Sustainability
Report2023

Editorial Policy

03

Environment

18

Message from the President

04

Social62

Governance

115

Library134

The Nissui Group's
Sustainability Initiatives
Targets and Results

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15

Sustainability
Report2023
2

Editorial Policy
Editorial Policy
Sustainability Report 2023 is published to provide information on the initiatives for sustainability of the Nissui Group to its
stakeholders.

Report Period
The report mainly covers activities conducted from April 1, 2022, to March 31, 2023. However, when appropriate exceptions
to this general rule are made, as when citing past circumstances and data or using recent examples for illustration purposes.

Report Boundary
This report targets Nissui Corporation, all consolidated companies in/outside Japan. However, the environmental datareports on the following.
[In Japan] Nissui Corporation, all consolidated companies.
[Outside Japan] All consolidated companies. Administrative offices have been excluded.
27 companies in Japan and 15 companies outside Japan (including sub-subsidiaries).
(As of March, 2023)

Referenced Guidelines
GRI Sustainability Reporting Standards
SASB (Sustainability Accounting Standards Board)
Task Force on Climate-related Financial Disclosures (TCFD)

Issuance Period
Issued September 2023

Reporting Cycle
Annually

Contact Information for the Organization Publishing this Report
Sustainability Section, Sustainability Department, Nissui Corporation
Nishi-Shimbashi Square, 1-3-1, Nishi-Shimbashi, Minato-ku, Tokyo, 105-8676 Japan
Fax: +81-3-6206-7080 Email: sustainability@nissui.co.jp

Sustainability Report 2023

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Message from the President

Environment

SocialGovernance

Library

Sustainability is important in terms of both risks and opportunities
Given the Nissui Group’s high dependence on natural capital, themes related to environmental value are critical in terms ofboth risks and opportunities, and we need to maintain a sense of crisis in our approach to them.
Regarding actions on climate change, in November 2021, Nissui declared its endorsement of the TCFD (Task Force on
Climate-related Financial Disclosures) recommendations. A cross-divisional project was formed in which many discussions
have been held on climate change risks and opportunities and their financial impact. According to estimates for 2030,
although transition risks and physical risks such as carbon tax and capital investments will have a certain degree of financial
impact, we are growing increasingly confident that we will be able to maintain growth by taking measures against risks andcapturing opportunities. Going forward, the steady implementation of measures with the aim of consistent resilience will be
key to advancing decarbonization throughout the entire value chain. In our long-term vision, we have set the 2030 target of
reducing our CO2 emissions (Scope 1 & 2) by 30% (in total compared to the FY2018 level). We have also made the majordecision to achieve carbon-neutral (Scope 1 & 2) in 2050. Realistically, achieving carbon neutrality will be an extremely
difficult task for the fisheries industry. Fishing vessels, for example, will need to move away from heavy oil to alternative
fuels. To achieve this goal, technological breakthroughs as well as cooperative initiatives by government, private sector andacademia will be crucial. We will keep our eyes peeled for new opportunities in this regard.
Another major challenge for environmental value is initiatives to enhance the sustainability of marine resources. For this, we

In April 2022, Nissui formulated its long-term vision, “Good Foods 2030,” to clarify our vision toward 2030 and took a newhave set the 2030 target of 100% procurement of sustainable marine resources. In 2017, Nissui was the first large fisherystep forward with the announcement of the three-year Mid-term business plan, “Good Foods Recipe 1,” as “the first recipe”

company worldwide to conduct a resource status survey on wild-caught marine products procured by Group companies

to realize that vision. At the same time, we redefined our mission and introduced a new brand symbol and tagline.

both in Japan and outside Japan. In our second such survey, conducted in 2020, we confirmed that resource controls werebeing conducted on 71% of wild-caught marine products procured. With the aim of raising this ratio to 100% by 2030, we

Our thoughts behind the rebranding and new corporate namewill commence surveys of species that have never even been surveyed before. For any species of concern, where possible,

We are a corporate group that started business as a fishery, but we now develop not only the fishery business, but also awill be difficult to replace, we will participate in activities to improve their marine resource status. Even with individual

wide range of businesses such as the food business and the fine chemicals business. In the course of our deliberations on thecompanies making their hardest solo efforts, this will not be enough to resolve marine resource issues completely. It will be

rebranding and long-term vision, we held numerous discussions about what our stakeholders and society expected of us andessential for stakeholders to cooperate with each other to establish a platform for ensuring the soundness of procurement.

what we should offer. Ultimately, we reached the conclusion that the essence of our Group is “the provision of foods” that

Nissui Group will actively contribute to the building of such a platform. The business of the Group both depends greatly andare not confined to marine products, and that offering the good taste and abundance of those “foods” will lead to good

has a tremendous impact on natural capital. Going forward, we will work on identifying risks and opportunities through ourhealth and a sustainable future. Our new mission expresses our continuing commitment toward the future, in addition to our

responses to the TNFD (Taskforce on Nature-related Financial Disclosures) and on enhancing the resilience of our businessglobal outlook and attitude toward innovation that we have nurtured throughout our history of over 110 years, as a corporate

by reflecting those risks and opportunities in our management. The use of plastic has a major impact on marine

group that continues to pursue the possibilities of “food.”

environmental conservation, as exemplified by the problem of marine plastics. We will address this issue by working toward

we plan to replace them with other species that can be confirmed as sustainable, such as certified products. For species thatthe 2030 target of reducing our usage of plastic by 30% (compared to FY2015, per unit).
On the other hand, we will never lose our gratitude toward and respect for the oceans. It is Fisheries Business that has built
the foundations of our present global business, from access to marine resources to R&D, production and quality control, andThe first key theme of social value is the solution to health issues. We have set a goal of expanding our sales in the healthmarketing. We want to create the kind of synergies and value that only Nissui Group can realize, by leveraging thosecategory products (compared to FY2021) by 300% by FY2030. Our definition of “health category products” is products andbusiness foundations to deliver innovative food solutions. Sharing this aspiration as our new mission, we hope to globally

raw materials that have clear evidence that they contribute to health, including EPA, foods that are certified as health-develop innovative food solutions globally which can enrich our lives and help solve social issues.

functional food products, such as food for specified health uses (FOSHU), and products that are sold as health-promoting
foods using certain evidence, such as protein of fast-twitch skeletal muscles. Under this definition, we will work on

So, what do we mean by the innovative food solutions that we will deliver? They are “innovative food solutions,” even by us.

expanding markets for such products. Further, alternative proteins have the potential to lead to a new food culture by

We do not mean the emergence of foods that have never been seen before. We see it as “discovering new possibilities ofcontributing to health as well as a reduction in carbon footprint, and we expect this area to grow going forward. We

food,” such as adding value to existing foods from new perspectives and initiatives that will lead to a new food culture.

ourselves will also actively work on this area.

As the President, I will speak to our Group companies and share these thoughts with employees to help them to fully

There have been criticisms that IUU fishing, which is a problem unique to the fisheries industry, has been linked to humanunderstand and take in our vision. In doing so, I will lay the groundwork for all of us to create innovative food solutions

rights issues. We believe that respect for human rights in the supply chain will lead to the creation of social value as well as

together. To this end, together with all our employees, we will think about and take on this challenge of innovative foodenvironmental value. To this end, we have set a target of assessing 100% of the Group’s primary suppliers as another target

solutions.

of our social value goals.

Sustainability Report 2023

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

Library

Aim for sustainable enhancement of corporate value
With 2030 as a waypoint, the Nissui Group will start on our journey toward our next 100 years. We possess a manufacturing
spirit cultivated on the ocean and pride as a manufacturer. While passing that spirit and pride onto the next generation, we
will transcend the frameworks of the past to deliver innovative food solutions to more people around the world andcontribute to rich, healthy lives and to the realization of a sustainable society. To this end, we will enhance our four values(economic value, environmental value, social value, and value in human capital) to enhance our corporate value. I hope our
stakeholders will look forward to the Nissui Group’s next leaps ahead, and I ask for your kind guidance and support.
September 2022

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Sustainability
Report2023

The Nissui Group's
Sustainability Initiatives

The Nissui Group's
Sustainability Initiatives

07

Sustainability Promotion System

08

Determination of Key Issues

10

Stakeholder Communication

13

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

The Nissui Group's Sustainability Initiatives

Environment

SocialGovernance

Library

Nissui's Genes
Mission, Innovation, Hands-on approach, Global, Value the customer

The Nissui Group, together with its stakeholders, will endeavor
to find solutions to social issues and aim to become a

Related�pages
Our Founding Principles

Management Policy (Mission, Long-Term Vision)

corporate group that continues to be needed by society.
Since its establishment, the Nissui Group has after monitoring on been involved in a business that utilizes awide variety of natural resources. The sustainable business activities embody our mission as a business. We
plan to work on the key issues in cooperation with our stakeholders and resolve social issues through ourbusiness activities.
The Nissui Group announced its Declaration on Action of Sustainability in March 2016 and determined its

Declaration on Action of Sustainability
The Nissui Group will appreciate the earth and the sea, and create diverse values from five genes (Mission, Innovation,
Hands-on approach, Global, Value the customer) inherited since its foundation and try to solve social issues throughbusiness activities.

key issues in November 2016, and has since been carrying out various initiatives. Under the previous midterm business plan “MVIP + (Plus) 2020,” we have been further promoting sustainability management inorder to realize sustainable growth and higher corporate value. In our long-term vision titled “Good Foods
2030” announced in April 2022, we redefined our mission and set our long-term vision at becoming “aleading company that delivers friendly foods for people and the earth.” We will promote sustainability
management that creates value in pursuit of a sustainable society and translate it into the enhancement ofbusiness competitiveness.
The Nissui Group, together with its stakeholders, will broadly contribute to achieving the sustainable

For the Customers

For the Employees

We provide safe and secure highquality products which are valuablefor the customers.

We act in accordance with thenorms of the society with soundethics and aim to build a sociallytrusted company.

We utilize bounty of the sea andprovide the delights of foods andthe rich and healthy lives throughthe innovation.

development goals (SDGs) adopted by the United Nations and solving various social issues based on the

We respect diverse values andindividualities, and achieve growththrough teamwork by learning fromothers.

For the Business
Partners
We maintain fair and clean business
relationship with all of our business
partners.
We try to build mutual trusting
relationship with business partners
and seek a sustainable society with
them.

"Nissui's genes" carried forward since the company's foundation.

For the Environment
We work hard to reduce
environmental burdens andpreserve the natural environmentand biodiversity.
We recognize that our business isrelied on the bounty of the earth
and the sea, and work hard to utilize
resources in a sustainable manner.

Sustainability Promotion System

Sustainability Report 2023

For the Shareholder
and Investors
We operate in a transparent mannerand improve disclosure of
information.
We try to enhance corporate value
and continue a proper distributionof profit to the shareholders
through stable business growth.

Determination of Key Issues

For Society
We work hard to develop local
society and cultivate next
generation through the knowledge
and the technology of the NissuiGroup.
We respect diverse cultures andcustoms in the world and try tocontribute to keeping the local
society alive with the developmentof our business.

Stakeholder Communication

7

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Sustainability Promotion System

Environment

SocialGovernance

Library

The�Sustainability�Committee�and�Subcommittee
The Sustainability Committee, chaired by the President & CEO and comprising Executive Officers and Outside Board

Promotion�Framework�-�The�Sustainability�Committee

Members, is held six times a year.
It consists of seven subcommittees to promote priority issues (Marine Resource Sustainability Subcommittee, Sustainable
Procurement Subcommittee, Marine Environment Subcommittee, Plastics Subcommittee, Food Loss and Waste

We established a Sustainability Committee which reports directly to the President to promote Sustainable activities of theentire Group.

Subcommittee, Diversity Subcommittee and Human Rights Subcommittee) and the Environmental Subcommittee, to which
Executive Officers have been appointed as Subcommittee Chairpersons, with members have been appointed bySubcommittee Chairpersons.

Sustainability�Committee
Chair: President & CEO
Members: All of the Executive Officers andthe Outside Board Members
Secretariat: Sustainability Department
Report to: Board of Directors
Holding frequency: Six times a year

Dissemination�of�Sustainability�Activities�Throughout�Nissui
The Sustainability Newsletter
Let’s Listen to the Voice of the Sea, an employee newsletter, is published once or twice amonth as a way of disseminating Sustainable activities throughout Nissui. The newsletter
posts and shares such information as the approach to Sustainability, the progress being
made by the subcommittees for each of their key issues and Sustainability events in which
the employees participated. The newsletter was launched in April 2016. Each issue from theinaugural issue to the 54th issue was collected and compiled as a booklet and distributed to
the Nissui Group companies. Since then, the newsletter has been distributed simultaneously
to the Nissui Group companies, and published 121 issues to date.

Organization

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Employee Training

Environment

SocialGovernance

Library

E-Learning Based Comprehension and Recognition Survey

With the aim of instilling activities to promote sustainability and raising awareness of such activities more smoothly within

Nissui conducts an annual “Sustainability Comprehension and Recognition Survey” utilizing e-learning to assess the level ofthe company, training is conducted periodically for “Sustainability Promotion Committee Members,” one of whom isawareness and understanding of sustainability among employees. In fiscal 2022, 1,782 individuals responded to the survey,

appointed in each department. Members who participated in the training are required to share the training content in their

which is targeted at all Nissui executives and employees, including those on temporary assignments. The percentage ofrespective departments at a later date in an effort to instill activities to promote sustainability within the company.

those who respond “I feel that my job is related to sustainability” has been increasing each year, and Nissui will continue

In fiscal 2022, training was conducted 4 times, in which the members participated from all departments of Nissui

efforts to promote and raise awareness of sustainability activities, with the aim of achieving even greater engagement andCorporation, Ltd.

participation.

Training date

Duration

Number ofparticipantsJune 2, 2022

1 hour54

2nd
sessionSeptember 14,
2022

1 hour52

3rd

November 17,

session2022

4thFebruary 16,
2023

1st
sessionsessionOnline: 1.5
hours
On-site: 4hours

Arakawa Environmental Seminar, Classroom
lectureSustainability Report 2023

1 hourOnline: 36
On-site: 11
Total 47

47

Content

The percentage of those who respond “I feel that my job is related to sustainability”

Basic knowledge of sustainability and Nissui Group's
initiatives

Sustainable procurement and human rights

Arakawa Environmental Seminar
The social issue of river and marine litter and the current
status of the Arakawa riverside

Societal issues related to the environment and the NissuiGroup's initiatives

Scope: Nissui Corporation

Arakawa riverside cleanup9Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

Library

Determination of Key Issues
The Nissui Group established the Declaration on Action of Sustainability upon conducting an exchange of opinions with its
stakeholders to promote Groupwide sustainable activities. The Sustainability Committee has been established, and the key
issues of the Nissui Group have been identified. Going forward, Nissui will continue dialogues with stakeholders and promote
Groupwide sustainable activities.

The�Process�of�Identifying�Key�Issues(Note): Bold/underlined sections indicate items identified as key issues.

Determination of Key Issues
Based on the key issues to be addressed, three areas were identified dialogues were held with experts on these areas andSelection of Social Issues to be Addressed by the Nissui Group

opinions were received from global perspectives.
Upon deliberation by the Board of Directors, the key issues to be addressed by the Nissui Group were determined.

To meet diverse social demands and requirements, social issues were selected from among the expectations of society, theThese key issues will be reviewed periodically going forward.

key issues of customers and the key issues of competitors. 29 issues to be addressed were selected, taking into
consideration the Nissui Group business domains and customer base.

Measurement of Materiality and Selection of Key Issues
A questionnaire survey was conducted on the stakeholders (571 stakeholders including customers, employees, NPOs/NGOs
and shareholders) on the 29 selected issues and the materiality of each issue was measured.
Additionally, workshops for management were conducted and materiality was measured also from a business perspective.
Key issues to be addressed were identified based on the two scales of “Stakeholder” and “Business.”

Key�Issues�to�Be�Addressed�by�the�Nissui�Group
Preserve the bountiful sea and promote the sustainable utilization of marine
resources and their procurement
The preservation of resources and resolution of labor-related human rights issues is called for when using and procuring
marine resources. The Nissui Group is grateful for the bounty of the oceans and will continue to develop technologies that
promote the sustainable utilization of resources in fishing, aquaculture, and related industries, to protect the environmentand resources for the next generation. Also, we are working with our suppliers to implement sustainable procurement thatmaintains respect for human rights.

Social Issues : Preservation of the "forest, river and sea", Marine Plastics, Sustainability of Marine
Resources, Sustainable Procurement

Specific Initiatives
Biodiversity Preservation

Marine Plastics

Sustainability of Marine Resources

Human Rights

Sustainable Procurement

Environmental Management

Reducing Environmental Impact

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Contribute to a healthy lifestyle with food safety and security

Environment

SocialGovernance

Library

Connections�Between�the�Nissui�Group’s�Key�Issues�and�the�SDGs

Different issues plague different parts of the world when it comes to health. In some places, people suffer from hunger due

While reaffirming the connections between the Sustainable Development Goals (SDGs), adopted by the UN in 2015, and theto regional conflict or poverty, while advanced nations face such issues as societal aging, over-nutrition, and food loss.

Nissui Group’s key issues and priority themes, we will strive to address key issues with an awareness of achieving the SDGs.

Marine products are a valuable food resource and are recognized worldwide as a healthy food for their functional
components. The Nissui Group has been developing technologies and innovations to utilize the bounty of the sea for overSDGs

100 years. We aim to utilize limited resources effectively and without waste to enable people to experience the delights offood and a rich, healthy life.

Preserve the bountiful sea and promote the sustainable utilization of marine resources and their procurement
Social issues to be addressed : Preservation of the "forest, river and sea", Marine Plastics, Sustainability of Marine Resources, Sustainable

Social Issues : Health, R&D and Innovation, Quality, Food Loss and Waste

Procurement

Preservation of the "forest,
river and sea"

14.1

Marine Plastics

14.1

Sustainability of Marine
Resources

14.2

Biodiversity Preservation

14.1

13.1

6.6

6.3

15.1

17.17

12.5

11.6

17.17

12.8

Specific Initiatives
Approach to and Systems to

Initiatives to Ensure Safety and

Enrich Lives

Ensure Safety and Security

Security

Food Loss and Waste

Aim to be a company where diverse human capital play an important role toaddress the social agenda

Priority Themes

Research and Development to

6.3

14.4

8.9

15.1

13.1

At the Nissui Group, we believe that actively hiring people from diverse backgrounds stimulates the organization andEnvironmental Management

encourages business development. In our business activities, we actively encourage our employees to be engaged withsocial issues both locally and globally. Through such efforts, we aim to be a company where diverse human capital play an

Reducing Environmental
Impactimportant role.

12.2

13.2
13.3

13.2

8.7

6.3

11.6

12.5

17.17

6.3

11.6

12.5

17.17

Contribute to a healthy lifestyle with food safety and security

Social Issues : Diversity & Inclusion, Personnel Development

Social issues to be addressed : Health, R&D/innovation, Quality, Reduction of Food Loss and Waste

Research and Development toEnrich LivesWork Style ReformDiversity & Inclusion

Training and Development

Labor Safety

Human Rights

Employee HealthPriority ThemesSpecific Initiatives

3.d

2.2

Approach to and Systems to
Ensure Safety and Security

Initiatives to Ensure Safety
and Security

Food Loss and Waste

Sustainability Report 2023

17.17

17.17

15.2

Sustainable Procurement

17.16

12.3
12.8

17.17

11

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

LibrarySDGs

Aim to be a company where diverse human capital play an important role to address the social issues
Social issues to be addressed : Diversity, Training and Development

Diversity

5.1

8.2

Work Style Reform

5.b

8.2

5.1

Priority Themes

Women's Empowerment

5.5

8.2

Employment of Seniors, People
with Disabilities, and Foreign
Nationals

8.8

Labor Safety/Training andDevelopment

8.5

Employee Health

Other issues to be addressed
Priority Themes

GovernanceSocial Contribution

5.1

14.a

12.3

2.1

8.3

17.17

(Note): Numbers in the table are target numbers of the SDGs.

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialStakeholder Communication

Governance

Library

For the Employees
The Nissui Group comprises with 17,721 employees working both in and outside Japan (As of March 31, 2023, including temporary
employees). To respond appropriately to the changing business environment, the Group values diverse values and individuality andNissui�Group's�Stakeholder�Communicationemphasizes the importance of sustained growth through teamwork. To this end, the Group has put in place a system to listen to thevoices of its employees and prioritizes communications between labor and management.

In its business activities, a company faces a variety of societal issues that often include the environment or human rights. We
believe it is vitally important to tackle those issues while pursuing sustainable growth. We need to face each of these

Major responsibilities and challenges

problems head on and continue to engage in dialogues and other forms of communication with our stakeholders to actively
remind ourselves not to become complacent.
To ensure labor safety

Means of communication

Frequency

Briefings on management policies

Once a year

Harassment Desk/Suggestion Boxes within the company

As needed

Employee Engagement Survey

Once a year

Regular meetings between Nissui and the labor unions/Safety and
Health Committee

As needed

In-house bulletins and Intranet

Daily

Employee engagement
To foster and utilize human capital
To respect diversity
Human Rights

For the Business Partners
The Nissui Group conducts business transactions around the world including transactions with the suppliers of raw materials andproducts and with the buyers of products. The Group is building fair and equal relationships as well as relationships of mutual trust withits business partners and together with its business partners is aiming to realize a sustainable society.

Major responsibilities and challenges

For the Customers
The Nissui Group provides a wide variety of products globally including marine products from its fisheries and aquaculture operations,frozen foods for household and commercial use, shelf-stable foods, fish sausages and surimi-based products, EPA as pharmaceuticalingredients, Specified Health Use products with EPA and foods labeled as functional foods. Furthermore, as the Group is also engaged inmarine research and the logistics business, it deals with a broad spectrum of customers ranging from individuals to corporation and to
government agencies. The Nissui Group, in its Quality Assurance Code, has declared that it values dialogues with its customers and that it
will make ceaseless efforts to enhance customer satisfaction.

Major responsibilities and challenges

To ensure safe and high-quality
products
To offer tasty and fun food and ahealthy lifestyle
To provide product labeling andappropriate information on products

Means of communication

Frequency

Customer Service Center (Contact Desk)

Daily

WebsiteAs needed

Social media

As needed

To ensure fair and equal business
transactions
Sustainable procurement
Human Rights

Means of communication

Frequency

Sustainable Procurement SeminarOnce a year

Self-Check Sheet of Purchasing Initiatives

Once a year

Check Sheet of Purchasing Initiatives for New Suppliers

As needed

Check Sheet for visits

As neededand services
To respond to and support customers

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

Library

For the Environment

For Society

The Nissui Group relies on the bounty of nature for its business and recognizes the sustainability of resources to be an extremely
important issue. The Group will make efforts to further reduce the environmental impact and to preserve the marine/natural environment

Social issues cannot be solved by the efforts of the Nissui Group alone, and coordination with various domestic and overseas companies,
NGOs/NPOs, the government agencies of each country, etc. is essential. The Nissui Group, accordingly, maintains channels ofand biodiversity. Furthermore, as a food manufacturer, it will address the problem of food loss and waste, and contribute to its reduction.

communication with various related organizations such as its participation in SeaBOS.
The Nissui Group has bases in 28 countries around the world and is focused on operating in such countries while being respectful of thecultures and customs of the respective regions as well as supporting the education of future generations.

Major responsibilities and challenges

Sustainability of marine resources

Means of communication

Frequency

Stakeholder Dialogue

As needed

Dialogues with NGOs/NPOs and research organizations

As needed

Environmental education activities in collaboration with
NGOs/NPOs

As needed

Dialogues with the regional community and local governments

As needed

Major responsibilities and challenges

Means of communication

Frequency

Stakeholder Dialogue

As needed

SeaBOS activities

As needed

Volunteer activities in the regional community

As needed

Dialogues with the regional community and local governments

As needed

Factory tour

As needed

Reducing environmental impact
Food loss and waste
Biodiversity Preservation

Dialogues toward solving social issues
Cooperation with NGOs/NPOs

For the Shareholder and Investors

Social contribution activities throughits businesses

The Nissui Group has 113,041 shareholders. Its shareholder composition is characterized by a high percentage of institutional investors andoverseas investors. As far as stock ownership is concerned, 39.2% is owned by Japanese financial institutions while 22.7% is owned byforeign investors (As of March 31, 2023).
The Group is making efforts to utilize the feedback obtained through dialogues such as the various briefings and individual meetings, andto disclose information in order to win the trust of its shareholders and investors, and allow them to properly assess its corporate value.

Major responsibilities and challenges

To maintain and increase corporate

Means of communication

Frequency

General shareholders meeting, Financial results briefings, Briefings
for investors

Once a year/Fourtha year/As needed

Individual meetings

As needed

IR Information Website

Daily

NISSUI REPORT (PR Magazine for stakeholders and business

Twice a year/Once areports), Integrated Reports

year

value
To properly return profits
To disclose timely and appropriate
information

Corporate Strategic Planning & IR Department, IR
Section (Contact Desk)

Sustainability Report 2023

Daily

14

Sustainability
Report2023

Targets and Results

Targets and Results

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernanceTargets and Results

Target by
2024
Mid-Term
Business Plan

Sustainability�Targets�(Long-Term�Vision "Good�Foods�2030"/MidTerm�Business�Plan�"Good�Foods�Recipe1")�and�Results
Long-Term Vision

Values/Themes

Indicators

Scope"Good Foods
Recipe1"(FY2022FY2024)

Mid-Term Business Plan

KPIs

Library

Target by
2030
Long-Term
Vision"Good Foods

FY2022
Details

2030"(-FY2030)

KPIs

Results

100%

Next survey
results 2024
to bedisclosed

In fiscal 2021, the Nissui Group formulated its long-term vision, “Good Foods 2030,” and its mid-term business Plan, “Good
Foods Recipe1.” These plans outline the sustainability targets listed below. As it strives to achieve these targets, the NissuiGroup is advancing sustainable management that creates value for a sustainable society.

Target by

Values/Themes

Indicators

Scope

2024
Mid-Term
Business Plan
"Good Foods
Recipe1"(FY2022FY2024)
KPIs

Sustainableprocurement

Employeeengagement

Value in Human Capital

Promotion ofactivefemaleparticipation

Ratio ofconducting
assessments ofTier-1 suppliers
Employeeengagement score(Compared to
FY2021)The Nissui
Group

Expanded by
130%

The Nissui

Nissui onlyGroup

Nissui
Corporation

Ratio of female
manager
Ratio of female
executive officers
and generalmanagers

Smoking Rate

Obesity Rate

Sustainability Report 2023

Improved byresources

resources

Details(-FY2030)

KPIs

Expanded by
300%

Group
companies
100%

Results

100%

Health andNutrition

Nissui only
22%

Improved by
20%

Improved by
1%

10%

20%

6.8%

SustainableZero
CO₂ emissions

80%

Procurement

Reduction ofwater usage

3.1%

-

0.31

15%

-

21.4%

-

-

-

The Nissui
Group

Water use
(Compared to
FY2015
Unit: per unit)

Inclusion

0.6

Reduced by
30%

Reduced by

10%-

Zero use ofrefrigerants
with CFC,
HCFC

Employee
Engagement

Diversity &20%

Reduced by

Refrigerant withfluorocarbon-freeReduction ofwaste

Nissui
Corporation

Group

Achieve carbonneutral in 2050

Initiatives

10%

10%

The Nissui

CO₂ emissions(Scope 1, 2)(Compared to
FY2018
Unit: total
amount)FY2022"Good Foods
2030"

Nissui
Corporation

EPA/AA Ratio
Employee
Health100%

Procurement ofsustainable marine

Resources >Policy andPromotion
Framework

Target by
2030
Long-Term
VisionEnvironmental Value

Social Value

Solve healthproblem

Sales ofdesignated HealthCategory
Products(Compared to
FY2021)

Sustainabilityof marine

Sustainabilityof Marine

Percentage ofplants with 99% orhigher zero
emission rate

The NissuiGroup inJapan

Reduced by

12.1%

Japan:
Possession ofrefrigerants
with CFC,
HCFC
39.5%
Outside Japan:
Companies
possessing
refrigerants
with CFC,
HCFC
4/15
companies(Note)

Reduced by
20%

Reduced by

10%

85%

100%

79%

Environmental
Management
Environmental
Data

5%

The NissuiGroup inJapan

Employee
HealthMale: 30%
Female: 17%-

Male: 34.1%
Female: 20.4%

16

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Target by 2024
Mid-Term
Business Plan
"Good Foods
Values/Themes

Indicators

Waste from animaland plant residues

Reductionof foodloss andwaste(Compared to
FY2017
Unit: per unit)
Waste fromproducts(Compared to
FY2020
Unit: total amount)

Scope

The NissuiGroup in Japan

Recipe1"(FY2022FY2024)

Targets and Results

Target by 2030
Long-Term
Vision"Good Foods
2030"

Environment

SocialGovernance

Library

FY2022
Details(-FY2030)

KPIs

KPIs

Results

Reduced by
20%

Reduced by
30%

Reduced by
21%
Food Lossand Waste

Environmental Value

Nissui
Corporation-

Reduced by
50%

Increased by18%

Nissui
Corporation

Reduced by
10%

Reduced by30%

Currently
calculating

Plastic use incontainers andpackaging(Compared to
FY2015
Unit: per unit)

Reductionof plastic
emissions

Plastic waste at the
production phase(Compared to
FY2017
Unit: per unit)

Plastic
Problems >The NissuiGroup in Japan

Reduced by
15%

Reduced by
30%

Reduced by
19%

100%

-

52% switchover completed

Policy andPromotion
Framework

Switching over tofloats that have a
low risk ofoutflowing into theocean

The Nissui
Group(Note) Possession of refrigerants with CFC, HCFC is calculated differently for data from Japan and outside Japan.

Sustainability Report 2023

17

Sustainability
Report2023

Environmental Management

19

Initiatives for TCFD Recommendations

22

Sustainability of Marine Resources

Environment

Policy and Promotion Framework

27

Support for SeaBOS

29

Sustainable Use of Natural Marine
Resources

31

Promoting Aquaculture

36

Marine Eco-Labels

40

Reducing Environmental Impact

42

Food Loss and Waste

46

Biodiversity Preservation

49

Plastic Problems
Policy and Promotion Framework

51

Marine Plastics

54

Click to go to relevant website.

Containers and Packaging/Waste

57

Click to go to PDF page.

Initiatives by Every Employee

61

This report has link buttons.

Sustainability Report 2023

18

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environmental Management

Environment

SocialGovernance

Library

Promotion�Framework�-�The�Environmental�Subcommittee
The Environmental Subcommittee is chaired by an Executive Officer who has been designated by the
Sustainability Committee. It deliberates the following matters and gives progress reports to the Sustainability Committee.

The Nissui Group has established an environmental

Sustainability�Committee

management system under the Sustainability Action

Chair: President & CEO
Members: All of the Executive Officers andDeclaration and it will strive to build a sustainable society.

the Outside Board Members
Secretariat: Sustainability Department

By utilizing this environmental management system, we will make effort to solve social issues in the areas determined to be

Report to: Board of Directors

material, particularly toward achieving sustainability in the marine environment.

Holding frequency: Six times a year

Environmental�Subcommittee

Environmental�Code

Chair: Managing Executive Officer (Incharge of Sustainability Department)
Members: Managing Executive Officer(CFO), Executive Officer (In charge ofConvenience Store Sales), FC General
Plant, Food Products Production
Promotion Department, Hachioji General
Plant, Convenience Store Sales
Department, Marine Products Business
Department 2＆4, Aquaculture Business
Promotion Department, Supply Chain
Management Department, General Affairs
Department, Technology Development
Department

Environmental Philosophy
The basic corporate stance of Nissui, whose business relies on the bounty of nature, is to respect natural resources andinteract with the earth and sea with gratitude.
We shall engage in global business activities which enable us to live in harmony with the global environment, and makecontinuous efforts to build a sustainable society.

Policies
1. We will promote activities mindful of the preservation of the natural environment and biodiversity, and the sustainable
use of resources.
2. we will continuously endeavor to build a recycling-oriented society by practicing energy conservation, resource saving,waste reduction, reducing volume of packaging & containers, environmentally friendly procurement, and other activities
which alleviate environmental impact.
3. We will build and effectively operate an environmental management system. We will also conduct environmental audits
and strictly enforce compliance with environment-related laws, regulations, etc.

Secretariat: Sustainability Department
Holding frequency: Four times a year

Environmental Subcommittee
The Environmental Subcommittee, chaired by an Executive Officer who has been designated by the

4. We will raise the environmental awareness of each and every one of our employees by offering environmental education.

Sustainability Committee, is convened. It deliberates the following matters and gives progress reports to the

5. With respect to society, we will carry out environmental communication activities, and strongly emphasize
environmentally friendly coexistence with the local community.

Sustainability Committee.

6. We will share this Environmental Code with companies affiliated with the Nissui Group.
Enactment Date： June 1, 2003
Revision Date： February 20, 2014

Formulation of various measures to ensure that the Environmental Code functions effectively
Responses to newly-emerging environmental problems that need to be addressed
Progress management on the environmental targets of each department
Important matters to be submitted to the Sustainability Committee

Sustainability Department
Functions as the secretariat of the Environmental Subcommittee and convenes periodic meetings for persons in charge ofthe environment.

Sustainability Report 2023

19

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environmental Education
The persons in charge of the environment from approximately 80 business sites are gathered and a meeting of persons incharge of the environment is convened once a year.
Monitors the progress of activities in each business; exchanges information

Environment

SocialGovernance

Library

Targets�and�Results
The Nissui Group has set CO2 emissions, water use and waste as three important benchmarks for its efforts to reduce
environmental impact. In fiscal 2021, we formulated our long-term vision "Good Foods 2030" and mid-term business plan
"Good Foods Recipe1" and set ambitious targets for reducing environmental impact.

Develops good practices horizontally
Target by
2024
Mid-Term

Confirms the status of legal compliance
Shares social trends and topics
Values/Themes

Indicators

Scope

Business Plan
"Good Foods
Recipe1"(FY2022FY2024)

Target by
2030
Long-Term
Vision"Good Foods
2030"

FY2022
Details(-FY2030)

KPIs

KPIs

Results

Reduced by
10%

Reduced by
30%

Reduced by

-

-

-

CO2 emissions(Scope 1, 2)(Compared to
FY2018
Unit: Absolute
quantity)

Achieve carbonneutral in 2050

12.1%

Japan:
Zero CO2

The NissuiGroupemissions
Environmental Value

Refrigerant withfluorocarbon-free-

Zero use ofrefrigerants
with CFC,
HCFC

Possession ofrefrigerants
with CFC,
HCFC
39.5%
Outside Japan:
Companies
possessing
refrigerants

Reducing
Environmental
Impactwith CFC,
HCFC
4/15
companies(Note)

Reductionof water
usage

Reductionof waste

Water use
(Compared to
FY2015
Unit: Per unit)

Percentage ofplants with 99%
or higher zero
emission rate

The NissuiGroup inJapan

Reduced by

Reduced by

Reduced by

10%

20%

5%

85%

100%

79%

The NissuiGroup inJapan

(Note): Possession of refrigerants with CFC, HCFC is calculated differently for data from Japan and outside Japan.

Environmental Data

Sustainability Report 2023

20

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environmental�Audit

Environment

SocialGovernance

Library

GOOD�FOODS�Award�–�Environmental�Award

Acquisition of ISO 14001 Certification

In FY2022, the Nissui Group established a new “Environmental Award” as part of the GOOD FOODS Award, the company's
internal award system. This award is given to Group business offices and plants that have made outstanding environmental

The Nissui Group maintains a broad range of business sites including production plants for foods and marine products, fineefforts to achieve the goals of the mid-term business plan “Good Foods Recipe1” and the long-term vision “Good Foods

chemical plants, logistics centers, research and development facilities and ship-building companies. While the type of2030.” It aims to support the Group's efforts to reduce its environmental impact and to motivate each and every employee.

business may vary, the importance of environmental activities, such as mitigating the environment burden by reducing CO2
emissions, water usage and waste and protecting the natural environment in the areas surrounding the business sites,

FY2022

remains the same. The Nissui Group is systematically operating its environmental management system by having eachbusiness site acquire ISO 14001 certification and by building a system for ongoing checks led by the Environmental
Management Committee.

Nissui Anjo Plant
RecipientThai Delmar Co., Ltd.

Status of ISO 14001 certification

1. Reduction of CO2 emissions

Number of certified business sites

Selection criteria

2. Reduction of plastic waste
3. Improvement of quantitative indicators for environmental issues other than those in 1 and 2 above

Business sites in Japan

26/41 sites

Business sites outside Japan

2/16 sites

Participating in the online awards ceremony

As of March 2023
Scope: Nissui Corporation, and all consolidated companies in and outside Japan. Administrative offices have been excluded

Audits by the Internal Audit Department
Check items relating to the environment have been included in the operational audits conducted by the Internal Audit
Department on Nissui plants. The audits confirm the progress made in the achievement of targets for reducing the

Nissui Anjo Plant

Thai Delmar Co., Ltd.

environment impact.

Sustainability Report 2023

21

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernanceInitiatives for TCFD Recommendations

Library

Sustainability�Committee
Chair: President & CEO
Members: All of the Executive Officers andthe Outside Board Members

Disclosure�of�Information�Based�on�TCFD�Recommendations

Secretariat: Sustainability Department
The basic corporate stance of Nissui, whose business relies on the bounty of nature, is to respect natural resources andReport to: Board of Directors

interact with the earth and sea with gratitude. Conservation of the global environment is indispensable for businessHolding frequency: Six times a year

continuity, among others. In November 2021, Nissui declared its support for recommendations by the Task Force on Climaterelated Financial Disclosures (TCFD) and joined the TCFD Consortium with the understanding that tackling climate change is

Formulates policies/plans and determines

an important management issue. We will identify the risks and opportunities related to climate change, assess the impact onimportant matters related to sustainability,businesses as well as financial effects through scenario analysis and take countermeasures to enhance businessincluding tackling climate changesustainability.
We will also disclose information in line with the TCFD recommendations on four disclosure elements, i.e., “governance,”
TCFD�Compliance�Project“strategy,” “risk management,” and “metrics and targets.”

Project Owner: Managing Executive Officer(CFO)

Participation in External Initiatives

Project Leader: Managing Executive Officer(in charge of Sustainability Department)

GovernanceMembers: Representative of related
departments (Food Products BusinessGroup, Fisheries Business Group, Corporate
Strategic Planning & IR Department, Legal
Department, and Finance and Accounting
Department)

The Nissui Group is promoting sustainability management aimed at realizing sustainable growth and higher corporate value.
As an organization serving as its driving force, Nissui established the Sustainability Committee, which consists of all
Executive Officers and Outside Board Members and is chaired by the President & CEO.
In each of the eight subcommittees set up on a theme-by-theme basis under the Sustainability Committee, thesubcommittee’s chairperson (i.e., Executive Officer) designated by the Committee’s chairperson and members appointed by
the subcommittee’s chairperson address each sustainability-related issue in a cross-departmental manner. At the meeting of

Secretariat: Sustainability Department

the Sustainability Committee, which is convened six times a year, specific targets, policies and measures for sustainability-

Holding frequency: Five times a year
(FY2022)

related issues are examined based on reports and proposals made by each subcommittee, and the Board of Directors'’
opinions and advice are reflected in its initiatives through periodic reports made to the Board of Directors.

Identifies risks and opportunities andIn regards to the climate change problem, risks and opportunities are analyzed and countermeasures are studied in theassesses the impact on businesses and“TCFD Compliance Project,” which was launched in fiscal 2021 as a cross-departmental project in which the Managing

financial effects through scenario analysis

Executive Officer (CFO) serves as the project owner. Findings of its studies are reported to the Board of Directors following
deliberation at the Sustainability Committee, and the Board of Directors’ opinions and advice are reflected. A meeting of the
TCFD Compliance Project was convened five times in fiscal 2022.

Environmental�Subcommittee

As for measures to mitigate climate change, such as reducing CO2 emissions, the Environmental Subcommittee under the
Sustainability Committee promotes initiatives of the Nissui Group as a whole.

Chair: Managing Executive Officer (In charge of Sustainability Department)

Also, Nissui revised its officers’ compensation system in fiscal 2022 to fulfill its vision targeted in 2030 and its business plan,

Members: Managing Executive Officer (CFO), Executive Officer (In charge of Convenience Store Sales), Fine Chemicals
General Plant, Food Products Production Promotion Department, Hachioji General Plant, Convenience Store Sales
Department, Marine Products Business Department 2, Marine Products Business Department 4, Aquaculture Business
Promotion Department, Supply Chain Management Department, General Affairs Department, Technology Development
Department

adding the level of achievement of non-financial (sustainability) targets—such as the sustainability of marine resources andthe reduction of CO2 emissions at the Nissui Group’s business locations—to the list of performance indicators for Executive
Board Members’ variable compensation component.

Secretariat: Sustainability Department
Holding frequency: Six times a year (FY2022)

Sustainability Report 2023

22

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Strategy

Environment

SocialGovernance

Library

Overview�of�Scenario�Analysis�in�Strategy

In fiscal 2021, Nissui conducted an analysis of two climate change scenarios based on the TCFD recommendations with

In 2021, the Nissui Group conducted a climate change scenario analysis in accordance with the TCFD recommendations. We

respect to the Fisheries Business Group and the Food Products Business Group, identified climate change risks andanalyzed the entire expanse of our value chain, examining the Marine Products Business, the Food Products Business andopportunities, assessed the financial impact and looked into countermeasures against them. We will take countermeasures

the Fine Chemicals Business. The latter was added to the scope in fiscal 2022. Using a 1.5℃/2℃ temperature-rise scenario

against significant risks and opportunities that have been clarified to help reduce risks and steadily seize opportunities inand a 4℃ temperature-rise scenario for the world, we identified the risks and opportunities, assessed the financial impact inpursuit of a climate change resilient state.

2030 and looked into countermeasures against them.
As a result, we found that in the 1.5℃/2℃ scenario, operating costs attributable to the introduction of carbon tax serve as an

Risk Management

obstacle to business growth, but efforts to proactively reduce greenhouse gas emissions and improve the efficiency of
production activities and the acquisition of new customer demand can translate into business growth. In the 4℃ scenario,

Nissui has established the risk management rules to prevent risks that may hinder business activities from arising, minimize

we found that the physical risks associated with the increasing severity of natural disasters serve as an obstacle to businessthe occurrence of losses and make best efforts to preserve its management resources and continue its businesses. The Risk

growth, giving rise to the need to minimize the impact on earnings by dealing with such risks through initiatives to make theManagement Committee, which is chaired by the President & CEO, builds and operates a risk management system andaquaculture business more sophisticated. Moving forward, we plan to proceed with analysis by expanding its scope toperiodically makes reports to the Board of Directors. Significant business risks, including the impact of climate change

include other businesses.

(global temperature rise), are deliberated and updated by the Board of Directors each year.

Definition of Scenarios’ Outlook of the World
Risk Management
Business Risks

In the scenario analysis, the outlook of the world in the two scenarios was defined by referring to RCP2.6 (a scenario in
which temperature rise is below 2℃) and RCP8.5 (a scenario in which temperature rise is 4℃) by the United Nations’Metrics and Targets
In its long-term vision “Good Foods 2030,” the Nissui Group has presented its aim to reduce total CO2 emissions by 30% inIntergovernmental Panel on Climate Change (IPCC) and the scenario by the International Energy Agency (IEA).
Scenario

2030 compared to the fiscal 2018 level and realize carbon neutrality by 2050. To fulfill the target on a Group-wide, global
scale, we will engage in initiatives proactively by formulating a CO2 emissions reduction plan, such as implementing energysaving measures at each business location, replacing equipment with highly efficient units with low energy usage, and using
renewable energy sources. We calculated Scope 3 emissions by dividing emissions into 15 categories in accordance with the

Description of Outlook of the World● Social demand for decarbonization leads to tougher regulations and stronger requests to take action for decarbonization

1.5℃/2℃
scenario(RCP2.6)

guidelines by the Ministry of the Environment, which are consistent with the Greenhouse Gas Protocol. Going forward, wetargeting the corporate sector and value chains as a whole● Social demand for decarbonization gives rise to the need to procure raw materials produced through carbon-freeprocesses and engage in sustainable fishery and aquaculture operations● Due to changes in preferences among consumers and retailers, low-carbon manufacturing/products and transaction andsale of items from sustainability-conscious sources are required

will pursue greater accuracy of data, look into ways to reduce Category 1 emissions -which are large in volume- and make● In conjunction with the increasing severity of natural disasters, aquaculture, manufacturing, logistics and other businessother such efforts to further promote the reduction of CO2 emissions in the Nissui Group. Furthermore, we will promote
initiatives also with respect to wild-caught marine resources to be procured, plastics, food loss and waste, water, etc. byannouncing their respective targets and measures to realize sustainable use.

CO2 Emissions (Scope 1 and Scope 2)
Targets and Results

4℃
scenario(RCP8.5)

sites are at a higher risk of being struck by disasters, and there is a higher risk of suspension of supply/operation, etc. in
the event that they are struck by disaster● Changes in flora and the marine environment brought about by the increasing severity of natural disasters and the rise intemperature lead to a higher risk of the harvest of crops and the catch /production volume of marine resources
decreasing● Frequent occurrence of natural disasters leads to higher demand for disaster foods, and changes in temperature lead todeterioration in people’s health, making them want more products that meet their needs in terms of health

Reducing Environmental Impact
CO2 Emissions (Scope 1 and Scope 2) Reduction Target: Compared to Fiscal 2018/Total Emissions
Nissui Group will aim to reduce CO2 emissions by 10% by 2024 and 30% by 2030 and achieve carbon neutrality by 2050.

Targets and Measures to Realize Sustainable Use
Long-Term Vision
Targets and Results
Reducing Environmental Impact
ESG Data Book (Scope 3)

Sustainability Report 2023

23

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

1.5℃/2℃ Scenario
Risks /
Opportunities

opportunities thatare expected

Timing
Impact on businessof
impactFinancial
impactdealing withintroduction ofcarbon pricing
Increase in costs of
Impact of tougher
environmental
regulations

dealing with
tougher regulations

Mediumterm

High

Execute modal shift andimprove transportation
efficiency

on energy-saving,greenhouse gas

Reduce food loss andwaste
Consider introducing ICP(Note 1)emissions, etc.
Transition
risk
Growing requests
to become HFCfree due totougher regulations

Introduce renewableenergy sources more
widely, invest in energysaving equipment
Reduce plastics incontainers and packaging

Mediumterm

High

Opportunities

Resource
efficiency

Reputationin cases where
action against
climate change isinadequate

MediumtermHighfor sustainabilityconscious products

Shortterm

High

Risks /
Opportunities

Classification

Opportunities

Products
and services

purchasing
behavior (greater
environmental
awareness,consideration forsustainability)

Increase in demand
for alternative
protein sources due
to growing demand

Mediumterm

High

Longterm

MediumIncrease in demand
for marine
resources as a lowcarbon food source

Sustainability Report 2023

Develop and expand
alternative protein
products

for low-carbon
products

Main risks andopportunities thatare expected

Increase inbusinesssuspension risk
and administrative
costs due toincreasing severityof wind and flood

Proactively disclose
information on action
against climate change

products and certified
products

Changes in
consumers’ofimpactFinancial
impactMain countermeasures

Reduction ofoperating costs
through reduction
and streamlining ofMediumterm

Support for energyMedium

energyconsumption

efficient and energy-saving
equipment

4℃ Scenario

reduction target, including
emissions up to Scope 3

on status of procured
marine resources
Handle moreenvironmentally-friendly

Timing
Impact on business(Note 1) ICP: Internal Carbon Pricing(Note 2) LCA: Life Cycle Assessment

Switch to naturalrefrigerants

Continue to conduct survey
Increase in demand

Reduction ofoperating costs byimplementing
energy-saving
technology and

Library

Timing of impact was divided into short-term (within 3 years), medium-term (3 to 10 years) and long-term (10 to about 20 years).

Set CO2 emissions

ーopportunities thatare expected

adopting renewableenergy and fuelsubstitution

against HFCs
Deterioration in
reputation among
investors andfinancial institutions

Governance

Main risks andClassification

Main countermeasures

Set emissions reduction
target for each businesslocation

Increase in costs ofRegulations

SocialRisks /
Opportunities
Main risks andClassification

Environment

disasters

Physical risk

Impact on business

TimingofimpactDamage due tomanufacturing/logistics
sites being struck by

Financial
impactMain countermeasures

Hedge risks bydispersing bases
Mediumterm

Mediumdisaster

Review the content of
insurance to prepare
against physical damage
Review BCP and
conduct in-house drills

Damage due todestruction of
aquaculture facilities

Shortterm

Introduce submergible
fish cages and reinforce
facilities
Low

Predict red tide andminimize damage
Enhance on-landaquaculture solutions

Acute
Procurement riskof raw materials(rice, chicken) due

Higher cost of
procurement of raw

to abnormal
climatematerials

Procurement riskof raw materials(marine products)
due to abnormal
climateDecrease in catch, andhigher cost of
procurement of raw
materials

Shortterm

MediumReduce risks bydispersing places of
production anddiversifying suppliers

Securing inventories offish oils that are a
LongtermLowsource of EPA(Japanese anchovy)
Development ofalternative materials(post-EPA)

Conduct LCA (Note 2) andproactively disclose
information24

Message fromthe President

Risks /
Opportunities

Classification

The Nissui Group’s
Sustainability Initiatives

Main risks andopportunities that

Impact on businessare expected

Targets and Results

TimingofimpactFinancial
impactEnvironment

SocialGovernance

Library

Impact of Carbon Pricing
Main countermeasures

For carbon pricing, whose impact was particularly large in terms of financial impact, estimates were made on the premise of
the following basis of calculation.

Drought damage at
aquaculture sites
Acute・
Chronic

Shortterm

Identification of highrisk sites, transfer toMediumBusinesssuspension risk ofdrought
Drought damage tomanufacturing/logistics
sites

Shorttermother sites andreinforcement ofequipment
Restriction of water use,
use of well water

MediumBuild procurement

Chronic

Procurement riskof marine
resources due tochanges in marine
environment

Increase indemand throughproducts andservices for

Opportunities

Products
and services

Decrease in catch ofwild-caught fish andfarmed fish

Mediumterm

networks
Enhance on-landaquaculture solutions
Low

aquaculture

Increase in aquaculture
demand in association
with decrease in natural
resources

Mediumterm

Develop alternative feedHigh

Decrease in costs basedon smart aquaculture
solutionsGreater awarenessof health inassociation withtemperature rise(low-fishmeal formulafeed)Enhance on-landaquaculture solutions
Shortterm

High

Develop hightemperature-tolerant
breeds and explore
places suited toaquaculture

Shortterm

Medium

Improve efficiency andsave labor by utilizing AI

products that meetdemand for health30%, which is our target for 2030, will translate into a Group-wide reduction amounting to 4.41 billion yen in the 2℃ scenario
and 1.76 billion yen in the 4℃ scenario.

2℃ Scenario

4℃ Scenario

Without Countermeasures(Note 2)

With Countermeasures

Without Countermeasures

With Countermeasures(Note 3)(Note 2)

(Note 3)▲8.38 billion yen▲3.97 billion yen▲3.35 billion yen▲1.59 billion yen

Carbon tax: Assumed to be USD135/t-CO2 in the 2℃ scenario and USD54/t-CO2 in the 4℃ scenario, assuming an exchange rate of USD1.00=JPY118 in both scenarios(Note 1): IEA World Energy Outlook 2022
(Note 2) Without Countermeasures: With respect to Scope 1 and Scope 2 emissions, per-unit CO2 emissions released are assumed to be at a similar level as in thebase year, i.e., fiscal 2018.
(Note 3) With Countermeasures: With respect to Scope 1 and Scope 2 emissions, CO2 emissions are assumed to be reduced by 30% from the fiscal 2018 level throughthe achievement of the 2030 target.

