Vision for 2030
We have formulated the Vision for 2030 as a milestone for achieving our long-term vision of Becoming the World Leader in the Non-Ferrous Metals Industry.
Long-term vision and Vision for 2030
Drawing on its corporate philosophy and management vision, the SMM Group will expand its growth potential and sustainability
by securing resources and providing non-ferrous metals, battery materials, advanced materials, and other high-quality materials in
an effort to enhance its company value and achieve its long-term vision of becoming the world leader in the non-ferrous metals
industry.
To realize this long-term vision, our group has defined Materiality and established "Vision for 2030" as the milestones for Materiality by the year 2030. Since their formulation and announcement in March 2020, we have been working towards achieving these visions. However, considering changes in social conditions and the business environment, we reviewed Materiality in March 2025 and simultaneously revised the "Vision for 2030" and the "KPI & Goals".
- Have a global presence in terms of mineral resource interests and metal production volumes (be in the global top five)
- Have leading technology and a unique business model that cannot be easily emulated by other major mineral resource companies
- Be growing sustainably and stably producing a certain amount of profit
- Be actively tackling social issues such as the SDGs
- Have employees working with spirit
Materiality and SDGs
In formulating Vision for 2030, we have kept firmly in mind the SDGs with close affinity to our corporate philosophy and vision. The results of our work to evaluate issues and connect them with SDG targets are shown in the diagram below. We set the 12th SDG, “responsible consumption and production,” as our most important goal, as this goal indicates our approach toward all issues and directly connects to our management vision.
The numbers 1 to 6 in the diagram correspond to Materiality
Materiality and Vision for 2030
| 1. Stable Supply of Non-Ferrous Metals and Transition to a Circular Economy |
A company that contributes to building and maintaining a circular economy by providing a stable supply of non-ferrous metal resources through its high technological capabilities
|
|---|---|
| 2. Realizing a Carbon Neutral Society |
A company that actively works to reduce greenhouse gas (GHG) emissions and develop technologies that contributes to low carbon emissions in order to achieve a carbon neutral society.
|
| 3. Conservation and Restoration of Nature |
A company that contributes to a nature-positive future
|
| 4. Human Capital Management |
A company that attracts a diverse workforce and allows them to grow and thrive
|
| 5. Co-Existence and Mutual Prosperity with Local Communities and Indigenous People |
A company that grows with the community as a trusted partner
|
| 6. Supply Chain Management |
A company that builds a sustainable supply chain
|
STEP 1
Identification of sustainability Issues
From April 2018, having summarized outlooks for conditions in 2030 by the OECD and other organizations and international guidelines such as ICMM guidelines and GRI Standards, and having identified 89 sustainability issues, we worked to connect these issues with closely related SDG targets.
STEP 2
Identification of material issues through evaluation of the materiality of sustainability issues
To extract material issues from the identified 89 issues, from October 2018 we began evaluations on two axes: evaluation by CSR subcommittees from social perspectives and evaluation by business divisions from business perspectives.
As standpoints for evaluation, we set three points—(1) degree of impact on society, (2) risks that threaten to increase if not actively addressed, and (3) opportunities gained if actively addressed—and evaluated these on a five-step scale.
We further held study sessions for a total of 21 young managerial track employees in general positions and 20 factory leaders in the Besshi District, and used their opinions as references in examinations by the CSR subcommittees.
STEP 3
Examination of the Vision and KPIs
From April 2019, we began examination of the Vision and of specific KPIs in CSR subcommittees corresponding to the 11 material issues. In July 2019, based on the examination by the CSR subcommittees, we held deliberations by officers, and carried out final examinations through the CSR Committee (chaired by the president).
STEP 4
Formulation and announcement of Vision for 2030
In December 2019, the CSR Committee convened to issue its approval of Vision for 2030 and its KPIs, which, following resolution by the Board of Directors, led to formulation and announcement of the Vision in March 2020.
In March 2025, considering changes in social conditions and the business environment, we reviewed Materiality and simultaneously revised the Vision for 2030 and the KPI & Goals.
Please refer to this page for the KPI and progress related to Materiality.
