Outside director, ENVIPRO HOLDINGS

Hiroko Nomura
Formerly editor in chief of Nikkei WOMAN

President and representative director,
ENVIPRO HOLDINGSTomikazu Sano

President and representative director, ASTOCO

Chiemi Nomura
From contract employee to president

Special Feature Discussion

About ENVIPRO’s Commitment to Diversity in Order to Create the Next Generation of Leaders
ASTOCO, a company that provides welfare service business for people with disabilities announced on July 1,
2023, that Chiemi Nomura would become its first female president. Ms. Nomura has been involved indisability welfare work since entering the workforce, and she has always had a desire to contribute toothers. Upon encountering ASTOCO, she initially joined the company as a contract employee due to personal
circumstances, but later became a full-time employee.

How did you feel when you were approached about taking the position of president?

and propose solutions that addressed the needs and challenges of our users and the company. I am grateful that my
ideas were listened to and recognized, and that I was given the opportunity to implement them.
Hiroko Nomura (below, “Hiroko”): My career has some similarities. At the age of 26, I joined Nikkei Home Publishing(now Nikkei BP) as a contract employee. I worked there for seven years, as my annual contract was renewed eachyear. In my mid-30s, I became a regular employee and eventually had the opportunity to become the first female
editor-in-chief. During this time, I received rigorous training, without experiencing any discrimination based on
gender or employment status. There were times when I would work through the night only to have my manuscript
thrown in the trash, with comments like “Our customers pay for this magazine; we can’t publish an article likethis” (laughs).

Chiemi Nomura (below, “Chiemi”): There was no way I could decline the offer to become president. I was delighted to

Sano: Regardless of employment status or gender, in order to sustain a successful business, it is essential to havebe recognized for my efforts so far, so I responded without hesitation in saying “Thank you!” and “I’ll do it!” I am able
to be president at the company today because even as a contract employee initially, I was given the chance to plana professional mindset that responds to the needs and demands of society and customers, a drive and the animal
spirits to accomplish goals, and a sense of rigor towards work. We strive to create an environment where3. ESGENVIPRO Group Sustainability Report 2023

S oc ial

35

Special Feature Discussion

individuals with such a mindset can grow.
However, that alone is not enough. In the past,when I found myself in difficult situations andworking with a furrowed brow, employees said,“The president’s face looks gloomy, it brings down
the mood, and that’s why I want to resign.” I thenrealized that in addition to rigor, I needed tomaintain a sense of positivity and softness toensure a balanced approach.
Several months have passed since Chiemi
Nomura took office as the president. As many
ASTOCO employees are women balancing workand family life, they are beginning to see her asrole model. Hiroko Nomura’s appointment as
outside director led initially to a shift inawareness within the Group. The employee satisfaction survey conducted in August 2023 showed that thenecessary for the ENVIPRO Group to foster a culture where both men and women aspire to leadership andmanagerial positions. This requires creating an environment supported by care and affection, as well as
providing opportunities for personal growth. It is my role to facilitate the cultivation of such an atmosphere andcoordinate the steps toward these goals.

The Essence of Diversity
The ENVIPRO Group has set the goal of creating 100 business promoters. In this context, what are some of thechallenges to the advancement of women? (Currently 20% of employees are women, and the company aims for
women to occupy 20% of management positions by June 2028.)
Hiroko: For example, let’s consider a hypothetical scenario. In one case, the head coach of the Japanese nationalsoccer team would select players only from Eastern Japan and not from Western Japan. The other approach is
to select talented players from all over Japan. It is clear which approach would be more likely to build a teamworthy of competing on the world stage. In Japan, as the working-age population decreases, companies need to
select talented individuals regardless of gender in order to be competitive. In that sense, I believe that the
ENVIPRO Group still has room for growth.

number of female employees aspiring to become managers was equivalent to their male counterparts.

Sano: For instance, we need to change the entrenched notion that women do not belong in the production
department.

Chiemi: I have started hearing the women around me say things like “I want to aim for a managerial position.”
Maybe this is because people who used to feel distant, such as the president and managers, have become more
approachable, making it easier to envision career advancement and the subsequent impact on their personal
life. Another noticeable change is the increase in participation and contributions in internal meetings, especiallyfrom male employees.