Evaluation of Impact on Natural Marine Resources (Japanese anchovy andAlaska pollock)

Shortterm

expected changes in allowable catch of two important fish species that the Group sources in large quantities. Two scenarios
were developed and applied to Japanese anchovy and Alaska pollock, to assess allowable catch of each in 2030 and 2050.
In the 1.5°C scenario, allowable catch for both species was forecast to decrease slightly in 2030 and 2050. In the 4°C
scenario, allowable catch for Japanese anchovy was forecast to decrease both in 2030 and 2050, while allowable catch for
Alaska pollock was forecast to increase slightly in 2030 but to increase more significantly in 2050. Because the change inallowable catch in 2030 was modest, it was confirmed that impact on the Group’s finances would be modest. However,
because the degree of change in allowable catch in 2050 was relatively high, a concerted response was deemed to benecessary. This need was particularly pronounced for Japanese anchovy, which was forecast to decline.

and IoT
Expand sales of

Increase in demand forrespect to each scenario, i.e., 2℃ scenario and 4℃ scenario (Note 1). This revealed that a reduction in total CO2 emissions by

In fiscal 2022, the Nissui Group used a model from the United Nations Food and Agriculture Organization (FAO) to evaluate

dealing withdisasters andclimate change

Develop hightemperature-tolerant
breeds and explore
places suited to

Decrease in catch andincrease inprocurement cost offish serving as theingredient foraquaculture feed

impact in terms of operation cost was calculated by multiplying it with the carbon price according to IEA’s forecast with

Scattering of sites overmultiple locations tohedge risk

Physical risk

Future CO2 emissions (Scope 1 and Scope 2) were calculated based on the sales forecast for 2030, and the amount ofMediumproducts in the field ofhealthPursue functionality ofmarine products

Degree of change in allowable catch (Note)
1.5℃/2℃
Species

4℃

Fishing ground

Timing of impact was divided into short-term (within 3 years), medium-term (3 to 10 years) and long-term (10 to about 20 years).

2030

2050

2030

2050

Japanese anchovy

Peru

➘

➘

↓

↓

Alaska pollock

Alaska➘➘➚↑Decrease of less than 5% ➘, Decrease of 5–25% ↓, Decrease of over 25%↓↓
Increase of less than 5% ➚, Increase of 5–25% ↑, Increase of over 25% ↑↑(Note): FAO Impacts of climate change on fisheries and aquaculture (2018)

Sustainability Report 2023

25

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

Evaluation of Water Risk

SocialGovernance

Library

Reflection in Strategy

A number of global standards are available for evaluating water risk. In fiscal 2021 the Nissui Group used Water Risk Filter, astandard developed by the World Wildlife Fund (WWF), to evaluate manufacturing and logistics sites in Japan overall. In
fiscal 2022, the Group applied Aqueduct, a standard of the World Resources Institute (WRI), to evaluate individual

In response to the scenario analysis results, Nissui has been reflecting the countermeasures—starting with high-priority
ones—in its mid-term business plan “Good Foods Recipe1,” which commences in 2022, to ensure consistency with its
strategy.

manufacturing and logistics sites in Japan and overseas. Regarding opportunity loss from production shutdowns due towater damage, the flood depths specified in Aqueduct for the locations of each site were used to identify the number ofBasic Strategy

Itemdays of production shutdown and the degree (percentage) of inventory damage at each site; this information was then used
Reduction ofgreenhouse gas

to calculate the financial impact of water damage. The results confirmed that the level of financial impact was intermediate.
Regarding water stress (drought), while none of the Group’s sites corresponded to the highest risk level, it was determined

emissionsthat some production sites in Japan, Thailand and the Americas were located in regions subject to water stress. Goingforward, the Group will continue to implement measures to reduce water use and explore ways of refining methods ofReduction of plastics
Sustainability Strategy

1.5/2℃

promote modal shift● Shift from designated CFCs to natural refrigerants● Expand sale of alternative protein products● Reduce plastics in containers and packaging, switch to biomass-basedmaterials, etc.
● Reduce plastics in distribution materials, promote recycling● Suppress release of waste plastics associated with business activities

4℃

Degree of flooding
RiversShorelines

RiversShorelines

0m

51

50

51

50

0-0.5m

7

8

10

10

0.5-1m

9

7

6

5

1-2m

0

2

0

2

67

67

67

67

Sustainable use ofmarine resources

Boosting appeal interms of health

Global expansion strategy

Business growthcentering on the U.S.
and Europe

New businesses
New business development
strategy

Results of evaluation of drought risk using Aqueduct (number of sites)
Drought level

1.5℃/2℃

4℃

Low

25

26

Low-medium

19

18

Medium-high

17

16

High

6

7

Extremely high

0

0

67

67

Innovations of productivity

Sustainability Report 2023

● Switch fuels, utilize renewable energy sources, promote energy-saving and● Switch all aquaculture floats to a lower risk of outflowing out into theoceanevaluating water risk.

Results of flood risk evaluation using Aqueduct (number of sites)

Description

strategy● Survey on sustainability of marine resources● Enhance acquisition rate of various marine eco-label certifications andexpand handling of certified raw materials● Expand products in the field of health● Pursue functionality of materials● Enhance ability to access resources● Expand products in the field of health● Expand alternative protein products

Enhancement of existing
businesses● Commercialize on-land aquaculture

Differentiation in● Refine aquaculture business modelpriority growth fields● Shift to smart factories

Mid-Term Business Plan "Good Foods Recipe1"

26

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

Library

Sustainability of Marine Resources

Promotion�Framework�-�The�Marine�Resource�Sustainability
Subcommittee

Policy and Promotion Framework

The Marine Resource Sustainability Subcommittee is to identify the resource status of marine products handled by the NissuiGroup and promote the sustainable use of resources. The Subcommittee is engaged in initiatives to improve thesustainability of marine resources while collaborating with various organizations, including the Seafood Business for Ocean
Stewardship (SeaBOS) and other NGOs, as well as research institutes such as universities.

As there are concerns over the depletion of the world's marine resources, the preservation and sustainable use of marine
resources is a pressing issue for the Nissui Group, which is engaged in businesses that utilize the bounty of the sea. We will
promote the establishment of businesses that are sustainable in the medium- to long-term, through the handling of marine

Sustainability�Committee

products whose resource status has been checked, the development of aquaculture technology with low environmental

Chair: President & CEO

impact, and the acquisition of marine eco-label certification. To meet market demand into the future, we will endeavor toMembers: All of the Executive Officers andutilize marine products in a sustainable manner.

the Outside Board Members
Secretariat: Sustainability Department
Report to: Board of Directors
Holding frequency: Six times a year

Nissui�Group�Endangered�Species�(Marine�Products)�Procurement
PolicyMarine�Resource�Sustainability
Subcommittee

The Nissui Group is committed to complying with treaties and laws related to biodiversity and to contributing to therealization of a society that is in harmony with nature. For marine resources at high risk of depletion, procurement will besuspended if scientific and practical measures are not taken to recover the resources by 2030.

Scientific and practical measures for resource recovery
1. Fishery products certified by the Marine Stewardship Council (MSC) or other certification bodies (equivalent to Global
Sustainable Seafood Initiative (GSSI) certification), or Fishery Improvement Project (FIP) (Note 1) products.
2. Scientific fishery management by international resource management organizations such as Regional Fisheries
Management Organizations (RFMOs).
3. Rated “Managed" or above based on criteria established by the ODP (Note 2).
4. Any other specific measures being taken to achieve 1-3 above.
(Note 1) FIP: Fishery improvement project, in which fishermen, companies, distributors, NGOs, and other stakeholders work together to improve the sustainability offisheries.
(Note 2) ODP: Ocean Disclosure Project. Online reporting platform for voluntary disclosure of seafood sourcing established by the Sustainable Fisheries Partnership(SFP) in 2015.

Chair: Executive Officer (Commissioned
Deputy Marine Products Business
Operating Officer, in charge of Aquaculture
Business Promotion Department)
Members: Managing Executive Officer(Commissioned FC Business Operating
Officer, in charge of R&D Group), Managing
Executive Officer (In charge of
Sustainability Department), Executive
Officer (Commissioned Deputy Food
Products Business Operating Officer),
Marine Products Business Department 1-4,
Marine Business Strategy Department,
Central Research Laboratory, FC
Operations Department
Secretariat: Sustainability Department
Holding frequency: Four times a year

Sustainability Report 2023

27

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

Library

Targets�and�Results
The targets and results specified in the long-term vision, “Good Foods 2030,” and in the mid-term business plan, “Good
Foods Recipe1,” are as follows.

Target by
2024
Mid-Term
Business
Plan
Values/Themes

Environmental
Value

Sustainabilityof marine
resources

Sustainability Report 2023

Indicators

Procurementof sustainablemarineresources

Scope

The Nissui
Group"Good Foods
Recipe1"

Target by
2030
Long-Term
Vision"Good Foods
2030"

FY2022
Details(FY2022FY2024)(-FY2030)

KPIs

KPIs

Results

100%

Next survey
results 2024
to bedisclosed

80%

Sustainable
Use ofNaturalMarineResources

28

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Support for SeaBOS

Environment

SocialGovernance

Library

Progress and new matters agreed upon
Theme
2020

SeaBOS, which stands for Seafood Business for Ocean Stewardship, is an initiative for promoting the preservation of the

Extend the collaboration with the
Global Ghost Gear Initiative(Note)

marine environment and marine resources and the sustainable use of resources advocated at the "Keystone Dialogue," aconference hosted by the Stockholm Resilience Centre at Stockholm University (Sweden) in November 2016. SeaBOS isdistinctive for its activities based on collaboration among nine of the largest seafood companies in the world (eight

2021

Marine plastics
problemcompanies at the time of its establishment) while receiving support in scientific aspects as well. In December 2016, Nissui

Address to solve the problem oflost and abandoned fishing gear;-and combine to clean up plastics
pollution from our coasts andbecame a signatory to and joined SeaBOS, and at the Tokyo Sustainable Seafood Symposium held in 2017, Nissui expressed

2022

Continue promoting coastal
cleanup activities with SeaBOS
member companies
Report on the plastic footprint
and plastic reduction activities ofeach company

waterways

its support for the thinking behind SeaBOS and declared its commitment to promoting initiatives for SeaBOS as part of its
promoting activities of sustainability.

Adopted the policy to basicallyEfforts are being made to resolve issues in pursuit of a sustainable marine business, together with leading companies in the

not use antibiotics in the form of
Critically Importantseafood industry and scientists worldwide.

Antimicrobials (CIAs) prescribedby WHO. Even in cases where theuse of CIA drugs is permitted byParticipation in External Initiatives

law, as in the case of Japan,
consider measures not to use
Reduction of
antimicrobials use
in aquaculture

Participation�in�the�Seventh�SeaBOS�Dialogue

Agree on a strategy for reducing
use of antimicrobials

such drugs through collaboration
with the authorities, research
institutes, pharmaceuticalcompanies, etc.

-

Establish a Code of Conduct(COC) on the management of
antimicrobials use by October

In October 2022, the Seventh SeaBOS Dialogue was held. Discussions were held on each main theme of task forces,
including such topics as the elimination of illegal, unreported and unregulated (IUU) fishing and forced, bonded and child2022

labor, the reduction of antimicrobials use in aquaculture, the marine plastics problem and the climate change problem, andFormulate a roadmap foran agreement was made regarding their respective targets and plans.

reviewing the use of theaforementioned CIA drugs by
October 2023

Progress and new matters agreed upon
Theme
2020

2021

2022

Climate change
problem

Confirm that our fishery andElimination of IUU
fishing and forced,
bonded and childlaboraquaculture operations are not
involved in IUU fishing, forcedlabor or child labor.

Confirmed that our fishery andaquaculture operations are not

Implement measures to address
those issues in their supply

involved in IUU fishing, forcedlabor or child labor

Set CO2 emissions reduction

Set a CO2 emissions reduction

Report on the progress of CO2

goals and reporting approaches
from each company

target for each company by May
2022

emission reduction efforts in
October 2023

(Note): Global Ghost Gear Initiative (GGGI) is an initiative aimed at taking measures against ghost gear (i.e., fishing gear remaining in the ocean due to being lost,
abandoned or otherwise discarded). GGGI creates databases of ghost gear and prepares guidelines for curbing the generation of ghost gear.

-

chains – with public reporting on
progress in 2022 and 2025
Decided to promote initiatives toprevent the bycatch ofWork onendangered
species

Agree on a strategy for reducing
impacts on endangered species

endangered species, startingwith sharks, rays and seabirds, infishery and aquaculturebusinesses. Plans to expand thescope in the future

Progress report on prevention of
bycatch of endangered speciesof sharks, rays, and seabirds tobe conducted in October 2023
The Seventh SeaBOS Dialogue 1

The Seventh SeaBOS Dialogue 2

Additionally, a panel discussion on SeaBOS took place at the “Tokyo Sustainable Seafood Summit 2022,” held in October
2022. Nissui took the podium along with Dr. Henrik Österblom, Science Director of Stockholm Resilience Centre, as well as
Maruha Nichiro Corporation and Kyokuyo Co., Ltd. Mr. Martin Exel, Managing Director of SeaBOS, also joined online andengaged in discussions on such topics as Japan’s sustainable procurement, marine resources surveys and the marine plastics
problem.

Sustainability Report 2023

29

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

Library

Features�of�SeaBOS
Connecting Science and BusinessOne of the major features of SeaBOS is the collaboration by scientists and the major companies of the seafood industry to
work toward sustainability with a scientific basis. For example, the companies which form the membership of SeaBOS are
selected based on the traditional concept of “Keystone species” in ecological research. “Keystone species” are thought tohave a major effect on the ecosystem and serve as the key of each species (The word “keystone” denotes the central stone
at the summit of an arch). Based on this concept, SeaBOS believes that the major global seafood companies may become
the “Keystone actors” which will have an immense effect on the marine ecosystem and that if these companies assumed
leadership in sustainability initiatives, it would have a chain effect on the seafood industry as a whole, and as a result, it
would largely improve the management of marine resources and the marine ecosystem.

From SeaBOS materials

From SeaBOS materials

Areas Addressed by SeaBOS
SeaBOS has several task forces dedicated, for example, to eliminating IUU fishing and the problem of marine plastics, andengages in various initiatives for the sustainability of marine resources.

Sustainability Report 2023

30

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Sustainable Use of Natural Marine Resources

Environment

SocialGovernance

Library

Ex. cods, salmons

EuropeThe world’s marine resources are being depleted and according to a report by the Food and Agriculture Organization of theUnited Nations (FAO) in 2022, the stock of only 7% of marine resources of the world was stable, while the stock of 57% had

NorthAmerica

270,000
tons

Japan

been fully exploited and the stock of 36% had been overexploited. We believe that the status of marine resources is

Asia

extremely important in terms of medium- to long-term business risks and opportunities for the Nissui Group, which is

300,000

engaged in businesses that utilize the bounty of the sea.
For this reason, we conduct a survey on the status of marine resources procured by the Nissui Group as a whole, for the

810,000tons

510,000 tons
Ex. cods, PWs

Ex. mackerels,sardines

tons

purpose of getting a grasp of the resource status of its procured fish and identifying the issues to be addressed. In addition,

Latin
AmericaEx. bonitos,
sardines

we promote initiatives aimed at the sustainable use of marine resources on a Group-wide scale.

600,000 tons

Oceania

Ex. Anchovies,
herrings

Second�Survey�of�Procured�Marine�Resources�Sustainability�(2019)
Nissui has conducted a resources survey based on the results of the volume of wild fish procured by Nissui and its GroupThe survey found that the Nissui Group's procurement regions and volumes are as shown in the figure above, with Japan

companies (20 in and 20 outside Japan) in 2019. The total volume of wild-caught fish handled by the Nissui Group totaled

being the largest, at approximately 810,000 tons, followed by South America and North America.

approximately 2.71 million tons (live weight equivalent), which corresponds roughly to about 2.7% of the world’s total wild
catch.

Volume of Top10 category (by FAO-ISSCAAO classification)

Since the previous survey undertaken in 2017, we have expanded and refined our survey methodology to include fish species,

0

catch areas, country of origin, weight (in terms of live equivalent), as well as fishing methods and equipment used. We also
added fish oil and compound feed ingredients, which were not included in the first survey, to the scope of this latest survey.
Analysis of the survey data was outsourced to the Sustainable Fisheries Partnership (SFP) (Note) to ensure that the results
were independently verified.

200

400

600

Herrings, sardines, anchovies

800

1,000

(K tons)

Cods, hakes, haddocks
Miscellaneous pelagic fishes(Note) Sustainable Fisheries Partnership (SFP): USA-registered NGO that promotes the sustainable production of seafood throughout the supply chain.

Tunas, bonitos, billfishes
Miscellaneous demersal fishes

Resources Sustainability Survey Methodology and Results

Miscellaneous coastal fishes
Salmons, trouts, smelts

The 1st survey (2017)

The 2nd survey (2020)

Purchase

2016

2019

Group Company

38(Nissui, Japan 21, Outside Japan 16)

41(Nissui, Japan 20, Outside Japan 20)

Not

Seaweed,includeFish oil, Fishmeal used in formula feed

Clams, cockles, arkshells
Scallops, pectens
Shrimps, prawns

Analysis,

In-house

evaluation

FAO (Note 1) Fisheries and Aquaculture Technical Paper No.
Based on569. Rome, FAO. 2011.

SFP FishSource (Note 2) (Score 4)

Seaweed

The largest volume in terms of fish species handled was comprised of herring and sardines, which are used as raw materials
for fishmeal and fish oil, followed by white fish such as cod and hake, and pelagic fish such as mackerel, horse mackerel andyellowtail. The top two categories accounted for approximately 68% of the total.

Third Party (SFP)SFP FishSource (Score 1-5)
⇒ Method by ODP (Ocean Disclosure Project) (Note 3)(Note 1) FAO: Food and Agriculture Organization of the United Nations(Note 2) FishSource: An international resource assessment database established by the SFP in 2007. The database was developed based on information on fisheryresources from administrative agencies in various countries.
(Note 3) ODP: Online reporting platform for voluntary disclosure of seafood sourcing established by the SFP in 2015.

Sustainability Report 2023

31

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Assessment Results of the State of Resources Management
Survey results were sent to an external, third-party organization (Sustainable Fisheries Partnership) to assess the state ofEnvironment

SocialGovernance

Library

Third-party Programs to Promote Sustainable Marine Products Use
Ration to total procurement

resources. FishSource, an international resource assessment database managed by the same organization (see note below),

MSC: Fisheries ecolabel certification system operated byassigns a score out of 10 for each of the following five score categories, which include the state of the resource and thefishery management system, and based on these scores, the state of resource management was evaluated on a four-stage

MSC (Marine Stewardship Council) headquartered in
the UK.

scale according to the method specified by the Ocean Disclosure Project (ODP).

Alaska RFM(Note) FishSource: An international resource assessment database developed based on fishery resource information from administrative agencies in various countries.

: Alaska's Responsible Fisheries Management (RFM)
Program.
Friend of the Sea●FishSource Scores: Fisheries ecolabel certification system operated byan environmental NGO headquartered in Italy.

Score 1: Management Strategy

IFFO RS

Score 2: Managers' Compliance
Score 3: Fishers' Compliance: A factory certification standard that guarantees
responsible manufacturing and raw material

Score 4: Current Healthprocurement. Marin trust certification.

Score 5: Future Health

FIP: Fishery improvement project in which stakeholders

State of resources management of
the procured items in 2019

work together to improve the sustainability of thefishery.

ODP Analysis method (by FishSource score 1-5)
Well Managed: all FishSource scores ≥ 8Managed: all FishSource scores ≥ 6
Needs improvement: at least one FishSource score < 6
Not Scored: don't have FishSource score

In addition, procurement derived from third-party programs that promote the sustainable use of seafood, such as eco-labels,
accounted for about 51% of the total catch. Of the approximately 770,000 tons of MSC-certified products, Alaska Pollock
accounted for more than 90%, or 720,000 tons.

Establishment of Fish Species for Consideration
The Nissui Group considers the two following categories of procured marine products "(1) Endangered Species" and "(2)Species not scored" to be particular challenges and is discussing future initiatives with a priority on species with a large
handling volume.

(1) Endangered Species
The SFP analysis showed that about 71% of the procured items were in a state of being “well managed” or “managed”.
Conversely, 8% of resources were shown to be in need of improvement, and 21% could not be scored and therefore not

As a result of the survey, we found out that some of the marine products we handle contain fish species that fall under theassessed.

category of Critically Endangered Species I (CR and EN in the IUCN Red List) as defined by the IUCN (International Union forConservation of Nature).

Measures to Handle Endangered Species
In 2022, we formulated the “Nissui Group Endangered Species (Marine Products) Procurement Policy" and, in line with thispolicy, decided on measures to deal with fish species that are particularly vulnerable to extinction. Views were exchanged
with third parties (NGOs, universities and other research institutions) involved in the conservation of fishery resources toconfirm the appropriateness of our response.

Sustainability Report 2023

32

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

Endangered Species Based on Classification at Time of Survey Publication (September 2021)
Species

CR
0.8 t

EN
316 t

Science nameSocialGovernance

Library(2) Species not scored
Volume(tons)

Many of the fish species used as ingredients in formula feeds have been identified as being in this category. We will strive toenhance traceability in cooperation with external parties, including participation in supplier roundtable discussions. With

european eel

Anguilla anguilla

0.8

southern bluefin tuna

Thunnus maccoyii

157

winter skate

Leucoraja ocellata

116

sea cucumber

Apostichopus japonicus Isurus

22

shortfin mako

Isurus oxyrinchus

8atlantic halibut

Hippoglossus hippoglossus

6japanese eel

Anguilla japonica

6

regard to other unidentified fish species, we will closely monitor the status of resources and the IUU (illegal, unreported andunregulated) fishing practices of each fishing country, and make recommendations to each country for scientific resource
management via SeaBOS.

Implementation of Ongoing Surveys
Nissui conducts surveys on the status of marine resources to understand the environmental impact of the procurement ofmarine products across the Nissui Group. Based on survey results to date, we have determined that procurement by the
Nissui Group does not have a serious impact on the marine environment and fishery resources, although there are someissues that still need to be addressed at this time.
At the same time, the marine resource environment is constantly changing, with increasing demand for marine products andhigher seawater temperatures due to climate change. We believe that it is important to carry out surveys on a regular basis
and to always take appropriate measures to meet the future needs of the market. Following the 2016 and 2019 surveys, theNissui Group is in 2023 conducting a survey of marine products procured during the year 2022. By analyzing these results
and implementing appropriate measures, we will continue to strive for sustainable use of marine resources.

Endangered Species Based on 2022 Classification and Nissui Group Response Measures (IUCN Endangered Species
Classification Subject to Change)
SpeciesCR
51.8 tScience nameVolume(tons)

Current Nissui Group response measures

spiny dogfish

Squalus suckleyi

51

MSC-certified products account for 50% of procured
stock and we aim to increase this percentage in the
future.

european eel

Anguilla anguilla

0.8

Sales channel expansion has been halted.

southern bluefin tuna

Thunnus maccoyii

157

winter skate

Leucoraja ocellata

116

sea cucumber

Apostichopus japonicus
IsurusClick here to see detailed results of the First Survey

As the Regional Fisheries Management Organization(RFMO) is managing the species appropriately, it
was determined that procurement within the
managed quota will continue to be possible.
Sales channel expansion has been halted.
With the new Act on Ensuring the Proper Domestic
Distribution and Importation of Specified Aquatic

22

EN
307 t

Roundtable�Participation
Participation in Global Roundtable on Marine Ingredients
Since 2022, Nissui has been participating in the Global Roundtable on Marine Ingredients, an initiative working to promotesustainable marine products. This was one response to the second Survey of Procured Marine Resources Sustainability(2019), in which there were fish species identified as “Not Scored," where the status of the resource was difficult to assess,or “Needs Improvement,” where the status of the resource needs to be improved. Through the activities of this roundtable,
we will continue to consider concrete actions.
Participation in External Initiatives

Animals and Plants (Japan), it is determined thatprocurement will continue to be possible inaccordance with the management rules.

atlantic halibut

Hippoglossus
hippoglossus

6

Two of the three Nissui Group companies that
previously handled the resource have stopped
handling it. The single remaining company has also
reduced its handled volume.
Currently handled by only one company in the NissuiGroup. Eel fry will be included in the target species

japanese eel

Anguilla japonica

6of the Act on Ensuring the Proper Domestic
Distribution and Importation of Specified Aquatic
Animals and Plants in the future, and measures will
be considered in light of this development.

Sustainability Report 2023

Participating�in�the�“Pacific�Bluefin�Tuna�Conservation�Pledge”�byWWF�Japan
By participating in the “Pacific Bluefin Tuna Conservation Pledge” by WWF Japan, Nissui makes its intention clear topromote further global agreement in regard to the management of Pacific Bluefin Tuna resources together with otherJapanese companies supporting this cause.
Please find details at WWF Japan HP

33

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

RFVS�Certification
Acquisition of RFVS Certification
Australian Longline Pty Ltd. (Australia), which is one of the Nissui Group companies outside of Japan, is primarily engaged in
Patagonian toothfish fishing in the Antarctic Ocean (subject to Marine Stewardship Council (MSC) certification).
In January 2021, Antarctic Discovery—a vessel owned by Australian Longline—became the world's first to acquire the
Responsible Fishing Vessel Standard (RFVS) certification. RFVS is a fishing vessel-based certification program and isEnvironment

SocialGovernance

Library[Initiatives at EMDEPES]
Chilean trawler company EMDEPES has devised a way to prevent seabirds from striking towing wires that extend from thestern into the sea by suspending a weight with a pulley and submerging these wires close to the stern of the vessel. Thisapproach has reduced the number of wire collisions involving seabirds in flight by about 80% compared to conventional
methods. This initiative was submitted to the Chilean Ministry of Fisheries, and received a favorable evaluation. EMDEPES
fishing vessels are also fitted with devices to prevent bycatch of marine mammals (fur seals, seals, etc.); the company has
seen a zero bycatch of these animals since installation of these devices.

operated on a global scale by non-profit organization Global Seafood Alliance (GSA). Audits are conducted with respect tothe safety and well-being of employees working on board the vessel from the viewpoint of human rights, in addition tofishing vessel management and catch traceability. Having acquired RFVS certification, Australian Longline has demonstrated
to the general public that it abides by high standards in terms of welfare and safety for crew members on board its vessel
and is not involved in illegal practices such as slave labor and poor living conditions. Australian longline acquired the RFVS
certification for their new vessel Antarctic Aurora as well, in February 2021.

Recommendation of RFVS Certification
Flatfish Ltd. (UK), which is also one of the Nissui Group companies outside of Japan, contributed to RFVS as a member of
the Technical Working Group of RFVS by such means as serving as a peer reviewer of RFVS in 2019 and 2020. Flatfish,

Wire for fishing-equipment monitoring sensor

which had been in favor of this certification scheme not only since the beginning at the time of its launch in 2006 but also
upon its subsequent resumption in 2016, provided ongoing support toward its realization. Also, Flatfish believes that RFVS—
which consists of two core principles, namely, “vessel management & safety systems” and “crew rights, safety andwellbeing”—is an extremely important standard for the welfare of fishing boat crew and recommends the adoption of RFVS
certification across its entire supply chain.

[Initiatives at Sealord]
Sealord, engaged in trawling in the waters around New Zealand and Australia, is a founding member of the Southern Seabird
Solutions Trust (Note), which sponsors the Seabird Smart Awards, a program that recognizes fishing companies for theirefforts in preventing seabird bycatch. In 2010, Sealord itself received the Seabird Safe Awards 2010 for its vessel, the FVThomas Harrison. A variety of measures are in place to prevent seabird bycatch, including the following:

Preventing�Seabird/Sea�Mammal�Bycatch
In the fishing industry, the incidental catch of seabirds and marine mammals—that is, non-targeted species—is considered to
be a major concern. The Nissui Group understands the risks of bycatch associated with various fishing methods and iscommitted to promoting initiatives for bycatch prevention. Furthermore, SeaBOS (Seafood Business for Ocean Stewardship,a cross-industry initiative to strengthen sustainable seafood business practices to which Nissui is a signatory to) is also
addressing this topic and is working with member companies to assess the current situation and seek ways to makeUsing bafflers (like a metal scarecrow) and tori lines (streamers) to scare birds away from lines and trawl nets
Trawling at night when fewer birds are aroundManaging offal onboard to avoid attracting birds to the vessel
having a bycatch reduction management plan for every vessel.
(Note) Southern Seabird Solutions Trust: An innovative alliance between the WWF, fishers, and government. Supports and encourages fishers in Southern Ocean
fleets to adopt responsible fishing practices and to reduce harm to seabirds around New Zealand caused by fishing by supporting and encouraging the adoption of
responsible fishing practices and providing projects that contribute to reducing the impact of fishing on seabirds in Southern Hemisphere fisheries.

improvements.

Nissui Group Companies' Initiatives
Fishing companies in the Nissui Group have introduced “tori lines” (Note), which are widely used to prevent the bycatch of
seabirds, as well as a variety of other innovations adapted to their specific fishing methods. When there are national or
fishery area bycatch prevention programs in place, Nissui conducts business in line with these accordingly.
(Note)Tori line: A device that prevents birds from approaching the bait by towing a rope to which streamers and tapes are attached from the tip of a long pole fixedat the stern of the fishing boat; also called tori pole (Source: World Wide Fund for Nature (WWF) website).
SeabirdSustainability Report 2023

Bafflers

Tori lines

34

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results[Initiatives at Australian Longline]
Australian Longline, a bottom longline company that operates around Australia, has installed a device called a moonpool onboard its vessels. A moonpool is a circular hole in the bottom of a vessel. On longline vessels, reeling in line from these holes
reduces the risk of entangling wild birds when compared to working with lines on the deck. This method also has the added
benefit of ensuring the safety of seafarers on board.

Environment

SocialGovernance

Library

Development�of�a�New�Fishing�Method�(PSH)�(Sealord�Group,�Ltd.)
In order to enhance the sustainable use of marine resources, innovations will also need to be made to the methods of fishing.
The problems of fishing methods that destroy the marine environment and bycatch, i.e. the incidental capture of non-target
species have been raising concern, and the development of fishing methods that cause the minimum amount of damage toliving organisms and the environment has become imperative, for the sake of preventing the marine ecosystem fromdeteriorating.

The Sealord Group, Ltd. (New Zealand), the Nissui Group company, in partnership withmajor domestic fisheries companies, Aotearoa Fisheries, Ltd. and Sanford, Ltd. and theresearch institute, Plant & Food Research, Ltd. which studies sustainable agriculture andfisheries business, has successfully developed the PSH (Precision Seafood Harvesting)fishing method, which reduces bycatch and allows the targeted fish to be caught alive.
The PSH method uses fishing equipment made of flexible PVC which inflates into a tube shape once seawater flows in,allowing fish to be landed live and still swimming, while undersized or smaller species escape through specifically sized holes
along the length of the fishing equipment.
Scientific tests have shown that snapper harvested with the PSH system have a 100% chance of survival if they are fished
Moon pool

Initiatives by SeaBOS

from a depth of 0 to 20 meters. While the survival rates tend to decline with increasing depth, tests have proven that fishcaught with the PSH system have better survival rates than those caught using other conventional fishing methods.
Hence, it is believed that the PSH system will be an effective method for studying deep sea organisms and catching fish in
the deep depths of the ocean.

SeaBOS member companies, including Nissui, have agreed on policies to reduce the impact of their operations on
endangered species. The task force on addressing endangered species has resolved to move forward with efforts to prevent

The four companies, mentioned above, through repeated trial and error including investigative research over the

bycatch of endangered species in the fisheries/aquaculture industry, beginning with sharks, rays, and seabirds.

approximately ten years from the project’s launch in 2005, were finally able to commercialize (practical application) the PSH
fishing method in 2016. The Sealord Group, Ltd. is currently expanding the use of the PSH fishing method and making efforts

Support for SeaBOS

to contribute to the spread of sustainable fishery.

Partnership�with�New�England�Aquarium
Gorton’s has been forming partnership with New England Aquarium (NEAq), Boston MA.
USA, to preserve marine environment and secure sustainable marine resources. The
partnership started in 2008 when Gorton’s asked evaluation of its seafood products fromscientific and sustainable points of view and marked its 14th year in December 2022.

Along with Monterey Aquarium, NEAq has global knowledge of marine resource research and provides scientific andmeaningful advice and support including movement of fishery, aquaculture, fish feed and breeding in the conduct of making
efforts to promote sustainable fishery.
In addition, Gorton’s itself developed Sustainability Action Plan, and has been promoting the plan by exchanging opinion
with NEAq and implementing progress management by setting KPI.
Based on the strong trust with NEAq until now, Gorton’s, member of the Nissui Group, will make efforts toward sustainableusage of resources and preservation of the environment in a positive manner.

Sustainability Report 2023

35

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Promoting Aquaculture

Environment

SocialGovernance

Library[Example of Topics Tackled by Oita Marine Biological Technology Center, Central ResearchLaboratory]
Fish health management
Research and development of aquaculture methods without relying on antimicrobials

Global seafood consumption has been increasing and demand is expected to continue growing in the future. In order todeliver safe, secure and delicious fish to its customers, the Nissui Group has been focusing on its aquaculture business both

Nissui Group’s Fish Health Management: N-AHMS

in and outside Japan. Outside of Japan, the Group is engaged in the aquaculture of salmon and trout, while in Japan theGroup operates the aquaculture businesses of yellowtail, greater amberjack, tuna, coho salmon and mackerel, among others.

The Nissui Group has built a system to manage the health of fish in Japan named N-AHMS (NISSUI Aquaculture health

Furthermore, the Oita Marine Biological Technology Center of the Central Research Laboratory is conducting research andmanagement system). Under N-AHMS, standardization of inspection quality is pursued through the establishment of an in-development specializing in aquaculture that translates into the sustainability of marine resources.

house certification scheme for grade-A inspectors in charge of checking the health of fish, their instructors, etc. aimed at
improving the accuracy and reliability of health checkups of fish.

Map�of�the�Nissui�Group’s�Aquaculture-related�Business�Locations
and�Aquaculture�Sites

Framework�for�Research�and�Management�of�Fish�HealthResearch Hub: Oita Marine Biological Technology Center, Central ResearchLaboratory
The Center contributes to the Nissui Group’s aquaculture business by conducting research on problems that threaten thestable growth of fish.

Sustainability Report 2023

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Number of persons who received in-house certification for health checkups of fish

Instructors (Note 1)

FY2020

FY2021

FY202212

11

1Grade-A inspectors (Note 2)

21

25

8

Sub-grade A inspectors (Note 3)

-

-

3

As of the end of March each year
Scope: All consolidated companies of the Nissui Group in Japan (aquaculture companies only)

Environment

Social2020
Region/Country

Japan(Note 3) Sub-grade A inspectors: Capable of arriving at the correct outcome by conducting health checkups of fish reared in fishing grounds (limited to observations
and microscopic examinations).

The Nissui Group has entered into a contract with veterinarians, under which they provide treatment based on the results ofhealth checkups performed by inspectors, manage the use of fisheries medicine and give guidance on epidemic prevention
and health management.

Library

Number of Escaped Fish

(Note 1) Instructors: Capable of training apprentice inspectors into grade-A inspectors.
(Note 2) Grade-A inspectors: Capable of arriving at the correct outcome by conducting health checkups of fish reared in fishing grounds.

Collaboration with Veterinarians

Governance

Chile

Fish species

Number ofescapeincidents

2021

Numberof fishNumber of2022

Numberof fishescapeincidents

Number of

Numberof fishescapeincidents

Yellowtail

0

0

1

198

2

39

Greateramberjack

0

0

1

10

0

0

Bluefin tuna2

13,593

0

0

1

740

Coho salmon

1

20,983

1

28,628

0

0

Trout

0

0

0

0

0

0

3

34,576

3

28,836

3

779

Total

Scope: All consolidated companies of the Nissui Group in Japan (aquaculture companies only)

Employee Training on Fish Escape Prevention
FY2022

Reducing�the�Impact�on�the�Marine�Environment

Region/Country

No. of implementing

Training content example

companies

Escaped fish
[Approach to Fish Escape Prevention]
The Nissui Group aims to reduce the escape of fish to zero with the understanding that fish escaping from farming sites has
the risk of affecting the ecosystem. For this purpose, the Nissui Group will engage in the following initiatives.

Japan

7/7 companies

Chile

1/1 company

Workshop: “Efforts to Prevent the Escape of Farmed Fish”

Scope: All consolidated companies of the Nissui Group in Japan (aquaculture companies only)

1. Inspection of facilities
Facilities will be inspected in day-to-day operations. At farming sites that are susceptible to the impact of typhoons,facilities will be inspected before and after the development of typhoons.
2. Identification of escaped fish
If any fish has escaped, all such fish will be identified, recorded in books and tallied regardless of the scale of the escape.
3. Analysis of cause and prevention of recurrence
If any fish has escaped, the analysis of the cause of the escape and measures to prevent its recurrence will be examined,
the content of which will be put in writing each time fish has escaped.
4. Employee training
Opportunities for training will be created for employees aimed at preventing fish from escaping (at least once a year)

Sustainability Report 2023

37

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Reducing the Impact of Fish Feed/Feeding on the Marine Environment
Ordinary feeding methods in aquaculture may cause deterioration in water quality at farming sites and their surrounding
areas due to leftover feed. To address this, the Nissui Group is promoting the development of aquaculture technologies that
alleviate the impact on the marine environment and minimize the effect on marine ecosystems, such as formula feed “EP
feed,” which is highly digestible and not easily dissipated into the sea during feeding, and automatic feeding control system“Aqualingual®” which provides the appropriate amount of feed according to the appetite of the fish.

Environment

SocialGovernance

Library

Improvement�of�Health�and�Welfare�of�Fish
Fish Disease Management[Skin Parasites]
One of the diseases that pose a problem in the ocean farming of yellowtail, etc. is skin parasites, namely, capsalids, which
parasitize the surface of the body of fish. Jointly with a veterinary pharmaceutical company, the Oita Marine BiologicalTechnology Center has developed and put to practical use a method of removing skin parasites (capsalids) by bathing fish ina low-concentration hydrogen peroxide solution (1/3 of the concentration in normal use) in consideration of the safety offish as well as the environment.

[Sea Lice]
The spread of sea lice is a major challenge for the vast majority of businesses in the salmon farming industry worldwide. In

Aqualingual® Feeding System in Otsuchi-cho,
Iwate Prefecture

EP feedChile, where Nissui Group company Salmones Antártica S.A. (“SA”) runs an aquaculture business, a nationwide monitoring
and control program is implemented by the National Fisheries and Aquaculture Service (Sernapesca) to prevent the spread

Compared to minced fish meat or powdered feed, the advantages of EP feed are that:of sea lice infections through farming sites.

They are less likely to pollute the water

SA participates in the government’s control program and takes countermeasures against sea lice. In addition, SA is working

Their well-balanced nutrients are easilyon the following strategies to further improve the countermeasures against sea lice going forward:
Evaluation of medicinal benefits of naturally-derived ingredients; andThey are easily digested

Joint research and development of alternative technologies with a Chilean university.

They are well-suited to automatic feeding

Killing and Prior Stunning of Fish According to Animal Welfare Standards
On-land Farming Attempts to Minimize the Impact on the Marine Environment
In its aquaculture operations, the Nissui Group prioritizes minimizing fish stress by using efficient and humane slaughter
Fish species

Region/Country

Initiatives

methods to ensure the welfare of all fish species. For 100% of the total harvest volume (metric tons), we use short-duration
stunning techniques that minimize stress. In addition, for 98% of our harvest volume (metric tons), we either currently use

Vannamei(white)Japan (Kagoshima prefecture)

shrimpChubmackerelResearch (i.e., feasibility study) is conducted on on-land farming based on the “closed

pre-slaughter stunning (Note) or are actively exploring process improvements to encourage its use. In salmon farming, webiofloc method.” This reduces the amount of water used to the bare minimum required
for raising shrimp and uses aggregates of microorganisms (i.e., bioflocs) in the rearing

consistently perform pre-slaughter stunning on the entire harvest volume (metric tons). The stunning methods used by thetank for water treatment.

Japan (Tottori prefecture)

The Nissui Group and Hitachi Zosen Corporation are engaged in the joint developmentof land-based recirculating aquaculture technology for chub mackerel. The
environment is optimally controlled in terms of water temperature and water quality
with the use of underground seawater and a recirculating water treatment system. As
it does not use seawater sourced from the open sea, it reduces the risks of parasites
such as anisakis.

Nissui Group primarily incorporate the use of electrical stunning.
(Note) Pre-slaughter stunning: The process of rendering fish unconscious and numbing their senses prior to slaughter to prevent them from getting stressed.

Utilization of AI and IoT Technology for Animal Welfare
In collaboration with NEC, which possesses cutting-edge artificial intelligence and Internetof Things technology, Nissui Group has developed an automated farmed fish measuring

Atlantic
salmonDenmark

In April 2020, Nippon Suisan (Europe) B.V., together with Marubeni Corporation,acquired a capital stake in Danish Salmon A/S, a company engaged in the business offarming salmon using recirculating aquaculture systems (“RAS”) in Denmark. The
expansion work completed in 2023. It plans to increase its production scale from thecurrent harvest volume of 1,000 tons to 2,700 tons.

solution. Simply by uploading images of the farmed fish as they swim about their tank, thetechnology is able to calculate the fish’s size and lengths and report that information. In
aquaculture, there is a need for such solutions to constantly manage the growth status of
the fish. This solution alleviates the risk of stress or disease that comes from people
physically handling fish. It also reduces labor and inconvenience, and improves measurement

Countermeasures against Marine Plastics

Image Showing AI Detection of
Yellowtail

accuracy, thereby boosting productivity. The Nissui Group will continue to deliver safe,
secure and delicious farmed fish by expanding the scope of AI and IoT utilization.

Marine Plastics

Sustainability Report 2023

38

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

LibraryUse�of�Medicinal�Products
Approach to Use of Medicinal Products
When using antimicrobials, an appropriate medicinal product is administered under the supervision of aveterinarian/specialist after the diagnosis of the fish disease.

Initiative to Review the Use of Antimicrobials through SeaBOS
As a member of the Seafood Business for Ocean Stewardship (SeaBOS; an initiative aiming at sustainable fishery business),the Nissui Group is working on reducing the use of antimicrobials in aquaculture.
Support for SeaBOS

Antimicrobial Usage in Salmon Farming
Antimicrobials (g)/Harvest volume (t)Fish species

Region/Country
2020

2021

2022

Japan

0

0

0

Chile

53

8

23

53

8

23

565

306

344

Total

565

306

344

Aggregate total

439

229

307

Coho salmon

Total
Trout

Chile

Scope: Farming of coho salmon and trout by Nissui Group’s consolidated companies in and outside Japan (accounting for 66% of harvest from all aquaculture
operations in terms of weight (2022))

Sustainability Report 2023

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Marine Eco-Labels

Environment

SocialGovernance

Library

Promoting�the�Acquisition�of�ASC�Certification
ASC certification, which is operated by the Aquaculture Stewardship Council (ASC), is acertification scheme to certify that aquaculture business is operated by sustainable methods

The Nissui Group aims to preserve the bountiful sea and improve the sustainability of marine resources. One way in which we
aim to do that is by acquiring ASC and MSC certification, and by using marine products that have marine eco-label
certification.

and its seafood is "responsibly farmed seafood" in which consideration has been given to
the surrounding natural environment and local communities. This certification scheme is oneof the social mechanisms for alleviating the environmental impact of aquaculture itself while
complementing the sustainable use of natural resources, and for supporting the daily lives ofpeople in the local communities engaged in aquaculture business that gives consideration tothem.

ASC-C-01759

The�First�Japanese�Company�to�be�a�Funding�Partner�of�the�GSSI
Seafood certification programs such as MSC determine their criteria on the basis of the“Code of Conduct for Responsible Fisheries” and the “Guidelines for the Ecolabelling of Fishand Fishery Products from Marine Capture Fisheries” of the Food and Agriculture
Organization of the United Nations (FAO) but with the widespread acceptance of theconcept of sustainable seafood, the number of certification programs has multiplied and it
has become necessary to ascertain the value of such certifications. Consequently, the GSSI(Global Sustainable Seafood Initiative), a third-party benchmarking agency to verify thatcertification programs meet FAO guidelines, was established. GSSI is an international
partnership that verifies programs assessing the sustainability of marine products.
In April 2017, Nissui became the first Japanese company to become a Funding Partner which
promotes global resource sustainability. As of March 2023, six companies of the NissuiGroup are registered as Funding Partners. As a company engaged in the marine
products business, Nissui Group will address the issue of sustainable use of marine
resources, as well as contribute to the realization of responsible fishery.
Participation in External Initiatives

Acquires World's First ASC Certification for Buri Yellowtail
Kurose Suisan Co., Ltd., a Nissui Group company, became the first in the world to acquire ASC certification for its Buri
Yellowtail on December 16, 2017, and acquired Chain of Custody (CoC) certification (Note) for its processing plant on
November 30, 2017. Kurose Suisan is one of the largest operators of Buri Yellowtail aquaculture in Japan, and its "Kurose
Buri (Yellowtail)" brand is distinctive for its firm flesh. Kurose Suisan provides a stable supply of fatty, high-quality Buri
Yellowtail throughout the year, thanks to Nissui Group's aquaculture technology.

Acquires ASC Certification for Salmon/Trout
Salmones Antartica S.A. (SA) (Chile), a Nissui Group company, acquired ASC certification for its salmon/trout on March 5,2019, and received Chain of Custody (CoC) certification (Note) for its processing plant on its head office's premises on
March 4, 2019. The certified farm is Bahia Acantilada Sector 1, Aisen Region. Salmon/trout and coho salmon handled by
Salmones Antartica, which are distributed to markets worldwide through Nissui Group's sales networks, have become
familiar among consumers as the "FIVE STAR" brand.
(Note)Chain of Custody (CoC) certification: This is a certification managed and operated by the Marine Stewardship Council (MSC) with respect to the managementof processing and distribution processes (i.e., Chain of Custody). It certifies that its certified seafood has been managed appropriately, has not been contaminatedwith non-certified ingredients and is free from mislabeling throughout all processes of production, processing and distribution of the products.

Funding Partners of the GSSI in the Nissui Group
Nissui Corporation
UniSea, Inc.
Gorton's, Inc.

Promoting�the�Acquisition�of�BAP�Certification

King & Prince Seafood Corp.

Best Aquaculture Practices (BAP) certification, the operation of which was launched by nonprofit organization Global

Nordic Seafood A/S

Aquaculture Alliance (GAA) in 2002, is a third-party certification program which certifies that consideration has been given

Glacier Fish Company, LLC

to the environment, social responsibility and animal welfare and food safety has been ensured in each stage of theaquaculture supply chain, i.e., hatchery, feed mill, farm and processing plant. BAP certification is distinctive in that it certifies
the aquaculture supply chain on a process-by-process basis; the four respective processes of the hatchery, feed mill, farmand processing plant are subject to certification on an individual basis, and the number of "stars" on the BAP label
represents the combination of the certified processes.

Sustainability Report 2023

40

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Acquires "Four-star" BAP Certification for Salmon/Trout

Environment

SocialGovernance

Library

Promoting�the�Acquisition�of�MEL�Certification

Salmones Antartica S.A. (SA) (Chile), a Nissui Group company, acquired BAP certification for its feed mill (Los Ángeles, Bio

MEL is a certification scheme to promote the initiatives by producers who proactively

Bio Region) in August 2018, processing plant (Isla de Chiloé, Los Lagos Region) in January 2019, seawater aquaculture farm

engage in sustainable use of marine resources and activities to protect the ecosystem, as(Bahia Acantilada Sector 1, Aisen Region) in March 2019, and fresh-water aquaculture farm (Los Tambores fresh-water

well as the initiatives of processors and distributors who proactively handle the marine

aquaculture farm in La Union, Los Rios Region) in August 2019. Having been certified for all four processes (i.e., hatcheryproducts of such producers; and to ensure the transparency of the handling of marine(fresh-water aquaculture farm), seawater aquaculture farm, feed mill, and processing plant), Salmones Antartica acquired

products at each stage including fishery, aquaculture, processing and distribution and to"four stars," the highest level of BAP certification.

contribute to the selection by and the gaining of trust of related operators and consumers.
This scheme is operated by Marine Eco-Label Japan, which was launched in December 2016,
with three types of MEL certification: (1) Fisheries certification, (2) Aquaculture certification

JFRCA
20C3600081

and (3) Chain of Custody (CoC) certification.

Promoting�the�Acquisition�of�MSC�Certification

In 2019, “MEL,” was recognized by the GSSI (Global Sustainable Seafood Initiative), a
benchmarking agency for international marine eco-labels, marking the first time an Asian

MSC certification is a certification program operated by the Marine Stewardship Council

marine eco-label scheme has received recognition. Marine eco-labels approved by GSSI (e.g.

(MSC) for sustainable fisheries in which fish are caught by protecting marine nature and

MSC and ASC) are, in effect, international standards, that are adopted as procurement

resources, and is one of the most prominent marine eco-labels. Marine products caught bystandards by the world’s major retailers.

MSC-certified fisheries are internationally traceable, which translates into appropriate marine
resource management. MSC certification is recognized for its trustworthiness andrigorousness and is approved by the Global Sustainable Seafood Initiative (GSSI). The NissuiGroup has acquired MSC certification for multiple fishing grounds and species, including

Acquisition�Status�of�Marine�Eco-Labels

Alaska Pollock. According to the second resource status survey on marine products
procured by the Nissui Group conducted in 2020, 28% of wild-caught fish procured by the

MSC-C-51733

Nissui Group were caught by fisheries that had acquired MSC certification.

MSC Certification Acquired for Merluccius Australis Fishery

To enhance the sustainability of marine resources, the Nissui Group is making efforts to acquire and spread marine ecolabels.

Acquisition Status of Marine Eco-Labels

Merluccius australis (Chile Austral hake) bottom trawl and midwater trawl fishery/longline fishery operated in Chile Fishing

2020

2021

2022

Areas X, XI and XII by Empresa de Desarrollo Pesquero de Chile S.A. (EMDEPES) (Chile)—a Nissui Group company—and
three other companies acquired MSC certification (Fisheries Certification Requirements (FCR) version 2.0) on September 24,

Name of2019. In June 2020, EMDEPES acquired CoC certification for its two vessels, "UNIONSUR" and "UNZEN," as well as its

certification

Total sales
volumeNumber of
products

Total sales
volumeNumber of
products(tons/year)

Total sales
volumeNumber of
products(tons/year)(tons/year)

logistics facilities. EMDEPES produces mainly H&G (Headed and gutted) and filleted Merluccius australis, etc. and sells them
primarily to the Spanish market. Having acquired CoC certification, EMDEPES will be able to produce and sell them as MSCcertified products.

MSC (Note 1)

20

1,662.1

29

5,417.642

6,779.0

ASC (Note 2)

2

33.3

2

30.6

6

93.2

MEL (Note 2)

-

-

-

-

3

3,374.0(Note 1) Scope of data: Products for which applications were made by Nissui Corporation (As of May of each year).
(Note 2) Scope of data: Products for which applications were made by Nissui Corporation and its Japanese group companies (As of the end of December of eachyear).

Sustainability Report 2023

41

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Reducing Environmental Impact
The Nissui Group thinks CO2 emissions, water use and waste production as three important benchmarks, and has since been
making efforts to reduce environmental impact. In fiscal 2021, we formulated our long-term vision "Good Foods 2030"/midterm business plan "Good Foods Recipe1" and set ambitious targets for reducing environmental impact.

