KAGA ELECTRONICS
CO., LTD.

Medium- to Long-Term
Sustainability Management Plan
KAGA
ELECTRONICS CO., LTD.
加賀電⼦株式会社
November 25, 2021
TSE 1st section 8154

Sustainability Policy
Under our corporate philosophy of "Everything we do is for our customers," the Kaga Electronics
Group seeks to achieve both a sustainable society and sustainable growth of the Group.
Toward this purpose, we will respect dialogue with customers, business partners, shareholders,investors, employees, local communities, and all other stakeholders, based on our Basic CSR Policy,
Environmental Policy, and Action Guidelines. We will work to increase our corporate value as weplay an active role in achieving a sustainable society.

1 We will tackle environmental issues through our business activities
Through our business activities, we will take action to cut CO2 emissions, reduce waste, andpromote reuse. At the same time, by providing environmentally considerate products and services,
we will contribute to bringing about a society that values the global environment.

2 We will respect human rights and develop human resources
We will respect the human rights of all stakeholders, regardless of gender, age, nationality, socialstatus, disabilities, or other personal attributes. We will develop work environments in which
diverse employees can work in safety and health, both physically and mentally, and will develop
personnel systems and education and training systems that allow these employees to maximize
their individual abilities. We will further work to develop human resources who will take on thechallenge of innovation.

3 We will work to build mutual trust with society
We will work to be a company that earns the trust of society by observing laws and regulations,by strengthening our governance structure, and by sincerely engaging in fair competition, theprovision of high-quality products and services, timely and appropriate information disclosure,and other corporate activities.
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Sustainability promotion structure
The Kaga Electronics Group views the promotion of sustainability as a key management issue.
We have established an SDGs Committee chaired by the President and COO of Kaga Electronics
Co., Ltd., and, under this committee, have created working groups for "Environment," "Society,"and "Governance." In this way, we have established a management structure that promotes
sustainability across the Group.
Under commitment by top management and collaboration among business divisions, we act
through these working groups to formulate policies, measures, and goals that address ESG issues,
to manage progress, and to otherwise promote sustainability within the Group as a whole.

Board of Directors
SDGs Committee
Discuss and address medium- to long-term management matters associated withenvironmental (E), social (S) and governance (G) issues, with the three themeMission specific working groups playing a central role, to help enhance the Companyʼs
corporate value through the implementation of cross-organizational initiatives
encompassing the Group■ Chair︓ Kaga Electronics Co., Ltd.'s President■ Members︓ Kaga Electronics Co., Ltd.'s chief officers in charge of supervisingvarious divisions

Environmental Issue
Working Group

Social Issue
Working Group

Governance Issue
Working Group2

Materiality
The Kaga Electronics Group is committed to seriously addressing a variety of issues relevant not
only to itself but also communities around the world and thereby living up to the expectations ofsociety. In line with this commitment, the Group has employed four perspectives̶ Environmental(E), Social (S), Governance (G) and Business (B)̶to identify priority issues that are deemed toexert significant impact on its business operations, as listed below. Through its efforts to tackle themateriality of these issues, the Group will practice corporate activities aimed at contributing to therealization of a sustainable society, with the aim of further improving its corporate value.
Changes in the socio-economic
environment

Our initiatives

Create a clean
globalenvironment• Growing seriousness of global warming
and other environmental problems• Urgent call for carbon neutrality• Provide products and services designed tohelp resolve environmental and energy
issues• Continue initiatives to reduce theenvironmental burden

S

Create aninclusive company
as well as anaffluent society• Changes in social structure as we movetoward the popularization of the newnormal• Human resource shortages attributable
to a low birthrate and an aging
population• Promote workforce diversity andinnovative work styles to better adapt to
the new normal• Develop human resources by passing
down and updating KAGA-ism

G

Createa sustainable
management base

• Public calls for more robust corporate
governance• Growing need for business resilienceagainst changes in the operating
environment• Further strengthen corporate governanceand compliance• Thoroughly practice a profit-focusedmanagement approach

Realizesustainablebusiness growth• Progress in digital transformation• Coming of a “super-smart” society due
to the popularization of ICT, such as
IoT and AI• Intensification of global competition• Provide products and services that
contribute to the transition to a digitaldriven society• Create new businesses aimed at helping

Materiality

EB

Related SDGs

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Medium- to long-term sustainability targets and major KPIs
Key themes

EAchievement of shift to100% renewable energy

Issues to address and issues toexamine• Adoption of renewable energy atdomestic sales offices• Adoption of renewable energy atdomestic manufacturing sites• Adoption of renewable energy atoverseas manufacturing sites

Shift to electricity for• Switch to electric vehicles for domestic
sales vehicles (EV, HV, PHV, FCV)
company-owned vehicles

2030: 100%
2030: 50%
2050: 100%

2024: 80% (78.5%)

2030: 100%Diversity and humanresource management

Percentage of female newgraduates in general positions
2023: 30% (5.8%)
Percentage of women in
management positions
2024: 15% (13.3%)

Work–life management
and enhancement ofproductivity• Enhancement of programs such as
childcare/family-care and telework• Acquisition of certification as a Healthand Productivity Management
Organization

2022: Implementation of review
2023: Certification

Restructuring the• Independent Outside Directors: atgovernance structure in
least 1/3
response to the revision of
the Corporate Governance • Establishment of Nomination andCode and the reorganization
Compensation Committeeof Tokyo Stock Exchange

Further strengthening
the supervisory andoversight functions of
top management overbusiness execution• Diversification of the Board ofDirectors• Full compliance with Corporate
Governance Code for Prime Market• Adoption of delegation-based
executive officer structure• Transition to structure of company
with committees

Long-term targets

2024: 40% (1%)
By 2024: Information
gathering/analysis and determinationof policy
・In-house power generation/external
procurement
・Solar panel/biomass power
generation/renewable energy
businesses• Ensuring diversity in core humanresources (Women, foreign
nationals, mid-career hires)• Initiatives to employ elderly workers
and persons with disabilities

SG

Medium-term targets

2030: 30%
2050: 100%

Percentage of female
new graduates ingeneral positions
2028: 40%
Percentage of women in
management positions
2029: 17%2025: Certification byoutside party
2024 onward:
Continuation ofcertification

Performed in June 2021

By June 2022: Determination ofpolicy
Performed in November 2021

Setting of targets inline with next
Corporate Governance
Code revision

April 2022: Enactment
By March 2023: Determination ofpolicy*Numbers in parentheses represent current values4＜ｍemo＞

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“Everything we do isfor our customers
20 Kandamatsunagacho, Chiyoda-ku, Tokyo 101-8629
Contact: Investor Relations & Public Relations Office
TEL:+81-3-5657-0106
FAX:+81-3-3254-7133
E-mail︓ webmaster@taxan.co.jp
https://www.taxan.co.jp

■ Forward-looking statements in these materials are based on information available to management
at the time this report was prepared and assumptions that management believes are reasonable.
Actual results may differ significantly from these statements for a number of reasons.
■ Display method in this material
Number : Truncated less than the display unit.
Ratio: After calculation in yen units, Round down one digit of Display unit.