スポーツベットアイオー goals
Our Group defines “practicing スポーツベットアイオー management” as a key challenge in our 2030 Vision. In the Medium-Term Management Plan (FY2021-FY2025) currently in progress, we also emphasize “strengthening our business infrastructure” in parallel with the expansion of our business. Throughout the Group, we are working together toward the six key topics of safety, quality & BCP, environment & energy, human resources strategy, financial strategy, Group management, and DX implementation.
In order to quantify these efforts and goals, we have set environmental, social, and governance KPIs respectively, as we work systematically and continuously to achieve the final targets for fiscal 2025 in the Medium-Term スポーツベットアイオー Plan.
Numerical targets (Medium-Term スポーツベットアイオー Plan (FY2021-FY2025))
Environment
| Challenges to address | KPI | FY2020 actual | FY2024 actual | Targets for FY2025 | Scope of data |
|---|---|---|---|---|---|
| Shift to renewable energy | Purchase of electricity from renewable energy sources | - | 94.5% | 100% | Company-managed sites of スポーツベット. |
| Initiatives toward decarbonization, reduction of CO2emissions | Rate of adoption of EVs and other low-emission vehicles | 91.4% | 96.8% | 100% | Passenger vehicles of スポーツベット. |
| CO2 emissions (Scope 1 & 2) | 86.3 thousand t-CO2 | 66.9 thousand t-CO2 | 43.9% reduction from FY2020 level* | Consolidated | |
| Use of eco-friendly green products | Green product usage rate | 64.8% | 88.0% | Year-on-year increase | スポーツベット. |
| Contribution to a resource recycling-oriented society | Final disposal rate of industrial waste | 5.6% | 2.7% | 50% reduction from FY2020 level | スポーツベット. |
* The FY2030 target for CO2 emissions (Scope 1 and 2) is presented
Social
| Challenges to address | KPI | FY2020 actual | FY2024 actual | Targets for FY2025 | Scope of data |
|---|---|---|---|---|---|
| Ensuring safety and quality in business | Serious bodily injury and serious equipment accidents | 7 | 5 | Aim for zero | スポーツベット. and its five major subsidiaries* |
| Promotion of diversity & inclusion | Number of women in スポーツベットアイオー positions | 20 | 41 | 1.5 times compared to FY2020 | スポーツベット. |
| - | 141 | - | Consolidated | ||
| Number of female employees | 307 | 365 | 25% increase over FY2020 | スポーツベット. | |
| - | 2,716 | - | Consolidated | ||
| Percentage of male employees taking childcare leave | 7.3% | 35.3％ | 20% | スポーツベット. | |
| Driving work style reforms | Percentage of paid leave used | 64.0% | 78.5% | 80% | スポーツベット. |
| 61.3% | 66.9% | - | スポーツベット. and its five major subsidiaries* |
* Five major subsidiaries: C-Cube, Seibu Electric Industry, Nippon Dentsu, Daiwa Densetsu, and Exeo Tech
Governance
| Challenges to address | KPI | FY2020 actual | FY2024 actual | Targets for FY2025 | Scope of data |
|---|---|---|---|---|---|
| Achieving transparent スポーツベットアイオー (Ensured diversity in the Board of Directors and Board of Statutory Auditors) | Number and percentage of outside directors | 4/12 | 5/13 | 1/3 or more | スポーツベット. |
| Number and percentage of outside auditors | 2/4 | 3/5 | More than half | ||
| Ensuring strict compliance | Serious violations of laws and regulations | 0 | 0 | Aim for zero | Consolidated |
| Ensuring thorough risk スポーツベットアイオー | Serious information security incidents | 0 | 0 | Aim for zero | Consolidated |
| Rate of risk assessment implementation for cases involving significant business risks | 100% | 100% | 100% | Consolidated |