Environment

SocialGovernance

Library

Reduction of CO2 Emissions in Cold Storage Warehouses: Replace Freezer
Facilities with Fluorocarbon-free Units
The Nissui makes group-wide efforts to review the use of refrigerants. We seek zero use of CFCs and HCFCs by FY2030, andintend to increase the ratio of natural refrigerants (such as CO2 and NH3), not only HFCs. Some examples of these, such as
replacement with natural refrigerants utilizing government subsidized projects and new introduction of natural refrigerants,
are as follows.

Sustainability Targets (Long-Term Vision "Good Foods 2030"/Mid-Term Business Plan "Good Foods Recipe1")

Number of
introduced
cases

Environmental Data

Example ofintroducing
business location

Example of subsidy nameExample ofnaturalrefrigerant typeCO2 emissions
reduced（t-CO2）

FY2020 Subsidies for CO2 Emission

CO2

Himeji General
FY20206 cases

Plant (Nissui),etc.

CO2 Emissions

Reduction Countermeasures Projects"Project to Accelerate Introduction ofEnergy-saving Natural Refrigerant
Equipment for Early Realization of HFCfree/Low Carbon Society"

CO2/NH3

1,401

CO2/NH3

1,910

CO2/NH3344

FY2021 Subsidies for CO2 Emission
Reduction Countermeasures Projects
FY2021

3 casesNissui Logistics
Corporation, etc.

"Project to Accelerate Introduction ofEnergy-saving Natural Refrigerant
Equipment for Early Realization of HFCfree/Low Carbon Society"FY20223 casesNissui Logistics
Corporation, etc.

FY2022 Subsidies for CO2 Emission
Reduction Countermeasures Projects"Project to Accelerate Introduction ofEnergy-saving Natural Refrigerant
Equipment for Early Realization of HFCfree/Low Carbon Society"

Reduction of CO2 Emissions during Transportation
Carry Net Co., Ltd., which is one of the Nissui Group companies in Japan, is a transportation company with eleven sales
offices (excluding the head office) across Japan. Its role is to deliver Nissui products to our business partners on a daily
basis. Centering on frozen transport, Carry Net is capable of executing transportation adapted to all temperature zones suchas cold and ambient temperatures. It not only performs deliveries in the respective local areas of its sales offices but also
carries out wide-area transportation across Japan by utilizing its fleet of vehicles as well as networks based on its
partnership with collaborating companies.

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

Library[Modal Shift (Utilization of ferries and other non-international coastal trading vessels)][Trailer Transportation]

Carry Net is making efforts to reduce CO2 emissions by performing transportation utilizing ferries.

Carry Net executes mass transportation based on trailer transportation (Note 1) between frozen food plant depots. CarryIn FY2021, Carry Net’s modal shift plan between Kawasaki and Fukuoka was approved as a plan for advancement of

Net also conducts switch operation (Note 2), which helps improve drivers' working environment as well.

integration and streamlining of distribution business under the provisions of the Act on Advancement of Integration andStreamlining of Distribution Business of the Ministry of Land, Infrastructure, Transport and Tourism. This plan involves(Note 1) Trailer transportation: Capable of loading approx. 1.3 times more cargo than large vehicles. Can load 40 sheet pallets.
(Note 2) Switch operation: Operation by switching the head and the trailer.

shifting part of our truck transportation to marine transportation using RORO vessels (Note 1) that primarily transport cargo,
operated by our partner MOL Ferry Co., Ltd. This enables us to reduce ground transportation distance from approx. 1,100 km
to approx. 120 km and CO2 emissions by 71%. In addition, the time required for a driver to be on the road can be reduced by
87.4%.

[Utilization of Double-Deck Trucks]
Double-deck trucks make it possible to realize diversified transportation through partitioning (e.g., frozen temperature in thefront compartment and chilled or ambient temperature in the rear compartment), and optimize the inside of the vehicle

Number of boarded vessel
SectionFiscal year

services subject tomodal shift

CO2 emissions reduced（t-CO2）according to customers' needs. For the transportation of products in different temperature zones, multiple vehicles had to
be organized by temperature zone in the case of conventional trucks, whereas with double-deck trucks, the number ofvehicles can be reduced by transporting them at once.

FY2015949

461.2

FY2016896

435.5

FY2017

1,188

577.4

Between Kansai

FY2018

1,564

760.1

and Fukuoka
460km (Note 2)

FY2019

1,586

770.8

FY2020

1,586

770.8

FY2021

1,590

1,831.5

FY2022

1,573

1,731.7

Between Kawasaki

FY2021

146

383.4

and Fukuoka
1,100km

FY2022318

777.9

Reduction of CO2 Emissions at Production Plant[Reducing Energy Consumption by Updating Automation Equipment (Nissui Himeji General Plant, Processed Foods Plant)]
The Processed Foods Plant of the Himeji General Plant manufactures a range of surimi-based products. In FY2022, the plantinvested in facilities and upgraded automation equipment on its chikuwa (tube-shaped fish cake) production line. This
investment has led to a 14% reduction (absolute quantity) in the consumption of city gas on this line in comparison with theprevious financial year.

(Note 1) RORO vessels (Roll-on/Roll-off ship): A cargo ship with a deck for vehicles, designed to carry loaded trucks and trailers as they are.
(Note 2): Since 2021, the calculation method has been changed under the guidance of the Transport Bureau.

Chikuwa production line (before baking)Standard transportation

Destinations

Chikuwa production line (after baking)Modal shift using seagoing vessels

Specialized Carry Net truck boarding a MOL
Ferry RORO vessel

Sustainability Report 2023

43

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

Reduction of CO2 Emissions through Eco-cars: Introduction of Eco-Cars into
Company Sales Fleet
Nissui has been promoting the introduction of hybrid vehicles, PHVs and EVs (Note) in its sales fleet in an effort to reduce

SocialGovernance

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Water
Water Use

CO2 emissions. Nissui's targets and results of the introduction of eco-cars as a percentage of its sales fleet are as follows.
(Note) PHV: Acronym for Plug-in Hybrid Vehicle. PHV is a hybrid vehicle that can be charged by using an external power source and has a large battery capacity. Even
when charged by electricity alone, PHV is capable of traveling longer distances than conventional hybrid vehicles. EV: Acronym for Electric Vehicle.

Status of Introduction of Eco-Cars

Indicator

Introduction of hybrid
vehiclesIntroduction of
PHVs/Evs

Scope

Targetby 2024100.0%

Targetby 2030

Results
FY2020100.0%FY202189.7%

FY2022

89.7%

93.0%

Nissui
Corporation
-

10.0%

-

-

-

Scope: Nissui Corporation

Renewable Energy
We are expanding the use of renewable energy sources across the Group. We explore every feasible opportunity to installsolar power generation facilities along with the possibility of entering PPAs (Note).
(Note) PPA: Power Purchase Agreement. A company enters into an agreement to purchase electricity derived from renewable sources from a supplier rather thatinvesting its own capital.

Reduction of Water Use in Production Plant[Reducing Water Consumption through the Switch to Chiller (Cooling Water Circulation Equipment) (Mogami Foods)]
Mogami Foods, which is one of the Nissui Group companies, manufactures frozen prepared food products. In FY2022,
Mogami Foods carried out an update of the vacuum cooler on its ingredients line at the plant. At that time, the existing
outdoor unit was also switched from a cooling tower system to a chiller, and one cooling tower that was no longer required
was removed. Previously, water loss due to evaporation had occurred in the cooling tower. However, this switch solved the
problem and has led to a reduction in water consumption. In addition, the company made other changes, such as replacing
components on the production line; all these efforts combined are linked to a total reduction in water use of approximately
2,200 cubic meters per year.

Solar Power Generation

Chiller (Cooling water circulation equipment)

Evaluation of Water Risk
A number of global standards are available for evaluating water risk. In fiscal 2022, the Group applied Aqueduct, a standardof the World Resources Institute (WRI), to evaluate individual manufacturing and logistics sites in Japan and outside Japan.
Going forward, the Group will continue to implement measures to reduce water use and explore ways of refining methods ofevaluating water risk.
Initiatives for TCFD Recommendations＞Overview of Scenario Analysis in Strategy＞Evaluation of Water Risk

Solar power generation facilities (Thai Delmar
Co., Ltd.)

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

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Waste
Waste Generated

Initiatives Related to Waste Reduction
Click here for the reduction of food loss and waste
Click here for initiatives to prevent fishing gear from flowing out into the ocean
Click here for the reduction of plastic containers and packaging

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Food Loss and Waste

Environment

SocialGovernance

Library

Promotion�Framework�-�The�Food�Loss�and�Waste�Subcommittee
The Food Loss and Waste Subcommittee is engaged in initiatives to reduce food loss and waste in the businesses acrossFood loss and waste refers to food that can still be eaten but is thrown away. It is said that there are food loss and waste

the Group companies in Japan and to raise the awareness of the employees.

with 1,300 million tons each year globally (Note 1). And while Japan has a low food self-sufficiency rate at around 37% anddepends largely on imports for its food (Note 2), more than 6.12 million tons thrown away each year (Note 3). On the other
hand, the problem of hunger also continues to exist in the world. There are thought to be about 800 million people without
access to adequate nutrition (Note 4).
The Nissui Group, as part of its corporate responsibility of a company handling food, has designated food loss as one of its
key issues. Mainly through the Food Loss and Waste Subcommittee, we are addressing this issue throughout the supply
chain, including raising the awareness of its employees and activities involving the general public, as well as reducing loss inthe conventional stages of production, distribution and consumption.

Sustainability�Committee
Chair: President & CEO
Members: All of the Executive Officers andthe Outside Board Members
Secretariat: Sustainability Department
Report to: Board of Directors
Holding frequency: Six times a year

(Note 1): FAO (Food and Agriculture Organization of the United Nations) "Global Food Losses and Food Waste" (2011)(Note 2): Ministry of Agriculture, Forestry and Fisheries, "FY2018 food supply and demand table (final report) (2020)(Note 3): Ministry of Agriculture, Forestry and Fisheries, Ministry of the Environment, "FY2017 estimate"(Note 4): FAO (Food and Agriculture Organization of the United Nations) "The State of Food Security and Nutrition in the World 2019" (2019)

Reduction of Food Loss and Waste Throughout the Supply Chain

Food�Loss�and�Waste�Subcommittee
Chair: Managing Executive Officer (Incharge of Sustainability Department)
Members: Quality Assurance Department,
Supply Chain Management Department,
Food Products Production Promotion
Department
Secretariat: Sustainability Department
Holding frequency: Four times a year

* Food bank: A group which brings together food products with no quality problems but are unsuitable for sale, and people who can’t obtain enough food.

In Japan, the Act on Promoting Food Loss and Waste Reduction (Food Loss and Waste Act) was promulgated in May 2019(enacted in October 2019). We are making more proactive efforts than ever before to contribute to the SDGs target ofhalving global food waste by 2030 mentioned in the above Act, as well as to seriously address our obligations as a business
operator under the law.

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

Targets�and�Results
The targets specified in the long-term vision, “Good Foods 2030,” and in the mid-term business plan, “Good Foods Recipe1,”
are as follows. We set a target for reduction of waste from animal and plant residues (excluding inedible parts of fish,

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Initiatives�to�Extend�Best-before�Periods�and�Switch�to�Year/MonthLabeling

vegetable cores, outer leaves, and similar wastes arising in the production process) and products that can be reduced

Nissui is going forward with initiatives to change the labeling of best-before periods in an

through self-supporting efforts.

effort to reduce food loss and waste. All tinned food products excluding private-brand items
manufactured on and after July 1, 2019 are labeled with best-before periods expressed inTarget by 2024

Values/Themes

Indicators

Scope

Mid-Term
Business Plan
"Good Foods
Recipe1"(FY2022FY2024)

Target by 2030
Long-Term
Vision"Good Foods

year/month (labeling format has changed from the conventional year/month/day toyear/month.) In this labeling process, storage tests were carried out to check how long
FY2022

quality can be maintained, and it was confirmed that the best-before periods could be
extended. As a result of these efforts, we can expect more efficient distribution as well as

2030"(-FY2030)

the reduction of food loss and waste on the entire supply chain.
In addition, for "Osakana no sausage" and "Komiyaki (surimi-based products)" and shelf-

KPIs

KPIs

Results

stable foods, the best-before period has been extended as indicated in the table below for
products for which sensory tests and scientific analysis have confirmed that there is no

Waste from animaland plant residues(Compared to
FY2017
Environmental
Value

Reduction offood loss andwaste

impact on quality. The Nissui Group has also made efforts to significantly extend the bestThe NissuiGroup in Japan

Reduced by
20%

Reduced by
30%

Reduced by

Reduced by
50%

Increased by

21%

Unit: Per unit)

FY2020
Unit: Absolute

uses.

Products with extended best-before periods

Waste fromproducts(Compared tobefore periods of other products including frozen prepared foods for retail and commercial

Nissui
Corporation−

18%
Product Namequantity)

Environmental Data

Best-before Periods
BeforeAfter

Number of Days ofExtension

Osakana sausage

February 15, 2021

120days150days

30daysKomiyaki (surimi-based products)

February 7, 2022

45days60days15daysBottled products (produced by theGroup companies)

February 2022

12months/18months

18months/24months

6months

April 2022

18months

24months

6months

Retort pouch products (soupvarieties)

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Production
Switching Date

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

Food�Donations

SocialGovernance

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Participation�in�Food�Loss�and�Waste�Initiatives

Donations to Second Harvest Japan

Participation in Japan Project of WRI's "10x20x30" Food Loss and Waste
Initiative

Since fiscal 2008, Nissui has been donating frozen food to Second Harvest Japan, an NPO
that provides food to people in need. Second Harvest Japan plays the role of a food bank

In conjunction with the participation of AEON Co., Ltd. in the "10x20x30" Food Loss and Waste Initiative advocated by thefor people who cannot get enough food, providing them with foods that have no quality

World Resources Institute (WRI) in December 2019, Nissui joined the "Japan project" led by AEON as one of the partner

problems but cannot be sold due to being sub selling standards. Going forward, Nissui will

corporations. In this project, the specifics of the initiatives will be determined in consideration of the company's issues bycontinue these activities that lead to providing support to orphanages and mother and childusing examples of spearheading initiatives outside of Japan and other cases as reference, based on the "Target-Measure-living support facilities, while at the same time reducing the discarding of still-edible food.

Act" approach to initiatives put forth by WRI. Through such initiative, Nissui will further promote the reduction of food loss
and waste in the supply chain as a whole.

FY2018Actualdonations (t)FY2019FY2020

FY2021

FY2022

Participation in External Initiatives
9.4

7.9

9.0

7.7

7.9

Participation in WRAP (Flatfish Ltd.)
Donations to Other Organizations

Flatfish Ltd. (UK), which is one of the Nissui Group companies outside of Japan, pledged our support to WRAP (the Waste
and Resources Action Programme) in 2021. WRAP is an initiative founded in the UK in 2000 which provides tools andDonations Conducted in Fiscal 2022 by Nissui’s Business Locations

guidance for reducing food waste as one of its efforts. Flatfish started measuring food waste in 2021 and has set a goal of
reducing it by 50% by 2030.

Name of business location

Donation destination

Fine Chemicals General Plant
Tsukuba Plant

Food Drive Campaign inTsukubaDonation content

Food brought by employees (installation of
Kizuna BOX in the cafeteria)
10kg in Total

Date ofdonation

October 17 - 31,
2022

Reduction�of�Food�Loss�and�Waste�Through�Product�Development
In October 2022, Nissui developed a canning process to make effective use of the tail meat
generated when it processed Kurose buri (yellowtail), which is procured from Kurose Suisan
Co., Ltd., a Nissui Group company. We began selling the canned product in limited regions.
In a typical year, about 30 t of tail meat are generated when the buri catch is brought in andprocessed into fillets and loins. Previously this tail meat was used as feed, but thanks to the
newly developed canning process, the tail meat has become a valuable material,
contributing to the reduction of food loss and waste.

Fine Chemicals General Plant Tsukuba Plant

Sustainability Report 2023

Canned product: Buri and Daikon,
prepared using the tail meat ofKurose buri

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

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No. of participants to date

Biodiversity Preservation

fiscal year

FY2018FY2019FY2020

FY2021

FY202227

In recognition of the importance of the preservation of biodiversity, the Nissui Group revised
Participants

its Environmental Code in 2014 and upholds preservation of biodiversity in its Policies.

86

104

31

The preservation of the sea is crucial for the Nissui Group, whose business relies on its(Green Scouts (Note) +Supervisors/ Prefectural
staff, etc.)

37

bounties. In order to sustainably utilize marine resources, efforts to maintain the health of(Note) Green Scouts: The Green Scouts are an organization sponsored by the Tottori Prefecture Planting Trees Promotion Committee. Its purpose is to get thechildren who will eventually lead the next generation of society to familiarize themselves with greenery, develop an affection for it, and protect and nurture it, and in

the sea itself and to aid its recovery, as well as resource management, are essential. To thisend, we are engaged in preservation activities that take a holistic approach to the “forest,
river and sea.”

Mr. Shigeatsu Hatakeyama Talking
About Tree Planting to Protect theSea

It all started with a lecture titled “What oysters taught me” given at Nissui’s head office indoing so cultivate an attachment to their home communities and grow into people with well-rounded minds and the capacity to love their fellow human beings.

No. of trees planted to date (Selected from local tree species)

February 2011. The lecturer, Mr. Shigeatsu Hatakeyama who was operating an oyster farm inJapanese horse chestnut

Kesennuma, Miyagi Prefecture, taught us about “Uotsukirin (fish-breeding forest),” a
traditional idea of Japanese fishers, and how abundant forests are the very source ofabundant seas.
Since then, Nissui has been engaged in activities based on the concept of a coordinatedpreservation of the “forest, river and sea” at various locations.

Painted maple

Yamazakura cherry

FY2018

110

105

110

FY201910

10

10Since FY2021, we have been collaborating with Tottori University to conduct a forest survey with the aim of making ourconservation activities more scientific. The results of the study showed that about 80% of the seedlings planted in our
activities in FY2018-2019 were active and growing well as of 2021. We will undertake another survey of the vegetation inside

Participation�in�“Tottori�Kyosei-No-Mori�(Tottori�Co-Existence
Forest)”The Forest that Protects Spring Water Nurturing Fish and the Sea
Tottori Prefecture is the home of the Nissui Group companies Yumigahama Suisan Co., Ltd.,
which is engaged in the aquaculture and processing businesses and Kyowasuisan Kabushiki
Kaisha, a fishery company. The farming-related facility of Yumigahama Suisan is located at
the foot of Mt. Senjozan which is in Daisen-Oki National Park of Kotoura Town, Tottori
Prefecture and trees in certain parts of the surrounding broad-leaved forest have died andrequired maintenance.
On October 30, 2018, Tottori Prefecture, Kotoura Town and Nissui entered into a forest
preservation and management agreement in order to preserve the surrounding 5.933
hectares of forest as the “The forest that protects spring water nurturing fish and the sea.”
On April 7, 2020, the Nissui Group was certified as a collaborative business by the Japan
Committee of the United Nations Decade on Biodiversity (UNDB-J) for this forest

and around the “Forest that Protects Spring Water Nurturing the Fish and the Sea,” and plan to make further use of local
species of trees in our tree-planting activities in FY2022 and beyond. We hope to further improve our activities so that we
can establish a forest that is closer to one that would naturally occur and that we can preserve the forest in a practicalmanner.
The Nissui Group presented the event for FY2022 on October 15, 2022. To prevent the spread of COVID-19, participants forthe event were recruited from among people working in Tottori Prefecture only. A total of 37 people took part in theconservation activities, comprising eight people from Yumigahama Suisan, 15 from Kyowasuisan, three employees of Tottori
Prefecture, five members of the Tottori Chubu Forest Association, two employees of the Town of Kotoura, one person fromTottori University and three Nissui employees (who served as the secretariat). On the day, Prof. Yoshiyuki Hioki of the Facultyof Agriculture, Tottori University, offered a presentation on the types of trees in the forest, changes in the mountain forest
and the significance of activities to protect it. Prof. Hioki also discussed the various fallen leaves, nuts and berries collectedby participants. Later, all participants spent about 40 minutes trimming undergrowth. In the future, the Nissui Group plans to
conduct conservation activities aimed at achieving a more rational forest, closer to its natural state, drawing on knowledge
obtained from surveys by Tottori University.

preservation activities.

Preservation Activities
Continual preservation work is essential to protecting forests.
At the Nissui Group, ever since we entered into the Agreement, we have been conducting employee participation-basedpreservation activities on a yearly basis. For the participants, these activities become a valuable formative experience inwhich they get a real sense of the interrelatedness of the “forest, river, and sea,” and their relationships to them. Moreover,through interactions with the people of Tottori Prefecture involved, it is an opportunity for participants to gain familiarity
with the local culture and are able to cultivate relations among members of Group companies.

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

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Preservation�Activities�of�Utsunuki�Green�Zone“The Utsunuki Green Zone” is a “satoyama (village forests)” adjacent to the Nissui Tokyo Innovation Center, which was built
in 2011.
Every year since 2013, activities have been conducted, under the instruction of the “Utsunuki-Midori-no-Kai,” to preserve thenatural environment in areas surrounding the business location and to promote co-existence with the regional community.
The activities begin with a classroom lecture at the log house within the zone, in which participants learn about theconnection between the “forest, river and sea,” as well as the flora and fauna of the "satoyama," which is followed by various
tasks such as mowing the underbrush in the "satoyama.”
Nissui conducted its ninth round of activities in the Utsunuki Green Zone on November 12, 2022. As a measure to prevent the
spread of COVID-19, the scale of the event was reduced, with 12 employees of Nissui. On the day of the activities,
participants divided into three groups, each of which set out on a hike through the satoyama (woodlands surrounding thevillage). After walking for about an hour with members of Utsunuki-Midori-no-Kai (“Utsunuki Green Society”), listening as
they talked about the trees in the forest and the birds that inhabit it, the participants repaired stairways and trimmed
undergrowth in the Green Zone.

Nissui has been a supporting member of “Utsunuki-Midori-no-Kai” since fiscal 2015.
Nof “

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

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Plastic Problems

Nissui�Group�Establishment�of�Basic�Policy�to�Address�the�Problemof�Plastics

Policy and Promotion Framework

Nissui Group’s fundamental approach regarding the problems of marine plastics and the use of plastics was deliberated, anda policy was established.

Nissui Group Basic Policy Regarding the Problem of Plastics
Plastics are light and durable materials that make our lives more convenient, yet they are also associated with such societal

We will work alongside other stakeholders to combat the problem of marine plastics as well as other global environmental

issues as the problems of waste, marine plastics, and global warming.

issues, and to preserve the bountiful sea

As part of its initiatives to address the problems associated with plastics, the Nissui Group is rigorously promoting themanagement of plastic fishing equipment used in its fisheries and aquaculture business. For plastics used in plants ofproduction and plastic containers and packaging for food products, we are concurrently promoting 3R+R (Reduce, Reuse,
and Recycle, plus Renewable) activities and studying the use of alternative materials. In addition, we are committed totackling this issue not just as a company, but through the actions of every employee. We clean up public areas around ouroffices as well as beaches and rivers with a shared sense of purpose, specifically:

Giving back to the local community
Picking up garbage that is the result of littering or that has washed ashore, including plastics, thereby preventing those
things from outflowing into ocean1）Plastics outflowing to the ocean
Regarding plastic fishing equipment used in the fisheries and aquaculture businesses, we will prevent them frombecoming microplastics and ghost gear (Note) by the use of alternative materials and assiduous management of the useof plastics

2）Waste from the production stage
We will work to reduce plastic waste from our production plants and promote recycling

3）Waste from the consumption stage
We will work to reduce the impact on the environment from our food containers and packaging, making use of plastic’s
quality retention ability and other capabilities
Reduce the amount of plastic through continued review of product design
Use (substitute with) plant-based resources (biomass-based plastic), easily recyclable containers and packaging, andrecycled material

4）Initiatives by every employee
Through participation in cleanup campaigns, employees will work to reduce plastic waste in the community, river, andsea, and preserve the marine environment(Note)Ghost gear: Fishing equipment that is lost or abandoned and remains in the marine environment

Enactment Date： February 21, 2020

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Promotion�Framework�-�The�Marine�Environment
Subcommittee/The�Plastics�Subcommittee
Global concern about plastic marine pollution is driven by its harmful effects on marine ecosystems and human populations.
There are also societal concerns, including the low effective utilization rate of discarded plastics and poor resource recycling.
In an effort to bring about positive change, Nissui is actively engaged in addressing the challenges posed by plastics throughEnvironment

SocialGovernance

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The Plastics Subcommittee
The Plastics Subcommittee is promoting the 3R + R (Reduce, Reuse, Recycle + Renewable) of plastic resources.
Promoting reduction and recycling of plastics at plants, at home (disposable plastic packaging) and each stage ofdistribution
Participation in and cooperation with Japan Clean Ocean Material Alliance (CLOMA)

and information gathering

its business activities.
Sustainability�Committee

The Marine Environment Subcommittee

Chair: President & CEO

The Marine Environment Subcommittee is promoting zero emission of plastics in the marine environment.
Monitoring of the management status of plastics used in the fisheries and aquaculture businesses, making improvements

Members: All of the Executive Officers andthe Outside Board Members

and commitments

Secretariat: Sustainability Department

Investigation of the actual outflow of microplastics and promoting activities to stop such outflow

Report to: Board of Directors

Promoting cleanups on land and activities to collect marine debris and other waste

Holding frequency: Six times a year

Review of the use of antimicrobials in aquaculture
Plastics�Subcommittee
Sustainability�Committee
Chair: President & CEO
Members: All of the Executive Officers andthe Outside Board Members
Secretariat: Sustainability Department
Report to: Board of Directors
Holding frequency: Six times a year

Marine�Environment�Subcommittee
Chair: Executive Officer (In charge of
Aquaculture Business Promotion
Department)

Chair: Managing Executive Officer (Incharge of Sustainability Department)
Members: Executive Officer (Commissioned
Deputy Food Products Business Operating
Officer), Consumer Products Department,
Food Service Products Department, Marine
Products Business Department 4, Food
Products Production Promotion
Department, Supply Chain Management
Department, Product Research &Development Department, Sourcing andProcurement Development Department
Secretariat: Sustainability Department
Holding frequency: Four times a year

Members: Managing Executive Officer(Commissioned FC Business Operating
Officer, in charge of R&D Group) Managing
Executive Officer (In charge of
Sustainability Department), Marine
Business Strategy Department,
Aquaculture Business Promotion
Department, Central Research Laboratory
Secretariat: Sustainability Department
Holding frequency: Four times a year

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

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Targets�and�Results
The targets and results specified in the long-term vision, “Good Foods 2030,” and in the mid-term business plan, “Good
Foods Recipe1,” are as follows. Our initiatives are based on three perspectives: reducing the use of plastic in containers andpackaging, reducing plastic waste at the production phase, and preventing marine pollution.

Target by

Values/Themes

Indicators

Scope

2024
Mid-Term
Business Plan
"Good Foods
Recipe1"(FY2022FY2024)

Target by
2030
Long-Term
Vision"Good Foods
2030"

FY2022
Details(-FY2030)

KPIs

KPIs

Results

Reduced by

Reduced by
30%

calculating

Plastic use incontainers andpackaging(Compared to
FY2015
Unit: Per unit)

Nissui
Corporation

10%

Currently

Containers andEnvironmental Value

Packaging/Waste
Plastic waste at
Reductionof plastic
emissionsthe production
phase(Compared to
FY2017The NissuiGroup in Japan

Reduced by
15%

Reduced by
30%

100%

-

Reduced by
19%

Unit: Per unit)
Switching over tofloats that have a
low risk ofoutflowing into

The NissuiGroup

52% switchovercompleted

Marine Plastics

the ocean

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Marine Plastics

Environment

SocialGovernance

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Employee Education
FY2021Aquaculture companies in
the Nissui Group in Japan

Fishery companies in
the Nissui Group inJapan

Aquaculture companies in
the Nissui Group in Japan

6 out of 6 companies

1 out of 1 company

6 out of 6 companies-

Number of times
conducted

13 times

2 times

12 times-

Total number ofparticipants

243 persons

21 persons

342 persons-

Initiatives�to�Prevent�Fishing�Gear�from�Flowing�Out�into�the�Ocean
At present, some of the sources of marine plastic litter are known to be lost and abandoned fishing gear, which is referred toas "ghost gear," "ALDFG" (Note 1), etc. Through SeaBOS (Note 2), Nissui has joined GGGI (Note 3) and is also making efforts
to prevent fishing gear used by fishery companies and aquaculture companies in the Nissui Group in Japan from flowing out

FY2022
Fishery companies in
the Nissui Group inJapan

Number of
educatingcompanies

into the ocean. Furthermore, in the unlikely event that fishing gear has been lost or abandoned, this information will beshared within the Nissui Group, and efforts will be made to prevent its recurrence.
(Note 1): Abandoned, Lost or otherwise Discarded Fishing Gear.
(Note 2): Seafood Business for Ocean Stewardship.
(Note 3): Global Ghost Gear Initiative. An international body working to prevent fishing gear from flowing out into the ocean.

Enhancement of Fishing Gear Management Rules[Initiatives: Mitigation]
The Nissui Group will manage fishing gear in a thoroughgoing manner not only to prevent fishing gear from flowing out into
the ocean but also to help reduce accidents involving the breakage of fishing gear (operation loss, escaped cultured fish andWe standardized reporting procedures and matters to be reported in the unlikely event that fishing gear has been lost orother factors that affect the ecosystem) and work-related accidents.

abandoned. Within the Group, it is mandatory for the staff at the site of each aquaculture company/fishery company to

We are enhancing fishing gear management rules at all aquaculture companies and fishery companies in the Nissui Group inreport such an incident to the company representative, who must then report it to Nissui’s executive officer. Outside theJapan. Our existing fishing gear management rules at the individual company level have been reviewed afresh from theGroup, a report must be made to relevant organizations, etc. Matters to be reported are standardized among all companies,

viewpoint of preventing fishing gear from flowing out into the ocean by using GGGI’s “Best Practice Framework for the

including basic information (i.e., when, where, what, how and why), in addition to the recoverability of such fishing gear andManagement of Fishing Gear” (a guideline for fishing gear management targeting persons involved in fishery business,preventive measures for the future. In the event of outflow of fishing gear into the ocean, we will strive for thoroughconsisting of prevention, mitigation and remediation) as reference. These fishing gear management rules include equipment

reporting and take steps to prevent recurrence.

condition checks, employee education, appropriate disposal of used fishing gear, and reporting procedures, etc., in theunlikely event that fishing gear has been lost or abandoned.

Initiatives

Report on Incidents of Fishing Gear Outflow
Country

RegionLocation

Date

Type offishing gear

Psycholac(small-scale

Items[Initiatives: Prevention]
Sorted items to be checked in terms of fishing gear equipment condition and replacement criteria: Reconfirmed items to
be checked in inspections and replacement criteria for each fishing gear on an individual company basis (ⅰ. Visualinspection, ⅱ. Useful life, iii. Numerical criteria)Japan

Miyazaki

Offshore

September,prefecture

fish farm2022

float)

Introduced maintenance records: Utilized fishing gear maintenance records for managing fishing gear
Appropriate disposal of used fishing gear: Confirmed the appropriate disposal of used fishing gear as industrial waste incompliance with the law
Pre/post-typhoon checks: Checked fishing gear before/after a typhoon has passed at farming sites that are susceptible tothe impact of typhoons
Conducted employee education: Established a rule to conduct education on the marine plastics problem targeting
employees at each company (at least once a year). The results are as follows.

7

Cause

Preventive measures taken

Rope breakage
due to high waves
from a large
typhoonimpacting fish

Annual inspections to be
performed by a third party.
Replacement of one of the two
supporting ropes for the fish
farm floats is mandatory if one

farm floats.

of the ropes breaks.

[Initiatives: Remediation]
Objects washed ashore after a natural disaster (e.g., typhoon) pose a big problem. These include plastics, including fishinggear such as floats, which not only affect the scenery and the coastal environment but are also costly and require a lot of
manpower to deal with them. In the event of fishing gear being lost by the Nissui Group in the course of our operations, wewill endeavor to retrieve such fishing gear to the best of our ability.

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Switching over to Floats That Have a Low Risk of Becoming Plastics That
Outflow into the Ocean

Environment

SocialGovernance

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Participating�in�Marine�Plastic�Litter�Upcycling�Project“Upcycling” means utilizing waste, items no longer needed and other things that would have otherwise been discarded andtransforming them into other products. In fiscal 2021, Nissui worked jointly with the Yamaguchi Prefectural Government,

Goal of the Nissui GroupBy the end of FY2024, the Nissui Group will cease the use of polystyrene foam floats in nylon covers for use inaquaculture and completely switch over to floats that have a lower risk of becoming plastic that outflows into the ocean.

Marukyu Co., Ltd. and TerraCycle Japan on “ONE FOR OCEAN,” a private-public upcycling project utilizing marine plastic
litter. This project has been adopted as a model project in the “FY2021 Local Blue Ocean Vision Project” of the Ministry of
the Environment. In FY2021, Nissui, together with Yamaguchi Prefecture, Marukyu Co., Ltd. and TerraCycle Japan, launched
the public-private upcycling project called “ONE FOR OCEAN” (centered around the utilization of marine plastic waste,

The Nissui Group is engaged in the farming of salmon and trout outside Japan, and of“ONE FOR OCEAN” was chosen as a model project for the Ministry of the Environment's “FY2021 Local Blue Ocean Vision”

yellowtail, tuna, coho salmon, mackerel, red sea bream, and others in Japan. Traditionally,

project). The number of corporate sponsors for this project, including Nissui, increased to eight companies in FY2022. A

mostly polystyrene foam floats wrapped in nylon covers have been used in marine

total of 14,402 people, including prefectural residents, private organizations and companies, participated in the coastal

aquaculture operations in Japan (Note 1), but compared to other types of floats, the nylon

cleanup held as part of the project, collecting 65 tons of general waste and 411 pieces of marine debris.

covers inferior in terms of strength, and there are concerns over the risk that, if they happen
to tear, the polystyrene inside them could break apart and outflow into the ocean. Given
that problem, in FY2019, we conducted a study on the number of nylon-covered polystyrene

Flow of “ONE FOR OCEAN” (Example from FY2021)
Floats used in marine aquaculture

Cooperation by Nissuifoam floats owned and their use by the Group as a whole. Furthermore, we made thedecision to cease the use of such floats entirely throughout the Nissui Group by the end of
FY2024 and replace them with floats that have a lower risk of outflowing into the ocean.
(Note 2) The Group as a whole will continue to study the use of fishery gear with a lower
risk of outflowing out into the ocean and to work to address the problem of marine plastic
through our businesses.

More than 10,000
people in Yamaguchi
Prefecture collected
over 40 tons of marine
plastic litter in acoastal cleanup

Converted thecollected blue plastic
containers into pellets
by TerraCycle’s
technology

Used pellets as oneof the raw materials
and completed
3,000 “upcycled”
shopping baskets

Adopted at
Marukyu-operated
supermarkets, raisingsupermarket
customers’ awareness“Upcycled” shopping basket
Before switchover: Nylon-covered polystyrene foam floats

Presentation event (December 11, 2021)[From left] Masamitsu Ono (General Manager ofChushikoku Branch, Nissui) (at the time),
Tsugumasa Muraoka (Governor of Yamaguchi
Prefecture), Yasuo Tanaka (President of Marukyu
Co., Ltd.) and Eric Kawabata (APAC General
Manager of TerraCycle Japan)“ONE FOR OCEAN” poster

Post-switchover example: PE-coated polystyrene foam floats(Note 1): We were able to confirm that the marine aquaculture fisheries of Group companies outside Japan are not using nylon-covered polystyrene foam floats.
(Note 2): PE-coated polystyrene foam floats or hollow resin floats.

Simultaneous cleanup of coastal drift marine debris along the Japan-Korea Strait coastline(Oura Coast, Nagato City, Yamaguchi Prefecture) (May 22, 2022)

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Targets and Results

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SocialGovernance

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Support�of�a�Venture�Addressing�the�Problem�of�Plastics�Flowing
into�the�Ocean�(Pirika�Inc.)
Marine litter including plastics is said to originate from the land, mainly from the cities but its discharge routes are notknown. From fiscal 2018, Nissui has been a supporter of Pirika Inc., which is committed to the Albatross Project that aims toinvestigate the facts surrounding plastics flowing into the ocean and has commenced concrete approaches in dealing withthe problems of the marine environment and the problem of plastics flowing into the ocean, which are directly connected to
Nissui’s business.
Details of the Albatross Project which aims to investigate the facts surrounding the problem of plastics flowing into the
ocean●STEP1Development of research methods: Develop an effective method of research on the flow of plastics into the ocean.

●STEP2Clarification of the flow mechanism: Study the mechanism of plastics flowing into the ocean (flow routes and flow items)
and narrow down the problem.

●STEP3
Study and implementation of measures: Study, prioritize and implement measures to combat the problem of plastics flowing
into the ocean.

Pirika Inc.

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Targets and Results

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SocialGovernance

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Marking Criteria and Example of Presentation (One Example)

Containers and Packaging/Waste

The eco mark is displayed on the individual packaging, label, etc. of the product along with a description of theirenvironmental friendliness in concrete terms, such as "plastic usage has been reduced in this tray (xx% less than before)."Nissui's�Original�Eco�Mark�"Mirai-no�Umie"
In March 2021, Nissui began marking its product packaging with its eco mark "Mirai-no Umie" (meaning "For the future
ocean"). The purpose of this eco mark is to make Nissui's environmentally-friendly initiatives widely understood and known
among customers through the packaging so that they can select environment-friendly products. "Mirai-no Umie" started
appearing on new products and updated products released on March 1, 2021.

Intention Behind the Design
This eco mark was designed in the motif of "∞" (i.e., infinity), symbolizing the circulation ofwater in forests, rivers and the ocean.

The left part of the eco mark represents eco-

initiatives, whereas the right part denotes the bountiful sea.

The eco mark signifies thatenvironmental friendliness will bring about the ocean's bounty, and in turn, translate into
people's healthy and energetic lives and a hopeful future.

Marked Products
All Nissui-branded products are within the scope of being marked with "Mirai-no Umie"; products can bear the eco markwhen environmentally-friendly efforts have been made in their containers and packaging. Marking-related environmental
friendliness criteria are prescribed in Nissui's "Container/Packaging Selection Guidelines" as well as marking criteria for the"Mirai-no Umie" mark.

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Product Bearing "Mirai-no Umie" Mark (One Example)

Environment

SocialGovernance

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Inclusion into Product Development Flow
Nissui has prepared a "Container/Packaging Selection Checklist" in accordance with the Guidelines and implements it aspart of the product development flow. It serves as a mechanism that enables us to check whether or not appropriate
environmental friendliness has been examined in terms of the materials, size, thickness, etc. of containers and packaging.

Use�of�Containers�and�Packaging
In Japan, an obligation to recycle waste in the form of “containers” and “packaging” generated from households is imposedon business operators who used, manufactured and/or imported them. Nissui and its group companies in Japan pay arecycling commission to the Japan Containers and Packaging Recycling Association in accordance with the Containers andPackaging Recycling Law (Note), which stipulates the aforementioned obligation.

FY2018Establishment�of�Nissui's�Container/Packaging�Selection�Guidelines
In fiscal 2020, Nissui established the Container/Packaging Selection Guidelines, in consideration of the impact of plastics on
the global environment, such as the marine plastics problem and global warming. One of the objectives is to reduce thevolume of plastics used in containers and packaging to the extent possible, while taking advantage of their roles andfunctions, including protecting products and maintaining their quality. The Guidelines are applicable to all Nissui-branded
products (i.e., frozen prepared foods, surimi-based products, shelf-stable foods, marine products and fine chemical

FY2019FY2020

FY2021

Plastics (t)

4,074

4,158

4,374

4,456

Paper (t)

356

347

356

416

3,397

3,438

3,122

3,476

Glass bottles (t)Scope: Nissui Corporation(Note): This law was created for the purpose of recycling containers and packaging (e.g., glass bottles, PET bottles, paper boxes and film bags for sweets, shoppingbags) of products discharged as waste from ordinary households in Japan.

products).
Container/Packaging Selection Guidelines
Description of initiatives

Specific examples
Packaging size adapted to the content size

ReduceSuppress the volume of plastics used in containers
and packaging (minimization)

Films and trays with limited thickness
Keep the number of parts low
Biomass-based composite materials

Replace

Adopt plant-derived and recycled materials andreplace existing materials with them(including biomass-derived biodegradable
plastics)
Recycled materials (e.g., recycled PET)
Paper materials
Aluminum-free

RecycleAdopt and switch to easy-to-recycle materials

Conversion to single material (i.e., mono-material)
Design/structure that allows easy waste
separation

Other forms ofenvironmental

Pursue environmental friendliness also for materials
other than plastics, such as adopting plant-derived

Plant-derived ink

friendliness(other than plastics)

ink and paper certified by the Forest StewardshipCouncil (FSC).

FSC-certified paper

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

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Nissui Group Companies' Initiatives (Reduction)

Reduction�of�Plastic�Containers�and�Packaging
At Nissui, the Plastics Subcommittee and the Container/Packaging Eco-Project play a central role in reviewing the use of[Aquaculture Companies’ Initiatives]

plastics in all of its products.
Aquaculture companies in the Nissui Group in Japan are reviewing the use of expanded polystyrene boxes (fish boxes) for
transporting marine products and considering the use of alternative materials.

Nissui's Initiative (Reduction)

As an alternative, the use of water-repellent cardboard boxes is being promoted mainly during periods other than summer
FY2018Reduced weight of plastic containers and packaging
for products sold by Nissui (kg)4,896

FY201915,630

FY2020

FY2021

33,46533,814

when the temperature is high.

Shipping using fish boxes of alternative materials
Company name[Examples of products with reduced plastic containers and packaging]
In accordance with the Container/Packaging Selection Guidelines, we are reducing the size and thickness of plastic

All aquaculture companies in the Nissui Group inJapancontainer packaging while ensuring the quality of the products. We are not only focusing on reducing the weight andAlternative material
Paper material (highly water-repellent cardboard boxes)(unit: cases)
Paper material + expanded polystyrene (Note) (unit: cases)

FY2020

FY2021

42

6,907

1,610

678

thickness of existing product forms, but also implementing further measures such as eliminating the use of trays to reduce
plastic consumption. These efforts are aimed at maintaining product quality while striving for reduction in plastic packaging.

Obanzai koro koro (Japanese style side dish) SeriesThis product is a Japanese side dish that can be divided into small portions even without
trays by freezing it in small blocks. You can take it out as much as you like and use it forsmall bowls and lunch boxes.

(Note): This is a material in which cardboard and expanded polystyrene are layered, making it possible to limit the volume of plastics used compared to ordinary
expanded polystyrene boxes.

[Food Production Companies' Initiatives]
Company
nameDescription of businessResults of Initiatives

Reduced plastic containers and packaging used in Flatfish’s products. Results in
2021 were as follows.
Flatfish Ltd.
(UK)

Manufacture and sale of fresh
fish and fishery products

Reduced fresh food trays and films by 25% in terms of weight compared tobefore, leading to a reduction of plastics amounting to 13 tons overall.
Reduced processed food (fish pie) trays by 20% in terms of weight compared
to before, leading to the reduction of plastics amounting to 1.5 tons overall.
Engaged in an initiative targeting shrimp ingredients, which are the main

Thai Delmar
Co., Ltd.
(Thailand)

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Frozen food production

ingredients at Thai Delmar. Launched a project jointly with eight suppliers in
Thailand with the aim of reducing cardboard and plastic waste derived from theingredients. Results in 2021 were as follows.
Led to the reduction of cardboard and plastics by 6.3 tons and 1.2 tons,
respectively.

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Sustainability Initiatives

Targets and Results

Recyclable�Plastic�Containers�and�Packaging

Environment

SocialGovernance

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Reducing�Plastic�Waste�at�the�Production�Phase

In many cases, plastic containers and packaging for foods are made by pasting together multiple materials. They vary in size

Plastic waste is also generated at both production plants and logistics centers. The Nissui Group has set a target as an

and thinness, as well as the degree of contamination after use. The reality is that these factors make it difficult to recycle

environmental indicator for the reduction of plastic emissions in the production and distribution stages in Japan, and isfood containers and packaging. It is thus important to adopt a recyclable design from the development stage, and in cases

promoting efforts for the achievement of this target. We analyze plastic emissions at the departmental level and are actively

where the containers and packaging are recyclable, make it known to consumers in an easy-to-understand manner so that it

working with raw material suppliers to reduce plastic waste.

will lead to collection and recycling after use.

Initiatives at Production Plants
Nissui Group Companies' Initiatives (Recyclable Design)Company nameResults of Initiatives and Plans/Targets
Since 2019, Gorton's, Inc. has started reviewing existing materials and testing recyclable new materials
in collaboration with suppliers in relation to two major container and packaging formats in its products(i.e., SURPs (stand-up resealable pouches) and direct-filling containers/packaging).

We have identified the different types of plastic waste and their corresponding weight percentages in the plastic emissions
from Nissui's food production plants in Japan. Based on our findings, we determined that packaging derived from raw
materials accounts for a large portion of the weight of plastic emissions, which has led us to include them as one of our
reduction targets. At all Nissui Group production plants located in Japan, we are considering switching to reusable materials
and forms for containers and packaging (bags) used for raw materials. We are also encouraging reuse by replacing thesecontainers and packaging with returnable solutions (for raw materials such as onions, milk and rice).

In 2020, Gorton's determined the following targets for containers and packaging of products for retail.
[Targets]
Make 100% of containers and packaging bear the How2Recycle label (Note) by 2023; andGorton's, Inc. (USA)

Make at least 95% of containers and packaging (based on weight) recyclable by 2025.
In 2021, the results of initiatives related to containers and packaging of products for retail were as
follows.
27% of containers and packaging carried the How2Recycle label.
Gorton's identified new recyclable materials for SURPs. Recyclable containers and packaging
accounted for 32% of all containers and packaging (and are expected to account for 60% in 2023).
In 2020, Flatfish Ltd. promoted the introduction of plastic containers that can be recycled byconsumers in the majority of its products. In 2021, Flatfish will further promote this initiative inaccordance with the plan below.
[Plans]After the switch: onions as raw
material (returnable containers)
Before the switch: onions as
raw material (plastic bags)

Initiatives in Distribution Operations

Promote the replacement of non-recyclable containers and packaging with recyclable alternatives.

Flatfish Ltd. (UK)In 2021, Flatfish identified the water absorbent pad that accompanies trays as an obstacle to recycling
containers and packaging (it is unsuitable for recycling as it is made of different plastic material fromthe tray). Flatfish developed new trays that no longer require any water absorbent pad and switched
to a recyclable design, which translated into a reduction of plastics by 2.9 tons.

Targets for reduction of plastic waste were also examined at logistics centers. In the
distribution of marine products, we are promoting the replacement of Styrofoam packaging
used in the transportation of fresh tuna with reusable crates. In addition, with regard to
stretch film, which is widely used in logistics to prevent cargo from collapsing, we are
actively collaborating with plastic recycling companies to establish a closed-loop recycling(Note): How2Recycle is a label in USA/Canada indicating whether or not the container/packaging is recyclable. At Gorton's, all laminatedpillow bags with zipper already bear this label as of December 2020.

(Note) system within the Group throughout Japan. Looking ahead, we will use this closed-

A reusable crate for fresh fish

loop system to achieve the 100% use of recycled stretch film within the Group in Japan by2025.
(Note) Closed-loop recycling: The process of recycling and reuse of materials that have traditionally been disposed of as
waste, transforming them into valuable resources.

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Initiatives by Every Employee

Environment

SocialGovernance

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Arakawa�Environmental�Seminar
Since 2017, Nissui, with the cooperation of the NPO, The Arakawa River Clean-aid Forum, has been learning about the river

Nissui�Group�Cleanup�Campaign

environment, experiencing biodiversity and conducting cleanup activities to pick up litter. These activities have been
incorporated into the seminar for new employees since fiscal 2018. In the classroom, the participants listen to a lecture on
the social issues surrounding the problem of marine plastics based on the latest data and come face-to-face with theTwice a year since 2010 the Nissui Group has been carrying out the “Cleanup Campaign,” activities to clean up the areas
surrounding the Group’s domestic business locations around the country. In the advance information given prior to thecleanup, the participants learn that litter could potentially flow into the rivers and reach the ocean and that this activity is
not merely a cleanup exercise but a way to prevent litter from flowing into the ocean, and are made aware of therelationship between this activity and Nissui’s business. Moreover, Nissui has approved the implementation of this activity

problem in the subsequent fieldwork conducted on the riverbed. It gives participants the opportunity to think about thetasks that could be done by each person close to home in order to solve this problem.
In FY2022, in addition to training of new hires, Nissui trained the members of the Sustainability Promotion Committee, eachof whom is appointed in each department as a representative. Participants could opt to attend lectures solely online. A totalof 47 employees participated, including 36 who took part online.

during working hours to encourage employee participation.
In FY2022, 670 people from 42 business sites took part, picking up a total of 727 kg of trash.

Number of participants
FY2017
Seminar for new employees

Other employees (including
their families, etc.)

FY2018-FY2019FY2020

48

25

24

51

FY2021

33

48

FY2022
44
47

21

-

-

(including 36
who took part online)

Cleanup Activities in outside Japan
Nissui Group companies in outside Japan are also carrying out activities to clean up the areas surrounding its businesslocations.

Nissui (Thailand) Co., Ltd. (Thailand)

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Classroom lecture

Clean-up activities 1

Collected litters 1

Collected litters 2

Clean-up activities 2

Salmones Antártica S.A. (Chile)61

Sustainability
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Human Rights

63

For the Customer
Approach to and Systems to Ensure
Safety and Security

69

Initiatives to Ensure Safety and Security 70

SocialHealth and Nutrition Initiatives

74

Research and Development to Enrich
Lives

77

For the Employee
Top Message

78

Employee Engagement

79

Work Style Reform80

Diversity & Inclusion

83

Training and Development

86

Labor Safety88

Employee Health93

For the Business Partner
This report has link buttons.
Click to go to relevant website.
Click to go to PDF page.

Sustainability Report 2023

Sustainable Procurement98

For the Shareholder and Investor

101

Corporate Citizenship

102

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Human Rights

Environment

SocialGovernance

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Promotion�Framework�-�The�Human Rights�Subcommittee
The Human Rights Subcommittee, guided by the “Nissui Group Human Rights Policy,” which is the basic framework for all

The Nissui Group believes that corporate activities are premised on respect for human rights and will thus promote initiatives
to help realize a sustainable society in which "no one will be left behind."business activities, strives to promote a culture of respect for human rights throughout the supply chain by promoting
common understanding and thorough implementation.

Sustainability�Committee

Formulation�of�Human�Rights�Policy
In September 2020, the Nissui Group formulated the "Nissui Group Human Rights Policy" in compliance with the United
Nations Guiding Principles on Business and Human Rights in order to further clarify its approach to respecting human rights
in all value chains associated with its businesses.

