2-1 |
Organizational Details |
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a.
report its legal name;
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b.
report its nature of ownership and legal form;
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c.
report the location of its headquarters;
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d.
report its countries of operation
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■Overview of SEKISUI CHEMICAL Group
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2-2 |
Entities included in the organization’s sustainability reporting |
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a.
list all its entities included in its sustainability reporting;
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b.
if the organization has audited consolidated financial statements or financial information filed on public record, specify the differences between the list of entities included in its financial reporting and the list included in its sustainability reporting;
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c.
if the organization consists of multiple entities, explain the approach used for consolidating the information, including:
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i.
whether the approach involves adjustments to information for minority interests;
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ii.
how the approach takes into account mergers, acquisitions, and disposal of entities or parts of entities;
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iii.
whether and how the approach differs across the disclosures in this Standard and across material topics.
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■Materiality > Environment
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2-3 |
Reporting period, frequency, and contact information |
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a.
specify the reporting period for, and the frequency of, its sustainability reporting;
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b.
specify the reporting period for its financial reporting and, if it does not align with the period for its sustainability reporting, explain the reason for this;
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c.
report the publication date of the report or reported information;
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d.
specify the contact point for questions about the report or reported information.
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2-4 |
Restatements of information |
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a.
report restatements of information made from previous reporting periods and explain:
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Partial revisions were made to past performance data coinciding with changes in aggregation scope and definition |
2-5 |
External assurance |
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2-6 |
Activities, value chain, and other business relationships |
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a.
Report the sector in which the organization is active
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b.
Describe the organization’s value chain, including the following:
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i.
The organization’s activities, products, services, and markets served
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ii.
The organization’s supply chain
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iii.
the entities downstream from the organization and their activities;
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c.
Report other relevant business relationships
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d.
Describe significant changes in 2-6-a, 2-6-b, and 2-6-c from the previous reporting period
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■SEKISUI CHEMICAL Group Profile
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2-7 |
Employees |
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a.
report the total number of employees, and a breakdown of this total by gender and by region;
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b.
report the total number of:
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i.
permanent employees, and a breakdown by gender and by region;
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ii.
temporary employees, and a breakdown by gender and by region;
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iii.
non-guaranteed hours employees, and a breakdown by gender and by region;
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iv.
full-time employees, and a breakdown by gender and by region;
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v.
part-time employees, and a breakdown by gender and by region;
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c.
describe the methodologies and assumptions used to compile the data, including whether the numbers are reported:
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i.
in head count, full-time equivalent (FTE), or using another methodology;
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ii.
at the end of the reporting period, as an average across the reporting period, or using another methodology;
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d.
report contextual information necessary to understand the data reported under 2-7-a and 2-7-b;
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e.
describe significant fluctuations in the number of employees during the reporting period and between reporting periods.
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■Overview of SEKISUI CHEMICAL Group
■Materiality > Human Capital > Refining the Foundation > Allowing Diverse Human Resources to Excel (Diversity)
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2-8 |
Workers who are not employees |
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■Materiality > Human Capital > Refining the Foundation > Allowing Diverse Human Resources to Excel (Diversity)
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2-9 |
Governance structure and composition |
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a.
describe its governance structure, including committees of the highest governance body;
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b.
list the committees of the highest governance body that are responsible for decisionmaking on and overseeing the management of the organization’s impacts on the economy, environment, and people;
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c.
describe the composition of the highest governance body and its committees by:
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i.
executive and non-executive members;
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ii.
independence;
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iii.
tenure of members on the governance body;
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iv.
number of other significant positions and commitments held by each member, and the nature of the commitments;
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v.
gender;
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vi.
under-represented social groups;
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vii.
competencies relevant to the impacts of the organization;
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viii.
stakeholder representation.
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■Long-term Vision and ESG Management
■Foundation Underpinning ESG Management
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2-10 |
Nomination and selection of the highest governance body |
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■Long-term Vision and ESG Management
■Foundation Underpinning ESG Management
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2-11 |
Chair of the highest governance body |
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a.
report whether the chair of the highest governance body is also a senior executive in the organization;
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b.
if the chair is also a senior executive, explain their function within the organization’s management, the reasons for this arrangement, and how conflicts of interest are prevented and mitigated. |
■Foundation Underpinning ESG Management
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2-12 |
Role of the highest governance body in overseeing the management of impacts |
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a.
