The Group has established a Sustainability Committee, chaired by President and Representative Director and composed of all inside and outside directors. The
Committee meets once a year as a general rule to discuss and decide on sustainability issues including social and environmental issues. The Committee also
submits and reports the results of discussion on important matters to the Executive Committee and the Board of Directors. The Committee mainly discusses
general important matters related to sustainability such as the development of policies and measures related to sustainability, the identification, assessment, andmanagement of climate-related risks and opportunities, and the management of KPIs for non-financial information.
We have also established an ESG Promotion Office as an office to integrate activities related to sustainability. The ESG Promotion Office holds meetings asnecessary with those charged with ESG in respective departments and at Group companies to work together at the practical level across the Group. Under
such a structure, we are committed to staying and becoming more sustainable by organically cooperating among the management team, the ESG Promotion
Office, respective departments, and Group companies.

■ KPIs Related to Sustainability
Materiality
Contribution to
the development ofsustainable cities

KPIs■

Comprehensive
maintenance systembacked by
the organizational
capabilities

43

SHO-BOND 2022 Integrated Report

Rate of reduction in CO2 emissions intensity*1(Scope1 and 2)*2
(vs. FY2022 [6.5 t-CO2 / 100 million yen])-25%[4.9 t-CO2 / 100 million yen]±0%
[6.5 t-CO2 /100 million yen]

Average scores for contractor performance
evaluation in construction industry

MLIT：78 or higher
NEXCO：80 or higher

MLIT：80.0
NEXCO：86.0

100%

85.9%

0

0

0.7 or lower

0.67

Percentage of construction sites where“8 days off in 4 weeks” is achieved*3(according to the Japan Federation of Construction Contractors)■

Number of fatal accidents■

Lost Time Injury (LTI) frequency rate■

Achievement rate of annual overtime limit of 720 hours*4

100%

100%

■

Percentage of female employees in regular recruiting

15% or more

9.5%

■

Percentage of employees with disabilities

2.4% or more

3.3%

■

Rate of response to safety confirmation

100%

100%

■

Compliance training participation rate

100%

98.8%

■

Number of serious violations of laws and regulations

0

0

■

Information security training participation rate

100%

90.3%

■ Sustainability Philosophy

Corporate Philosophy
Our VisionSound governance andmeasures formore improvements

Materiality
Sustainability PolicyE
Environmental
PolicyS
Quality Policy
Health and Safety Policy
Human Rights Policy
Procurement PolicyGAnti-Bribery Policy

Company Information

With its Corporate Philosophy at the core of management, the Group has
designated material issues (Materialities) to get close to its vision. Four
designated Materialities involve internal activities and how businessactivities affect society. We believe that all of these activities are
sustainability management that contributes to accomplishing the SDGs andachieving our Corporate Philosophy. We have established a Sustainability
Policy and ESG-related policies to provide guidelines for constant activities
in accordance with materiality priorities. In August 2022, we set KPIs foreach of the priorities to measure their progress and disclosed targets andresults.
We will enhance our corporate value over the medium to long term andcontribute to creating a sustainable society by continuing to upgradesustainability initiatives with the input of our internal and external
stakeholders. Specifically, we will improve our promotion framework,
consider measures, and regularly review them to upgrade the initiatives.

0

Corporate Governance

Basic Concept for Sustainability■0

Sustainability

Productivity improvement
throughtechnology development■

Number of violations of environmental laws andregulations

Business Strategies■

FY2022

Management Strategies

Sus t ainabilit y of
SHO -BOND

What is the SHO-BOND Group?

Strengthening Our Sustainability Promotion Framework*1 CO2 emissions per consolidated net sales (100 million yen)
When to achieve: *2 FY2031; *3 FY2024; *4 FY2024

SHO-BOND 2022 Integrated Report44Efforts for Environment
The SHO-BOND Group (the “Group”) expressed its support for the TCFD recommendations and joined
the TCFD Consortium in July 2022. Based on its corporate philosophy of “Inheriting and passing onsocial infrastructure to the next generation in good condition,” the Group is committed to “contribution to
the development of sustainable cities” as one of its Materialities and is aware that combatting climatechange is an important management challenge.
Based on the recognition that a longer service life of infrastructure contributes to reducing greenhouse gas emissions, we will make efforts so that we cancontribute to realizing a sustainable society. These efforts include information disclosure and other initiatives related to climate change, in addition to corebusiness activities as an infrastructure maintenance specialist.