Hiroko: Often, kindness is intended when men say

Hiroko: In homogeneous decision-making groups, such as those of the same gender and age group, sometimes
people have an unspoken and shared understanding, so there is less need to express thoughts explicitly.
Chiemi: During the companywide meetings, we strive to maintain a friendly and approachable atmosphere. However,there are times when we have to be firm in responding to non-negotiable situations, such as addressing challenges
or making important decisions. While conveying the purpose of our work and teamwork, we also ensure that we
don’t forget about femininity and kindness, being mindful of the fact that we are women.
Hiroko: Women face a double bind. If they lead with strength, they’re told they’re not feminine enough, but if they

are kind and feminine, they’re told they’re not leading effectively. It can be difficult to strike a balance between
being feminine and being a leader, can’t it.
Sano: In a society where many people express a desire not to pursue career advancement, I believe it issuch things as “Women shouldn’t work in
production or on rotating shifts.” However, thisactually creates a glass ceiling that limits career
opportunities for women. Whether it’s in production
or any other workplace, when a workplace is mademore accommodating for women, it creates anenvironment that is also more suitable for men andthe senior workforce. It becomes a workplace thataligns with the values of younger generations.
Sano: People who have experience in on-site roles

such as in production and sales should be the ones
to become managers. It is essential to provide andcreate an environment where individuals can gainsuch experience. We need to think about how to3. ESGENVIPRO Group Sustainability Report 2023

36

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Special Feature Discussion

create a work environment where both men andwomen can work without gender disparities.

Aiming to Become an Organization
That Embodies “A Disciplined Groupof Autonomous Individuals with
Emergent Abilities.”
What is the background for encouraging employees
to register with recruiting firms and saying theyshould increase their own market value?

Company Growth Contributes Directly to Society
Sano: Japan is facing a pivotal time amid the challenges created by the country’s three lost decades. We face aprojected decline in the workforce and a changing landscape among service industries in such areas as
manufacturing and finance, as well as evolving perspectives on diversity. This situation calls for change, as well as
offering new opportunities for growth. Companies play an increasingly crucial role in this transformation.
Organizations that embrace diversity contribute to a company’s sustainable growth, and this collective effort
ultimately leads to the growth of the nation. Simply accepting the status quo might mean not having to struggle orface hardship, but in order to become an enduring company, we need to challenge ourselves with ambitious goals.
ASTOCO and other members of the ENVIPRO Group have the potential and the wherewithal to contribute to society.
We must move unhesitatingly forward to ensure that the company growth aligns with its contribution to society.

Sano: Employees who have specialized experience in
M&A and post-merger integration processes, as wellas in other areas, bring rare value to the company. It
is worth their while to consider registering with a recruitment agency to get a sense of their true market value. I
also believe that individuals should actively strive to increase their market value. As president, I need to maintain acertain level of tension within the company to ensure that employees do not grow complacent. For this reason, I
believe we need to promote diversity in compensation. Rather than adhering to the usual wage system, we need toprovide challenges and opportunities to a select group of individuals who drive business initiatives. At the sametime, we need to raise the overall level of compensation, too. I believe that it ultimately comes down to everyone
working together to earn a solid income.
Hiroko: Given the growing labor market mobility of highly specialized personnel, we need to feature diversity in ourcompensation packages.
Sano: It is great to see an increase in return hires as liquidity improves. We are seeing more people returning to us

even after having once left for a variety of reasons. The experience they gain in other organizations that might nothave been possible within the ENVIPRO Group is invaluable, as it often means they can make valuable contributionsin their current roles.
Hiroko: Experiencing different organizations and having diverse experiences expands individual diversity. As a result,individuals grow and become more adaptable to change, which in turn contributes to the growth of the organization.
Sano: As is expressed by the company’s core organizational philosophy, to be “a disciplined group of autonomous

individuals with emergent abilities” we recognize the market value of autonomous individuals. However, within theorganization, a certain level of discipline is necessary, so it is important to create an environment where individuals
can leverage their strengths through mutual understanding.

ProfileHiroko Nomura

Tomikazu Sano

Chiemi Nomura

Graduated from Ochanomizu University in 1984.
In 1999, launched the Woman of the Year by theeditorial department of Nikkei WOMAN,
published by Nikkei Home Publishing, Inc. (nowNikkei Business Publications, Inc.). In 2003,
became editor-in-chief of that publication, waslater appointed as senior staff writer of Nikkei
Inc., and became a professor at Shukutoku
University. In April 2020, was named distinguishedvisiting professor of Tokyo Kasei Gakuin University

Joined SANO MARUKA SHOTEN (currently
ECONECOL) in April 1974. After serving as
secretary of Mr. Masumi Ezaki, a member of theHouse of Representatives and holding executive
positions at Group companies, was named
president and representative director of ENVIPROHOLDINGS in May 2010.

