Pacific Industrial : Sustainability Data Book 2023

PACIFIC INDUSTRIAL Sustainability Data Book

Sustainability		4 Pillars of Materiality
				ESG Data	GRI Content Index
Management	Fostering Trust with	Solving Social and	Minimizing	Respecting Human
	Stakeholders	Customer Issues	Environmental Load	Resources and their
	through Products	Active Participation

Editorial Policy • Contents • Reporting System • Reference Guidelines

Sustainability Data Book 2023 Editorial Policy

The Pacific Industrial Group has been publishing Sustainability Reports (formerly CSR Reports) since 2007 to promote and enhance dialogue with more of our stakeholders so as to build a sustainable society.

We have decided to publish the "Integrated Report"(Creating Tomorrow Report) to convey our value creation story to investors and others in an easy-to-understand manner, starting with our Group's PURPOSE.

In addition, based on our responsibility to disclose sustainability information to a wide range of stakeholders and in response to requests from ESG evaluation organizations and others, we have decided to disclose sustainability information in a Sustainability Data Book (this report) based on materiality and in reference to the GRI Guidelines.

We will create a sustainable tomorrow by promoting management that takes into account the impact on stakeholders, a factor that is becoming increasingly important on a global level, and by continuing to disclose the results of these efforts.

Reporting System

		Integrated Report
		Creating Tomorrow Report
			2023			For investors and other
		Provides an				Mainly for
					stakeholders
		easy-to-understan		思いをこめて、あしたをつくる
							investors and
		d value creation
For stakeholders						shareholders
story
						Issued in October
							For the
		Issued in October					general public
Sustainability Data Book								Issued in June
(this document)							Securities Report
Detailed material
					Updated as needed	In addition to financial
(important)
						information, sustainability
sustainability	Website
			information added from 2023
information.
Substantial media, including

timely information, PURPOSE, strengths, and products

Editorial Policy • Contents • Reporting System • Reference Guidelines ………… 01

Pacific Industrial Group Concept Structure …………………………………………… 02

Overview of Pacific Industrial Group …………………………………………………… 03

Message from the President ……………………………………………………………… 04

Stakeholder Relations ……………………………………………………………………… 05

Materiality and Identification Process ………………………………………………… 06

Sustainability Management Based on Materiality …………………………………… 07

Fostering Trust with Stakeholders ……………………………………………………… 11

Solving Social and Customer Issues through Products ……………………………… 16

Minimizing Environmental Load ………………………………………………………… 18

Respecting Human Resources and their Active Participation……………………… 23

ESG Data ……………………………………………………………………………………… 27

GRI Contents Index ………………………………………………………………………… 31

Media Information

･Period covered	: April 1, 2022 to March 31, 2023 (Issued annually. Some information may only be correct at the
	time of publication)
･Scope	: The Pacific Industrial Group
	(In principle, the company and its consolidated subsidiaries. If disclosed data goes beyond this,
	its scope is stated separately.)
･Publication date	: October 26, 2023
･Publishing department	: Corporate Planning Department, Pacific Industrial Co., Ltd.
	Tel: [phone] Fax: [phone]

Guidelines used as reference:

GRI Standards, ISO 26000, TCFD (Task Force on Climate Related Financial Disclosures) Recommendations: Final Report, SASB Standards (For reference, icons are provided at relevant locations, including partial disclosures.)

Notes on outlook

This report contains forward-looking statements, including strategies, plans, targets, and other projections made based on currently available information. These forward-looking statements are subject to risks, uncertainties, and other factors that could cause actual results to differ materially from those discussed in the forward-looking statements. Accordingly, there are no guarantees that the forward-looking statements contained in this report will prove to be accurate.