■ Strategy

To realize a decarbonized society—the basic principle underlying the Act on Promotion of Global Warming Countermeasures, the Group has set targets ofreducing its CO2 emissions intensity (Scope 1 and 2) 25% from FY2022 levels by FY2031 and ultimately achieving carbon neutrality by FY2051.

■ CO ₂ Emissions Reduction Targets
Metrics

CO₂ emissions
intensity(Scope 1 and 2)■ CO ₂ Emissions (Scope 1, 2, and 3)

Base year

Base year result

6.5

FY2022t-CO₂ /100 million yen

Target year

Targets

FY2031-25%

FY2051Net zeroCategory

Unit

Scope1

2,667
t-CO₂

Scope25,238

CO₂ emissions intensity
Scope3t-CO₂/100
million yen

t-CO₂

Changes in reputation
among shareholders
and investors

Description

Opportunity• Increased ESG investment in the SHO-BOND Group as
an infrastructure maintenance specialist due to being
highly regarded for its low CO₂ emissions• Disclose information about CO₂
emissions (Scope 1, 2, and 3) andinitiatives aimed at reducing CO₂
emissions intensity* (Scope 1 and 2)

115,246

Introduction of moreaggressive targets /policies for CO₂
emissions reduction bycountries around the
world

Risks

• Increased demand for watershed flood control anddisaster restoration work, rather than seismic
reinforcement work and service life extension work, inthe face of growing severity of weather disasters

Rises in raw materials
costs

Opportunities

Acceleration of national
resilience measures• Increased price competitiveness with the delivery of
low-carbon construction services and products in thefield of repair and reinforcement• Due to CO₂ emissions regulations, the number oflife-extending works of buildings and infrastructures
increases while the amount of overall investments inconstruction decreases

Risks• Increased costs for improving working environment andintroducing equipment, etc. to prevent heat stroke• Worsening worker shortages due to deteriorating
outdoor working conditions• Increased costs due to process delays at disaster-stricken sites

Growing severity of
weather disasters• Switch to renewable energy andpromote energy conservation
during construction• Invest in solar power generation forown consumption, etc.
• Develop low-carbon anddecarbonization technologies• Develop new technologies that
support the preventive
maintenance of infrastructure

Risks• Supply chain disruption• Damage to or shutdown of operations at disaster-stricken
own factories or contracted manufacturing plants• Develop technologies for improving
on-site working environments andimplement heat stroke
countermeasures

At construction sites of repair and reinforcement projects undertaken by
the Group, we use a huge amount of water. We use water mainly forworkers to break up existing concrete, spray water as a dust control
measure, and wash their hands. However, we are often unable to draw
water to construction sites and we need to take special control
measures when discharging used water. Drawing and discharging waterat construction sites are big issues. Based on this background, we placeemphasis on managing sanitation related to water in a sustainable
manner.
As one of initiatives to solve the issues, we started using acirculation-type hand wash station at our construction sites. This station
is a system that filters the water used by workers to wash their hands.
The station enables them to wash their hands with clean water at any
time while saving them the time of drawing water. Maintaining sanitation
at construction sites helps prevent the spread of infectious diseases andeliminate inconvenience for workers. In addition, we consider donating
this circulation-type hand wash station to a nearby designated shelter ora developing country after completing construction work.
Further, we distributed high-performance and handy water purifiers toour employees to help protect them and their families when a disasterstruck. This water purifier can help people ensure life-sustaining water at
the time of a disaster because it can turn rainwater and muddy water into
drinking water without electricity.
Through such initiatives, we will continue to help achieve the SDGs
while increasing the health and safety of our employees.

Circulation-type hand wash station
installed at a site

Company Information

Increase in averagetemperature• Promote green procurement,
including switching to low-carbon
materials• Increased demand for infrastructure maintenance tocounter natural disasters• Decreased productivity in line with increased heatstroke cases among on-site workers

See our website below for more details.
https://www.sho-bondhd.jp/english/csr/tcfd/

Corporate Governance

Changes in customer
behaviors

Coverage: Domestic group companies

Sustainability• Decreased transactions due to our inability to adequately
respond to customers’ requests for reducing CO₂ emissions• Surges in the purchase prices of resin-based materials and steel
materials as a result of decreased production of naphtha and iron ore

