Objectives & Achievements
Material issues | SDGs to which the Company contributes |
ESG fields |
Key initiatives | Issues, qualitative objectives, and KPIs for FY 2023/12 |
Main achievements, progress, and KPI in FY 2023/12 | Evaluation | Issues, qualitative objectives, and KPIs for FY 2024/12 |
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Contribution to innovation and the creation of social value |
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Society (S) | Increase the global market shares of cutting-edge photoresists |
■ Provide technologies, quality, environment, and added value that contribute to the value creation process of customers |
■ Consolidated net sales: Decreased by 7.5% year over year due to a market downturn |
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■ Provide technologies, quality, environment, and added value that contribute to the value creation process of customers |
Acquire and create core technologies for electronic materials and new fields | ■ Continue to develop and strengthen commercial viability in new business fields (high-functional films, life science-related materials, and optical materials) ■ Expand collaborative projects with other companies and groups |
■ Number of collaborative projects promoted with other companies and groups: Increased by approximately 14% year over year | ○ | ■ Continue to develop and strengthen commercial viability in new business fields (high-functional films, life science-related materials, and optical materials) ■ Expand collaborative projects with other companies and groups |
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Secure stable supplies of high-quality products and establish an optimal production system for the Group | ■ Improve detection sensitivity for metal impurities in compliance with customer development roadmaps ■ Create new value through DX (material development utilizing materials informatics and shift to smart factories) |
■ Improve detection sensitivity for metal impurities that comply with customer development roadmaps ■ Promote sophistication of development work through automation of material data and experimental result accumulation ■ Sequentially deploy advanced production systems at new factories |
○ | ■ Improve detection sensitivity for metal impurities that comply with customer development roadmaps ■ Create new value through DX (material development utilizing materials informatics / shift to smart factories) |
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Pursuit of happiness by human capital | ![]() |
Improve employee engagement and promote people-oriented management | [2024 targets] ■ Employee engagement: Improve by three points (vs. 2021) ■ Employee-friendly environment: Improve by seven points (vs. 2021) ■ Continue promoting a good work-life balance ■ Childcare leave user rate among male employees: Maintain at 30% or more ■ Flex time expanded to more departments and work from home introduced as an official system ■ Introduce a new personnel system and appropriately establish and operate the system ■ Continue to implement training for department heads ■ Promote health and productivity management |
■ Employee engagement: Declined by two points (vs. 2021) Employee-friendly environment: Improved by two points (vs. 2021) ■ Ratio of paid leave taken: 87.1%*1 ■ Increased childcare leave taken (male employees: 12 in 2022 to 24 in 2023 with the user rate increasing to 66.7%) ■ Introduced new award system TOK Shinka Award ■ Considered the introduction of retirement age extension and internal job posting system ■ Introduced e-learning system allowing Web-based training according to individual needs ■ Provided management education and 360-degree evaluations of division heads ■ Conducted career training for managers and planned career training for middle-senior layer (45–54 years old) ■ Continued implementation of health management promotion activities |
△ | ■ Employee engagement: Achieve objective for 2024: Improve by three points (vs. 2021) ■ Employee-friendly environment: Achieve objective for 2024: Improve by seven points (vs. 2021) ■ Maintain childcare leave user rate among male employees ■ Introduction of retirement age extension system: Aiming for introduction by January 2025 ■ Introduction of internal job posting system: Aiming for introduction by January 2025 |
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Diversity and inclusion | ■ Continue to promote corporate activities that leverage diversity ■ Promote human capital exchanges within the Group |
■ Measured job value in positions across the entire group ■ Ratio of non-Japanese employees: 24.3% ■ Ratio of local hires in overseas management positions (consolidated basis): 56.3% |
△ | ■ Establish a foundation to promote human capital exchanges within the Group ■ Design systems to promote human capital exchanges based on job value |