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PACIFIC INDUSTRIAL Sustainability Data Book

Sustainability		4 Pillars of Materiality
				ESG Data	GRI Content Index
Management	Fostering Trust with	Solving Social and	Minimizing	Respecting Human
	Stakeholders	Customer Issues	Environmental Load	Resources and their
	through Products	Active Participation

Pacific Industrial Group Concept Structure

In April 2023, our group announced our mid- to-long-term business plan Beyond the OCEAN and our mid-term business plan NEXUS-26. In line with these, we positioned our PURPOSE, "Passion in Creating Tomorrow," at the core of our business. The principles of behavior for realizing this PURPOSE are shared throughout our group as the Principles of Conduct, and the specific guidelines of conduct as the Code of Conduct. In addition, the spirit of our Corporate Philosophy adopted up to now is strongly connected with the intent behind our PURPOSE, and has therefore been developmentally integrated into our PURPOSE. Our group's core values are called the Pacific Values, consisting of founding spirit, company motto, and our attitude.

To realize these, we have incorporated them into our annual group policy and the policies of each department to carry out sustainable business.

PURPOSE

	Website
Business	Principles of Conduct
PACIFIC Environmental	Sustainability about
Challenge 2050	Materiality
Stance

To Remain as a Company Needed by Society, Now and Into the Future

Through the development of new businesses, new technologies, and new products that contribute to improving safety, the environment, and comfort performance, we aspire to achieve sustainable growth as a company with a trusted reputation that meets the expectations of society. The "Principles of Conduct" are the tenets we follow in consideration of how we affect our stakeholders, and call for every member of the Pacific Industrial Group to act sensibly and with high ethical standards as members of global society. Based on the Principles of Conduct, the Code of Conduct clearly defines for our employees the concrete judgment standards by which they shall make appropriate decisions and properly conduct themselves. Reflecting on the spirit of the Principles of Conduct and Code of Conduct, we shall act in the way we believe to be best based on our own conscience.

			P.18	P.6
	Business	Mid-to-long-term business plan Beyond the OCEAN
		Mid-term business plan NEXUS-26
	Planning			Website
			Annual Group Policies
	Safety and Health Policy	Environmental Policy Quality Policy
	Annual
	Policies			Hierarchy Policy Individual Implementation Plans
	Executive and General Manager Policies
Values	PACIFIC VALUES	Founding spirit, Company motto, and Our attitude

We will work to consistently communicate with our customers and

Customers to provide environmentally-conscious,high-quality products and services that are trusted by, and satisfy, our customers.

In order to garner trust and meet the expectations of our shareholders, we

Shareholders will place importance on bilateral communication and continuously strive to improve our corporate value by taking a long-term view.

	Aiming at co-existence and
Business	co-prosperity based on mutual trust,
we will respect our business partners
Partners	and establish strong positive
	relationships with them on an
	equitable and fair basis.

From the perspective of respect for human rights and dignity, we will provide a workplace where all

Employees employees can work at ease in an environment that allows them to find work they can be proud of and encourages them to demonstrate their creativity and spirit of challenge.

We always recognize the importance of environmental conservation in all our business

Environment activities, comply with laws and regulations related to the environment, and actively engage in environmental conservation activities based on our "Environmental Policies."

In addition to contributing to the sustainable development of society through close partnership and cooperation with local communities, we also

Communities engage in social contribution activities (support for academics/culture/sports, participation in volunteer activities, international community contributions, etc.) to build bonds with local communities.

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PACIFIC INDUSTRIAL Sustainability Data Book

Sustainability		4 Pillars of Materiality
				ESG Data	GRI Content Index
Management	Fostering Trust with	Solving Social and	Minimizing	Respecting Human
	Stakeholders	Customer Issues	Environmental Load	Resources and their
	through Products	Active Participation

Overview of Pacific Industrial Group

Organization Overview

Global Network

●… Stamping and plastic molding product business ●… Valve product business ●… Others

Name

Head Office location

Established Capital stock No. of employees Business Stock listing Sector Security code

Pacific Industrial Co., Ltd.