110,008

Managing Sanitation Related to Water in a Sustainable Manner• Increased procurement costs for energy and materials
Introduction of carbon
pricing

6.5

Business Strategies

Risks / Opportunities covered
Changes expected

2,571

Total of Scope1 and 2

Total of Scope1, 2, and 3
Countermeasures

FY2022

Management Strategies

The Group conducted a scenario analysis to identify and assess the impact on its overall business management of the risks and opportunities associated withthe “transition” to a low-carbon economy and those associated with the “physical” changes brought about by climate change.
As assumptions for the scenario analysis, we selected the 2℃ or lower and 4℃ scenarios by referring to several existing scenarios published by theInternational Energy Agency (IEA), the Intergovernmental Panel on Climate Change (IPCC), and other organizations. Businesses subject to the analysis
are the domestic construction business and the manufacturing and sales business of repair and reinforcement materials; the time horizon is assumed
to be up to the year 2030. For the climate-related risks and opportunities identified, we have sorted out necessary countermeasures as shown in thetable below.
By implementing the countermeasures identified in this report, we will contribute to developing sustainable cities and will achieve sustainablegrowth by enhancing the resilience of our business.

■ Metrics and Targets

What is the SHO-BOND Group?

Climate-related Financial Disclosure Based on the TCFD Recommendations• Work together with the entire supply
chain to strengthen BCP measuresin preparation for disasters• Manage sanitation related to waterin a sustainable manner

Handy water purifier*CO2 emissions per consolidated net sales (100 million yen)

45

SHO-BOND 2022 Integrated Report

SHO-BOND 2022 Integrated Report46Feature

Curbing CO2 Emissions by Repair Work
Materials and Waste Volumes – Estimate Assumptions
DisposeBridge length of 306.5 m

Repair and Reuse

Replace▲ The actual earthquake collapsed five of the 12 deck slabs

Overview of the Repair and Restoration Work

Injecting adhesives into the cracks

27.64mDiagram of Cracks in the Concrete Deck Slab (D-Beams)●

Injection devices were set up at
approximately 12,000 places(bonded using SHO-BOND #101)● The adhesive was injected at alow pressure so that it filled up thecracks (SHO-BOND Grout SS)

The impact from the collapse
caused hairline cracks with a
combined length of 2,427
meters along five of the bridge’s
deck slabs●

The comparison scenarios cover the

repair or disposal and replacement of five deck slabs

Management Strategies

Work Process 1

What is the SHO-BOND Group?

We have positioned “contribution to the development of sustainable cities” as one of our Materialities, and recognizing that a longer
service life of infrastructure contributes to curb CO₂ emissions, we have formulated an action policy for mitigating climate change
through our business in a way that leverages our strengths as an infrastructure maintenance specialist. In this feature, we take a lookat the restoration of the Showa Ohashi Bridge, which was a project of significance to the Group, to check what effect the restoration
work had on CO₂ emissions. We have done this by estimating the CO₂ emissions volumes generated by new materials and waste in a
scenario where the earthquake-damaged deck slabs were repaired and a scenario where they were disposed of and replaced.

Comparison of CO2 Emissions◀ Injecting grout

from directly below the deck slabs

Volume of new materials(concrete, reinforcing bars, wooden forms, adhesives, etc.)(Scope 3, Categories 1 + 5)

Disposal andReplacement

163.1t2011.2 t

43.7 t-CO 2

404.2 t-CO 2◀ Illustration ofa collapsed bridge deck slab

Work Process 2

SHO-BOND 2022 Integrated Report●

SHO-BOND #202
was used as anadhesive to join theoriginal concrete andnew concrete

9.2

As you can see above, the estimates show that the CO₂ volumes (Scope 3) generated by new materials and waste in the disposal andreplacement scenario was 9.2 times higher than in the scenario where the five deck slabs were repaired. When considering actual
construction, in addition to CO₂ emissions from new materials and waste (Scope 3), you also need to factor in Scope 1 and Scope 2
emissions from sources such as construction machinery, heavy machinery, and various transportation vehicles, and it is estimated that
this will make the difference even greater.
We will continue to contribute to mitigating climate change through our main business of repair and reinforcement construction.

◀ Applying #202●

Concrete placement
and asphalt
pavement

Restoration

Notes About the Estimates ● The estimates do not take the bridge beams (steel frame) into consideration.