The Nissui Group Human Rights Policy

Chair: President & CEO
Members: All of the Executive Officers andthe Outside Board Members
Secretariat: Sustainability Department
Report to: Board of Directors
Holding frequency: Six times a year

Human�Rights�Subcommittee
Executive Officer (Risk Management, incharge of Human Resources Department)
Members: Managing Executive Officer(CFO), Managing Executive Officer (Incharge of Sustainability Department),
Legal Department, Sourcing andProcurement Development Department,
Food Products Production Promotion
Department, Convenience Store Sales
Department, Marine Products Business
Department 4, Marketing Planning
Department
Secretariat: Sustainability Department,
Human Resources Department
Holding frequency: Four times a year

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Initiatives�for�Human�Rights�Due�Diligence

Environment

SocialGovernance

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Response�to�Identified�Potential�Human�Rights

Human Rights Risk Assessment

Respect Human Rights in our supply chain
The Nissui Group has been promoting the procurement of raw materials, supplies, and products while seeking the

The Nissui Group conducted a human rights risk assessment in the form of a cross-understanding and cooperation of our business partners in accordance with the “Nissui Group Basic Procurement Policy.” To

departmental workshop in December 2020, in order to get a grasp of potential humanensure sustainable procurement and mitigate human rights risks at every stage of the supply chain, stronger collaborationrights risks in its value chains. This involved identifying risks in each process of its value

with our business partners is essential. As a result, we revised our Supplier Guideline in April 2022. This revised edition

chains from two perspectives, namely, “general and cross-industrial human rights risks” andincludes sections on “Compliance with Laws and Regulations,” “Respect for Human Rights,” “Safety and Health,” and“human rights risks specific to the fisheries industry and the Nissui Group,” and in particular,“Environmental Consideration,” with a strong emphasis on the prohibition of forced labor and child labor, as well as a strong

analyzing the latter risks while incorporating the viewpoint of risks by country and risks byfish species as well. Risks were narrowed down by conducting an “impact assessment” with

State of workshop

requirement not to handle catch and raw materials obtained through IUU (Illegal, Unreported, and Unregulated) fishing,which is known to be associated with forced labor.

respect to the identified risks, based on likelihood and severity in the event that the risks are

In fiscal 2022, Nissui distributed and explained the Supplier Guideline (including explanatory videos) to its 508 Tier-1

materialized.

suppliers and collected signed confirmation forms to ensure their agreement. In fiscal 2023, the SAQ (Note) will be required
to be answered in accordance with the new guideline.
Procurement

R&D/Production

Logistics

Sales/Distribution

Customer Use

Disposal/Recycle- Work environment of- Labor incidents andforeign technical internaccidents
trainees (Japan)- Labor incidents and accidents (fishery & aquaculture)- Unemployment resulting from Al implementation- Violence occurring during labor disputes

Nissui Group
employees

taking into account any identified human rights risks, with the aim of reducing human rights risks throughout our expanding
global supply chain. This effort will be led by the Sustainable Procurement Subcommittee in close collaboration with the
Human Rights Subcommittee.
(Note): Self-Assessment Questionnaire

Recruitment-Evaluation, Working Conditions & Promotion-Retirement- Inequalities in opportunities and discrimination in recruitment/career development/promotion- Harassment- Equal pay for equal work (preferential treatment based on type of employment, nationality, gender, etc.)- Privacy violations through surveillance of conduct while teleworking and at production sites

Suppliers

Local
community
residents

OthersSustainable Procurement

Monitoring the Working Environment of Foreign Workers- Unfair terms of contract against small and micro business partners- Health hazards caused by agricultural and other chemicals- Forced labor & child labor- Labor incidents and accidents (fishery & aquaculture)

Customers- Labor incidents and accidents (fishery & aquaculture)

Nissui performs an annual survey on the labor conditions of foreign workers at our directly-operated plants and domestic
Group companies.

- Misleading
representation- Marketing that
accelerates unhealthy
diets- Quality incidents- Health hazards- Forced removal/- Environmental pollution
eviction as a result offarm development- Health hazards caused by agricultural chemicals- Destruction of indigenous people's livelihoods- Environmental pollution- Involvement in bribery/corruption

In the future, we will extend our efforts to our Group suppliers and conduct assessments of Tier-2 and subsequent suppliers,

Survey Summary in FY2022- Biodiversity damaged bymarine plastics; hardships inthe livelihood of people infisheries- Environmental pollution withplastic waste

Number
Implementation

Implementation of a comprehensive self-assessment
comprising a total of 52 questions organized into

Having identified the following three risks as items of importance to be addressed specifically as a matter of priority, theAugust 2022

such risks.

production)
2) Work environment of foreign technical intern trainees in Japan(production)categories of "Establishing Mechanisms for Compliancewith Laws and Regulations and Respect for Human Rights,""Human Rights," "Safety and Health," "Use ofIntermediaries," and "Other" (Note1).

[Identified potential human rights risks]
1) Forced labor and child labor relating to raw materials of marine products (from procurement of raw materials to

Targetofbusinesssites- Advertising featuring discriminatory expressions

Nissui Group launched specific initiatives from Fiscal 2021 onwards in order to confirm their actual situation and mitigate

Details

October 2022

Implementation of a comprehensive self-assessment
comprising a total of 65 questions related to the areas of"Compliance with Laws and Regulations," "Respect for
Human Rights," "Safety and Health," and "Environmental
Consideration" (Note2).

Offices (including directly-operated
plants and domestic Group
companies) that employ foreign
workers with "Technical Intern
Training" and "Specified Skilled
Worker" residence status.

All offices of directly-operated plants
and domestic Group companies

21423) Labor Safety and Health (fishery and aquaculture)(Note1): The questionnaire was prepared based on the “Guidelines on Improvement of Working Environment for Migrant Workers in Supply Chains,” developed by theBusiness and Human Rights Lawyers Network Japan, Lawyers Network for Foreign Workers, and Lawyers’ Network for Foreign Technical Interns.
(Note2): Questionnaire in line with the Nissui Group Supplier Guideline

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

SocialGovernance

Library

Educational tool for foreign employees in factories[Survey Results and Response]

For ease of understanding by foreign employees, the desired messages to be conveyed for each theme are consolidated

After analyzing the self-assessment responses and conducting interviews with each office,onto a single sheet, and visual illustrations are used to demonstrate the “do’s” (desired actions) and “don’ts” (prohibitedno significant signs of human rights violations were identified. Due to the challenges posed

actions) for better visual understanding. The languages used are English, Vietnamese, and Chinese, with blank spaces

by certain business sites with respect to foreign workers, notifications have been

provided at each plant to allow additional languages to be added as needed.

communicated to all companies in the Group. In February 2023, a review of the situation at

In fiscal 2022, a total of 35 instances of educational content were created to support quality education for foreign employees

each business site was conducted, and in May, the Human Rights Subcommittee

in factories, and these materials were distributed to production plants within the Group and major partner plants.

disseminated the results to all domestic Group companies. We will promote a unified groupwide response and confirm the status of the response at the Human Rights Subcommittee.

Environment

Human Rights Subcommittee

The work environment survey will be conducted throughout fiscal 2023, and the possibilityof combining the survey with workplace reviews and audits will be explored to ensure
effectiveness.

Issues Identified in Certain Sites
Contract with an intermediary lacks clear provisions explicitly prohibiting the collection of fees from foreign workers by
the intermediary.
Failure to provide employment contracts and pay slips in a language that foreign workers can understand.
Training is not provided in a language that foreign workers can understand on safety and hygiene standards, as well as
evacuation routes in the event of a fire or emergency.
Example of educational tool

Details of Notifications to Group Companies
Include a provision in the contract to be entered into with intermediaries (including supervising organizations in theTechnical Intern Training Program and hosting/registration support institutions in the Specified Skilled Worker System) forthe employment of foreign technical interns or specified skilled foreign workers that clearly states the prohibition oncollecting fees, deposits, or penalties from foreign workers.
Ensure that employment contracts with foreign workers are written in a language they understand. (Note)
Ensure that the information contained in the foreign worker’s wage statement is provided in a manner that isunderstandable to the individual. (Note)
Conduct training for all foreign workers in a language they understand, covering safety and hygiene standards, evacuationroutes in the event of a fire or emergency, and job-specific requirements.

Use of pictograms
The active use of pictograms has been implemented since fiscal 2021 to increase the visibility of areas with potential
accident risks and to promote universal understanding and awareness, regardless of language. To ensure workplace safety,
foreign employees who have a limited understanding of Japanese and are not sufficiently aware of workplace risks areencouraged to recognize risks and take safe actions, thereby contributing to the maintenance of workplace safety.

(Note): Templates in English, Chinese, Portuguese, Spanish, and Vietnamese have been created and shared.

Multilingual Support at Production Facilities
The Nissui Group’s production facilities employ people of many nationalities, and the number of languages that need to besupported is growing. Efforts have been made to provide multilingual support through the implementation of signage invarious languages at these plants. The introduction of multilingual tools using visuals such as pictures and images for clear

Pictograms example (Wearing
protective gear, handling of chemicals)

Pictograms example (fall)

Pictograms example (Caught inmachinery)

explanations is being actively pursued to improve the safety of foreign employees and their understanding of work
procedures and rules.

Sustainability Report 2023

Labor Safety65Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Safety at Fisheries and Aquaculture Sites

Environment

SocialGovernance

Library

Stakeholder�Engagement

The promotion of occupational safety in aquaculture is handled by the Occupational Safety and Health Subcommittee under

The Nissui Group has been engaged in numerous external communications with stakeholders and promoting activities while

the Risk Management Committee. In fiscal 2022, the focus was on minimizing occupational accidents, particularly thereminding ourselves to not become complacent. Since the first stakeholder dialogue held in 2016, the Nissui Group has held

prevention of diving accidents, at the Group’s domestic aquaculture companies, which involved organizing special regulara stakeholder dialogue five times in total, including human rights in the fisheries industry's supply chain in its theme.

meetings and conducting cross-patrols. In fiscal 2023, initiatives are planned to improve safety management in diving
operations, including the organization of diving study sessions. In addition, we are promoting “smart aquaculture” by

Stakeholder Dialogue

implementing technologies such as automated feeding systems and AI/IoT-based fish length measurement, with the aim ofminimizing human involvement in operations at sea and underwater and reducing the risk of occupational accidents.
Labor Safety

Participation�in�External�Initiatives

Within our fishing operations, we actively work at the level of each Group company to ensure a safe working environment
for employees involved in fishing activities. Labor practices on fishing vessels take place in an environment that is not easily
visible from the outside, and the fishing industry is generally recognized as having a high risk of human rights abuses. We

Japan Platform for Migrant Workers towards Responsible and Inclusive Society(JP-MIRAI)

prioritize the safety of crew members on fishing vessels and strive to improve the working environment, while ensuring
third-party monitoring to increase transparency.

In September 2022, Nissui joined the Japan Platform for Migrant Workers towards
Responsible and Inclusive Society (JP-MIRAI) for the purpose of participating in the
Collaborative Program on remedy and collecting information for the working environment

Oceania

improvement for foreign workers.
Sealord Group Ltd., a New Zealand-based fishing company, demonstrates its commitment to

In fiscal 2023, through participation in the“Collaborative Program for Companies

fostering a favorable working environment on fishing vessels by voluntarily engaging in

Responsibly hosting Foreign Migrant Workers 2023” provided by JP-MIRAI, we areobserver boarding and comprehensive inspections of labor conditions conducted by thepromoting the introduction of a grievance mechanism for foreign workers at Nissui and

Ministry of Primary Industries, ensuring unbiased assessments. Australian Longline Pty Ltd.,

domestic group companies.

which conducts Patagonian toothfish fishing (subject to Marine Stewardship Council (MSC)
certification) activities in the Antarctic Ocean, was the first company in the world to achieve
the RFVS certification (Note), a standard with a strong focus on protecting the human rights

The vessel Antarctic Aurora(Australian Longline Pty Ltd.)

Japan Center for Engagement and Remedy on Business and Human Rights(JaCER)of crew members, in January 2021, and has now secured this certification for all of its fishingvessels.
(Note): Responsible Fishing Vessel Standard (RFVS): A certification program run by the Global Seafood Alliance (GSA) as part of its “Best Seafood Practices” thirdparty certification program launched in 2021, which focuses specifically on protecting the human rights of crew members. The RFVS is comprised of the two core
principles of “vessel management and safety systems” and “crew rights, safety and wellbeing.” Based on the provisions of the Work in Fishing Convention and otherrelevant international agreements, the standard emphasizes the protection of crew members’rights, including adequate training, a safe working environment, andprovisions for wages, meals, and rest periods.

RFVS Certification

In April 2023, Nissui joined the Japan Center for Engagement and Remedy on Business andHuman Rights (JaCER), an organization that aims to provide a non-judicial "Engagement
and Remedy Platform" for redress of grievances and to act in a professional capacity tosupport and promote redress of grievances by member companies based on the United
Nations Guiding Principles on Business and Human Rights, as a regular member. In addition
to using the Engagement and Remedy Platform provided by JaCER, we will deepen our
understanding of engagement and remedy practices through participation in training forNorth America

member companies.

In North America, the At-sea Processors Association (APA) (Note1), of which Glacier Fish Company, LLC is a member,became the second organization in the world to be certified by the FISH Standard for Crew (Note2), an independent thirdparty certification program for labor practices on fishing vessels, in August 2022. The certification audit process includes
vessel inspections, interviews with crew members, and a review of company hiring practices, payroll records, and complaint
records.
(Note1) APA (At-sea Processors Association): Trade association representing five member companies that own and operate 14 U.S.-flagged capture/processor vessels
operating in the Bering Sea/Aleutian Islands for the Alaska pollock fishery.
(Note2) FISH Standard for Crew: The FISH (“Fairness, Integrity, Safety, and Health”) Standard for Crew is a voluntary and independent third-party certification
program for labor practices on fishing vessels worldwide, with a particular emphasis on promoting fair and ethical labor practices onboard.

FISH Standard for Crew Certificate（PDF）488KB

Sustainability Report 2023

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Remediation�System�(Grievance�Mechanism)Contact points for employees

Environment

SocialGovernance

Library

Training�and�Education�for�Employees
Code of Ethics Awareness

The Nissui Group has established a whistleblowing system in which internal and external points of contact are madeThe Guidelines of Ethical Conduct set out in Nissui’s Code of Ethics states “respect our frank and openhearted

available to receive reports. Consultation requests, opinions, reports, etc. from employees are accepted regarding acts incommunication environment and make an effort to maintain a sound and effective system of internal checks and balances,”

breach of the Code of Ethics, acts in violation of laws and regulations and acts in breach of internal rules, including irrational

and to respect fundamental human rights of individuals as well as prohibit all forms of discrimination and harassment. This

discrimination and harassment based on race, religion, sex, age, nationality, social status, etc. The confidentiality of theCode of Ethics is posted on Nissui’s internal portal site and shared with its employees to instill awareness of the prevention

whistleblower is protected and unfair treatment of the whistleblower is prohibited under the provisions of Nissui Group'sof discrimination and harassment among them.

regulations.
Initiatives to Identify Compliance Issues

Measures Against Harassment
In order to prevent incidents of harassment, harassment study groups (seminars, E-learning, and similar) are being

Contact points for stakeholders

conducted. A Harassment Desk has also been set up for employees to consult, and a structure to handle any problems has
been established.

The Nissui Group is set to join the Japan Center for Engagement and Remedy on Business and Human Rights (JaCER)

On June 1, 2020, the revised power harassment prevention law (Act on Comprehensively Advancing Labor Measures, and(Note) from fiscal 2023, and has established a grievance and reporting channel for stakeholders with respect to issues

Stabilizing the Employment of Workers, and Enriching Workers' Vocational Lives) came into force; in conjunction with this,concerning business and human rights (languages supported: Japanese and English).

the President delivered a message to all employees of the Nissui Group in Japan, strongly urging them once again toThis channel functions as a platform to receive grievances and reports from rights holders or their representatives andeliminate workplace harassment. On April 1, 2022, when the power harassment prevention law became applicable to smallorganizations who have reasonable grounds to believe that they have been or may be adversely affected from a humanand medium-sized enterprises as well, the President newly announced "Nissui's Declaration to Eliminate Harassment," taking

rights perspective. It addresses issues related to business and human rights, including cases that raise concerns about

it as an opportunity to send an even stronger message than before, including Group companies. Nissui also conducts

potential violations of international norms such as the International Bill of Human Rights (the Universal Declaration of Human

harassment-related training targeted at department/section heads, distributes a handbook on the prevention of harassment

Rights and International Covenants on Human Rights (International Covenant on Economic, Social and Cultural

to employees and holds read-through sessions in each department, among others.

Rights/International Covenant on Civil and Political Rights)), as well as the domestic regulations of each country.
Furthermore, anonymous reports are also accepted.

Labor Safety > Preventing Harassment(Note) Japan Center for Engagement and Remedy on Business and Human Rights (JaCER) aims to provide a non-judicial platform for grievance redress and to act ina professional capacity to support and promote redress of grievances by member companies based on the United Nations Guiding Principles on Business and Human
Rights.

JaCER Grievance Report
Participation in External Initiatives

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

Internal Awareness Raising on Business and Human Rights

SocialGovernance

Library

Formulation�of�Basic�Guidelines�for�Receiving�Foreigners

We conduct business and human rights training, lectures, and meetings for executives, managers, and those in charge of

The Nissui Group has formulated its “Human Rights Policy” based on the understanding that respect should be given tobusiness operations, not only to prevent discrimination and harassment in the traditional workplace, but also to raisehuman rights as a matter of top priority in all value chains relating to its businesses. The Nissui Group supports human rights

employees’ awareness of the importance of, and their responsibility for, respecting human rights throughout the value chain

set forth in the “International Bill of Human Rights” and the “International Labour Organization (ILO) Declaration onof our operations.

Fundamental Principles and Rights at Work” and is engaged in initiatives to put them into practice, based on the United

Since fiscal 2021, we have been working on promoting internal awareness, starting with the executive team, followed by

Nations’ “Guiding Principles on Business and Human Rights.”

department managers and operational staff, and in fiscal 2023, we have scheduled training sessions for all employees.
Nissui has formulated the “Nissui Group Basic Guidelines for Receiving Foreigners” in support of the “Basic Guidelines for
Implementation

June 2021

September 2021

September 2021

October 2021

Details

Executives and department
managers (Nissui)

67

Business management
department managers (Nissuigroup), executives anddepartment managers (Nissui)

82"Communication and teaching methods for humanresources from outside Japan to work mainly"
seminar

Persons involved in the
production department (Nissuigroup in Japan)

67

Panel discussion "Initiatives to respect human rights(work environment of foreign technical intern

CEO (Nissui group in Japan),
executives and department
managers (Nissui)

80

procurement in the supply chain”

Nissui employees (Operational
staff)

225

Advancing sustainable procurement (Workshop for
those in charge of procurement)

Nissui employees (Those incharge of procurement)

28

Sustainable procurement and human rights

Nissui employees (Sustainability
Promotion Committee members
from each department)

45“Aspects of human rights companies should honor,”

CEO (Nissui group in Japan),“Problematic aspects of the Technical Intern
Training Program,” etc.

executives and department
managers (Nissui)

Business and human rights seminar

Business and human rights training seminar (Lectureand group discussion)

trainees in Japan)"March-April 2022

August 2022

September 2022

October 2022

November 2022

TargetNumber ofparticipants“Human rights issues and promoting sustainable

Human rights risks and supplier assessment of the
Nissui Group

which Nissui is a member.

Nissui Group Basic Guidelines for Receiving Foreigners

Seidanren “Basic Guidelines for Receiving Foreigners (in Japanese)” (342KB)

85

CEO (Nissui group outside ofJapan), executives anddepartment managers (Nissui)86

December 2022

Improving the workplace environment for foreign
workers

Executives and department
managers (Nissui)

65

March 2023

“Global developments in business and humanrights,” “Promotion of supplier assessment,” etc.

Executives and department
managers (Nissui)

65

Sustainability Report 2023

Receiving Foreigners” established by the Federation of Consumer Goods Industries & Consumer Associations (Seidanren), of68

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

For the Customer
Approach to and Systems to Ensure Safety andSecurity

Environment

SocialGovernance

Library

International�Standards�Certification�for�Food�Safety�Management
Systems
Acquisition of GFSI Certification
The Nissui Group is working to strengthen its quality assurance capabilities by promoting the acquisition of food safety
management system certification, and the number of business sites that have acquired GFSI-approved standards (Note),
such as FSSC22000, BRC and IFS is as follows:

Since its founding, Nissui has been utilizing its unique technology to turn the bounty of the sea into valuable products and to

Status of Acquisition of GFSI-Approved Standardsdeliver them to its customers. Over the years, what has remained constant is our commitment to "food safety and security."
We wish to treasure the "delicious taste" and "freshness" of materials, provide individual consumer with safe and high-quality

Number of certified sites

products and thus helping them to develop healthy, rich eating life style. To gain consumers' confidence and empathy, every

Number of

Type
FSSC22000

member of Nissui's staff will perform his or her duty to maintain product quality and will make every effort to obtainconsumers' satisfaction.

BRC

IFS

BAP

Total

targeted sites

Ratio ofcertified sites

Food products

8

7

5

-

20

31

65%

Marine products

4

2

-

1

7

17

41%

Fine chemicals

2

-

-

-

2

3

67%

Total

14

9

5

1

29

51

57%

Food products

8

7

5

-

20

32

63%

Marine products

4

3

-

1

8

18

44%

Fine chemicals

2

-

-

-

2

4

50%

Total

14

10

5

1

30

54

56%

Food products

8

7

6

-

21

32

66%

Marine products

4

3

-

1

8

17

47%

Fine chemicals

2

-

-

-

2

4

50%

Total

14

10

6

1

31

53

58%

2021

Quality Assurance CodeThe Nissui Group Quality Assurance Code, based on the concept of quality assurance, sets out quality policies and action
guidelines under which the criteria related to quality assurance are regulated, so that all executives and employees takeaction supporting the same concepts.

Quality Assurance Code2022

Quality�Assurance�Systems
In order to produce products to the customers’ satisfaction, quality assurance systems are in place, including the Customer
Service Center, Quality Assurance Department and Food Safety Research Department, which have been established as partof the QA (Quality Assurance) Group.

Quality Assurance Systems

2023

Scope: Nissui Corporation, and all consolidated companies in and outside Japan (production and processing sites only)(Note) GFSI: Global Food Safety Initiative, a private organization of global food companies that work collaboratively to approve food safety management standards inorder to improve food safety and strengthen consumer confidence.

Sustainability Report 2023

69

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

Initiatives to Ensure Safety and Security

SocialName of theseminar

Target<Rough Guide>

Governance

Details of the training
seminarBased on the philosophy and policies of quality assurance, Nissui and the Group companies are engaged in all manner of
initiatives to deliver tasty, safe and secure products. Our commitment is indispensable in providing “quality” that satisfies ourcustomers.
(1) “Employee Training” to ensure compliance with rules and standards and taking the right action

Course for Quality
Trainers at
Production Plants(2) “Quality Control” on the production site(3) “Inspections” to confirm the safety of raw materials and merchandise(4) “Communication” to convey accurate information to customers

Plant managers, persons
responsible for quality

Learning the risk
management

control, site supervisors
and other persons in aapproach at
production sites,

position to promote
quality training at plants

watching lecture
videos on quality(i.e., those in a position
to train participants inthe “Online HACCP

training targeting
operational managers
and putting them into

Course”)

practice(1) Employee Training
Matters related tohygiene control tobe heeded by a

Nissui conducts various types of education and training so that all employees, as members of a food manufacturer, becomeaware of their roles to be fulfilled toward quality and become capable of acting based on a higher level of knowledge.

food products
business operator
Raising awarenessof food labelingTraining�Sponsored�by�the�Quality�Assurance�Department

Quality Seminarfor Marketing
Staff

The Quality Assurance Department conducts periodic training so that employees who handle products can accurately

All sales businessdepartment staff

Things to keep inmind when dealing
with customer

acquire the required knowledge. The content of the training is reviewed each year and efforts are made to always share thecomplaints

latest information. Since fiscal 2020, courses in streaming video format and online training seminars have been introduced.

Making the outlineof marine ecolabels and things tokeep in mind upon

In video-streamed courses, participants watch a video and check their level of understanding by working on assignments(mini-exams) on an individual basis. While taking a course, participants are provided with support from their boss and senior

theircolleagues to help them further improve their understanding.

Name of theseminar

Target<Rough Guide>

Details of the training
seminar

implementation
widely known
Delivery method

Participants
in FY2020

Participants
in FY2021

Participants
in FY2022

Training on
Certificates of

The course isdivided into threeGaining basic
knowledge related to
HACCP and utilizing

Online HACCP
CourseOperational managers

HACCP at production
sites
Building the
HACCP system
General hygiene
control
Gist of hazard
analysis

Specifications

Understanding ofstructure,
precautions, and caseof Guarantee for Raw
Material Specifications,studies of problems
related to Certificatessuch as productdevelopmentof Guarantee for Raw
Material

departments

Specifications

Participants
in FY2020

Participants
in FY2021

Participants
in FY2022

-

83

-

790

-

-

-

54

161

-

68

311

The course isdivided into twosegments, inwhich a total of 8
videos (approx. 10
to 25 minutes pervideo) are
streamed.
Participants are
required to watch
the videos andwork onassignments on an
individual basis tocomplete thecourse in a total of
two months.

Materials are
distributed toparticipants, andtheir level ofunderstanding ischecked through atest conducted on
the Web (i.e.,e-learning
system). The
seminar is divided
into four segments
and to becompleted in a
total of fourmonths.

Face-to-face &online information
sessions

video) are
streamed.
Participants are
required to watch
the videos andwork onassignments on an
individual basis tocomplete thecourse in a total of
five months.

Sustainability Report 2023

Guarantee for
Raw Material

segments, inwhich a total of 20
videos (approx. 10
to 20 minutes per

New personnel incharge of departmentsthat obtain Certificates

Delivery method

Library

21

68

Persons in charge of66

Training on

development/quality
control/purchasing at
development

Standards Related
to Raw Materials

departments/raw
materials

and Labelingdepartments/production
promotion departments
and production plants,

Understanding raw
material productcertificates andrelated quality
assurance standards

Explanation ofcontent andverification ofunderstanding
through a web
test (e-learning
system)etc.

70

Message fromthe President

Name of theseminar

The Nissui Group’s
Sustainability Initiatives

Target<Rough Guide>

Details of the training
seminarThose from productIntroduction torecent regulatory
revisions related torawmaterials/labelingTraining on Raw
Materials/Labelingdevelopment,
production, sales, andIntroduction ofnear-miss incidents

Topicsother related
departments

andcountermeasuresrelated to raw
materials/labeling

Targets and Results

Delivery method

Participants
in FY2020

Participants
in FY2021

Environment

Participants
in FY2022

SocialGovernance

Library(2) Quality Control
The factory sites receive raw materials and manufacture products. The quality of the products to be delivered to customers
are created at strictly-controlled production sites.

Explanation ofcontent andverification ofunderstanding
through a web
test (e-learning
system)--229

within the Nissui
Group

Employee�Clothing
All employees change into the prescribed work uniforms before entering the production sites. These work uniforms also playa part in maintaining quality.

Training�at�the�Plants
Plant workers who actually come into contact with the products and support manufacturing receive a training that is more inline with the production site. Even new employees on their first day of work have the duty to maintain quality. There is noroom for compromise. Such a production site is created by the concerted efforts of all employees.

New Employee Training
This basic seminar is attended by all employees assigned to work at the plant. They learn the basics which are required of
employees who are responsible for maintaining quality including appropriate clothing, rules for entering the plant, handwashing, etc., not to mention labor safety.

Rules�on�Entering�the�Plant
There are rules that must be followed when entering the plant. These rules must be followed even when the worker is in ahurry.

Health Check Chart
The health of the worker is checked every day. Does the worker have a fever? Does theworker have diarrhea? Is there a cut on the hand? And so on. The worker must checkmultiple items before entering. The plant cannot have product contamination by even one

Matters Relating to Quality Communicated at the Sites

worker who is ill. To maintain one’s health every day is also another important mission of aworker who works at the plant.

The plants operate every day and produce numerous products. Employees at the sites, when they come to work, always
receive communications on quality-related topics and precautions from their site leader. Nissui ensures that such matters arecommunicated to all employees at the production sites which operate every day.

Sustainability Report 2023

71

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Hair Roller

Environment

SocialGovernance

Library

Food�Defense

Hairs stuck to the work uniform are removed using a sticky roller.

As many employees work in vast spaces within the plant, early detection of “anything out of

There are also rules for using the roller. The rules are illustrated so that foreign workers who do not speak Japanese will also

the ordinary” is essential. To this end, cameras have been set within the plant to guard theunderstand. Additionally, each worker checks the mirror to confirm that the uniform is not disheveled and that no hairs are

employees so they can work properly.

sticking out of the hat.

Furthermore, storage areas for detergents used in washing and drugs used in testing arestrictly kept under lock and key and only a few people are allowed the use of the key. Insuch cases, also, records of opening and closing the locks are taken.
Moreover, a number of production plants have vein authentication and fingerprint
authentication management systems to monitor who came into the plant and at what time.
More of the domestic plants of the Nissui Group will adopt this system down the road.

(3) Inspections
Nissui only uses raw materials that have been confirmed for safety in manufacturing its products. It also conducts

Hand-Washinginspections at each stage from raw materials to the finished product to confirm that it conforms to the standards. These
inspections encompass a wide variety of items and inspection methods, and require specialized knowledge and technology.

There are also rules for washing their hands, which is important for workers handling food.

Therefore, in order that inspectors are always able to carry out proper inspections, Nissui promotes “Excellent Lab” program,Workers wash their hands according to a timer which has been set to a designated time.

a system that allows inspectors to acquire the necessary knowledge and inspection skills.

These rules are also illustrated with photos so that they are easily understood.

Excellent�Lab
The Nissui Group production plants nationwide all have inspection offices. Excellent Lab program is carried out mainly by

Objects Which May Be Brought into the Plant
Workers basically enter the plant without bringing anything in. However, there are certain things which are required in thecourse of operations, such as when records or photos must be taken, that are allowed on site. All objects must be made ofmetal to prevent fragments from entering the product, in the unlikely event that the object breaks.
(Note): As all products go through a metal detector in the final process, any metal contaminant will be found.

the Food Safety Research Department in order to enhance the reliability of the inspection offices. Through standardized
inspection manuals, the setting of facility standards, skill certification of the inspectors, precision control tests, and levelspecific seminars, we are raising the level of the entire Excellent Lab. Excellent Lab program has also been introduced atcertain overseas plants including China, as well as Japan.

Inspection Manual
Manual content is reviewed on a regular basis, and the latest version is always available forreference at each inspection office. To ensure that all inspection offices maintain the same level of

Checking�System
Various checks are carried out in the plant. Several dozen items are checked in the process of making a single product,

accuracy in their inspections, a dedicated medium for the Excellent Lab is used and reagents are
specified. This medium is packaged in single-use packets eliminating the need for measuring aswell as preventing errors on the part of inspectors and saving time.

including the type of raw materials, the weight, the composition, the order, the time, the heating temperature, the coolingtemperature, the print on the wrapping, the condition of the machine, etc. All of these items are double-checked, including
person-to-person checking and machine-to-person checking. Furthermore, subsequent checks of the records are made by
the administrator.
Errors will inevitably occur if checks are conducted by a single person. Machinery may also malfunction if we depend solely
on machines. We have a system in place in which checks are always conducted by several different eyes at every stage, inthe case of emergencies.

Sustainability Report 2023

72

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

Certification of the Inspectors’ Skills

SocialGovernance

Library

Precision Control Tests

To ensure that inspections are carried out by inspectors with a certain level ofIn order to confirm the testing precision of the inspection offices, precision control

knowledge and skills, inspectors are registered and the skills of each inspector

tests are conducted once a year. Specimens distributed by the Food Safety Researchundergo certification. When employees are first assigned to the inspection offices,

Department are individually tested by each inspector, and the results are statisticallythey receive instruction under the inspection office’s OJT program. After the

analyzed by the Food Safety Research Department and communicated back to theemployee becomes capable of carrying out most inspections on his or her own, he orinspectors. These results are used to verify the continuity of skills in inspection offices

she is certified as an A-level Inspector. Proficient inspectors who have acquired aand to improve inspection procedures.

certain level of experience are certified as M-level Inspectors and inspectors capableof carrying out even higher-level tests are certified as E-level Inspectors. Inspectors

Overseas Development

must undergo written and skill tests to be promoted to the next level of inspector. In
fiscal 2022, M-level and E-level certification workshops were held, and a number of

The overseas plants that manufacture the products imported into Japan are also training their inspection offices using

inspectors were promoted.

similar systems. In China, Qingdao Nissui Food Research and Development Co., Ltd. and in Thailand, the Quality Control
Section Thailand of the Quality Assurance Department, are leading efforts to provide testing instructions to local plants.

Number of Inspectors by Level

Definition

A-level Inspector

M-level Inspector

Capable of carrying out

Capable of providing
instructions to inspectors

designated tests

E-level Inspector

Capable of carrying out tests of a highdegree of difficulty, and is proficient in
all required tests

aiming to become A-level
Inspectors(4) Communication
We stress the importance of listening to the candid comments of the customers, and also believe that providing accurate
information to customers is essential. We aim to create superior products based on the voices of the customers in order to

As of March 31, 2021
(Number of inspectors)
As of March 31, 2022
(Number of inspectors)
As of March 31, 2023
(Number of inspectors)

42

59

24

36

59

22

34

60

25

enhance customer satisfaction.

System�for�Listening�to�Customer�Comments
The Nissui Customer Services Center is where we can speak directly with the customers who have purchased our products.

Communications Between Inspectors

Currently, we receive comments by phone and via email. We not only receive complaints but also questions, confirmations
and commendations. Whatever its content, each comment is a valuable piece of information for us.
Nissui Customer Services Center (Phone number): 0120-837-241

The Excellent Lab emphasizes communications between the inspectors throughvarious exchange events and the exchange of information. Inspectors periodicallygather at venues around the nation and hold Excellent Lab Promotion Meetings. In
fiscal 2022, Excellent Lab Promotion Meetings were held remotely, with 82 inspectors
participating over the 15 sessions. Efforts are being made to maintain and improve thelevel of inspections by implementing activities such as aligning perspectives on
inspection methods and assessment criteria, sharing information on new inspection
techniques and promoting communication between inspectors.

Product�Development�Based�on�the�Voices�of�the�Customers
The “Customer Satisfaction Improvement Subcommittee” is held six times a year to share the comments provided by thecustomers. There are many cases in which product specifications were changed as a result of the discussions by thesubcommittee. We value the perspectives that are unique to the general customer and utilize such perspectives in creatingsuperior products.

Sustainability Report 2023

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Health and Nutrition Initiatives

Environment

SocialGovernance

Library

Targets�and�Results
The targets and results specified in the long-term vision, “Good Foods 2030,” and in the mid-term business plan, “Good
Foods Recipe1,” are as follows. Nissui intends to continue development of designated Health Category Products by 2030,

Many industrialized countries, including Japan, are entering the stage of an aging society. While the average life expectancybuilding on the strengths it has accumulated since its establishment, such as access to marine raw materials and R&D.

continues to increase, there is a growing interest in not just increasing the average life expectancy, but also how to extend
Target by 2024
Mid-Term
Business Plan
"Good Foods

what is called “healthy life expectancy.” The Ministry of Health, Labour and Welfare's “Healthy Japan 21 (2nd stage)” strategy
calls for the extension of healthy life expectancy as its first basic direction, and primary prevention—the prevention of
diseases before they occur—is of crucial importance to achieving this.
As a food company, the Nissui Group has a responsibility to deliver health to everyone through food. We are committed to

Values/Themes

Indicators

Scope

research and development of healthy ingredients and products that make use of the bounty of the sea, and contribute toTarget by

Recipe1"

2030
Long-Term
Vision"Good Foods(FY2022FY2024)

2030"(-FY2030)

KPIs

KPIs

Results

Expanded by

Expanded by
300%

100%

FY2022solving a variety of challenges when it comes to health.
Ministry of Health, Labour and Welfare's “Healthy Japan 21 (2nd stage) (in Japanese)”
National Institute of Health and Nutrition
Social Value

Basic�Approach/Promotion�Framework
Basic Approach
The Nissui Group states as follows in its Declaration on Action of Sustainability: “We utilize bounty of the sea and provide
the delights of foods and the rich and healthy lives through the innovation.” Based on this approach, we will take advantage
of our unique technology and bring health to people around the world from sustainable marine resources.

Solve healthproblem

Sales of designatedHealth Category
Products(Compared to
FY2021)The Nissui
Group

130%

Health Category Products (Definition)
Products that fall under the category of “Broader perspectives of health (Note)” defined by the Nissui Group, and support
customers’ healthy lifestyle through innovative food solutions verified by either the national government, academic societies,
or Nissui (examples: EPA/DHA, Protein of Fast-twitch skeletal muscles, salt reduction).
(Note) Broader perspectives of health: A health concept aligned with either (1) target items set forth in “Healthy Japan 21” by the Ministry of Health, Labour andWelfare, or (2) “Recommendations for Extending Healthy Life Expectancy Based on Cross-Disease Evidence” by the Japan Health Research Promotion Bureau.

Promotion Framework
The Nissui Group has set the resolution of health issues as one of its long-term priority management themes until 2030. We
will launch projects in-house and seek to expand Nissui products in the field of health.
Declaration on Action of Sustainability
Long-Term Vision

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Initiatives�for�Solving�Health�and�Nutrition-related�Issues

1. Initiatives Linked to Targets of the “Healthy Japan 21 (2ndstage)” Strategy

Environment

SocialGovernance

Library

2. Other Initiatives
For Customers Who Wish to Choose a Vegetarian Diet
In response to the diversification of attitudes toward food and the growing interest in health, processed foods that replace
livestock meat with plant-based ingredients are gaining attention. Nissui has launched a series of products using its

Target: Nutrition and Dietary Habits; Cardiovascular Disease; and Achieving
Extension of Healthy Life Expectancy

proprietary soybean meat, “VEGETABLE MEAT,” and is actively working to make it an option for customers who want tochoose a vegetarian diet.

<EPA (Eicosapentaenoic Acid)>
EPA is a type of n-3 highly unsaturated fatty acid found abundantly in the fat of fish, and is an essential fatty acid that the
body cannot easily produce. Using our own food processing technology, Nissui has developed fish sausages and other

Responsible�Labeling,�Promotion,�and�Marketing

healthy products that contain EPA and other functional ingredients derived from fish, which we then offer to our customers.
In addition, Nissui contributed to the development of the world's first EPA pharmaceuticals (therapeutic agents for
hyperlipidemia and arteriosclerosis obliterans) through joint research with Chiba University School of Medicine since the

Policy1980s and with Mochida Pharmaceutical Co., Ltd. Currently, Nissui is responsible for supplying raw materials for high-purity

The Nissui Group states in Article 1-7 of its “Quality Assurance Code” that: “Information about the origin and source of the

EPA pharmaceutical products.

raw materials, allergenic substances, nutritional components, and production processes etc. shall be provided correctly andclearly to the consumers.”<Sodium reduction>
Excessive sodium intake raises the risk of diseases such as hypertension, stroke, and stomach cancer. Since processedmarine food are associated with high salt content, we have started basic research on aroma and taste. We are working on
the development and practical application of ingredients that provide a strong salty taste and methods for manufacturing
products that do not lose their flavor despite a reduction in the sodium content.

Target: Children's Health; Mental Health<DHA (Docosahexaenoic acid)>

Furthermore, we have established a “Basic Policy” within the “Standard of labeling” in the “Quality Assurance Standards.”
The “Standard of labeling” also sets various other standards for labeling, including product names, product descriptions,bulk labeling, nutritional information labeling, and allergy labeling.
In addition, the Ethical Behavior Standards states in the section entitled “Compliance with the Act against Unjustifiable
Premiums and Misleading Representations” that: “We will comply with legal requirements when offering goods, money, orother premiums to customers. In addition, we will advertise and label our products and services truthfully and will not
mislead consumers.
Quality Assurance CodeDHA, like EPA, is a type of n-3 highly unsaturated fatty acid found abundantly in the fat of fish, and is an essential fatty acidthat is not readily produced by the body. It is found in abundance in the human brain and in the nervous system, and isStandard of Labeling - Basic Policy

considered to be a particularly important nutrient for children during their developmental stages. At Nissui, we utilize DHA
as a raw material for infant formula and also provide DHA drinks that are easy for children to drink.

Ethical Behavior Standards

Target: Health of Elderly People; Extension of Healthy Life Expectancy; andNutrition and Dietary Habits<Alaska pollock fast muscle protein>
One health issue faced by an aging society is the problem of sarcopenia, which is the loss of muscle mass due to aging, andfrailty - a decline in physical function. Our research on the fast-twitch muscle protein found in Alaska pollock has shown thateating pollock protein increases muscle mass and strength, and we are developing products that use these ingredients.

<DHA (Docosahexaenoic acid)>
Decline in cognitive function is also a challenge for an increasingly aging society. DHA has been reported to have a positiveeffect on the maintenance of cognitive functions, and Nissui has developed a DHA-based drink that takes advantage of thisfeature. By utilizing the technology we have developed to suppress the odor of fish oil and the processing technology tosuppress the progress of oxidation, we have created a product that is easy to incorporate into daily life.

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

List of Japanese Laws Regarding Labeling that the Nissui Group Must Comply
With
Item

Law

Environment

SocialGovernance

Library

Avoiding Misleading Illustrative Representations
When creating illustrations of product materials, etc., we take care to correctly depict the ingredients. To avoid depicting thewrong type of product or ingredient, we always check the actual ingredients before representing them in an illustration.
[Example]

Product claims labeling

Act against Unjustifiable Premiums and Misleading Representations, Unfair Competition
Prevention Act, Trademark Act, Design Act, Copyright Act, Fair Competition Code (other thanbulk labeling), Health Promotion Act, Local government ordinances

Bulk labeling, allergy labeling

Food Labeling Act, Measurement Act, Fair Competition Code (related to bulk labeling)

Caution indications, warning
indications

Product Liability Act

Identification labeling of containers

Containers and Packaging Recycling Law, Law for Promotion of Effective Utilization ofand packaging

Resources

Pharmaceutical labeling

Pharmaceutical and Medical Device Act(Before modification) To identify it more easily as cheese, holes were added to the surface.
(After modification) After checking, it was found that the actual cheese used was one without holes in its surface. Therefore,
the illustration was corrected to show cheese without holes.

Beforemodification

After
modification

Employee Training
In the “Basic Quality Control Seminar”, one of the employee education programs provided by the Quality Assurance

Bulk Labeling, Allergy Labeling
Product information is communicated to customers through product packaging. We have established internal standards forconveying product information with an emphasis on easy-to-understand and easy-to-read packaging.
Allergens, including the 28 required to be listed, are displayed in large, easy-to-read colors also outside the batch labeling ofingredients.
In addition, our fish sausages and paste products do not contain eggs. For those who are allergic to eggs, we put an “eggfree” mark on the package to inform them that our products are safe to eat.

Department, we also conduct training on labeling standards (once a year).
Training Sponsored by the Quality Assurance Department

Auditing
Through the acquisition and renewal of FSSC22000 and other certifications, we also undergo external inspections for ourlabeling.
See here for the status of business locations that have acquired certification

Whistleblowing System
We have established a Whistleblowing System to identify any violations of standards.
Initiative to Identify Compliance Issues “Overview of Whistleblowing System”

Text Size
In accordance with the Food Labeling Act, bulk labeling and nutritional information labeling for all products are generally
written in 8-point type or larger. However, if the display area of the container or packaging is 150cm2 or less, 5.5-point typeor larger can be used.

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Research and Development to Enrich Lives

Environment

SocialGovernance

Library

Research�into�the�Effects�of�EPA�on�Exercise
Nissui has been engaged in the research, dissemination and awareness-raising of EPA

Technology�for�a�Tasty�Way�to�Cut�Back�on�Salt(eicosapentaenoic acid) by focusing on its effects on exercise, including enhancing
endurance. At the National Dieticians Conference (sponsored by the Japan Dietetic
Association) held in August 2017, Nissui explained the mechanism in which EPA raises the

As society ages, it has become more important than ever to prolong one’s healthy life-span, i.e. the period in which one isable to live in a healthy condition. Salt (sodium chloride) not only is an essential nutrient for man but also plays an
indispensable role in making foods and beverages “tasty.” However, when consumed in excess, it can lead to a host of

efficiency of oxygen delivery to the body. Furthermore, beginning with the sponsorship of
the Japan Masters Swimming Association in 2013, Nissui has been developing the “SPORTS
EPA” brand which supports athletes.

illnesses including high blood pressure.
SPORTS EPA (in Japanese)
This is the reason why Nissui came up with its unique technology to boost the taste of salt. Previously, reducing the salt usedin foods and beverages had the effect of compromising the taste. However, with this technology, ingredients that boost thetaste of salt are added and as a result, the taste of salt can be fully enjoyed even when the amount used is reduced. It is atechnology that allows for the taste of salt to be enjoyed while cutting back on the salt content.
Taste Research for a Better-tasting, Healthier Daily Diet

Research�of�the�Functions�of�White�Fish
Since 2009, Nissui has been taking part in the Cabinet Office’s Cross-ministerial Strategic Innovation Promotion Program asa cooperating company and conducting research on the functions of white fish. Research has proven that the protein in
Alaska pollock has numerous benefits.
In March 2018, Nissui launched the Alaska Pollock Protein Society, establishing a research framework comprising 12
universities and research institutes, and has been engaged in joint research. Nissui presented the results of five research
projects of this Society at the Japanese Society for Amino Acid Sciences held in October 2019.
Related press release (in Japanese)On the Muscle Augmentation Effects of Alaska pollock Protein
In human clinical trials with women of 65 or older, who are said to lose on average 1.0 to 2.0% of fat-free mass (an index formuscle mass, represents total mass including organs and muscle) a year, as test subjects, by consuming the protein of
Alaska pollock every day and leading a normal life without exercising, an increase in fat-free mass was confirmed after
consumption of the protein, indicating an increase in muscle.
Muscle Augmentation Effects of Alaska pollock Protein

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

Library

For the Employee
Top Message
We will promote diversity &inclusion to translate diverse values
into innovation and value creation.
Representative Board Member,President & CEO
Nissui Corporation

The Nissui Group, which has selected "Aim to be a company where diverse human capital play an important role to address
the social agenda" as one of its key issues, is aiming at being in a state where, by 2030, it is generating innovation that willlead to value creation by utilizing diverse human capital and providing opportunities for such human capital to demonstrate
the fullest potential. While diversity is comprised of various elements, our first step at Nissui will be to promote women's
empowerment as a matter of priority.
Given that diversity is an important management issue for a company, we joined the "30% Club Japan" in support of theobjective of its activities in 2021, in order to bring about greater gender diversity in our decision-making body. Whilelearning from actions that will help resolve issues, we will promote women's participation in the management of Nissui.
Although it may take some time, we believe that the best way is to raise the ratio of female recruits and develop aframework that enables them to play a greater role and thereby increase the ratio of female managers and select officers
from within the company, instead of just increasing female outside Directors for the sake of achieving the target.
For the expansion of overseas businesses, it is indispensable to develop global personnel with the ability to build good
relationships and yield results with people with diverse values in any complex and uncertain business environment aroundthe world. We will aim to boost the capabilities and draw out the full potential of each and every employee by such means as
hiring and training candidates based on a business plan in each business, preparing career paths and training methods forthem as global personnel from the time they join Nissui, and getting them involved in exchanges including Group companies
outside Japan.
In order to deal with diversifying customers' needs and social issues, we will continue to promote diversity & inclusion into
the future, to enable the translation of various values into innovation and value creation that create new businesses.

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

Employee Engagement

SocialGovernance

Library

Engagement�for�Individual�Growth�and�Organizational�Growth
Our employee engagement survey was first conducted in FY2021 to measure our status in the practice of “diverse humancapital playing an important role,” one of the themes of our vision toward 2030. Based on the survey results, we will

Nissui believes that the most important factor in increasing corporate value is “human capital.” Our continued sustainablegrowth depends on our employees’ engagement. We support our employees to be able to fully demonstrate their potential,

implement necessary measures to raise employees’ motivation for proactive contribution to the Company and to improve
the organizational culture and workplace atmosphere.

feeling a sense of reward and job satisfaction toward the success of our mission through proactive work. We will use theresults of employee engagement surveys to promote organizational and corporate culture reforms, leading to the growth ofindividuals and the organization as a whole.

Targets�and�Results
The targets specified in the long-term vision, “Good Foods 2030,” and in the mid-term business plan, “Good Foods Recipe1,”
are as follows.

Values/Themes

Indicators

Scope

Target by 2024
Mid-Term
Business Plan
"Good Foods
Recipe1"(FY2022FY2024)
KPIs

Target by 2030
Long-Term
Vision"Good Foods

Diverse Human Capital Playing an Important Role (Definition)
FY2022A work environment where people with various values perform their duties proactively and independently, demonstrating

2030"

strong potential in their respective fields of expertise.

(-FY2030)

KPIs

Results

Coming together with people with various values

Employee
Value in
Human
Capital

Employeeengagement

engagement score(Note)(Compared to
FY2021)

Keyword

Nissui
Corporation

Improved by
10%

Improved by

Improved by

20%

1%

Maintaining a backcasting based approach.
To be able to draw one’s own vision and perform one’s own duties autonomously.
Demonstrating strong potential in one’s field of expertise.

(Note) Employee engagement score: The score represents the “trust and contribution” between the company and its employees based on a survey which measures
employees’ commitment, contribution motivation, and loyalty, mainly covering the corporate philosophy, scope of business, and organizational culture. This is to check
whether individual growth and organizational growth are attained simultaneously.

Dialogue with Management Team
Starting in FY2022, we hold “One Table Meetings” where the President engages in dialogue
with employees in Nissui and its Group companies in Japan. Through dialogue, we work toclearly convey our intention for rebranding and transformation, promoting our mission andlong-term vision, and deepening employees’ understanding of our mid-term business plan.

Career Development Support
Recognizing that organizational growth relies on self-direction and action by each and every employee, Nissui has been
implementing various personnel policies based on our “Independence and Autonomy” policy. We promote our employees’
career development through the “career interview system,” in which employees review their career objectives throughinterviews with their supervisors and discuss what they can do and what they will do in the future to meet their career goals.
In FY2022, we also started a “job rotation for career development” in which employees are transferred proactively to
improve their job skills during their first ten years with the Company, as well as “career development meetings” conducted ineach department.

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Work Style Reform

Environment

SocialGovernance

Library

Promoting�the�Taking�of�Paid�Leave
As part of efforts to create a comfortable and rewarding workplace, Nissui is engaging in initiatives to make its employees
take leave in a planned manner and pursuing a balance between work and personal life and improvement in health among its

Promoting�the�Teleworking�System,�etc.

employees. Nissui has set a Group-wide common target for the rate of leave taken as well as days recommended for taking
leave; each individual prepares his/her plan for taking annual leave and shares his/her schedule for taking leave within

In order to realize styles of work that are not constrained by time or location through the

his/her department, which helps in coordinating work in advance and assists in progress management of leave taken.

use of IT and communications technologies, the Nissui Group has adopted a teleworking

While seeking to further improve the rate of leave taken, Nissui responded to employees’ requests to retain their holiday

system and increased the maximum number of full days allowed for telework to three days

entitlements in case they must suddenly take time off work due to an illness by creating a new system of short-term leave

per week since April 2021.

for non-occupational injuries and diseases called “Anshin” Leave in fiscal 2019, thus enabling employees to take paid leave in

In addition to this, since July 2021, core hours in the flextime system have been abolished,and employees have been allowed to take annual paid leave on an hourly basis; by
combining them with telework, Nissui is promoting further improvements in operational
efficiency and work-life balance.
Furthermore, in January 2022, Nissui introduced a system to allow employees who havethe event of an emergency separately from their holiday entitlements. Nissui is encouraging its employees to take leave
Office-wide Teleworking Day at
Nissui’s Head Officemore proactively by enhancing its leave system.

Number of Days of Paid Leave Taken

certain reasons for striking a balance between work and home life (e.g., child-raising, nursingcare) to work exclusively in the form of telework as a general rule, regardless of the cap on
the number of teleworking days allowed (i.e., three days per week), in order to develop aworking environment in which diverse human capital can play an active part.
Going forward, Nissui will continue its efforts to shift to new styles of work that enable eachand every individual to boost his/her productivity and gain a real sense of fulfillment from
his/her work.