100 Kyutoku-Cho, Ogaki City, Gifu Prefecture 503-8603 Japan (Head Office) Tel [phone] (main switchboard)

August 8, 1930

7,316 million yen (As of March 31, 2023)

2,105 (Consolidated: 4,797)

Development, manufacture and sales of automotive parts and electronics parts Tokyo Stock Exchange Prime Market, Nagoya Stock Exchange Premier Market General consumer goods (automobiles and automotive parts)

7250

【South Korea】●

【USA】●●

【Belgium】●

Pacific Valve Industrial Co., Ltd. [PVI]

PaciŠc Industries Europe NV/SA [PIE]

Pacific Air Controls Co., Ltd. [PAC]

PaciŠc Industries USA Inc. [PIU]

PaciŠc Manufacturing

【China】●

【Japan】

Ohio, Inc. [PMO]

Tianjin Pacific Auto Parts Co., Ltd. [TPA]

Pacific Industrial Co., Ltd.

【China】●

Head Office / Nishi Ogaki Plant "

【USA】●

Pacific Auto Parts Technology (Changshu) Co., Ltd. [PTC]

(Kyutoku-Cho, Ogaki, Gifu Prefecture)

Higashi Ogaki Plant "

Schrader-Bridgeport

【China】●

(Ogaki, Gifu Prefecture)

International, Inc. [SPU]

Yoro Plant " "

Changsha Pacific Hanya Auto Parts Co., Ltd. [CPH]

(Yoro-cho,Yoro-gun, Gifu Prefecture)

Kyushu Plant "

【USA】●

【France】

(Kotake-machi, Kurate, Fukuoka Prefecture)

Kurihara Plant "

PaciŠc Manufacturing

【U.K.】●

(Kurihara, Miyagi Prefecture)

Tennessee, Inc. [PMT]

Schrader SAS [SPF]

Wakayanagi Plant "

(Kurihara, Miyagi Prefecture)

Kita Ogaki Plant "

【Thailand】●●

(Godo-cho,Ampachi-gun, Gifu Prefecture)

Mino Plant "

PaciŠc Industries (Thailand) Co., Ltd. [PIT]

(Mino, Gifu Prefecture)

Main Products

Plastic Molding products

We manufacture a wide range of plastic molding products, utilizing our strengths in decorative, soundproofing, and vibration-proofing technologies.

Stamping products

Wheel Hub

Ornaments

Urethane Engine

Covers

	Decorative Parts	Wheel Cap	Engine Undercover
	for Wheels
EV Battery Case		Reinforcement Hood Lock Hook

【Taiwan】●●	PEC Holdings Corporation [PHD*] ""
Taiheiyo Sangyo Co., Ltd. [TSC] "
Pacific Valve (Taiwan) Co., Ltd. [PVT]
PI System Co., Ltd. [PSC] "
	Abbreviations in [ ] *PHD is an equity method affiliate

Overview by Region Regional segments are categorized into Japan, Europe and the US, and Asia.

We manufacture a variety of stamping products including body parts to ensure the strength and rigidity of car bodies. We are focusing on ultra-high-tensile strength steel forming technologies that achieve both weight reduction and high rigidity.

Hood Hinge

Front Pillar

Outer

Reinforcement

Front Pillar Lower

Outer Reinforcement

Carrier	Oil Pan
Roof Center
Reinforcement

Sales by region

191.2billion yen

(FY2022)

Operating income by region

No. of employees by region

9.2billion yen	4,797名
(FY2022)	(FY2022)

Valves and TPMS products

We produce valve products with multiple top global market shares, TPMS products that ensure driving safety and contribute to improved

fuel efficiency, and electricValve Core expansion valves for BEVs.