After graduating from the School of Allied Medical
Sciences, Shinshu University, in 2003, worked as
an occupational therapist in the field of disability
welfare. Joined ASTOCO in 2019 and became amanager at the company in 2022. In July 2023,
assumed the position of representative director.
Currently also dedicated to raising herelementary- and middle school-aged children.

3. ESGENVIPRO Group Sustainability Report 2023

SocialBuilding a “Platform” Filled with Good-Quality Energy Where All Employees Work Energetically

The ENVIPRO Group aims to achieve employee satisfaction by creating a workplace environment based on
its corporate philosophy, where leadership fosters a “platform filled with good-quality energy where all
employees work energetically.” This environment promotes challenges and a sense of fulfillment, allowing
each employee to maximize their abilities. By meeting the demands of society and customers, ENVIPROGroup strives for sustainable growth.

A Deep Attachment to Instilling the Corporate Philosophy
We consider our corporate philosophy to be the company’s most important corevalue and essential to its DNA. Our corporate philosophy was developed over thecourse of approximately one year by weaving together the founder’s worldview,
beliefs, sayings, and thoughts of the executives, and other ideas inherent in thecompany. To create a positive corporate culture and a strong corporate
atmosphere, we will continue to work with unwavering determination to ensure
the widespread adoption of our corporate philosophy.

Date

Attendees

Directly hired
employees

Percentage
attending

FY06/21

48

583

8%

FY06/22

235

617

38%

781

17%
(52%)

Candidates for the Position of President of
ENVIPRO HOLDINGS and Group Companies
Human resources with experience in businessstart-ups, group development, finance,business investment decisions, etc.

Human resources who promotebusiness by utilizing in-depth expertisein identify fields such as DX,
intellectual property management,
R&D, etc.
Briefing session

Project Promotion Leaders
Management
personnel

Specialists

Generalists

Human resources who have broad
knowledge and multifaceted vision intarget areas, and who can bring
together people in charge of various
fields

Recruiting
Interview with a New Employee

Empathize greatly, empathize generally
Generally do not empathize, do not empathize
FY06/19
FY06/20
FY06/21
FY06/22
Ongoing target
0

Growing with the company in an
Environment That Enables Young People
Joined April 1, 2023
to Take on Challenges
ENVIPRO HOLDINGS Inc.
Gooyoung Heo, Corporate Planning Department, Corporate Planning Division

FY06/23130 (413 to date)

About Human Resources for Business Promotion

Leaders in the Deployment of
Leading-Edge Technology

Empathy with Corporate Philosophy Expressed in the
Employee Satisfaction Questionnaire

Attendees of Corporate Philosophy Briefing Sessions

FY06/2337

S oc ial

During my university days, I conducted research during a seminar about “The Impact of Climate Change Risks on
20

40

60

80 100（％）

Shareholders’ Equity Cost.” As I learned about the global movement addressing climate change, I became interested in
the growth potential of the environmental business, which ultimately led me to join the company. Currently, I am involved

Creating 100 Business Promoters
The ENVIPRO Group’s growth trajectory is largely attributable to its development of new technologies, services, andproducts that society demands, as well as the expansion of operations into various regions through M&A activities.
To lead the growing demand for a circular economy, the Group prioritizes the creation of human resources to drive
business strategy. By reinvesting the profits generated from these growth factors into the next phase of growth, theGroup aims to create 100 personnel for business promotion over the next five years and thereby establish asustainable foundation for long-term growth.

in creating key performance indicators for the entire Group to achieve our medium- to long-term goals. It is rewarding to
be entrusted with autonomous tasks and to have the opportunity to collaborate with executives at the department
manager level and above for meetings and discussions. Also, as the company has a large number of Korean customers, I
find fulfillment in handling tasks I am uniquely able to do, such as serving as an interpreter during visits. Going forward,
my goal is to disseminate and implement the KPIs I have created within the Group and work together with businesscompanies to refine these KPIs, taking into account any issues that may arise. In addition to supporting each company, I
hope to contribute to the growth of an organization where I can help improve and optimize operations, and think about thedirection of business strategies. I hope to gain various experiences and eventually become involved in management.

