6. Developing a Resilient Management Foundation- Resilient and Honest Corporate Governance, Organization, and Personnel -
Conduct corporate governance with integrity to earn the trust of society through ongoing
dialogue with stakeholders.
In addition, foster innovation and improve the well-being of
our employees by developing a progressive workplace environment where diverse
human resources can thrive utilizing cutting-edge technologies.
Sustainable development goals
SDGs value creation
(1)Enhance corporate governance and ensure its effectiveness
We will work to construct sophisticated governance systems, increase management transparency, and engage in honest and fair corporate governance.
Main businesses
- Enhance corporate governance systems and thoroughly prevent compliance violations
- Implement sophisticated internal controls, eliminate antisocial forces, and prevent corruption
| Representative KPI | FY2021 | FY2022 | |
|---|---|---|---|
| 1 | KPI | Number of compliance violations: Performance monitoring (annually) | |
| Result | Number of disciplinary cases: 40 | - | |
| 2 | KPI | Employees' attendance rate of compliance training sessions: Performance monitoring (annually) | |
| Result | Rate of compliance test taken: 100% | - | |
| 3 | KPI | - | Awareness of Compliance Hotline among full-time employees: 99%New |
| Result | - | - | |
| 4 | KPI | Guaranteeing the effectiveness of the board of directors: conducting evaluations | |
| Result | Evaluation conducted in FY2021 | - | |
| 5 | KPI | Average attendance rate of all directors at board meetings: 75% or more | |
| Result | Average attendance rate at board meetings: 97.37% | - | |
Related links
(2)Sustainable growth through cooperation with stakeholders
We will build strong relationships of trust with our stakeholders through timely and appropriate information disclosure and regular dialogue, and pursue sustainable development together with them.
Main businesses
- Ethical procurement and transactions
- Sound and transparent information disclosure
- Cooperation with local communities through initiatives such as disaster management agreements and the Social Emergency Management Alliance (SEMA)
| Representative KPI | FY2021 | FY2022 | |
|---|---|---|---|
| 1 | KPI | Sustainability procurement survey collection: 90% or greater (annually) | |
| Result | Survey collection rate: 93% | - | |
| 2 | KPI | Support for high-risk suppliers for improvement: 100% | |
| Result | 100% | - | |
| 3 | KPI | Supplier inspection / CSR audit: at least 2 companies | Supplier inspection / CSR audit: 10 companies and moreUpdate |
| Result | 5 companies | - | |
| 4 | KPI | Number of partnerships with NPOs: 1,000 organizations (FY2023) | |
| Result | 791 organizations | - | |
(3)Enhance employee happiness with diversity and inclusion
We strive to create environments with meaningful work, where everyone can make the most of their abilities.
Main businesses
- Support for employee growth and career realization*1
- Fair evaluation and recruitment system
- Promote participation by women, including recruitment and employment of persons with disabilities, and initiatives related to LGBT persons
- Harassment prevention
| Representative KPI | FY2021 | FY2022 | |
|---|---|---|---|
| Target vision | Create work-friendly workplaces for all | ||
| 1 | KPI |
Ratio of female managers: 20% or more (FY2035)
|
|
| Result | 7.6% | - | |
| 2 | KPI | Employment of persons with disabilities: At or above the legally mandated level (annually) | |
| Result | 2.34% | - | |
| 3 | KPI | Paid leave acquisition rate: Keep at 70% or above (annually) | |
| Result | 70.1% | - | |
| 4 | KPI | Accidents at work sites involving injury or death: Zero (annually) | |
| Result | Accidents involving death: 0 | - | |
| 5 | KPI | - | Return rate from childcare leave: 100%New |
| Result | - | - | |
| 6 | KPI | - | Male childcare leave acquisition rate: 30% (FY2023), 50% (FY2026)New |
| Result | - | - | |
| 7 | KPI | - | Number of employees who retire due to nursing care: 0 New |
| Result | - | - | |
Related links
[Note]
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*1
Free-agent system and job posting system, SoftBank University, SoftBank career dock
(4)Enhance productivity with advanced workplace environments
We will engage in promoting work-style reforms, and health and productivity management utilizing technology.
Main businesses
- Work-style reforms*1
- Promote health and productivity management
- Relocate the corporate headquarters to a smart building
- Promote diverse working styles unconstrained by time or place*2
| Representative KPI | FY2021 | FY2022 | |
|---|---|---|---|
| Target vision | Work-style reforms and promotion of wellness management | ||
| 1 | KPI |
Promotion of working style looking ahead to the post-COVID-19 era
|
|
| Result | Renovated and transitioned to a free address system at 12 offices | - | |
| Utilized shared office space in 5 of our own satellite locations, 33 WeWork locations, and over 250 other locations nationwide | |||
| 2 | KPI | Teleworking ratio: 70% or greater (annually)*3 | Teleworking ratio*3: 90% or greater (annually) Update |
| Result | 95.9% | - | |
| 3 | KPI |
Ratio of smokers:
|
|
| Result | Aggregation in progress (scheduled to be updated in early June) | - | |
| 4 | KPI | High ranking in Japan surveys: Highly ranked among the major surveys (annually) | |
| Result | 5stars in the Nikkei SDGs Management Survey, 5 stars in the 4th | - | |
| “Nikkei Smart Work Award 2021” Innovation Award | |||
| Selected as a “White 500” organization in the Health Management Paid Corporation 2021. | |||
[Notes]
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*1
Super Flextime System, telecommuting, operational improvements using AI and IoT, permit employees to take side jobs
-
*2
Telecommuting, use of co-working spaces
-
*3
Percentage of employees who teleworked at least once a month
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*
“Main businesses” include initiatives by SoftBank Corp. and companies in the SoftBank Corp. Group.