As of March of each year
Scope: Nissui Corporation

Support�of�Striking�a�Balance�Between�Child-raising�and�Work“Kurumin” Mark Certification
Nissui has been formulating action plans based on the Act on Advancement of Measures to
Support Raising Next-Generation Children since 2005 and in May 2010, it received the"Kurumin" Mark Certification from the Minister of Health, Labour and Welfare, which isawarded to companies that support child-rearing.
In fiscal 2021, for the fourth time in a row, Nissui received the ‘Kurumin 4 Star’ certification.
At the present time, Nissui is engaged in initiatives to achieve the goals of our Sixth Phase
Action Plan. Nissui is committed to introducing various measures to be a company in which

Next-Generation Mark
(Nickname: “Kurumin”)

both men and women are able to balance their work with childcare.
Ministry of Health, Labour and Welfare "Information site to support efforts to balance workand home life: The Plaza of Support for Both" Action Plan (in Japanese)(note) “Kurumin” mark: Companies and national/local governments are mandated by the Act on Advancement of Measures
to Support Raising Next-Generation Children to formulate an action plan to support the healthy birth and growth ofchildren, who will be shaping our society for the next generation. It is a certification mark awarded to companies that haveachieved the targets set in their action plans and met certain standards.

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Sixth Phase Action Plan (Plan Period: 3-year period from April 1, 2023 to March 31, 2026)
Details

Initiatives

Environment

SocialGovernance

Library

Promoting the Taking of Childcare Leave
Nissui aims to achieve a 100% utilization rate of childcare leave in order to create a workplace where both men and women
can work comfortably. For male employees who have had children, Nissui will encourage them to take childcare leave andObjective 1

Raise the rate of male employees taking leave forchildcare during the plan period to 100%

(1) Conduct a survey of employees who were unable totake childcare leave, analyze factors that contributed totheir inability to do so, consider measures to address theconfirm their intention to take the leave, and for division heads and department managers, Nissui will encourage anissues, and implement appropriate actions.
(2) Provide eligible individuals with a guide to childcare

childcare leave.

leave and ensure awareness of childcare-related policies
and programs.
(3) Enhance in-house promotions to raise the level ofawareness among employees of the need for maleunderstanding of the necessity of having employees take childcare leave and encourage them to promote the use of

Number of Employees Taking Childcare Leave

employees to participate in childcare.
(1) Each individual plans to take 80% of the number ofdays granted to them in the current year, and enters andupdates their annual vacation plan in the company
intranet personal calendar.
(2) Foster an environment in which it is easy to makeplans to use leave by setting up common in-house

Objective 2

Raise the rate of annual paid leave taken by each
employee to 80%

recommended days for using leave and a recommended
period for using consecutive summer leave.
(3) Check with Human Resources Department on thestatus of plan input and check the status with department
heads and their immediate bosses as necessary.
(4) Post utilization rates by department on the company
intranet every month.
(5) Share information on the status of utilization by
department and promote the taking of leave (3 to 4 times
a year)(1) Support a smooth return to work after childcare leave

Objective 3

Continue to provide training and improve an internal

for both male and female.
(2) Send employees to external training programs toenvironment to support balancing life events with careerdevelopment.

provide role models for women in the childcare phase.
(3) Provide ongoing training for supervisors withsubordinates in the childcare phase and foster anorganizational culture.

As of March of each year
Scope: Nissui Corporation

Assisting Female Employees on Childcare Leave in Returning to WorkIn March 2020, Nissui introduced return-to-work career interviews between employees and their superiors, utilizing the"Interview Sheets for Employees Returning to Work from Maternity and Childcare Leave." Nissui's ongoing support -which isprovided not only at the time of returning to work but also over the career resumption period of six to twelve months after
returning to work- has been received favorably.

Initiatives by Cité Marine S.A.S.
Cité Marine S.A.S. (France), a member of the Nissui Group, set up a nursery in October 2020,
for the purpose of creating an environment that is pleasant to work in even while employees
are raising children; 20 children of employees go to the nursery.

Supporting�the�Balance�of�Nursing�Care�and�Work
Nissui has a nursing care leave program, in which 10 days of leave per year is allowed to employees with one person in theircare, and 20 days per year for employees with two persons or more in their care. Nissui holds nursing care seminar and has
established specialist consultation counters where employees can receive consultation free of charge via phone and email bycontracting with agencies specializing in nursing care.

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

Library

Various�Systems�to�Support�Diverse�Work�Styles
ReasonChildcare

SystemLeave for preparing forchildbirth

Description
An employee can take leave on a full-day or half-day basis for up to 15 days while the employee
or the employee’s spouse is pregnant until two weeks after the birth of a child. Both male andfemale employees can take leave at times of poor physical condition (e.g., nausea of pregnancy)
and when undergoing medical examination, etc., including accompanying their partners. An
employee can take leave out of his/her accrued leave.

ChildcareChildcareChildcareChildcare leave

Childcare leave can be taken by male employees as well, and is treated as paid leave for up to
five days.

Leave for childbirth byAn employee can take special paid leave for up to two days in cases where his spouse has given

spousebirth to a child.

Leave for taking care ofsick children

In cases where an employee has to take care of his/her child of primary school age or younger
due to injury or illness, or in cases where an employee has to make such child receive avaccination or undergo health examination, he/she can take leave on an hourly basis for up to
five days in the case of one child or up to ten days in the case of two or more children. An
employee can take leave out of his/her accrued leave.
An employee can take leave on an hourly basis for up to 10 days in the case of one person in

Nursingcare

Nursing care leave

his/her care or up to 20 days in the case of two or more persons in his/her care. An employee
can take leave out of his/her accrued leave.

Nursingcare

Extended nursing careleave

An employee can take extended nursing care leave multiple times for a total of up to one year
and six months per eligible family member in his/her care.

Childcare

Shortened-workday

An employee can use this system for a maximum of seven years in total, including childcare

systemleave, until his/her child completes the third year of primary school. An employee can also use
the shortened-flextime system.

Nursing
care

Shortened-workday
systemAn employee can use this system for a maximum of three years per person in his/her care. An
employee can also use the shortened-flextime system.

Universal

Flextime system

Applicable to employees other than some employees, such as plant workers.
Applicable to all employees other than some employees, such as plant workers.
This system can be used on the grounds of making operations more efficient, promoting health

Universal

Teleworking System

and welfare, and striking a balance between work and family.
Telework, which means working without attending the workplace, is capped at three times per
week.

"Anshin" Leave (ShortUniversal

term Paid Leave for
Non-occupational
Injuries and Diseases)

Each fiscal year, an employee is granted five days of paid leave that can be taken when he/she
has suffered short-term non-occupational injury or illness (e.g., cold) and has difficulty coming
to work.

Universal

Refreshment leave

An employee is entitled to take leave for five consecutive days when the length of his/her
service has reached 10, 20 or 30 years. Such an employee is also paid a grant.

Universal

Abolition of core timeCore hours in the flextime system were abolished, and the start time of work was also pushed
back to 5:00 onwards.

Taking paid leave on an

All employees can take paid leave not only on a full-day basis and half-day basis but also on anhourly basis for up to five days per year. Employees can take hourly leave at the beginning of

Universal

hourly basis

Sustainability Report 2023

the workday, mid-day (once per day) and at the end of the workday.

82Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Diversity & Inclusion

Environment

SocialGovernance

Library

Targets�and�Results
The targets and results specified in the long-term vision, “Good Foods 2030,” and in the mid-term business plan, “Good
Foods Recipe1,” are as follows. We seek to foster a robust organizational culture in which diverse human capital can explore
the unknown by promoting Diversity & Inclusion.

The Nissui Group, which has selected "Aim to be a company where diverse human capital play an important role to address
Target by 2024
Mid-Termthe social agenda" as one of its key issues, is aiming at being in a state where, by 2030, it is generating innovation that willlead to value creation by utilizing diverse human capital and providing opportunities for such human capital to demonstrate
the fullest potential. Based on the view that the proactive introduction of diversity will stimulate the organization and also
Values/Themes

translate into business development, we are developing human capital geared to actively tackling global and local social

Indicators

Scope

Business Plan
"Good Foods
Recipe1"

Target by 2030
Long-Term
Vision"Good Foods(FY2022FY2024)

issues through our business activities. Furthermore, we aim to be a company in which diverse human capital can improve

FY2022

2030"(-FY2030)

themselves by encouraging and learning from each other and play an important role through such efforts.

Ratio of female
manager

Promotion�Framework�-�The�Diversity�Subcommittee
The Diversity Subcommittee has established two working groups - the “Women's Empowerment Working Group” and theValue in
Human

Promotion ofactive female

Capitalparticipation

Ratio of female
executive officers

KPIs

Results

10%

20%

6.8%

10%

20%

3.1%

Nissui
Corporationand generalmanagers“Employment of Persons with Disabilities Working Group.” Led by executive officers, these working groups gather members

KPIs

from different departments to promote diversity and inclusion within the company.

Sustainability�Committee
Chair: President & CEO
Members: All of the Executive Officers andthe Outside Board Members
Secretariat: Sustainability Department
Report to: Board of Directors
Holding frequency: Six times a year

Gender�Diversity�in�the�Company's�Decision-making�Body
On January 18, 2021, Nissui joined the 30% Club Japan in support of the objective of its
activities.
The 30% Club Japan believes that a healthy gender balance in a company's decision-making
body will not only enhance corporate governance but also facilitate sustained growth, boost
international competitiveness, and in turn, help build a sustainable Japanese society. Basedon this belief, its goal is to increase the percentage of female directors at the TOPIX top 100

Diversity�Subcommittee

companies, which was 12.9% as of the end of July 2020, to 30% by 2030.
TOPIX Presidents' Association, which is a community of the 30% Club Japan, has started

Consists�of�two�working�groups:�The

holding discussions on essential issues that hinder women from playing an active role and is

Women's�Empowerment�Working�Grouplearning from actions that help resolve these issues. At Nissui, we are promoting activities

and�the�Employment�of�Persons�with
Disabilities�Working�Group
Chair: Executive Officer (In charge of
Human Resources Department)
Members: Managing Executive Officer(CFO), Sustainability Department, andseveral representatives selected fromamong members of each working group(based on the theme of each session)
Secretariat: Human Resources Department
Holding frequency: Four times a year

for women's participation in management by setting numerical targets for the promotion of
women to executive officers and general managers.
Participation in External Initiatives

Action�Plan�for�Female�Participation
In April 2022, Nissui formulated and announced the Third Phase Action Plan (plan period: April 1, 2022 to March 31, 2025) todevelop an employment environment in which female employees can play an active part.
Nissui's Action Plan in "Comprehensive Website to Support Women's Active Participation and Balancing Work and Home
Life" by the Ministry of Health, Labour and Welfare (229KB)

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

Library[Striking a Balance of Careers with Life Events]

Quantitative Targets for Third Phase Action Plan
Recruit highly competent human capital without distinguishing between men and women and stably maintain the"percentage of women among recruits" at 50% in each fiscal year.

Training Programs to Consider the Balance of Career with Life Events
Provide Managers with the Skills to Support the Balance of Careers with Life Events of Their Team Members

Make women account for 10% or more of all managers.

We provided training to male and female employees before and after significant personal milestones, to help themMake women account for 10% or more of all executive officers and general managers.

proactively shape their careers around these events. Additionally, training was provided for all managers to support the
career-life balance of male and female employees alike, including promoting paternity leave for male employees andcareer development based around life events.

Results
Management items

TargetFY2022

50%

34%

-

41%

Ratio of female managers

10% or more

7%

Ratio of women in executive officer and general manager

10% or more

3%

Ratio of female among new hires

Past Initiatives[Reform of organizational culture (Reform of managers' mindset)]Communicated the Message from the President and CEO

University graduates or higher

Held an exchange of opinions on Diversity between Takayuki Kawashima, Director of the NPO, Fathering Japan, and five of
the Company’s executives
Held the Female Subordinate Career Development Seminar for superiors
Established the department heads' meeting in the working group for the advancement of women (sales divisions)
Added non-financial items in the evaluation of managers' targets
Gave a diversity management lecture
Conducted diversity training

Key�Initiatives

Diagnosed unconscious bias and conducted e-learning course and workshop
Held a workshop for persons in charge of production divisions

In 2017, we conducted a gender diversity awareness survey targeting all Nissui employees (approx. 1,200 employees). We areformulating measures separately for each of the three issues that have been identified (i.e., reform of organizational culture,reform of employees' mindset, and striking a balance of careers and life events) and translating them into activities in
concrete terms.

Initiatives in FY2022[Reform of employees' mindset]
Held a career workshop with female employees of production divisions of other companies in the same line of business
Established the Female Staff meeting in the working group for the advancement of women (sales divisions), held
workshop
Held “Career Design Seminar” for Female Employees
Held a role model lecture given by female officers of other companies in the same line of business[Reform of organizational culture (Reform of managers' mindset)]
Management Training for Managers with Female Team Members
Training was provided to managers who supervise younger female employees to understand the work environment
affecting these employees and to help understand key considerations related to training and engagement with them.

Dispatched female employees to selective development training
Diagnosed unconscious bias and conducted e-learning course and workshop
Held a workshop for persons in charge of production divisions[Striking a balance of careers with life events][Reform of Organizational Culture and Reform of employees' mindset]
Introduction of a Mentoring Program

Introduced a pre-reinstatement sheet and child-raising status sheet, and expanded the scope of eligibility in terms oftypes of employment
Created a working mothers' network

A mentoring system has been introduced and implemented to create an environment where younger employees can feel
comfortable discussing career, personal and other issues that are difficult to discuss in the workplace.

Examined women's empowerment in the sales division/production division(Interviewed male/female employees in charge of sales who are raising children)
Exchange meeting to strike a balance between work and child-raising

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Initiatives�to�Hire�People�with�Disabilities

Environment

SocialGovernance

Library

Initiative�to�Hire�Foreign�Nationals

At Nissui, we employ people with disabilities in a wide range of workplaces, including administrative departments, factories,

The Nissui Group’s production facilities employ people of many nationalities, and the number of languages that need to be

and sales offices, at about 30 locations in total. While the types of disabilities vary, we strive to create a comfortable work

supported is growing. Efforts have been made to provide multilingual support through the implementation of signage inenvironment where individuals use their unique characteristics and strengths to work and thrive with confidence byvarious languages at these plants. The introduction of multilingual tools using visuals such as pictures and images for clear

providing multifaceted support in collaboration with employees from various departments and occupational health staff.

explanations is being actively pursued to improve the safety of foreign employees and their understanding of work

Furthermore, we have strengthened our cooperation with local governments and support organizations to establish aprocedures and rules.

system that can cover the physical and lifestyle aspects of each individual and we have been responding inquiries about the
Human Rights

obtaining of disability certificates.
Since 2015, to help promote the employment of people with disabilities and streamline operations, the “Business Trust
Team,” which consists of employees with disabilities working in other departments within the company. We have conductedLabor Safety

training to deepen understanding of disabilities, and deepen mutual understanding among employees through appropriate
provision of reasonable accommodation of those with disabilities (Note) by sharing examples of employment of people withdisabilities within the company, holding meetings for managers, and conducting seminars on reasonable accommodation ofthese individuals. Through further improvement of education and training, future-oriented measures, and so on, we willcontinue to promote the secure employment of people with disabilities, which can be achieved precisely because we are
Nissui.
(Note) Provision of reasonable accommodation: Refers to the act of providing necessary accommodations with reasonable effort when a person with a disability (notlimited to disability certificate holders) expresses a need for some form of assistance to remove barriers that present themselves in society. This is mandated as an
obligation for employers under the Act for Eliminating Discrimination against Persons with Disabilities.

‘Hello Work’ Training at Himeji General Plant“Job Supporter of Individuals with a
Mental/Developmental Disability Training
Course”

Tokyo Labor Bureau Employment Interview
Event for People with Disabilities

In-House Case Study and Reasonable
Accommodation Seminar

Senior�Employee�System
Amid the growing demand for stable employment opportunities for the elderly, Nissui is re employing employees who arewilling to work at Nissui after retirement. Their responsibilities are reviewed at the time of rehiring and at contract renewal
by taking into account the skills, aptitude and work experience, among others, and commensurate compensation is also
arranged.
Nissui continues to provide an environment where senior citizens with experience and superior skills acquired over the years
play an active part.

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

Training and Development

SocialGovernance

Library

Personnel�Evaluation�System
To evaluate personnel, Nissui has introduced a system called MBO (Note). Twice a year, on a regular schedule, interviews to

Policies�on�Development�of�Human�Capital�and�Preparation�of�Inhouse�Environmentsalign objectives and interviews to assess performance are carried out. These evaluations are used not only as an evidential
basis for conducting fair evaluations and appropriate placement (transfers, promotions, etc.), but (among other uses) as anevaluation process for developing human capital. By using MBO to align organizational goals with employees’ personal goals,
Nissui aims to motivate individual employees to achieve objectives, thereby boosting both personal growth and

The Nissui Group regards human capital as one of the most important factor in improving its corporate value. Through its
business activities, the Group strives to create opportunities to leverage its diverse human capital, of different genders,organizational performance.
(Note): MBO is an abbreviation for Management by objectives & self control.

nationalities and ages, to maximum effect, giving rise to innovation, organizational motivation and creation of value. As
employees help and challenge each other to improve, we aim to develop them as human capital capable of grappling
vigorously with social issues both global and local. At the same time, the Group is working to furnish workplaces, programs
and other elements of the working environment that enable its employees to work with peace of mind and high motivation.

Performance in the employee’s
area of responsibility andspecific action plans to achieve it

Achievement ofobjectives(performance)

Educational�Programs

Process
objectives(specific actions)

Nissui offers employees a full slate of educational and training programs, so they can continuously improve themselves fromLevel-based action standards
Level of role fulfillment(judged by actions)(Individuals and their supervisors)
・Cross-checking of action criteria
・Shared understanding of
expectations for specific actions

initial placement to final retirement, according to their roles, positions, ages and other factors. The seminar for new
employees is followed up by a series of training sessions. Supervisors and educational staff provide on-the-job training,level-based training and correspondence education, aiming to impart knowledge and skills employees need to reach higher

Process objectives are implemented to achieve
objectives by following expected actions

positions as defined in the organizational hierarchy. The Group implements selective education to prepare for succession,
career training set according to each age group, duty-specific training to enhance specialized capabilities and othereducational and training opportunities. Beginning in fiscal 2023, the Group is also focusing on DX training.

Evaluation by objectives
Training by
employee level

General employee

Training is
conducted toacquire roles/skills
required at eachlevel
Third-yeartraining
Second-yeartraining

Mid-career hires follow-up training

Manager level
and above

Training for
managers

Careertraining

Training todesign one’s
career isprovided forvarious age
groups inorder foremployees toreview theircareers at
variousmilestones
from joining
the company
to retirement.

New employee
training

Correspondence
courses

Diversity
training

Workshops
and training
To support
from various
personal
perspectives
development, are provided tovariousestablish aseminars areworkprovided soenvironmentthat employees and culture, in
can thinkwhich
about choose
employees
what they aremutuallylacking or what
respect
they should
diversity andacquire.
maximize theirpotential.

Global Personnel
Registry System

From among
employees up
to 45 years ofage, by open
recruitment or
recommendati
on, the Group
recruits andtrainscandidates for
global humancapitalbelievedcapable ofactive roles
overseas.

DX training

All employees
are assessedand candidates
for DX humancapital are
carefully
selected basedon the results
for advanced
e-learning.

Trainingby job typeMarketingplanning,sales, andlogistics
group
R&D group

Evaluation by actions(only members of labor union)

Strategic�Hiring,�Placement�and�Transfer�of�Human�Capital
The Nissui Group identifies human capital with top-management potential and cultivates the individuals from an early stage.
We do this by assigning these personnel to a series of positions within Nissui, seconding them to other Group companies,

Production, QA andtechnology
group

and actively dispatching them to Group companies, including companies overseas. Similarly, we develop human capital at

Corporate
administrat
ion group

convenes a succession conference, in which executives and members of the Human Resources Department deliberate on theGroup companies through secondment to Nissui. We clarify the skills and other requirements expected of candidates for the
next generation of section managers in each business. Aiming to establish a pool of worthy candidates, every year the Grouphuman-capital pool and plans for cultivating candidates. Beginning in fiscal 2023, the succession conference deliberates on
succession for executive officers and department managers.
For younger employees, we implement a development rotation. To raise these employees’ ambitions, broaden their work
horizons and strengthen their ability to respond to change, these personnel are provided with experience in multiple
businesses and positions. Through interviews and career development meetings, the Group gauges each employee’s career
aspirations and assesses each one’s strengths, challenges for personal growth, and aptitude. Decisions on transfers are madeby the Human Capital Development Meeting, which is composed of personnel at the director level and above.

Sustainability Report 2023

86

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

Library

Global�Personnel�Registry�System
Nissui has been implementing the global personnel registry system since 2016. Under this system, global personnel in Nissui
are defined as "personnel who can build good relationships with diverse counterparties and yield results in any
complex/uncertain business environment in the world," and candidates for global personnel who will play an active roleoutside Japan in the future are recruited and trained by accepting applications from the general public or throughrecommendation.
The minimum set of skills required for prospective global personnel are: (i) the ability to create value; (ii) the ability to adapt
to different cultures; and (iii) foreign language ability. The system aims to make the candidates acquire such skills bydispatching them to short-term assignments outside Japan, short-term business training programs outside Japan, etc., totrain them into personnel suited for assignments outside Japan.
In fiscal 2023, we are taking several concerted steps to develop global personnel. A number of employees will be dispatchedto short-term assignments at overseas Group companies. Also, continuing from the previous fiscal year, we are conducting
training in management and in understanding of other cultures, through immersion training in English with a view tooverseas assignment. As of March 31, 2023, 77 individuals are registered with this program. We aim to increase this figure to
90 in fiscal 2024.

Sustainability Report 2023

87

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Labor Safety

Environment

SocialGovernance

Library

Initiatives�for�Labor�Safety
Overall policy

Basic�Stance

The Occupational Safety and Health Subcommittee, under the secretariat of the Human Resources Department, compiles
work-related accident trends for the entire Nissui Group in Japan, focusing on the type, severity, and frequency of accidents.

Message from the President

By sharing this information with each department and raising awareness throughout the company, the subcommittee aims
to prevent similar accidents in the future. In addition, each department formulates priority issues and activity plans for the

To kick off safety and health initiatives for fiscal 2023, the president sent a message to all employees, including those atGroup companies, emphasizing that “safety is our top priority.”

fiscal year, and subcommittees periodically report on the progress of these plans to strengthen the safety framework
through horizontal deployment of initiatives.
Nissui expresses the message of “aiming to create a safe and comfortable work environment in which each employee will be

Towards the Establishment of a “Safety First” Principle (PDF) 109KB

able to demonstrate his or her capabilities in a healthy way, fulfill the role assigned to him or her and work energetically.

Details of Initiatives

Promotion�Framework�-�The�Occupational�Safety�and�Health
Subcommittee

FY2021(i) Strengthening of collaboration across the Group (maximize use of the Group's experience and know-how/renewal of the
Safety and Health website)(ii) Promotion of safety activities (raising motivation toward safety issues and creating a sense of awareness ofrisk/introduction of an award system)

The Nissui Group has designated departments in each segment to oversee the Safety and Health Committees of eachbusiness location and established the ”Occupational Safety and Health Subcommittee,” with the heads of each overseeing(i) Instilling the Nissui Group's safety policy (communication of safety messages by the head at each business location,
greater participation of top management in site visits)

department as members. The subcommittee is held once each quarter and addresses various issues relating to “labor
safety,”“work hours” and “harassment” matters of Nissui, including its Group companies. Furthermore, in accordance withFY2022the law, the rate of establishment of Safety and Health Committees has reached 100% for workplaces in Japan with 50 or(ii) Building and enhancing the occupational health and safety management system (introducing and engraining theoccupational safety management system's approach in view of acquiring exterior certification (e.g., ISO45001))(iii) Strengthening collaboration across the Group (making the most of the amount of experience and know-how as a group)

more employees.

(iv) Invigorating voluntary activities at sites (raising motivation toward safety and creating a sense of awareness of risk)(i) Promoting overall activities by establishing focal points and strengthening the secretariat function (identifying key areasof focus based on past accident trends and implementing comprehensive prevention measures, standardizing andstrengthening new employee training, following up on sites with frequent accidents, and on-site inspections bysecretariat patrols).

Risk�Management�Committee
Chair: President & CEO
Members: All of the Executive Officers(ii) Instilling the Nissui Group's safety policy (internal safety declarations by the head of each business, promoting theconcept of safety as the highest priority, and strengthening the participation of top management in on-site inspections)

Secretariat: General Affairs Department
Report to: Board of Directors
Holding frequency: Four times a year

Occupational�Safety�and�Health
Subcommittee

FY2023(iii) Steady implementation of safety initiatives in accordance with the occupational health and safety management system(ensuring the proper operation of departmental PDCA cycles and providing support and expanding case studies forcompanies pursuing external certification (ISO 5001))(iv) Invigorating voluntary activities at sites and strengthening collaboration across the Group (promotion of inter-company
exchanges and maintenance/improvement of motivation of safety personnel through safety meetings and award system,
prompt sharing in the event of an accident and prevention of similar accidents through horizontal sharing of effective
safety practices across the Group).

Chair: Executive Officer (In charge of
Human Resources Department)
Members: Food Products Production
Promotion Department, Convenience Store
Sales Department, Marine Products
Business Department 4, Aquaculture
Business Promotion Department, Marine
Business Strategy Department, FC General
Plant, Supply Chain Management
Department, Technology Development
Department
Secretariat: Human Resources Department

Sustainability Report 2023

Holding frequency: Four times a year88

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and ResultsGroup-wide Activities

Environment

SocialGovernance

Library

FY2022 Initiatives by Department

Since fiscal 2021, the "Nissui Group Safety Convention" has been held as a Group-wide activity with the participation of the

In addition to the translation of educational tools for non-Japanese workers who speak a variety of languages, we are also

President, officers, members of the Occupational Safety and Health Subcommittee and the respective safety management

enhancing safety education using pictograms that do not rely on language, soliciting safety slogans from employees to raise

chiefs and persons in charge of safety at the Group companies.

safety awareness in each department, and conducting video conferences using remote means to track progress of theseAt the Convention, the President announced the "Nissui Group's Declaration of Safety" as his message to all employees ininitiatives.

the Nissui Group in Japan, reiterated that both safety managers and site staff must give top priority to safety in any and all
situations and made sure everyone is on the same page with respect to the importance of safety, in order to realize a

Department

Details of Initiatives"workplace free of work-related accidents in which everyone can work safely with a sense of security."
Education and guidance of basic rules by "Safety School"

In addition, at the convention, Nissui commends safety activities by presenting an award for safety activities conducted by

Safety education before start of working through daily KYT activities

Group companies that are particularly outstanding and widely spreads good examples among Group companies in an effort
Food
Processing

to invigorate safety activities of the Group as a whole. Nissui also makes time for a lecture on safety management given byan outside lecturer to boost the safety management standards on a Group-wide scale.

Food
Products
BusinessGroup

Development of new pictograms that do not rely on language and education for foreigners andnewcomers
Safety patrols using a remote camera during COVID-19 pandemic
Safety education by e-learning (quarterly)

ChilledPrevention of recurrence of accidents involving falls/workers being caught in or compressed (byequipment, etc.)
Promotion of Safety and Health Committee activities

MarineProducts
Processing

Plant inspection in accordance with the Plant Self-Inspection Sheet
Confirming the location of accidents by plant personnel
Implementation of on-site inspections and across-the-board expansion of countermeasures
Promotion of safety and health activities (participation in Safety and Health Committee)

Aquaculture

Fisheries

Raising the standard of safety management in new business locations
Promotion of diving skills training

BusinessGroup

Ensuring that all employees are familiar with the applicable rules and that safety patrols are
conducted.
Fishery

Raising safety and health awareness among employees, and crew members and fishery workers
through safety and health activities (implementation of training)
Continuing educational activities such as KYT and 5S
Ongoing testing and countermeasures against COVID-19 and norovirus
Periodic practical skills training by experienced personnel (to pass on skills to younger employees)

Fine Chemicals Business Group

Reducing risks through near-miss reporting and risk assessment
Information sharing between Tsukuba, Kashima, and Hokkaido Fine Chemicals plants.
Eliminating forklift accidents (operation training, analyses and inspections using drive cameras)

Logistics

Raising safety awareness (sharing of incident cases and thorough implementation of PDCA
measures, etc.)
Reinforcing Safety and Health Committee's educational activities (monthly)

R&D

Sustainability Report 2023

Safety patrols and workplace inspections to ensure tidiness and orderliness in the workplace(monthly)89Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Implementation of Risk Assessment in Businesses (New/Existing)
At the Nissui Group's production plants in Japan, risk assessments relating to tools, machinery and equipment, and work
methods are conducted on a regular basis, in addition to those required by law, such as risk assessments pertaining to thehandling of chemical substances and the introduction of new machinery. By verbalizing the process that may lead to an
accident, inherent risks are clarified. The level of risk can then be evaluated and examined in terms of the severity of the
injury, the degree of urgency, etc., and appropriate measures can be taken to prevent such accidents from occurring. In
addition to the above, the supervising offices of each department support voluntary activities by participating in safety
patrols and safety and health committee meetings at directly managed business sites and domestic Group companies andproviding education on methods and concepts such as risk assessment.
Furthermore, through regular gatherings of relevant Group companies by department to exchange information, as well as
regular quarterly meetings of all departments' supervising offices, information is shared regarding the occurrence ofaccidents within the Group, the progress of action plans, the status of countermeasures against serious accidents, etc., inorder to improve the level of safety management throughout the Group while determining relevant policies andaccumulating know-how.

Environment

SocialGovernance

Library

Occupational�Health�and�Safety�Audit
Acquisition of Occupational Health and Safety Management System ISO45001
Certification
Nissui is in the process of acquiring ISO45001 certification for all of its business sites in Japan. By receiving this certification,
we will work to ensure a safe and healthy working environment for our employees.
Fine Chemicals General Plant Tsukuba Plant had decided to adopt occupational health and safety management system
ISO45001 for the purpose of enhancing safety and health activities, and in April 2020, kicked off its initiative to acquire
ISO45001 certification. Having completed a labor safety and health manual in June, an internal audit and a management
review were conducted based on the manual and problems were rectified. Safety and health policies and goals weretranslated into targets on a department-and-department basis, and new activities were incorporated, such as enhancing
measures to reduce areas at risk of "close call" incidents and emergency supplies to prepare against emergencies (e.g., cut
wound, bone fracture, heat stroke) and undergoing experiential safety education, in an effort to instill and strengthen thesystem. In January 2021, the Plant became the first in Nissui to acquire ISO45001 certification. Going forward, we willcontinue to further improve employees' safety awareness and create a safe work environment, and promote initiatives in

Safety Education

pursuit of a plant with zero work-related accidents.

At the Nissui Group's production plants in Japan, safety education is provided to employees not only at the time of
employment or transfer, but also through daily KYT activities, on-the-job training, reminders on bulletin boards (pictograms,etc.), and opportunities to learn about near-miss incidents and other accidents at morning meetings. We also provide
training on occupational safety and health and traffic safety courses for new employees, as well as strengthen safety
awareness activities at domestic Group companies in conjunction with national campaigns (National Safety Week,
Occupational Health Week, New Year's holidays, etc.).
Additionally, at Nissui’s food production plants safety training programs called “Safety School” are being carried out using

FY2022 Initiatives
In fiscal 2022, as a preliminary step towards obtaining ISO 45001, various training sessions on the Occupational Safety and
Health Management System (OSHMS) were conducted for all companies within the Nissui Group. The goal of these training
sessions was to promote a better understanding and implementation of a safety management system based on the PDCA
cycle. In addition, these sessions helped to standardize the level of safety personnel throughout the Nissui Group.

machines that allows participants to experience what it feels like to be entangled in conveyor belts and machines toexperience confirmation by finger pointing and calling out, to raise the safety awareness of its employees.

Training Date

Training Content
Basic training on labor safety management system

Labor safety training for foreign employees is here

June 2022

July 2022

Training Provider

Content was based on the fundamentals of the safety PDCA cycle and risk

Japan Industrial Safety
and Health Associationassessment methods designed to improve safety management.

(JISHA)

Training on the background and requirements related to the establishment ofISO45001

Nippon Kaiji Kentei

The aim was to promote understanding and dissemination of the significance ofobtaining external certification and the standard.

Kyokai (NKKK)ISO45001 in-house training provided by business sites that have acquired certification
September 2022
Machines that allow participants to experience what it Machines to experience confirmation by finger
feels like to be entangled in conveyor belts
pointing and calling out

Sustainability Report 2023

Pictograms example (Caught in machinery)

The aim was to promote the expansion of measures towards acquirement ofISO45001 by providing information about the certification, including its impact,
timeline and actual activities related to its requirements, as well as to promote the

Tsukuba Plant (Nissui)

expansion of measures to sites that are progressing towards certification.

90

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

Library

Ratio of Work-related Accidents by Type

Ensuring�a�Safe�Fisheries�Work�Environment
Within our fishing operations, we actively work at the level of each Group company to ensure a safe working environment
for employees involved in fishing activities. We prioritize the safety of crew members on fishing vessels and strive to improve
the working environment, while ensuring third-party monitoring to increase transparency.
Human Rights

Electrical shock
Contact with 1%
Near-drowning
harmful elements
1%2%Collapse/toppling
Traffic accident
1%(road)
OthersExplosion2%
0%2%
Contact with high/low temperature
6%
Falling tosame level
Crash/fall22%
7%
Cuts andscrapes
7%

Status�of�Incidents�of�Work-related�Accidents

Clash/clashed by8%

Number of Incidents of Work-related Accidents
We strive to achieve zero occupational accidents; however, our immediate goal is to limit the number of accidents to 100 orReaction to motion/
improper motion
9%

Caughtbetween/in
18%
Struck by ﬂying
or falling object
13%

Scope: Total of 37 companies, Nissui Corporation and its group companies in Japan (including unconsolidated affiliate companies in Japan)

less per year for the entire Nissui Group in Japan. Based on the number of accidents (cases without/with lost
workdays/cases resulting in fatality) by department, type, etc. as the main indicator, we have established a system tocompare the frequency rate with the industry average.

FY2018FY2019FY2020

FY2021

Wages�and�Working�Hours

FY2022

Number of work-related accidents

132

147

123

133

121

(Number of those that led to time off from work)

72

74

66

65

63

(Number of those that led to deaths)

0

0

0

0

0

Wages
Nissui complies with labor laws and regulations regarding minimum wages and sets its wages with consideration of regional
market rates so as not to threaten the livelihood of its employees. We also comply with applicable laws and regulations
regarding their payment.

Scope: Total of 37 companies, Nissui Corporation and its group companies in Japan (including unconsolidated affiliate companies in Japan)

Prevention of Long Working Hours

Frequency Rate

Nissui manages working hours to prevent employees from working excessive hours based on the Labor-Management
FY2018FY2019FY2020

FY2021

Agreement, which provides for even stricter limits than the law. More specifically, our attendance management system is

FY2022

used to manage work hours at the workplace; the Human Resources Department monitors the situation mid-month and at
Frequency rate (Note)

1.99

3.06

1.70

0.61

1.21

Reference: Manufacturing industry (food, beverages,
tobacco, feed)

3.32

3.48

3.51

4.01

-

the end of the month, and issues warnings as necessary to ensure thorough management. In addition, we are promoting
understanding of working hour management by distributing a video explaining the content of the work hour agreement

Scope: Nissui Corporation(Note): One of the safety indices to indicate the incidence of work-related accidents, calculated by the following formula: Frequency rate = number of those who
suffered from injury resulting in lost work time ÷ total working hours × one million actual work hours

Sustainability Report 2023

(known as the “Article 36 Agreement”) and how to enter information into our attendance management system. Furthermore,
we promote flexible work styles, such as flextime and telework, while striving to prevent health problems caused byexcessive workloads. Depending on work performance, interviews with industrial physicians and public health nurses are
conducted, and if necessary, measures such as work restrictions are put in place.

91Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialPreventing�Harassment

Labor-Management�Relation

Code of Ethics Awareness

Basic Stance

Governance

Library

The Guidelines of Ethical Conduct set out in Nissui’s Code of Ethics states “respect our frank and openhearted

The Nissui Group respects the freedom of association and the right to collective bargaining in accordance with the laws andcommunication environment and make an effort to maintain a sound and effective system of internal checks and balances,”

regulations of each country in which it operates. In countries and regions where association is not permitted by law, weand to respect fundamental human rights of individuals as well as prohibit all forms of discrimination and harassment. This

recognize the importance of collective bargaining and promote collaborative efforts between labor and management to

Code of Ethics is posted on Nissui’s internal portal site and shared with its employees to instill awareness of the prevention

resolve issues.

of discrimination and harassment among them.

Nissui has concluded a labor agreement with its labor union (Nissui Adventure Club), and is striving to create and maintain ahealthy labor-management relationship through sincere and proactive communication between employees and management

Code of Ethics

Measures Against Harassment

for the realization of a better working environment. Furthermore, a union shop agreement has concluded, and themembership rate in the labor union for regular employees at Nissui is 100%.

Implementation of Labor-Management Meetings

In order to prevent incidents of harassment, harassment study groups (seminars, e-learning, and similar) are being

At Nissui, important management policy and themes are explained by the president and other executive officers of all

conducted. A Harassment Desk has also been set up for employees to consult, and a structure to handle any problems has

businesses at the Annual Policy Labor-Management Meeting, and directors in charge of each business explain important

been established.

management policies and issues at the Central Labor-Management Council for each business. In addition, proposals arereceived from the labor union based on the situation in the field, and discussions are engaged in a spirited manner.

Message Delivered by the President

Furthermore, the company establishes opportunities for regular meetings, such as the Labor-Management Liaison Council,
which shares the discussions of the Occupational Safety and Health Subcommittee and facilitates the exchange of opinions;

On June 1, 2020, the revised power harassment prevention law (Act on Comprehensively Advancing Labor Measures, andthe Safety and Health Committee, where discussions are held between representatives of the company and the labor union

Stabilizing the Employment of Workers, and Enriching Workers' Vocational Lives) came into force; in conjunction with this,at each business site; and the Labor-Management Review Committee, which discusses various personnel, labor, and work-

the President delivered a message to all employees of the Nissui Group in Japan, strongly urging them once again torelated safety issues with the Human Resources Department. Whenever necessary, such as when revising systems or in cases

eliminate workplace harassment. On April 1, 2022, when the power harassment prevention law became applicable to smallof labor problems, we hold good-faith labor-management consultations and strive to resolve issues through labor-

and medium-sized enterprises as well, the President newly announced "Nissui's Declaration to Eliminate Harassment," taking

management cooperation.

it as an opportunity to send an even stronger message than before, including Group companies.
Going forward, the Nissui Group will continue to take various measures to prevent harassment and aim at "enabling each andevery individual to fully demonstrate his/her abilities."

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Employee Health

Environment

SocialGovernance

Library

Promotion�Framework�-�The�Employee�Health�Working�GroupMonthly meetings are held with the Human Resources Department's Labor and Health Planning Section (secretariat), HealthManagement Center (industrial physicians and health nurses), the corporate health insurance society and each department.

As part of the initiatives for employee health, Nissui recognizes the maintenance and promotion of health as a management
issue and announced the Employee Health Declaration on February 23, 2017. Based on this declaration, various initiatives arecarried out so that employees and their families can live healthy and energetic lives.

And by coordinating with the cooperate health insurance staff of each business location, we are engaged in initiatives toensure the health and work-life balance of its employees and to create a workplace culture that is pleasant and offers afulfilling place to work.

Employee�Health�Declaration
At the Nissui Group, we consider our employees to be our most valuable asset, and we want to see all employees beable to fully demonstrate their abilities. We also aim to improve the quality of life of our employees and their families by
ensuring proper workplace conditions and by actively supporting both mental and physical health.
As a company that works with resources from the sea, we offer suggestions for healthy diets, try to maximize the use offunctional components derived from seafood, and aim to contribute to the healthy lives of people everywhere, from ouremployees and their families to customers around the world.

In addition to following up with family members to alleviate anxiety and burdens in their health and personal lives to enable
individuals to work with peace of mind, the Employee Health Declaration aims to create new value and enhance productivity
by improving the workplace and systems environment so that diverse human capital of different genders, nationalities, andages can work comfortably. In this way, a virtuous cycle can be generated in which the company can secure excellent humancapital, and these excellent human capital can in turn help the company grow further. Nissui believes that theimplementation of the Employee Health Declaration will shape the future of Nissui, and Nissui will place a high priority on
investing in the initiatives associated with this declaration.
In implementing the declaration, Nissui will be focusing on the three approaches to individuals and the work environment
below.

Three Approaches to Develop an Environment Where Employees Are Healthy
and Can Maximize Their Potential Leading to Increased Productivity

Targets�and�Results
The targets and results specified in the mid-term business plan, “Good Foods Recipe1,” are as follows.

Target by 2024
Mid-Term
Business Plan
"Good Foods＜Promoting the health of individuals＞
Major measures: Campaign to improve lifestyle habits, increase the ratio of EPA/AA, promoting no smoking and separationof smoking areas, mental health examination, etc.

Values/Themes

Indicators

Scope

Recipe1"(FY2022FY2024)＜Supporting the balance between work and personal lives＞
Major measures: Childcare and nursing care support, the employee benefits system, adoption of the cafeteria plan “N Café,”

Target by 2030
Long-Term
Vision"Good Foods

FY2022

2030"(-FY2030)

KPIs

KPIs

Results

0.6

-

0.31

15%

-

21.4%

etc.
EPA/AA Ratio＜Providing a comfortable and rewarding workplace＞
Major measures: Eliminating long working hours, promoting the taking of leave, adoption of the teleworking system, etc.

Value in
Human
Capital

Employee
HealthSmoking Rate

Obesity Rate

Sustainability Report 2023

Nissui
Corporation

Male: 30%
Female: 17%-

Male: 34.1%
Female: 20.4%

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

External�Recognition

Environment

SocialGovernance

Library

Measurement of the EPA/AA Ratio and Health Ranking

In 2023, Nissui was one of the enterprises selected under the 2023 Health andAs a preventive measure against lifestyle-related diseases, Nissui takes advantage of EPA (eicosapentaenoic acid), which is

Productivity Stock Selections Program. It is the fifth consecutive year being

the core product of the Fine Chemicals Business, one of Nissui’s main business. Regular physical examination starting fiscal

acknowledged after being chosen as the first company in the agriculture, forestry, and2016 contain an exam to test the EPA/AA ratio. So far, we have set 0.4 as the EPA/AA ratio target, which is the indicator

fisheries industries to be selected for that in 2019. Under the Health & Productivity

suggested to be related to the onset of cardiovascular diseases, and have taken measures to achieve the target. In fiscal

Stock Selection program, companies are chosen from among the companies, listed on2022, we have set 0.6 as a new target for fiscal 2024 of the company-wide EPA/AA ratio.

the Tokyo Stock Exchange as a company focusing on employees’ health from a

Since fiscal 2018, to encourage voluntary efforts among each of their employees to improve their diet, Nissui offers a healthmanagement perspective and strategically carrying out efforts toward employee

subsidy for those who reach an EPA/AA ratio of 1.0 or more. Each employee is notified of their measurement results, andhealth. Nissui has been highly evaluated for our employee health promotion focusing

data is tallied within the departments, which are then ranked in order and announced. Additionally, the “Fish Consumption

on the functions of marine products such as EPA or protein of fast-twitch skeletal

Promotion Campaign” was launched to actively promote the health benefits of fish consumption among employees bymuscles, expanding flexible work style systems such as hourly paid leave, andencouraging them to take photos of the fish dishes they eat and share them during the campaign period, with the goal of

reducing the smoking rate through measures to stop smoking.

encouraging employees to eat more fish and improve their health.

The Nissui press release (in Japanese)

Setting�KPIs�for�Health�Numbers
KPIs for promoting personal health include three points: "smoking rate," "obesity rate," and "percentage of EPA/AA." The

Pictures from “Fish Consumption Promotion
Campaign”

health figures of employees, which are measured through periodic health checkups, all have an impact on daily performancedue to their worsening, and the worst can lead to absenteeism, leave, or retirement. In particular, the smoking rate andobesity rate, which were not favorable compared to the national average figures published by the Ministry of Health, Labourand Welfare, are positioned as areas where Nissui should focus its efforts on improving them, and the Company will set
targets that look ahead to the national average and take priority measures.
Scope: Nissui Corporation
Health Ranking

Initiatives�to�Educate�People�About�the�Benefits�of�Quitting
Smoking
To prevent health problem from smoking and passive smoking, Nissui is promoting initiatives to help smokers to stopsmoking and to separate the smoking areas at the business locations.

Awareness Initiatives Targeting Smokers
We are carrying out a variety of initiatives to encourage smokers to quit. For example, we provide individual instructions by
public health nurses at regular physical examination sites, measurements of carbon monoxide levels using “smokerlyzers,”
and the distribution of nicotine gum samples. in addition to these, we support efforts to quit smoking by covering half of thetreatment costs for employees who have successfully quit smoking through programs offered at hospitals. The President
himself declared that he would quit smoking in January 2019 and nearly 30 employees followed suit by taking on the nosmoking challenge.

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Promoting the Separation of Smoking and No-Smoking Spaces

Environment

SocialGovernance

Library

Healthy Boxed Lunches

In 2018, the smoking areas of the head offices and branches were shut down, and smoking was banned in all company cars.

Healthy boxed lunches were introduced at Nissui’s head office starting in December 2019. It was a measure to address one

The other business locations are also promoting the closing and reduction of smoking areas.

of the company’s health issues, a higher obesity rate than the national average, aiming to improve the diet and sodium intake
of employees.

Going Smoke-Free during Working Hours

The healthy boxed lunches were given the “Smart Meal” seal program approval as a nutritionally balanced meal with healthy
consideration given to quantity and sodium content. Due especially to the fact that the head office does not house a

Nissui has been reinforcing its no smoking measures through No Smoking Days and No Smoking Weeks, and in March 2023,

company cafeteria, the boxed lunches play a key role in employees’ consuming healthy meals that are ideally balanced init began the "Going Smoke-Free during Working Hours 365 Days of the Year" campaign.

nutrition. A lunch seminar was also conducted for employees in particular need to consider dietary improvements for theirhealth, where they received guidance regarding nutritional balance and dietary habits by occupational health nurses.
Comments received in post-seminar questionnaires included “it made me more mindful of choices” and “tasty options, I

Changes in Smoking Rate OverTime

think I can keep this up.”

Healthy Boxed Lunches“Going Smoke-Free during Working Hours 365 Days of theYear” campaign poster

Scope: Nissui Corporation

Lunch Seminar

Improving�Health�Literacy
To improve the health literacy of employees, Nissui holds health improvement seminars, conducts health awareness surveys
and e-learning annually.

Health Improvement Seminar

Initiatives�to�Improve�the�Lifestyle�Habits
Health Plus (+) Storage Campaign
Nissui has been conducting the “Health Plus (+) Storage Campaign” as an initiative to improve the lifestyle habits of its
employees from fiscal 2018.

In fiscal 2022, health improvement seminars were held four times in total. These seminars were live-streamed online, making
it possible even for teleworkers to participate. These seminars have been archived and made available for viewing at any
time. At a later date, Nissui's products related to the theme were distributed to the participants. Participants gave many
positive comments such as "I was able to participate with interest on themes of interest" and "I would like to convey what I
learned to my friends and family."This campaign awards bonus points, which may be used in the employee benefits program, to employees who have achieved
a given level in new positive (plus) activities in an effort to re-examine the daily lifestyle habits of each employee.

Seminar date

Title

Description

In fiscal 2022, the campaign was set to be a voluntary 60-day challenge from April to September; 361 people (decrease of 4
from the previous year) signed up for a total of 1,583, out of whom 277 people achieved the standards. Through thisNo.1

May 19, 2022

No.2

May 20, 2022

Fish Seminar

The amazing power of fish! Latest research on EPA
and fast-twitch muscle protein.

Body Improvement Contest:

Get the body you want! Muscle building training by

RIZAP Seminar

RIZAP

Self-Care Seminar

Effective ways to manage stress and promote mental
health: Building smooth interpersonal relationships

campaign, 83% of those who achieved the campaign answered that their awareness had changed, and the percentage of
those who had no exercise habits showed an improving trend. These and other results are beginning to appear.

No.3

No.4

Sustainability Report 2023

September 28,
2022

January 26, 2023

Number ofparticipants

74

89

96

through communication

Gut Health Seminar

Improve your health by taking care of your gut! Discover the secrets to boosting your immune system!

Target: Nissui employees (including employee's family and dispatched employees)

6395

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment"Collabo-Health"�with�Nissui�Health�Insurance�Society

SocialGovernance

Library

Infection�Prevention�Measures

Nissui is engaged in “Collabo-health (Note)” in collaboration with the Nissui Health Insurance Society (corporate healthHaving many overseas bases, the Nissui Group is aware of the importance of responding to global health issues such as

insurance society).

infectious diseases. In addition to conducting pre-assignment education on vaccinations, medical care, and health(Note) Collabo-health: An approach whereby health insurance societies and other insurers and employers actively collaborate to effectively and efficiently implement

management for employees assigned to overseas bases, we make it possible for employees to receive medical examinations
and checkups by overseas travel specialists both before and during their assignment in Japan every year; based on theprevention and health promotion initiatives for enrollees (employees and their families) under clearly defined roles and a favorable work environment.

results of these examinations, interviews with industrial physicians and health guidance are also conducted.

Health Checkups and Efforts to Prevent Serious Illness

In Japan, Nissui also works together with the Nissui Health Insurance Society to provide mass influenza vaccinations andsubsidize the entire cost. In addition, Nissui has incorporated rubella antibody tests into our regular health checkups to makeIn cooperation with the Nissui Health Insurance Society, Nissui conducts regular employee health checkups and checkups forit easier for individuals to receive them. For those individuals who were considered to have low levels of rubella antibodies,

the prevention of lifestyle-related diseases, with an annual checkup rate of 100%. In fiscal 2022, we introduced the “WellBis”

awareness and education was provided, and more than 40% of the recommended recipients received an antibody test

health management support system, which allows health checkup results to be viewed on PCs and smartphones, thereby

during their regular checkups.

enhancing health management support functions. Nissui requires all employees with any abnormal findings in their checkup
results to submit a “Report on Results of Checkup with Findings” and have them report on the results of follow-up checkups
with their family doctor, etc. The content of these reports is then confirmed by occupational health staff. Reports on the
results of medical checkups with abnormal findings are available in four languages to facilitate reporting by employees
whose native language is not Japanese.
In addition, as an effort to prevent serious illness, Nissui has created in-house health guidance guidelines and provide
individual interviews and health guidance based on expert knowledge by occupational physicians or occupational healthstaff for employees with high-risk health issues.

Once a year, Nissui conducts a mental health examination for its employees and is also
making efforts to enhance mental health so that employees can engage in their work with ahealthy mind. Based on the results, Nissui has established a support system that allows its
employees to consult anonymously 24 hours a day, 365 days a year. And provide feedback

Specific Health Guidance Initiatives

on organizational analysis results to each department, and is working to improve the work

From fiscal 2020, Nissui switched from the conventional outsourced approach to the specified health guidance to one that is
conducted in-house, essentially by nurses from the health insurance society. This has changed the awareness among thetarget group, and the implementation rate has increased significantly, partly because more people are receiving guidance
and partly because the scheduling of initial interviews and so on has become more flexible. Furthermore, by having a nurse
who is familiar with the company's health initiatives provide guidance, more effective guidance may be offered through theincorporation of these initiatives into the health-related instructions they give.

