SustainabilityMateriality
The Daicel Group identified its materiality in FY2021/3 as key sustainability issues toward achieving the Accelerate 2025 Mid-Term Management Strategy. We will carry out the CAPD cycle according to this materiality and contribute to realizing a sustainable society in a uniquely Daicel way.
Background and Approach to Identifying Our Materiality
The Daicel Group's materiality consists of two main categories.
For "materiality aimed at achieving growth of the Daicel Group and value co-creation," our aim is to leverage the strengths of the Group to address the SDGs and other social issues and actively create value in line with the "Product, Process, and People" concept in our Sustainable Management Policy.
For "materiality related to the foundation for the Daicel Group's continuity and governance," we established respective considerations of prime importance for value creation, including safety, quality, and compliance, for E (environment), S (society), and G (governance).
Process of Identifying Materiality

STEP1Extract social issues
We referenced international guidelines, SDGs, the principles of the United Nations Global Compact and guidelines published by industry organizations to extract social issues that the Daicel Group should address.
STEP2Prioritize
We assessed items extracted in Step 1 by giving consideration to the following aspects to identify key themes with high priority by plotting them on the materiality map according to “Importance to stakeholders” and “Importance to the Daicel Group.” We then sorted them into the two categories of “Growth of the Daicel Group and value co-creation” and “Foundation for the Daicel Group's continuity and governance.”
- Consistency between the Long-Term Vision and Mid-Term Management Strategy
- Consistency with related policies such as the Sustainable Management Policy, the Daicel Group Conduct Policy, and the Daicel Code of Conduct
- Consolidation of opinions from relevant departments
Materiality Map

STEP3Confirm validity
The Corporate Sustainability and other relevant divisions discussed the validity of important themes identified through Steps 1 and 2. The results were reported and approved at the Management Meetings and subsequently endorsed by the Board of Directors.
STEP4Formulate materiality and KPIs
By going through Steps 1 to 3, we identified 15 material issues. We designate a KPI for each as needed, and also periodically evaluate progress to maintain a CAPD cycle. We will review our materiality in response to future changes in society and our business.
Materiality and Key Achievements
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Materiality aimed at achieving growth of the Daicel Group and value co-creation | |||
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Classifications | Materiality | Main Initiatives in FY2022/3 | Relevant SDGs |
Sustainable Product | Contribute to beauty and health |
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Contribute to the Smart Society |
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Provide safety and security for society |
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Provide environmentally friendly materials and technology |
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Sustainable Process | Contribute to the development of a circular society |
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Respond to climate change |
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Sustainable People | Promote diversity and inclusion |
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Support personal growth |
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Materiality related to the foundation for the Daicel Group’s continuity and governance | |||
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Classifications | Materiality | Main Initiatives in FY2022/3 | Relevant SDGs |
Environment | Reduce environmental impact |
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Social | Ensure process safety and disaster prevention, occupational health and safety |
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Ensure chemical safety and Enhance product quality |
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Respect human rights |
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Foster a corporate culture that meets employee needs |
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Promote sustainable procurement |
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Governance | Strengthen foundation for Group governance and Compliance |
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- *1Daicel
- *2Daicel and Group companies in Japan
- *3Figures represent the number of candidate companies for human rights due diligence (as of March 2022)
- *4Daicel’s original method of standardizing plant operations.