Describe the roles of the highest governance body and senior executives in developing, approving, and updating the organization’s purpose, value or mission statements, strategies, policies, and goals related to sustainable development
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b.
Describe the role of the highest governance body in overseeing the organization’s due diligence and other processes to identify and manage the organization’s impacts on the economy, environment, and people, including the following items:
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c.
Describe the role of the highest governance body in reviewing the effectiveness of the organization’s processes described in 2-12-b, and report the frequency of this review
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■Long-term Vision and ESG Management
■Foundation Underpinning ESG Management
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2-13 |
Delegation of responsibility for managing impacts |
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a.
Describe how the highest governance body delegates responsibility for managing the organization’s impacts on the economy, environment, and people, including the following items:
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b.
describe the process and frequency for senior executives or other employees to report back to the highest governance body on the management of the organization’s impacts on the economy, environment, and people. |
■Long-term Vision and ESG Management
■Foundation Underpinning ESG Management
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2-14 |
Role of the highest governance body in sustainability reporting |
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a.
Report whether the highest governance body is responsible for reviewing and approving the reported information, including the organization’s material topics, and if so, describe the process for reviewing and approving the information
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b.
If the highest governance body is NOT responsible for reviewing and approving the reported information, including the organization’s material topics, explain the reason for this |
■Long-term Vision and ESG Management
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2-15 |
Conflicts of interest |
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■Materiality: Governance (Internal Control) > Reducing Serious Incidents > Legal and Ethical Issues
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2-16 |
Communication of critical concerns |
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a.
Describe whether and how critical concerns are communicated to the highest governance body
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b.
report the total number and the nature of critical concerns that were communicated to the highest governance body during the reporting period. |
■Long-term Vision and ESG Management
■Foundation Underpinning ESG Management
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2-17 |
Collective knowledge of the highest governance body |
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■Foundation Underpinning ESG Management
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2-18 |
Evaluation of the performance of the highest governance body |
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a.
Describe the processes for evaluating the performance of the highest governance body in overseeing the management of the organization’s impacts on the economy, environment, and people
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b.
Report whether the evaluations are independent or not, and the frequency of the evaluations
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c.
Descrivbe actions taken in response to the evaluations, including changes to the composition of the highest governance body and organizational practices
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■Foundation Underpinning ESG Management
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2-19 |
Remuneration policies |
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a.
Describe the remuneration policies for members of the highest governance body and senior executives, including the following items:
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b.
Describe how the remuneration policies for members of the highest governance body and senior executives relate to their objectives and performance in relation to the management of the organization’s impacts on the economy, environment, and people |
■Foundation Underpinning ESG Management
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2-20 |
Process to determine remuneration |
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■Foundation Underpinning ESG Management
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2-21 |
Annual total compensation ratio |
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a.
Report the ratio of the annual total compensation for the organization’s highest-paid individual to the median annual total compensation for all employees (excluding the highest-paid individual)
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b.
Report the ratio of the percentage increase in annual total compensation for the organization’s highest-paid individual to the median percentage increase in annual total compensation for all employees (excluding the highest-paid individual)
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c.
Report contextual information necessary to understand the data and how the data has been complied
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Not calculated because compensation for employees of consolidated companies has not been aggregated. We are considering aggregation and disclosure of details in the future. |
2-22 |
Statement on sustainable development strategies |
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■Top Message
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2-23 |
Policy commitments |
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a.
Describe the organization’s policy commitments for responsible business conduct, including:
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i.
the authoritative intergovernmental instruments that the commitments reference;
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ii.
Whether the commitments stipulate conducting due diligence
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iii.
Whether the commitments stipulate applying the precautionary principle
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iv.
Whether the commitments stipulate respecting human rights
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b.
describe its specific policy commitment to respect human rights, including:
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i.
The internationally recognized human rights that the commitment covers
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ii.
