Value Creation StoryValue Creation Process

At S&B Foods, we have identified the issues of high importance (materiality) in the external environment that surrounds our businesses.
Based on an awareness of these issues, we have formulated the Third Medium-Term Business Plan to realize our vision. We will invest various forms of capital in achieving this plan and link it to a range of outcomes by creating value throughout the value chain.

Value Creation ProcessDownload PDF

Sustainability Promotion Structure and Materiality

At the S&B Foods Group, we have identified issues of high importance (materiality) under our Sustainability Promotion Structure. We have established the S&B Foods Mission as the goal of our activities, and set targets and KPIs for the Third Medium-Term Business Plan.

Sustainability Promotion Framework

The S&B Foods Group’s sustainability promotion structure is centered on the Sustainability Committee, which is under the direct control of the Board of Directors and chaired by the President and Representative Director. The committee’s five subcommittees—the Environment Group, Human Rights Group, Sustainable Procurement Promotion Group, Sustainable Product Development Group, and Engagement Promotion Group—set sustainability-related targets and evaluate progress and achievement against these targets.

At its biannual meetings, the Sustainability Committee monitors sustainability issues based on each group’s agenda and directs and advises each promotion group. These activities are reported to the Board of Directors.

Sustainability Promotion Framework

Materiality Identification Process

Through cooperation with external experts, we have comprehensively identified social issues related to the food industry, evaluated their importance through questionnaire surveys of internal and external stakeholders, and specified the issues of high importance (materiality) for S&B Foods.

When formulating the Third Medium-Term Business Plan, we revised this materiality based on a consideration of factors such as the corporate environment and changes in social conditions. The secretariat of the Sustainability Committee promotes the identification of materiality, and this is reported through the committee to the Board of Directors. The Sustainability Committee will play a central role in promoting our efforts to address this revised materiality. We plan to revise our specification of materiality at the conclusion of the Third Medium-Term Business Plan in fiscal 2025, and will do so regularly as needed in view of social demands.

Materiality Map

Establishment of the S&B Foods Mission (The Goal of Our Activities)

At the S&B Foods Group, we have identified issues of high importance (materiality) and established the S&B Foods Mission as the goal of our activities, aiming for perpetual existence and growth as a company that provides value to society.

Under the S&B Foods Mission, we will continuously engage in a range of activities such as socially and environmentally-minded product supply, reducing environmental impact, and promoting diversity at each stage of the value chain, aiming for social and corporate sustainability through our businesses. The S&B Foods Mission is also reflected in each strategy under the Third Medium-Term Business Plan.

Targets Based on the S&B Foods Mission
(Third Medium-Term Business Plan Non-Financial Targets)

S&B Foods Mission Materiality (Key Issues) KPIs Fiscal Year 2025 Goals
Strengthen safety and reliability initiatives
  • 1Food safety and reliability (quality, etc.)
Implementation of quality assurance council meetings between the quality assurance division and each factory 100%
Reduce environmental impact
  • 2Food shortages and agricultural decline due to climate change
  • 3Global warming and climate change
  • 4Resource depletion
Reduction in petroleum-based plastic packaging compared to FY2020 3% reduction
Socially and environmentally minded product supply
  • 5Emergence and increase in food waste (food loss)
  • 6Environmental issues caused by the use of food containers
  • 7The issue of marine plastic waste
Microwave compatibility of household ready-made sauces in pouch 40%
Promote diversity adapted to global society
  • 8Responding to more diverse food needs (Religions, beliefs, allergies, etc.)
Promotion of sustainable procurement of major spices, palm oil, and paper*
  • 9Responding to increasingly diverse work styles (Balance with child-rearing, nursing, etc.; teleworking, etc.)
Proportions of male and female new graduate recruits At least 40% each
Childcare leave take-up rate among men 80%
Annual paid leave take-up rate 80%
Improvement in employee engagement indicator (compared to FY2022) Up 5%
Health and safety for customers and employees
  • 10Health damage due to food (Food allergies, etc.)
Number of reduced-salt recipes shown on the recipe site 60 recipes
Salt reduction in curry products (curry/stew sauce mix and ready-made sauce in pouch) compared to FY2020 1.5% reduction
  • 11Worker health and safety (Occupational accidents, etc.)
Implementation of lifestyle improvement programs related to “meals,” “exercise,” and “sleep” 70%
Cumulative implementation of specific health guidance by public health nurses and dietitians during the period 100%

*Target for 2030 under the Sustainable Procurement Commitment