Strategies and Measures to Strengthen Human Capital

We view human resources as capital, maximize their value, and strengthen human capital management globally and throughout the Group.

E-Vision 2030 sets out five material issues that the EBARA Group will work to

resolve and improve by 2030. One of these is to pursue job satisfaction and

ease of work to promote the success of diverse employees. For EBARA to

to grow as a company, we need to view human resources as capital,

maximize their value, and further strengthen human capital management

throughout the Group and globally. To achieve further growth, we will implement

human resource policies that enhance the engagement of all EBARA Group

employees globally and promote a Group culture of competition and challenge.

Reference Human Resource Development Policy

https://www.ebara.co.jp/en/sustainability/social/information/talent-management.html

Create a corporate culture of competition and challenge by providing safe and stimulating working environments where diverse employees can engage in meaningful work and utilize their full potential.

Global expansion of the role

The introduction of grades has been completed for

The Company will complete the implementation of

50% of the employees of EBARA Group companies

a talent management system in progress since

abroad; after the Companywide introduction of the

2021, to centrally manage basic personnel infor-

Global expansion of the per-

role grading system is completed in 2022, it is expected

mation as well as grade, succession, evaluation,

that personnel will be actively transferred between

and other information to enable the search for

countries and regions; to this end, the GMP (Global

excellent and promising personnel; to this end, we

Mobility Policy) will be established by the end of 2021,

will begin designing a unified evaluation system.

and the treatment of employees posted overseas will

be standardized on a global basis.

In the event of an industrial accident, in addition to the

Detailed information on each occupational acci-

department where the accident occurred, an analysis

dent, its cause, and countermeasures are shared

of the cause of the accident and risk assessment is

in a timely manner; share detailed information on

conducted by an industrial safety ­consultant, and is

each occupational accident, its cause, and

deployed Companywide to reduce the occurrence of

countermeasures in a timely manner, and use the

information to prevent similar accidents at other

sites and establish a common Companywide

Starting in 2019, we have been conducting a global engagement survey of all employees of domestic and international Group companies to determine what employees think about the Company and their work. Based on the survey results, action plans to improve engagement have been developed and implemented throughout the Company and in each department, resulting in a continuous increase in positive employee responses from 2019 to 2021. Through continuous communication of the corporate vision from management, implementation of measures to take on the challenge of new initiatives and one-on-one dialogue, we aim to create an environment in which each and every employee who supports sustainable business growth understands and agrees with the direction the Company is heading and can maximize their motivation and abilities to achieve it.

The EBARA Group is studying the EBARA New Workstyle (ENW) under the concept of changing the way employees work so that they can thrive. Our aim is to achieve an environment where the Company and employees can grow together. ENW is introducing measures to improve and

promote­ ease of work for employees in today's era of

­significant change and diversity in workstyles. As measures to expand working place and time options, the remote work system is being upgraded so that it can continue to be used post-COVID. We are simultaneously examining options including partnerships with external satellite offices, the introduction of "workcations" that allow employees to work while traveling, a flextime system and a three-day work- week. In addition, as measures to revitalize communication in response to the diversification of workstyles, we are expanding internal communication tools such as thank-you cards, through which employees give each other words of appreciation, and establishing "caretakers," with whom

employees can consult on any matter. Through these

­measures, we aim to create a work environment in which employees can work effectively and flexibly.

Strengthen Human Resource Management, Including at Overseas Group Companies

For EBARA to further grow and win globally, local employees of overseas Group companies must play an active role. We have designated positions with globally relevant missions as global key positions (GKP) and believe it is important to discover and develop local human resources who can take on these GKP positions.

 Starting in the fiscal year ended December 31, 2019, we began introducing a role grading system as part of the One EBARA HR project to measure the abilities of human resources across the Group on a common scale. In the fiscal year ended December 31, 2021, we have implemented the grading system in approximately 50% of the overseas EBARA Group companies. We will further the project with the goal of introducing the grading system to all overseas Group companies in 2022. Once the system is fully intro- duced, transfers between countries and regions by talented and promising personnel will increase. To this end, the Global Mobility Policy (GMP) was established in November 2021 to standardize the treatment of employees posted overseas on a global basis. This establishes a fair system that prevents differences in treatment throughout the world, and allows for speedy transfer assignments from the decision of transfer to the arrival at the new position.