The categories of stakeholders, including at-risk or vulnerable groups, that the organization gives particular attention to in the commitment
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c.
provide links to the policy commitments if publicly available, or, if the policy commitments are not publicly available, explain the reason for this;
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d.
Report the level at which each of the policy commitments was approved within the organization, including whether this is the most senior level
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e.
Report the extent to which the policy commitments apply to the organization’s activities and to its business relationships
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f.
Describe how the policy commitments are communicated to workers, business partners, and other relevant parties
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■Long-term Vision and ESG Management
■Materiality: Governance (Internal Control)
■Materiality > Environment
■Foundation Underpinning ESG Management
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2-24 |
Embedding policy commitments |
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a.
describe how it embeds each of its policy commitments for responsible business conduct throughout its activities and business relationships, including:
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i.
how it allocates responsibility to implement the commitments across different levels within the organization;
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ii.
how it integrates the commitments into organizational strategies, operational policies, and operational procedures;
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iii.
how it implements its commitments with and through its business relationships;
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iv.
training that the organization provides on implementing the commitments.
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■Long-term Vision and ESG Management
■Products to Enhance Sustainability
■Materiality: Governance (Internal Control)
■Materiality > Initiatives to Help Solve Social Issues > Developing and Expanding Products to Enhance Sustainability
■Foundation Underpinning ESG Management > Respect for Human Rights
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2-25 |
Processes to remediate negative impacts |
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a.
describe its commitments to provide for or cooperate in the remediation of negative impacts that the organization identifies it has caused or contributed to;
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b.
describe its approach to identify and address grievances, including the grievance mechanisms that the organization has established or participates in;
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c.
describe other processes by which the organization provides for or cooperates in the remediation of negative impacts that it identifies it has caused or contributed to;
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d.
Describe how the stakeholders who are the intended users of the grievance mechanisms are involved in the design, review, operation, and improvement of these mechanisms
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e.
Describe how the organization tracks the effectiveness of the grievance mechanisms and other remediation processes. and report examples of their effectiveness, including stakeholder feedback
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■Materiality: Governance (Internal Control) > Reducing Serious Incidents > Legal and Ethical Issues
■Materiality: Governance (Internal Control) > Reducing Serious Incidents > Quality Issues > Other Initiatives
■Foundation Underpinning ESG Management > Respect for Human Rights
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2-26 |
Mechanisms for seeking advice and raising concerns |
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a.
Describe the mechanisms for individuals to:
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■Materiality: Governance (Internal Control) > Reducing Serious Incidents > Legal and Ethical Issues
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2-27 |
Compliance with laws and regulations |
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■Materiality: Environment > System > Environmental Management System
In fiscal 2022, there were no reports of violations of environmental laws or regulations including transgressions relating to the disposal of waste, wastewater discharge, and contamination.
■Materiality: Governance (Internal Control) > Quality Issues > Other Initiatives
As of the end of fiscal 2022, there were two incidents where the Group violated product safety laws and regulations. Each case was reported to Japan’s Ministry of Land, Infrastructure, Transport and Tourism in April 2023.
In fiscal 2022, there were no cases where we violated laws or internal rules related to the disclosure of product quality and safety. |
2-28 |
Membership associations |
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■Materiality: Environment > Major Initiatives
■Reference Materials, Appendices
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2-29 |
Approach to stakeholder engagement |
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a.
Describe the organization’s approach to engaging with stakeholders, including:
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i.
The categories of stakeholders it engages with, and how they are identified
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ii.
The purpose of the stakeholder engagement
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iii.
How the organization seeks to ensure meaningful engagement with stakeholders
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■Foundation Underpinning ESG Management
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2-30 |
Collective bargaining agreements |
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a.
Report the percentage of total employees covered by collective bargaining agreements
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b.
For employees NOT covered by collective bargaining agreements, report whether the organization determines their working conditions and terms of employment based on collective bargaining agreements that cover its other employees or based on collective bargaining agreements from other organizations |
■Materiality: Human Capital
we will continue to maintain close communication between the Company and labor union, engage in constructive dialogue on issues common to labor and management, and promote revisions to systems related to flexible work styles through the Labor-Management Committee.
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