Value Creation & Materiality
Value Creation Process
MIRARTH HOLDINGS Group has achieved sustainable growth by providing products and services that meet diversifying housing needs. With the transition to a holding company structure, we aim to provide new value by leveraging the strengths of the Group that we have built up over the years and by creating group synergies.
Sustainability Key Themes and Key Issue Identification Process
The Group has identified key sustainability themes and critical issues through the following steps.
Grasp and organize social issues
We identified 31 issues relating to the business environment based on GRI, SDGs, SASB, and other international guidelines, as well as our Group philosophy and Medium-Term Management Plan and requests from our customers, shareholders and investors, local communities, employees, and other stakeholders.
Evaluate the significance from the MIRARTH HOLDINGS Group’s perspective
We set priorities by sorting out the results of questionnaires completed by all employees, including the management and officers, and each issue’s relation with our business and Group philosophy.
Evaluate the importance from our stakeholders’ perspectives
We set priorities by sorting out the results of questionnaires completed by customers, shareholders and investors, and business partners and the requirements based on international guidelines such as the GRI and the SDGs.
Identify key issues
The key issues were identified after the priorities were reconsidered from the perspectives of the Takara Leben Group and our stakeholders, and reviewed by the management.
Policy setting for key sustainability themes
Policies were set for the four key sustainability themes.
Targets and Achievements
|Sustainability Key Themes||KPIs||FY Mar. 2023||FY Mar. 2024|
|Creating Lifestyles with Value||Propose new lifestyle services||5 projects||13 projects||5 projects|
|Supply of new condominiums for sale overseas||3 condos*1||3 condos||3 projects*1|
|Supply of NEBEL series condominiums||3 condos||3 condos||3 condos|
|Forming Communities||Redevelopment projects undertaken||2 projects||2 projects*2||2 projects|
|Conduct the board effectiveness assessments||〇*3|
|Enhancement and strengthening of corporate governance system||〇*4|
|Consideration of introducing the clawback provisions||△*5|
|Implement anti-corruption education and training||△*6|
|Promote understanding of human rights issues among officers and employees||〇*7|
|Number of cases of adverse treatment||0||0||0|
|Survey to confirm the recognition rate of the whistle-blowing system||〇|
|Percentage of employees receiving health checkups||100%||99.1%||100%|
|Stress check examination rate||100%||87.9%||100%|
|Percentage of employees taking paid leave||70%||68.7%||70%|
|Percentage of employees with disabilities||2.30%||2.0%||2.30%|
|Percentage of female managers||9.5%*1||11.0%||9.5%*1|
|Percentage of employees returning to work after maternity or parental leave||100%||88.9%||100%|
|Training hours per employee||24 hours||28.3 hours||24 hours|
|Satisfaction rate of sales staff survey||90%||89.3%||90%|
|Providing Comfortable Spaces of High Quality||Number of nonconformities related to business processes and quality standards||10 or less||1 project||10 or less|
|Implementation of preventive action sharing meetings||5 or more times||7 times||5 or more times|
|Training of SQMS® masters||2 or more persons||0*8||2 or more persons|
|Acquisition rate of housing performance evaluation certificates||100%||100%||100%|
|Rate of accidents and lost time injuries (*covered: employees)||0%||0%||0%|
|Number of lost workday injuries (*covered: employees)||0||0||0|
|Safety meetings||once a year||once||once a year|
|Special patrols (safety checks)||4 times a year||3 times||4 times a year|
|Number of safety and health training sessions (*training targets: employees)||twice a year||once||twice a year|
|Results of supplier surveys||No plan to implement in FY Mar. 2023||－||A-rank acquisition rate 90%|
|Rate of accidents and lost time (*target: suppliers))||1.83% or less||0%||1.83% or less|
|Developing Environments and Cultures||Acquisition and disclosure of CO2emissions||〇*9|
|Setting CO2emission reduction targets||〇*9|
|Percentage of houses certified for energy efficiency rating (Flat 35)||100% of detached houses||100% of detached houses||100% of detached houses|
|Sponsorship for culture fostering events||5||8||5|
|Acquisition of ZEH condominium certification||1||1||1|
|Acquisition of CASBEE certification with A rank or higher||1||1||1|
|New operating generation capacity of power generation facilities from renewable energy sources||20MW||10MW||20MW|
|Total power generation||360MW*1||360MW||360MW*1|
|Obtaining quantitative data on resources and water and setting reduction targets||△*10|
|Formulation of manuals for BCP measures||△*11|
- *1 Set as a mid-term target for FY March 31, 2025.
- *2 Number of new projects participated in. In addition, eight projects are under construction or being promoted.
(Including the Excellent Building Maintenance Project, etc.)
- *3 conducted anonymous survey assessments and interviews targeting all directors and auditors, including external directors, utilizing external consulting firms.
- *4 In addition to establishing a separate Compliance Committee and Risk Management Committee, and appointing a Group Chief Risk Officer (CRO), the Group implemented measures to strengthen governance within the holding company structure.
- *5 Conducted and continued review of the executive compensation system by the Compensation Committee.
- *6 Partially implemented through compliance training.
- *7 Formulate a group human rights policy and strengthen internal and external dissemination of the policy.
- *8 No new recruitment due to promotion of measures by existing members.
- *9 Target scope: Scope 1 and Scope 2.
- *10 An internal system is being developed to establish data collection and aggregation.
- *11 It is being reformulated in line with the holding structure.