Co-Existence and Mutual Prosperity with Local Communities

Medium-Term Targets and Progress

To achieve our Vision for 2030, we are managing progress for each KPI and have made achievement criteria and action plans for up to 2030.

Participate in local communities through dialogue and collaboration

  • Accurately identify local issues through dialogues with local communities, and execute measures
FY2022 Results FY2023 Plan Final Year of 2021 3-Year Business Plan
(FY2024)		 Final Year of 2027 3-Year Business Plan
(FY2030)
Ome model project
  • Collaborated with the Tama University Research Institute on the Localized Contribution Survey using the Ome District Division as a model business site
  • Held mixed workshops for employees and external stakeholders to raise awareness regarding social contribution among employees
  • The Ome District Social Contribution Promotion Committee was established by seven employees, most of whom participated in the above workshops
  • Held regular meetings for sharing ways to collaborate with external stakeholders to solve community issues (starting with the Ome City and Hamura City Councils of Social Welfare)
 Ome District follow-up
  • Hold workshops through the Ome District Social Contribution Promotion Committee and develop new social contribution activities based on ideas generated
  • Break down a vision of the Ome District in 2030
  • Hold a sponsored boccia tournament at the Sumitomo Metal Mining Arena Ome in collaboration with government agencies and the NEC Pro Bono Initiative as an opportunity to contribute to exchange in the community
  • Continue to hold collaborative meetings with local stakeholders
Company-wide
  • Prepare for the implementation of the survey assessing the degree of social contribution to the regions in which we do business (regional dialogue model) at other sites
 Achievement Criteria
  • Establish mechanisms for identifying issues and expectations through dialogues with local communities
  • Identify baseline values for local community contribution levels at all sites in Japan (17 regions), specify expected contributions and contribution levels by the end of FY2030, and incorporate them in each measure
  • Ascertain the achievement status of community contribution levels at all sites in Japan compared to the baseline values and clarify issues to be addressed in the future
Items or targets to be implemented during the 2024 3-Year Business Plan
  • Manage progress of all sites in Japan with regard to issues and expectations through dialogues with local communities and incorporate into measures, including any subsequent changes
Action Plan
  • Run trial operation of mechanisms for identifying issues and expectations through dialogues with local communities at model business sites (FY2022)
  • Operate mechanisms as necessary at all sites in Japan to identify baseline values for community contribution levels, specify expected contributions and contribution levels by the end of FY2030, and incorporate them in each measure
  • Operate mechanisms as necessary at all sites in Japan, ascertain contribution levels compared to baseline values, identify expected contributions and any changes in level by the end of FY2030, and revise and adapt each measure as necessary

1. Support the local community via employee participation

  • Implement employee participation programs (from 2023)
FY2022 Results FY2023 Plan Final Year of 2021 3-Year Business Plan
(FY2024)		 Final Year of 2027 3-Year Business Plan
(FY2030)
Business sites
  • Implemented the existing plan roughly on schedule despite the impact of the COVID-19 pandemic, including activities such as cleaning coastlines and areas around plants, supporting events, planting trees, collecting used books, used stamps, and PET bottle caps, and conducting blood donations
Company-wide
  • Conducted a survey based on the Company Employee Social Participation Questionnaire survey to increase the number of programs that can be provided in the Head Office region and other sites (support for people tackling dementia, sponsorship for holding boccia tournaments, etc.)
  • Planned collaboration to be implemented together with the Minato City Council of Social Welfare, organizations that participate in social contribution forums, the Japan Philanthropic Association, and the NEC Pro Bono Initiative
 Business sites
  • Continue implementing FY2022 initiatives
  • Identify examples of initiatives at each business site that could be implemented anywhere and implement these at new locations as appropriate
Company-wide
  • Establish the Employee Volunteer Pro Bono Support System (tentative name)
  • Have employees participate in regional promotion initiatives that support volunteer activities and incorporate their opinions
  • Carry out promotional activities that encourage employees to sign up to the Volunteer Pro Bono Support System
  • Showcase at least one new program each month
  • Build frameworks for the nationwide development and continuous improvement of programs (implementation organizations that include external experts)
 Achievement Criteria
  • Support social contribution activities of employees and develop employee participation programs at all sites to improve employee satisfaction and motivation to contribute to society
  • Ascertain effects of employee participation programs (number of participants and employee satisfaction) and manage progress
  • Improve employee participation programs
Action Plan
  • Trial a program at Head Office that incorporates the findings of the FY2021 Company Employee Social Participation Questionnaire survey conducted in the Head Office (FY2022)
  • Conduct a questionnaire survey at the main sites and offer the program trialed at Head Office all sites with modifications
  • Ascertain baseline values for the numbers of employees participating and satisfaction and improve programs
  • Conduct the Company Employee Social Participation Questionnaire survey at the main sites at the end of FY2024 and the end of FY2027, ascertain satisfaction and needs, and improve programs

