Sustainability
Sustainability Management
Basic Concept
The Group engages in efforts to solve environmental and social issues based on our Management Philosophy of Creating a Better Future Through Monozukuri, developing various businesses to help create a truly affluent society. This Basic Philosophy represents the very essence of our approach to sustainability. We are committed to addressing environmental and social issues more seriously than ever through Monozukuri, helping to create a truly affluent society.
Central Glass Co., Ltd. aims to improve enterprise value from a long-range viewpoint through business activities while taking the global environment, society and economy into consideration.
Vision
The Group revised our original Basic Policies into what we now call our Purpose as a guideline for sustainable growth. This Purpose redefines our role and significance in society. We also formulated our long-term vision, VISION 2030, which will guide us through the year 2030. We set forth our aspirations in VISION 2030 to Become a Specialty Materials Company Contributing to the Realization of a Sustainable Society.
We will unite our companies to become a corporate group that continues to create and provide valuable materials to serve our purpose in creating a sustainable society.
Policies
The Group identifies materialities that reflect our corporate philosophy, medium-term management plan, stakeholder expectations, and other factors, taking into consideration the business environment surrounding the Group and our basic approach to sustainability. We create economic and social value through our efforts to solve such issues through our business activities.
We set medium- and long-term initiatives and targets which we pursue through the PDCA cycle under the supervision of the Board of Directors.
Promotion Framework
We established the Sustainability Committee to further strengthen Group sustainability initiatives by analyzing and evaluating such initiatives and activities across the organization. The committee then reports and makes recommendations to the Board of Directors as necessary. The committee meets as necessary to centralize sustainability-related initiatives, analyze and evaluate plans and implementation status, and discuss, analyze, and evaluate sustainability-related issues.
Main Purposes | (1) Get overall grasp of activities to promote sustainability by the Group (2) Comprehensively analyze and examine efforts for sustainability (3) Make recommendations to the management toward solving social issues as necessary |
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Composition |
Chairperson: Executive in charge of the Corporate Administration Department Vice-Chairperson: Executive in charge of the Corporate Communications Dept. and the Environment and Safety Dept. Committee Members: Designated responsible persons of each department Secretariat: Corporate Administration Dept., Corporate Communications Dept., and Environment and Safety Dept. |

Materiality
Materiality-Identifying Process
By taking the following process, we evaluate risks and opportunities in terms of both importance to our Company and importance to our stakeholders to identify Materiality and KPIs.
Step 1 | Select candidate issues based on the international guidelines (GRI and ISO26000) and the investigation content from the Sustainability Committee while considering requests from society. |
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Step 2 | Comprehensively evaluate such issues at the Sustainability Committee from the two viewpoints of importance to our Company and importance to our stakeholders, and formulate a tentative plan. |
Step 3 | Clarify their relationships with the management policies, the Midterm Plan, etc. and discuss them at the Board of Directors to identify priority issues. |
Materiality
After taking this identifying process, we have identified on priority issues for eleven items in three areas as well as KPIs for initiatives to tackle them. In particular, considering relationships with the business, “Solution of Social Issues Through Business Activities: Provision and Development of Products that Solve Social Issues” is positioned as a top-priority issue.
[Background of the Top-Priority Issue and Its Concept]
The realization of a decarbonized society is a global challenge that cannot be procrastinated, and there remains much room in which our Group can make contribution in terms of sales and development in important areas, such as the reduction of greenhouse gas (GHG) emissions, the electrification of vehicles, energy saving, etc. We also believe that taking such initiatives will create business opportunities and meet the expectations and needs of our stakeholders.