3. ESGENVIPRO Group Sustainability Report 2023

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Realizing the Corporate Image of “A Disciplined Group of Autonomous Individuals with Emergent Abilities”*

SocialGrowthBusiness School

Interview with a Business Promotion Leader

In addition to deepening understanding of the business operations, improving management abilities is also an
important educational theme in terms of cultivating personnel for business promotion. We are in the process of
implementing a goal management system and providing training for evaluators to ensure consistent goal setting
across each company and department, aiming to enhance corporate value.

Becoming a Leading Company throughIndustry Restructuring

Overview of Business School Themes in FY06/23

I encountered the company while struggling with the dilemma of balancing social contribution and business profitability
after starting my own business during university. Currently, I am involved in developing and promoting overall Groupstrategy, M&A and investment collaboration strategies, various research activities, and consulting for each company
within the Group. With one project after another emerging, I find joy in treating each event as my own and considering
how to address them. I enjoy working in this dynamic environment. One significant project I was involved in after joining
the company was the acquisition of Nitto Kako Co., Ltd. It was a valuable experience to be involved in the acquisition ofa listed company through a public tender offer. My personal goal is to transform the Group into an entity that cangenerate consistent profits regardless of market conditions. I constantly think about what decisions I would make if I
were the top executive of the company and strive to enhance business activities and improve ROIC by adding value. I
aspire to build my career without being bound by my affiliation or position to take a lead in restructuring the industry
and promoting more efficient mechanisms for resource circulation.

Training Content

Participants

Satisfaction

Training Content

Participants

Satisfaction

Waste disposal law and various recycling laws

32

97%

Management accounting, cost accounting andbudgeting

47

94%

Business flow and business models

43

97%

The need for team meetings

66

100%

97%

Mental health
Note: Held twice

120 to date

95%

56

90%

Psychological safety
Note: Held three times

201 to dateRemuneration system and evaluation
Note: Held twice

82 to date88%

Organizational development, vision and casestudiesManagement authority and responsibility,
agenda items

35

96%

Importance of recruitment

17

100%

CDP/TCFD climate change initiatives anddisclosure

22

89%

Role and importance of contracts

66

100%

Entrenchment

One aspect of the ENVIPRO Group’s corporate philosophy is a call for every employee to exert efforts to become theleading player of a business that suits them. In order to align the ratio of women in management positions with theratio of female employees, we have set a medium-term goal of having 20% of management positions be held by
women. We have also implemented mentorship programs and other initiatives to support the recruitment anddevelopment of female employees, aiming to establish achievable goals that encompass the entire process.

(Women)25
20
15

Percentage of women
returning to work afterchildcare leave

Percentage of men
taking childcare leave

FY06/20100%

0%FY06/21100%

6%FY06/2280%

17%FY06/23100%

8%

FY06/28 (target)

100%

90%

(%)

16
12

10

8

5

4

0

Percentage of Women Returning to Work afterand Men Taking Childcare Leave

20

Number of women in management
positions (left scale)
Ratio of women in management
positions (right scale)

FY06/20

FY06/21

FY06/22

FY06/23

FY06/28(target)0

ENVIPRO HOLDINGS Inc.
Yutaro Hashimoto, Manager, Corporate Strategy Section, Corporate Strategy OfficeInterview with a Working MotherPromoting Diversity

Number and Percentage of Women in Management Positions

Joined February 1, 2022

Balancing Family and Work in an
Joined April 2, 2007
Environment Where You Can Choose
NEWSCON Inc.
Where and When you Work
Yukina Mochizuki, Business Support Section
I joined the Trading Department of ECONECOL Inc. as a new graduate in 2007, and I have taken maternity and childcare
leave three times. Currently, I am engaged in trade operations in the Business Support Department of NEWSCON Inc.
Upon returning to work, I faced challenges such as being unable to work overtime frequently due the need to pick up mychild at the nursery, as well as having to make sudden changes to my work schedule due to a child’s ill health.
However, I am grateful to be working in a supportive work environment where they understand my family situation andprovide mutual support. While I want to prioritize my work, I also realize that my oldest son is now in the fifth grade, andI may have only a little time left to spend quality time with him. Utilizing shortened working hours allows me to switch toremote work or adjust my schedule through flextime arrangements during times when a child is unwell or when there
are school events to attend. Having the ability to choose where and when I work creates a very flexible andaccommodating environment. Lately, I have been handling a lot of trilateral trade, and the variety of commercial flows I
deal with has grown more diverse. Although I can handle these activities by drawing on my past experience andknowledge, I feel a need to further enhance my expertise in trade practices. Once I have a bit more flexibility inchildcare, I would like to take on the challenge of obtaining a customs broker license, as I aspire to gain more
specialized knowledge in trade operations.

