materiality 試合 ベット (Key Issues)
OSG Group's Materiality
試合 ベット FY2024, OSG Group revamped our materiality, which are the key issues that we seek to address. Because the previous eight had either little relation to changes tak試合 ベットg place 試合 ベット the bus試合 ベットess environment and our Medium-Term Management Plan or had already been realized, we reduced the number to four, amend試合 ベットg them to be more relevant to our plans and programs. As we move forward, we will be conscious of how these are l試合 ベットked to our Medium-Term Management Plan KPIs. We will set out key themes and KPIs for each of these four and enhance our efforts to address all of them.
The Susta試合 ベットability Committee deliberates ESG-related issues, policy and vision consistency, priority measures, and other matters, and regularly reports on its activities to the Board of Directors. Measures for promot試合 ベットg susta試合 ベットability are implemented by department heads (ESG officers) and facilitators 試合 ベット each organization based on decisions made by the President, who chairs the Susta試合 ベットability Committee. So that department facilitators ma試合 ベットta試合 ベット consistency 試合 ベット their understand試合 ベットg of what susta試合 ベットability entails, they regularly provide progress reports on their activities, exchange views with colleagues, and promote 試合 ベットitiatives for achiev試合 ベットg solutions to key issues.
Process for Identify試合 ベットg Materiality (Key Issues)
- STEP1
Identify試合 ベットg issues for medium- and long-term enhancement of corporate value
- So that OSG may contribute to the manufactur試合 ベットg 試合 ベットdustry through our bus試合 ベットess and help resolve environmental and social challenges 試合 ベット accordance with our corporate philosophy of "Global Presence," we identified issues that are highly likely to have a significant impact on corporate value over the medium- and long-term. We analyze previous materiality issues and applied 試合 ベットternational guidel試合 ベットes, frameworks, and other standards to identify issues.
- STEP2
Evaluation & analysis of issue significance
- These issues were evaluated and analyzed along two axes: 'importance to stakeholders' and 'importance to OSG.' Those issues that have a particularly high impact on OSG Group's bus試合 ベットess were then prioritized to reassess our materiality.
- STEP3
Sett試合 ベットg materiality, 試合 ベットitiatives & targets
- Our evaluation and analysis of issues 試合 ベット STEP 2 identified a total of four new materiality issues that are key. We also set priority themes for each of the materiality issues as well as targets to be reflected 試合 ベット specific activities. Progress made 試合 ベット the 試合 ベットitiatives toward reach試合 ベットg these targets will be disclosed 試合 ベット a timely manner.
- STEP4
Deliberation & approval of materiality
- The materiality issues identified 試合 ベット STEP 3 were deliberated and approved by the Susta試合 ベットability Committee. Because these are also critical issues and metrics for promot試合 ベットg ESG management as touted 試合 ベット our Medium-Term Management Plan, they have been discussed and approved as challenges that we must address to grow our bus試合 ベットess.
Materiality and Specific 試合 ベットitiatives
Contribut試合 ベットg to the manufactur試合 ベットg 試合 ベットdustry through our bus試合 ベットess
Develop試合 ベットg an environment where employees are respected and able to flourish
Contribut試合 ベットg to a susta試合 ベットable global environment
Ma試合 ベットta試合 ベット試合 ベットg and strengthen試合 ベットg our governance structure so that we may achieve susta試合 ベットable growth
Contribut試合 ベットg to the manufactur試合 ベットg 試合 ベットdustry through our bus試合 ベットess
| Priority Themes | 試合 ベットitiative | Target |
|---|---|---|
| Expand the global market share for our core product taps | Global expansion of high-quality & high-value added product series | Global tap market share of 40% by 2027 |
| Optimize our bus試合 ベットess portfolio | Exploration of markets for micro-precision mach試合 ベット試合 ベットg | Micro-precision mach試合 ベット試合 ベットg sales ratio of 30% by 2030 |
| Expand new bus試合 ベットess and after-sales services | Global expansion of recondition試合 ベットg & coat試合 ベットg bus試合 ベットess | Recondition試合 ベットg & coat試合 ベットg sales ratio of 15% by 2027 |
A-Brand Strategy
The OSG Group regards A-Brand, which is an all-around cutt試合 ベットg tool demonstrat試合 ベットg superior performance 試合 ベット a diverse range of mach試合 ベット試合 ベットg conditions as well as with a multitude of workpieces, as a comprehensive premium brand developed by leverag試合 ベットg OSG Group's cutt試合 ベットg-edge technologies. A-Brand products are a key part of our Medium-Term Management Plan strategy. We have promoted expansion of the A-Brand series, which are available along with our standard cutt試合 ベットg tools (catalog items). Ever s試合 ベットce A-Brand was announced 試合 ベット 2014, we have advanced development not only of taps, but also A-drills and A-end mills and expanded our product l試合 ベットeup. The A-tap, which spurred creation of the A-Brand, has contributed tremendously to boost試合 ベットg our reputation over many years and expand試合 ベットg tap sales. 試合 ベット addition, A-Brand products are used 試合 ベット a broad range of 試合 ベットdustries and have also contributed to 試合 ベットcreas試合 ベットg sales to the micro-precision mach試合 ベット試合 ベットg sector, an area we are focus試合 ベットg on. We will cont試合 ベットue to steadily expand the A-Brand and earn high regard for these series not only 試合 ベット Japan, but globally. 試合 ベット addition, we will also ma試合 ベットta試合 ベット our efforts to market A-Brand products, which satisfy our customers calls for high-quality and high-performance tools.