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■ Continue to promote women in the workplace ■ Implement training for female employees pursuing management positions ■ Ratio of women in senior and middle management: Aim to increase to twice the level by 2030 (vs. 2020) |
■ Held two career roundtable discussions for female employees targeting students in August |
△ | ■ Plan to hold panel discussions and seminars to enhance the attractiveness of managerial positions for potential managerial candidates ■ Continue career path seminars for female employees targeting students |
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Respect for human rights and fair working conditions | ■ Continue efforts to prevent harassment ■ Implement human rights education |
■ Implement anti-harassment and human rights education | ○ | ■ Continue efforts to prevent harassment ■ Implement human rights education |
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Establishment of resilient organization | ![]() |
Governance (G) | Build a sound, efficient management foundation | ■ Streamline operation of the Information Management Committee ■ Strengthen cybersecurity measures |
■ Reviewed information security standards in line with the introduction of new technologies and new systems, such as AI ■ Considered introducing security systems to strengthen cybersecurity and conduct desktop drills assuming actual cyber incidents |
○ | ■ Continue strengthening of cybersecurity measures and review internal leakage countermeasures |
Strengthen the effectiveness of governance | ■ Continue to thoroughly operate the PDCA cycle to improve the effectiveness of the Board of Directors (assess effectiveness once a year) ■ Enhance internal control functions ■ Continue to check the approval authority and approval request operations ■ Establish new CSR and sustainability governance structures |
■ Shifted to a company with an Audit and Supervisory Committee ■ Deepened discussions on company-wide managerial requirements ■ Checked progress of resolved matters ■ Checked the approval authority and approval request operations |
○ | ■ Continue to thoroughly implement the PDCA cycle to improve the effectiveness of the Board of Directors (assess effectiveness once a year) | |||
■ Review the manufacturing transfer process and the OEM process ■ Establish a risk transfer analysis process |
* From May 1, 2024, began establishment and operation of OEM flow including overseas subsidiaries ■ Collected information and considered risk management systems to unify and visualize risk management |
○ | ■ Identify and grasp group-wide issues related to governance, risk, and compliance ■ Develop a rational and effective risk management system by reviewing risk management methods in parallel with consideration of the introduction of a risk management system |
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Compliance | ■ Continue activities to instill compliance ■ Continue periodic checks of laws and regulations (four times annually) and review the list of applicable laws and legal management procedures |
■ Conducted compliance education and explain compliance in CSR education ■ Raiseed awareness of compliance (caution regarding drinking alcohol and reporting when receiving entertainment or gifts) ■ Reviseed and disseminated the CSR Policy Handbook ■ Performed checks on compliance with laws and regulations (four times annually), and reviewed the list of applicable laws and legal management procedures |
○ | ■ Continue activities to instill compliance ■ Regular review and dissemination of CSR Policy Handbook ■ Continue periodic checks of laws and regulations (four times annually) and review the list of applicable laws and legal management procedures |
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■ Continue appropriate operation of the internal reporting system ■ Further enhance and disseminate the whistleblowing system |
■ Reports to the whistleblowing system: 4 Consultations with other counseling sections: 19 ■ Started operation of internal reporting procedure manual, built storage system for internal reporting response records ■ Provided education for whistleblowing response personnel and explain the internal reporting system through in-house education |
○ | ■ Continue the appropriate operation of the internal reporting system ■ Further enhance the internal reporting system and promote awareness and penetration of the internal reporting system and whistleblowing system |
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Risk management | ■ Reduce risks previously and newly identified through risk assessments ■ Continue to hold drills to increase awareness with the aim of maintaining a high response rate ■ Conduct desktop drills anticipating actual damage |