TPMS

Transmitter

Charge valves

Valve for hydrogen fuel

Relief Valve

Tubeless Valves	Electric expansion
	Valves for BEVs

80	70.6	78.1
70
60
50		42.5
40
30
20

5	4.9		2,500	2,131
		3.6
4		2,000
			1,555
3
		1,500
			1,111
2
1			1,000

IoT products

By combining our products with IoT and AI technology, we consistently provide valuable data not only through

physical things, but also through the Web and apps,CAPSULE SENSE helping customers to promote DX and resolve their issues.

10

0

Japan Europe Asia

and

US

0				500
-0.1
-1	0
Japan Europe Asia	Japan Europe Asia
	and		and
		US		US
			PACIFIC INDUSTRIAL Sustainability Data Book Return	03

PACIFIC INDUSTRIAL Sustainability Data Book

Sustainability		4 Pillars of Materiality
				ESG Data	GRI Content Index
Management	Fostering Trust with	Solving Social and	Minimizing	Respecting Human
	Stakeholders	Customer Issues	Environmental Load	Resources and their
	through Products	Active Participation

Message from the President

Sustainability essential for realizing our PURPOSE and our mid-to-long-term business plan

I am Tetsushi Ogawa, president and representative director since April 2023. I would like to thank everyone connected with this company for their continued patronage. I trust we can count on your further support and encouragement going forward.

Our Group operates 13 companies in 8 countries around the world, serving the public mainly through the supply of automobile parts. With approximately 5,000 employees worldwide, we operate our daily business with a huge number of people, including suppliers and business partners. We need to consider our connections with these people, understand how we are impacting society and the natural environment, including from the perspective of future generations, and work to mitigate any negative impact and make a positive impact. In April 2023, our Group defined "Passion in Creating Tomorrow" as our PURPOSE and formulated our mid-to-long-term business plan Beyond the OCEAN and mid-term business plan NEXUS-26. One of the themes we focus on is the integration of sustainability and management. It means that each and every employee will, as stated in our PURPOSE, contribute with passion to society's "tomorrow," that is, a sustainable tomorrow. The mid-to-long-term business plan was formulated from a long-term perspective based on materiality with regard to sustainability. By steadily implementing each initiative while increasing employee engagement, which is the key to integrating sustainability and business activities, we hope to become a company that is even more needed by society.

This Sustainability Data Book reports on 15 important issues (material topics) that our Group is addressing in light of our impact on society and the natural environment. We hope it will help to improve everyone's understanding within the Group, and we look forward to receiving your frank opinions.

Tetsushi Ogawa

President, Member of the Board

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PACIFIC INDUSTRIAL Sustainability Data Book

Sustainability		4 Pillars of Materiality
				ESG Data	GRI Content Index
Management	Fostering Trust with	Solving Social and	Minimizing	Respecting Human
	Stakeholders	Customer Issues	Environmental Load	Resources and their
	through Products	Active Participation

Stakeholder Relations

Communication with Stakeholders

Our Group's relations with stakeholders are clearly stated as a policy in the Principles of Conduct, and specific action guidelines are included in the Code of Conduct and compliance is verified.

