We aim to further our contributions toward the SDGs through the pursuit of solutions to our identified material issues to contribute to the creation of a sustainable society, while simultaneously increasing the social/environmental value and economic value we generate. We believe this will earn us greater corporate value and recognition as an excellent global company.
We have been able to support society and contribute to the resolution of social issues through our over 108 year-history, because customers have chosen us for our reliability, technological capabilities, and continuing spirit of “Passion and Dedication.” Looking ahead at the next 100 years of human civilization and the global environment, we can foresee numerous challenges facing humanity such as, abnormal weather and natural disasters intensifying due to climate change, storm surges due to rising sea levels, land erosion, and depletion of food and water resources. In addition, the technologies of the information age are expected to evolve even further, pushing the limits of semiconductors and semiconductor manufacturing technologies and bringing drastic change to current lifestyles and the digital world.
In these relatively unstable and difficult to read circumstances, we have a responsibility to indicate our vision, policies and strategies for the future, and we have done so within “E-Vision 2030.”
1) E-Vision 2030 Basic Policy
We identify issues based on realistic future forecasts and our existing strengths, and we recognize the great opportunity we have to contribute to solving social issues, including the SDGs, and achieve greater growth. By integrating a global market-in approach, we will seize this opportunity and boldly challenge ourselves to grow existing businesses and create new businesses.
2) Key Message and Material Issues (Materiality) of E-Vision 2030
We will continue to support society through our business using our strengths of reliability and technological capabilities. The key message of E-Vision 2030, “Technology. Passion. Support our globe,” expresses this intention.
In turn, we have identified five material issues (EBARA’s materiality), and our value creation process is integrated with solving these material issues. The material issues are as follows:
|i. Contribute to the creation of a sustainable society|
We will utilize our technologies to passionately support the creation of a sustainable, environmentally-friendly world with ample food and water, and safe and reliable social infrastructure.
|ii. Elevate standards of living and support abundant lifestyles for all|
We will utilize our technologies to passionately support economic development that enables the world to end poverty and realize ever-evolving and abundant lifestyles.
|iii. Conduct comprehensive environmental management|
We will promote the reduction of CO2 emissions from our business operations and maximizing our use of renewable energy to move toward a carbon-neutral world.
|iv. Promote working environments that encourage challenge|
We will promote a corporate group culture of competition and challenge, and provide diverse employees with meaningful work and comfortable working environments.
|v. Enhance corporate governance|
We will lay out a vision for and pursue growth through offensive and defensive governance that supports high-level management capabilities
3) 10-Year Vision
We aim to further our contributions toward the SDGs through the pursuit of solutions to our identified material issues to contribute to the creation of a sustainable society, while simultaneously increasing the (1) social/environmental value and (2) economic value we generate. We believe this will earn us greater corporate value and recognition as an excellent global company. We have set market capitalization of 1 trillion yen by 2030, as an indicator of our corporate value.
Representative examples of outcome goals
(1) Social/Environmental Value
- Reduce GHG emissions by the equivalent of about 100 million tons of CO2
- Deliver water to 600 million people
- Contribute to smarter living by challenging the 14Å (angstrom, 1/10 billionth) generation, state-of-the-art semiconductor devices.
(2) Economic Value
- ROIC over 10.0%
- Roughly 1 trillion yen in sales
|To solve the material issues, we have set the following management strategies. Under those strategies, we have established detailed plans in the medium-term management plan (E-Plan 2022), and we will take decisive action to achieve our indicated goals. We will continue to revisit the progress of these strategies and create new medium-term management plans.
① New/Existing Business Strategies
|Contribute to solving material issues by starting up new types of business|
|Enhance S&S and execute aggressive business segment-specific strategies|
|② Regional Strategies|
|Actively develop business in areas where problems associated with economic development are arising (i.e., increasing energy consumption, population growth, environmental issues, etc.)|
|In the midst of a maturing market, enhance S&S services and implement creative, flexible business reforms untethered to conventional manufacturing|
|③ Resource Strategies
Achieve optimal resource allocation based on three strategies:
|To improve product competitiveness in existing businesses, we will continuously develop new products and invest in production equipment and productivity improvement. We will evaluate each business quantitatively with consideration given to both the profit and loss statement (PL) and the balance sheet (BS). ROIC has been set as the most important management indicator.|
|To support our globe with technology and passion now and in the future, we will actively continue developing and accumulating necessary technologies and fostering human resources who contribute to that purpose. We will make full use of digital transformation (DX) and implement industry-leading management and business operational practices.|
|(3)Human Resource Strategy|
|We will promote a corporate group culture of competition and challenge and provide diverse employees with meaningful work and comfortable working environments, where they can maximize their abilities through continuing to develop our HR systems.|
|④ Refine ESG-focused Management
Further refine ESG-focused management to facilitate the creation of a sustainable society
|(1)Take aim at environmental issues (E)|
|In response to social demands to reduce pollution and environmental footprint of products, such as through reducing greenhouse gas emissions, using water resources without waste, or promoting resource recycling, we will utilize our technologies and develop products that minimize environmental impact through miniaturization, higher energy efficiency, resource reuse, etc.
Additionally, we will strive to minimize the energy consumption and waste emissions resulting from business operations, and maximize our use of renewable energy.
|(2)Foster bonds with society (S)|
|We will contribute to society through the provision of safe and reliable products and services.
We will also pursue contributions to society through the promotion of sports, culture, education, and other valuable activities, building on our history and accomplishments.
|(3)Enhance governance (G)|
|For the sustainable growth of the EBARA Group, we practice management that is transparent, fair, and encourages taking on challenges. In business execution, we ensure compliance in all regions without exception and operate a company based on a strong sense of ethics through the practice of the EBARA Way.|