* Emergent abilities: The ability to make decisions, take action, and drive results in the field Autonomous individuals: A person who is full of initiative, creativity, and lives independently Disciplined group: A group of people who can keep time, maintain cleanliness, and uphold correct decorum3. ESGENVIPRO Group Sustainability Report 2023

Social39

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Establishing a Brand as a Safe and Clean Company

I. The ENVIPRO Group’s Environmental and Safety Activities
To realize a sustainable society, it is essential to have good environmental impact and employee safety
management. We work to prevent environmental pollution by introducing measures to prevent potential noise,
vibration, dust, and wastewater, mainly at manufacturing plants. In addition to employee safety education, risk
prediction activities, and other awareness-raising activities, we regularly patrol our offices and conduct otheractivities on an ongoing basis to ensure thorough safety management.
Accidents—particularly serious accidents or those at plants or offices involving machinery and plant or heavyequipment—have the potential to affect many stakeholders, including employees and their families, nearby
residents, business partners, and investors.
To avoid such impacts, we give topmost priority to managing the surrounding environment, maintaining andimproving the work environment, and ensuring the safety of our employees. In this way, we endeavor to ensurestable business activities in accordance with our policies. The ENVIPRO Group is committed to preventing harm topeople and the external environment.

Activities of the Environmental & Safety Promotion Committee are reported to full-time directors of ENVIPROHOLDINGS and the presidents of Group companies at monthly meetings of the Internal Control Committee (chairedby the president of ENVIPRO HOLDINGS). Policies and developments are communicated through the Environmental& Safety Promotion Committee to individual workplaces of each Group company. The Environmental & Safety
Promotion Committee consists of members appointed from each Group company, who together with the president
actively promote the companies’ environmental improvement and safety assurance initiatives.
Structure of theEnvironmental & Safety
Promotion Committee

Internal Control Committee
Chair: President and Representative Director of ENVIPRO HOLDINGS Inc.

Instruction

Reporting

Environmental & Safety Promotion Committee
Group Companies

Members: One or two people from each company•ECONECOL Inc. •Kuroda Recycle Co., Ltd.
•ASTOCO Inc.
•Nitto Kako Co., Ltd.
•ARBIZ Corporation
NEWSCON
Inc.
SYN
ECO
Inc.
Toyo
Rubber
Chip
Co.,
Ltd.
VOLTA
Inc.
•
•
•
•
•ENVIPRO Inc.
Cyterrace
Co.,
Ltd.
One
or
two
committee
membersareselectedfromeachcompany
toencouragethebilateralsharingof information.
•

II. Positioning the Environmental & Safety Promotion Committee
1. Activities and Role
We have established the Environmental & Safety Promotion Committee, which is responsible for initiatives acrossthe Group companies. The committee’s objective is “to establish a brand as a safe and clean company.” Thecommittee has established the following three policies, which it is working to fulfill.
Policy 1 Create a Safe and Comfortable Workplace
We conduct hazard protection initiatives before commencing tasks, offer regularly scheduled education and training, runsafety competitions, and establish risk management and other safety activities. We take regular measurements of theworking environment, measuring vibration and noise, analyzing water quality, and implementing ongoing improvement
activities to create a comfortable workplace.

Policy 2 Share Information
The Environmental & Safety Promotion Committee emphasizes information sharing and empathy. We strive to invigorate
committee activities, reporting on individual companies’ efforts to roll out their activities horizontally within the Group. The
committee also examines causes and shares corrective measures in the event of industrial accidents, other accidents or
damage, and environmental abnormalities. We work to prevent recurrence and promote activities in a uniform direction.