The size of the deck slabs was: a total width of 24.8m, slab width (road and pavement) of 24m, beam length of 27.54m, slab thickness of 18cm,
and paving thickness of 5cm (based on documents from the time).
For the replacement scenario, the volume of main new materials was 1,516 tons of concrete, 380 tons of asphalt paving, 97 tons of reinforcing
bars, and 18 tons of wooden formworks.
● For the repair scenario, the volume of main new materials was 117 tons of concrete, 35 tons of asphalt paving, 9 tons of reinforcing bars, 2 tons ofwooden formworks, and 1 ton of adhesive materials.
● For the replacement scenario, the volume of waste was estimated as the volume of the replaced deck slabs.
● The estimates do not include the materials’ packaging, etc.
● The volume of reinforcing bars, etc., found in the deck slabs have been estimated using specifications from 1964.
● In order to make a fair comparison with repair work carried out in 1964, the volume of materials used for new construction has been estimatedbased on construction methods used at the time.
● The CO 2 emission factors used in the estimates are derived from the databases of the Ministry of the Environment and various other sources.
● Emissions from the processes of recovering and reinstalling the collapsed deck slabs are deemed to be roughly equal for both scenarios and havetherefore been omitted from the estimates.
●●◀ Concrete placement

SHO-BOND 2022 Integrated ReportCompany Information

Once the repaired deck slabs
had been put back in place,the severed reinforcing bars
were reconnected● Formworks were set up in
preparation for concrete
placement to join together
collapsed members that
had been divided into three●47

by a factor of

Corporate GovernanceAt the time, it was notpossible to lift the collapsed
deck slabs using a crane, sothey had to be divided into
three parts and carried to land
● Crack repair (work process
1) was carried out on thedivided deck slab parts▲ Setting up concrete forms

CO2 emissions higher

Dividing and joining the deck slabs●

Sustainability

CO2 emissions

RepairBusiness Strategies◀ The state of the cracks viewed

24m

48

Efforts to Develop Talent and Improve the Workplace Environment
Talent Development
Juniormanagers

General staff
Training for new employees

Middlemanagers

Seniormanagers

Executive
officers

Training for managers

Follow-up training
Training outside the group
Training for marketing and sales staff

Training for engineers
Safety training

OJT■

Interviewing system■

Skill and performance evaluation system■

Self-declaration system■

Job rotation

Supporting for getting public qualifications■

Introducing correspondence courses■

Recommending reference books

■

Other

■

Introducing correspondence courses■

Recommending reference books

■

Other

■ Training for New Employees

SHO-BOND 2022 Integrated Report

3.8

FY2013

FY2014FY2015(11.1)

2.3

2.6

2.3

FY2016FY2017FY2018(10.4)(11.5)

1.5
FY2019(10.1)(10.1)

2.8
FY20201.2
FY2021

2.2
FY2022The Proper Working Time Project was started in 2014 with measures that
include improvements to the rules of employment and the initiation of no
overtime days to prevent excessive working hours and encourage
employees to take time off.
In 2017, the Group started using a new system for recording working
time. This framework allows efficiently monitoring the number of hours on
the job and when individuals go to work on a weekend or holiday.
We continued to take measures to raise awareness of the paid leavesystem among employees, such as designation of a month where
encouraging them to take paid holidays. In FY2022, we achieved the target
that all employees take 100 or more days off per year. For the fiscal year
ending June 30, 2023, we increased the target number of days off to 110
and are continuing to encourage the use of vacation time.

We provide employee assistance programs more than required by law andpromote the use of them to allow employees to balance work andchild-rearing and/or nursing care with confidence. To increase the use bymen of time off for child care, a new system for encouraging the use ofsuch programs started in 2019. A Child Care Leave Promotion Pamphlet
has been prepared to raise the awareness and use of the programs. Thishas contributed to an increase in the use of child care leave by male
employees. In FY2022, all male employees who were entitled to take childcare leave actually took it.
In 2020, SHO-BOND CORPORATION received Kurumin certification as
a company that supports child care.

