Based on Santen's CORE PRINCIPLE "Tenki ni sanyo suru," Santen not only contributes to the sustainable development of society but also aims to achieve its own sustainable growth.
Based on Santen's CORE PRINCIPLE: "Tenki ni sanyo suru," Santen not only contributes to the sustainable development of society but also aims to improve corporate value over the medium to long term.
Santen established a Sustainability Committee, chaired by the CEO and composed of executive officers from related divisions. The committee meets at least twice a year, deliberating and determining Group-wide policies and targets for sustainability promotion activities. These targets are based on the CORE PRINCIPLE, sustainability policy, Group strategies, and social issues that include human rights, labor, environment, and anti-corruption.
The Sustainability Committee is also responsible for specific sustainability initiatives and deliberations on important related matters.
We communicate decisions and other information through the executive management of each department. Matters related to Group management strategies are proposed to the Executive Committee for approval, and important matters are referred to the Board of Directors.
We appoint a Global Head of Sustainability to oversee company-wide sustainability activities.
Santen identifies and engages with materialities.
Major Category | Materiality | Definition |
---|---|---|
Development and Stable Supply of Socially Significant Products and Services (Happiness with Vision)
| Market Penetration of Products with Social Significance | Respond to unmet needs through product and service innovations in the field of ophthalmology, contributing to patients through the pursuit of commercial excellence(*) |
Evaluation and Management of the Supply Chain | Contribute to the sustainable development of society and reduce risks in product supply through sustainable procurement | |
Assurance of Quality and Safety, and Establishment of an Appropriate Supply System | Establish systems to ensure product quality and safety and to supply necessary quantities when needed | |
Providing Appropriate Information on Products and Services | Conduct ethical marketing activities in compliance with laws and regulations and provide valuable information and services | |
Encouragement of an Organizational Culture that Promotes Value Creation
| Promoting Diversity, Equity & Inclusion | Pursue value creation through mutual respect across diverse human resources |
Building a High-Value-Added and Highly Productive Work Environment | Ensure the physical and mental health of employees and safe work environments, while leveraging new work styles to improve productivity and the ability to create added value | |
Human Resource Development and Promotion | Hire, train, and promote the best human resources, assigning said professionals to the right places at the right time from a medium- to long-term perspective | |
Strengthening Governance, Contributing to the Realization of Fair and Equal Society
| Corporate Governance | Establish a sustainable governance structure through stronger Board effectiveness and succession planning |
Compliance | Practice corporate activities based on a high sense of ethics beyond legal compliance | |
Risk Management | Establish a system to address various risks accurately, including risks associated with unpredictable circumstances | |
Respect for Human Rights | Understand human rights issues and demand respect for human rights throughout the value chain | |
Conservation of the Global Environment
| Measures against Climate Change | Implement climate change mitigation measures and adaptive measures for business viability |
Environmental Load Reduction | Reduce the environmental impact of our business activities and products |
We compiled an extensive list of social issues based on international guidelines, including the 10 principles of the United Nations Global Compact and SDGs, as well as on survey items of sustainability assessment institutions in December 2019.
We comprehensively evaluated social issues from two standpoints, namely, their importance to society and their importance to our company, and narrowed the issues down to those of high priority.
Looking ahead to 2030 and beyond, we examined the relationship between "Ophthalmology," "Wellness," and "Inclusion," our long-term STRATEGY to address social issues related to people' eye health, and the issues on the above ESG axis (social issues).
We confirmed the validity of the identification process and the selected ESG materialities through not only discussion within in-house meeting including management but also dialogue with outside stakeholders such as experts and investors. Based on the feedback we received at this stage, we have compiled the table into a form that captures strategic issues and ESG issues from multiple perspectives using triangles, rather than a general two-axis table.
Through discussions with the Directors, we identified three STRATEGIES and four ESG materialities as Santen's Materiality and disclosed in 2020. We plan to periodically review the materialities in light of the progress of our initiatives and changes in the social environment.
In May 2021, in conjunction with the formulation of the Medium-Term Management Plan (MTP2025), targets were also set for key ESG materiality items, which were disclosed after deliberation by the Board of Directors. In addition, more detailed quantitative targets were set in July 2022.
In March 2023, we reviewed our 13 materialities. The Board of Directors identified the two most important materialities at this stage, based on discussions with external experts, evaluation criteria used by ESG evaluation organizations, and discussion with internal departments such as risk and strategy. The Board reassessed and re-prioritized each materiality from the perspectives of the Company* and society.
We assessed the challenges we face currently based on the assumptions of our new medium-term management plan, revised in April 2023. We identified the Market Penetration of Products with Social Significance and Human Resource Development and Promotion as the most important issues having the greatest potential impact on medium- to long-term profits.
The cornerstone of our growth strategy and the very reason for our existence as a business entity is to respond to unmet needs through product and service innovations in the field of ophthalmology, contributing to patients through the pursuit of commercial excellence. We strive to achieve the wider market adoption of our valuable products based on the strategies outlined in our new medium-term management plan.
Reduce social and economic opportunity losses around the world arising from eye diseases and eye trouble. Minimize economic losses due to vision impairment—estimated at US$410.7 billion(*1) annually—to the greatest extent possible
Our most important assets are people who understand our CORE PRINCIPLE and strategy, and who aim to achieve the Happiest Life for every individual, through the Best Vision Experience. It is essential that we educate, train, and promote such people to responsible positions.
We consider diversity as we systematically develop and promote employees who are consumer- and patient-centered, who contribute to the enduring growth of the company on a global basis, and who are ready to rise to the most appropriate positions at the right time and place.
Contribute to society through human resources mobility
For each materiality, we have set KPIs toward FY2025, the final year of the new medium-term management plan, and disclosed progress.
Major Category | Materiality | KPI (FY2025) | Progress in FY2022 | Related Page |
---|---|---|---|---|
Development and Stable Supply of Socially Significant Products and Services (Happiness with Vision)
| Market Penetration of Products with Social Significance |
|
| Contribution to Ophthalmology |
Evaluation and Management of the Supply Chain |
|
| Supply Chain | |
Assurance of Quality and Safety, and Establishment of an Appropriate Supply System |
|
| Product Quality & Safety | |
Providing Appropriate Information on Products and Services |
|
| Ethical Marketing | |
Encouragement of an Organizational Culture that Promotes Value Creation
| Promoting Diversity, Equity & Inclusion |
|
| Diversity, Equity & Inclusion |
|
| With Employees | ||
Building a High-Value-Added and Highly Productive Work Environment |
|
| Employee Growth and Organizational Culture | |
Human Resource Development and Promotion |
| - | Employee Growth and Organizational Culture | |
Strengthening Governance, Contributing to the Realization of Fair and Equal Society
| Corporate Governance |
|
| |
Compliance |
|
| Compliance | |
Risk Management |
|
| Risk Management | |
Respect for Human Rights |
|
| Human Rights | |
Conservation of the Global Environment
| Measures against Climate Change |
|
| Measures against Climate Change |
Environmental Load Reduction |
|
| Environmental Load Reduction |