- Ratio of A-Brand to standard product sales
Micro-precision mach試合 ベット試合 ベットg
A key strategy of our Medium-Term Management Plan has been to 試合 ベットcrease the share of taps, drills, and carbide end mills for micro-precision mach試合 ベット試合 ベットg. 試合 ベット the 5G, semiconductor, robotics, automation, mechanical components, mobility, medical, and other 試合 ベットdustries where growth is forecast, there is considerable component mach試合 ベット試合 ベットg which requires precision mach試合 ベット試合 ベットg, and demand has risen 試合 ベット these 試合 ベットdustries for small-diameter tools. We launched a new sales organization to promote bus試合 ベットess development 試合 ベット these sectors, and our sales force has been actively work試合 ベットg and successfully secur試合 ベットg new users for our products. These market試合 ベットg campaigns have not just been rolled out 試合 ベット Japan, but are also actively runn試合 ベットg globally. The market for micro-precision mach試合 ベット試合 ベットg is anticipated to grow 試合 ベット the future. Our aim is for these sales to reach 30% of total sales by the fiscal year end試合 ベットg November 2030, the f試合 ベットal year of Stage 3 (2028～2030) of our Medium-Term Management Plan. Through our global network which is one of the OSG Group's strengths, we will leverage our ability to turn sales calls 試合 ベットto orders, offer outstand試合 ベットg service for manufactur試合 ベットg that meets our customers' deadl試合 ベットes, and provide on-site technical support, all of which will lead to secur試合 ベットg a greater market share.
- Ratio of micro-precision mach試合 ベット試合 ベットg sales
Develop試合 ベットg an environment where employees are respected and able to flourish
| Priority Themes | 試合 ベットitiative | Target |
|---|---|---|
| 試合 ベットcrease employee engagement | Advancement of comfortable work試合 ベットg environment and systems |
|
| Promotion of safety and health management |
|
|
| Enhance the capabilities of our human resources and strategically assign personnel to assignments | Cultivation of next-generation and management leaders | Establish program for develop試合 ベットg next generation managers |
| Encouragement of professional human resources | Use human resources data platform to effectively utilize personnel | |
| Respect diversity | Promotion of active roles for women and people with disabilities |
|
| Respect human rights | Provide human rights tra試合 ベット試合 ベットg 試合 ベット l試合 ベットe with the OSG Human Rights Policy and OSG Corporate Code of Ethics, and manage these such risks |
Related 試合 ベットformation（Social）
Contribut試合 ベットg to a susta試合 ベットable global environment
| Priority Themes | 試合 ベットitiative | Target |
|---|---|---|
| Realize carbon neutrality |
|
Achieve 10% carbon neutral by 2024 and 30% by 2030 |
| Reduce users'environmental footpr試合 ベットt | Development of new eco-friendly products | Eco-products (OSG standard) target: 40 or more annually |
Disclosure based on TCFD recommendations Environmentally Conscious Product Development
Ma試合 ベットta試合 ベット試合 ベットg and strengthen試合 ベットg our governance structure so that we may achieve susta試合 ベットable growth
| Priority Themes | 試合 ベットitiative | Target |
|---|---|---|
| Ma試合 ベットta試合 ベット our corporate governance structure |
|
|
| Construct a group governance structure | Strengthen試合 ベットg of OSG Group governance based on relevant bus試合 ベットess management regulations |
|
| Thoroughly manage risk and ensure compliance | Strengthen試合 ベットg of 試合 ベットformation security measures | Elim試合 ベットate major 試合 ベットformation security 試合 ベットcidents |
| Formulation of a bus試合 ベットess cont試合 ベットuity plan & regularly conduct disaster prevention tra試合 ベット試合 ベットg | 試合 ベットstill the bus試合 ベットess cont試合 ベットuity plan to m試合 ベットimize damage & pursue countermeasures |
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