Child-rearing and/or Nursing Care

■ Percentage of Employees Taking 100 or More Days Off per Year
(%)
100

89.6

98.9

100.0

Percentage
of men who
took childcare leave

FY2018FY2019FY2020

FY2021

0.0%

45.8%

80.0%

65.0% 100.0%

FY202284.9

80■ Selection of Employment Type and

70

The Group gives employees the flexibility to choose an employment typewith or without transfers to different locations. Many individuals change this
employment type to reflect the current stage of their lives. Every year, there
are employees who ask to be shifted to or from status that allows transfers.
The self-declaration system allows individuals to confirm their employment
type and job status once every year.

the Self-declaration System

66.6
60

FY2014FY2016FY2018FY2020

FY2022

Diversity and Inclusion■ Promoting Women’s Active Engagement and Advancement in Workplaces

Technical training at the Technical Research Institute

New employee learning on-site practices froma senior employee who has entered his sixth year ofworking at the GroupThe Group aims to increase the percentage of female engineers in regular
recruiting to 15% or higher, and seeks to ensure more female engineers.
We keep a high female employee retention rate by providing training
programs targeted at female engineers and conducting a monthly survey of
how their minds have changed, in addition to making their workplaceenvironments more employee-friendly. We will continue to recruit anddevelop more female engineers to have a higher retention rate and produce
more female managers in the future.

Changes in thenumber of female
engineers

FY2018FY2019FY2020

FY2021

FY2022

14

16

18

23

26

SHO-BOND 2022 Integrated ReportCompany Information

49

5.6

(10.7)■ Supporting Employees in Balancing Work and[Practical training]
The practical training accounts for the majority ofthe one-year training for new employees. This
practical training is an important process for new
employees to put the knowledge they haveacquired during the introductory training into
practice under the direction of senior employees.
We believe that the fundamentals of any kind of
job at the Group lie at work sites, no matter what
careers new employees will choose in the future.
This is why the practical training is basicallyprovided in work sites where new employees
learn repair and reinforcement construction
activities.

8.7(10.9)

Corporate Governance

The main purposes of the 45-day introductory training that new employees immediately enter are to (1) let them become aware of being a member of
a company, (2) let them acquire basic knowledge about their jobs, and (3) foster a sense of solidarity among them as an employee of the SHO-BOND
Group.
Many of newly hired graduates majored in civil engineering and construction at college or university, but most of them learn the maintenance field
for their first time. We design training programs in a way that allows them to acquire fundamental knowledge until they enter the practical training.

(10.8)■ Maintaining Proper Working Hours

90[Introductory training]

0.0(10.8)

Sustainability

Training for new employees is designed as a first phase to let them acquire know-how essential for working at the Group and develop them tobecome the core workforce. This one-year training consists of introductory training provided mainly in the form of classroom lectures and practicaltraining provided at workplaces to which new employees are temporarily assigned.

SHO-BOND Group
Average in Japan

(%)
20.0

Business Strategies

Self-development■■ Changes in Turnover

Management Strategies

Training for construction staff

Group companies exercise care to ensure that their people canstay in company for a long time, doing their jobs with confidence
and good health. Workplaces are structured to enable people todevelop and take full advantage of their skills.
We started to maintain proper working hours earlier than mostcompanies. Thanks to this effort, our employees’ awareness has
improved significantly and their working hours have accordingly
become proper around the time when work style reforms haveprogressed at other companies. Our turnover remains low atpresent.
We keep a high employee retention rate by continuing to
improve workplace environments based on employees’ needs
about child-rearing, nursing care, transfers to different locations,and other employment matters.

What is the SHO-BOND Group?

Creating Employee-friendly Workplaces

Rank-specific training
Job-specific training

Employees are the most valuable asset of the Group.
To play a role in the creation of a sustainable society,we must have a workforce with highly advanced skills
along with environments that allow these people tofully utilize this knowledge.
Experience is a critical component of repair andreinforcement construction activities. For this reason,on-the-job training is a key element of measures todevelop employees’ skills. Young people areassigned responsible tasks. This process gives thesepeople the ability to solve problems on their own inbusiness activities.
Employees are given the opportunity to acquireknow-how and technologies that match each stageof their advancement at the Group. People progressto the next level in a well-planned and effective
manner. We develop the skills of everyone at theGroup from a long-term perspective.

Efforts to Improve the Workplace Environment
https://www.sho-bondhd.jp/english/csr/environment/

50

Efforts for Health and Safety

Initiatives for Creating SHO-BOND Culture of Safety
Project Overview● Health and Safety Policy

1. We will achieve a safety culture that is of an even higher level.
2. We will establish a health and safety management system.
3. We will ensure the steady implementation of risk assessments.
4. We will carry out measures for the reduction of occupational accidents
involving third parties and severe workplace accidents.
5. We will execute thoroughgoing health and safety education toward ourown employees and the staff of our partner companies.
6. We will ensure thorough preventive measures for occupational diseases.
7. We will promote work style reforms for the prevention of health disorders
caused by overwork.
8. We will thoroughly ensure the prevention of property damage accidents.

