Materialities / Action Plans
In 2024, we newly established KGIs and revised KPIs to demonstrate the Maxell Group's vision for 2030 to a wide range of stakeholders and deepen their understanding. We aim to connect these specific activities to solving key issues and further enhancing corporate value.
Addressing Key Management Issues through
Materiality Action Plans and KPIs
July 2020 Establishment of MVVSS We aim to address solution of social issues unique to the Maxell Group under our new management VISION "Create Maximum Excellence for employees, customers and society by leveraging unique Analog Core Technologies"
August 2020 Formulation of the Corporate Sustainability Vision We articulated that we address long-term enhancement of corporate value and continuous creation of social, environmental and economic value, with emphasis on relationships with diverse stakeholders.
August 2021 Identification of Materialities We identified key issues that Maxell should focus on to realize our VISION.
August 2022 Established KPIs for Materialities We established KPIs to ensure the execution of action plans for these key issues.
August 2024 Newly established KGIs and revised KPIs We newly established KGIs and revised KPIs to demonstrate the Maxell Group's ideal feature to be realized in 2030 to a wide range of stakeholders and deepen their understanding.
Materiality Analysis Process
STEP 1 Extracting Social Issues and Recognizing Company Direction
Identified and listed global social issues from various guidelines, aligning with the medium-term management plan and extracted 33 items as our ideal features in 10-20 years ahead, expectations from society as well as company issues.
STEP 2 Analyzing and Identifying Importance
Conducted surveys and interviews with stakeholders, executives, and employees of the Maxell Group to analyze the importance of the 33 items and narrowed them down further.
STEP 3 Evaluating from Stakeholder Perspectives
Collected feedback from investors, specialists, and experts to objectively evaluate important items for the company.
STEP 4 Selecting Importance at the Management Level and Deciding Action Plans
Selected 14 items that were important to both stakeholders and the company from the 33 items identified through STEP 1 to 3. Through discussions with directors, and narrowed them down to 7 items. Simultaneously, decided on 18 action plans necessary to solve the issues.
STEP 5 Internal Approval
The board of directors approved the 7 items and 18 action plans, determining them as key issues for Maxell.
Materiality Action Plan and KPIs
Regarding the Medium-Term Management Plan MEX23, 12 KPIs were set with 2023 as the target year, and 8 of these were achieved. For the new Medium-Term Management Plan MEX26, we established KGIs and revised KPIs to clearly demonstrate Maxell Group's ideal feature to be realized in 2030 to a wide range of stakeholders and deepen their understanding.
KGIs for 2030
[Management] Operating profit ratio: 10％
[Society] Ratio of female managers: 10％ / Employee satisfaction rate: 90％
[Environment] CO2 reduction: 50％
Results Legend
◎ 100％ or higher: Achieved numerical and item targets
〇 90-99％: Generally in line with plans with regard to medium- to long-term targets
△ 89％ or lower: Unachieved / Challenges exist toward targeted fiscal year of achievement
No results provided: The results will be shown around July 2027.
MEX26 Action Plan
・Evolution of unique, original technologies that generate new value
KPI
Number of patents related to next-generation development technologies: 1.5 times in five years (FY2022-FY2026)
・Progress Status：Progressing steadily toward achievement by the end of FY2026.
・Strengthen partnerships to create new businesses
KPI
Create 3 new products led by the New Business Producing Division (during MEX26)
・Progress Status：Advancing 6 business themes toward commercialization in FY2026.
MEX26 Action Plan
・Contribute to a safe and secure society through mobility-related businesses
・Contribute to an advanced information society through ICT/AI-related businesses
・Contribute to human/social infrastructure
KPI
Sales growth ratio of 10 growth businesses*: 20% or higher (FY2026, compared to FY2023)
・Progress Status：Overall progressing steadily, while efforts are being strengthened in some challenging businesses.
* Reviewed growth businesses following the change in reporting segments from FY2025
MEX26 Action Plan
・Strengthen management that leverages human resources (build a human resources strategy, promote the right person in the right place and talent management)
KPI
Talent management system: Introduce to the Group companies by FY2026
・Progress Status：Underway at Group companies toward introduction in FY2026.
Career interview implementation ratio: 100％ [Results] ◎
・Progress Status：Achieved a 100% implementation ratio for career interviews in FY2025.
Education for personnel evaluators: 2 times/year [Results] ◎
・Progress Status：Progress Status： Conducted training twice in FY2025 for personnel evaluators.