Stakeholders	Principles of Conduct	Main Stakeholders	Communication Methods
	We will consistently communicate with our		･ Communication with customers in daily
	Global car makers, tire makers,	operations
	customers and provide them with	automotive parts makers,	･ Requests from customers
Customers	environmentally-conscious,high-quality	･ Participation in technical exhibitions and
product end users, consumers
	products and services that earn their trust	events in Japan and abroad
	of new products, etc.
	and satisfy their needs.	･ Commendations from customers
			(evaluation criteria and evaluation details)
			･ Corporate policy briefing/Various
	Aiming at co-existence and co-prosperity	From primary to upstream	subcommittees
	･ Activities of the Pacific Glocal Association
Business	based on mutual trust, we will respect our
business partners and establish strong	suppliers, etc., that are	･ Supplier questionnaire
Partners	procuring for our global
positive relationships with them on an	･ Practitioners' meeting
	operations
	equitable and fair basis.	･ Ethics and complaint consultation Counter,
			independent consultation Counter
	From the perspective of respect for human		･ Dialogue with labor union
		･ Evaluation interview
	rights and dignity, we will provide a	6,035 employees at 24 bases in	･ Education and training
Employees	workplace where all employees can work at	9 countries worldwide,	･ Health and Safety Committee
ease in an environment that allows them to	including 1,238 non-regular
･ Ethics and complaint consultation Counter,
	find work they can be proud of and	employees, and their families
	independent consultation Counter
	encourages them to demonstrate their
		･ Company newsletter (issued monthly)
	creativity and spirit of challenge.
			･ Stress check trend analysis
		6,164 shareholders (24 financial	･ General meeting of shareholders
	In order to garner trust and meet the	institutions, 31 financial
Shareholders,	instruments dealers, 114 other	･ Briefing sessions for individual and
expectations of our shareholders, we will
Investors,	domestic corporations, 169 foreign	institutional investors
place importance on bilateral communication	corporations, etc., 5,826
Financial	･ Financial results briefing
and continuously strive to improve our	individuals and others), domestic
･ ESG meeting
Institutions	corporate value by taking a long-term view.	and overseas individuals,
		institutional investors, financial	･ Information disclosure on our website
		institutions, etc.
	Environment	Environment	Environment/Communities
	We always recognize the importance of	Natural environment in deployment	･ Communication with local and global
	environmental conservation in all our business	areas and value chains (forests,	governments, regional round-table
	activities, comply with laws and regulations related	rivers, oceans, atmosphere, soil,	Meetings
	to the environment, and actively engage in	resources, etc.)	Communities
	environmental conservation activities based on our
	"Environmental Policies."	Society	･ Regional round-table meetings
Communities	Communities	24 bases in 8 countries around the	･ Impressions during plant tours
	world, and especially	･ Opinions during community contribution
	In addition to contributing to the sustainable
	municipalities where bases are	activities
	development of society through close partnership	located. Also, areas where
	･ Sports promotion
	and cooperation with local communities, we also	employees live, etc.
	engage in social contribution activities (support for		･ Travel to schools for education
	academics/culture/sports, participation in volunteer		･ Dialogue with NPOs
	activities, international community contributions,
	etc.) to build bonds with local communities.

Direct Economic Value Generated and Distributed* Pacific Industrial

		(100 million yen)
Creation
Economic value	Net sales, non-operating income, extraordinary income	888
Distribution
Business costs	Supplier transactions(Labor costs, taxes and dues, etc. deducted from	629
manufacturing costs, selling expenses, general administration, etc.)
Employees	Labor costs	142
Shareholders	Dividends and Acquisition of treasury stock	37
Communities/society	Taxes and donations	32
Financial institutions	Interest expense	2
Reservation
Internal reserves Retained earnings - Acquisition of treasury stock	45

Main Endorsements and Participating Organizations and

Initiatives, ESG Rating

Eco Vadis

Bronze medal

"A-" for climate change, "B" for water

Japan Business

Federation

Japan Auto Parts

Industries Association

(JAPIA)

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PACIFIC INDUSTRIAL Sustainability Data Book

Sustainability		4 Pillars of Materiality
				ESG Data	GRI Content Index
Management	Fostering Trust with	Solving Social and	Minimizing	Respecting Human
	Stakeholders	Customer Issues	Environmental Load	Resources and their
	through Products	Active Participation

Materiality and Identification Process

Our Group identified sustainability material topics in 2020 with a project team. In addition, with the formulation of our mid-to-long-term business plan in 2023, we formulated a plan integrated with materiality and set management targets, including materiality indicators that are particularly important for management. Next fiscal year, we plan to revise the material topics in light of changes in the social and market environments and disclosure regulations.

Materiality Identification Process	[Details online]

1. Setting prerequisites

After clarifying the conditions of materiality, we extract items from global sustainability standards such as ISO 26000 and GRI, and organize them into appropriate items based on our business processes.