Specific Health Guidance Implementation Rate (Nissui Health Insurance Society: Insured individuals and theirdependents)
EntityMental�Health�Support

FY2019FY2020

FY2021

Nissui Corporation

34.1%

58.6%

58.0%

All enrolled entities (including those insured on a voluntary basis) (Note)

32.4%

55.8%

55.5%

environment, such as by setting up a forum for exchanging opinions to solve problems in its

An Interview with the Health Nurse

department.
In addition, to prevent the occurrence of harassment, Nissui conducts harassment
workshops (group seminars, e-learning, etc.), and has established an in-house Harassment
Consultation Desk and a Harassment Consultation Hotline (external contact) to handle any
problems that may arise.

Percentage of employees undergoing “Kokoro no Kenko Shindan” (stress check) and high-stress employees(Note) Five entities, including Nissui Corporation, Nissui Marine Industries Co., Ltd., etc.

Scope: Nissui Corporation

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

Effectiveness�and�Verification�of�Each�Initiative

SocialGovernance

Library

Adoption�of�Employee�Benefits�System/Cafeteria�Plan

In the course of implementing initiatives, Nissui are striving to improve on health challenges with a focus on three KPI

As part of measures for “Employee health,” Nissui has adopted “N Café,” an employee

categories (smoking rate, obesity rate, and EPA/AA ratio). Nissui provide opportunities for management to directly

benefits system/cafeteria plan.

communicate their thoughts on health to employees, and for occupational health staff to actively disseminate information

Nissui proactively supports the employee’s mental and physical health and is strengthening

and encourage employees to engage in health-related efforts. Through various measures taken by the sections in charge,

initiatives to promote health and prevent diseases, while helping employees strike a balanceeach employee's health-related awareness level has been steadily increasing. In terms of the degree of improvement in

between work and childcare/nursing care.

actual business performance as a result of each employee becoming healthier, Nissui quantify presenteeism, absenteeism,

Employees are awarded a certain number of points that can be used in employee benefitsetc., through regular employee questionnaires and other means to confirm progress.

programs of their choosing through N Café. The programs focus on childcare, nursing care,

N Café character “Nanda”

and health and contain a wide range of services including personal development, asset
FY2020

FY2021

FY2022

Absenteeism (Note1)

1.9day/person (Note3)3.0day/person (Note3)

2.5day/person (Note3)

Presenteeism (Note2)

68.7point (Note4)

66.5point (Note4)

64.0point (Note4)

Work engagement

66.8point (Note5)65.2point (Note5)

65.4point (Note5)

20

24

17

formation and life support.

Cafeteria Plan Usage and Benefits (FY2022)
Category / Menu

Number of employees on leave due to injury or illness

Usage (cases)

Total benefits (thousand yen)Childcare, nursing care and health

7,538

49,838Work-life balance and life support

2,034

27,542

Scope: Nissui Corporation(Note1) Absenteeism: Sick leave/Absence due to illness(Note2) Presenteeism: A condition in which a person comes to work while suffering from some disease or symptom, resulting in a decrease in work performance andproductivity.
(Note3): Average of the number of days absent from work due to injury or illness, the number of days on leave, and the number of days utilizing the sick leave system
for all employees.
(Note4): The intermediate value of undecided is set at 50, and the higher the value above 50, the healthier and more energetic the employee is; the lower the value,
the more clearly unwell the employee is.
(Note5): The intermediate value of undecided is set at 50, and the higher the value above 50, the more satisfied the employee is with their job; the lower the value
below 50, the less satisfied the employee is with their job.

Scope: Nissui Corporation

Initiatives�in�Fiscal�2023�(New�and�Expanded)In fiscal 2023, Nissui is implementing new and expanded initiatives for the following items.
Prohibition of smoking during working hours 365 days of the year

Handling�of�Health�Information,�etc.
As part of our efforts to promote various health initiatives, we have established the “Regulations for the Handling of Health
Information, etc.,” which stipulates the purposes, parties responsible for handling personal health information and the

Implementation of EPA/AA ratio improvement campaign (promotion of fish eating and intake of EPA products)
Implementation of the “WFP Walk the World” event
Introduction of the exercise habit support app Beatfit and implementation of exercise events utilizing its features
Expansion of counseling services for employees (such as consultation through social media and multilingual support)

authority and scope they have in handling such information, as well as training for managers on how to handle the

Health Improvement Seminars (on topics such as sleep, eye health, and dental health, and a talk by an industrial physician)information properly.

Health education for new employees and individual interviews by the cooperate health insurance staff

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

For the Business Partner

Environment

SocialGovernance

Library

Dissemination and Explanation to Suppliers
For Nissui’s 508 Tier-1 suppliers, we plan to have the purchasing employees distribute and explain the Supplier Guideline,
collect signatures on the letter of agreement, and conduct self-checks. In the future, we will roll out the system to the

Sustainable Procurement

Group’s remaining suppliers to reduce human rights risks in our global supply chain.
Supplier Guideline (English)(494KB)
Supplier Guideline (Chinese)(668KB)

The Nissui Group has designated “Preserve the bountiful sea and promote the sustainable utilization of marine resources andSupplier Guideline (Japanese)(908KB)

their procurement” as one of the key issues of sustainability and aims to have the items that the Nissui Group procuresconfirmed as sustainable by the year 2030.
The preservation of resources and resolution of labor-related human rights issues is called for when using and procuring
marine resources. We are working with our suppliers to implement sustainable procurement that maintains respect forhuman rights.

Promotion�Framework�-�The�Sustainable�Procurement
Subcommittee
The Sustainable Procurement Subcommittee works with suppliers to promote sustainable procurement practices that
address environmental and human rights concerns.

Preparation�of�the�Nissui�Group�Basic�Procurement�Policy
Sustainability�Committee
Nissui has formulated the Nissui Group Basic Procurement Policy by summarizing the basic approaches to the procurementof raw materials and products.

Nissui Group Basic Procurement Policy

Chair: President & CEO
Members: All of the Executive Officers andthe Outside Board Members
Secretariat: Sustainability Department
Report to: Board of Directors
Holding frequency: Six times a year

Supplier�Guideline
In April 2022, Nissui revised its Supplier Guideline, given the need to collaborate more intensely with suppliers to carry out
sustainable procurement. The Supplier Guideline, the topics of which are comprised of "Compliance with Laws andRegulations," "Respect for Human Rights," "Safety and Health," and "Environmental Consideration," places emphasis
especially on the human rights of employees. To encourage our suppliers to take specific concrete actions, the guidelines
focus on human rights and make our expectations clear.

Employee Training
We also had briefings for employees who have contact with suppliers before the guidelines were sent out to primary
suppliers. We explained the social issues related to human rights, the requests from stakeholders, the need of the guidelines,
and the revised points. Total of 220 employees participated.

Sustainable�Procurement�Subcommittee
Chair: Senior Managing Executive Officer(Commissioned Marine Products Business
Operating Officer)
Members: Managing Executive Officer (Incharge of Sustainability Department),
Executive Officer (Commissioned Deputy
Food Products Business Operating
Officer), Marine Products Business
Department 1-4, Sourcing and Procurement
Development Department, Food Products
Production Promotion Department, Quality
Assurance Department, Food Service
Products Department, Consumer Products
Department
Secretariat: Sustainability Department
Holding frequency: Four times a year

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

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Check Sheet for Visits

Targets�and�Results
The targets specified in the long-term vision, “Good Foods 2030,” and in the mid-term business plan, “Good Foods Recipe1,”
are as follows.

This is a check sheet for all suppliers except trading companies with which Nissui already has business relationships. The 9
items are focused on " Respect for Human Rights," which is especially important in sustainable procurement, and arechecked by Nissui employees on site and in person.

Target by 2024
Mid-Term

Values/Themes

Indicators

Scope

Business Plan
"Good Foods
Recipe1"(FY2022FY2024)

Target by 2030
Long-Term
Vision"Good Foods

FY2022

2030"(-FY2030)

Check Sheet of Purchasing Initiatives for New SuppliersThis is a check sheet for potential Nissui suppliers. The check sheet is conducted in an interview format and comprises 17
basic questions on sustainability. The check sheet is conducted to confirm the potential supplier’s intentions to work with
Nissui and to have the potential supplier express consent to the concept and ideals of Nissui’s sustainable procurement.

Social Value

Sustainableprocurement

Ratio of conducting
assessments of Tier-1
suppliers

The Nissui
Group

KPIs

KPIs

Results

Nissui only
100%

Group
companies
100%

Nissui only
22%

Confirmation�of�Suppliers’�Respect�for�Human�Rights�andEnvironmental�Consideration

Status of Completion of Each Check SheetFY2019FY2020

FY2021

Number of suppliers replying to the
Self-Check Sheet of Nissui Purchasing Initiatives(Including repeat respondents)

33
(15)

36
(13)

34
(1)

Number of suppliers replying to theCheck Sheet for Visits5

Not carried out

Not carried out

Not carried out

Not carried out

Not carried out

In accordance with the Nissui Group Basic Procurement Policy and the Supplier Guideline, we check suppliers by using three
check sheets in order to eliminate human rights and environmental risks from the Nissui Group's supply chain.
If a supplier is deemed to have any risks after checking and getting a grasp of its current status, we will make improvements

Number of suppliers replying to theCheck Sheet of Purchasing Initiatives for New Suppliersto the current situation by working together with the supplier. Nissui aims to realize sustainable procurement throughout theentire supply chain.

Self-Check Sheet of Nissui Purchasing Initiatives
Based on procurement items, country of origin, transaction amount, transaction volume, and business dependency, we
selected primary suppliers that we prioritize for verification and have conducted self-checks for 104 companies (total 133
companies) from FY2018 to date. We hold briefings in advance for those participating suppliers and ask for theirunderstanding for our company policy toward sustainable procurement. We evaluate self-check results focusing on theirrespect for human rights and the environment, and provide feedback. In addition, for those companies that did not meet ourstandards required for the human rights and environment sections, we conducted interviews either in person or online tolearn their intentions and understand their actual situation, and provided advice (for 17 companies, total 22 times since
FY2018).

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Targets and Results

Environment

SocialGovernance

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Sustainable�Procurement�Seminar
We hold a preliminary briefing session for suppliers in Japan who will be replying to the"Self-Check Sheet of Nissui Purchasing Initiatives" for the first time. In addition tocommunicating the sustainable procurement initiatives of the Nissui Group, including the"Nissui Group Basic Procurement Policy" and the "Supplier Guideline" and the gist of the"Self-Check Sheet of Nissui Purchasing Initiatives," we invite outside lecturers to holdlectures on "sustainable procurement required in sourcing seafood and food" in order to

Sustainable Procurement Seminarshare the basic concepts of sustainable procurement.
In fiscal 2020 and 2021, due to the impact of the COVID-19 pandemic, a briefing video was
produced in place of a seminar and streamed to all suppliers who had been asked to reply to
the Self-Check Sheet of Nissui Purchasing Initiatives.

Excerpt of Matters Communicated in the Seminar (Briefing Video)
Significance of sustainable procurement throughout the entire supply chain
Importance of environmental activities (reducing environmental impact and environmentally friendly procurement)
Sharing of human rights issues such as child labor and forced labor

Number of suppliers participating in seminar (including number of suppliers outside of Japan)

FY2019FY2020

FY202116

36 (4)

34

Procurement�of�Sustainable�Palm�Oil
Palm oil is a vegetable oil sourced from the fruit of oil palm (Elaeis), which is grown inIndonesia, Malaysia and other tropical regions. In areas where palm oil is produced, various
problems have been pointed out, including the deforestation of tropical forests, forest/peatfire and loss of biodiversity associated with plantation development, as well as issues interms of workers' safety and human rights.
The Nissui Group has been making efforts to procure raw materials in consideration of theenvironment and human rights, in accordance with the "Nissui Group Basic Procurement
Policy" formulated in August 2017. In order to resolve the issues specific to palm oil andpromote the procurement of sustainable palm oil, the Nissui Group joined the Roundtable

4-1338-21-100-00
Check our progress at www.rspo.org

on Sustainable Palm Oil (RSPO) in January 2021. As an initiative to promote theprocurement of RSPO-certified palm oil, the Nissui Group has obtained RSPO Supply Chain
certification based on the mass balance model in two of its plants in Japan by March 2022.
Participation in External Initiatives

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Environment

SocialGovernance

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For the Shareholder and Investor

Click here for "For the Shareholder and Investor"

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Environment

SocialGovernance

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Hands-on Learning

Corporate Citizenship

Lecturers in the fields of “nature” and “art” are invited to participate in events held on
beaches and at research facilities.

"Umi & Sakana" Competition

Since 2020, due to the COVID-19 pandemic, hands-on learning has been replaced with
online learning, allowing students to easily participate from home.
In 2022, under the theme of “3 Days to Learn about the Sea and Fish at Home,” two handson learning programs were held five times over a total of three days: “Understanding Marine

In the “Umi & Sakana (ocean and fish)” Children’s Research and Artwork Competition, children are invited to submit their

Environments through River Creatures (Nature)” and "Let's Paint the Colors of Underwater

works of research on the wonders and surprises of the ocean and fish based on efforts driven by imagination unique toLight (Art).”Art workshop

children, as well as their creative works in which such wonders and surprises are expressed in the form of pictures, essays,
etc. The Competition is open not only to elementary school students in Japan but also to elementary school students
attending Japanese schools and supplementary schools outside Japan. Since the first Competition in 1982, Nissui has
continued to co-sponsor the Competition.

Related news (August 23, 2022)
Event related to 41st “Umi & Sakana” Children’s Research and Artwork Competition: Online
hands-on learning (Japanese)

With the objective of providing a place to learn through experience, competition-related events are also held, namely, school
visits and hands-on learning.
From a different angle than in school classes, creativity is exercised so that children can learn about things that they can
only hear about there and then. Our hope is that children will gain an interest in “umi (ocean)” and “sakana (fish)” throughThe�showcase�of�the�Nissui�Award

the Competition as a whole.
There are eight awards, for which 16 works are selected as winners of the top prize in two divisions, i.e., “Research Division”
Special website of Umi & Sakana Children’s Research and Artwork Competition (in Japanese)and “Artwork Division.” Two pieces of work that won the Nissui Award are showcased below.

The 41th Competition (2022)

Visiting�Schools�for�Classes�and�Hands-on�Learning
Experts and researchers working in the field of marine biology and fisheries team up towith the specialized knowledge they would not otherwise encounter in the classroom.
Due to the COVID-19 pandemic, these classes have been held online since 2021. In the mostpresentation on the “Secret of Bioluminescence in Deep-Sea Fish.” Joining her was Mr.

Artwork Division: Project Work

Journey into the Mysterious World of Seaweed:

The Sea, Fish, and Us: A Board Game

Seaweed Forests as Air Purifiers (the Sequel)teach children about these areas in a manner that is easy to understand, providing them

recent session, Ms. Miki Igarashi, a special researcher at Japan GEMS Center gave a

Research Division: Independent Study

Sixth-grader at the Elementary School

Fourth-grader at Hongo Elementary School, Ami

Attached to the Faculty of Education, Nagasaki

Town

University

Ryo Sukegawa

Takuma Kobayashi

See all pages of the work here (PDF) 2.32MB

See all pages of the work here (PDF) 507KB

Yoshiro Hirata giving online lesson

Yoshiro Hirata from the Oita Marine Biological Technology Center at the Nissui Central
Research Laboratory, who presented “The Secrets of Aquaculture as Told by Dr. Buri(yellowtail).” A total of 1,295 elementary school students from a total of 26 schools from allover Japan participated in the program.

Online Lesson Reports
Online Lesson Report (1) Lesson by ‘Science Entertainer,’ Ms. Miki Igarashi! (Japanese)
Online Lesson Report (2) Lesson by ‘Dr. Buri,’ Mr. Yoshiro Hirata! (Japanese)

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Nissui Pioneer Exhibition
Nissui�Pioneer�Exhibition

The Past, Present and Future of Nissui, Which Has Created
Diverse Value from Marine Resources, Is Here
Since its founding in 1911, Nissui has contributed to society by cooperating with the people around the world and creating
diverse value from marine resources.
To mark its 100th anniversary, the Nissui Pioneer Exhibition was established in order to convey this corporate stance as wellas our Founding Philosophy to future generations. The exhibition displays the past, present and future of Nissui, which has
created innovative value from marine resources.

Opening of the Nissui Tobata Building, in the Tobata District of the City of
Kitakyushu, the Place Where Nissui was Founded
Nissui began with Ichiro Tamura, the founder of Nissui, sending Kosuke Kunishi toEngland to learn how to build trawlers. In 1911, the Tamura Steamship Fishery Division
was established in Shimonoseki. In 1929, it was relocated to Tobata, where its role as asupplier of marine products was consolidated.
The Nissui Tobata Building was built in 1936.
In 2009, the building was given the “Kitakyushu Urban Beautification Award.”
The building is illuminated at night to 8:00 p.m.

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Initiatives for Fisheries and Marine Businesses

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Nippon Marine�Enterprises,�Ltd.
Main BusinessNippon Survival�Training�Center

Nippon Marine Enterprises, Ltd., a Nissui Group company, is commissioned by the Japan Agency for Marine-Earth Science

In April 2011, Nissui Marine Industries Co., Ltd., a fully-owned subsidiary of Nissui, established the Nippon Survival Training

and Technology (JASMSTEC) to operate and manage a range of marine vessels and observation equipment that JASMSTEC

Center (NSTC), the first private marine survival training complex in the country. By providing marine survival training in

owns. It has been meeting the needs for state-of-the-art marine observation, including the operation of “Kaimei” and otheraccordance with global standards, the NSTC equips people that work on the seas with the knowledge, skills, and training to

wide-area seabed research vessels, the operation and maintenance of the manned research submersible “Shinkai 6500” asmake rational decisions and take appropriate action in the event of an accident, thereby contributing to safety and thewell as unmanned exploration vessel vehicles, and the exploration of the ocean crust in areas prone to seismic activity

preservation of life. As for the training facilities, the NSTC has a training wing in the Tobata district that houses a pool as wellmainly around Japan.

as a lifeboat staging area that serve as a marine survival training center, plus a firefighting training facility in the Wakamatsu

Recently, Nippon Marine Enterprises, Ltd., has been participating, as a member of Team KUROSHIO, a team representing

district. It is in this pool that trainees are put in realistic situations in which they learn underwater escape, how to properly fit

Japan, in the international competition, Shell Ocean Discovery XPRIZE, which aims to innovate sea floor exploration

on a life jacket, how to operate a life raft, the proper posture to prevent injury when jumping into the water while wearing atechnology using unmanned exploration vehicles. In this competition, teams compete in sea floor mapping using technology

life jacket, and other tactics needed in the event that a helicopter lands in or goes down on water. At the life boat staging

that go beyond any existing technology. Nippon Marine Enterprises, Ltd., is offering AUV (Autonomous Underwater Vehicle)

facility, trainees learn how to board and deboard life boats that are lowered to the water from the main vessel by wires using

operating technology while at the same time playing a major role in processing seafloor topography data collected by thea davit system as well as life boats that are dropped freefall into the water.

AUV.

Additionally, the training pool and equipment are offered to private-sector diving operators to be used in their training.

Nippon Marine Enterprises, Ltd., has been leveraging the knowledge and technology of the sea, which it has cultivated since

Through these efforts, Nissui is contributing to the improvement of marine recreation safety as well as to the improvement

its founding, to contribute to the challenges of understanding the sea, earth and life in an integrated manner, as a group ofof divers’ skills. Since its founding, Nissui has always been involved in marine-related businesses. As such, ensuring the safetyengineers that supports state-of-the-art research activities.

of marine workers in the event of accidents or natural disasters is just as important as job-training for marine personnel. With
the aid of the NSTC, Nissui hopes to contribute further to the healthy development of marine industries.

Oceanographic Research Vessel MIRAIImage courtesy of JAMSTEC

Deep Sea Cruising AUV URASHIMA
Image courtesy of JAMSTEC

Deep Submergence Research Vehicle
SHINKAI 6500
Image courtesy of JAMSTEC

Participation in the Establishment of Comprehensive Training Center for
Offshore Wind Power Generation
Nissui Group company Nippon Marine Enterprises, Ltd., through a consortium formed with NYK Line, will establish acomprehensive training center for offshore wind power generation in Akita Prefecture and begin training and humanresources development related to offshore wind power generation by around FY2024. The aim is to eventually produce
approximately 1,000 training program graduates per year.

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Initiatives for Popularizing Fish Consumption
Initiatives�for�Popularizing�Fish�Consumption
The Fish Masters’ “Eat Fish Project”
The “Eat Fish Project” was started in May 2013 to promote seafood consumption by the
Nissui Group company, Yamatsu Suisan Co., Ltd. As part of this project, “Fish Masters” from
Yamatsu Suisan have been visiting local elementary schools mainly in Niigata Prefecture.
In fiscal 2021, 2 sessions were held, in which children were given a lecture, gained hands-on
experience and ate horse mackerel sourced from Tottori Prefecture. In the lecture, children
learned about the environment surrounding fish, when fish comes into season, the logistics

The Children Ate Grilled Fish andLearned Where Each Bone Was
Foundinvolving fish (catching → production → sale → development → regional revitalization), andgained hands-on experience in stripping off the skin of horse mackerel. The participating
children listened to the lecture with an eager look.

Coho Salmon Meeting
Yumigahama Suisan Co., Ltd. of the Nissui Group, in cooperation with Sakaiminato-shi,
Tottori Prefecture, has been holding “Coho Salmon Meetings” every year as part of foodeducation activities to increase the interest in local foodstuff since 2013. Previously,
Yumigahama Suisan had visited nursery schools and held picture-card shows to read out
each step involved in delivering Sakaiminato Salmon to the dining table, from the egg
stage. In fiscal 2020-2021, however, the shows were held by teachers at each nursery school
at Yumigahama Suisan's request. The children enjoyed learning about the farming of coho
salmon through picture-card shows and videos, and were full of smiles as they enjoyed the

The Children Listened to the Picturestory Shows

flavor of coho salmon served as part of their school meal.

Visiting Schools to Give Classes to Popularize Fish Consumption and PR
Activities
The Nissui group company, Hiroshimasuisan Co., Ltd., is engaged in numerous activities tocommunicate the good taste and the positive effects of fish as well as the fun of cooking. In
fiscal 2021, some staff from Hiroshimasuisan visited schools and local governments 3 times
to give lectures on the cooking methods of fish including cleaning fish, while also
communicating the positive effects of fish and the role of the market. In addition, they make18 appearances a year on TV and radio to promote fish eating by teaching people about
seasonal fish and fish preparation.

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Targets and Results

Initiatives for End Hunger

Environment

SocialGovernance

Library“Table�for�Two”�Activities
Activities at Hachioji General Plant

Supporting�and�Participating�in�the�World�Food�Programme’s�“End
Hunger:�Walk�the�World”�Initiative
Nissui has supported “WFP Walk the World,” a charity walk event sponsored by the United Nations World Food Programme(WFP), an accredited NPO, since 2017. A portion of the participation fees for the charity walk is allocated to support theUnited Nations World Food Programme in providing school meals to children worldwide. In fiscal 2023, the event has been
held in three locations (Yokohama, Osaka, and Nagoya), with a total of 149 participants, including employees’ families.

Since March 2018, Hachioji General Plant has been running its Table For Two campaign. In
the campaign, when employees purchase certain set meals or foods, a 20 yen donation is
made, which, through an NPO organization, is then used to provide school meals to children
in developing countries. At the Hachioji General Plant, we offer a Table For Two menu once aweek, designating a fish dish rich in healthy EPA and DHA.
In addition, a vending machine that supports Table For Two has also been installed whichallows the user to make a donation with every purchase of a beverage, providing plant
employees with the opportunity to easily make social contributions. In fiscal 2022, a total of

Date

Location

Number of participants

May 14, 2023

Yokohama

93

May 21, 2023

Nagoya24

May 27, 2023

Osaka

32

93,320 yen was given as donations.

'Onigiri Action 2022' Campaign
Nissui endorsed and supported 'Onigiri Action 2022' campaign as last year. 'Onigiri Action'is an initiative in which people post photos of onigiri (rice balls) on SNS or the campaign
website with the hashtag #OnigiriAction. For every photo posted, sponsoring companies
donate the equivalent of five school lunches to children in need in various parts of Asia andAfrica via TFT. The campaign began in 2015 to commemorate World Food Day (October 16),a day set aside by the United Nations for people around the world to think about food andfood-related challenges. The Onigiri Action 2022 campaign has seen a total of 283,461
photos collected and 1,560,260 school lunches delivered to children in Africa and Asia.
From October 6, 2022, to November 6, 2022, Nissui conducted the “Onigiri Action Present
Campaign with Yaki Onio,” featuring mascot character, Yaki Onio. A special website was set

Photo mosaic art created withphotos gathered through the NissuiGroup’s campaign

up to disseminate information on the campaign. In conjunction with this, Nissui Group
Yokohama

NagoyaOsaka

employees planned and participated in special events which were publicized on Nissui’s SNS
accounts to promote Onigiri Action, both within and outside the company. A total of 3,377
photos were collected through the Present Campaign and the Nissui Group’s events.

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LibraryAid�to�Tackle�the�Poverty�Problem�(Fine�Chemicals�General Plant
Tsukuba�Plant)
The Fine Chemicals General Plant Tsukuba Plant periodically donates food products stockpiled to prepare against disasters
that are close to the best-before date to a support organization in Tsukuba City. Items donated to the Children’s Future
Office, Tsukuba Municipal Government, are utilized at Minna no Shokudo (public cafeterias) in Tsukuba City (Tsukuba City’s
version of “kids eat free” cafeteria ) and put to good use in assisting children who are facing financial difficulties in Tsukuba
City.

Donation date

Recipient

Donated items

Quantity

January 19, 2021

University of Tsukuba (support for students)

Nissui’s food tins

288 tins

March 11, 2022

Tsukuba Municipal Government’s task force against infectious diseases

Alpha rice

150 units

March 30, 2023

Children’s Future Office, Tsukuba Municipal Government

Nissui’s food tins

192 tins

Furthermore, the Tsukuba Plant has installed a donation box in support of “Tsukuba Kodomo-no-Aoihane-Kikin (Tsukuba
Blue Feather Fund for Children)”, a new system to support children’s future established in Tsukuba City in 2019. The Plant’s
donation track record is as follows.

Past donations
FY2020 donations

33,029yen

FY2021 donations

15,616yen

FY2022 donations

20,036yen

Going forward, the Tsukuba Plant will continue to support children in the local community while collaborating with the
Tsukuba Municipal Government and aim to resolve the poverty problem in Tsukuba City.

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Factory Tour and Workplace Experience

Environment

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Experiencing�the�Thrill�of�Studying�Fish
Saiki City, Oita Prefecture, where the Oita Marine Biological Technology Center is located, has always had a thriving fisheryindustry. The Oita Marine Biological Technology Center, which specializes in aquaculture, has been established in such an

Children�Enjoy�Tours�of�Plants

area, and in order to better acquaint the community with this research facility, it accepts elementary school children on
educational field trips and offers workplace experience to junior high school students. The program has been designed so

We hope that becoming familiar from childhood with how foods are made will encourage anthat it will motivate children to take an interest in fishery and aquaculture, in the hopes that future researchers will be borninterest in monozukuri (manufacturing). We also hope that children will learn the importancefrom those who take part.

of diet and become more fond of eating fish. With these hopes, we have opened our four
food manufacturing plants –Hachioji General Plant, Himeji General Plant, Anjo Plant andField Trips for Elementary School Children

Tobata Plant – to local elementary school children for factory visits to learn about food. (Wedo not conduct tours for the general public. We are also not accepting elementary school

Tour of Anjo Plant

tours at this time.)

Visiting an Elementary School to Give a Lesson (Himeji General Plant)
On November 17, 2022, four employees from Himeji General Plant visited Yagi Elementary School in Himeji City and gave alesson to its 18 third-graders. In the last 3 years, a lecture was given by visiting the School as a countermeasure against
COVID-19, incorporating such programs as a virtual factory tour and white gown try-on experience. After being given alecture on the production process of tube-shaped Japanese fish cakes (chikuwa), the children touched and got to feel its
ingredient, fish paste (surimi), and tasted freshly baked chikuwa, enabling them to gain a factory-tour-like experience.

On November 28, 2019, the Oita Marine Biological Technology Center welcomed seven thirdgraders from Matsuura Elementary School, Saiki City, and conducted a program for thechildren to get to know the research being conducted on fish. After hearing a presentationon the Center and aquaculture research, the children observed the test fish being bred at
the Center, as well as experiencing fish feeding and looking at the plankton used for the
feed under microscopes. The children asked many questions on fish feeding and the feedand seemed to be very interested in fish research. Afterward, the children sent in many
letters as feedback.

Workplace Experience for Junior High School Students
On August 1, 2019, the Oita Marine Biological Technology Center conducted a workplace experience program as part of an
exchange sponsored by the Oita Prefecture Junior High School Cultural Association. 25 students from around ten schools
from Beppu City, Oita City, and Saiki City participated. In addition to taking a tour around the Center and looking throughmicroscopes, the students experienced sampling lab work in which they measured and dissected the young yellowtail. The
program was a huge success with the students asking a lot of questions and surprising even the Center’s researchers with
their enthusiasm for conducting the lab work.

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Workplace�Tour�for�High�School�Students�(Nagasaki�Shipyard�Co.,
Ltd.)
Nagasaki Shipyard hosts workplace tours as part of field trips for local high school students.
In fiscal 2021, Nagasaki Shipyard welcomed a total of 76 students from two high schools in
Nagasaki City, explained the types of ships and construction processes and took them on atour inside the factory.

Workplace tours for high school
students

FY2021 Results
Tour date

High school/discipline (course name)

Number of participants

October 13, 2021

High school attached to Nagasaki Institute of Applied Science: Engineer course

36

November 15, 2021

Nagasaki Technical High School: Machine systems department

40“Seafood�University”�Program�(King�&�Prince�Seafood�Corp.)
The Nissui Group company, King & Prince Seafood Corp. (USA, “K&P”) has been holding 2-day programs called “Seafood
University.” The program communicates an overview of K&P, the products of K&P, selling tips, and initiatives for sustainability
through the plant tour and the shrimp boat educational cruise.
Employees, suppliers and customers of K&P take part in this activity, which began in 1976, and more than 4,400 people, todate, have “graduated” from the “Seafood University.” This provides an opportunity to communicate K&P’s initiatives by
involving the stakeholders, and has been recognized by the participants as being “an outstanding training program, standingout from other manufacturers who do similar training.”

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Sports Support

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comprehensive agreement of cooperation concerning food and sports. The purpose of thisagreement is to help the development of food and promotion of sports in Tomi City, andcontribute to the formation of a rich local community. Utilizing Nissui's expertise in food,

Zealand, through the New Zealand Rugby Union (NZRU) since 1988 and has co-sponsored

including marine product-derived functional ingredients such as fast muscle protein and

the New Zealand Universities Rugby Foot Ball Council since 2003.

EPA, we are committed to contributing to the health of many people by collaborating with
Tomi City to give out information and carry out awareness campaigns.

Nissui has a long, close relationship with New Zealand; we have operated a trawl fishery off
the New Zealand coast and manufactured canned foods made from mutton produced inyears. Nissui’s continued co-sponsorship with rugby has served to deepen the friendship andGovernanceOn September 16, 2020, Nissui and Tomi City, Nagano Prefecture, entered into a

Nissui has been an official sponsor of the “All Blacks,” the national rugby team of New

business affiliations with local companies and has established joint ventures throughout theSocialCooperation�Agreement�on�Food�and�Sports�Signed�with�Tomi�City,
Nagano�Prefecture

Co-sponsorship�of�Rugby�Teams�of�New�Zealand

New Zealand. Moreover, Nissui has transferred advanced trawl fishery technologies throughEnvironment“Nissui Tokyo 2009 Bledisloe Cup,”the legendary game between the
New Zealand national team and theAustralian national team held at the
National Stadium in Tokyo.

goodwill that have grown from this collaboration and has contributed to the promotion ofrugby as a sport.
Nissui will continue co-sponsoring the All Blacks and rugby, doing what we can to help therugby spirit of “fairness” and “One for all, All for One” permeate into society.

Related press release (in Japanese)

Offering Menu Items at Nissui Yunomaru Athletes Restaurant
Adjacent to GMO Athletes Park Yunomaru, a high-altitude training facility in Tomi City, we have established “Nissui
Yunomaru Athletes Restaurant,” where we are giving dietary support to athletes as its naming rights partner. We utilize
Nissui products from which athletes can ingest fast muscle protein and EPA and combine them with local food ingredients
to offer tasty and physically healthy menu options designed with nutritional balance in mind. Going forward, in addition to
supporting athletes, we are considering opening the Restaurant to the general public as well.

Support�of�the�Japan�Masters�Swimming�Association
Nissui has been developing the SPORTS EPA brand, which utilizes EPA (eicosapentaenoic acid) in the sports field, and has
continued to support the Japan Masters Swimming Association. Swimming requires endurance and overcoming the lack ofoxygen, which swimmers experience during swimming competitions, is a major issue. However, swimmers can expect toimprove their exercise efficiency and reduce the level of fatigue by taking EPA. Nissui supports the swim meets sponsoredby the Japan Masters Swimming Association and encourages all swimmers so that they can perform to the best of theirabilities until the finish line.
The Japan Masters Swimming Association (in Japanese): http://www.masters-swim.or.jp/

Sponsorship�Activities�for�AVISPA�FUKUOKA
Hakata Marukita Suisan Co., Ltd., a Nissui Group company, has been engaged in activities tosponsor AVISPA FUKUOKA, a soccer team in Fukuoka Prefecture, since 2015. Following
discussions with AVISPA FUKUOKA aimed at conducting activities that are morecommunity-based, Hakata Marukita Suisan started supporting sports activities held by
AVISPA FUKUOKA for children in the region in 2019. In 2022, one of these activities was the“Yumekan Cup,” a soccer tournament for elementary school students up to the third grade
Exhibition boothfrom schools primarily located in Nishi-ku, Fukuoka City. Twelve teams participated in thetournament, and children from the top three teams were invited to Best Denki Stadium (thehome of AVISPA FUKUOKA) for an awards ceremony.

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Targets and Results

Regional Contribution Activities
Measures�against�Regional�Disasters�(Hachioji�Area)
Participation in the Kitanomachi Emergency Drill
On October 27, 2019, the Hachioji General Plant participated in the emergency drill
conducted by Kitanomachi, Hachioji. The Plant displayed and distributed papers thatsummarized the maps of the local evacuation areas and the flooding hazard maps, as well as
introducing and distributing Nissui’s fish sausages as part of emergency stockpiles.
In 2019, the Asa River, which flows through Kitanomachi, reached flooding levels, due to alarge typhoon making landfall, which has prompted many participants to take a look at the
papers, especially the flooding hazard map. The Plant was also able to communicate to theresidents of the area that fish sausage could be kept for approximately four months at room
temperature and could be used as a source of high-quality protein in emergencies.

Providing Well Water During Emergencies
There is a deep well on the premises where the Hachioji General Plant, and the Group
companies, Chilldy Co., Ltd. and the Hachioji Office of Carry Net Co., Ltd. are located. The

Environment

SocialGovernance

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Activities�toward�the�Development�of�the�Next-Generation�Children
Participation in the “Research Meeting” Education Program to Deepen
Understanding of the Osaka-Kansai Expo and SDGs
As part of an educational program aimed at enhancing understanding of the Osaka-Kansai
Expo 2025 and SDGs through classes in elementary and junior high schools, Nissui
participated for the third consecutive year in the “Research Meeting” program as a company
committed to the SDGs. There were a total of 14 companies, including Nissui, thatparticipated in FY2022. This year’s Research Meetings, in which junior high school students
and company representatives exchanged ideas and opinions, were conducted entirely
online. After the introduction of initiatives that participating companies were taking towards
achieving SDGs, a question-and-answer session was held with the students, followed by asharing of viewpoints.
In FY2022, 20 schools from across Japan participated in the program, and Nissui engaged in
discussions with students from the six schools listed below. Some students who participatedin the Research Meetings also submitted their own ideas to the 4th Kansai SDGs YouthMeeting 2022 (which was dubbed as “A place for the sharing of ideas about how to make alllife shine through the classroom”), which took place in February 2023.

Date of Presentationwater from the well, under strict daily water quality supervision, is being used in the plants

Name of the school

Grade

Participants

Kobe International Junior High School

3rd

25

Kyoto Municipal Kyoto Keihoku Elementary and Junior High School

1st

14

Kyoto Municipal Oyake Junior High School

3rd

43

Yokosuka Municipal Oppama Junior High School

2nd

53

Kawachinagano Municipal Nagano Junior High School

1st

58

Kyoto Municipal Nijo Junior High School

3rd

27

and the offices.
The Hachioji General Plant, in preparation for water supply stoppages due to various causes

October 5, 2022

including natural disasters, has made an arrangement to offer this well water as drinking
water, by entering into the “Disaster Control Measure-related Agreement” with the City ofHachioji. This arrangement is part of Nissui’s regional contribution activities borne from thedesire to be of service to the people living in the same community in emergency situations
as well as in ordinary times.

November 22, 2022

(Note) Educational program of Expo 2025, Osaka, Kansai, Japan:
Outline: This program is implemented for the purpose of making children, who will be forging our future, participate in initiatives toward Expo 2025, Osaka, Kansai,
Japan before its launch through classes given by using teaching materials edited by the Japan Association for the 2025 World Exposition to learn about SDGs anddiscover local and social issues by themselves, and in the process, make them come up with ideas for the Expo's theme "Designing Future Society for Our Lives" andheighten their curiosity and interest so that they will actually want to go to the Expo venue in 2025.
Program organizer: Japan Association for the 2025 World Exposition
Implemented with the cooperation of: Osaka Prefectural Education Agency, Osaka Prefectural Board of Education, and other municipal Boards of Education in Osaka
Prefecture

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The�Global�Fisheries�Scholarship�Program

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Training Details

Since 2002, Nissui has welcomed Maori individuals starting out their careers to Japan for

The training program consists of a comprehensive curriculum lasting approximately six months, including lectures, practicaltraining programs to contribute to the future development of New Zealand's fishing

field training, and other activities conducted in relevant departments of Nissui and its Group companies, tailored to theindustry, and in 2023, is hosting one trainee.

trainees' areas of interest.

Training Schedule (FY2017 Example)

Origin and Objectives of the Training Program
Training Program BackgroundFeb

Mid: Arrival in Japan; Late: Japanese language school

Mar/AprJapanese language school (basic skills)

May

Training at aquaculture company; Late: Japanese language school

Jun

Training at Head Office department; Mid: Japanese language school, taking of Japanese-Language Proficiency Test N5

Jul

Fine Chemicals Business, Food Products Business department training, food plant tour, etc.; End of March: Interim
presentation

Aug

Summer vacation (return home)

Sep/Oct

Training at food plant, laboratory, and aquaculture company

Nov

Presentation preparation and Japanese language school (presentation practice, taking of Japanese-Language Proficiency
Test N4)

Dec

Final presentation/Completion ceremony

Sealord Group, Ltd. joined the Nissui Group in 2001. It was at that time that the decision was made to initiate this training
program in partnership with TOKM (Te Ohu Kaimoana: Treaty of Waitangi (Note 1) Fisheries Commission) (Note 2). The
current training counterpart is Moana New Zealand.
(Note 1) Treaty of Waitangi: A peace treaty signed in 1840 between the indigenous Maori people and the British monarchy.
(Note 2) TOKM: Body that oversees the Maori fishing quota.

Purpose
1. To provide Maori with the opportunity for international training and instruction in the seafood industry, enabling them toacquire specialized knowledge and skills.
2. To foster deep and broad interpersonal relationships between the Maori and the Nissui Group, while establishing a longterm, sustainable and mutually beneficial relationship between the Nissui Group and Moana New Zealand.

Achievements and Career Paths upon Completion
During the period from 2002 to 2017, a total of 22 graduates from 14 training cycles have successfully completed theprogram. Upon completion, the majority of the trainees have gone on to actively contribute to the industry and many haveembarked on successful careers in government agencies related to the fisheries sector, TOKM, MOANA NZ, Sealord, andother relevant organizations.

Support for Training Costs
Nissui support amount: approx. 3.5 million yen/person

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Environment

Coexistence�with�the�Local�Communities�(Salmones�Antartica�S.A.)

SocialGovernance

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Active Aging Project in Curaco de Velez City

Salmones Antartica S.A. (“SA”), a subsidiary of the Nissui Group located in Chile, is engaged in salmon farming, processing,Through its Active Aging Project, SA is dedicated to fostering efforts that enable people, irrespective of age, to embrace asales and feed processing. SA attaches great importance to promoting sustainable aquaculture, with particular emphasis on

healthy and joyful later stage of life. The company operates one of Chile's oldest freshwater aquaculture facilities in the city

the mutually beneficial relationship between the company and the communities it operates in as a cornerstone of itsof Curaco de Velez, located on the island of Qinchao near Chiloé, which has a history spanning more than 40 years. Working

business approach. SA is committed to fostering ongoing relationships with local communities, which respects culture,with the local community and in partnership with the University of Chile, SA conducts nutritional studies and educationalcustoms and human rights, and contributes to the long-term stability and improvement of the livelihoods of local people.

programs focused on the use of its salmon, primarily targeting the elderly population. The goal of this initiative is to increase
community awareness of the valuable contribution of seafood to overall health and nutrition. With future expansion plans,
SA aims to contribute to improving the quality of life and promoting health through the provision of safe, sustainable salmon

Support for Infrastructure Development and Social Welfare Projects

products.

SA provides financial assistance to promote stability and improve the livelihoods of local communities. In 2022, support
totaled approximately US$92,100.

2022 Support Status
Support recipients
Support amount
City/Region

Details

1

Castro City

Reconstruction of homes affected by a major fire

US$62,000

2Caguache Island

Installation of a pier

US$13,000

3

Queilen City

Tent renewal

4

Curaco de Verez City

Project to manage the aging population

Total

US$5,100
US$12,000
US$92,100

Installation of New Pier for the Caguache Island in Chile
Located about two hours away from the headquarters of SA on the island of Chiloé, the island of Caguache depends solely
on boats as the primary mode of transportation for its residents. However in the past, during storms, the island’s pierbecame unusable, limiting the residents' ability to leave the island. To address this issue, SA assisted in the installation of anew pier that could withstand harsh weather conditions. This initiative demonstrated SA's commitment to the community,
actively engaging with residents and promoting sustainable development in the region.

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Other Activities
Sponsorship�of�Marathon�to�Raise�Breast�Cancer�Awareness�(CitéMarine�S.A.S.)
In 2019, Cité Marine S.A.S. (France), a member of the Nissui Group, became a sponsor of "La
Lorientaise," a marathon event aimed at raising awareness of breast cancer. In the marathon,
11,000 women clad in pink T-shirts participated. Participation fees and sponsorship money
are donated to a local league for eliminating breast cancer.
https://lalorientaise.oepslorient.org/

Donation�to�the�Scholarship�Foundation�for�Orphans�from�Marine
Accidents
Nissui, with the cooperation of its executives and employees, the Nissui Labor Union (NAC) and through the social gatheringof maritime employees, donates to the Scholarship Foundation for Orphans from Marine Accidents each year since its
foundation in 1970.

Support�for�Victims�of�the�Turkey-Syria�Earthquake
Nissui has donated 10 million yen to the Japan Association for the World Food Programme to provide aid for victims of theearthquake that struck Turkey and Syria on February 6, 2023.

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Sustainability
Report2023

GovernanceCorporate Governance

116

Risk Management

123

Information Security

125

Compliance127

Post-disaster BCP

132

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Diagram: System of Corporate GovernanceCorporate GovernanceCorporate Governance Report (June 28, 2023)(659KB)

Basic approach to Corporate Governance
Effectiveness of the Board of Directors

Diagram: System of Corporate Governance
Board Member(Outside)

Audit & Supervisory Board Member(Outside)

Internal Control System

Executive Compensation

Basic approach to Corporate GovernanceWith a view to improving the profitability and the capital efficiency of Nissui and its Group companies, as well as topromoting initiatives toward corporate social responsibility to encourage sustainable growth and the medium- to long-term
enhancement of corporate value, the Board of Directors will demonstrate the major direction in corporate strategies andother matters and will place greater emphasis on supervising functions while retaining important decision-making functions.
The decision-making functions have been empowered to the Executive Officers (and Executive Committee) headed by the
President & CEO, to speed up the decision-making process and to further separate supervising and execution.
Furthermore, in addition to the above management supervising by the Board of Directors, Nissui has adopted thegovernance structure of a company with an audit & supervisory board, based on its belief in the effectiveness of an audit

Board of Directors, Board Members

system over management comprising four Audit & Supervisory Board members including Outside Audit & Supervisory

The Board of Directors Meeting is held at least once a month in principle to determine material matters and supervise

Board Members who are independent of management.

management. In order to enhance the transparency of management and strengthen the function of management
supervision, Board Members act with a term of office of one year. Currently, the Board of Directors consists of nine Board
Members and includes three Outside Board Members (of which one member is a woman), who are independent of the
management team.

Nomination and Compensation Committee
As an advisory body to the Board of Directors, the Company has established the voluntary Nomination and Compensation
Committee (established on June 27, 2018), consisting of three Outside Board Members and two Representative Board
Members and chaired by an Outside Board Member. The Nomination Committee deliberates on the selection and dismissalof candidates for Officers including President & CEO and succession planning, and the Compensation Committee deliberates
on the determination policy of compensation, details of the compensation system, and compensation standard, among othermatters, in order to recommend to the Board of Directors. The Board of Directors determines executive appointments andcompensation based on the recommendation.

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance○Outside Audit & Supervisory Board Member

○

○

○

○

○

○

Sustainability○

Legal affairs andcompliance○

Risk management○○

Corporate
governance○International
perspective

Member of Nomination and Compensation○

R&D

HamadaKanki○

Outside Audit & Supervisory Board Member

Production andtechnology

Chief Executive Officer,

Yamamoto

Tadashi

Representative Board Member and President,
ShingoMasahiroMarketingand sales

Sustainability

Legal affairs andcompliance

Risk management

Corporate
governanceInternational
perspective

R&D

Production andtechnology

Marketingand sales

Finance andaccounting

Positions and responsibilities

Corporate
management

Name

Positions and responsibilities

Finance andaccounting

Name

Corporate
management

Management structure and Expected Areas of Expertise of Board Members andAudit & Supervisory Board Members

Library○

Committee

Audit & Supervisory Board, Audit & Supervisory Board Member
Representative Board Member,
Seiji

Senior Managing Executive Officer,

Takahashi

Member of Nomination and Compensation

○

○

○

○

○

Regarding the audit system, the Company has appointed persons with the expertise necessary for audit including insight○

into finance and accounting as well as a wealth of knowledge in a wide range of fields. The Audit & Supervisory Board

Committee

consists of four Audit & Supervisory Board Members including three Outside Audit & Supervisory Board Members (of which
one member is a woman) independent of the management team. Each Audit & Supervisory Board Member attends the

ShinyaYamamoto

Board Member,Managing Executive Officer,

○

○

○

○

○

Chief Financial Officer

Koji

Board Member,

Umeda

Managing Executive Officer

ShinyaBoard Member,

Yamashita

Managing Executive Officer

Masahide

Board Member,

Asai

Executive Officer○○

Board of Directors Meetings to audit execution of duties of Board Members, and also attends other important meetings
including the Executive Committees as necessary.

Executive Committee, Executive Officer○

Regarding business execution, the Company has adopted the executive officer system (introduced on June 25, 2009) for○

flexible and efficient business management. The Executive Committee consisting of Executive Officers appointed by the○

Board of Directors is held at least once a month in principle, and makes quick and appropriate decisions and information
sharing on major business execution matters, based on sufficient deliberation from a multifaceted perspective, in order to○○○promote the sustainable growth and the enhancement of the corporate value of the Company and the Company Group. The
Executive Committee consists of 18 men including six Board Members concurrently acting as Executive Officers.

MikitoNagai

TokioMatsuoOutside Board Member,
Chairperson of Nomination and

○

○

○

○

○

Internal Audit Department

Compensation Committee

Based on annual planning, the Internal Audit Department under the direct control of President implements evaluation on

Outside Board Member,
Member of Nomination and Compensation

○

○

○

○

○

○

Committee

internal control in order to ensure the reliability of internal audit and financial reporting of the Company Group, and reports
results to Board Members, Audit & Supervisory Board Members, and the managers of organizations under audit.
The Internal Audit Department reports the business audit results of Nissui and all its Group companies to the Audit &AtsumiEguchiSupervisory Board Members, and in terms of internal control, discusses the evaluation procedure, scope, schedule, etc. with

Outside Board Member,
Member of Nomination and Compensation

○

○

○

○

Committee

the external independent auditor when formulating the evaluation plan for the fiscal year and finalizes the evaluation policy.
Furthermore, we ensure cooperation between the external independent auditor and the Internal Audit Department byclosely exchanging information with the external independent auditor and taking appropriate corrections when any

Hiroyuki
HamanoShino
HiroseStanding Audit & Supervisory Board Member

Outside Audit & Supervisory Board Member

○

○

○

○

○

○

○

○

○

deficiencies or problems in control are found.

○

Auditor of Accounts
Regarding accounting audits, the Company has concluded an agreement with Ernst & Young ShinNihon LLC to conduct
accounting audits based on the Companies Act and the Financial Instruments and Exchange Act.

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Targets and Results

Effectiveness of the Board of Directors

Environment

SocialGovernance

Library[Summary]In the responses, the executives generally rated the current performance of the Board of Directors high in that active<Timeline for the effectiveness evaluation of the Board of Directors>

exchanges of opinions were conducted between internal and outside executives under the appropriate leadership of the

The Company evaluated the effectiveness of the Board of Directors for FY2022 on all executives (9 Board Members and 4

Board of Directors, sharing the meeting materials and the details of the discussions of the Executive Committee, andAudit & Supervisory Board Members) in accordance with the following timeline.

improving and making the reporting items more substantial, etc.) were taken every time issues were identified through theJanuary�2023

Conducted a questionnaire based on a 4-point scale

February�toUpon summarizing the questionnaire results and identifying the issues, the secretariat conducted

March�2023

interviews with all executives

May�2023

Discussions facilitated by an Outside Board Member were conducted with the participation of all

Chairperson. The executives also appreciated the fact that corrective measures (setting the themes to be discussed by theevaluation of the Board of Directors' effectiveness, which has been conducted since FY2016. On the other hand, theresponses indicate that there remain some issues for which sufficient improvement has not been achieved (decision-making
and supervisory functions from a companywide perspective, the delegation of authority to the Executive Committee, thevolume and content of the meeting materials of the Board of Directors). Additionally, in FY2022, human resources strategies
and succession planning were pointed out as new issues.

executives<The content of the questionnaire and a summary of the results>(1) The content of the questionnaire
The major content of the questionnaire included the following items to confirm the status of the Board of Directors as awhole.
i. Composition of the Board of Directors (Size, number of members, diversity, the ratio of Inside Board Members to
Outside Board Members, etc.)
ii. Operation of the Board of Directors and the support structure (Annual schedule, the content and volume of meeting
materials, the leadership of the Chairperson, etc.)
iii. Agenda of the Board of Directors (Number of agenda items and the content of the agenda and the relevance of thecriteria for submitting proposals to the Board of Directors, etc.)
iv. Communication with third parties (The quality and the appropriateness of the content of disclosures to stakeholders andthe like)v. Training for Internal and Outside Board Members(2) Summary of the results[Overview]
A comparison of the major evaluation items indicated that the average score for "1. Composition of the Board of Directors"
was the highest, while the average score for "3. Agenda of the Board of Directors" was the lowest. The outside executives
generally gave higher scores than the internal executives and a large discrepancy appeared in the scores given by theinternal and outside executives particularly regarding "5. Training," in which internal executives evidently found that thetraining opportunities for both internal and outside executives were insufficient.