 After the visualization of human resources, a Groupwide training program will be implemented starting in 2022 to identify and systematically develop human resources who can take charge of GKP of the Group overseas in the future. Through this training, we will promote proactive monitoring and training to increase the ratio of local employees to 50% of overseas GKPs, which is one of the key HR policies.

­system to monitor the implementation status and

Transform into a Group with a corporate culture of competition and challenge

The paid leave utilization rate increased by about 5%;

Plan, implement, and expand a telework system

operating days increased by +2 days compared to last

that increases productivity; promote health and

year, and working hours increased in many business

stress management; and encourage the use of

Dispatched to external training programs, held child-

Conduct training for young female employees to

care consultations with COVID-19 precautions, and

improve their skills at an early stage and increase

conducted evaluation system training; signed the

the number of female candidates for key positions

Maintained a certain level of recruitment of foreign

Diversify recruitment methods to accelerate the

nationals despite continuing immigration restrictions

acquisition of diverse human resources in antici-

due to COVID-19; promoted recruitment of women and

pation of the end of the COVID-19 pandemic;

foreign nationals through various recruitment methods

establish recruitment by job classification, which

such as the alumni system and referral system

Efforts were made to improve communication, includ-

Each department will formulate an action plan

ing increasing the frequency of messages from manage-

based on survey results and work toward

ment; many items improved over time due to changes

in working methods during the COVID-19 pandemic.

Leader development training, such as next-generation

Reduce the number of hierarchical training pro-

management development, and selective training are

grams in which all eligible employees participate,

conducted in person as much as possible during the

and strengthen the provision of learning

to those who wish to attend

Increase the ratio of local

Planned a global leadership training program that GKP

Gather future GKP candidates from around the

candidates of any nationality can take at the same

world for global leadership training planned for

time, for overseas local employees to acquire the lead-

2021; this will enable us to select excellent human

ership qualities needed to take on GKP responsibilities

resources from overseas and secure a pool of GKP

human resources for local employees by 2030

Expectations for One EBARA HR

General Manager, HR & General Affairs, Information Technology

For EBARA Group's human resources, the alignment of its employee-centered HR activities with its global operations is a major challenge, and the Company has not been able to focus on this issue for decades. We understand the importance of an employee-centric approach and have identified areas of focus including global talent management, regular engagement surveys, global assessment, global grading, and a global mobility policy. Implementing One EBARA HR and identifying the nine focus areas within it will ensure that these challenges are addressed.

 One EBARA HR is like a one-stop shop for employee-centered human resource development, and I am confident that this initiative will transform us into a global Company. EBARA MACHINERY INDIA

(EMI) has been very positive about the One EBARA HR initiative and believes that it will add value, improve communication, and involve employees in management, which will lead to increased employee motivation, better talent acquisition, and of course an improved image for the EBARA brand. We hope that the One EBARA HR initiative will help many of our employees to excel in global key positions.

The EBARA Group's long-term vision, E-Vision 2030, states that the EBARA Group will be a corporate group that embodies a corporate culture of competition and challenge, where diverse employees feel fulfilled and comfortable in their work and can play an active role. We launched the diversity project in January 2022 because we believe that inclusion not only of visible differences such as gender and nationality, but also of invisible differences such as experience and job type, is essential not only for the growth of the Company but also for the growth of each employee. The project is under the direct control of the president. Members of the public were recruited to participate, and the first phase of the project started with 20 members.