■ Extracted 13 risks that include the technological innovation risk as major risks for the TOK Group and respond intensively ■ Discussed at the Board of Directors for creating a specialized department to control company-wide risks ■ Conducted regular drills and achieved high response rates ■ Conducted desktop drills assuming earthquake fires at the Utsunomiya plant |
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■Continuation of major risk reduction activities under the leadership of the newly established ERM Department |
*1 Unconsolidated
Material issues | SDGs to which we contribute |
ESG field |
Key initiatives |
Issues, qualitative objectives, |
Main achievements, progress, and KPI in FY 2023/12 |
Evaluation | Issues, qualitative objectives, and KPIs for FY 2024/12 | |
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Global environmental conservation considering future generations | ![]() |
Environment (E) | Initiatives toward achieving carbon neutrality | Develop, manufacture, and market environment- friendly products | ■ Stably supply i-Line photoresists for power semiconductors ■ Increase sales of plasma ashing systems for power semiconductors |
■ Stably supply i-Line photoresists for power semiconductors |
○ | ■ Stably supply and increase sales of i-Line photoresists for power semiconductors |
Proactive response to new environmental regulations | ■ Start full-scale operation of a comprehensive management system for environment-related data | ■ Start full-scale operation of a comprehensive management system for environment-related data | ○ | ■ Reliable operation of a comprehensive management system for environment-related data | ||||
Proactive disclosure of environmental information | ■ Proactive information disclosure through the Integrated Report and on the website | ■ Proactive information disclosure Publish the Integrated Report and disclose environmental information on the website | ○ | ■ Proactive information disclosure Publish the Integrated Report and disclose environmental information on the website | ||||
Improve energy-related CO2 emissions per base unit* [Medium-term target] Reduce energyrelated CO2 emissions (per base unit) by 15 points by 2030 compared with 2019 | ■ Reduce energy-related CO2 emissions (per base unit) by 15 points by 2030 compared to 2019 | ■ Reduced energy-related CO2 emissions (per base unit) by 72 points compared with 2019 | ○ | ■ [New interim target] 30% reduction compared with 2019 (Group’s emissions) by 2030 | ||||
■ Reduce energy-related CO2 emissions (per base unit) by 1 point compared with the previous year | ■ Reduced energy-related CO2 emissions (per base unit) by 35 points compared with 2022 | ○ | ■ [New interim target] 30% reduction compared with 2019 (Group’s emissions) by 2030 | |||||
Improve energy consumption per base unit* [Medium-term target] Reduce energy consumption (per base unit) by 15 points by 2030 compared with 2019 |
■ Reduce energy consumption (per base unit) by 15 points by 2030 compared to 2019 | ■ Reduced energy consumption (per base unit) by 15 points compared to 2019 | ○ | ■ Reduce energy consumption (per base unit) by 15 points by 2030 compared with 2019 | ||||
■ Reduce energy consumption (per base unit) by 1 point compared with the previous year ■ Measures against the aging of equipment and the introduction of new energy conservation systems |
■ Increased energy consumption (per base unit) by 6 points compared with 2022 | × | ■ Reduce energy consumption (per base unit) by 1 point compared with the previous year ■ Measures against the aging of equipment and the introduction of new energy conservation systems |
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Improve energy consumption per base unit in distribution* |
■ Reduce energy consumption (per base unit) by 1 point or more compared with the previous year |
■ Increased energy consumption (per base unit) by 4 points compared with 2022 | △ | ■ Reduce energy consumption (per base unit) by 1 point or more compared with the previous year ■ Achieve efficient transportation by improving the loading rates of vehicles and visualizing transportation | ||||
Measures to prevent global warming at overseas manufacturing sites | ■ Promote production activities considering energy conservation | ■ Renewed equipment considering energy conservation | ○ | ■ Promote production activities considering energy conservation | ||||
Promote resource recycling | Initiatives to address water risk* | ■ Reduce water consumption by renewing equipment ■ Promote the cyclic use of water |
■ Propose and implemented plans at each site Example: Full-scale operation of pure water production building (Koriyama)/Introduction of new circulation cooling equipment (Utsunomiya)/Improvement of water circulation rate of existing cooling equipment (Aso) |
