As articulated in the Niterra Way (CSR and Sustainability Charter), we improve corporate value through contributions working towards the realization of a sustainable society.
To achieve this, we consider the resolution of social issues to be our most important management issue, and with our unique aspirations, we will promote we aim to "Make the Earth shine with technology and ideas."
In addition, we will promote the creation of human resources for "making the Earth shine" and "diverse and proactive human resources embody the Nitera Way," as well as the creation of a foundation for "making the Earth shine" and "promoting change and create a new global management foundation."
Specifically, we will contribute to resolving social issues through the combination of diverse technologies and provide renewable and recyclable solutions. Furthermore, regarding human capital investment to support these efforts, we will strive to expand mechanisms that enable diverse personnel to thrive and work vibrantly, cultivate individuals who act proactively amidst change and pioneer the future, and develop professionals who can leverage their expertise to create new value for increasingly sophisticated challenges. Additionally, as part of establishing the management foundation that underpins these initiatives, we will build an organizational platform that supports swift decision-making and enables strategic risk control.
We believe it is crucial to set and pursue more concrete initiatives and targets from a medium- to long-term perspective in each of the fields of “resolution of social issues,” “human capital,” and “management foundation” to achieve these objectives.
We have identified three priority management issues: “resolution of social issues,” “human capital,” and “management foundation,” and are promoting various initiatives.
The CSR and Sustainability Committee monitors progress of these themes in response to requests from the Board of Directors.
In addition, taking global standards, social trends and the opinions of outside experts into consideration, the issues are reviewed annually, and any revisions are approved by the Board of Directors.
| Priority Management Issues | Major Initiatives | Goals and Outputs(FY2029) | Progress in FY2024 | ||
|---|---|---|---|---|---|
| Resolution of Social Issues | Making the Earth shine with technology and ideas
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Responding to Climate Change | Reduction of CO2 emissions | CO2 Emissions [compared to that of 2018] FY2030： 30% Reduction FY2035：71.4％ Reduction FY2050：carbon neutrality (Net zero) |
29.7％ reduction（196K tons） *Before third-party verification |
| Providing Environmentally Friendly Products | Dissemination and expansion of environmentally friendly automobile-related products | Sales ratio of precious metal plugs: not less than 50% | 46% | ||
| Sales ratio of wide range oxygen sensor: not less than 50% | 41% | ||||
| Development of fuel cells | CO2 dissemination of high-efficiency distributed power supplies with a view to use free hydrogen |
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| Development of applications for lead-free piezoelectric materials | Alternative promotion from lead piezoelectric materials | Achieve FY2024 target for number of alternatives | |||
| Development of sensing IoT business | Improve business efficiency through automation, optimization, and generalization | Market delivery of aquaculture systems for land-based shrimp farming underway begins. | |||
| Carbon Neutrality as a service | Establish and introduction of synthetic fuel (methane) production system |
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| Human Capital | Diverse and proactive human resources embody the Nitera Way
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Global Human Resource Management | Promotion of employment of women, foreign nationals, and careers | Ratio of women, foreign nationals, and career recruits in managerial positions: 25% | 26.9％（as of March 2025) |
| Examination of a New Personnel System | Improved results of employee satisfaction surveys | Employee satisfaction：3.48 （Fiscal year before last 3.33, Last fiscal year 3.46） |
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| Management Foundation | Promote change and create a new global management foundation
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Corporate Governance | Increasing the ratio of female and foreign nationals to directors | Ratio of female directors and foreign nationals: not less than 30% | 36％（4 out of 11） |
| Increasing the ratio of external directors | Ratio of external directors: not less than 1/3 | 64％（7 out of 11） | |||
| Risk Management | Management of serious incidents signs and prevention of their occurrence | Establishment of risk management system that contributes to management decision-making |
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| Compliance | Survey of employees' awareness and continuous education | Implementation of compliance questionnaires and disclosure of results |
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| Information Security | Maintaining and strengthening incident response organizations and building preventive systems | Establishment of information security management system |
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