2. Importance analysis

Analyze the importance of items identified in step one, both from the standpoint of the Pacific Industrial Group and from its stakeholders, and create a materiality matrix to be used for discussion.

3. Discussion and review

Discussion and Review of materiality based on materiality items of domestic and overseas car manufacturers and automotive parts manufacturers, as well as the future direction of technological development and the impact of the COVID-19.

4. Expert review

A team from the Development Bank of Japan, which has a track record of advising on ESG investment and corporate materiality, evaluated our materiality formulation process and issues, and Keisuke Takegahara, then Executive Officer, provided advice from the perspective of long-term investors who have a high need for sustainability information, especially on ESG investment, etc. We will make use of their suggestions in future sustainability management.

5. Approval and decision

Final approval is given by the Board of Directors following discussions at the Corporate Strategy Committee. Briefings on materiality are provided for section managers and above in each division, with objectives shared. In the future, we will promote thorough dissemination in-house, establish KPIs, and carry out PDCA.

Materiality

Our group identifies 15 material topics and divides them into 4 pillars. Our mid-to-long-term business plan, Beyond the OCEAN, has set management targets for non-financial values, and for these targets we have adopted relevant indicators based on this materiality.

Fostering Trust with Stakeholders

Particularly relevant SDGs

･ Corporate ethics and compliance ･ Responsible procurement

• Improvement in customer satisfaction
• Local community development

Solving Social and Customer Issues through Products Particularly relevant SDGs

･ Contribution to a sustainable mobility society and prosperous living ･ Improving mobility safety

･ Development of environmentally-conscious products [Management target] No. of new products and services launched

[Management target] Sales ratio for electrified vehicles

Minimizing Environmental Load

Particularly relevant SDGs

･ Mitigation of and adaptation to climate change

• Sustainable resources use
• Conservation of water resources

[Management target] CO2 emissions

Respecting Human Resources and their Active Participation Particularly relevant SDGs

･ Respect for human rights

･ Stable employment and decent work environment ･ The safety and health of employees

･ Development of human resources and cultivation of a culture that we can tackle new endeavors

･ Diversity and inclusion

[Management target] Employee engagement

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PACIFIC INDUSTRIAL Sustainability Data Book

Sustainability		4 Pillars of Materiality
				ESG Data	GRI Content Index
Management	Fostering Trust with	Solving Social and	Minimizing	Respecting Human
	Stakeholders	Customer Issues	Environmental Load	Resources and their
	through Products	Active Participation

Sustainability Management Based on Materiality

Four

pillars

Materiality

Objective (Ideal State)

Main initiatives

(FY2023~)

SDGs

KPI

Scope

Target

FY

Target Value

Major Achievements in FY2022

(partly including FY2023)

