6. Developing a Resilient Management Foundation
The Company develops a resilient management foundation that supports sustainable growth
by enhancing corporate governance, promoting dialogue with stakeholders,
and strengthening human capital through the creation of an environment in which diverse talent can thrive.
Value creation
(1)Enhance corporate governance and ensure its effectiveness
Main initiatives
- Reinforce compliance
- Eliminate anti-social forces and prevent corruption and unethical behavior
- Build a sophisticated internal control system
- Increase the sophistication of the Board of Directors
- Enhance risk assessment
| FY2026 |
|---|
| Targets and KPIs |
| Employees' attendance rate at compliance training sessions: 99% or more annually |
| Employee Compliance Awareness Survey: score of at least 75 |
| Average attendance rate of all Board Directors at Board of Directors meetings: at least 80% |
For the FY2025 KPI results, please click here
.
Related links
(2)Sustainable development through cooperation with stakeholders
Main initiatives
- Conduct supplier audits
- Investor briefings and engagement
- Cooperate with organizations and regional communities
| FY2026 |
|---|
| Targets and KPIs |
| Sustainability assessments of key suppliers: at least 85% coverage by transaction value (equivalent to approximately 75 or more suppliers) |
| Supplier site visits and audits: 23 or more companies |
| Selection for the Dow Jones Best-in-Class World Index |
For the FY2025 KPI results, please click here.
(3)Maximize human capital to support
both employee growth and corporate growth
Main initiatives
- Support employee growth and career realization*1, provide opportunities to take on new businesses, and develop AI talent
- Fair evaluation and remuneration system
- Promote initiatives that enable diverse talent to thrive (including initiatives for the advancement of women and initiatives related to LGBTQ+ persons)
- Enhance engagement and promote health and productivity management
| FY2026 |
|---|
| Targets and KPIs |
| Create job mobility opportunities through the internal transfer programs*1: enable transfers for 200 or more employees annually |
Employee engagement survey:
|
| Representation of women in leadership roles: at least 20% by FY2035; interim target of at least 15% by FY2030, double the FY2021 level |
| Ratio of annual paid leave taken: maintain 70% or more annually |
| Serious accidents involving employees or at construction sites: zero annually |
| Return rate from childcare leave: 100% annually |
| Ratio of male employees taking childcare leave: 80% or more by FY2026 and 85% or more by FY2030 |
| Number of employees who retire due to nursing care responsibilities: zero annually |
Smoking rate:
|
For the FY2025 KPI results, please click here.
Related links
[Notes]
-
*1
Including the Free Agent Program and the Job Posting Program
Unless otherwise specified, the KPI metrics, targets, and results apply only to SoftBank Corp.
"Main initiatives" include initiatives by SoftBank Corp. and group companies.
The key sustainability-related risks and opportunities associated with this material issue are as follows.
| Category | Risks or Opportunities | Description |
|---|---|---|
| Human capital, growth strategy, and next generation leadership development | Risks | A decline in medium to long term execution capability and loss of business continuity resulting from shortages or outflows of highly specialized talent, including advanced IT talent in areas such as AI, and delays in developing and securing next generation leadership candidates |
| Opportunities | Higher productivity through the attraction and retention of outstanding talent by enhancing the working environment, including compensation and development systems and initiatives to promote the success of diverse talent through DE&I | |
| Compliance and governance enhancement, including group governance | Risks | Serious violations, misconduct, business suspension risks, and loss of social trust caused by insufficient understanding of applicable laws and regulations or breakdowns in governance functions across domestic and overseas group companies |
| Work environment and workstyle management | Disruptions to operations, violations of laws and regulations, and adverse impacts on employee health, motivation, and retention caused by overwork and related factors | |
| International environment | Supply chain disruption and delays in procuring critical materials due to changes in the macro environment, including geopolitical risks and tighter economic security policies | |
| Domestic environment | Restrictions on business activities and worsening earnings due to changes in the domestic political landscape, policy changes, and shifts in the macroeconomic environment such as inflation |
Sustainable development goals