The diversity project aims to realize a world in which diverse human resources are connected with knowledge (person to person) to bring about a variety of innovations. We want to innovate by increasing, finding, fostering, and connecting human resources who can flexibly respond to a rapidly

promote the Company by expressing diversity. In addition, a project member read the questions in a recorded interview that was incorporated into the first round of new graduate hiring. This is an attempt to motivate job-seeking students and express "Netsu to Makoto" (Passion and Dedication) with warm messages of support, all too often a rather lack- luster aspect of online interviews. By speaking directly to members about their thoughts and feelings through these activities, we aim to attract people with a competitive spirit who like challenges to work at EBARA.

Promoting Success of People with Disabilities

In 2012, we established a special subsidiary, EBARA EARNEST, to create opportunities for people with disabilities to participate in society and play an active role. In the past, EBARA EARNEST conducted business limited to auxiliary tasks, mainly to comply with the legal employment rate for people with disabilities, but it faced the problem of not fully utilizing the abilities and potential of its employees. Therefore, we are strengthening our manufacturing support business, including parts assembly and annotation,* to more intricate business processes of the Group. EBARA EARNEST has also started a new business in collaboration with EBARA CORPORATION's New Business Promotion Team, greatly expanding the scope of activities. We will continue to proac-

tively take on the challenge of new initiatives to realize Parts assembly work using electric screwdrivers to install electrical components

diversity and inclusion by maximizing the abilities and potential of our employees.

* Creation of teacher data for AI (artificial intelligence) to learn images

changing business environment where there is no single right answer and use this innovation to deliver results. The key is task diversity, a concept referring to the invisible ­differences in each person's experiences, ideas, majors, and work history. With task diversity, everyone is the protagonist. The more diverse the workforce, the greater the diversity of knowledge in the organization and the more opportunities for new innovation.

 To promote task diversity, we conducted a diversity

­survey of all employees in March 2022. We are working in a data-driven manner to learn about the experiences and thoughts of our employees and to increase each person's options based on this information.

Based on the results of the diversity survey, the first step was to create a policy on psychological safety. This begins with avoiding words associated with hierarchical relation-

Diversity project members delivering messages of support in recorded interviews

We have started the Leader Creation School training program to develop human resources who will lead diversity in the future. The Human Resources Development Department and the Diversity Project collaborated to revamp the skills- based training, which had been conducted separately, into a six-day training set. In addition to encouraging the motiva-

In 2020, we launched the HR tech project and are using our proprietary people analytics technology to make data-­driven, objective, and scientific decisions about policies in the HR domain from a Companywide managerial perspective. Within the HR organization, there are IT personnel such as data scientists and engineers, who not only use specialized DX technology, but are also in charge of policies and actions based on the results of analyses while sharing their wisdom.  For example, in the area of recruiting, we created a model for recruiting the diverse human resources needed for the Company's growth and conducted data-driven recruiting. In conventional recruitment, the accuracy of screening and the bias of the interviewer's evaluation tended to result in biased hiring, even when it was intended to be a fair evaluation in accordance with the personnel requirements.

However, by using people analytics, we are now able to look at who we need from different angles and hire a more diverse workforce. Currently, we are working on the use of people analytics not only in recruitment, but also in other HR areas such as labor relations.

 We are also designing other comprehensive HR domain organizations and operations while developing data infra- structure, designing databases necessary for operations, visualizing problems, standardizing operations, and making operations unmanned, for smooth people analytics. By designing operations, it has not only become easier to improve efficiency and identify problem areas, but also to create a lot of added value in human resource strategies. We will continue to promote data-driven decision making through people analytics.

ships, such as boss and subordinate. We found that many people consider egalitarian relationships, such as teams comprised of members regardless of position, to be ideal, and we believe that using appropriate language was the first step toward a flat organization. Another is to ensure every employee has their camera on during online meetings so that their colleagues can see their reactions. The survey results indicated that there were a number of people who participated with their camera off or said very little. Creating an environment where both parties feel safe to talk to each other leads to psychological safety.

To promote task diversity, the diversity project conducts recruitment activities. Project members played a central role in a video introducing the work, which was produced in-house and published. Project members also took the stage at a corporate information session for students to

tion and skill development of those who are willing to take on challenges, it is also a place where diverse personnel can connect with each other.

