Material issues

Identification of Material Issues

We revised our ESG-related material issues in 2024 to respond to changes in the business environment and the growing demand for the transparent disclosure of information. Specifically, we analyzed and evaluated the financial, social and environmental aspects of our material issues.

We adopted the double materiality concept to identify priority issues from two perspectives: the impact of the company on society and the environment, and the impact of social and environmental issues on financial performance. We clarified our priority issues based on the reasons identified during the analyses. In addition, to ensure alignment with our management strategies, we incorporated the direction of our management policies and the midterm business plan into our existing ESG-related material issues, adding the Business (B) aspect, and identified issues in the B+ESG fields. Accordingly, we will implement initiatives with both management and sustainability at our core to enhance our corporate value and continue to strengthen and promote our long-term growth strategies.

Process of Identifying Material Issues

Value chain survey

Identifying issues by clarifying the relationships between business, society, and the environment throughout the value chain

Stakeholder survey

Identifying issues by analyzing the issues, concerns, and expectations by major stakeholders

Understanding megatrends

Identifying issues by analyzing megatrends that will cause great change in the future business environment (in the period up to 2040)

Management and business analyses

Identifying issues connected to our future plans by analyzing internal documents including management policies and the Internal survey mid-term business plan

Understanding megatrends

We organized and consolidated the identified issues and then had team members from different departments evaluate the degree of “the company’s impact on society and the environment (Impact)” and “the impact of social and environmental issues on financial performance (Risks and Opportunities)” from the perspectives of scale, probability of occurrence, and other factors.

Finalization of material issues

The Board of Directors deliberates the matter and approves the list of material issues after it is reviewed by the Sustainability Committee, which consists of staff members and managers in each of the B+ESG fields.

Material issue matrix

Our Material Issues

B(Business)

Materiality (Priority Issues)
  • 9 Industry, innovation and infrastructure
Reason for selection

Set as our Vision, this is one of our most fundamental themes. Achievements from initiatives in this field are important for creating future business opportunities, including Foster Electric’s potential expansion into other businesses. They also directly impact profit.

Materiality (Priority Issues)
  • 11 Sustainable cities and communities
Reason for selection

With the popularization of next-generation automobiles such as EVs and HVs, demand for speakers for Acoustic Vehicle Alerting System (AVAS) is growing rapidly. It is expected they will contribute to society in terms of traffic safety. At the same time, this is an important field for the expansion of our businesses, including our OEM business, and for increasing revenue from one of our core product lines.

Materiality (Priority Issues)
  • 17 Partnerships for the goals
Reason for selection

With the popularization of next-generation automobiles such as EVs and HVs, demand for speakers for Acoustic Vehicle Alerting System (AVAS) is growing rapidly. It is expected they will contribute to society in terms of traffic safety. At the same time, this is an important field for the expansion of our businesses, including our OEM business, and for increasing revenue from one of our core product lines.

Materiality (Priority Issues)
  • 8 Decent work and economic growth
Reason for selection

We understand that securing stable revenue makes it possible to appropriately return profits to our shareholders, and it also contributes to the economies of the local communities in which we operate around the world.

E(Environment)

Materiality (Priority Issues)
  • 8 Decent work and economic growth
  • 12 Responsible consumption and production
  • 13 Climate action
Reason for selection

With the intensification of natural disasters caused by climate change, there are concerns regarding risks of society and the supply chain being disrupted. This has made it even more important than ever to reduce greenhouse gas emissions from the entire value chain and take additional measures to address climate change. In addition, we understand that fulfilling the demand for environmentally friendly products, which is growing mainly in Europe, is an important initiative in the era of the circular economy.

Materiality (Priority Issues)
  • 12 Responsible consumption and production
  • 14 Life below water
  • 15 Life on land
Reason for selection

The use of chemical substances and water resources as well as the generation of waste at factories increases their environmental impact, and may affect local ecosystems, creating legal and social risks. Further, while demand for the use of recycled materials is rising particularly in Europe, actions to support a circular economy are essential for the future sustainability of the business.

S(Social)

Materiality (Priority Issues)
  • 8 Decent work and economic growth
Reason for selection

Promoting Foster Electric’s philosophy and developing human resources forms the foundation of our creation of value and competitiveness, significantly impacting the company’s growth and sustainable management over the mid- to long-term. We also understand that handing down the skills of our globally competitive talent and the development of these human resources are important for our future growth.