<Interviews>
Based on the questionnaire described in 2, the secretariat recognized the following items as issues and conducted individualinterviews with all executives. From the interviews, it became evident that each executive was strongly aware of andcommitted to ways of making the Board of Directors more effective.
i. Measures to ensure that the Board of Directors functions to the maximum extent and the revision of the composition ofBoard Members
ii. Initiatives toward human resources strategies and succession planning (including methods for developing humanresources)iii. Discussion themes pertaining to growth strategies for realizing the long-term vision
iv. Specific details of initiatives on sustainability and the revision of IR strategies

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The Nissui Group’s
Sustainability Initiatives

Targets and Results<Summary of the discussion and next actions>
The discussion was conducted as an open-ended discussion with the participation of all executives, separate from the Boardof Directors meetings. This year's discussion was facilitated by an outside executive. The executives discussed the following
items, touching upon the awareness of the issues and the various viewpoints of the discussion on the resolution of such
issues. Additionally, candid discussions took place on management themes such as succession planning and portfolio
management that went beyond the theme of effectiveness evaluation of the Board of Directors. Deep-dive discussions weremade possible on what the Company was currently lacking and what initiatives were needed for improvement with input
from outside executives sharing case studies of other companies.
i. Composition of the Board of Directors (including diversity)
ii. Improving the operation of the Board of Directors (including meeting materials)
iii. Improving discussions on human resources strategies and succession planningiv. Improving discussions on growth strategies and the business portfolio
v. The ideal way of communicating to third parties
Going forward we will implement initiatives to raise the quality of discussions such as providing explanations in advance on
important matters to be deliberated by the Board of Directors and sharing discussions points of the Executive Committee, in
addition to sharing basic information regarding businesses including onsite inspections of farming sites and plants, to further
improve the effectiveness of the Board of Directors.

Environment

SocialGovernance

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Audit & Supervisory Board Member(Outside)
There are three Outside Audit & Supervisory Board Members, who have no personal, capital, trading or any other special
relationship of interest with the Company.
Ms. Shino Hirose, is well-versed in corporate law, as well as in business in China from having served at the Japanese Embassyin Beijing, as a public servant for a fixed term with the Ministry of Foreign Affairs. The Company has elected her as an
Outside Audit & Supervisory Board Member with the expectation that she will draw on her expertise in conducting theaudits of the Company.
Mr.Masahiro Yamamoto has abundant experience as an accounting expert, having served as a representative partner of amajor audit firm as a certified public accountant and currently serving as a Director (Audit and Supervisory Committee
member) of a business company. He also serves as an Auditor of a public interest incorporated association, and has broad
personal connections and insight in the business world. The Company has elected him as an Outside Audit & Supervisory
Board Member in the expectation that he will provide effective guidance drawing on his experience and insight.
The Company has elected him as an Outside Audit & Supervisory Board Member in the expectation that Mr.Tadashi Kanki will
provide effective guidance drawing on his broad experience in sales and corporate planning at financial institutions, inaddition to his four years of experience as a Standing Audit & Supervisory Board Member at a company listed on the First
Section of the Tokyo Stock Exchange.
Given that all three Outside Audit & Supervisory Board Members meet the requirements of independent officers set forth by
the Tokyo Stock Exchange and the "Independence Criteria of Outside Executives" set forth by the Company and thus do notpose any conflict of interests with general shareholders, the Company has deemed them to be independent and has
designated them as Independent Officers as set forth by the Tokyo Stock Exchange and given notice thereto.
Outside Audit & Supervisory Board Members periodically receive reports on audit plans and audit results from theBoard Member(Outside)
There are three Outside Board Members, who have no personal, capital, trading or any other special relationship of interest
with the Company.
In addition to his years of experience at financial institutions, Mr. Nagai has broad insight gained as a President and CEO of
an operating company. The Company has elected him as an Outside Board Member in the expectation that he will

Accounting Auditor, while at the same time mutually coordinate with them by witnessing certain audits conducted by the
Accounting Auditor. Outside Audit & Supervisory Board Members also exchange information and opinions with the Internal
Audit Department as necessary. The Internal Audit Department reports the results of the operational audits of the Group to
the Audit & Supervisory Board Members.
Independence_Criteria_of_Outside_Executives (104KB)

appropriately supervise overall management by applying past experience and case studies in identifying issues and byproviding frank opinions from a medium- to long-term perspective. In addition, he is expected to demonstrate leadership as
Chairperson of the Nomination Committee and Compensation Committee.
In addition to many years of experience at a glass manufacturer, Mr. Matsuo has broad expertise accumulated as a
Representative Director of a chemical manufacturer. The Company has elected him as an Outside Board Member in the
expectation that he will appropriately supervise overall management by providing frank opinions on sustainability initiatives
from a medium- to long-term perspective.
Ms. Eguchi has engaged in research & development and public relations/communications divisions at beverage and food
manufacturing companies and has broad knowledge and abundant experience. The Company has elected her as an Outside
Board Member in the expectation that she will appropriately supervise overall management from a perspective of corporate
communication and diversity at the Board of Directors meetings, etc. of the Company.
Given that all three Outside Board Members meet the requirements of independent officers set forth by the Tokyo Stock
Exchange and the "Independence Criteria of Outside Executive Officers" set forth by the Company and thus do not pose any
conflict of interests with general shareholders, the Company has deemed them to be independent and has designated themas Independent Officers as set forth by the Tokyo Stock Exchange and given notice thereto. The Outside Board Members
exchange information and opinions, as necessary, with the Internal Audit Department on the content of the reports
submitted by the department.

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Attendance at Board Meetings by Outside Board Members and Audit &Supervisory Board Members

Environment

SocialName

Name

Number of
Board ofDirectors
meetings
attendedNumber of
Audit &
Supervisory
Board
meetings
attended

Library

Category: Outside Audit & Supervisory Board Member

Category: Outside Board Members
Number of
Nomination andCompensation
Committee
meetings
attended

Governance

Number of
Board ofDirectors
meetings
attendedNumber of
Nomination
andCompensation
Committee
meetings
attendedNumber of
Audit &
Supervisory
Board
meetings
attended

Key activities

Key activities
She is well versed in corporate legal affairs and compliance issues as an
attorney at law, and provides comments as necessary from an
In addition to his experience at financial institutions, he has abundant

Shino

22/22

Hirosemeetings−

14/14

independent and objective standpoint and from the perspective of

meetings

diversity to ensure adequacy and appropriateness of decision-making

experience as a corporate manager, such as having served asby the Board of Directors and the Audit & Supervisory Board based on

representative director of an operating company. Leveraging thisher expertise and experience in legal issues.

experience, he provides suggestions and advice on the optimization of
the business portfolio from a higher perspective of a corporate(Nomination)
Mikito

21/22

5/5 meetingsNagai

meetings(Compensation)

manager and on financial strategies from a medium- to long-term−

6/7 meetings

perspective. He makes management decisions, including decisions on

He has professional knowledge regarding finance and accounting as a
Masahiro

22/22

Yamamoto

meetings−

14/14

certified public accountant. Leveraging his abundant experience andmeetings

expertise as an accounting expert, he provides comments as necessary

the effectiveness of the Board of Directors, and provides oversight andfrom an independent and objective standpoint.

comments appropriately at the Board of Directors meetings from a
broad perspective. In addition, as Chairperson of Nomination

In addition to the experience as a Standing Audit & Supervisory Board

Committee and Compensation Committee, he leads fair andtransparent operation of the Committee meetings regarding theelection of Board Members and Audit & Supervisory Board Members

Member at a listed company, he has broad knowledge and experience
Tadashi

22/22

Kanki

meetings−

14/14

in sales and corporate planning at financial institutions. Leveraging thismeetings

experience, he provides comments to encourage effective andand matters concerning compensation, etc.

appropriate supervision of overall management from an independentand objective standpoint.

Based on her insight in the area of corporate governance andextensive experience as outside director of listed companies, she* As of the end of March 2023

provides advice and suggestions from an investor's perspective, withcorporate communication and IR taken into account. She makes(Nomination)
Yuko

21/22

5/5 meetings

Yasudameetings(Compensation)

management decisions and provides oversight appropriately at the−

7/7 meetings

Board of Directors meetings from a multi-faceted perspective
including the effectiveness and diversity of the Board of Directors. In

Internal Control System

addition, she provides expert and specific advice on the election ofBoard Members and Audit & Supervisory Board Members and revision

Basic Policy for Internal Control Systemof the compensation system with consideration of recent trends andother company's cases at Nomination Committee and Compensation
Committee meetings.

Leveraging his extensive experience as a corporate manager, such as
having served as representative director of an operating company, heprovides advice and suggestions regarding efforts to resolve social(Nomination)
Tokio

22/22

5/5 meetings

Matsuomeetings(Compensation)
7/7 meetings

issues and the Company's sustainability activities. He makes−

management decisions and provides oversight appropriately at theBoard of Directors meetings from a broad perspective. In addition, he
provides advice for the improvement of the election of Board
Members and Audit & Supervisory Board Members and thecompensation system at Nomination Committee and Compensation
Committee meetings, based on his management experience.

* As of the end of March 2023

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Executive Compensation
Policy on the Determination of the Amount of Executive Compensation, etc.

Environment

SocialGovernance

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Basic compensation
Basic compensation consists of three components, namely, representative consideration, supervisory consideration andexecutive consideration, and executive consideration is set according to the job rank.

A basic policy for the determination of executive compensation has been established, as per the following, in accordancewith the Corporate Governance Code.

Performance-linked compensation

Basic Policy
1. The compensation system shall support the achievement of the Company's mission and vision.
2. The compensation system shall be designed to reflect medium- to long-term management strategies, and as means toachieve such management strategies strives to eliminate short-term bias and motivate the medium- to long-term
improvement of corporate value.

Performance-linked compensation is paid to Executive Officers based on the idea that the compensation is distribution of

3. The compensation system shall be effective in maintaining and securing outstanding talent.

added value generated in a single fiscal year. This compensation uses "consolidated ordinary profit," which is a performance

4. The compensation system shall be designed in a transparent, fair and reasonable manner from the standpoint ofaccountability to stakeholders including the shareholders and employees, and shall ensure appropriate determination

evaluation indicator, and "total amount of dividends" conscious of shareholders' perspectives. Consolidated ordinary profit

processes.
5. The compensation system shall be aligned to the roles and responsibilities entailed by each rank and to performance.

or the total amount of dividends, each multiplied by a certain percentage, whichever is the smaller amount, is used as thebasic amount of the compensation, which is then allocated and paid in accordance with the job rank by adding individual
evaluations. As the compensation composition ratio is set based on the timing when the Mid-term Business Plan is achieved,
if consolidated ordinary profit or total amount of dividends, which is conscious of shareholders' perspectives, is increased or

Method for the determination of compensation of Board Members
The policy for determining compensation, etc. of individual Board Members is determined by the voluntary Compensation
Committee which is chaired by an independent Outside Board Member and consists of three Outside Board Members andtwo Representative Board Members (Chairperson: Mikito Nagai), with the aim of ensuring compensation commensurate withthe company's stage. Specifically, it is determined by the Board of Directors upon deliberation of (i) the basic policy forcompensation; (ii) the compensation system; (iii) the compensation levels; and (iv) compensation item composition ratio;

decreased, the ratio of performance-linked compensation in total compensation is designed to be increased or decreased
accordingly.
Evaluation for each individual was introduced in FY2021 with an aim to clarify the degree of contribution of each officer tothe business performance for a single fiscal year. Certain business performance targets, including sustainability targets, havebeen selected as evaluation items, and achievement rates are evaluated against those items within the range between 80%
and 120%. The basic amount of performance-linked compensation paid, the allocation rate by job rank, and evaluation foreach individual shall be determined by the Board of Directors after deliberation by the Compensation Committee.

among other things, based on comparative verification against benchmark groups. The amount of each compensation to be
paid shall be determined by the Compensation Committee delegated by the Board of Directors from the viewpoint of theStock-based compensation

objectivity and transparency of the operation of said system.
With respect to compensation, etc. of individual Audit & Supervisory Board Members, the amount of basic compensation(fixed compensation) shall be determined through consultation between Audit & Supervisory Board Members, and shall bewithin the range of the total amount of compensation, etc. approved by the General Shareholders' Meeting in advance.

Compensation of Board Members and Audit & Supervisory Board Members, and calculation
method and process of determination thereofCompensation of Board Members (excluding Outside Board Members) consists of three components, namely, "basic
compensation," "performance-linked compensation" and "stock-based compensation." Outside Board Members and Audit &Supervisory Board Members receive only basic compensation (fixed compensation).
Until FY2022, the ratio between each compensation of Board Members is roughly targeted at 65:30:5 when businessperformance targets are achieved 100%. From FY2023, in order to raise awareness among Board Members of improving
business performance and increasing corporate value over the medium to long term, the design of the system shall bechanged to set the ratio to 55:25:20 when business performance targets such as consolidated ordinary profit, etc. and other
KPIs of the Mid-term Business Plan are achieved 100%. Accordingly, the ratio of performance-linked variable compensation(performance-linked compensation and stock-based compensation) is to be raised to approximately half of the total.
The retirement benefit system for Board Members and Audit & Supervisory Board Members was abolished on the day of the
92nd Ordinary General Shareholders' Meeting held on June 27, 2007.

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Sustainability Initiatives

Targets and Results

Evaluation items and evaluation weight for stock-based compensation
The following evaluation items have been established for stock-based compensation, in conjunction with the commencement

Environment

SocialGovernance

Library

Total Amount of Compensation, etc. by Executive Category, the Types ofCompensation and the Number of Eligible Executives for the FY2022 Termof the new Mid-term Business Plan "Good Foods Recipe1" in FY2022. Specifically, sustainability evaluation items, in addition

The policy for determining the details of compensation, etc. of individual Board Members shall be determined by the Board

to the current evaluation items such as achievement rate of consolidated ordinary profit, have been selected with the aim ofof Directors after deliberation by the Compensation Committee chaired by an independent Outside Board Member. The

optimizing the business portfolio, improving capital efficiency, and enhancing shareholder value.

Board of Directors judged that the details of the compensation, etc. of individual Board Members were in compliance withsaid policy and appropriate, as the amount of such compensation, etc. paid for the fiscal year under review was determined

After revision (FY2022 ~)Items

Financialby the Committee delegated by the Board of Directors based on said policy.
Reasons for selection

Net sales

Improvement of growth potential

Consolidated ordinary profit

Improvement of profitability

ROIC

Improvement of capital efficiency

Achievement rate of the target for

Sustainable procurement

sustainability of marine resources
Sustainability

Category of Officers

Total amount ofcompensation,etc.
(in millions ofyen)

Total amount by type of compensation, etc.
(in millions of yen)
Performancelinked
compensation

Basic
compensation

6

Board Members

Reduction in CO2 emissions at the Group'sContribution to actions toward climate change and ocean

business sites

environment

Improvement of employee engagement score

Allow diverse human capital to play important roles

Sales of healthy products category

Solve health problems(excluding Outside Board

Number of
Officers paid

Stock-based
compensation

338

211

110 (Note)

16

Members)(Stock-based
compensation:
6)

Audit & Supervisory Board

As detailed above, financial and non-financial (sustainability) items have been selected for evaluation of corporate
performance, and their weightings have been set to 70:30. Financial targets are evaluated per actual achievement rates,

Members(excluding Outside Audit &

26

26

-

-

1

36

36

-

-

3

38

38

-

-

3

Supervisory Board Members)

while non-financial (sustainability) targets are evaluated within the range between 50% and 150%. The number of shares tobe issued to individuals is determined by multiplying the basic points pre-determined in accordance with job rank by

Outside Board Members

corporate performance achievement rates, and then reflecting the individual evaluations. For individual evaluations, KPIs andsustainability items under the Mid-term Business Plan are used, and the achievement rates are defined within the range

Outside Audit & Supervisory

between 80% and 120%. The corporate performance achievement rates and the individual evaluations shall be determined by

Board Members

the Board of Directors after deliberation by the Compensation Committee.
(Note) The performance-linked compensation of Board Members includes an amount estimated to be paid in June 2023.

Activities of the Compensation Committee in FY2022
Deliberation overview

Revision of executive compensation system
Evaluation for each individual for performance-linked compensation for FY2021
Amount to be paid to each individual on basic compensation table by job rank of Board Members and Executive
Officers for FY2022
Amount to be paid to each individual of performance-linked compensation paid in June 2022 and December 2022

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Risk Management

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Promotion�Framework�-�The�Risk�Management�Committee
The Risk Management Committee, chaired by the President & CEO and comprising all Executive Officers, is convened fourtimes a year. The Risk Management Committee strives to build, maintain and improve the risk management system of the

The Nissui Group, whose mission is to produce various food products, pharmaceutical ingredients, etc. from resources
including marine products and supply them to people around the world, is striving to continue stable production and sales in

Nissui Group based on the risk management rules. The Executive Officer (in charge of risk management) periodically reports
its activities to the Board of Directors.

order to fulfill such duty. In order to further solidify its business activities, we have established the "Risk Management Policy,"
Risk�Management�Committee

and the Risk Management Committee is building and implementing a risk management system aimed at fulfilling the visionsought under the Policy. Furthermore, risks with a significant impact are identified as priority risks by the Risk Management

Chair: President & CEO

Committee and addressed by setting up a dedicated subcommittee.

Members: All of the Executive Officers
Secretariat: General Affairs Department
Report to: Board of Directors

Risk�Management�Policy

Holding frequency: Four times a year

Nissui and its Group's basic policy for risk management is to endeavor to prevent risks that may hinder business activities
from arising, and in the event of an emergency, minimize the occurrence of losses by giving top priority to human life, giveconsideration to society such as providing aid to disaster victims, and make best efforts to preserve our management
resources and continue our businesses and thereby maintain and improve corporate value.

Please see below for initiatives by each Subcommittee to Manage Priority Risks.
For the Ethics Subcommittee and the Occupational Safety and Health Subcommittee, please see "Compliance" and "Labor
Safety," respectively.

Information Security

Compliance

Labor Safety

Post-disaster BCP

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The�Vision�Targeted�in�2030
Nissui-led comprehensive risk management is effectively incorporated in accordance with the plan-do-check-action(PDCA) cycle with respect to operational risks and hazard risks of the Nissui Group in Japan.
A standardized policy for risk management is shared among Group companies outside Japan, and initiatives are
conducted in accordance with the PDCA cycle at such companies.

Results�of�Initiatives
FY2022
Activities were carried out by setting "information security," "compliance," "occupational safety and health" and "postdisaster BCP" as priority risks (quality assurance risks and environmental risks were addressed by the Quality AssuranceCommittee and the Sustainability Committee, respectively).
Group companies in Japan managed the progress of risk management on a semiannual basis.
Initiatives were carried out by setting the following as the theme commonly shared among the departments of Nissui
Corporation: Prevention of harassment in departments.
As risk management education at Nissui Corporation, conducted the basic risk management education for all employees
through e-learning.

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Information Security

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Promotion�Framework�-�The�Information�Security�Subcommittee
The Information Security Subcommittee, which is aimed at enhancing the information security level of Nissui and its Group
companies in Japan, is convened four times a year. The Subcommittee is chaired by an Executive Officer designated by the

The Nissui Group retains the personal information of customers in its mail-order/e-commerce business, etc. It is not only our
corporate responsibility but also indispensable for the sustained growth of the Nissui Group to prevent the leakage/loss ofsuch personal information and important information on management, business, research, etc. Having established the"Information Security Subcommittee" under the Risk Management Committee, we are executing information security

President & CEO and its members consist of the Executive Officer (in charge of risk management) and the respective headsof departments centering on the Corporate Administration Group. Its main activities involve the formulation and progress
management of various measures to make the Basic Policy on Information Security function effectively, as well as theexecution of procedures to deal with information security risks that have newly arisen.

management in a thoroughgoing manner by putting regulations and rules in place, including the "Basic Policy on Information
Security," enhancing the system administration framework and periodically conducting education and training for
employees.

Risk�Management�Committee
Chair: President & CEO
Members: All of the Executive Officers
Secretariat: General Affairs Department

Basic�Policy�on�Information�Security

Report to: Board of Directors
Holding frequency: Four times a year

Basic Policy on Information Security
Information�Security�Subcommittee

Privacy�&�Policy
Privacy & Policy

Chair: Executive Officer appointed by the
Chair of the Risk Management Committee
Members: Executive Officer (In charge of
Risk Management), General Managers
Centered on the Corporate Administration
Group
Secretariat: ICT Department
Holding frequency: Four times a year

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Conference of IT Divisions of the Nissui Group in Japan

Initiatives�to�Enhance�Information�Security

For the purpose of deliberating the direction of promoting the adoption of information technology (IT) in the Group in theInitiatives Targeted at Nissui Corporation

medium- to long-term, a conference targeted at the respective persons in charge of IT divisions in the Group is held eachWith respect to all employees, we make the information security rules widely known and conduct information security
education and training at least once a year. Also, a security audit is conducted periodically—i.e., once a year—at businesslocations where important information is retained.

year. At the conference, participants exchange opinions on IT in general, including such topics as information security
measures, utilization of cutting-edge technologies, and consideration of system adoption. In terms of information security,
participants share the latest trends in threats and the status of information security measures taken at each Group company,
identify information security issues that should be tackled by the Group in the medium- to long-term and bring their views
together with respect to the countermeasures.

FY2022 Results
Category of
Initiatives

Environment

Description of Initiatives

Coverage

Results

Training aimed at newly-assigned employeesNewto help them understand basic security
principles

graduates/experienced
hires

Training to raise information security
awareness and promote internal rules

Executives/employees

E-learning: Once (participation rate:
94.2%)

Security awareness training for employees

Departments handlingcustomer personal

E-learning: Once (participation rate:

Education
who handle personal customer information

information

Test aimed at determining understanding ofinternal rules that leads to more efficienttraining
Training aimed at building resilience totargeted attacks by email
Training

Face-to-face/online training: Twice100.0%)

Executives/employees

E-learning: Once (participation rate:
97.5%)

Executives/employees

Twice

Members of theTraining to develop information security
incident response capabilities

Information Security
Subcommittee andOnce

related parties

Audit

Audit to understand and improve security
conditions at sites that retain criticalinformation

Umi no Genki Club
online shop

In FY2022, conducted system audit
for renewal of online shop
Once (Evaluation: no irregularities)

Initiatives Targeted at Group Companies in Japan
Standards to be achieved had been set in three fields—i.e., policy formulation, technical measures and personnel measures—for the purpose of evening out the security level across the Group in Japan. We encourage all group companies in Japan toachieve the standards and continue to improve their security levels while rotating the PDCA improvement cycle, in order todeal with the security risks that are becoming more serious year by year.

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10. for the purpose of employee evaluation, give priority to their loyalty to the matters provided in the Code of Ethics.
Management personnel should take the lead in observing this Code of Ethics and make it well known to people within the
Company. If any breach of this Code occurs, Management should investigate the reasons therefore, make efforts to avoid
recurrence of such breach and fulfill the responsibility of prompt disclosure of relevant information and explanations for such

The Nissui Group is working to enforce compliance in a thoroughgoing manner including complying with laws andincidences.

regulations in/outside Japan as well as various internal rules pursuant to the Code of Ethics, in order to meet the
expectations of all of its stakeholders such as customers, employees, business partners and shareholders and fulfill its

Enactment Date: April 1, 2003

corporate responsibility. Having established the "Ethics Subcommittee" under the Risk Management Committee, we are

Revision Date: April 18, 2008

endeavoring to implement measures for the early detection, rectification and recurrence prevention of compliance issues

Revision Date: March 1, 2021

and striving to raise employees' awareness of compliance. We are also engaged in initiatives to develop and enhance thecompliance structure of the Nissui Group as a whole, not just Nissui Corporation.

Ethical�Behavior�Standards
Code�of�Ethics
ObjectBeing aware that each of us is a constituent member of the business enterprise having a characteristic of a social and public
institution, we hereby adopt this Code as our moral standard and code of conduct.

We have established the Ethical Behavior Standards in order to provide clear explanations about each item in the Code of
Ethics. Below is an overview of the standards.

1. Fair business relationships(1) Ensuring fair competition(i) Prohibition of cartels and collusive practices

Basic Thoughts
We can continue to operate the business only if customers support us and society trusts us.
We keep this in mind and have pride in having as our principle the lawfulness and sincerity that reflects the spirit in which
the Company was founded.

We will not make agreements with other businesses that seek to restrict competition, such as agreements on prices,
assign customers, or divide sales territories.
(ii) Prohibition of resale price maintenance
We will not engage in unfair trade practices, such as giving instructions to or making agreements with competitors or
distributors to maintain wholesale or retail prices of our products.
(iii) Prohibition of abuse of a dominant bargaining position
We will not take advantage of our dominant bargaining position to request that suppliers or subcontractors we do

Policy toward Society

business with make monetary contributions, compel them to purchase our products or services, or interfere with theiroperations.

We observe applicable domestic and foreign laws with regard for the underlying spirit of such laws and also "behave withintegrity as a company and an individual" in order to continue to be fair and sincere to society. More specifically, we:
1. develop and keep fair relationships with customers, shareholders, parties transacting business with us and all otherinterested parties;
2. eliminate any relationship with any antisocial force that poses a threat to public order or safety;(iv) Compliance with the Act against Unjustifiable Premiums and Misleading Representations
We will comply with legal requirements when offering goods, money, or other premiums to customers. In addition, we will
advertise and label our products and services truthfully and will not mislead consumers.
We will not engage in any other practices that unfairly restrict fair and free competition.

3. endeavor to widely and fairly disclose information and, at the same time, strictly control nonpublic information;(2) Fair purchasing process

4. respect intellectual property rights in the world and not engage in illegal use of these rights;

We will ensure that our purchasing process for products and services will be fair and based on contractual agreements. We

5. draw a line between official matters and private matters and not make use of official or business position for personal
interest;

will select suppliers on the basis of reasonable criteria such as quality, price, and turnaround time.

6. perform official duties faithfully, keep conscious of our role as a good citizen and a member of a responsible businessenterprise, and not deviate from social ethics and morals;
7. respect our frank and openhearted communication environment and make an effort to maintain a sound and effective
system of internal checks and balances;
8. respect the differences in culture and customs from those in Japan when engaging in business outside Japan and makean effort for mutual understanding;
9. respect and observe Quality Assurance Code, Environmental Code and other internal rules and regulations; and(3) Gifts and entertainment(i) Providing gifts or entertainment
We may offer gifts or entertainment to customers and business associates as a customary business courtesy, but we will
do so only if such are within the scope of socially accepted norms and do not violate the internal regulations of the otherparty.
(ii) Accepting gifts or entertainment
We may accept gifts or entertainment from business partners and other related parties only if their cost falls within an
acceptable standard range and only with prior approval of the person responsible for the organization.

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5. Respect for intellectual property(i) Prohibition of bribery
We will not engage in any act of bribery of public officials, etc., regardless of whether or not a specific request has been

We will not use intellectual property owned by the company for any purpose other than business.

made.

We will also take great care to ensure that we are not infringing on the intellectual property rights of other companies in(ii) Prohibition of excessive entertainment, gifts, etc.

execution of business.

We will not provide excessive entertainment or gifts to public officials even when they do not have a vested interest in ourwork.

2. Prohibition of providing economic benefit, etc., to antisocial forces orindividuals linked to them
We will not provide any kind of economic benefit to antisocial forces, such as organized crime groups and sokaiya, in any
form whether it be a magazine purchase, donation, membership fee, or commercial transaction.

3. Disclosure and protection of company information

6. Drawing the line between official matters and private matters(1) Prohibition of conflicts of interest
We will not cooperate with competitor companies without the company’s approval, nor will receive money or other benefits
from our suppliers, etc., in return for giving them advice or helping them.

(2) Prohibition of personal use of company assets
Company assets will not be used for personal purposes (including for the benefit of third parties).

(3) Insider information
We will not use company information or undisclosed inside information about other companies that were learned in the(1) External disclosure

course of executing business for stock trading or other purposes for personal gain.

(i) We will actively disclose the status of our corporate activities in order to be transparent with not only our shareholders
and the securities market but also a wide range of stakeholders.
(ii) We will follow generally accepted accounting principles and practices to record sales and purchases as well as thevaluation of our inventories and fixed assets for fair financial reporting.

7. Creating a friendly work environment where all employees are valued as
individuals(1) Compliance with health and safety as well as labor standards(2) Protection of personal information

We will comply with laws, regulations, and internal rules related to health and safety as well as labor standards, strive to

We will handle personal information, both internally and externally, in compliance with our Personal Information Protection

manage working hours efficiently, and work to maintain and improve our physical and mental health.

Policy, all laws related to the protection of personal information, and social norms.

(2) Respect for individuality and prohibition of discrimination and harassment(3) Protection of customer information

We will respect basic human rights, diverse values, and privacy of individuals, and create a work environment in which

We will carefully handle information obtained in the course of execution of business regarding the business activities of

employees from diverse backgrounds can fully demonstrate their abilities as we improve awareness and the workplace

other companies. We will use such information only in appropriate ways for appropriate purposes. We will neither disclose it

culture. We prohibit any unreasonable discrimination or harassment (including workplace bullying and pestering or any

to anyone outside the company nor disclose it internally except to employees who have a business need to know.

behavior that would make people of the other gender feel uncomfortable) by reason of race, religion, gender, age,(4) Protection of company information

nationality, social standing, etc.

We will strive to protect company information in accordance with our internal rules related to trade secret management.

4. Protection of company assets(1) Protection of tangible and intangible assets
We will protect tangible and intangible assets owned by the company from being lost, stolen, or used for unauthorizedpurposes.

(2) Obligation to return company assets upon termination
We will return all company-owned assets and materials containing company information when leaving the company due toretirement or any other reason.

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Promotion�Framework�-�The�Ethics�Subcommittee
The Ethics Subcommittee is convened once every two months (i.e., six times a year) for the purpose of enhancing
compliance in Nissui as well as its Group companies in Japan. In addition, emergency meetings are held in a timely fashion as

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Initiatives�to�Identify�Compliance�Issues
Overview of Whistleblowing System

necessary. The Subcommittee is chaired by an Executive Officer designated by the President & CEO and its members consist

We have a whistleblowing system in place, enabling employees of Nissui and its Group companies in Japan to directly notifyof the Executive Officer (in charge of risk management), the Executive Officer (in charge of the Legal Department), thethe Ethics Subcommittee with regard to harassment, labor issues and acts of questionable compliance, including corruption

General Manager of the Human Resources Department, the General Manager of the General Affairs Department, the Generaland bribery in the workplace. We have established points of contact for whistleblowing both internally (i.e., the Legal

Manager of the Legal Department, the General Manager of the Finance and Accounting Department, the General Manager ofDepartment serving as the secretariat of the Ethics Subcommittee) and externally (i.e., outside specialist), and have a

the Corporate Strategic Planning & IR Department, the General Manager of the Internal Audit Department, the Generalmechanism whereby the Audit & Supervisory Board Members are also contacted simultaneously. Whistleblowing notices are

Manager of the Marketing Planning Department, the General Manager of the Food Products Production Promotion

given directly by such means as telephone, Web and email, and may be made anonymously.

Department and an outside attorney. The participation of an outside attorney ensures that the Subcommittee acts as a third

In the event that a whistleblowing notice has been given, the Ethics Subcommittee conducts an investigation by selecting aparty.

person responsible for the investigation while giving consideration to ensure that the whistleblower will not be put at a

In fiscal 2022, the Ethics Subcommittee was convened 7 times in total, where whistleblowing response, compliance activity

disadvantage, and examines the findings of the investigation and improvement measures within the Subcommittee.

plans, compliance questionnaire surveys, etc., were deliberated.

When conducting an investigation, there is a clear policy "not to look for the whistleblower," and the protection ofconfidentiality and the prohibition of disadvantageous treatment of the whistleblower are stringently enforced. Of note,
Risk Management Committee

even if a notice given to the external point of contact for whistleblowing was not anonymous, there is a system in place toreport it to Nissui anonymously upon the whistleblower's request. For harassment incidents, multiple points of contact have

Chair: President & CEO

been established, and such incidents are handled by the Harassment Desk (Human Resources Department). The Harassment

Members: All of the Executive Officers

Desk also collaborates in conducting investigations into notices given via the points of contact for whistleblowing.

Secretariat: General Affairs Department

In regards to the minutes of the Ethics Subcommittee including the nature of and response to notices, we have a system in

Report to: Board of Directors

place for the minutes to be reported to and made available for perusal by Directors, Audit & Supervisory Board Members

Holding frequency: Four times a year

and Executive Officers. Also, the officer in charge makes a report regarding important whistleblowing-related matters to theBoard of Directors.
The aforementioned overview of the whistleblower system is stated in Nissui's whistleblowing rules. Of note, in fiscal 2021,

Ethics�Subcommittee
Chair: Executive Officer appointed by the
Chair of the Risk Management Committee

the rules were reviewed to prepare for the enforcement of the revised Whistleblower Protection Act.
The operation of the whistleblowing system is described not only on Nissui's internal portal site but also in the "Nissui Group
Ethics Card" distributed to Group companies in Japan, to make it widely known among employees.

Members: Executive Officer (In charge of
Risk Management), Executive Officer (Incharge of Legal Department), General
Manager of Human Resources Department,
General Manager of General Affairs
Department, General Manager of Financeand Accounting Department, General
Manager of Corporate Strategic Planning &IR Department, General Manager of Food
Products Production Promotion
Department, General Manager of Marketing
Planning Department, General Manager ofAudit Department, Outside attorney
Secretariat: General Manager of Legal
Department
Holding frequency: Six times a year

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Usage Status of Whistleblowing System
In fiscal 2022, there were 11 whistleblowing notices related to Nissui and 10 whistleblowing notices related to its Group
companies. None of them were whistleblowing notices regarding significant problems that needed to be announced to the
public.

FY2020

FY2021

FY202211

18

11

Including harassment/interpersonal relations

11

16

7

Including labor problems

0

0

2

Other

0

2

2

14

14

10

Including harassment/interpersonal relations

12

9

5

Including labor problems

0

2

2

Other

2

3

3

25

32

21

Total of Nissui Corporation

Total of Group companies

Sum total

If a single case involves multiple categories, such as harassment and labor problems, it is counted based on the matter deemed most serious as a problem.

Questionnaire Survey on Employees' Compliance
Once every year, we conduct a compliance questionnaire survey covering employees for the purpose of getting a grasp ofcompany-wide compliance trends, identifying compliance problems in the bud in each organization and making use of thefindings to improve the workplace environment in the early stages. The questionnaire survey conducted in FY2022 covered
2,568 employees (including temporary employees (Note)) of Nissui Corporation, of whom 2,271 employees responded,resulting in a response rate of 88%. For foreign employees, questionnaires translated into five languages (i.e., English,
Spanish, Portuguese, Chinese, and Vietnamese) were distributed, to which 316 out of 377 foreigners on Nissui's payroll
responded, resulting in a response rate of 84%.
We share the questionnaire survey results with executives and department managers. They use the results as hints for
improving the working condition by each organization. And the Ethics Subcommittee discusses the questionnaire survey
results and reflects them to actual compliance activities.

Response Status of the Questionnaire

Number of respondents
Ratio of respondents

FY2020

FY2021

FY2022

2,073/2,438 persons

2,183/2,505 persons

2,271/2,568 persons

85%

87%

88%

Scope: Nissui Corporation (including temporary employees.)(Note) Temporary employees: Temporary employees including directly-hired contract employees and part-timers.

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Targets and Results

Questionnaire Survey on Business Partners' Compliance
Once every year, we identify transactions that may put Nissui in a particularly dominant position and conduct a compliancequestionnaire survey covering business partners involved in such transactions for the purpose of getting a grasp of whether
or not Nissui has engaged in acts of abuse/misconduct (such as violations of the Antimonopoly Act/Subcontract Act) byexploiting its dominant position against its business partners.
The questionnaire survey conducted in FY2022 covered 176 companies, of which 139 companies responded, resulting in a
response rate of 79%.

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Initiatives�to�Develop�and�Enhance�Compliance�Framework�in�theEntire�GroupIn order to reduce compliance risks in the Nissui Group as a whole, Group companies are promoting the development andenhancement of their respective compliance frameworks.
The status of compliance activities at each Group company is periodically reviewed through the Risk Management
Committee. On top of this, since fiscal 2020, a workshop has been held on a company-by-company basis to encourageGroup companies to build a compliance framework of a higher standard suited to the nature of their respective businesses,
management scale, etc. Opinions are exchanged on such matters as issues in responding to notices, response flow andResponse Status of the Questionnaire

future activity plans with the participation of the respective chairpersons of the ethics committees of Group companies, aswell as the respective persons responsible for and persons in charge of the secretariats of such ethics committees. This
FY2020

FY2021

FY2022

145/179 companies

143/176 companies

139/176 companies

81%

81%

79%

workshop is conducted at about five companies per fiscal year and is scheduled to be completed at all Group companies
within the scope of the workshop by fiscal 2024.

Number of respondents
Ratio of respondents

Initiatives�to�Raise�Awareness�of�Compliance
Compliance Training
Every year, we conduct compliance training in the form of a mandatory course for new
recruits and mid-career hires. For all employees, compliance training is conducted bynarrowing down the themes on an irregular basis each time an issue has arisen.
Governance Data > Compliance Training Implementation Status

Sharing the Code of Ethics
The “Code of Ethics” is posted on Nissui’s internal portal site. The Code of Ethics is sharedwith employees to raise their awareness of compliance.

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Promotion�Framework�-�The�Post-disaster�BCP�Subcommittee
The Post-disaster BCP Subcommittee, which is aimed at developing a post-disaster BCP framework for Nissui and its Group
companies in Japan, is convened four times a year and is chaired by an Executive Officer appointed by the President & CEO.

Forecasts in recent years have indicated that there is a high possibility of a huge earthquake occurring—e.g., epicentral
earthquake in Tokyo, Nankai Trough Mega Earthquake. In addition, climate change caused by global warming tends toincrease the frequency and severity of typhoons and other natural disasters. The Nissui Group has established the "Post-

Furthermore, our preparations for disasters involve distributing the "Disaster Countermeasures Pocket Manual"—which
outlines the standards for initial actions when a natural disaster such as an earthquake has occurred—to Nissui and its Group
companies in Japan and confirming them periodically in drills, etc.

disaster BCP (Business Continuity Planning) Subcommittee" under the Risk Management Committee and is reinforcing its
structure to deal with ever-increasing uncertainties.

Risk�Management�Committee
Chair: President & CEO
Members: All of the Executive Officers

Basic�Policy�for�Post-disaster�BCP
In the Nissui Group, we will promote our business continuity plan in accordance with the following policy in order to

Secretariat: General Affairs Department
Report to: Board of Directors
Holding frequency: Four times a year

continue providing necessary assistance, services, etc., for our employees, customers and stakeholders even in the event of amajor disaster by giving top priority to human life.

Post-disaster�BCP�Subcommittee

1. Basic Principles

Chair: Executive Officer appointed by the
Chair of the Risk Management Committee(i) The Nissui Group will make utmost efforts to ensure the safety of human life and prevent secondary disasters withrespect to its employees and their families as well as relevant parties.

Members: Deputy Chair of the Risk
Management Committee, Executive Officer(In charge of Risk Management), General
Affairs Department, Human Resources
Department, ICT Department, Kansai
Branch, Tokyo Innovation Center (TIC),
Food Products Production Promotion
Department, Convenience Store Sales
Department, Marine Products Business
Department 4, Aquaculture Business
Promotion Department, FC Operations
Department, SCM Department, Technology
Development Department, Marketing
Planning Department(ii) The Nissui Group will pursue early recovery and continuation of operations in accordance with its predeterminedbusiness continuity plan by specifically treating the maintenance of supply chains as a key operation in order to fulfill its
social responsibility.
(iii) The Nissui Group will make efforts to reconstruct local communities in cooperation and collaboration with regions,
including providing relief supplies to local governments and residents in disaster-affected areas.

2. Response in the Event of a Disaster
If a disaster is expected to occur or has occurred, the Nissui Group will set up a local disaster response office at the
expected/actual disaster location and establish a disaster management headquarters at Nissui's head office (or a backup
location if its head office cannot be used) as the Group's central function, and promptly collect information and take action
by collaborating with those at the site and Group companies.

Secretariat: General Affairs Section General
Affairs Department
Holding frequency: Four times a year

3. Implementation of Education and Training
In order to facilitate activities as an organization in the event of a disaster, the Nissui Group will periodically conduct
education and training, and also perform inspections and make improvements aimed at developing its structure, and thereby
boost its ability to continue business.
Enactment Date: April 2020

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Targets and Results

Vision�for�2025
State in which BCM (Business Continuity Management) is Thoroughly
Implemented

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Education�and�Training�based�on�a�Disaster�Scenario
E-learning Course for Disaster Prevention Education
An e-learning course targeted at all employees of Nissui Corporation is conducted once a year, for the purpose of raising(i) Raising the level of initial response capabilities

their awareness of disaster prevention and checking their initial responses in the event of a disaster. In the e-learning courseState in which each individual can take action according to his/her role in concrete terms with respect to initial response in

respond in the event of a disaster and raise their awareness of disaster prevention: (i) make employees gain general

the event of a disaster, leading to the further enhancement of Nissui Group's ability to continue business (plan-do-check-knowledge of disaster prevention and daily preparedness, etc.; (ii) make them understand and check initial actions to beaction (PDCA) cycle based on repetition drill and BCP review).

taken in the event of a disaster (including how to respond in the case of a new work style such as during telework); and (iii)

conducted in August 2022, the study content was designed with the following in mind to improve employees' ability toRaising the individual's level: Strictly enforce basic action

make the "Basic Policy for Post-disaster BCP" widely known among all employees. The course was taken by 97.2% of all

Raising the organization's level: Strictly enforce action according to its role, boost response speed, etc.

employees. Also, we sent study materials to employees who had not taken the e-learning course to help them catch up on
the course.

(ii) Raising the level of BCP "local recovery strategy" at each business location

Checking of and Drill on Method of Using Safety Confirmation System

State in which BCP at each business location that was put in place is inspected and reviewed on an ongoing basis, and on
top of this, improvements are made and the level is raised successfully.

A safety confirmation system is a mechanism by which a company promptly identifies whether or not its employees andtheir families are safe primarily based on a scenario in which a huge earthquake with a maximum seismic intensity of "5(iii) Developing BCP "business location substitution strategy"
A state in which a structure that takes disaster risks into consideration has been successfully built in the main businesses.

Upper" or higher on Japan Meteorological Agency's Seismic Intensity Scale has occurred. Once a year, employees check that
their contact details and other information registered in the system are up to date and engage in a reporting drill according
to the actual flow. Since introducing this system, we have been able to confirm the safety of employees and their families ina short period of time when an earthquake has actually occurred, thanks to the system functioning effectively.

Drill at Disaster Management Headquarters
We conduct a drill at the disaster management headquarters once a year, mainly to prepare against the occurrence of a
massive earthquake. In order to launch the disaster management headquarters and make it function promptly in the event ofan emergency, we update the flow of tasks—such as checking the disaster situation regarding office buildings and facilities,
preparing for recovery, and collecting and passing on information—and reconfirm the reporting lines, among others.

Description of Initiatives
Implementation of an e-learning course for disaster prevention education

Coverage(Education

for raising awareness of disaster prevention and checking initial response in the eventof a disaster)

Sustainability Report 2023

All employees of Nissui
Corporation

Frequency

Once a year

Checking of and drill on method of using safety confirmation system

Same as above

Same asabove

Drill at the disaster management headquarters

Members of the disastermanagement headquarters,
etc.

Once a year133

Sustainability
Report2023

Library

ESG Data Book

135

Stakeholder Dialogue

145

Third-Party Assurance

148

Comparative Tables(GRI Content Index/SASB)

149

Participation in External Initiatives

154

External Recognition

156

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Click to go to relevant website.
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Sustainability Report 2023

134

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

CO2 Emissions (by Unit)

ESG Data Book

Unit

E: Environmental Data

S: Social Data

Emissions per unit ofproduction volume (kgCO2/t)

G: Governance Data

Emissions per unit ofactivity volume (kg-

E:�Environmental�Data

FY2019FY2020

FY2021

FY2022

373

368

366

350

341

8

6

6

6

6

64

61

72

78

77

23,531

21,71723,50024,28423,944

2,615

1,985

2,223

2,307

2,305

6

6

5

5

5

846

855

840

839

881

396,739391,573374,702

365,324

357,092

Emissions per unit offeeding volume (kgCO2/t)

Targeted organizations: [In Japan] Nissui Corporation, all consolidated companies.
[Outside Japan] All consolidated companies. Administrative offices have been excluded.
27 companies in Japan and 15 companies outside Japan (including sub-subsidiaries) as of March 31,

Emissions per unit of2023.

days at sea (kg-CO2/day)April to March each year for Nissui and its Group companies in Japan, and January to December
each year for its Group companies outside Japan.

Supplementary notes:

FY2018CO2/t)

Scope covered in the environmental data

Period:LibraryJapan

Emissions per unit of
man-hour (kgCO2/thousand person-

Environmental data may partially include estimates. Partial changes may have been made to data
disclosed in the past as a result of reviewing the data tallying method, etc.

hour)

Since 2018, CO2 emissions from electricity use by the Nissui Group companies outside Japan
have been calculated by using average CO2 emissions factors by countries published by the

Emissions per unit of
total floor area (kg-CO2/

International Energy Agency (IEA).

㎡)

There may be discrepancies in the total figures due to the treatment of decimals.
Emissions per unit oftravel distance (kgCO2/thousand km)

We corrected CO2 emissions and energy use of FY2018-2020 and FY2022. (September 2023)
Sustainability Targets (Long-Term Vision "Good Foods 2030"/Mid-Term Business Plan "Good Foods Recipe1")
Reference
Production

CO2 Emissions (by Region)t

volumeBase year
Unit
Total

t-CO2

Compared to the base year

%

Japan

FY2018FY2019FY2020

FY2021

FY2022362,793361,031357,693

341,855

318,934

-

100%

99%

94%

87.9%

t-CO2

244,899

240,380

234,836

219,854

206,795

t396,739391,573374,702

365,324

357,092

Outside Japan

t-CO2

117,894

120,651

122,857

122,001

112,139

Asia

t-CO2

13,37813,038

11,44912,29813,027

Europet-CO2

10,548

10,606

16,403

15,874

18,521

North America

t-CO2

51,93851,30454,81852,46547,859South America

t-CO2

42,03045,70340,18741,36432,732

t402,773422,045

438,092

429,406

407,938

Reference Production volume

Reference

Production volume

Sustainability Report 2023

135

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

CO2 Emissions (by Energy Source)SocialGovernance

CO2 Emissions (by Business Segment)

Base year
Unit

Library

Base year

FY2018FY2019FY2020

FY2021Unit

FY2022FY2018FY2019FY2020

FY2021

FY2022

Total

t-CO2

362,793361,031357,693

341,855

318,934

Total

t-CO2

362,793361,031357,693

341,855

318,934

Japan

t-CO2

244,899

240,380

234,836

219,854

206,795

Japan

t-CO2

244,899

240,380

234,836

219,854

206,795

Purchased electricity

t-CO2

117,505

108,889

104,794

98,94092,209Marine Products<fishery>t-CO2

46,04547,97750,837

46,744

44,160Purchased steam

t-CO2

0

0

0

0

0
24,38824,45424,273

21,34159,56462,02763,26957,47054,019Marine Products<processing/aquaculture>

25,931

t-CO2

t-CO2

Heavy fuel oil A
City gas

t-CO2

44,05844,865

43,21841,65339,610Food Products

t-CO2

112,627

109,832

105,758

100,541

98,441

LPG

t-CO2

8,731

8,912

8,491

7,163

7,099

Fine Chemicals

t-CO2

23,78923,591

20,94017,01814,018Gas oil

t-CO2

7,313

7,641

7,601

7,707

7,353

General Distribution

t-CO2

27,353

24,67424,75724,55022,636Natural gas

t-CO2

4,394

4,069

3,981

3,730

3,546

Others

t-CO2

9,154

9,917

8,091

6,728

6,199

Kerosene

t-CO2

1,865

2,694

2,399

2,152

1,965

Outside Japan

t-CO2

117,894

120,651

122,857

122,001

112,139

Gasoline

t-CO2

1,470

1,283

1,083

1,038

995

Marine Products<fishery>t-CO2

25,41725,58022,124

22,39821,521

Outside Japan

t-CO2

117,894

120,651

122,857

122,001

112,139

Marine Products<processing/aquaculture>

t-CO2

59,89962,69164,14564,13752,598Purchased electricity

t-CO2

35,58336,46334,18935,554

26,673

Food Products

t-CO2

32,57832,38036,43835,29137,921

Purchased steam

t-CO2

0

0

85

109

65

Fine Chemicals

t-CO2

0

0

150

175

99

Heavy fuel oil

t-CO2

4,145

5,009

3,593

3,266

3,421

City gas

t-CO2

7,848

8,407

12,28012,32912,363

LPG

t-CO2

1,447

1,735

1,694

1,338

1,875

Gas oilt-CO2

62,38662,45064,20762,43758,811Natural gas

t-CO2

6,345

6,446

6,671

6,720

6,437

Kerosene

t-CO2

0

0

0

0

0

Gasoline

t-CO2

140

141

138

248

220

Liquid nitrogen

t-CO2

0

0

0

0

2,274

CO2 Emissions (Scope 1, 2)
Base year
Unit

FY2019FY2020

FY2021

FY2022

Total

t-CO2

362,793361,031357,693

341,855

318,934

Scope 1t-CO2

209,705

215,678

218,625

207,252

197,713

Japan

t-CO2

127,394

131,490130,042

120,914

114,586

Outside Japant-CO2

82,311

84,18888,58386,338

83,127t-CO2

153,048

145,311

139,031

134,603

121,221

Japan

t-CO2

117,505

108,889

104,794

98,94092,209Outside Japan

t-CO2

35,58336,46334,27435,66329,012

Scope 2

Sustainability Report 2023

FY2018136

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

CO2 Emissions (Scope 3)

Total

SocialGovernance

Library

Energy Use
Unit

FY2020

FY2021t-CO2

2,282,923

2,545,561

Unit

Remarks

FY2019FY2020

FY2021

FY2022

Total

GJ

7,121,517

7,312,354

7,098,563

6,967,393

Japan

GJ

4,628,591

4,544,812

4,346,604

4,157,864

Purchased electricity

GJ

2,434,413

2,382,404

2,329,431

2,244,669

Purchased steam

GJ

0

0

0

0

Heavy fuel oil

GJ895,051

912,966

829,295

779,498

City gas

GJ

895,689

862,821831,582

790,792

LPG

GJ

150,958

143,828

121,339

120,247

Gas oil

GJ

111,442

110,862

112,405

107,242Natural gas

GJ

82,20780,42275,357

71,627

Kerosene

GJ

39,71335,36431,73228,968Gasoline

GJ

19,11816,145

15,464

14,821

Outside Japan

GJ

2,492,926

2,767,542

2,751,959

2,809,529

Purchased electricity

GJ

1,177,447

1,363,746

1,400,845

1,442,779

Purchased steam

GJ

0

1,417

1,817

1,083

Category1

Purchased goods and services

t-CO2

2,056,442

2,316,906

Category2

Capital goods

t-CO2

71,00579,343Category3

Fuel- and energy-related activities not included in Scope 1 or Scope 2

t-CO2

60,91363,191Category4

Upstream transportation and distribution

t-CO2

73,78866,819Category5

Waste generated in operations

t-CO2

9,790

8,110

Category6

Business travel

t-CO2

1,226

1,256

Category7

Employee commuting

t-CO2

3,197

3,277

Category8

Upstream leased assets

t-CO2

-

-

Not applicable

Category9

Downstream transportation and distribution

t-CO2

-

-

ExcludedCategory10

Processing of sold products

t-CO2

-

-

ExcludedCategory11

Use of sold products

t-CO2

-

-

ExcludedCategory12

End-of-life treatment of sold products

t-CO2

6,562

6,659

Category13

Downstream leased assets

t-CO2

-

-

Not applicable

Heavy fuel oil

GJ

72,296

51,847

47,11649,344

Category14

Franchises

t-CO2

-

-

Not applicable

City gas

GJ

168,896

246,758

247,744248,371

Category15

Investments

t-CO2

-

-

Not applicable

LPG

GJ

29,41328,702

22,65731,750Gas oil

GJ

912,529

938,278

892,321859,334Natural gas

GJ

130,234

134,753

135,757

130,032

Kerosene

GJ

0

0

0

0

Gasoline

GJ

2,111

2,041

3,702

3,287

Liquid nitrogen

GJ

0

0

0

43,549Sustainability Report 2023

137

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

Solar Power Generation

SocialGovernance

Library

Water Use (by Water Source)
Unit

FY2020

FY2021

FY2022

Base year

Japan

MWh

180

977

3,490

Unit

Outside Japan

MWh

1,077

1,263

1,294

Total

thousand m3

Japan

t-CO2

78

406

1,566

Japan

Outside Japan

t-CO2

557

582

611

FY2015FY2016FY2017FY2018FY2019FY2020

FY2021

FY2022

3,885

3,938

3,988

10,112

10,671

11,105

10,524

9,493

thousand m3

3,885

3,938

3,988

4,279

4,184

3,957

3,843

3,711

City water

thousand m3

1,092

1,120

1,189

1,232

1,112

1,056

997

901

Well water

thousand m3

2,023

2,059

1,992

2,144

2,209

2,097

2,095

2,114

Industrial water

thousand m3

770

759

807

902

864

805

752

696

Outside Japan

thousand m3

-

-

-

5,833

6,487

7,148

6,681

5,782

Amount of power generated

Amount of CO2 emissions reduced

Water Use (by Region)
Base
year
Unit

FY2015FY2016FY2017FY2018FY2019FY2020

FY2021

FY2022City water

thousand m3

-

-

-

528

824

1,048

978

890

Total

thousand m3

3,885

3,938

3,988

10,112

10,671

11,105

10,524

9,493

Well water

thousand m3

-

-

-

335

340

258

255

318

Japan

thousand m3

3,885

3,938

3,988

4,279

4,184

3,957

3,843

3,711

Industrial water

thousand m3

-

-

-

1,542

1,534

1,428

1,674

1,306

10.3

10.6

10.4

10.2

10.2

10.0

9.9

9.9

River water

thousand m3

-

-

-

194

242

231

255

249

Othersthousand m3

-

-

-

17

22

18

21

17

Sea water

thousand m3

-

-

-

3,217

3,525

4,165

3,475

3,002

Rain water

thousand m3

-

-

-

0

0

0

0

0

Use per unit (Note 1)

Compared to thebase year (per unit)

Use per unit ofproduction volume(m3/t)

%

-

103%

101%

99%

98%

97%

97%

95%

t

357,421351,851

361,631396,739391,573374,702

365,324

357,092(Note 2)
Reference
Production volume
Outside Japan

thousand m3

-

-

-

5,833

6,487

7,148

6,681

5,782

Asia

thousand m3

-

-

-

634

668

455

469

484

Europethousand m3

-

-

-

253

553

854

780

695

North America

thousand m3

-

-

-

4,729

4,997

5,587

5,151

4,332

South America

thousand m3

-

-

-

217

269

252

281

271

Reference
Production volume

t

-

-

-

402,773422,045

438,092

429,406

407,938

Water Discharge
Destination
Japan

Unit

FY2019FY2020

FY2021

FY2022-

thousand m3

226

257

264

275

Rivers/sea/canals

thousand m3

-

4,359

3,933

3,493

Sewersthousand m3

-

224

249

266

Outside Japan

Scope: Japan is only Nissui Corporation. Outside Japan is all consolidated companies in outside Japan
Details of the data: Production wastewater from production plants running off into public waterways.