Related

pages

Fostering Trust with Stakeholders

	As a foundation for	Implementation and correction
	of Code of Conduct self-	12.8
Corporate	sustainability management,	assessment, anti-corruption and	Implementation				･ Conducted employee questionnaires
raise ethical standards of all	compliance awareness and fraud	16.5	rate of Code of				regarding our Code of Conduct,
ethics and	employees as well as their	prevention, implementation of	Group	2023	70%*1	p11
Conduct survey	including 11 overseas companies.
compliance	pride in the company and	awareness-raising and education	and
self-assessment				*2
	their work, and fulfill our	at each levels, and dissemination	general				Conducted by 43% of the Group
	responsibilities to society.	of information through company
		newsletter
		Review of the Supplier	3.9					･ Deployment to suppliers based on
		6.3
		Sustainability Guidelines
		6.4	Company ratio				Supplier Sustainability Guidelines
		and their development and				･ Conducted self-checks (Pacific
		dissemination, including	7.3	(purchase
	Work together throughout	overseas, supplier sustainability	8.7	amount base)				Industrial, 80% or more. Average
Responsible	supply chains to address	risk assessments, auditing and	8.8	for survey	Group	2025	80%	compliance rate about 95%)	p12
social issues such as human	support for suppliers of concern,	of supplier
procurement	11.5	･ Conducted SDG-related study
rights and environmental	non-use of conflict mineral	compliance
	12.2				sessions for major suppliers
	concerns.	resources in supply chains,	with "Supplier
		awareness-raising for suppliers	12.4	Sustainability				･ Conflict minerals survey
		on BCP, and parts procurement	12.5	Guidelines"				･ Declaration of Partnership Building
		status surveys for overseas	13.1
		components					(April 2022)
		13.3
		Extension of product life cycles	7.3					･ No. of recalls: 0
	Increase customer trust in	12.2					･ 14 awards received from customers
Improvement	by achieving high quality,
12.4	Number of
in customer	the long term by improving	reducing waste, and improving	Group	ー	0	･ Implemented quality improvement	p13
our quality and reputation for	evaluation of EcoVadis and CDP,	12.5	recalls issued
satisfaction				projects through START activities
sustainability.	which has been requested by	13.2					･ Efforts to improve CDP and EcoVadis
		several customers
			13.3					evaluations
		Support for fostering of						･ Various sponsorships
		4.5					･ Ongoing donations
		the next generation in
	Contribute to attractive	education, scientific research,	4.7					･ Support for creating places for
	manufacturing, etc.; biodiversity
	development of local	9.5	No. of social				children
Local	communities, which are the	conservation activities; support				･ Community contribution activities
for culture and sports such	contribution
community	foundation of our corporate	10.2	Group	2022	110	through sports	p14
as Ogaki Minamo, FC Gifu,	activities
development	activities, and strive for co-	11.5
and soft tennis; promotion of	implemented*3				･ Ongoing researcher support from
existence and co-prosperity
	global contributions to local	17.16					Ogawa Science and Technology
	with our stakeholders.
		communities; and formulation of	17.17					Foundation
		plans for local support activities					･ 112 social contribution activities
		during disasters
							(Group)

Notes *1. Target revised to include all employees of overseas companies in the denominator

*2. Previously, some overseas companies were excluded from the denominator of the implementation rate, but this has been revised to including all Group employees in the denominator.

*3. Targets have also been revised to exclude sponsorship and advertising-related items from the number of cases.

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PACIFIC INDUSTRIAL Sustainability Data Book

Sustainability		4 Pillars of Materiality
				ESG Data	GRI Content Index
Management	Fostering Trust with	Solving Social and	Minimizing	Respecting Human
	Stakeholders	Customer Issues	Environmental Load	Resources and their
	through Products	Active Participation

Sustainability Management Based on Materiality

Four

pillars

Materiality

Objective (Ideal State)

Main initiatives

(FY2023~)

SDGs

KPI

Scope

Target

FY

Target Value

Major Achievements in FY2022

(partly including FY2023)