Materiality (Priority Issues)
  • 3 Good health and well-being
  • 5 Gender equality
  • 8 Decent work and economic growth
  • 10 Reduced inequalities
  • 16 Peace, justice and strong institutions
Reason for selection

Improving employee well-being (good physical and mental health as well as happiness) has a positive impact on the company in various ways, such as by improving productivity, decreasing the turnover rate, increasing employee retention, and increasing innovation. We aim to improve employee well-being by increasing employee engagement through efforts such as workstyle reform, DE&I, safety and health and other initiatives to motivate employees to take the initiative and by providing them with opportunities for personal development.

Materiality (Priority Issues)
  • 10 Reduced inequalities
  • 12 Responsible consumption and production
  • 16 Peace, justice and strong institutions
  • 17 Partnerships for the goals
Reason for selection

In recent years, the management of risks throughout the value chain, including risks related to human rights and environmental considerations, has grown more important than ever. The importance of risk management is continuing to increase for manufacturers who have broad-ranging supply chains, like Foster. They must act responsibly in every process, from upstream to downstream. Requests and survey inquiries from our business partners have been increasing and growing more sophisticated. This has made it essential for us to develop an internal system for responding to them appropriately and promptly as a company.

Materiality (Priority Issues)
  • 12 Responsible consumption and production
Reason for selection

Ensuring the safety and quality of our automotive products is a top priority, because these products are directly linked to human lives. In addition, because our supply of products directly affects customers’ production lines, it is essential that we build a system that enables us to respond promptly to unforeseen circumstances, such as rises in the prices of materials or social disruptions in the countries where the materials are procured.

G (Governance)

Materiality (Priority Issues)
  • 16 Peace, justice and strong institutions
Reason for selection

An incident involving inappropriate corporate governance may not only affect our evaluation but also impact our shareholders, customers, suppliers and other stakeholders in wide-ranging way. This makes it vital for us to fulfill our social responsibilities as a company by complying with laws and regulations and ensuring that we appropriately disclose information.

Our Approach to Materiality (Priority Issues)

B(Business)

Material issues Subordinate issues Target (KPI) Achievements until FY2024
Providing comfortable spaces, amusement, and joy through sound and vibrations
- - Because the new mid-term business plan was launched in April 2025, achievements under the plan have not yet been reported at this stage.
Building a safe and secure society
- -
Providing new value through partnerships with customers
- -
Economic contribution to society by securing stable revenue
- -

E(Environment)

Material issues Subordinate issues Target (KPI) Achievements until FY2024
Addressing climate change
Improving resilience to climate change
Conduct BCP drills.

Joint BCP drills between HQ and sites during disasters, conducted annually with issue resolution

  • Conducted joint BCP drill between HQ, Shizuoka, Osaka, and Iga.
  • Completed initial response process and press release template.
  • Updated disaster reporting format for sites.
Reducing greenhouse gas emissions
Absolute Scope 1, 2 emissions
FY2025 Target
Reduce by 30%
from a FY2018 base-year
FY2030 Target
Reduce by 50%
from a FY2018 base-year
38% reduction
from a FY2018 base-year
Absolute Scope 3 emissions
FY2025 Target
Reduce by 3%
from a FY2018 base-year
FY2030 Target
Reduce by 15%
from a FY2018 base-year
10% reduction
from a FY2018 base-year
Reducing the use of energy and promoting the use of renewable energy Increase the share of the renewable energy
Renewable energy ratio
10%
Conserving the global ecosystem by contributing to building a resource-recycling society
Realizing a circular economy Complete proprietary products incorporating lightweight technology below 105 g. Achieved the 2025 target ahead of schedule due to the completion of a 99.0 g proprietary product.
Increase the ratio of environmentally friendly speakers*1
Percentage of Environmentally Friendly Automotive Audio Speakers (in terms of sales)
FY2024
20%
FY2025
22%
19.9%
Complying with environmental regulations of each country and reducing environmental impact
Percentage of new mobile audio products that are toluene-free
100%
100%
(Achieved for all of the 4 newly launched models)
Protecting and restoring natural ecosystems Evaluate the dependency and impact of business activities on biodiversity Considered actions based on case examples of other companies.
  1. *1Environmentally friendly speaker: A speaker with any environmentally friendly element, such as reduced applications of VOC or solder, and application of dry process

S(Social)

