Sustainability Management
Message from the director

The environment surrounding us is changing day by day, and a variety of social issues are emerging, including growing inequality and poverty, escalating climate change issues and natural disasters, conflicts.
In Japan, the environment around us continues to change significantly, such as an accelerating the drop in birthrate coupled with aging society, accompanied by a shrinking workforce and the rapid development of digitalization.
Under these circumstances, we believe it is necessary for us to respond speedily to environment changes and contribute to the realization of a sustainable society.
ー Initiatives on Sustainability Promotion
We adopted our Basic Policies on Sustainability and materialities (key areas) in February 2022, aiming to reconcile solutions to social issues with raising corporate value. Materialities (key areas) were revised in light of changes in business environment and social demands accompanied by the formulation of the Medium-Term Management Plan with fiscal year 2025 as the first year. As a result of the revision, we identified five materialities (key areas): "Provide safe and secure financial services," "Promote environment-friendly business activities," "Deepen corporate culture that respects human rights," "Strengthen human resource base for sustainable growth," and "Strengthen governance." We will promote and expand these initiatives to address sustainability. Additionally, we will work on further strengthening public relations regarding sustainability.
ー Provide safe and secure financial services
In providing financial services to our customers, we recognize that our group's financial services play an important role in supporting not only Japanese economy but also Asian economy especially in ASEAN. We provide new products and services by utilizing data and digital without stereotype. In order to meet the sound financial needs of our customers, we recognize that the increasing troubles such as financial fraud and unauthorized use are important issues to address. We will fulfill social missions by providing safe and secure financial services speedily.
ー Promote environment-friendly business activities
Environmental problems such as climate change have been worsening in recent years, and the situation demands that companies take action for the environment, including cutting CO2 and other greenhouse gases. As a member of society, we will go beyond making effective use of limited resources and reducing environmental loads through our corporate activities by introducing renewable energy sources and promoting paperless operation. We disclosed information in line with the Task Force on Climate-related Financial Disclosures (TCFD) recommendations in November 2024. We recognize that the risks and opportunities related to climate change will impact our business strategy and continue to work on throughout the ACOM Group.
ー Deepen corporate culture that respects human rights
In response to diversity and human rights, we set respect for the fundamental human rights of all people as the foundation of our actions. By respecting, recognizing, and accepting each other's differences in attributes such as gender, age, ability, marital status, and nationality, we equally promote making the most of the innate abilities of all people and allowing them to do their best.
ー Strengthen human resource base for sustainable growth
The company and employee must grow to achieve ACOM Group's vision "Meeting the expectations of all stakeholders." We recognize that "human resources" are important factors in sustainability. We cultivate employees who can embody corporate philosophy while respecting the capabilities, ideas and values of diverse human resources. In addition, the workplace environment where employees can work in comfort and with thorough job satisfaction has been created.
ー Strengthen governance
We aim for continuous increase of shareholder value while we ensure the soundness, transparency, and efficiency of management. Under the leadership of our top management, everyone in our organization is engaged in building a system of internal controls and ensuring its effectiveness, as well as constantly evaluating, validating, and improving it. We will strive to ensure compliance with laws and regulations ethics aiming for the company trusted by all of our stakeholders.
Going forward, we aim to meet the expectations of all our stakeholders by continuing to contribute to the realization of a sustainable society and growing together with society. We ask all our stakeholders to give us their continued understanding and support.
June 2025
Kazuki Morishita
Executive managing officer
ACOM CO., LTD.
The Sustainability Promotion Organization
ACOM's sustainability promotion organization is that Finance Department Sustainability Promotion Office studies and formulates companywide sustainability plans, while key matters are examined and decided in Executive Officers' Meeting and the Board of Directors. The KPI and progress reports for identified materialities (key areas) are reported to the Executive Officers' Meeting and the Board of Directors on a quarterly basis.

Materiality
In conjunction with the formulation of the mid-term management plan for 2025-2027, we have reviewed materiality (key areas) identified in 2022. Five new materialities have been identified based on stakeholders' expectations and demands, as well as changes in business environment.
We will continue to contribute to solving social issues through our business activities, aiming to realize a sustainable society and enhance our corporate value.

