Enhancing Social Value Centered on the Sustainability Promotion Headquarters and the SDGs
First written in FY2019. 3 of 8 entries say "Reframed", first in FY2021. Latest entry: FY2026.
The whole theme swung hardest in 2020: 2 of 10 companies on the "Worse" side.
- FY2026AdvancedAnnual report
「As a rule, the Sustainability Committee meets 4 times a year to discuss (i) company-wide material issues and related risks and opportunities, (ii) responses to sustainability-related regulations, and (iii) other important ESG themes, while providing the support necessary to advance related initiatives.」
The operating results of the Sustainability Committee, established in the previous fiscal year, were presented, including 4 meetings a year, agendas covering climate change, human rights, and disclosure regulations, and reporting to the Management Committee and the Board of Directors. - FY2025ReframedAnnual report
「The Sustainability Promotion Headquarters was dissolved as part of an organizational evolution and incorporated into the Strategy Headquarters as the Sustainability Promotion Group in April 2025. In addition, to advance management toward the objectives described above, our Group newly established the Sustainability Committee in April 2025, comprising cross-functional members.」
The sustainability execution structure was reorganized from one centered on the Sustainability Promotion Headquarters to one comprising the Sustainability Promotion Group within the Strategy Headquarters and the newly established Sustainability Committee. The CPSO position was eliminated, and it was indicated that the CHRO would be responsible for human capital strategy. - FY2024ReframedAnnual report
「We have reassessed the material issues that our Group should address. To create value through business activities and establish competitive advantages, we identified three areas to be addressed: creating customer value and building strong relationships of trust; R&D contributing to the realization of transformation in society; and the stable supply of high-quality products and highly efficient production. To strengthen the management foundation for envisioning and realizing the future, which supports these areas, we identified three additional areas: promoting transformation through the success and development of diverse human resources that continuously generate competitiveness; advancing Group governance; and addressing social and environmental issues.」
The previous materialities were redefined into 6 areas: customer value; R&D supporting transformation; high-quality, highly efficient production; human resources; Group governance; and social and environmental issues. - FY2023AdvancedAnnual report
「Beginning in April 2023, we newly established the position of Chief People and Sustainability Officer (CPSO), an executive responsible for human capital and sustainability and a member of the Management Committee. Working with the Sustainability Promotion Headquarters, the CPSO will advance TDK's sustainability strategy in ways that contribute to enhancing corporate value.」
The sustainability execution structure was changed to establish a CPSO responsible for human capital and sustainability from April 2023. Selected key performance indicators linked to the 6 material issues were also established. - FY2022RestatedAnnual report
「In "TDK Group Materialities (Key Issues)," we designated energy and digital transformation as business areas on which our Group will focus to create social value and achieve corporate growth. We also designated quality management, human capital management, supply chain management, opportunity and risk management, the pursuit of delegated authority and internal controls, and improved asset efficiency as areas forming the foundation for value creation.」
The framework designating energy and digital transformation as priority areas, and quality, human capital, and supply chain management, among others, as foundations for value creation based on social value, continues to apply as the full-year materiality framework. - FY2021ReframedAnnual report
「We will seek to create corporate value by operating a cycle built around three pillars: "social value," which addresses social issues and contributes to the realization of a sustainable society; a "growth strategy," which continuously provides products of value to society; and "capital efficiency," which pursues efficient management.」
The previous initiatives involving the Sustainability Promotion Headquarters and the SDGs were reorganized under the new medium-term plan into a value creation cycle starting from social value and a set of material issues. - FY2020RestatedAnnual report
「In this medium-term management plan, we regard enhancing the value our Group provides to society as one of our most important priorities. We are strengthening these initiatives through the Sustainability Promotion Headquarters, established in April 2019. We will also strengthen our efforts to conduct business using the SDGs as a framework, contribute to society through sustainable corporate activities, and pursue further growth.」
The policy of enhancing social value centered on the Sustainability Promotion Headquarters and the SDGs was reaffirmed as an issue addressed in the medium-term plan. - FY2019First statedAnnual report
「To strengthen these initiatives, we established the Sustainability Promotion Headquarters. We will also strengthen our efforts to conduct business using the SDGs (the Sustainable Development Goals set out in the 2030 Agenda for Sustainable Development adopted at the United Nations Summit in September 2015) as a framework, contribute to society through sustainable corporate activities, and pursue further growth.」
The establishment of the Sustainability Promotion Headquarters as an organization for enhancing social value, and the policy of strengthening the SDGs as a framework for business activities, were described for the first time.