Under the belief that improving the wellbeing of each and every employee is linked to revitalizing the Company and increasing engagement, we introduced Aill-goen, a matchmaking navigation application, together with the like-minded EBARA CORP•WORKERS' UNION. This application is exclusively for single employees at trusted companies, and the AI assists them in communicating with good matches outside their company. We look forward to creating more options for those who want a fulfilling work and personal life.

To promote task diversity, we will continue to provide unconscious bias training and opportunities to realize synergy based on the results of the survey.

To fulfill its social responsibility as a company responsible for social and industrial infrastructure, the EBARA Group has placed the highest priority on the health and safety of its stakeholders. To prevent the spread of COVID-19, the EBARA Group has conducted workplace vaccinations at four

business­ sites (Haneda, Fujisawa, Futtsu, and Sodegaura). A total of 13,000 employees of the EBARA Group and its onsite subcontractors, their families, and suppliers were vaccinated, with 22,500 doses administered.

 In addition, the COVID-19 Infection Control Headquarters receives weekly reports concerning the on-the-ground infection situation and the infection status of employees, including those at overseas sites, and implements the necessary measures.

 We will continue to place the highest priority on the health

and safety of our employees, and will work to thoroughly

implement infectious disease countermeasures, while at the

same time implementing health management measures.

We will develop technologies that lead to future differentiation while strengthening strategic alliances with our businesses.

R&D Initiatives That Lead to Increased Corporate Value

We are strategically conducting research and human resource development on the latest technologies necessary for our business, while developing and implementing them in our business.

Utilizing AI and Human Resource Development

More and more corporations are using AI in business domains to enhance competitiveness, and the EBARA Group is also advancing the use of AI to create new busi-

Technologies, R&D & Intellectual Property

Division Executive, Advanced Technology Division,

EBARA is strengthening R&D and intellectual property in its own unique way with the threefold BRDIP*1 management of business, R&D, and intellectual property and the threefold ABA*2 activities of academic societies, business, and industrial associations. Based on a medium- to long-term perspective, we are strengthening strategic collaboration with business divisions by reflecting product strategies on the business side in the research division's ­roadmaps, while also focusing on research activities and surveys to create new businesses and develop technologies that will lead to future differentiation. In addition, we are working to cultivate the research personnel who will lead the future by providing subsidies towards doctoral degrees and a rotation system with our business divisions. We are promoting efforts to survey and analyze intellectual property, as well as non-IP information, and to then utilize it in new business exploration and the formulation of product and research strategies.

*1. BRDIP: An original EBARA Group acronym created from "businesses," "R&D," and"intellectual property"

*2. ABA: An original EBARA Group acronym created from "academia," "businesses," and"associations"

REFERENCE Technologies https://www.ebara.co.jp/en/technology/technology-top.html

nesses and transform its existing business, as set forth in its long- term vision, E-Vision 2030.

 It is necessary for business personnel to have a deep understanding of AI to properly utilize it, but the most important thing

is to have an idea of what they

want to achieve with AI and what problems they need to

solve. In doing so, it is effective to entrust the task to internal or external experts, but to also have the ideas actually be generated by the people responsible for facing business challenges on a daily basis. In order to develop such human resources, we have divided the curriculum into four levels according to skill level. At the same time, by acquiring AI skills that are easy to apply to their own work, they are able to generate ideas in their respective business areas.

 Currently, many ideas for business transformation through AI are proposed by those undertaking the curriculum, and data

­scientists, who are experts in AI, are also participating to study the feasibility of these ideas. Furthermore, we are actively hiring ­personnel with advanced knowledge in the area of AI and collaborating with outside vendors.

 In this way, we are promoting the development of human resources with skillsets ranging from an overall understanding of AI and its application to business, to those who can lead business transformation.

R&D and Intellectual Property Vision (E-Vision 2030)

We will further evolve and expand long-term strategic activities and contribute to solving social and environmental issues through our business.