Related

pages

Solving

Social and Customer Issues through Products

								･ No. of products developing that solve
								social issues: 10
Contribution to	Create products that contribute	Research and	9.5	No. of				･ CAPSULE SENSE physical health
a sustainable	development of	11.2	products				monitoring system for cattle launched
mobility	to the resolution of social issues in	products that	developing	Group	2030	20 cases	･ Participated in MLIT demonstration	p16
both existing and new areas, and	contribute to the	and
society and	that solve
contribute to society through our	next generation				test with flood detection sensors
prosperous	business.	mobility society and	individual	social				･ e-WAVES won the Nippon Brand
living	prosperous living.	judgment	issues
						Award at the 2022 Cho Monozukuri
								Parts Awards, and a new model was
								also announced
		Reduction of the		Ratio of				･ Development and expansion of sales
			UHTSS				of ultra-high tensile products by cold
		number of traffic		versus all	Group	2024	25%	stamping (new Crown, new Prius, etc.)
		deaths and injuries
			stamping				･ Ratio of UHTSS versus all stamping
		(Contributions
Improving	Contribute to zero traffic deaths by	through, for example,	3.6	products				products: 25.2%	p17
improving automobile safety through	TPMS products that
mobility safety
our core businesses.	prevent accidents		Number			5-year	･ Received Global Innovation Award
		caused by insufficient		of TPMS			from Nissan for next-generation
		air pressure and high-		products	Group	2025	total: 600	G-Type TPMS (July 2023)
		strength UHTSS
			and TPMS				･ No. of TPMS products and TPMS
		products)				million
			valves sold
							valves sold: 106 million
		Development and	7.3
		sales expansion of
	Create a virtuous cycle in which	environmentally-	9.4
Development of	conscious products	Sales				･ Sales of control valves for thermal
the more we sell, the lower the	(weight reduction,	11.2
environmentally-	environmental impact, through	energy saving,	12.2	ratio for	Group	2030	70%	management systems	p17
conscious	development, design, and creation	etc.), improvement	electrified	･ Sales ratio for electrified vehicles:
12.5
products	of new businesses that create value	of resource-	vehicles				29.1%
	throughout the value chain.	use efficiency,	13.2
		development and sales	13.3
		expansion of products
		for electrified vehicles.

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PACIFIC INDUSTRIAL Sustainability Data Book

Sustainability		4 Pillars of Materiality
				ESG Data	GRI Content Index
Management	Fostering Trust with	Solving Social and	Minimizing	Respecting Human
	Stakeholders	Customer Issues	Environmental Load	Resources and their
	through Products	Active Participation

Sustainability Management Based on Materiality

Four

pillars

Materiality

Objective (Ideal State)

Main initiatives

(FY2023~)

SDGs

KPI

Scope

Target

FY

Target Value

Major Achievements in FY2022

(partly including FY2023)

Related

pages

Minimizing

Environmental

Load

		Action to achieve the						･ CDP evaluation climate change
		IPCC's 1.5-degree	7.2					leadership level "A-" (3 years in a row)
		or 2-degree target,				50%	･ Thai subsidiary achieved 100%
Mitigation of	Strive to mitigate and adapt to	reduction of energy	7.3
			reduction	renewable energy
and adaptation	climate change, a major global issue	use, introduction		CO2
13.1	Group	2030	(Scope 1.2,		p21
to climate	that has a significant impact on our	of renewable	emissions	･ Expanded solar power generation
energy, evaluation				compared
change	business.	13.2				facilities at Higashi Ogaki Plant and
improvement in				to FY2019)	Yoro Plant
		"climate change"	13.3
						･ CO2 emissions (group): 76.9 kt
		and "water" in CDP's
		supply chain program						(18.4% reduction from FY2019)
	Engage in manufacturing from the		9.4				30%	･ Material recycling of plastic waste at
	perspective of resource conservation	Promotion of waste	12.2	Amount			Wakayanagi Plant
Sustainable	and reuse, including the procurement	Group	2030	reduction	･ Amount of waste (group): 3,625 t	p22
minimization and		of waste
resources use	of raw materials and product design,	recycling	12.4	generated			(from	(8.0% reduction in Japan, 18.4%
	based on the demands of society and		12.5				FY2019)*	reduction overseas, compared to
	changing values.						FY2019)

	Consider effective use of water	Reduction of water	3.9					･ Reduction of cleaning water on
					electrodeposition coating (E-coat)
Conservation of	resources and biodiversity because of	consumption,	6.3	Amount of	Group	2030	Proper	lines and plating lines	p22
the increasing severity of floods and	and water quality
water resources	droughts worldwide, and growing	monitoring and	6.4	water used			usage	･ Water usage (group): : 1,394 thousand
	concerns over water shortages.	external disclosure					m3 (20.1% reduction compared to
								FY2019)

* Material recycling in Japan and the amount of waste at some bases were not included in the disclosed data, so the waste emissions targets for 2030 and actual results for 2022 have been changed

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