Materiality Matrix

Fields Materiality
ⅠSolution of Social Issues Through Business Activities | [Environment] A. Provision and Development of Products that Solve Social Issues |
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Ⅱ Measures for Environmental Protection | B. Measures for Climate Change C. Improvement of Energy Use Efficiency |
Ⅲ Enhancement of Business Foundations | [Society] D. Diversity & Inclusion E. Enhancement of Human Resource F. Improvement of Quality Management G. Promotion of Industrial Health and Safety, and Security and Disaster Prevention H. Enhancement of Supply Chain Management I. Respect for Human Rights |
Governance J. Enhancement of Compliance System K. Enhancement of Corporate Governance |
KPI
I Solution of Social Issues Through Business Activities
Materiality (ESG) |
Initiatives/Key Performance Indicators (KPIs) | FY2022 Results | FY2023 Results | FY2024 Targets (final fiscal year of medium-term plan) |
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[Environment]A. Provision and Development of Products that Solve Social Issues | Provision and expansion of environmental contribution products [Chemicals Business Department] (Total sales of low-GWP and energy-saving products) |
78.5 billion yen | 72.0 billion yen | 100 billion yen |
Provision and expansion of environmental contribution products[Glass Business Department] Sales volume ratio of eco-glass and heat insulation automotive glass compared with FY2021 |
98% | 110% | 156% | |
Provision and expansion of coated fertilizers contributing to food issues[Fertilizers Business Department] (contributing to the expansion of yield amount and energy saving) |
Promote the early launch of environmentally conscious coated fertilizers and the development of new fertilizers using unused resources with low environmental impact (plant residues, livestock waste, etc.). | |||
Enhancement of R&D capability (Focus areas: Energy saving, lowering of GWP, SiC, capture and utilization of CO2, and PFAS response) |
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II Measures for Environmental Protection
Materiality (ESG) |
Initiatives/Key Performance Indicators (KPIs) | FY2022 Results | FY2023 Results | FY2024 Targets (final fiscal year of medium-term plan) |
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B . Measures for Climate Change Issues | Reduction of GHG Emissions (Scope 1 and 2) | 33.2 ten thousand tons CO2 (370 thousand tons CO2) *1 |
35.6 ten thousand tons CO2 | 35 ten thousand tons CO2 |
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GHG avoided emissions by providing environmental contribution products *2 | 530 ten thousand tons CO2 | 515 ten thousand tons CO2 | 680 ten thousand tons CO2 | |
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C. Resource utilization and the promotion of streamlining | Improvement of GHG emissions intensity (GHG emissions/Net sales) |
2.0t CO2/million yen | 2.2t CO2/million yen | 1.8t CO2/million yen |
Reduction of Water Use (Improvement of water intake intensity per sales: Total water intake/Net sales) |
61.1m3/million yen | 62.4m3/million yen | 55.6m3/million yen | |
Reduction of the Final Disposed Amount of Industrial Waste | 15.6 thousand tons | 8.3 thousand tons | 8.8 thousand tons |
III Enhancement of Business Foundations
Materiality (ESG) |
Initiatives/Key Performance Indicators (KPIs) | FY2022 Results | FY2023 Results | FY2024 Targets (final fiscal year of medium-term plan) |
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SocietyD. Diversity & Inclusion | Improvement of female employee ratio in career-track employees | 13% | 17.0% | 18.3% |
Improvement of ratio of male employees utilizing parental leave | 32.0% | 70.8% | 75.0% | |
Improvement of employment rate of persons with disabilities | 2.2% | 2.4% | 2.6% | |
Promotion of Diversity & Inclusion management education (encouragement for managers to attend lectures) |
15% (cumulative attendance rate) |
45% | 60% | |
Encouragement to take paid leave (including secondees) | 67.5% | 68.1% | At least 80% | |
E. Enhancement of Human Resource Development | Expansion of opportunities for employee education (training time per person)※3 ※4 |
17 hours | 27 hours | 20 hours |
Improvement and enhancement of education for employees including those of our Group companies | Aim to improve the value of the Group’s human capital by improving and supporting education for employees of our Group companies (domestic and overseas) to further develop their skills. |
F. Improvement of Quality Management | Initiatives/Key Performance Indicators (KPIs) | FY2022 Results |
FY2023 Results |
FY2024 Targets |
Final Goals |
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Reduction of the number of complaints (year-to-year reduction rate) |
24% reduction | 40% reduction | Reduction of 25% or more | Zero complaint | |
Maintenance/improvement of quality of audits implemented by contractors (year-round auditing executing rate) |
83% | 96% | At least 90% | 100% | |
Improvement of quality education | Improve workers’ proficiency level by providing group-wide quality education, enhancing the content of Monozukuri Education at production sites, and increasing the opportunities. | ||||
G. Promotion of Industrial Health and Safety, and Security and Disaster Prevention | Promotion of industrial health and safety (number of accidents that require time off from work) |
6 | 8 | 0 | 0 |
Promotion of security and disaster prevention (number of serious accidents) |
0 | 0 | 0 | 0 | |
H. Enhancement of Supply Chain Management | Promotion of CSR procurement | Conduct investigation and evaluation concerning the CSR of business partners. Follow up the status of their CSR procurement as necessary. Conduct investigation and evaluation on 100% of the new business partners and increase investigation cover ratio. | |||
I. Respect for Human Rights | Enhancement of initiatives for respect for human rights | Clarify and spread our human rights policy while enhancing in-house awareness-raising activities (established the Central Glass Group Human Rights Policy in February 2024). | |||
GovernanceJ. Enhancement compliance system | Improvement/enhancement of compliance education | Continue and further improve internal education (frequency and areas to be covered) | |||
K. Enhancement of Corporate Governance | Improvement of evaluation on the effectiveness of the Board of Directors | Further improve its effectiveness through performing a self-assessment questionnaire survey (on a five-point scale). The result of FY2023 survey was 4.1. Disclose the issues identified through the survey and confirm how to respond to them to further enhance the governance of the Board of Directors. |
- 3 Non-consolidated and seconded employees
- 4 Training for employees held by the relevant departments of the head office. The Company revised education hours for FY2022 due to revised survey criteria.