Formulation of a research roadmap (RM)

Formed RMs and action plans (APs) in the

Complete RM and AP for thermal, electric

in key technology areas and implemen-

areas of fluids, materials, machine ele-

motors, CMP polishing, and CMP cleaning

tation of medium- to long-term research

fields, which began formulation last year,

themes in line with RMs

numerical analysis, chemistry, and analysis

and initiate measures in line with the AP

Pursue new needs and research opportunities

In addition to developing materials using

Promote cutting-edge research such as

MI* and trying to develop various new

MI and xR, and conduct research ­activities

alloys, we are developing remote work

that lead to the formulation of research

Utilizing xR Technology and Human Resource Development

Equipment maintenance training using xR technology

Equipment maintenance training technology using xR technology, which began in earnest in 2021, reached a practicable level in the same year. In 2022, we are creating a training program for the CMP system (model F-REX300X), the flagship product of the Precision Machinery Business, for operation in a VR space (Metaverse) using CAD models, as well as for disassembly and assembly procedures. In addition, an electronic manual with video recordings has been created.

Construction of on-site support technology using xR technology + AI, and training of AI engineers

support and training methods using xR

themes with a stronger awareness of

and promoting their practical application

themes that lead to new technologies

in actual workplaces; also investigating

new technologies based on trends and

studying themes for new technologies in

cooperation with universities and other

Conduct patent application and rights

Continue to select target products and

Expand the range of products covered by

IP strategies in 2021; develop IP

the IP strategy and evaluate and update

acquisition activities based on market

activities based on the strategies formulated

the IP strategy to further improve the

and technology trends for every product

in 2020, and revise some of the strategies

competitive advantage of key products

Technology that connects the workplace to the office is already being used at various locations of the Company through smart glasses, tablets and similar interfaces, with realistic drawing markers and other objects on the

Flow of IP Proactive Activities

Technology, R&D &

Technology, R&D &

reality­ (AR) from both sides to provide instruction.

 In 2022, we started to build AI-based technology to support work. By having the AI learn from the guidance of skilled workers, it recognizes the surroundings of the smart glasses wearer and the work situation, and

presents­ appropriate information to the worker on a case-by-case basis to improve and standardize the quality of the work.

 To expand these efforts to service and support a wide variety of EBARA products, we are developing AI engines in-house. Currently, both Mr. Murase and Mr. Tanabe have mastered basic AI engine development and are conducting AI learning by training images and applying it to actual control panels.

Utilizing Digital Transformation in Business

1 Automated Plant for Dry Vacuum Pumps Build In-House Systems to Maximize Efficiency of Automated Equipment

EBARA is working to improve corporate value by promoting digital transformation through a three-way integration of the management, business, and IT divisions.

We hear more and more about companies struggling with their DX efforts, but if DX is not working, it is probably because the digital (D) is getting too big. The key is to promote transformation (X) based on management and business strategies.

In the automated V7 plant, which began full-scale mass production in 2021, we have automated production that had previously been carried out manually. Dozens of robots and many other automated technologies are in operation in the V7 building. In order to operate these automated facilities efficiently, we revamped our internal system to seamlessly link information from order receipt to shipment.

 Order information is fed into the PSI system via the ERP system, and based on this information, the AI automatically draws up a production plan. Various instructional information

and production plans for operating automated equipment are sent to the automated equipment at the right time to start production. We also built an IoT system that automatically collects RF-ID, PLC, and production equipment arrival and completion information, quality information, equipment operation information, and other performance information, and stores it in a database. Accumulated information is utilized to improve quality and productivity by quickly implementing the PDCA cycle through measures such as visualization using BI tools.

 At EBARA, the management, business, and IT divisions are working in unison to actively promote Companywide DX, and results are being achieved at a good pace. As a result, EBARA was selected for the first time as a Noteworthy DX Company for 2022 by the Ministry of Economy, Trade and Industry (METI), the Tokyo Stock Exchange, and the Information-technology Promotion Agency, Japan. We will continue to strive to further enhance corporate value through DX.