△ | ■ Reduce water consumption by renewing equipment ■ Promote the cyclic use of water |
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■ Reduce water consumption in Japan by 15% by 2030 compared with 2019 |
■ Water consumption in Japan: Increased by 7.1% compared with 2019*Decreased by 12.3%(year over year) ■ Continue measures against flood risks |
× | ■Reduce water consumption in Japan by 15% by 2030 compared with 2019 ■ Continue measures against flooding risks |
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Reduce industrial waste* [Medium-term target] Reduce (per base unit) by 15 points by 2030 compared with 2019 |
■ Reduce (per base unit) by 15 points by 2030 compared with 2019 | ■ Industrial waste generation (per base unit): Increased by 19 points compared with 2019 | × | ■ Reduce (per base unit) by 15 points by 2030 compared with 2019 | ||||
■ Industrial waste disposed in landfills: Less than 1%, achieving zero emissions |
■ Industrial waste disposed in landfills: Less than 1%, achieving zero emissions |
○ | ■ Industrial waste disposed in landfills: Less than 1%, achieving zero emissions | |||||
Conserve air, water, and soil environments |
Prevent air, water, and soil pollution | ■ Excess of operational thresholds: None | ■ Excess of operational thresholds: None | ○ | ■ Excess of operational thresholds: None | |||
Countermeasures against ozone-depleting substances | ■ Manage CFC leakage volume through the proper management of equipment ■ Examine the introduction of non-CFC equipment when renewing facilities |
■ Manage CFC leakage volume through the proper management of equipment |
○ | ■ Manage CFC leakage volume through the proper management of equipment ■ Examine the introduction of non-CFC equipment when renewing facilities |
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Eradicate environmental accidents that affect external parties | ■ Environmental accidents: No major accidents | ■ Environmental accidents: No major accidents | ○ | ■ Environmental accidents: No major accidents | ||||
Preserve biodiversity | Improve awareness of biodiversity based on TOK Biodiversity Protection Declaration and encourage participation in related activities | ■ Implement ongoing employee training ■ Continue activities to preserve forests |
■ Implemented CSR training for employees as well as all directors and auditors (100% participation rate) ■ Dispatched employees to participate in activities at the Kanagawa Trust Midori Foundation |
○ | ■ Implement ongoing employee training ■ Continue activities to preserve forests |
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Supply chain sustainability | ![]() |
Precisely address laws and regulations | Carry out appropriate and reliable management of chemical substances | ■Establish chemical substance information management system ■Strengthen chemical substance management system of the TOK Group |
■Consideration of modification and expansion of a chemical substance information management system ■ Revisions and started of operationof Chemical Management Standards |
○ | ■ Established chemical substance information management system ■ Strengthen chemical substance management system of the TOK Group |
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Properly comply with the PCB Special Measures Act | ■ Formulate and promote equipment renewal plan based on the roadmap toward the deadline of the disposal of PCB waste (low concentration) in 2027 | ■ Formulated equipment renewal plan based on the roadmap toward the deadline of the disposal of PCB waste (low concentration) in 2027 | ○ | ■ Formulate and promote equipment renewal plan based on the roadmap toward the deadline of the disposal of PCB waste (low concentration) in 2027 | ||||
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Social (S) | Occupational health and safety/ Reduction of risks posed by chemical substances | Foster a safety culture | ■ Completed the acquisition of ISO 45001 certification at all sites in Japan ■ Setting 5S activities in place |
■ Completed the acquisition of ISO 45001 certification at all sites in Japan |
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■ Establish autonomous 5S activities | ||||||||
■ Strengthening risk management with safety first | ■ Conducted safety inspections at all sites including overseas | △ | ■ Eliminate workplace accident occurrence risks | |||||
■ Strengthen emergency response drills | ■ Conducted emergency response drills with changed scenario assumptions | △ | ■ Strengthen emergency response drills for various emergencies | |||||
■ Achieved zero accidents resulting in lost workdays | ■ One accident with lost workdays and 13 accidents without lost workdays | X | ■ Achieved zero accidents resulting in lost workdays |
* Unconsolidated basis and consolidated subsidiaries in Japan