Improve job satisfaction ratio in employee awareness survey: 90％ or higher (FY2026)
・Progress Status：Improved from the survey in the prior year, and action plans are being formulated for further improvement.
・Establishment of a system for human resource development and evaluation that creates proactive talent capable of creating something out of nothing
KPI
Creation of skill maps for desired talent (FY2026)
・Progress Status：Model under verification; proceeding toward company-wide rollout in FY2026.
・Promoting diversity and inclusion (utilize diverse human resources and accept different values)
KPI
Encouragement for males to use childcare leave: 100％ usage rate [Results] ◎
・Progress Status：Achieved a 100% usage rate in FY2025.
Recruitment ratio of new female graduates: 50％ or higher for administrative jobs, 25％ or higher for engineering jobs [Results] ◎
・Progress Status：Achieved a female ratio of 50% or higher in administrative/sales positions and 25% or higher in technical positions among new graduate hires joining from 2024 through April 2026.
・Improve productivity and promote the transmission of skills through the standardization of business processes
KPI
Reduce the total annual working hours of employees: 2.5％ reduction compared to FY2023 1,850 hours (FY2026)
・Progress Status：Conducted trend analysis for FY2025; considering measures to achieve targets in FY2026.
Achievement of the company-wide education plan: 100％, ongoing [Results] ◎
・Progress Status：Completed each education program in FY2025.
MEX26 Action Plan
・Transformation to manufacturing that solves the social issues ahead of customer issues
KPI
Operating profit ratio of 10 growth businesses*: 15％ or higher (FY2026)
・Progress Status：Overall progressing steadily, while efforts are being strengthened in some challenging businesses.
* Reviewed growth businesses following the change in reporting segments from FY2025
・Establishment of a system that prioritizes quality and product safety based on integrity
KPI
Promote SQM (Super Quality Management for Maxell Group) activities and zero new recall cases [Results] ◎
・Progress Status：No recall cases in FY2025.
・Enhancing the value of the Maxell brand's core products and services
KPI
Conduct customer surveys and improve low ratings. Improvement target: 50％ or higher (during MEX26)
・Progress Status：Progressing steadily toward resolving low ratings.
MEX26 Action Plan
・Strengthen environmental technologies and environmentally conscious products
KPI
Define standards to show the degree of contribution to social and environmental issues, and approve products that exceed these standards as "Eco Excellence." Eco Excellence approval: 10 products or more (during MEX26)
・Progress Status：Progressing steadily toward achievement by the end of FY2026.
・Conserving resources and energy, and promoting the introduction of renewable energy
KPI
Domestic CO2 emissions: 50％ reduction or more (FY2030, compared to FY2013)
・Progress Status：Progressing steadily toward achievement by the end of FY2030.
Domestic renewable energy ratio (= Renewable energy used/total electricity): 15％ (FY2030)
・Progress Status：Progressing steadily toward achievement by the end of FY2030.
Waste intensity per production: 0.0500 tons/million yen or less (FY2026)
・Progress Status：Temporary increase in waste generation due to business structure reform. We are separating routine and non-routine waste generation, and revising the definition to better reflect actual conditions.
MEX26 Action Plan
・Continuously improve the business portfolio through the two axes of market growth and business earnings (ABC-XYZ control)
KPI
AB Business* ratio: 75% or higher (FY2026)
・Progress Status：Overall progressing steadily, while efforts are being strengthened in some challenging businesses.
* "Resource Concentration Businesses" with high profitability and growth based on profit & loss control by business
・Promoting efficiency at global production bases
KPI
Hold discussions on the current issues and the future possibilities of each base from the perspective of optimal production placement and portfolio optimization. Incorporate concrete measures in the medium- to long-term management strategy.
・Progress Status：Not disclosed due to contractual reasons.
MEX26 Action Plan
・Build effective governance in group management (deepen management)
KPI
Integrate IT basis for basic business operation within the Maxell Group (FY2027) [Results] ◎
・Progress Status：Integration was completed ahead of schedule in FY2025.
・Implementing governance to maximize group synergies (technology, marketing)
KPI
Marketing: Creation of at least 3 new business development themes per year, reviewed across the Maxell Group [Results] ◎
・Progress Status：Achieved in FY2025; aiming to create 3 or more in FY2026 as well.
Technology: Creation of at least 3 patents per year relating to synergies across the Maxell Group [Results] ◎
・Progress Status：Achieved in FY2025; aiming to create 3 or more in FY2026 as well.