The Group drives the DX in health and safety activities to improve theireffectiveness and reduce on-site workers’ workloads. To this end, weformed a DX Promotion Working Team for safety. While identifying areas for
improvement in the current health and safety activities, we are working topromote the DX by setting targets.
We installed 93 wearable video cameras in the Group’s construction
sites nationwide to enable workers to watch live streams and monitor the
progress of projects from a regional office, branch, or on-site office. Such asystem also enables an on-site worker and a client to connect on a
livestreaming platform and enables the client to be present remotely.

Remote monitoring of construction sites using wearable video cameras■ Health and Safety Patrols
President, General Managers of Regional Offices and Branches, and other senior members occasionally go out on health and safety patrols to eliminate
workplace accidents and improve the health and safety levels. They conducted a total of 3,950 patrols nationwide in FY2022.

for initiatives
for creating
SHO-BOND
culture ofsafetyConduct a safety perception
survey targeted at Group
companies and their partnercompanies to compare theirsafety culture maturity levelwith the world-class level2020.7

Safety perception
surveyHave each regional
office draw up an action
plan toward the creationof safety culture

Decide on a Group-wideroadmap by the senior
management

FY2021

Action plan ateach regional office

Have each regional
office implement its
action plan according to
its schedule

2021.4

Group-wideroadmap

Check the effectivenessof the action plan using
KPIs and carry out
activities for
improvement
FY2022–FY2024

Implementation

FY2025–

Activities tomaintain and improve

Implementation

Activities tomaintain andimprove■ Safety Training

We award workers who have earnestly participated in health and safety
activities on construction sites to raise safety awareness among
employees.

We provide on-site workers and other construction personnel withhands-on safety training on site to help them deepen their understanding ofhealth and safety activities and naturally have safe behavior, mindset, andvalues.

Awarding a worker for his outstanding health and safety commitment at construction sites

On-site safety training

Health and safety patrol by General Manager of Branch

Health and Safety Classes
The Group provides safety training programs to employees of the Construction Department, Marketing and Sales Department, and Engineering Department inJuly every year. In FY2022, the programs were provided in seven installments, all of which were online due in part to the COVID-19 pandemic. Contents of the
programs included the overviews of workplace accidents and property damage accidents occurred in FY2022 and priority actions to take in FY2023. We also
provided special education and health and safety classes by in-house lecturers to our engineers and a total of 444 employees from 81 partner companies in
FY2022.
At the Tsukuba Training Center completed in October 2021, we started providing education through which employees can acquire knowledge about healthand safety and experience safety hazards using VR headsets. Going forward, we will expand the scope of trainees to include employees of partner companies
and other personnel, and provide practical health and safety classes to improve each trainee’s risk perception and foster their awareness of health and safety,
including values, decision criteria, and beliefs.

Corporate Governance■ Awarding Workers for their Outstanding Health

Health and safety patrol by President

Sustainability

SurveyAction Plan
Roadmap

and Safety Commitment

Business Strategies

Roadmap

Management Strategies

We believe that safe and secure workplace environments without anaccident will be created by upgrading the Group’s safety culture from thedependent model that workers do what they are told to the independentand mutually enlightening model that workers can proactively do their jobs
without being told and mutually pay attention. Based on this belief, we
promote initiatives for creating SHO-BOND culture of safety to realize ahigher-level safety culture that aligns with our Health and Safety Policy.

■ Digital Transformation (DX) in Health and Safety Activities

What is the SHO-BOND Group?

Based on the philosophy that our highest priorities are the protection of life and the safety of construction activities, not only will the
SHO-BOND Group comply with laws and regulations related to occupational health and safety but all of its officers and employees will
also work to eliminate workplace accidents as well as make efforts to maintain and promote good health. What is more, we will further
aim to create comfortable working environments.

Company Information

51

SHO-BOND 2022 Integrated Report

VR hands-on experience of safety hazards (VR video on the left [for illustrative purposes] and employees wearing VR headsets on the right)

SHO-BOND 2022 Integrated Report52