Information & Communication System Division

The EBARA Group will achieve the transformation

from international management to integrated

Visualization of global management information

Standardization of global Group operations

Flexible, versatile, and scalable information systems

2 Introduction of AI and Robots for Waste Treatment Facilities at Ebara Environmental Plant Co., Ltd.

Transform products, services, and business models and strengthen S&S by driving digital transformation.

Utilize business standard templates to

expand pilot facilities and work toward full

Implemented security measures for global

Further integrate EBARA Group's infra-

sites (21 overseas sites, 14 domestic sites)

structure by promoting security measures

and other important measures for China,

Continue to review workflow and promote

Strengthen IT governance and unify the

EBARA Group by implementing a common

Steady progress toward goal of 100 robots

Continue to revise workflows and optimize

Increase of internal IT tools

in operation per year; 223 robots in opera-

tion by 2021, contributing to operational

Automatic crane system outfitted with waste identification AI At a waste treatment plant, waste from collection trucks and other vehicles is stored in a waste pit. In the pit, in order to stabilize combustion, the operator visually recognizes the properties of the waste and operates the crane to agitate and otherwise equalize the properties of the waste pit. To perform this task without relying on the skill of the operator, we developed an automatic crane system equipped with a waste identification AI. This system uses AI to identify the state of waste agitation, etc., from images captured by cameras in the pit, and uses advanced control equipment to make decisions on crane operation and operate the crane automatical- ly. The system can identify a wide variety of waste, and also determine the degree to which the garbage bags are torn, making it possible to identify and feed waste suitable for combustion into the incinerator, something that was difficult in the past. It can also identify special waste, which would adversely affect equipment or combustion if fed into the furnace in large quantities, and deal with it appropriately.

 As well as increasing the number of facilities where this system is installed, we aim to

further­ expand the scope of application of AI and provide more advanced waste treatment services.

Compact traveling robot for continuous measurement of waste heat boiler water pipe thickness

At waste treatment plants, the thickness of boiler water pipes for waste heat recovery is measured periodically to accurately determine corrosion and other age-related deterioration. In the past, a large amount of preparatory work was required, such as having a person physically enter the boiler to take measure- ments, or only utilizing available external measurement data, or cutting off part of the boiler water pipe to measure the inside. The newly developed robot is inserted through the inspection port, travels to the boiler water pipe to be measured, inserts a sensor to measure the thickness of the water pipe, and automatically and continuously measures it from the inside. This enables efficient and highly accurate measurements and more accurate boiler water pipe life prediction. In the future, we will expand advanced measurement work using this robot to realize safer and more secure facility operation and provide inspection services such as highly accurate lifespan prediction diagnosis using the acquired data.

Compact traveling robot continuously measures waste heat boiler water pipe thickness and laboratory test equipment

We aim to achieve both business growth and contribution to decarbonization while responding to social and environmental changes.

Reduce CO2 , Scope 1 & 2 emissions

• Timely upgrades of facilities with high energy

consumption, such as industrial furnaces and

*26% in reduction is the originally

target for the third year of

the 12-year period leading up

• Expanding electrification and low-carbon

reviewing targets by backcasting the

• Expanding installation of solar power generation

• Utilization of carbon pricing

2021: Revenue per unit of pro-

Water reuse and leakage preven-

• Implementation of measures for industrial water

To minimize the adverse effects of climate change, such as abnormal weather, it was agreed at COP26 held in Glasgow, Scotland, in 2021 to pursue efforts to limit the temperature increase to 1.5 degrees Celsius from the pre-industrial era. The Japanese government revised its global warming countermeasures plan in October 2021, declaring its goal of becoming carbon neutral by 2050 (meaning net zero greenhouse gas emissions) and modifying its 2030 CO2 emissions reduction target from 26% to 46%.