2. Activities to Date
By sharing the details of individual Group companies’ discussions
and initiatives via documents, images, and video, the committee
helps each of them efficiently and effectively incorporate the items
they need. The Environmental & Safety Promotion Committee hasrolled out a number of items horizontally across Group companies.
These involve risk prediction activities (operational methods),
methods for operating prediction activities, maintenance of flower
beds at workplaces, installation of drive recorders on forklifts, theintroduction of fire extinguishers for lithium-ion and otherrechargeable batteries, the introduction of misting equipment for
dust control and conducting special training across the Group.

1. Environmental Activities at Group
Companies
Employee measurement of the working

environmentImplementation of vibration countermeasures

at existing facilities
Implementation of dust control measures infactories
In-plant pigeon control and extermination
Addition of in-plant lighting, switch to LEDs
Fire drills (evacuation and rescue drills)
Maintenance of flowerbeds

Policy 3 Raise the Management Level
The Group’s operating companies have acquired certifications under ISO 14001 (environment) and ISO 45001 (occupational
health and safety). In addition, each company promotes activities to ensure the safety and health of its employees and toprotect the environment through the operation of its management system.
Conducting first aid training

Maintaining flower beds

In-plant measures to control dust

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40

Social2. Safety Activities at Group Companies
Installation of security cameras in plants
Introduction of forklifts with safety devices
Installation of safety devices, safety barriers, and emergency
stops at existing facilities
On-site inspections in the event of industrial accidents

Firefighting drill

Holding of safety competition
Implementation of special training by people who have completed
the instructor training course
Introduction of emergency communication devices for factory
workers

Introduction of emergency communication devices
for factory workers

Implementation of special training by people whohave completed the instructor training course

3. Results in the Fiscal Year Ended June 2023
The number of accidents at the ENVIPRO Group has been trending downward since the fiscal year ended June
2020, owing to the strengthening of environmental and safety activities and the establishment of the Environmental& Safety Promotion Committee. In the fiscal year ended June 2023, the Group experienced 12 occupational
accidents, two fewer than in the previous year; 72 accidents, up 10 year on year; and seven environmental
Industrial Accidents

Number of Regular Employees and Rate of Accidents andIndustrial Accidents per Employee(Number)

30

26

25
20
15
10

(People)

600

13

13

14

FY06/20

FY06/21

FY06/22

12

500

5
0

FY06/19

FY06/23(Number)

60

68

63

57

62

72

40

16.26

14.22
443
418

472

12.07

400

200
100

20
0

Rate of accidents (right scale)
Rate of industrial accidents (right scale)

498

18

506

14.29

12.44

FY06/19
FY06/20*Excluding Nitto Kako Co., Ltd.

FY06/21

FY06/22

FY06/23

0

9

6.22
2.93

6

2.75

2.81

2.37

4. Plans for Future Initiatives (Year Ending June 2024) and KPIs
The Group has established an annual activity plan for each company based on the three policies mentioned above
and with the objective of “establishing a brand as a safe and clean company.” While the ultimate goal is to achieve
zero accidents, as medium-term KPIs, we aim to halve the number of industrial accidents (with zero cases of workrelated accidents resulting in leave of absence), the number of accidents, and the number of environmental
abnormalities. We will conduct planned activities and continue to lower the number of incidents year on year,
promoting these efforts across the ENVIPRO Group to reach our medium-term KPIs as soon as possible.

15
12

300

Accidents
80(%)

Number of regular employees (left scale)abnormalities, down two. The number of regular employees at the ENVIPRO Group has grown by 88 over the past
five years, from 418 at the end of June 2019 to 506 at the end of June 2023. While the number of industrial
accidents per employee* have decreased, the absolute number of accidents has trended upward.
Although the number of industrial accidents decreased, the majority of victims were employees with less than one
year of experience, accounting for six out of 12 cases. There were two cases involving employees with less than
three years of experience, and four cases involving employees with three or more years of experience, indicatingthat less experienced workers were more
Accidents by
Accidents by
Day of the Week
Category
accident-prone.
Sunday Sunday
Others Others
We have investigated the days of the week on
Saturday Saturday
Monday Monday
which accidents occurred and identified the
Forklifts Forklifts
trends for the increased number of accidents. Friday Friday
Heavy Equipment
Tuesday Tuesday Heavy Equipment
We also conducted an analysis of incidents by
category and presented the details to theThursday Thursday
Wednesday
Wednesday
Vehicles Vehicles
Environmental & Safety Promotion Committee.

30FY06/19
FY06/20
FY06/21
FY06/22
FY06/23*Rates are calculated as (number of cases ÷ number of employees) × 100.

