To support value creation, the TechnoPro Group defines material issues (materiality) from a management perspective and aims to achieve sustainable growth by putting them into practice. We periodically revise material issues, key performance indicators (KPIs), and targets as necessary based on changes in the business environment, social trends, and medium-term management plans, while keeping in mind our corporate philosophy and the characteristics of our business.

Material Issues (Materiality)

We strive to create shared value with all stakeholders including engineers, customers and society by utilizing our assets, which are engineers, technological capabilities and business model, as well as aim to achieve sustainable business growth and solve social and environmental issues by developing and operating a solid management foundation.

Creating shared value with stakeholders

Human Resources

Raising Everyone’s Potential

  • Proactive investment in human resource development
  • Pursue rewarding work and employee satisfaction
  • Maximize engineers' opportunities to flourish
  • Achieve human resource diversity and equal opportunity
  • Resolve shortage of engineering personnel and promote innovation


Contributing to Society through the Power of Technology

  • Realize high-value-added solutions
  • Use digital technologies to achieve business innovation
  • Accelerate domestic and overseas business
  • Solve problems of customer through technology
  • Resolve social and environmental issues through business with customer

Social Responsibility

A Trusted Partner

  • Observe ethics and compliance
  • Ensure health and safety of the working environment
  • Thoroughly protect information security and privacy
  • Respect human rights
  • Minimize environmental impact


A Sustainably Growing Company

  • Reinforce governance
  • Engage in investor dialog and transparent disclosure
  • Execute appropriate capital policy
  • Enhance business continuity in times of emergency
Contain negative impacts on business and society

The Materiality Definition and Revision Process

We extracted issues based on their degree of impact, both for the Group’s stakeholders and for the Group.
When defining these issues, we reflected the opinions of outside experts and outside directors, as well as department heads and people in charge of business units.
We then grouped the material issues according to four themes, clarifying their content. At the same time, we set key performance indicators (KPIs) and targets for each theme. Latest important challenges in conjunction with our medium-term management plan, KPIs and targets were decided after the discussions at the board meeting. We will keep monitoring the progress while promoting the framework to achieve these goals.

  • STEP 1: Ascertaining the Issues

    Based on international guidelines and principles, we extract issues, taking into account social issues and stakeholders’ requests.

  • STEP 2: Ordering the Issues

    We select and add industry- or Group-specific issues.

  • STEP 3: Defining the Issues

    Following discussions among outside experts, outside directors, department heads and people in charge of business units, the issues are deliberated and approved by the Board of Directors.

  • STEP 4: Goal setting and Performance disclosure

    We quantitative key performance indicators (KPIs) and target values, and disclose annual results on the progress and achievement of initiatives.

Deliberation at the Board of Directors

Target Values for Material Issues (Materiality)

Theme1:Human Resources

People undergoing training Total of 300,000 people in FY2026
Employee satisfaction Improve continuously
Number of customer participants in the engineer training business 13,000 people by FY2026
Revenue from the engineer
training business
¥2 billion in FY2026
Percentage of Women Hired (total) 30% or above by FY2026
Percentage of female employees 20% by the end of June 2026
Percentage of female employees in managerial positions 10% by the end of June 2026
Percentage of non-Japanese
nationals in managerial positions
Increase the diversity of the Group's managers over the long term
Number of non-Japanese
engineers working in Japan
1,500 people by the end of June 2026
Percentage of taking childcare leave Percentage of men taking childcare leave:
20% or above by FY 2026
Percentage of employees with disabilities Maintain employment rate at or above legal mandated level
Employment of people aged 60 or more Increase continuously
Turnover rate of permanent employee engineers At or below 7.5%


Revenue from the solution business (Japan) ¥57 billion in FY2026
Number of digital-related engineers 6,000 people by the end of June 2026
Revenue from digital-related engineering ¥50 billion in FY2026
Number of environment-related engineers 500 people by the end of June 2026
Revenue from environment-related engineering ¥4 billion in FY2026

Theme3:Social Responsibility

Material legal violations Continue to have zero cases
Paid leave acquisition rate 75% or above
Average hours of overtime Maintain at 20 hours / month or below
Percentage of people participating in training on human rights, ethics,
information security, and anti-corruption
Continue at 100%
Work-related accidents Safe work environment and ensuring a healthy
Fatalities due to work-related accidents
Accident rate per 1,000 employees
[4 or more days off]
CO2 emissions (Japan) Reduce continuously
CO2 emissions per ¥1 million in revenue Reduce continuously
Paper usage/revenue Improve continuously


Number of female directors Maintain at two or more
Percentage of female directors (Group) Increase the diversity of the Group's directors over the long term
Percentage of non-Japanese directors (Group) Increase the diversity of the Group's directors over the long term
Internal reporting system Ensure appropriate operation of the internal reporting system
EPS Grow continuously (achieve-ment of medium-term plan)
Number of IR meetings Maintain at or above 400 per annum