Materiality (key areas) | |
---|---|
Contribution Field | Provide safe and secure financial services |
Foundation | Promote environment-friendly business activities |
Deepen corporate culture that respects human rights | |
Strengthen human resource base for sustainable growth | |
Strengthen governance |

Achieving a Sustainable Society Raising Enterprise Value
Sustainability Goals and Direction of Initiatives
Priority areas | Major initiatives | Goals and direction of initiatives |
---|---|---|
Offer reliable and afe financial services | Promoting CS management | Improving customer satisfaction (CS) mindset |
Reflecting customer feedback | Ongoing implementation of improvement activities based on CS improvement cards | |
Ongoing implementation of customer feedback review meetings | ||
Enhancing brand strength by rebuilding perceptions | Loan and Credit Card Business outstanding balance: 1,314.9 billion yen at the end of the fiscal year ending March 2028 |
|
Offering a good customer experience through improvements in responsiveness and screening speed | ||
Strengthening cooperation with existing guarantee partners and gaining more guarantee partners | Guarantee Business outstanding balance: 1,696.0 billion yen at the end of the fiscal year ending March 2028 |
|
Taking appropriate action against legal regulations on EASY BUY (Thailand) and maintenance of a good portfolio | Overseas Financial Business outstanding balance: 257.5 billion yen at the end of the fiscal year ending March 2028 |
|
Monetizing ACF (Philippines) and ACM (Malaysia) at any early stage | ||
Gaining more business partners for GeNiE | Gaining more partners in pursuit of a leader's position in the embedded finance market | |
Promoting initiatives to ensure that no one suffers from financial fraud | Taking steps against fraudulent contracts and unauthorized use | |
Promoting proper financial education with consideration of social issues that need to be prioritized | ||
Promote corporate activities based on care for the environment | Taking steps to achieve net zero GHG emissions in-house | Gaining more partners in pursuit of a leader's position in the embedded finance market |
Increasing and improving environmentally friendly initiatives | Taking steps against fraudulent contracts and unauthorized use | |
Encouraging green procurement and calculating and disclosing purchase ratios | ||
Deepen the corporate culture with respect for human rights | Taking actions on human rights policies and human rights due diligence | Formulating human rights policies |
Developing human rights due diligence | ||
Managing employees' health | Number of employees working long hours (over 80 hours of monthly overtime): 0 as of the end of the fiscal year ending March 2028 | |
Reducing presenteeism to 1.0% or less by the end of the fiscal year ending 2028 | ||
Promoting diversity | Increasing the ratio of female workers in managerial positions (assistant manager level or higher: 26.5%; section manager level or higher: 11.0% by the end of the fiscal year ending 2028) |
|
Taking steps to maintain and increase the motivation of young employees | ||
Promoting measures to better motivating middle-aged employees (including those reaching retirement age for a managerial position) | ||
Supporting persons with disabilities | Ratio of employees with disabilities (upholding the statutory ratio) | |
Promoting measures for enhancing engagement | Improving employee attitude survey scores | |
Strengthen the human resources base in preparation for sustained growth | Improving the brand of ACOM as a working company | Strengthening measures such as events for new graduates with job offers and family visits to workplaces to deepen and spread understanding about the company |
Using social media to convey our corporate culture and job satisfaction with the aim of boosting our presence as a working company and our brand image | ||
Developing human resources for each theme | Promoting the development of human resources with business skills, which serves as the personnel base for each of the different themes | |
Visualizing and increasing human capital | Developing and improving a personnel database (visualization of personnel) | |
Refining the items for the disclosure of personnel-related nonfinancial data with consideration of a stakeholder's perspective | ||
Strengthen corporate governance | Advancing Corporate Governance code compliance | Properly complying with the Corporate Governance Code |
Establishing organizations and meeting bodies | ||
Risk management | Implementing company-wide activities to foster a risk-aware culture | |
Practicing risk management based on risk ownership | ||
Compliance | Implementing measures to revitalize communication | |
Promoting measures for ensuring no harassment company-wide |
The Materiality Identification Process

Identification of social issues
Based on the MUFG Group's priority issues, identify social issues applicable to our company in light of International guidelines such as SDGs and GRI Standards
Evaluation of importance and priority
Evaluate social issues in STEP1 based on two axes: priority at ACOM and importance to stakeholders
Organization and integration
Discuss the prioritized social issues at the Mid-term Management Plan Formulation Meeting, Consisting of the President & CEO and Executive Officers, and identify the issues in line with our management strategies
Identification of materialities
Identified materialities in the Executive Officers' Meeting and Board of Directors by organizing common elements for each item