2. Hire and procure locally

  • Continually implement and assess of performance
FY2022 Results FY2023 Plan Final Year of 2021 3-Year Business Plan
(FY2024)		 Final Year of 2027 3-Year Business Plan
(FY2030)
  • Percentage of procurement from local suppliers and percentage of employees hired locally
  • Percentage of senior managers hired from the local community
  • Continue implementing FY2022 initiatives
 Achievement Criteria
  • Assess hiring and procurement status at the main sites and disclose the information on the company website
  • Assess hiring and procurement status at the main sites and disclose the information on the company website
Action Plan
  • Assess hiring and procurement status at the main sites and collect data
  • Assess hiring and procurement status at the main sites and collect data

3. Support for nurturing of the next generation

1) Implement programs to nurture the next generation in collaboration with government, local bodies, NPOs, etc. (one or more times/year)

FY2022 Results FY2023 Plan Final Year of 2021 3-Year Business Plan
(FY2024)		 Final Year of 2027 3-Year Business Plan
(FY2030)
  • Leased ground to junior baseball team (Harima)
  • Sponsored junior baseball tournament (GRANOPT Co., Ltd.)
  • Accepted interns from technical colleges and high schools (Besshi, Hyuga Smelting Co., Ltd., Shinko Co., Ltd.)
  • Participated in an adult education lecture program (Sumiko Energy Materials Co., Ltd.)
  • Provided visiting classes for elementary schools (Besshi, Hyuga Smelting Co., Ltd.)
  • Subsidized educational fees (CBNC)
  • Provided financial support toward school construction costs (THPAL)
  • Gifted tickets to the Pompeii Exhibition to organizations affiliated to Carillon Children’s Center (Head Office)
  • Donated to FC Imabari’s Satoyama Stadium Project and bought the rights to an engraved plate (Besshi, Head Office)
 Business sites
  • Continue implementing FY2022 initiatives
  • In the second round of workshops implemented by the Corporate Citizenship Subcommittee, consider a breakdown of the ideal vision for each business site based on four KPI (nurturing of the next generation, support for people with disabilities, support for the elderly, and support during and after disasters)
Company-wide
  • Support organizations that participate in social contribution forums
  • Support organizations collaborating with employee participation programs
  • Develop and implement programs that support time for all-around exploration in response to new governmental educational guidelines
 Achievement Criteria
  • Provide support for nurturing of the next generation in line with the expected content and level of contribution as assessed through mechanisms for regular dialogue with local communities
  • Solicit assessments of the above activities from local communities
  • Provide support for nurturing of the next generation in line with the expected content and level of contribution as assessed through mechanisms for regular dialogue with local communities
  • Solicit assessments of the above activities from local communities
Action Plan
  • Provide support for nurturing of the next generation in line with the expected content and level of contribution as assessed through mechanisms for regular dialogue with local communities
  • Solicit assessments of the above activities from local communities
  • Provide support for nurturing of the next generation in line with the expected content and level of contribution as assessed through mechanisms for regular dialogue with local communities
  • Solicit assessments of the above activities from local communities

3. Support for nurturing of the next generation

2) Establish and award scholarships in Japan and maintain existing overseas scholarships (from 2023)

FY2022 Results FY2023 Plan Final Year of 2021 3-Year Business Plan
(FY2024)		 Final Year of 2027 3-Year Business Plan
(FY2030)
  • Envisaged the target scholarship recipients (people from the local community or people who contribute to the local community) and considered suitable designs (Head Office)
  • Continued the SMM Arizona (Morenci) and SMM Oceania (Northparkes) programs
  • Supported a measure for student loan repayment exemptions for students scheduled to be employed in Isa City, which was added to the agenda for discussion by the city assembly (Hishikari)
 Scholarships for regional contributions in Japan
  • Applications for JEES-SMM Local Contribution Scholarships to be accepted from May 2023
    In the first year, scholarships will be awarded to 20 students who intend to contribute to four regions in which we have directly-controlled business sites
  • Develop programs for raising the effectiveness of the system’s goals, support activities that teach students about regional contribution, and implement follow-up monitoring
Overseas, Hishikari
  • Continue implementing FY2022 initiatives
 Achievement Criteria
  • Start provision from FY2023
  • Continue to work graduates in positions that contribute to the local community and raise and consolidate awareness of the purpose and results of the scholarship program at each of the qualifying universities
Items or targets to be implemented during the 2024 3-Year Business Plan
  • Work some of the first students to receive scholarships in positions that contribute to their local communities after graduation in March 2027
Action Plan
  • Prepare application guidelines and select qualifying universities for applications (June 2022)
  • Finalize funding scheme (September 2022)
  • First application for scholarship students (with funding in March 2023)
  • Establish opportunities to communicate the purpose of the scholarships, the philosophy of SMM, and the career paths of graduates to university faculty members and scholarship recipients (Plan to provide from the 2024 3-Year Business Plan for scholarship recipients)

