Asahi Kasei Corporation · TSE:3407
Asahi Kasei — ESG Presentation (January 2023)
37 slides from Asahi Kasei's sustainability presentation, Jan 20, 2023
Slide 1: Sustainability Briefing
Sustainability Briefing Koshiro Kudo President Asahi Kasei Corp. January 20, 2023
Slide 2: Outline
Outline Sustainability with Green/Digital/People Green Green Transformation People HR Transformation Risk Management
Slide 3: Sustainability with Green/Digital/People
Sustainability with 1 Green/Digital/People 3
Slide 4: Major changes in 2022
1. Sustainability with Green/Digital/People Major changes in 2022 Growing divisions Inflation, rising interest Russia–Ukraine in the international rates, falling stock situation community; higher prices, lower yen value geopolitical risks Economic measures in EU, US, Japan, etc. New medium-term Resu
Slide 5: Our aims
1. Sustainability with Green/Digital/People Our aims Group Mission We, the Asahi Kasei Group, contribute to life and living for people around the world Two aspects of sustainability for Asahi Kasei G Green Transformation Green Contributing to sustainable society (realization of Group Vision) Maximum
Slide 6: Green Transformation
Green 2 Green Transformation 6
Slide 7: Initiatives regarding climate change
2. Green Transformation Initiatives regarding climate change Climate change (from +1.5°C to over +4°C scenario) Risks Opportunities Medium-term management plan 2024 Proactive Control Be a Trailblazer advancement Transition risks Mitigation GG10* Physical risks Asset light Adaptation Structural trans
Slide 8: Risk control: transition risks and physical risks
2. Green Transformation Risks Risk control Transition risks Physical risks Changes in market Serious storm and Rise in Decarbonization structure etc. flood damage temperature etc. ⚫ Efforts toward carbon neutrality ⚫ Measures for manufacturing ⚫ Developing and promoting sites and supply chains Obtai
Slide 9: Action for carbon neutrality
2. Green Transformation Risks Action for carbon neutrality Efforts for carbon neutrality are advancing based on our MTP 2024 Our own GHG emissions Initiatives ⚫ Identifying GHG reduction measures ≥30% reduction → examining specifics, pursuing possibilities GHG emissions (million tons CO₂e ) (vs. FY2
Slide 10: CFP calculation and systematization
2. Green Transformation Risks CFP* calculation and systematization Calculating CFP starting from businesses with high requirements + establishment of company-wide standard CFP calculation system (scheduled to start operating in FY2023) Background 1. Expectations for carbon neutrality throughout soci
Slide 11: Obtaining opportunities
2. Green Transformation Opportunity Obtaining opportunities Relationship with climate Fields for Businesses to lead next growth change scenarios1 provision of value 10 Growth Gears (GG10) Opportunities related to climate change +4°C +1.5°C Hydrogen-related Mitigation Clean energy Environment CO2 Che
Slide 12: Hydrogen market
2. Green Transformation Opportunity Hydrogen market Substantial growth of the hydrogen market is forecasted (issues are also emerging); various countries and regions are expanding support for achieving a hydrogen society Forecasted market scale Large-scale projects (≥1 MW) 85 239 Annual electrolyzer
Slide 13: Accelerating commercialization with industry associations and partners
2. Green Transformation Opportunity Accelerating commercialization in concert with industry associations and partner companies Water electrolysis Accelerating activity 2020 system development 2022 for commercialization 2025 Commercialization Utilization of Green Innovation Fund (2021–2030): Developm
Slide 14: Helping the chemical industry provide value for a sustainable society
2. Green Transformation Opportunity Helping the chemical industry provide value for a sustainable society Providing green chemical products to society Plastics Basic Synthetic fibers Crude oil Naphtha feedstocks Other chemical products Biomass material 14
Slide 15: Creating basic feedstocks from bioethanol
2. Green Transformation Opportunity Our solutions Creating basic feedstocks from bioethanol Aiming for commercialization through technological development, improvement, and verification Point 1 Point 2 Point 3 Point 5 Ethanol available in Creating basic feedstocks Able to utilize existing Providing
Slide 16: Outline of a carbon neutral and sustainable society
2. Green Transformation Outline of a carbon neutral and sustainable society Issues, keys to innovation Practical application Biomass utilization technology Resource/energy-saving processes High-durability products, changes in consumer awareness Basic feedstocks Synthetic resin, Biomass-derived Final
Slide 17: Outline of a carbon neutral and sustainable society
2. Green Transformation Outline of a carbon neutral and sustainable society Main initiatives of Asahi Kasei Issues, keys to innovation Practical application Biomass utilization technology Resource/energy-saving processes High-durability products, changes in consumer awareness Basic feedstocks Synthe
Slide 18: Environmental contribution products contributing to total GHG reduction
2. Green Transformation Environmental contribution products contributing to total GHG reduction including emissions by customers and end users Promoting GHG reduction while expanding businesses by strengthening environmental contribution Upstream Asahi Kasei Our customers End users Emissions Our own
Slide 19: People HR Transformation
People 3 HR Transformation 19
