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Skylark Group's Materiality

Materiality

To realize a sustainable society and improve our corporate value through the provision of food and food-related services, based on our Sustainability Policy, we have identified our materiality from an analysis of their importance, for Skylark Group and for its stakeholders.

Theme Materiality Contribution to SDGs

Society

Help All People Lead Enriched Lives Food Safety & Security
Health & Nutrition
Customer Orientation
DX
Contribute to Realizing an Enriched Society DX
Workstyle Reform
Responsible Procurement

Environment

Environmental Conservation Food Loss & Waste Reduction
Plastic Counter
measures
De-
carbonization
Water Resource Conservation
Biodiversity

Steps in Identifying Our Materiality

STEP1 Identifying Issues

  • From a single materiality perspective, we identify material issues for our business based on societal expectations such as the SDGs and assessment items from ESG rating agencies. Then, from a double materiality perspective, we identify issues that have a significant impact on society and the environment.
  • Each division identified issues from their own business areas from a long-term perspective

STEP2 Ordering by Priority

Identified issues are then analyzed and prioritized based on their importance to Skylark Group and importance to its stakeholders.

“Importance to Skylark Group” is evaluated from the perspective of policies and strategies, social demands and issues to be addressed by capturing the nature of the business, and environmental and social considerations, while “Importance to Stakeholders” is evaluated from the perspective of trends in the world, stakeholders' expectations of the Company, and impact on the environment and society.

“Issues of Extreme Importance to Skylark Group.”
Food safety and security, responsible procurement, customer orientation, food loss reduction, decarbonization, nutrition, health maintenance and promotion, success and development of diverse human resources, improvement of working environment, DX, response to changing food preferences, health management, stable logistics.

“Issues of Very High Importance to Our Stakeholders.”
Food safety and security, responsible procurement, customer orientation, food loss reduction, decarbonization, plastic countermeasures, pollution prevention and environmental considerations, water conservation, biodiversity, education, child and forced labor.

*Scope of business activities considered: Operations, Products/Services, and Supply Chain
  Stakeholders and scope of impact evaluated: Environment, Society, Consumers, Organizations within the supply chain

STEP3 Identifying Materiality

Prioritized issues are discussed by executives of relevant divisions and then deliberated at the Sustainability Committee before being determined as materiality and reported to the Board of Directors for approval.
In identifying the materialities, the company exchanged opinions with external stakeholders at executive study sessions and added “DX” and “biodiversity” to the list.

We review this same process every year and the materiality for 2025 is described below.

Skylark Group's Materiality and Risks/Opportunities

Materiality Main Risks Main Opportunities
Food Safety and Security Reduction in customer trust based on food-related accidents Gain customer trust
Health & Nutrition Reduction in customers based on late response to creating health-oriented menus Increase in customers based on creating health-oriented menus
Customer Orientation Loss of customers due to late response to customer feedback/needs Customer Overall Satisfaction Level Increase customer satisfaction
Gain customer trust
DX Decline in competitiveness due to delayed response Ensure competitive advantage in overall business
Workstyle Reform Slow growth due to lack of human resources and lack of diversity
Increase in labor costs
Acquisition of excellent human resources
Improved productivity
Improved employment and retention rates
Responsible Procurement Decline in trust in the Company and suppliers due to delayed response to social and environmental issues Stable product offerings
Increase in customers based on creating menus focused on ethical eating
Food Loss Reduction Reduction in customers based on late response to food loss Gain customer trust
Decrease in costs and increased earning capacity
Plastic Countermeasures Reduction in customers based on late response to reducing plastic consumption Gain customer trust
Decarbonization Stricter regulations and increased costs related to decarbonization efforts
Business and distribution network stoppages due to natural disasters
Gain customer trust
Cost reductions based on energy-savings
Water Resource Conservation Business stoppages due to natural disasters
Reduction of product quality due to deterioration of water quality
Business stoppages due to water use limitations
Stable water use due to decrease in water risks
Cost reductions due to water conservation
Biodiversity Decrease in customers due to delay in responding to biodiversity issues
Difficulty in procuring food ingredients and rising ingredient costs
Gain customer trust
Increase in customers based on creating menus focused on ethical eating

Goals based on Materiality Issues

The Sustainability Committee conducts an annual materiality analysis and reviews the materiality-based goals.