Material issues Subordinate issues Target (KPI) Achievements until FY2024
Promoting Foster Electric’s philosophy and developing human resources
-
Implementation rate of corporate philosophy training for new employees (headquarters)
100%
89%
Annual training hours per employee (headquarters)
35.0 hours or longer
33.4 hours
Average score for effectiveness and satisfaction of company-wide training (headquarters)
85 or higher
85.5
Training cost per employee (headquarters)
70,000 yen
62,488 yen
Improving employee well-being
Improving employee engagement
Percentage of employees who gave positive answers in the engagement survey (headquarters)
76.0% or higher
78.5%
Promoting occupational health and safety
Number of high-consequence work-related injuries*2
0
0
Developing fulfilling, comfortable workplaces
Total working hours per employee (headquarters)
Monthly average of 158 hours or less
159.7 hours
Rate of participation in specific health guidance/post-health checkup interviews (headquarters)
80%
84.4%
Rate of periodic health examinations taken (headquarters)
Maintain 100%
100%
Ratio of care-related resignations (headquarters)
Maintain 0%
0%
Promoting diversity, equity, and inclusion (DE&I)
Percentage of female managers (headquarters)
FY2025 30%
13.7%
(as of March 31, 2025)
13.9%
(as of April 1, 2025)
Percentage of overseas human resources (headquarters)
FY2025 30%
11.9%
Employment rate of persons with disabilities (headquarters)
More than 2.5%
of the legal employment rate
3.1%
Rate of male employees taking paternity leave (headquarters)
100%
100%
The male parental leave uptake rate (headquarters)
70%
125%
Improving understanding of and preventing the violation of human rights
DE&I training, human rights training, and harassment training participation rates (headquarters)
100%
Training conducted
Harassment prevention seminar
100%
Diversity management training for managers
93.8%
Roundtable discussion on women’s careers
Promoting sustainability in the value chain
-
Percent of key suppliers*3 who conduct CSR self-assessments
100%
100%
Percent of key suppliers who conform to our CSR standards*4
100%
100%
Response rate from suppliers in the responsible minerals survey
Existing suppliers
99% or higher
New suppliers
100%
Existing suppliers
99%
New suppliers
100%
Ensuring the safety, quality, and stable supply of products
Product safety
Major complaints*5
(prevented through proactive measures from order to mass production)
0
0
Securing product and service quality
Customer satisfaction “A rank” rate*6
95% or higher
97%
Stable product supply
Achieve target inventory turnover rates for speakers
Headquarters
4 turns/year
Sites in the U.S.
4.8 turns/year
Sites in Europe
3.6 turns/year
Headquarters
3.4 turns/year
Sites in the U.S.
6.3 turns/year
Sites in Europe
3.8 turns/year
  1. *2High-consequence work-related injuries: Injuries resulting in death or conditions where workers cannot fully recover to their pre-injury health within six months or are not expected to recover.
  2. *3Key suppliers: Approx. 50 corporate suppliers that account for 80% of our total procurement value
  3. *4Rate of conformity to our CSR standards: Suppliers who have achieved CSR self-assessment scores of 66% or higher are deemed conformant to our CSR standards (those with 65% or lower are deemed non-conforming).
  4. *5 Failures which give serious consequences to human life, properties, the environment, etc.
  5. *6“A rank” rate: Status where customer satisfaction ratings show no issues or improvement requests, fully meeting requirements

G(Governance)

Material issues Subordinate issues Target (KPI) Achievements until FY2024
Strengthening governance to maintain and increase stakeholders’ trust in Foster Electric
Reinforcement of compliance
Response rate of the compliance test and the compliance survey
Maintain 100%
100%
Percentage of employees informed of the internal whistleblowing system
100%
100%
Conduct compliance training and achieve the target employee satisfaction rate
Ensuring an average score of 4 or higher on a 5-point scale
Average score of 4 or higher
Enhancing risk management systems Improve the system and operation of risk and crisis management based on risk assessment.
  • Identified risks at each overseas sites based on a risk control matrix and improved the completeness of the identified risks and our ability to handle them promptly.
  • Improved risk and crisis management systems and operations by sharing top risks and risk topics and thereby examining predictable risks and identifying responsible departments and the status of implemented countermeasures.
Completion rate of measures for key items*7 within the fiscal year, which are identified through the monitoring of the items
100%
Completed 100% of the measures.
Strengthening IT governance
Major incidents related to information security
0
0
Managing and using intellectual property Advancement of the intellectual property management cycle
Strengthened the process for discovering important inventions that are hidden.
  • Held a seminar on the Intellectual Property Management Skills Test.
  • Provided on-the-job training on the discovery of inventions.
  • Regularly held brainstorming sessions with engineering departments.
  1. *71. Expansion and development of a global logistics system
    2. Continuation of the examination and global expansion of the BCP structure
    3. Management of suppliers’ business continuity
    4. Enhancement of the global information security management system
    5. Other risks predicted based on events which occur during the fiscal year