UNIPRES

Unipres's CSR

Top Message

With our advanced press technology, we help curb global warming and improve vehicle safety

Our thoughts are with everyone who has been affected by the rainstorms in July 2020.
The novel coronavirus pandemic that began in early 2020 has thrown the world into confusion and affected the global economy in an unprecedented way.
In the face of this unpredicted and unparalleled crisis, we have renewed our awareness of the need to prepare for every possible risk. Now we plan to enhance our business continuity management (BCM) by covering a wider range of crises we might face. To continue growing and evolving in this rapidly changing world, the Unipres Group must offer meaningful products and services that will always be needed and chosen by customers. We believe that we are able to serve the world primarily in two areas. One is environmental protection. We are committed to playing a role in international efforts to stop global warming. The automobile industry has been switching over to electrification in order to achieve zero emission. Reducing vehicle weight is the key to complete electrification. We plan to achieve the weight reduction by using ultra-high-tensile materials and hot stamping as our way to continue playing a major role in the promotion of electrification.
The other is safety. Especially the protection of vehicle occupants against injuries in collisions is a never-ending challenge facing automobile manufacturers. We would say that our technological know-how is fully leveraged in creating body structures that provide safety. We develop apt materials and body types while meeting the need for reduction in vehicle weight.
Unipres will keep committed to meeting the world’s needs through its advanced press technology, which is its strength, and to contributing to sustainable development of society.
In fiscal 2019, we identified company-wide challenges to meet by fiscal 2030 and set our medium- and long-term CSR targets. To promote CSR activities toward 2030 and thereafter, it is essential for us to work with our stakeholders through business activities. We will continue to meet expectations by being aware of the interests of our stakeholders, carrying out dialogs, and deepening mutual understanding.

                        代表取締役 社長執行役員 浦西信哉
CSRの取り組み ▼

Medium- and Long-term

In February 2020, we have set medium- and long-term targets to reach by fiscal 2030 so that the Unipres Group will achieve sustainable growth and help develop a sustainable society by providing solutions to global social issues that the SDGs address.
In the process of setting the medium- and long-term targets, we identified medium- and long-term materiality, drew up a basic framework of our initiatives to reach these targets (i.e., means for achieving the goals), and applied it to issues facing our departments.
We started applying the medium- and long-term materiality to our activities in fiscal 2020, and will keep revisiting it as necessary to adjust to social conditions and incorporate stakeholders’ opinions. The process for identifying medium- and long-term materiality is shown below.


■Medium- and Long-term Materiality



Step 1: Sift social issues to examine from the rest

We have selected 110 issues, taking account of not only the relevant guidelines (e.g., the GRI Standards, ISO 26001, and the SASB standards),
but ESG-related external assessments (e.g., the FTSE ESG and MSCI ESG Indexes), actions taken by competitors who serve as our benchmarks,
and new issues surrounding sustainability that the SDGs present.


Step 2: Sort through and classify the CSR issues

We classified the 110 issues selected in Step 1 into Categories E, S, and G, and sorted redundant issues to identify matters highly relevant to our business activities.

Step 3: Rate the importance (priority) of the CSR issues

We rated the 17 issues sifted from the rest in Step 2 from two axis: “importance for stakeholders” and “importance for Unipres.” Then we mapped the outcomes to the matrix to identify the “key CSR issues facing the Unipres Group (materiality).”
When rating importance, we took account of our medium- and long-term initiatives and policies along with trends in the industry, and tried to incorporate stakeholders’ various expectations wherever possible.

Step 4: Identify materiality

We identified the six most important matters as materiality (key issues) and had them reviewed by management at an Executive Committee meeting to officially define them as materiality.
We started applying this materiality to our activities in fiscal 2020. Relevant departments explored what initiatives to launch to reach the targets for these matters (i.e., means for achieving the goals) and applied to departmental issues (i.e., departmental policies).


    



■Initiatives to Reach the Medium- and Long-term Targets



Stakeholder Engagement

A wide variety of important stakeholders have an effect on the Unipres Group’s business activities. We will continue our efforts to communicate with stakeholders, build mutual understanding, and forge relationships of trust in order to maintain the growth of the Unipres Group and facilitate the sustainable development of society at large.


■The Unipres Group’s Stakeholders


■Methods of Interacting with Stakeholders


Customers

Sales/proposal activities, quality assurance activities, and joint research activities

Employees

Employee performance appraisals, educational program, awards program, informal gatherings between workers and management, internal whistle-blowing (via internal and external contact points), occupational safety and health measures, stress checks, various counselling services, and in-house newsletter/intranet

Suppliers

Procurement activities, suppliers’ meetings, and awards program

Shareholders and investors

Disclosure of information (via statutory disclosure, the Tokyo Stock Exchange’s timely disclosure, mass media, and external websites), annual shareholders’ meetings and shareholder receptions, business reports, financial results briefings for analysts and institutional investors (twice in FY2019), small meetings (6 times in FY2019), individual interviews (with 111 individuals in FY2019), company briefings for individual investors (20 times in FY2019), shareholder questionnaires, and investor questionnaires

Local communities

Sponsorship: Tricolore Club, Yokohama Human & Technoland, u-life 21, Mount Fuji Women’s Relay, Nissan Cup Oppama Championship, Fuji Festival, etc. Donations: Foundation for Orphans from Automobile Accidents and More Trees Plant tours: for nearby elementary schools and employees’ family Disclosure of information and response to inquiries via external websites Participation in business associations (the Japan Auto Parts Industries Association, etc.)