Principles and Policies
Basic Approach to CSR
The Sojitz Group’s CSR (Corporate Social Responsibility) encompasses all activities to achieve the goals of the Sojitz Group Statement. As mentioned in the Statement, the Sojitz Group’s goal is to create value and prosperity as a member of the international community.
The Sojitz Group CSR Policy is based on the Sojitz Group Statement, and every employee is committed to putting it into practice.
Two Types of Values
Our “Two Types of Value” philosophy clearly delineates value for Sojitz and value for society (stakeholders), allowing us to distinguish between the corporate perspective of pursuing greater business competitiveness and the perspective of society, which places expectations such as local economic development and environmental responsibility on corporations. We believe in pursuing the expansion of value shared between these two spheres.
Realizing Two Types of Value: Sojitz’s Value Creation Model
Using our “Two Types of Value” philosophy as a cornerstone, Sojitz Group will create prosperity for the future as set forth in its Corporate Statement, as well as strive to carry out business in harmony with society and the environment based on its CSR Policy.
●The essence of Sojitz’s value creation model: improving the capabilities of its people
Sojitz delivers value to stakeholders and society through a value creation process that draws on highly effective strategies and comprehensive corporate governance to determine needs, exercise capabilities and create value.
A trading company is all about its people, and people are the core of our value creation model. Sojitz’s businesses are not limited to delivering goods and services and importing and exporting commodities. We link these activities with global needs to create value, which
makes our people, who create that value, critically important. Enhancing their capabilities through our value creation model is the source of our ability to create value.
●Increasing corporate value with a rapid value
Sojitz’s value creation process has three steps. The first is determining needs by understanding the evolving needs of stakeholders around the world. The second is exercising our capabilities through trading, investment in interests and business investment. The third is creating value that meets the needs of stakeholders by exercising our capabilities.
In addition, we use governance to unite the elements of our business foundation, which is required for setting strategic directions with our value creation process, implementing our strategies and exercising our capabilities.
Sojitz operates globally in a diverse array of businesses, so speeding this process up is essential for increasing its corporate value over the medium to long term given the swift pace of change in the external environment and the diversification of needs.
●Maximizing two types of value through our value creation
Our objective in our value creation cycle is to maximize two types of value: value for society and value for Sojitz.
We believe that the way to create value and prosperity according to the Sojitz Group Statement is to maximize the value we share with society. To do so, we must first clarify the value that we return to society and the value we gain for ourselves, with an awareness of the difference between the perspective of society, which expects national and local economic development as well as consideration of the environment, and the perspective of companies, which aim for greater competitiveness in business.
One type of value we create is returned to society as solutions that meet social needs. This value leads to greater stakeholder trust for Sojitz. The other type of value enhances our human resources and business expertise, which form our business foundation. This type of value leads to greater competitiveness and more new business opportunities for Sojitz.
As our business foundation is enhanced, the value creation cycle continues, further increasing the trust we gain from society and Sojitz’s unique strengths and identity.
Creating Two Types of Value (Case Studies)
Sojitz creates two types of value by exercising its capabilities to meet needs. In this section, we use representative businesses to illustrate how the value created by Sojitz is returned to society, and the value that Sojitz gains for itself.
■IPP Business in the Middle East
The IPP business is a stable source of earnings for Sojitz. Backed by strengths such as our network of strong partners and plant construction expertise, we have built a track record in Saudi Arabia, Oman and elsewhere. The IPP business is helping diversify energy sources and increase the efficiency of energy use in consideration of the future decline in oil and gas resources in the Middle East.
With demand for energy growing globally, particularly in emerging countries, diversifying and expanding the range of energy sources to support industry and lifestyles in countries worldwide is an increasingly important social issue. Associate company LNG Japan Corporation primarily handles Sojitz’s LNG business, which is integrated from production to supply. By handling LNG, which is more environmentally friendly than other fossil fuels, we contribute to optimal energy procurement and industrial vitality around the world.
■Marine Chemicals Business
Demand for caustic soda and chlorine is increasing in Asia due to economic growth. In India, demand for potash as a raw material for fertilizer is increasing to meet the rising demand for food. Sojitz’s marine chemicals business uses the natural brine deposits of a marshy region of India as a raw material to produce industrial salt, which is a raw material for caustic soda and chlorine, along with the byproducts of bromine and sulphate of potash, which is used in fertilizer. In this way, the business contributes to the development and expansion of various industries and agriculture.
■Compound Chemical Fertilizer Business
Global population growth has made the establishment of stable food resource supply networks a critical issue, primarily in emerging countries. Sojitz uses its compound chemical fertilizer production capacity and marketing network, among the largest in Southeast Asia, to supply fertilizer formulated according to agricultural producer needs, with the aim of increasing crop yields and quality.