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Materialities and the SDGs
Materialities (Priority Issues)
In its concern with adding depth to our Group's financial businesses, the Board of Directors has discussed the sustainability issues that require global responses. They have identified the materialities and specific themes shown below to be addressed as priorities, taking into consideration their importance to our stakeholders and our Group businesses.
Please note that these materialities are subject to revision as necessary.
Materiality determination process
STEP | Identification of issues | STEP | Analysis and evaluation | STEP | Identification of most | |
1 | 2 | of identified issues | 3 | significant issues | ||
In addition to the issues determined by such international frameworks as the | It then identified the issues among these | The Management Committee and | ||||
United Nations Global Compact, ISO 26000, the Global Reporting Initiative, | that are of particular relevance to the Nanto | Board of Directors drew on the | ||||
and the SDGs, the Group identified an extensive range of environmental, social, | Bank Group and analyzed and evaluated | results of a Step 2 evaluation report | ||||
and governance issues we can expect to arise in the future. These begin with a | their importance from two perspectives: | to discuss the opportunities, risks, | ||||
basic sustainability policy, developed in consideration of the Group's operating | their impact on our stakeholders and their | and priority themes to be addressed, | ||||
environment with reference to the Global Top 10 Risks announced by the World | financial impact on our Group. | and concluded by identifying the | ||||
Economic Forum and the Japanese government's SDGs Action Plan. | materialities. | |||||
Review in response to changes in the external environment
External environment | Risks and opportunities of concern for the Group |
Risks Reduction in corporate value due to delays in addressing climate change
Global warming
OpportunitiesE Opportunities
Environment
Increased demand for capital investment funds for decarbonization
Creation of business opportunities by taking advantage of abundant forest resources
Normalization of slow economic | Risks | |
Risks | ||
growth and low interest rates | ||
Opportunities | ||
Accelerated transition to | ||
digital operations | Opportunities | |
Declining working-age | ||
S | Risks | |
population, falling birthrate | ||
and aging population | Opportunities | |
Society | ||
Sluggishness of the local economy due to the prolonged coronavirus pandemic
Decrease in the number of businesses, including those closing due to the aging of management, and the resulting exodus of labor to other prefectures
Increased opportunities to provide customers with services such as M&A and asset succession
Increase in business opportunities taking advantage of favorable tourism resources
Changes in banking transactions due to diversified lifestyles, changing life choices, and the growing digital native generation
Increased opportunities to provide asset succession support and other services against the backdrop of affluent living standards
Increased job mobility
Opportunities
Opportunities
Increased opportunities to provide products and services to meet needs stemming from a high rate of homeownership
Increased opportunities to provide products and services to meet various bequest and donation needs
Dissemination of | Risks |
work-style changes |
Opportunities
Opportunities
Progress in diversification
Organizational rigidity due to homogenization of staff
Acquisition of human resources with high expertise ( e.g., IT, risk management, etc.) Opportunities for women who still have potential to enter the workforce and play active roles
Prolonged coronavirus | Risks Increased market risk in an uncertain business environment | |
G | ||
pandemic | ||
14 Nanto Report 2022, the integrated report of Nanto Bank
Organizational overview Business model | Risks and | Strategies and |
and external environment | opportunities | resources allocation |
Business plan and the SDGs
Nanto Mission | Realization of | ||||||||||||||
Pursuit of regional development | sustainable | ||||||||||||||
Fostering of vitality-creating human resources | communities and | ||||||||||||||
Protability enhancement | Solving | societies | |||||||||||||
regional and | |||||||||||||||
SDG | social issues | ||||||||||||||
objectives | |||||||||||||||
17 goals and | |||||||||||||||
169 targets | |||||||||||||||
SDG policy | Priority action goals | ||||||||||||||
We will work proactively to realize a sustainable regional community and to solve social problems facing our region by implementing the three facets of our Mission: regional development, fostering of vitality-creating human resources, and improvement of profitability.
Among the 17 SDGs, the Nanto Bank Group has identified seven priority goals that are particularly relevant to our areas of operation and business strategies, and to our objectives for sustainable preservation of our regional environment.
Materialities (Priority Issues)
Risks
Risks
Risks
Risks
Opportunities
Opportunities
Opportunities
Opportunities
Risks
Opportunities
Opportunities
Risks
Opportunities
Risks
Risks
Negative impact on customers' business and financial conditions of tighter regulations and changes in the tax system
Increased credit costs due to damage to the value of real estate collateral
Increased credit costs due to the impact of technological innovation and market changes on customers' business and financial conditions
Suspension of business and increased risk due to damage to sales offices
Increased demand for infrastructure investment funds for disaster prevention measures
Increase in wind and flood disasters and environmental changes, accompanied by emerging opportunities to offer insurance products for disaster preparedness and financial products as well as for services related to environmental protection
Increased business opportunities associated with the creation of new jobs through partnerships with local public bodies and outside organizations
Increased demand for funds and opportunities to provide new services by supporting customers' cash management and core businesses
Concerns about retirement funds due to the decline in the working-age population and the aging of society and declining birthrates
Increased opportunities to provide various products and services to prepare for longevity
Increased opportunities to provide new products and services through the use of digital technologies
Impediments to recruitment due to delays in responding to changes in work styles Expansion of business fields prioritizing diverse experiences and advanced expertise
Decrease in the value of the Bank's assets due to borrowers' deteriorating financial conditions
Decrease in the value of the Bank's assets due to fluctuating interest rates, foreign exchange rates, stock prices, etc.
Responses to the Effects of Accelerating Climate Change
Realizing Sustainable Growth of Our Regional Economy
Realizing a Convenient,
Prosperous Society
Cultivating a Healthy Corporate Culture with Participation of Diverse Human Resources
Preparing for Increasingly Varied and Complex Risks
Fiscal 2022 Action Plan
P.16
17
Nanto Report 2022, the integrated report of Nanto Bank 15
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The Nanto Bank Ltd. published this content on 02 November 2022 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 02 November 2022 02:09:07 UTC.