DX for Conservation

We are striving to automate our plants, in the aims of improving productivity, including through energy conservation,
reducing over-dependence on specific individuals for plant operation, and ensuring stable operation despite Japan’s
decreasing population. Furthermore, by quickly identifying the condition of facilities, we will promote proactive
maintenance activities to prevent unforeseen breakdowns and strive for stable supply and cost reduction.
We will install various sensors and cameras for to acquire data for to facilitate AI technology and system deployment. We
will also establish a network environment for centralized data management. In the implementation process, we will
engage with stakeholders and manufacturers in trial and error to create a system operation environment that matches ourplants and facilities. We will start by promoting these efforts at ECONECOL Inc., and then expand horizontally, focusing on
companies in the Resource Circulation Business.

3. ESGENVIPRO Group Sustainability Report 2023

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41

Engaging in a Variety of Activities That Contribute to the Local Community

Publication of an Original Picture Book, Boku no Te ha Maho no Te (“My Hands are Magic Hands”)
SYN ECO Inc. and ASTOCO Inc. published a picturebook called Boku no Te ha Maho no Te (“My Hands
are Magic Hands”). Based on the true stories of
two companies based in Nagano Prefecture, thefilm depicts the main character, a male employeewith a disability, finding fulfillment in being able toperform dismantling work on computer equipmentwith greater precision than machines, even if hecannot perform actions considered “normal” bysociety. The story conveys the message that there
is always a place in society where both resources
and individuals can shine, through the statementthat “There is nothing in the world that is
unnecessary. There are no unnecessary people.”
We have donated books to local governments in
response to their requests to utilize it for welfare
and educational purposes.

the plant, they are able to engage enthusiastically with heavymachinery and equipment. With global interest in recyclinggrowing, elementary school students are also showing a highlevel of interest in recycling, asking many questions and actively
participating in the tours. We will continue our efforts to inspire
the next generation and contribute to a sustainable future.

Participating in a Coastal Cleanup Event

Books Donated in 2023
Matsumoto city, Nagano 444
Azumino city, Nagano

44

Fujinomiya city, Shizuoka 176
Fuji city, Shizuoka
Kibune Elementary School,
Fujinomiya, Shizuoka

200
4

Production Episodes
We were introduced to Junko Terashima of Furai-sha by Yoshiharu Shimizu, who supervised our corporate philosophy. Ms. Terashima’s
visit to SYN ECO Inc. and ASTOCO Inc. became the inspiration for creating picture books. We have carefully captured the essence of ourdaily work and transformed it into a storybook, paying close attention to every word and fine-tuning the illustrations.
The illustrator who created the artwork is a talented artist with a hearing impairment. The illustrator visited the factory, experienced thedismantled objects firsthand, and we communicated through written conversations to collaborate in creating the picture book together.
We hope that people of all ages will pick up the book and understand not only the importance of resources but also the option of working
and earning a living independently, even for people with disabilities.

Holding Tours for Elementary School Students
SYN ECO Inc. welcomes approximately 400 elementary school students for factory tours each year at both its head
office plant and Plaza Azumino. We strive to make each tour a valuable learning experience by incorporating various
interactive activities. During classroom sessions, the students actively participate and provide answers, while inside

Microplastics havebecome a significant
social issue in recent
years, affecting thenatural environment andecosystem. Even small
pieces of plastic waste
can turn into thousands ortens of thousands ofmicroplastics once they flow into the ocean. To help address this situation, ECONECOL Inc. participated in the “6R
Citizen Movement” beach cleanup event held at Fujinokuni Tagonoura Minato Park.
(Organized by Shizuoka Prefecture and the Seven-Eleven Foundation, in cooperation with Yamanashi Prefecture, Fuji City, andFujisan Club (a certified NPO); and in collaboration with Fukuoka Prefecture)

Computer Dismantling Course at the Seibu Cleaning Plant in the city of Hamamatsu
October is “Reduce, Reuse, Recycle (3R) Promotion Month.” Aspart of our efforts to promote the 3R initiative in October 2022,
ECONECOL Inc. conducted the fifth computer dismantlingworkshop at its Seibu Cleaning Plant in the city of Hamamatsu.
In the workshop, participants received explanations about
precious metal recycling and had the opportunity to experience
the actual dismantling of computers. Participants of all ages,
from children to adults, joined the workshop.