(Note 1): Based on water use per production plant (water use per unit of production volume) accounting for 95.0% of water use in fiscal 2022.
(Note 2): In calculating per unit, the active volume from cold storage warehouses, etc. is included in addition to production volume.

Sustainability Report 2023

138

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

Quality of Discharged Water
Unit

SocialGovernance

Library

Food Loss and Waste Generated (Animal and Plant Residues/Waste from
Products)
FY2019FY2020

FY2021

FY2022

COD

t

1.5

1.6

1.9

2.3

BOD

t

0.8

0.9

0.9

1.2

T-N

t

0.6

0.4

0.6

0.5

T-P

t

0.1

0.2

0.3

0.1

Animal and plant residues
Base
year

Japan
Unit
Japan (Note 1)

FY2017FY2018FY2019FY2020

FY2021

FY2022

9,566

9,984

9,116

7,904

7,658

7,438

26.2

25.0

23.1

20.9

20.7

20.6

%

-

95%

88%

80%

79%

79%

t

361,631396,739391,573374,702

365,324

357,092t

Scope: Nissui Corporation
Details of the data: Production wastewater from production plants running off into public waterways.

Generation per unit (Note 2)

Waste Generated

Compared to the base year
(per unit) (Note 3)
Unit

Japan

FY2018FY2019FY2020

FY2021

FY202244,00841,81539,734

36,63033,727

100.7

95.1

93.0

86.3

82.1

t

42,644

40,61938,42135,58632,823

%

98%

99%

98%

99%

99%

t

731

606

629

376

365

t

Generation per unit (Note 1)

Recycled waste (Note 2)

Generation per unit of production volume(kg/t)

Reference

Production volume

Generation per unit ofproduction volume (kg/t)

Scope: The Nissui Group in Japan(Note 1): The animal and plant residues that cannot be reduced through self-help efforts (non-edible parts inevitably generated in the raw material processing phase,dead fish in aquaculture farmed fish) are excluded.
(Note 2): Based on food loss generated per production plant (food loss generated per unit of production volume), accounting for 98.8% of food loss generated infiscal 2022.
(Note 3): In calculating per unit, the active volume from cold storage warehouses, etc. is included in addition to production volume.

Recycling waste rate (Note2)
Non-recycled waste (Note2)

Waste from products
Base year

Scope: The Nissui Group in JapanUnit

FY2020

FY2021

FY2022(Note 1): Based on waste generated per production plant (waste generated per unit of production volume) accounting for 86.9% of waste generated in fiscal 2022.
(Note 2): Recycled waste, recycling waste rate and non-recycled waste are calculated after domestic waste has been removed.

Japan
Compared to the base year

t

438

552

515

%

-

126%

118%

Scope: Nissui Corporation

Sustainability Report 2023

139

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

Use of Containers and Packaging

SocialGovernance

Library

Ozone-depleting Substances
Base

Unit

FY2019FY2020

FY2021

FY2022

year
Japan
Unit
Plastic

Japan

FY2015FY2016FY2017FY2018FY2019FY2020

FY2021

3,675

3,852

3,980

4,074

4,158

4,374

4,456

42.1

41.9

41.3

40.2

39.0

39.5

39.4

t

Use per unit (Note)

Use per unit of sales
volume (kg/t)

Compared to the baseyear (per unit)

%

-

100%

98%

96%

93%

94%

94%

Paper

t

-

-

-

356

347

356

416

Glass bottle

t

-

-

-

3,397

3,438

3,122

3,476

t-CO2

HCFC (HFC) leakage level

2,671

2,981

1,808

1,322

Scope: Nissui Corporation

S:�Social�Data* Definition of terms
Employees: Employees who are directly hired by a company, AS employees (employees who directly hired by eachdepartment)

Scope: Nissui Corporation

Temporary employees: Temporary employees including directly-hired contract employees and temporary employees such as(Note): Those specified as containers and packaging in the Container and Packaging Recycling Law of Japan (containers and packaging released from households).

part timers
Executives: Board Members, Audit & Supervisory Board Members and Executive Officers

Plastic Waste at The Production Phase

Managers: Persons with subordinates, or persons in equivalent levels without subordinates, excluding Executives

Number of Employees (persons)

Base
year
Unit

FY2017FY2018FY2019FY2020

FY2021

FY2022

t

6,138

6,441

6,154

5,420

5,213

4,876

Generation per unit

Generation per unit of production
volume (kg/t)

17.0

16.2

15.7

14.5

14.3

13.7

Compared to the base year
(per unit)

%

-

96%

93%

85%

84%

81%

Japan

Scope: Nissui Corporation

Air
Unit

Japan

FY2019FY2020

FY2021

FY2020

FY2021

FY2022

Male

Female

Total

Male

Female

Total

Male

Female

Total

Total

-

-

17,868--17,617--

17,721

Nissui Group in Japan, total--

11,292--

10,265

-

-

9,863

Employees

-

-

4,884

-

-

4,770

-

-

4,651

Temporary employees

-

-

6,408

-

-

5,495

-

-

5,202

Nissui Corporation

-

-

2,484

-

-

2,549

-

-

2,607

Employees

977

1,247

990

Temporary employees

-

-

1,237

-

-

-

-

8,808

-

Employees

-

-

3,637

Temporary employees

-

-

5,171

270

1,076

409

1,485

(Note)(Note)(Note)

1,274

-

-

-

7,716

-

-

7,246

-

-

3,495

-

-

3,166

-

-

4,221

-

-

4,080

285

1,275

FY2022

Nox

t

11.9

7.9

11.5

7.1

Sox

t

0.0

0.0

0.0

0.0

Soot and dust

t

0.1

0.1

0.0

0.0

Scope: Nissui Corporation

Consolidated subsidiaries

1,122(note)

Details of the data: Emissions from boilers with a heating surface area of 10㎡ or more, or with a combustion capacity of 50 liters/hour or more that are designated as
facilities that generate soot and smoke, pursuant to the Air Pollution Control Act.

Sustainability Report 2023

140

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

FY2020Targets and Results

FY2021

Environment

Female

Total

Male

Female

Total

Male

Female

Total

-

-

6,576

-

-

7,352

-

-

7,858

Employees

-

-

4,547

-

-

4,891

-

-

4,797

Temporary employees

-

-

2,029

-

-

2,461

-

-

3,061

-

-

1,240

-

-

1,738

-

-

1,887

Employees

-

-

489

-

-

513

-

-

597

Temporary employees

-

-

751

-

-

1,225

-

-

1,290

-

-

1,986

-

-

2,307

-

-

2,408

-

-

1,816

-

-

1,901

-

-

1,957

Asia

Governance

FY2020

Employees
Temporary employees

-

-

170

-

-

406

-

-

451

-

-

1,919

-

-

1,740

-

-

1,929

Employees

-

-

1,188

-

-

1,227

-

-

1,217

Temporary employees

-

-

731

-

-

513

-

-

712

South America

-

-

1,431

-

-

1,567

-

-

1,634

Employees

-

-

1,054

-

-

1,250

-

-

1,026

Temporary employees

-

-

377

-

-

317

-

-

608

Employees(Note): Since FY2022, AS employees are included in the scope.

Executives and Managers (persons)
FY2020Nissui Corporation

FY2021

FY2022

Female

Total

Male

Female

Total

Male

Female

Total

Executives

22

2

24

22

2

24

22

2

24

Managers

332

25

357

330

26

356

327

24

351

Managers in the Departments

163

11

174

169

13

182

174

13

187

Male

Female

Total

Male

Female

Total

33

14

47

44

17

61

41

21

62

24

10

34

36

13

49

29

15

44

9

4

13

8

4

12

12

6

18

Mid-career
hiresGroup companies-

in Japan

-

90%

91%

-

-

-

90%

91%

95%

-

-

96%

87%

-

-

90%

88%

employment)

Retirees/Turnover (persons)
FY2020
Male
Nissui Corporation

FemaleFY2021
Total

Male

FY2022

Female

Total

Male

Female

Total

39

7

46

41

7

48

61

8

69

Personal reasons

15

3

18

16

6

22

30

3

33

Company reasons (transfers)

3

0

3

3

0

3

3

0

3

Others

2

0

2

4

0

4

3

0

3

Retirement

19

4

23

18

1

19

25

2

27

Group companies in Japan

Male

Total

graduates

Nissui Corporation

FY2022

FemaleNew

Reference: Retention rate of new
graduates (3 years after

FY2021

Male
Nissui Corporation

Number of persons hired (persons)

EuropeLibrary

Number of Persons HiredFY2022

Male
Nissui Group Outside Japan, total

Social

-

-

-

-

-

-

-

-

-

Ratio of Female in the Workplace (Only Nissui)
FY2020

FY2021

FY2022

Ratio of female employees

21.7%

22.4%

27.5% (Note)

Ratio of female executives

8.3%

8.3%

8.3%

Ratio of female managers

7.0%

7.3%

6.8%

Ratio of female managers in departments

6.3%

7.1%

7.0%

Ratio of female among new hires

29.8%

27.9%

33.9%

(Note): Since FY2022, AS employees are included in the scope.

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Sustainability Initiatives

Targets and Results

Environment

Number of People with Disabilities (Only Nissui)SocialGovernance

Library

Working Hours and Status of Use of Childcare Leave and Other Programs (Only
Nissui)

FY2020Male

FemaleEmployees with disabilities (persons)

-

-

Ratio

-

-

FY2021
Total

Male

Female

51.0

-

-

2.03%

-

-

FY2022
Total

Male

Female

51.0

-

-

63.0

1.98%

-

-

2.39%

FY2020Total

Status of Employees (Only Nissui)

Working hours

FY2021

FY2022

Male

Female

Total

Male

Female

Total

Male

FemaleTotal

Total working hours (hours/ year)--

1,912.4--

1,911.6--

1,934.2

Average overtime hours(hours / month)

-

-

15.7

-

-

16.1

-

-

15.9

Average number of daysof paid leave taken (days)

-

-

13.2

-

-

14.3

-

-

16.1

Rate of paid leave taken--

69.43%--

75.31%--

84.49%

Childcare leave (persons)

20

12Rate of childcare leave
taken

60.6&

100%

Rate of workers returning
to work

100%

100%

0

0

(per employee)
FY2020Male

FemaleAverage age (years of age)

43.0

41.5

Average years of service (years)

17.2

15.8

Average yearly salary (thousands of yen)--

FY2021
Total

Male

Female

42.7

42.9

41.8

16.9

17.2

15.9

8,005.06--

FY2022
Total

Male

Female

42.7

43.1

42.7

43.0

16.9

17.0

14.5

16.3

8,018.12

-

-

Total

7,985.63

Childcare leave
program

Gender Pay Gap (Ratio of female's wages to male's wages)
Other programs

Nursing care leave(persons)

32

33

13

-

117.9%

100%

100%

100%

100%

1

0

0

46

30

7

37

-

78.9%

100%

-

100%

100%

100%

100%

1

1

2

3

FY2022OverallNissui Corporation

Employees

Temporary employees

54.80%

70.70%

75.60%

Divisions other than production
divisions61.60%

65.34%

77.92%

Production divisions

52.90%

73.08%

75.29%

Indicators of Labor Safety
FY2020(Note): Wages include base salary, bonuses, and substandard wages. There is no difference in wages for equal work between male and female; this is due to thedifference in the composition of the number of persons in each level.

FY2021

FY2022

Number of work-related accidents

123

133

121

(Number of those that led to time off from work)

66

65

63

(Number of those that led to deaths)

0

0

0

1.70

0.61

1.21

Frequency rate (Note)

Scope: Number of work-related accident reports on Nissui Corporation and its group companies in Japan (including unconsolidated affiliate companies in Japan).
Frequency rate reports on Nisssui Corporation(Note): One of the safety indices to indicate the incidence of work-related accidents, calculated by the following formula: Frequency rate = number of those who
suffered from injury resulting in lost work time ÷ total working hours × one million actual work hours.

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

Indicators of Employee Health (Only Nissui)SocialGovernance

Library

G:�Governance�Data

FY2020

FY2021

FY2022Composition of the Board Members (As of the end of June, 2023)

Unit
Male

Female

Total

Male

Female

Total

Male

FemaleTotal
Male

EPA/AA ratio

-

0.35

0.29

0.33

0.33

0.28

0.31

0.32

0.30

0.31

Smoking rate

%

34.0

11.1

25.3

31.4

9.5

22.7

30.0

8.6

21.4

Obesity rate (Note1)

%

36.3

22.7

31.1

34.2

20.3

28.7

34.1

20.4

28.6

Employees undergoing stress check

%

-

-

92.5

-

-

93.2

-

-

93.9

High-stress employees

%

-

-

8.4

-

-

11.0

-

-

10.8

Annual checkup rate

%

-

-

100

-

-

100

-

-

100

%

-

-

80

-

-

80

-

-

85

Board of Directors

examinations)19Internal Board Member

6

0

6

Outside Board Member

2

1

3

3

1

4

Standing Audit & Supervisory Board Member

1

0

1

Outside Audit & Supervisory Board Member

2

1

3

Scope: Nissui Corporation

Employees with abnormal blood pressure (Note2)

%

-

-

30.5

-

-

25.9

-

-

30.7

Employees with abnormal lipid levels (Note3)

%

-

-

14.1

-

-

12.4

-

-

12.7

%

-

-

7.1

-

-

7.0

-

-

7.1

Employees with abnormal blood glucose levels(Note4)Total

8Supervisory Board Member

Follow-up examination rate (specialized diagnostic

FemaleAttendance at Board of Directors Meetings and Audit & Supervisory Board(FY2022)

Category

Employees who do not engage in regular exercise(Note5)

%

-

-

72.8

-

-

70.3

-

-

71.8

Employees who skip breakfast (Note6)

%

-

-

29.6

-

-

28.3

-

-

28.5

Employees reporting insufficient sleep (Note7)

%

-

-

29.4

-

-

30.3

-

-

28.6

Board of Directors
meetings

Audit & Supervisory
Board meetings

ShingoHamada22/22

Seiji Takahashi

Name

Nomination and Compensation
Committee
Nomination
Committee

Compensation
Committee

-

5/5

7/7

22/22

-

5/5

7/7

ShinyaYamamoto

21/22

-

-

-

Koji Umeda

22/22

-

-

-

ShinyaYamashita

22/22

-

-

-

Masahide Asai

15/16

-

-

-

Mikito Nagai

21/22

-

5/5

6/7

Yuko Yasuda

21/22

-

5/5

7/7

Tokio Matsuo

22/22

-

5/5

7/7

Hiroyuki
Hamano

20/20

17/17

-

-

Shino Hirose

22/22

14/14

-

-

Masahiro
Yamamoto

22/22

14/14

-

-

Tadashi Kanki

22/22

14/14

-

-

(Note1): Percentage of employees with BMI 25 or above(Note2): Percentage of employees with systolic blood pressure of 130mmHg or above and/or diastolic blood pressure of 85mmHg or above(Note3): Percentage of employees with triglyceride levels of 150 mg/dl or above

Internal Board Member(Note4): Percentage of employees with fasting blood glucose levels of 110 mg/dl or above(Note5): Percentage of employees who answered "No" to the question "Do you engage in physical activity for 30 minutes or more at least twice a week?" on the
medical questionnaire(Note6): Percentage of employees who answered "Yes" to the question "Do you skip breakfast three or more times a week?" on the medical questionnaire(Note7): Percentage of employees who answered "No" to the question "Do you get sufficient sleep?" on the medical questionnaire

Outside Board Member

Standing Audit &Supervisory Board Member

Outside Audit &Supervisory Board Member

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Scope: Nissui Corporation

143

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

Compliance Training Implementation Status - Harassment Prevention
Targettier/Groups
Detection and correction of unintentional harassment using theharassment tendency check, and lectures

Section manager-level
employees

Unit

SocialGovernance

Library

Donations
FY2022

persons

Unit

140

Donations (Note)million yen

FY2021

FY2022
52

13

Scope: Nissui Corporation
Scope: Nissui Corporation(Note) This is a donation fund for the specified public-service promotion corporation.

Compliance Training Implementation Status - Others (E-learning)
Targettier/Groups

Unit

FY2022New employees

persons40

All employees

persons

1,200

Information security awareness survey

All employees

persons

1,200

Handling of personal information in electronic commerce

Related groups

persons

10

Related groups

persons

186

Raw material quality/safety standards

Related groups

persons

60

Labeling and raw material regulations

Related groups

persons

220

Information security rules

Intellectual property rights system for sustainable development (12sessions in total)

Scope: Nissui Corporation

Business and Human Rights Training Implementation Status
Details

Targettier/Groups

Unit

FY2022“Human rights issues and promoting sustainable procurement in
the supply chain”

Nissui employees (Operational staff)

persons

225

Advancing sustainable procurement (Workshop for those in chargeof procurement)

Nissui employees (Those in charge ofprocurement)

persons

28

Sustainable procurement and human rights

Nissui employees

persons45

persons85

persons86“Aspects of human rights companies should honor,”“Problematic
aspects of the Technical Intern Training Program,” etc.

CEO (Nissui group in Japan),
executives and department managers(Nissui)CEO (Nissui group outside of Japan),

Human rights risks and supplier assessment of the Nissui Group

executives and department managers(Nissui)

Improving the workplace environment for foreign workers

Executives and department managers(Nissui)persons

65“Global developments in business and human rights,”“Promotion of
supplier assessment,” etc.

Executives and department managers(Nissui)persons

65

Scope: Nissui Corporation

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

Library

Online Dialogue (FY2020)

Stakeholder Dialogue

Date
June 20, 2020

Try to solve issues together with our stakeholders
This is the essence of the Nissui Group's activities for

Theme
Diversity and Employee Health: Keystones of Business Management

sustainability.

Strategies

ExpertKaori Sasaki
CEO of ewoman, Inc.
The Nissui Group, aiming to solve key issues, has been engaged in

CEO of UNICUL International, Inc.

numerous external communications with stakeholders and promoting

Chair of International Conference for Women in Businessactivities while reminding ourselves to not become complacent.

Opinions from the expert
Please see the following link for the details.
Sustainability Report 2020（14.9MB）

Stakeholder Dialogue
Featured Dialogue (FY2019)
The 5th Stakeholder Dialogue (FY2021)
Date
Date

June 30, 2019

September 13, 2021

Theme

Theme

The Merits of a Global Partnership

Results of 2nd Survey of Marine Resources Handled by the Nissui Groupand Future Initiatives

ExpertExperts
Kozo Ishii

Satoshi Maekawa

Martin ExelMSC Japan, Program director

WWF Japan, Group leader

Seafood Business for Ocean Stewardship

Hiroyuki Matsuda

Aiko Yamauchi

Yokohama national university, Professor

Seafood Legacy, Senior Officer

Opinions from the experts(SeaBOS)Managing Director
Opinions from the expert

The survey method has improved since the previous one was conducted.

Please see the following link for the details

While many companies conduct their own research and analysis, the fact that the company chose to use a method thatcan guarantee the integrity of a third party is good; moreover, it is also important to ensure transparency in information
disclosure, etc.

Sustainability Report 2019 “Featured Dialogue”（954KB）

Procurement of endangered species requires careful attention to individual population levels based on the assessment
information provided by the IUCN for each particular species.
Although it is necessary to expand the number of certified products, the goal should not be their procurement, but rather
to clearly define Nissui's vision of sustainability and aim to achieve that vision.

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The Nissui Group’s
Sustainability Initiatives

Targets and Results

The 4th Stakeholder Dialogue (FY2018)

Environment

SocialGovernance

Library

The 3rd Stakeholder Dialogue (FY2017)

Date

Date

August 1, 2018

September 5, 2017

Theme

Theme

Concerning the survey results of the marine resources handled by the

Sustainability of marine resources and sustainable procurement

Nissui Group, as well as sustainable procurement and combating IUUfishing

Experts

Experts
Aiko Yamauchi

Yoshioki Oozeki, Ph.D.

Aiko Yamauchi

Keiichi Ushijima

LeaderSenior Adviser

LeaderJapan CCaSS Leader, Principal

Oceans and Seafood Group

Japan Fisheries Research and Education

Oceans and Seafood Group

Climate Change and Sustainability Services

Conservation Division

AgencyConservation Division(CCaSS)

The World Wide Fund for Nature, Japan

The World Wide Fund for Nature, Japan

Ernst & Young ShinNihon LLC (EY Japan)(WWF Japan)(WWF Japan)

Opinions from the experts
Concerning the Survey Results of Marine Resources Handled by the Nissui GroupYou’ve put together some fantastic data…going to all that trouble is rare, even globally.
Close to 40% of the marine resources Nissui procured were marine eco-labeled -certified. This is also meaningful for theoperator as a way of validating one’s own activities.
Concerning Sustainable Procurement and Combating IUU Fishing
Creating a sustainable procurement mechanism that includes suppliers will also be effective in combating IUU fishing.

Opinions from the experts
How to evaluate the impact of issues on future operations and share it with employees in the process of determining key
issues.
The question is what kind of leadership Japanese companies can show in the area of global marine resource management.
There are cases of forced labor and child labor being involved in the procurement supply chain without the company’s
knowledge. Human rights violations will be a future management risk.
Capacity building of supporting the improvement of a supplier’s capabilities helps cultivate a lasting relationship.

Maintaining communications with suppliers will be a way for the company to avoid risk.

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

The 2nd Stakeholder Dialogue (FY2016)

Environment

SocialGovernance

Library

The 1st Stakeholder Dialogue (FY2015)

Date

Date

September 6, 2016

February 12, 2016

Theme

Theme

Key Issues of the Nissui Group“Nissui Group’s business management and CSR”
The type of CSR that the Nissui Group needs to reinforce

Experts

Experts
Makiko Akabane

Yukiko Furuya

Eiichiro Adachi

Aiko Yamauchi

Director, Japan

PresidentCounselor

LeaderCSR Asia

Consumer Conference for Sustainability

Head of ESG Research Center

Oceans and Seafood Group

Advisor(CCFS)The Japan Research Institute, Limited

Conservation Division

Japan NGO Center for International

Standing Advisor

The World Wide Fund for Nature, Japan

Cooperation (JANIC)

Nippon Association of Consumer Specialists(WWF Japan)

Aiko Yamauchi

Yukiko Furuya

LeaderPresident

Oceans and Seafood Group

Consumer Conference for Sustainability

Conservation Division(CCFS)The World Wide Fund for Nature, Japan

Standing Advisor(WWF Japan)

Nippon Association of Consumer Specialists

Opinions from the experts
A global marine products company requires the perspectives of (1) conservation of the ecosystem, (2) the lives offishermen and factory workers, (3) humane work styles (e.g. labor conditions) and (4) governance.
In terms of food education and food loss, it is crucial to maintain a stance of the company solving issues together with theconsumer, e.g. by making proposals that take into account the impact of consumer behavior.

Opinions from the experts
Product development requires not only the perspective of marketing but also solving social issues.
“Labor” and the “Environment” are universal issues for the world’s seafood processing industry.
Initiatives toward the resources should satisfy present needs while anticipating future needs.

A global perspective is essential when dealing with hunger and food pillaging because of its security aspects.

The direction which the organization is to take should be articulated (The stance toward initiatives will be called into
question).

Measures are required such as articulating the relationship with SDGs.

The negative impact generated by the business must be disclosed and solutions should be considered.
Verify the process of monitoring progress together with the stakeholders.

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147

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialGovernance

Library

Third-Party Assurance
CO2�Emissions�(Scope�1,�2,�3)/Energy�Use
On CO2 emissions (Scopes 1, 2, 3) and energy use, to secure the reliability of the reported information, we obtained a thirdparty assurance from Sustainability Accounting Co., Ltd.

Independent Assurance Statement (288KB)
Environmental Data

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148

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

SocialComparative Tables (GRI Content Index/SASB)

Governance

Disclosures

Library

Information
Strategy

GRI Content Index

102-14

Sustainability＞Message from the President

Statement from senior decision-maker

Message from the President and CEO
Annual Securities Report (Japanese)
Determination of key issues

The following table describes data and information related to the items of the GRI standards from the viewpoint of
102-15convenience for readers, it doesn’t indicate in accordance with the GRI standards.

Human Rights

Key impacts, risks, and opportunities

Business Risks
Risk Management

Disclosures

Initiatives for TCFD Recommendations

Information

Ethics and integrity

Organizational profile
102-1

Name of the organization

Company Overview

102-2

Activities, brands, products, and services

The Nissui Group's Businesses

102-3

Location of headquarters

Company Overview

102-4

Location of operations

102-5

Ownership and legal form

Company Overview

102-6

Markets served

The Nissui Group's Businesses

102-7

Scale of the organization

Annual Securities Report (Japanese)

102-8

Information on employees and other workers

S: Social Data

102-16

Values, principles, standards, and norms of behavior

102-17

Mechanisms for advice and concerns about ethics

Declaration on Action of Sustainability
Basic policy for Internal Control
Corporate GovernanceCompliance

Global Network (Japan)

Governance

Global Network (Overseas)

The Nissui Group's Businesses

Our Founding Principles

Corporate Governance102-18Governance structure102-19Delegating authority

102-20Executive-level responsibility for economic,
environmental, and social topics

Sustainability Promotion System

Consulting stakeholders on economic,

Approach to and Systems to Ensure Safety and Security

environmental, and social topics

Sustainability Promotion System

102-21

Corporate Governance
Sustainability Promotion System

Sustainable Procurement
Approach to and Systems to Ensure Safety and Security
102-9

Supply chain

Annual Securities Report (Japanese)

Initiatives to Ensure Safety and Security
Marine Products Business
Food Products BusinessCompany Overview & Executive Team102-22Composition of the highest governance body and its

Corporate Governance Reportcommittees

NOTICE OF THE ORDINARY GENERAL SHAREHOLDERS’

Fine Chemicals Business

MEETING

General Distribution Business

NOTICE OF RESOLUTIONS (Japanese)

Quality Assurance System
Environmental Management
Reducing Environmental Impact
102-11

Precautionary Principle or approach

Corporate Governance Report102-23Chair of the highest governance body

Biodiversity Preservation

NOTICE OF THE ORDINARY GENERAL SHAREHOLDERS’MEETINGNOTICE OF RESOLUTIONS (Japanese)

Risk Management
The Survey of Procured Marine Resources Sustainability

Corporate Governance Report

Sustainable Procurement102-24102-12External initiatives

Participation in External Initiatives

102-13

Membership of associations

Participation in External Initiatives

Sustainability Report 2023

Nominating and selecting the highest governancebody

NOTICE OF THE ORDINARY GENERAL SHAREHOLDERS’MEETINGNOTICE OF RESOLUTIONS (Japanese)

102-25

Conflicts of interest

Corporate Governance Report
Annual Securities Report (Japanese)149

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Disclosures

SocialInformation

102-27

Collective knowledge of highest governance body

Corporate Governance Report102-28

Evaluating the highest governance body’s
performance

Corporate Governance Report102-29Identifying and managing economic, environmental,
and social impacts

Disclosures102-53

Contact point for questions regarding the report

Editorial Policy

102-55

GRI content index

This table

102-56External assurance

Third-Party Assurance

Stakeholder Dialogue

Management approach

Risk Management

Corporate Governance Report102-34Nature and total number of critical concerns

102-35

Remuneration policies

102-36

Process for determining remuneration

102-37

Stakeholders’ involvement in remuneration

103-1

Explanation of the material topic and its Boundary

103-2

The management approach and its components

Initiatives to Identify Compliance Issues
Annual Securities Report (Japanese)
Corporate Governance
Annual Securities Report (Japanese)

102-42

Identifying and selecting stakeholders

The Nissui Group's Sustainability Initiatives
Stakeholder Communication
Stakeholder Communication

Annual Securities Report (Japanese)

201-2

Financial implications and other risks andopportunities due to climate change

Initiatives for TCFD Recommendations

201-3

Defined benefit plan obligations and otherretirement plans

Annual Securities Report (Japanese)

Indirect Economic Impacts
203-1

Infrastructure investments and services supported

Regional Contribution Activities

203-2

Significant indirect economic impacts

Health and Nutrition Initiatives
Indirect Economic Impacts

For the Customer
Approach to stakeholder engagement

For the Employee
For the Business Partner

205-2

Communication and training about anti-corruption
policies and procedures

Corporate Citizenship

Entities included in the consolidated financial
statements

Annual Securities Report (Japanese)

Defining report content and topic Boundaries

102-47

List of material topics

102-50

Reporting period

Editorial Policy

102-51

Date of most recent report

Editorial Policy

102-52

Reporting cycle

Editorial Policy

Sustainability Report 2023

206-1

Legal actions for anti-competitive behavior, antitrust, and monopoly practices

Determination of Key Issues

G: Governance Data
Ethical Behavior Standards

There were no applicable incidents in FY2022 (Coverage: Nissui
Corporation).
EnergyDetermination of Key Issues

102-46

Compliance

ANTI-COMPETITIVE BEHAVIOR

Reporting practice102-45

Stakeholder Dialogue

Direct economic value generated and distributed

Stakeholder Communication
102-43

Determination of Key Issues

201-1

Corporate Governance
Annual Securities Report (Japanese)

Determination of Key Issues

Economic Performance

Stakeholder engagement

List of stakeholder groups

Library

Information

Initiatives to Identify Compliance Issues

Communicating critical concerns

102-40Governance

Determination of Key Issues

Risk Management102-33

Environment

302-1

Energy consumption within the organization

E: Environmental Data

Targets and Results

150Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Disclosures

Environment

SocialInformation

Governance

Disclosures

Library

Information

Water and effluents

Effluents and Waste

303-1

Interactions with water as a shared resource

E: Environmental Data

306-1

Water Discharge by Quality and Destination

E: Environmental Data

303-2

Management of water discharge-related impacts

E: Environmental Data

306-2

Waste by type and disposal method

E: Environmental Data

303-3

Water withdrawal

E: Environmental Data

303-4

Water discharge

E: Environmental Data

303-5

Water consumption

E: Environmental Data

Environmental Compliance

307-1

Water: There were no applicable incidents in FY2022 (Coverage:

Non-compliance with environmental laws andregulations

The Nissui Group in Japan).
Employment

Biodiversity
401-1

New employee hires and employee turnover

S: Social Data

401-3

Parental leave

S: Social Data

Biodiversity Preservation
304-1

Nissui Group Endangered Species (Marine Products) Procurement
PolicyOperational sites owned, leased, managed in, or
adjacent to, protected areas and areas of highbiodiversity value outside protected areas

Sustainable Use of Natural Marine Resources

Occupational Health and Safety

Reducing the Impact on the Marine Environment

304-2

services on biodiversity

Sustainable Use of Natural Marine Resources
Biodiversity Preservation
Nissui Group Endangered Species (Marine Products) Procurement

304-3

403-1

Occupational health and safety management system

Labor Safety

403-2

Hazard identification, risk assessment, and incident
investigation

Labor Safety403-3

Occupational health services

Labor Safety

403-4

Worker participation, consultation, andcommunication on occupational health and safety

Labor Safety

403-5

Worker training on occupational health and safety

Labor Safety

403-6

Promotion of worker health

Employee Health

Nissui Group Endangered Species (Marine Products) Procurement
PolicySignificant impacts of activities, products, andPolicyHabitats protected or restored

Sustainable Use of Natural Marine Resources
Reducing the Impact on the Marine Environment

304-4

IUCN Red List species and national conservation list
species with habitats in areas affected by operations

Nissui Group Endangered Species (Marine Products) Procurement
PolicySustainable Use of Natural Marine Resources

Emissions305-1

Direct (Scope 1) GHG emissions

E: Environmental Data

305-2

Energy indirect (Scope 2) GHG emissions

E: Environmental Data

305-3

Other indirect (Scope 3) GHG emissions

E: Environmental Data

305-4

GHG emissions intensity

E: Environmental Data

403-8

Workers covered by an occupational health andsafety management system

Labor Safety

403-9

Work-related injuries

Labor Safety403-10Work-related ill health

Labor Safety
Training and Education

404-2
305-5

Reduction of GHG emissions

305-6

Emissions of ozone-depleting substances (ODS)

305-7

Nitrogen oxides (NOX), sulfur oxides (SOX), andother significant air emissions

Sustainability Report 2023

Reducing Environmental Impact

Programs for upgrading employee skills andtransition assistance programs

Training and Development

E: Environmental Data
Reducing Environmental Impact
E: Environmental Data

E: Environmental Data

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Disclosures

Environment

SocialGovernance

Library

Information
Diversity and Equal Opportunity
Corporate Governance Report

405-1

Annual Securities Report (Japanese)

Diversity of governance bodies and employees

Corporate Governance
G: Governance Data

405-2

Ratio of basic salary and remuneration of women tomen

S: Social Data

FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING

407-1

Operations and suppliers in which the right tofreedom of association and collective bargaining
may be at risk

Labor Safety
Sustainable Procurement

Child Labor

408-1

Operations and suppliers at significant risk forincidents of child labor

Human Rights

Forced or Compulsory Labor

409-1

Operations and suppliers at significant risk forincidents of forced or compulsory labor

Human Rights

Human Rights Assessment

412-1

Operations that have been subject to human rights
reviews or impact assessments

Human Rights

Local Communities

413-1

Operations with local community engagement,
impact assessments, and development programs

Regional Contribution Activities

Supplier Social Assessment

414-2

Negative social impacts in the supply chain andactions taken

Sustainable Procurement

Marketing and LabelingContainers and Packaging/Waste
417-1

Requirements for product and service informationand labeling

Health and Nutrition Initiatives＞Responsible labeling, promotion,and marketing
Taste Research for a Better-tasting, Healthier Daily Diet

Customer Privacy

418-1

Substantiated complaints concerning breaches ofcustomer privacy and losses of customer data

Sustainability Report 2023

There were no applicable incidents in FY2022 (Coverage: Nissui
Corporation).

152

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Environment

Social

SASB

Topic

The following table describes data and information related to the items of the Sustainability Accounting Standards Board

Product Labeling &MarketingGovernanceAccounting metric

Code

Reference

FB-PF-270a.3

There were no applicable incidents in
FY2022 (Coverage: Nissui Corporation)

FB-MP-320a.1(1) (2)
Labor Safety > Status of Incidents ofWork-related Accidents

Number of incidents of non-compliance withindustry or regulatory labeling and/or marketing
codes(SASB). We refer to the Meat, Poultry & Dairy (FB-MP) and the Processed Foods (FB-PF) of the Food & Beverage sector.

Topic

Accounting metric
Gross global Scope 1 emissions

Greenhouse Gas
Emissions

Discussion of long-term and short-term strategy
or plan to manage Scope 1 emissions, emission
reduction targets, and an analysis of performance

Code
FB-MP-110a.1

Reference

Workforce Health &(1) Total recordable incident rate (TRIR) and (2)Safetyfatality rate

E: Environmental Data

(1) Total weight of packaging, (2) percentage
made from recycled and/or renewable materials,
and (3) percentage that is recyclable, reusable,
and/or compostable

Initiatives for TCFD Recommendations
FB-MP-110a.2

Targets and Results
E: Environmental Dataagainst those targets

EnergyManagement(1) Total energy consumed, (2) percentage gridelectricity, (3) percentage renewable(1) Total water withdrawn, (2) total water
consumed, percentage of each in regions withHigh or Extremely High Baseline Water Stress

Water Management

Description of water management risks anddiscussion of strategies and practices to mitigate
those risks

Number of incidents of non-compliance withwater quality permits, standards, and regulations

FB-MP-130a.1
FB-PF-130a.1

Discussion of strategies to reduce theenvironmental impact of packaging throughout

E: Environmental Data

FB-PF-140a.1

FB-MP-140a.2
FB-PF-140a.3

FB-MP-140a.3
FB-PF-140a.2

Long-Term Vision “Good Foods 2030”
Mid-Term Business Plan ”Good Foods
FB-PF-410a.2

Recipe1” > Essential KPIs for 2030
Targets and Results
Containers and Packaging/Waste

Social Impacts ofIngredient Supply
Chain

Initiatives for TCFD Recommendations >Overview of Scenario Analysis in
Strategy > Evaluation of Water Risk

Containers and Packaging/Waste > Useof Containers and Packaging(2) (3)Not disclosed

its lifecycle(3)
Not disclosed

E: Environmental Data

FB-PF-410a.1

Management

Environmental &FB-MP-140a.1(1)

Packaging Lifecycle(1) (2)Library

Animal & Feed
Sourcing

There were no applicable incidents in
FY2022 (Coverage: Nissui Corporation)

Percentage of food ingredients sourced that are
certified to third-party environmental and/or

The Survey of Procured Marine
FB-PF-430a.1

social standards, and percentages by standard

Discussion of strategy to manage opportunities
and risks to feed sourcing and livestock supply
presented by climate change

Resources Sustainability
Sustainable Procurement

FBMP-440a.3

Initiatives for TCFD Recommendations

Percentage of food ingredients sourced fromregions with High or Extremely High Baseline
Water Stress

FB-PF-440a.1

Not disclosed(1)

Food Safety

Global Food Safety Initiative (GFSI) audit (1) nonconformance rate and (2) associated corrective
action rate for (a) major and (b) minor nonconformances

FB-MP-250a.1
FB-PF-250a.1

Approach to and Systems to Ensure
Safety and Security > International

Nissui Group Endangered Species

Ingredient Sourcing(Marine Products) Procurement Policy

List of priority food ingredients and discussion ofStandards Certification for Food Safety
Management Systems

sourcing risks due to environmental and social
considerations(2)

FB-PF-440a.2

Resources Sustainability

Not disclosed

Antibiotic Use in
Animal Production

Percentage of animal production that received (1)medically important antibiotics and (2) not
medically important antibiotics, by animal type
Quantitative
Revenue from products labeled and/or marketed
to promote health and nutrition attributes

FB-MP-260a.1

Number of processing and manufacturing

Promoting Aquaculture > Use of
Medicinal Products

facilities

FB-MP-000.A
Global Network

Number of production facilities

FB-PF-000.B

Animal protein production, by category;percentage outsourced

FB-MP-000.B

Not disclosed

Weight of products sold

FB-PF-000.A

Not disclosed

Activity Metric
FB-PF-260a.1

Discussion of the process to identify and manage
products and ingredients related to nutritionaland health concerns among consumers

Sustainable Procurement(1) (2)Not disclosed

Long-Term Vision “Good Foods 2030”
Mid-Term Business Plan ”Good Foods
Health & Nutrition

The Survey of Procured Marine

FB-PF-260a.2

Recipe1” > Accelerating Sustainability
Management (Social & Human Resources
Values)Long-Term Vision “Good Foods 2030”
Mid-Term Business Plan ”Good Foods
Recipe1” > Essential KPIs for 2030
Targets and Results
Health and Nutrition Initiatives

Sustainability Report 2023

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Participation in External Initiatives

Environment

SocialNameGovernance

Library

Details

In 2009, Nissui became a member of The Consumer

GlobalThe Consumer Goods Forum (CGF)
Name

Details

Goods Forum (CGF), an international association ofmajor retailers, consumer product manufacturers
and food producers.
CGF

In November 2021, Nissui declared its support for
the TCFD recommendations and have been

Task Force on Climate-related
Financial Disclosures (TCFD)

disclosing information based on the TCFD
recommendations.
Nissui has also joined the TCFD Consortium,
established for the purpose of facilitating
discussions on effective corporate disclosure andefforts to link the disclosed information toappropriate investment decisions by financial
institutions and the like.
TCFD
TCFD Consortium
In December 2016, Nissui became a signatory to andSeafood Business for Ocean
Stewardship (SeaBOS)

joined Seafood Business for Ocean Stewardship(SeaBOS), an initiative for promoting thepreservation of the marine environment and marine
resources and the sustainable use of resources.
Furthermore, Nissui has joined Global Ghost Gear
Initiative (GGGI), an international body working toprevent fishing gear from flowing out into the ocean,through SeaBOS.
SeaBOS
GGGI

Global Roundtable on Marine
Ingredients

In July 2022, Nissui joined Global Roundtable on
Marine Ingredients, a roundtable committed topromoting the use of sustainable marine ingredients.
Global Roundtable on Marine Ingredients

In April 2017, Nissui joined the Global Sustainable
Global Sustainable Seafood Initiative(GSSI)

Seafood Initiative (GSSI), an international
partnership that verifies programs assessing thesustainability of marine products, as a funding
partner.
GSSI

In January 2021, Nissui Group joined the Roundtable
Roundtable on Sustainable Palm Oil(RSPO)

on Sustainable Palm Oil (RSPO), a non-profit
organization whose purpose is to promote theproduction and use of sustainable palm oil.
RSPO

4-1338-21-100-00

Sustainability Report 2023

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Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

Japan

Environment

SocialName
Name

Details
In January 2021, Nissui joined the 30% Club Japan,

30% Club Japanan organization responsible for the development inJapan of the 30% Club, a global campaign thatJapan Clean Ocean Material Alliance(CLOMA)

strengthen cooperation among relevant
stakeholders to solve the problem of marine plastic

Japan Food Safety Management
Association (JFSM)

Japan Center for Engagement andRemedy on Business and Human
Rights (JaCER)

companies will aim to solve various issues related toplastics by committing to a milestone set for 2025.
Plastic Circular Challenge 2025 (in Japanese)

Safety Management Association (JFSM), an
organization that develops and manages Japanesefood safety management standards and certification
schemes.
JFSM

Engagement and Remedy on Business and Human
Rights (JaCER), an organization that aims to provide
a non-judicial "Engagement and Remedy Platform"
for redress of grievances and to act in a professional
capacity to support and promote redress ofgrievances by member companies based on the
United Nations Guiding Principles on Business andHuman Rights, as a regular member.
JaCER
In September 2022, Nissui joined the Japan Platform

In February 2022, Nissui joined Plastic Circular

Plastic Circular Challenge 2025

Details

In April 2023, Nissui joined the Japan Center for

litter.
CLOMA

Challenge 2025, a framework led by World Wide
Fund for Nature Japan (WWF Japan), participating

Library

In 2016, Nissui became a member of Japan Foodseeks to increase the percentage of women in key
decision-making bodies within corporations.
30% Club Japan

In January 2019, Nissui joined the Clean Ocean
Material Alliance (CLOMA), an alliance designed toGovernanceJapan Platform for Migrant Workers
towards Responsible and Inclusive
Society (JP-MIRAI)

for Migrant Workers towards Responsible andInclusive Society (JP-MIRAI), a platform thatearnestly tackles the challenges associated withforeign workers in Japan, aiming to have theseworkers accepted responsibly and with the goal of
making Japan a "country of choice."
JP-MIRAIIn February 2020, Nissui endorsed the Initiative

Keidanren Initiative for Biodiversity
Conservation

based on the Declaration of Biodiversity by
Keidanren, which involves the participation ofcompanies and organizations that are engaged inaddressing multiple items of the seven thatcomprise Keidanren's “Declaration of Biodiversity by
Keidanren (Revised Edition)” or support the overall
intent of the initiative.
Keidanren Initiative for Biodiversity Conservation

In July 2020, Nissui participated in the“Sustainability Consortium for Agriculture, Forestry,
Fisheries and Food” (Afu no Wa 2030), a projectAfu no Wa 2030

launched by the Ministry of Agriculture, Forestry and
Fisheries to promote sustainable production andconsumption of food, agriculture, forestry, andfisheries products.
Afu no Wa 2030 (in Japanese)

In June 2009, Nissui joined Japan Business Initiative
Japan Business Initiative for
Biodiversity (JBIB)Japan Project of 10x20x30 Food Lossand Waste Initiative

Sustainability Report 2023

for Biodiversity (JBIB), a group of companies thatare actively working to conserve biodiversity, as an
associate member.
JBIB
In conjunction with the participation of AEON Co.,
Ltd. in the 10x20x30 Food Loss and Waste Initiative
advocated by the World Resources Institute (WRI),
Nissui joined the "Japan project" led by AEON as
one of the partner corporations in December 2019.

155

Message fromthe President

The Nissui Group’s
Sustainability Initiatives

Targets and Results

External Recognition

Environment

SocialName

S&P/JPX Carbon Efficient Index

Details

Price Index (TOPIX), (the “underlying index”),
while overweighting or underweighting thosecompanies that have lower or higher levels ofcarbon emissions per unit of revenue.

Details

This is an index for ESG investments provided by

FTSE Blossom Japan Index

LibraryThis is an index designed to measure theperformance of companies in the Tokyo Stock

Inclusion in Socially Responsible Investment (SRI) Indexes
Name

GovernanceThis is an index created by Sompo Japan
Nipponkoa Asset Management Co., Ltd. (SNAM).

FTSE Russel, a London Stock Exchange Group
company. It is one of the stock indexes for ESG
investments adopted by the Government
Pension Investment Fund (GPIF) of Japan.
FTSE BLOSSOM JAPAN INDEX SERIESSNAM Sustainability Index

The SNAM Sustainability Index is a proprietaryevaluation system that leverages the experienceand insight of Sompo Risk Management Inc.
(Environmental surveys) and Integrex Inc. (Socialand governance surveys).

This is an index for ESG investments provided by
FTSE Blossom Japan Sector
Relative Index

FTSE Russel, a London Stock Exchange Group
company. It is one of the stock indexes for ESG

Recognition for Sustainability

investments adopted by the Government
Pension Investment Fund (GPIF) of Japan.

Name

FTSE BLOSSOM JAPAN INDEX SERIES

Details

The Ministry of Economy, Trade and Industry (METI)

2023 Health & Productivity Stock
Selection
This is an index for ESG investments provided by
MSCI Japan Empowering Women
Index (WIN)MSCI Inc. It is one of the stock indexes for ESG
investments adopted by the Government
Pension Investment Fund (GPIF) of Japan andconsists of Japanese companies making efforts
for high level gender diversity at the workplace.

Morningstar Japan ex-REIT Gender
Diversity Tilt Index (GenDi J)

the Government Pension Investment Fund (GPIF)
has adopted the GenDi J as one of the stock
indices for ESG investments. Nissui has been

Under the Act on Advancement of Measures to
Support Raising Next-Generation Children, it ismandatory for companies to formulate action plans
to support the healthy development of children who
will lead the next generation of society. “Kurumin” isKurumin Mark Certification

evaluation of gender diversity efforts using theEquileap Gender Equality Scorecard. As of 2023,

recognized by the Minister of Health, Labour andWelfare as a company that is committed tosupporting child-rearing for four consecutive
periods since May 2010.

An index based on assessing ESG risks andopportunities specifically targeting livestock andaquaculture companies, provided by the FAIRR
Initiative. Nissui was rated as a “medium risk”
company in the 2022 Protein Producer Index.

a certification awarded by the Minister of Health,Labour and Welfare to companies that achieve theset goals of their respective action plans and meetcertain other criteria. Nissui Corporation has been-

evaluated and classified as a Group 2 company.

Coller FAIRR Protein Producer
Index for 2022

engaging in health and productivity management
regarding their employees. Nissui Corporation was
selected for the fifth consecutive year in the
agriculture, forestry and fisheries industries.

THE INCLUSION OF Nissui Corporation IN ANY MSCIINDEX, AND THE USE OF MSCI LOGOS, TRADEMARKS,SERVICE MARKS OR INDEX NAMES HEREIN, DO NOTCONSTITUTEA SPONSORSHIP, ENDORSEMENT OR PROMOTION OF
Nissui Corporation BY MSCI OR ANY OF ITS AFFILIATES.
THE MSCI INDEXES ARE THE EXCLUSIVE PROPERTY OF
MSCI. MSCI AND THE MSCI INDEX NAMES AND LOGOSARE TRADEMARKS OR SERVICE MARKS OF MSCI OR ITSAFFILIATES.

An index provided by Morningstar based on theand the Tokyo Stock Exchange (TSE) have been
jointly selecting exceptional TSE-listed enterprises

In the "Sustainability Site Award 2023" conducted
Sustainability Site Award 2023

by the Association for Sustainability
Communication, which evaluates the information
comprehensiveness of sustainability-related web
content of Japanese companies, Nissui has been-

awarded the Silver Class (Excellence Award) rating.

Sustainability Report 2023

156

Nissui Corporation
Sustainability Section, Sustainability Department
Nishi-Shimbashi Square, 1-3-1, Nishi-Shimbashi,
Minato-ku, Tokyo, 105-8676 Japan
Website https://www.nissui.co.jp/english/