the Representative Director of Virtue Design, and kubell’s CEO, CFO, and the officers in charge of HR and branding and corporate planning. Through these discussions, we exchanged diverse views and opinions on issues that our Group should consider from the perspectives of sustainability and ESG. The opinions received were taken into consideration when we further studied the Group’s key issues.
Please see the “Sustainability Strategy” page for information about our key issues.
Formulation of Medium- to Long-Term Targets (Goals & KPIs)
We considered our long-term ideals and established goals and KPIs to be achieved by 2030 in order to conduct initiatives to address key issues. Going forward, we will steadily carry out initiatives to achieve our long-term goals by setting medium-term goals and KPIs (to be achieved by 2026).
Please view the “Value Creation Process to Achieve Our Mission and Vision” page for details.
Main Initiatives in Fiscal Year 2024
In February 2024, we announced our Medium-Term Management Plan and reevaluated our sustainability initiatives with consideration for alignment with our company-wide strategies. Accordingly, we reviewed our past activities up to fiscal year 2024, and at the same time, revised our materiality (key issues), taking into consideration the changes in our business environment and social requirements. To further enhance sustainability management, we will review the priority of each measure so that they lead to more effective actions.
Future Activity Roadmap
The first step toward achieving our 2030 goals is to deepen the understanding of all Group executives and employees regarding sustainability and ESG. It is essential that they understand the significance of these efforts to achieve our mission. To do so, we have been carrying out awareness-raising activities for both our philosophy (mission, vision, values) and sustainability/ESG in an integrated manner since February 2023.
We will then establish a company-wide sustainability management system in stages based on this improved internal knowledge from fiscal year 2023 and begin activities toward achieving our 2030 goals. Furthermore, we will report the results of these activities on our website regularly to enhance the transparency and credibility of our activities.
Conducting Sustainability Management to Achieve Corporate Philosophy
Message from Person Responsible for Sustainability Activities
Based on the kubell Group’s mission of “making work more fun and creative,” we are conducting sustainability activities centered on achieving decent work. This goes beyond simply considering the environment and society; it is directly tied to establishing workplaces where every employee can apply their potential with peace of mind.
In 2024, in line with the announcement of our Medium-Term Management Plan, we reviewed our sustainability activities and revised our material (key issues). Emphasizing alignment with our company-wide strategies, we redefined the issues of focus going forward and are working to incorporate them into specific actions. Improving our work environment, respecting diversity, and ensuring fairness have been positioned as essential themes for our sustainable growth.
In conducting our activities, I feel that employee feedback and frontline knowledge serve as the driving force for creating a sustainable organization. Besides a top-down approach, it is important to have bottom-up initiatives from the workplaces in order to achieve and establish decent work.
Going forward, I hope to further evolve our corporate culture where anyone can work with a sense of fulfillment by promoting flexible and diverse work styles and enhancing human resource development. We will also integrate sustainability into our culture as an essential element of our business activities for achieving our mission and work together with internal and external stakeholders toward co-creating a sustainable future.