Slide 20: Characteristics of Asahi Kasei HR
3. People: HR Transformation Characteristics of Asahi Kasei HR METI case study report on HR management in corporations OpenWork workplace review site METI (Ministry of Economy, Trade and Industry) Report in May 2022 Case 1: Asahi Kasei Corporation 2021 Engaging company ranking 8th 2022 Overall evalu
Slide 21: The theory of evolution
3. People: HR Transformation The theory of evolution It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change. 21
Slide 22: Look back on the path we have travelled
3. People: HR Transformation Look back on the path we have travelled Achieving growth by constantly transforming our portfolio and taking on the challenges of social issues that change with the times over the 100 years since our founding History of net sales portfolio ■Material ■Homes ■Health Care ■
Slide 23: Requirements of personnel and organizations, outline of HR strategy
3. People: HR Transformation Requirements of personnel and organizations, outline of HR strategy A-Spirit We will boldly challenge ourselves with high goals, not being satisfied with the Promoting current situation challenge and growth We will have a strong commitment to goals and focus on generatin
Slide 24: Human strategy – outline
3. People: HR Transformation Human strategy – outline People are our most valuable assets, everything starts from people Discovering the future with lifelong growth and co-creativity of diverse individuals Enhancing employee Promoting challenge Improving management well-being and Autonomous career a
Slide 25: Human resources KPIs
3. People: HR Transformation Human resources KPIs Employees work engagement Proportion of women working as Number of Group Masters survey results on 5-point scale managers and Group Masters Further increase Target Target 294 300 3.65 3.69 3.71 10% 250 259 229 180 124 90 3.4% 3.7% 2.8% 2.2% 2.3% 2016
Slide 26: HR strategy – specific measures
3. People: HR Transformation HR strategy – specific measures HR measures on 2 axes: company-wide and by each business unit Main company-wide measures Measures by business unit Business leaders Autonomous career development Improving management capabilities to draw responsible for HR and realization
Slide 27: Group Masters – overview
3. People: HR Transformation Co-creativity Group Masters – overview Continuous development of professional human resources who contribute to new business creation and business enhancement Roles 1) New business creation & strengthening operations, 2) Fostering younger personnel Executive Officer Exec
Slide 28: Group Masters – significance and operation
3. People: HR Transformation Co-creativity Group Masters – significance and operation Significance of Group Masters Development, acquisition, and retention of professional human resources necessary for business expansion Sector-specific fields ◼ Strengthening technologies that are ⚫ Homes ⚫ Material
Slide 29: Group Masters – creating new businesses, enhancing existing businesses
3. People: HR Transformation Co-creativity Group Masters – creating new businesses, enhancing existing businesses Group Masters lead R&D in core technology fields and connect various technology and people to expand growth-driver businesses (GG10) Life Material Health Care Home & Living ◀ Asahi Kasei
Slide 30: Personnel transfers across sectors
3. People: HR Transformation Co-creativity Personnel transfers across sectors Fully leveraged personnel and know-how for overseas expansion of the Homes business which had been focused on the domestic market Leveraged know-how and personnel with M&A Overseas sales in Homes business experience in the
Slide 31: Vitality and Growth Assessment to improve work engagement
3. People: HR Transformation Lifelong growth Vitality and Growth Assessment to improve work engagement Visualizing the work status of individuals and organizations and implementing PDCA cycle Enhancing work engagement and action to take challenges and drive growth Work engagement survey Characterist
Slide 32: Vitality and Growth Assessment
3. People: HR Transformation Lifelong growth Vitality and Growth Assessment to improve work engagement 3 indicators on 5-point scale Rate of implementing workplace dialogue Superior–subordinate Employee Action driving growth Closely monitored as action for relationships, empowerment improvement at e
Slide 33: Utilizing overseas personnel
3. People: HR Transformation Co-creativity Utilizing overseas personnel Proportion of HR support systems tailored to regional characteristics overseas personnel Locally hired HR managers in U.S. and Europe Employees expected Non-Japanese Executive to increase mainly Assignment to overall management
Slide 34: Risk Management
AsahiKASEI " 4 Risk Management
Slide 35: Asahi Kasei Group risk management
4. Risk Management Asahi Kasei Group risk management Dramatic changes in the operating environment ⚫ Changed values due to the COVID-19 pandemic ⚫ Higher tension in international relations etc. Reinforcement of Autonomous risk management in each organization Reinforcement 1 Reinforcement 2 Clarifica
Slide 36: Closing
Closing
Slide 37: This is what we mean by “Creating for Tomorrow.”
THE COMMITMENT OF THE AS AHI KASEI GROUP: To do all that we can in every era to help the people of the world make the most of life and attain fulfillment in living. Since our founding, we have always been deeply committed to contributing to the development of society, boldly anticipating the emergen