4. Support for people with disabilities and the elderly

  • Implement programs to support people with disabilities and the elderly in collaboration with government, local bodies, NPOs, etc. (one or more times/year)
FY2022 Results FY2023 Plan Final Year of 2021 3-Year Business Plan
(FY2024)		 Final Year of 2027 3-Year Business Plan
(FY2030)
  • Accepted practical training students from special needs schools (Hishikari, Harima, Shinko Co., Ltd.)
  • Purchased from businesses that employ people with disabilities (Ome, Hishikari, Ichikawa Research Center, GRANOPT Co., Ltd., Sumiko Energy Materials Co., Ltd., Head Office)
  • Contracted work to a silver human resources center, an organization that provides work to elderly workers (Hishikari)
  • Held a social contribution forum (on understanding dementia and preventing the need for people to leave work to provide nursing care) and implemented a matching gift program
  • Implemented an online market and matching gift program with NPO Shinsei (Head Office)
  • Prepared to host and sponsor a boccia tournament (Ome)
  • Implemented an end-of-year mutual support activity aimed at supporting the elderly (Ohkuchi Electronics Co., Ltd.)
 Business sites
  • Continue implementing FY2022 initiatives
  • In the second round of workshops implemented by the Corporate Citizenship Subcommittee, consider a breakdown of the ideal vision for each business site based on four KPI
Company-wide
  • Support organizations that participate in social contribution forums
  • Support organizations collaborating with employee participation programs
 Achievement Criteria
  • Provide support for people with disabilities and the elderly that matches the expected content and contribution levels as assessed through mechanisms for regular dialogue with local communities
  • Receive recognition from local communities for these activities
  • Provide support for people with disabilities and the elderly that matches the expected content and contribution levels as assessed through mechanisms for regular dialogue with local communities
  • Receive recognition from local communities for these activities
Action Plan
  • Provide support for people with disabilities and the elderly that matches the expected content and level of contribution as assessed through mechanisms for regular dialogue with local communities
  • Share information on methods of support and know-how via the person in charge of general affairs at sites at the regular Corporate Citizenship Subcommittee meetings
  • Publish achievements of activities internally and externally
  • Provide support for people with disabilities and the elderly that matches the expected content and level of contribution as assessed through mechanisms for regular dialogue with local communities
  • Share information on methods of support and know-how via the person in charge of general affairs at sites at the regular Corporate Citizenship Subcommittee meetings
  • Publish achievements of activities internally and externally

5. Support during and after disasters

  • Support regions affected by large-scale disasters
FY2022 Results FY2023 Plan Final Year of 2021 3-Year Business Plan
(FY2024)		 Final Year of 2027 3-Year Business Plan
(FY2030)
  • Held drills in cooperation with regional authorities in preparation for a heavy rainfall disaster (Hishikari)
  • Built a stock of emergency meals and other emergency supplies that can be handed out to the local community (Ichikawa Research Center)
  • Cooperated with volunteer fire company activities, registered as a corporate member, and dispatched employees when needed (Sumiko Energy Materials Co., Ltd.)
  • Sold special goods produced in Naraha Town inhouse (Head Office)
  • Donated to the Japanese Red Cross Society (Hyuga Smelting Co., Ltd.)
  • Continued to donate to scholarship funds for children who were orphaned by the Great East Japan Earthquake (Head Office)
  • Held Tohoku Reconstruction Fair: Consuming Foods from Disaster-Hit Areas (Head Office)
  • Supported areas affected by the earthquake in Turkey and Syria (Head Office)
  • Sponsored NPOs supporting evacuees from Ukraine (Head Office)
 Business sites
  • Continue implementing FY2022 initiatives
  • In the second round of workshops implemented by the Corporate Citizenship Subcommittee, consider a breakdown of the vision for each business site based on four KPI
Company-wide
  • Respond appropriately when disasters occur in Japan or overseas
  • Support the training of employees as volunteer responders
Head Office
  • Prepare to take in people who are unable to return home during a disaster in the area around Shinbashi Station
 Achievement Criteria
  • Provide timely local support in the event of a large-scale disaster (earthquake, typhoon, etc.)
  • Continue support for people affected by disasters as necessary
  • Provide timely local support in the event of a large-scale disaster (earthquake, typhoon, etc.)
  • Continue support for people affected by disasters as necessary
  • Conclude collaboration agreements with local governments and other organizations at major business sites
Action Plan
  • Provide timely support, including donations, in large-scale disasters
  • Engage in community disaster prevention activities during normal times (participate in drills, lend facilities, etc.)
  • Provide timely support for people affected by large-scale disasters overseas (major disasters, wars, etc.) in collaboration with business divisions
  • Provide timely support, including donations, in large-scale disasters
  • Consider local disaster prevention agreements (lend facilities, etc.)
  • Provide timely support for people affected by large-scale disasters overseas (major disasters, wars, etc.) in collaboration with business divisions

Back to Co-Existence and Mutual Prosperity with Local Communities