duction will be 0.180 km3 /¥100

tion in ultrapure water production

recycling and against water leakage

Maintain a waste recycling rate of

• Improvement of the recycling rate by thoroughly

amount of reusable waste through

separating waste and revising waste processing

Division Executive, Legal, Internal Control,

Risk Management and General Affairs Division

 For the Group, addressing environmental issues, including the reduction of greenhouse gas emissions, is positioned as an important theme that forms the core of our advanced ESG management practices. Since March 2021, the Sustainability Committee has held a series of discussions to achieve the Group's goal of carbon neutrality by 2050. Then, in January 2022, I became the project owner and launched the Carbon Neutrality Project and started organizing issues to achieve carbon neutrality. We will conduct a survey of the current status of the entire Group over Scope 1 to 3; coordinate with our business units on medium- and long-term policies, as well as measures toward carbon neu- trality; and develop an implementation system.

 With regard to the reduction of environmental impact at the Group's sites, we are practicing environmental management from the perspectives of CO2 , water, and resource recycling in order to realize the EBARA Group 2030 Environmental Targets. As part of our environmental management system, we are working to obtain ISO 14001 certification at all of our manufacturing and maintenance sites in Japan and overseas.

The Carbon Neutral Project, launched in January 2022, is studying ways to reduce GHG emissions from our own activities (Scope 1 and 2), reduce GHG emissions across our supply chain beyond Scope 1 and 2 (Scope 3), and absorb and remove GHGs in order to become carbon neutral by 2050.  For Scope 1 and 2, we first ascertain the actual emissions of the entire Group, and then consider a wide range of reduction measures, including energy-saving equipment, business process improvements, installation of in-house solar power generation, and procurement of electricity with low GHG emission factors. For Scope 3, we are considering measures throughout the entire supply chain. The highest levels stem from Category 11 (GHG emissions from the use

of products and services by customers). We aim to reduce these by promoting more efficient and energy-saving ­products, and to achieve net zero GHG emissions through products that contribute to GHG decomposition.  Regarding the absorption and removal of GHGs, we will also work on activities that contribute to the prevention of global warming, such as commercializing technology for the chemical recycling of waste plastics to support resource recycling, preventing marine pollution, and reducing CO2 emissions, along with efforts to develop next-generation fuels, such as hydrogen and ammonia, and strengthening the activities of the CCUS.

 In addition, we will contribute to decarbonization through our business activities, as stated in E-Vision 2030, which aims to reduce CO2 emissions ­generated during the use of our products by approximately 100 million tons by 2030.

Reference EBARA Group Environmental Policy

https://ebara.co.jp/en/sustainability/environment/information/environmental-policy.html

https://ebara.co.jp/en/sustainability/environment/information/environmental-management.html

Expand Procurement of Low-CO2 Electricity

The EBARA Group procures almost 100% of the electricity

power generation. We will continue to expand our solar

needed by its business sites in Japan from the EBARA

power ­generation facilities to further reduce CO2 emissions

Environmental Plant Co., Ltd., a Group company engaged in

from electricity, which accounts for the majority of the

the retail business of low-CO2 electricity derived from waste

Conduct Comprehensive Environmental Management Across Overseas Group Companies

As part of the goal to conduct comprehensive environmental management set forth in E-Vision 2030, we are working to obtain ISO 14001 certification for Group companies with manufacturing and maintenance plants. As of May 2022,

8 domestic and 24 overseas Group companies have received ISO 14001 certification. In fiscal 2021, Ebara (Thailand) Limited and Ebara Pumps Malaysia Sdn. Bhd. obtained ISO 14001 certification. In 2022, five companies had obtained ISO 14001 certification by May, and by 2024, all Group ­companies with manufacturing and maintenance plants are scheduled to obtain ISO 14001 certification.

 By implementing the PDCA cycle based on the environmental management system at each Group company, we will improve our environmental performance, including the targets set forth in EBARA Group 2030 Environmental Targets, and ensure compliance with environmental laws and regulations.

Reference Status of ISO 14001 registration

https://www.ebara.co.jp/en/sustainability/environment/information/__icsFiles/ afieldfile/2022/08/29/ISO14001_en_20220825_r2.pdf

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