Materiality Initiatives for 2030 KPI Indicator Performance KPI
2020
(2018)
2024 2025 2026 2030 2050
Food Safety and Security Continuous updating of quality assurance system and continuation of appropriate labeling Serious food accidents Zero Zero Zero Zero Zero Zero
Mail-order/external sales recalls Zero Zero Zero Zero Zero Zero
Health and Nutrition Product refinement, evolution of promotions, expansion of menu items that consider health and nutrition, promotion on websites, etc., expansion of nutritional information labeling Number of products contributing to a healthy diet (number of products per brand) 3 items 3.3 items 5 items 5 items 10 items 20 items
Customer-Oriented Thorough improvement of QSC (Quality, Service, Cleanliness), strengthening the system to utilize "customer feedback" in management, promoting the provision of products and services based on customer feedback Customer evaluation* 8.6 9.0 9.5 12.0 15.0
DX Promotion of DX throughout the company and in all business formats Number of trials for DX 0 252 280 280 280 280
Work Style Reform Promotion of diversity, promotion of health and productivity management, promotion of work-life balance Female manager ratio 10% 14.9% 15% 18% 30% 50%
Smoking rate 33% 19% 14% 13% 10% Zero
Overtime hours improvement 31 hours 32 hours 26 hours 24 hours 20 hours Zero
Paid leave acquisition rate 60% 63% 66% 68% 80% 100%
Responsible Sourcing Implementation of supplier surveys, thorough supplier management in terms of human rights, labor, environment, food safety, and ethics Supplier CSR survey 0% 86% 90% 100% 100% 100%
Supplier human rights due diligence 0% 45% 50% 100% 100% 100%
Reduction of Food Loss Reduction of food loss, promotion of recycling of discarded food ingredients Food waste (stores) - Loss 6,397t (2018) 4,158t 3,838t 3,710t 2,079t 1,040t
Food waste (stores) - Other than loss 15,731t (2018) 14,992t 13,785t 13,085t 9,685t 4,842t
Food waste (factories) - Loss 131t
(2018)
92t 88t 84t 46t 23t
Food waste (factories) - Other than loss 4,468t (2018) 3,108t 2,958t 2,808t 1,554t 777t
Recycling implementation rate 38.9%
(2018)
50.2% 49.3% 49.5% 50% 75%
Plastic Counter
measures
Reduction in the use of disposable petroleum-based plastics. Promotion of transition to environmentally friendly materials. Promotion of recycling of waste plastics. Disposable petroleum-based plastic usage (packaging) 1,870t 1,601t 1,499t 1,309t 935t Zero
Introduction rate of environmentally friendly products (consumables, shopping bags) 20% 35% 40% 50% 100% 100%
De-
carbonization
Promotion of energy-saving activities at stores, factories, and headquarters. Reduction of gasoline consumption in home delivery and store delivery, and promotion of the introduction of environmentally friendly vehicles. Active introduction of renewable energy. Scope 1 reduction 138,482t 115,783t 97,768t 91,952t 68,687t Net Zero
Scope 2 reduction 303,823t 217,233t 214,499t 201,738t 150,696t Net Zero
Scope 3 reduction 1,030,149t 980,936t 852,348t 826,519t 723,204t Net Zero
Cumulative number of facilities with renewable energy introduced (including offsets by environmental value) 0 158 300 600 2,000 All facilities
Electricity consumption (stores) 391,979 MWh 442,702 MWh 391,979 MWh 391,979 MWh 391,979 Mwh 391,979 MWh
Gasoline consumption (RS/company vehicles) 1,900kl 1,718kl 1,800kl 1,740kl 1,479kl 1,314kl
Electricity consumption (factories) 34,481 kWh 39,896 kWh 39,580 kWh 33,795 kWh 35,520 kWh 31,574 kWh
Conservation of Water Resources Reduction of water consumption at stores, factories, and headquarters Water intake (stores) 8,321,067t 6,287,450t 5,842,943t 5,828,036t 7,488,960t 6,656,854t
Water intake (factories) 792,810t 765,277t 759,139t 619,898t 713,529t 634,248t
Biodiversity Expansion of handling of certified ingredients and materials Domestic vegetables: JGAP or equivalent certification ratio (by weight) 20% 20% 25% 30% 50% 100%
Palm oil: RSPO certification ratio 0% 0% 5% 5% 100% 100%
Paper products: FSC/PEFC certified product usage ratio *Target: 25 items 40% 44% 45% 50% 75% 100%
*Average store recommendation score by customers who visited the store

Initiatives on Materiality Issues and Evaluation Linkage

The remuneration for our Chairman and CEO, our President and COO, other Directors (excluding Outside Directors and Directors who are Audit and Supervisory Committee Members), Executive Officers, and presidents of Group companies is composed of a fixed basic remuneration and a performance-linked remuneration that varies according to company performance and other factors. The performance-linked remuneration consists of a bonus based on consolidated business results for each fiscal year, and a phantom stock plan in which the payment and its amount are determined in linkage with the stock price over a certain period.
Starting with the phantom stock plan in 2022, in addition to stock price requirements, we have incorporated evaluations from international ESG rating agencies such as DJSI and CDP Climate Change. Furthermore, from 2024, we have added the achievement of "employee engagement targets," "customer satisfaction targets," and "CO2 emission reduction targets" as ESG indicators, introducing a system that links the promotion of our sustainability management with executive remuneration.

For example, regarding the achievement of the "CO2 emission reduction targets," we have set and disclosed a KPI to reduce Scope 1 and 2 emissions by 4.2% annually, in line with SBT standards. The progress toward this KPI is directly reflected in the remuneration of the Chairman and CEO, the President and COO, and other directors, thereby reinforcing our commitment to CO2 emission reduction as a critical performance indicator.

Furthermore, KPIs related to materiality issues identified by the Sustainability Committee, such as decarbonization and food loss reduction, are set for each responsible Executive Officer and Director (department manager level), and their achievement is linked to individual performance evaluations. This evaluation affects not only the variable range of bonuses but also the individual's annual performance rating. The KPIs set for each Director are also shared with their team members to promote these initiatives throughout the departments.

Food Safety & Security
Customer Orientation
DX
Workstyle Reform
Responsible Procurement

Promotion System

Food Loss & Waste Reduction
Plastic Countermeasures

Promotion System

Decarbonization
Water Resource Conservation
Biodiversity