カジノオンライン

Toyota Tsusho has identified material issues (materiality) for realizing a sustainable society For these カジノオンライン, we set both quantitative and qualitative KPIs (key performance indicators) and promote concrete initiatives by continuously monitoring progress

When setting KPIs, we held repeated discussions with each division, including the CEOs of the sales divisions, to ensure that perspectives on カジノオンライン and the SDGs were reflected in divisional policies In addition, at the Sustainability Committee, we exchanged views with senior management and outside directors to clarify the Company's direction and set targets for each symbolic theme

カジノオンライン is not fixed; each year we review the need for revisions in light of international trends, social needs, and changes in the environment surrounding the Toyota Tsusho Group Likewise, KPIs are also updated as appropriate following discussions at the Sustainability Committee

We incorporated into our employee evaluation indicators "contribution to the community, society, and the future" to encourage individual employees to take action with an awareness of the need to solve social カジノオンライン Training on sustainability and material カジノオンライン is also conducted annually for new employees, including mid-career hires, to inform them of the importance

We also designate every October as "Compliance Month," during which we disseminate messages from executives and hold lectures by external speakers, as well as various training programs on preventing misconduct, safety and compliance, the environment, sustainability, and human rights, to promote understanding and embed these concepts across the Company

Strive for the elimination of traffic casualties and contribute to the creation of a safe and comfortable mobility society

Contribute to the transition to a carbon-free society by reducing automotive, manufacturing, and energy plant construction CO₂emissions through the use of clean energy and innovative technologies

Contribute to the development of a recycling-based society by transforming waste into resources for manufacturing

Grow with developing countries, including those in Africa, and endeavor to solve social カジノオンライン through business operations

Begin everything we do with ensuring safety and compliance, and continue to be an organization trusted by society

Respect human rights, and actively develop people who will contribute to society by nurturing them and giving them opportunities to apply their skills

Process of Identifying カジノオンライン

①Issue Identification ②Prioritize カジノオンライン with Stakeholders ③Validation ④Identify Our Materialities ⑤ Setting KPIs ⑥ Initiatives ⑦ Review of Progress and Contents

1 Issue Identification

We referred to guidelines such as CSR and ESG guidelines (GRI Standards, ISO 26000, United Nations Global Compact, FTSE, and MSCI) and the standards of Toyota Environmental Challenge 2050, focusing on the 17 goals and 169 targets of the SDGs, which are considered to comprehensively cover global social カジノオンライン From these, we identified and organized social カジノオンライン that affect the company
We checked that these organized social カジノオンライン aligned with our corporate philosophy, behavioral guidelines, Global Vision, and Mid-term Business Plan, and identified 43 social カジノオンライン

2 Prioritize カジノオンライン with Stakeholders

Through questionnaires and dialogue with stakeholders both inside and outside Toyota Tsusho regarding the identified 43 social カジノオンライン, we prioritized expectations and requests for the company, as well as the importance of these social カジノオンライン to the company, and created a Materiality matrix

Stakeholders

Internal: Interviews with individual sales divisions, and questionnaires administered to all company employees, CSR staff in Japanese-affiliated companies, and overseas staff
External: Interviews with Japanese institutional investors, and questionnaires administered to general investors

Narrowing Down

Using a Materiality matrix, we created a Materiality proposal, focusing on social カジノオンライン with a high level of importance inside and outside the company While we are also addressing items that were not included in the proposal, those established as our material カジノオンライン are items that we have identified as being the most important for the Toyota Tsusho

3 Validation

The suitability of the identification process and the proposed material カジノオンライン was confirmed

Discussion Participants

Discussion among management and division CEOs (current sales division CEOs)
Individual interviews with outside members of the Board

Main Opinions from Participants

It is noteworthy that the materialities are prepared after conducting a well-established process
This is no longer a time in which countries and governments can accomplish whatever they want on their own It is necessary for society to change, and the Company needs to be aware of changing its systems and programs It is necessary to refer to the knowledge of NGOs, NPOs, and other organizations
When viewed from the perspective of the materialities, we need to start a discussion on businesses that will become contradictory, businesses that should be slowed down, and businesses that we should terminate in the future I want to establish materialities that will lead to an image of a set of guidelines for the future
It is necessary to change employee awareness so that we can expand perspectives from the Company's existing method of creating business by focusing on resolving customer problems and shifting from social カジノオンライン that are global problems to a concept of business creation Accumulating "quick hits" in the form of successful experiences will likely generate a virtuous cycle
The more amicable the language the vaguer it becomes, and this can give the impression that ultimately nothing will be done So we need to use sharp language and adopt innovations
For employees, if the individual topics are narrowed down too far, the next step is difficult But, if they are too general, it is difficult to know what to do It is necessary to organize topics in a way that makes it easy for employees, as they are the ones who are to act

4 Identify Our Material カジノオンライン

Our material カジノオンライン were approved following discussions by the CSR Committee* (currently, the Sustainability Committee) at meetings held at the end of March 2018 Our material カジノオンライン were reported at a Board of Directors meeting

*Members at the time of 2018
President & CEO, Executive Vice President, CSO, CFO, Sales Division CEO, etc
Two outside directors also participated as advisors

5 Set KPIs

KPIs were set in 2020 to track progress on the identified material カジノオンライン
When setting the KPIs, numerous discussions were carried out with the sales divisions, including the division CEOs, to reflect the approaches for solving social カジノオンライン in the policies of each sales division Furthermore, the Sustainability Committee reflected the opinions of management and outside members of the Board in the KPIs
Quantitative/qualitative targets were set as an expression of the direction we should aim for

6 Initiatives

カジノオンライン elements were reflected in the business strategies of each sales division
We established the specialized Task Force for Promoting Carbon Neutrality in April 2021 to accelerate efforts to address climate change In April 2022, the Carbon Neutrality Promotion Department was formed

7 Review of Progress and Contents

At Sustainability Committee meetings, the sales division CEOs report on the progress made in their respective divisions
The material カジノオンライン and KPIs are reviewed periodically and revised as appropriate, taking into consideration changes in Toyota Tsusho's business environment, international trends and needs, and カジノオンライン that emerge during the plan-docheck-act (PDCA) cycle

Review of KPIs

カジノオンライン and カジノオンライン KPIs are confirmed periodically by the Sustainability Committee to ensure their suitability in light of changes in the environment and are revised if necessary

List of Quantitative KPIs

Emerging risks

Our company refers to ISO/TS 31050 (Risk Management - Guidelines for Emerging Risk Management to Enhance Resilience) in addressing emerging risks
In line with our medium-term management plan, we are pursuing business expansion into regions such as the Global South In doing so, we anticipate the following emerging risks:

Geopolitical Risks

There is a possibility of project suspension or increased withdrawal costs due to regime changes triggered by coups or civil wars, which may result in contract invalidation, freezing of infrastructure investments, and shifts in diplomatic policy
As mitigation measures, we implement Business Continuity Planning (BCP) and diversify operational bases to reduce exposure to regional risks

Social Risks

Rapid urbanization, expansion of slums, and widening social inequality may lead to deteriorating public safety and the emergence of protest movements, which can affect logistics, talent acquisition, and compliance operations
To mitigate these risks, we promote the establishment of alternative logistics routes, conduct internal compliance training, and strengthen relationships with local communities

These and other risks are comprehensively assessed and discussed within our Investment and Financing Committee and Investment and Financing Council, where decisions regarding business development are made