Identifying and Reviewing Materiality (Material Issues)

Based on the recognition that the sustainability of society as a whole will have a significant impact on the future of our corporate activities, we identify as material issues those of high priority among the important social issues that we aim to resolve through our corporate activities. Once we have identified these material issues, we incorporate them into our business activities, and disclose details and the results of our initiatives in our Sustainability Report.
Initially, in the fiscal year ended March 2008, we identified nine material issues of the Group by conducting a material issue assessment based on the framework of the GRI Guidelines, a set of international guidelines that address sustainability reporting. In the fiscal year ended March 2016, we reorganized the items into seven. Later, in response to changes in the external environment and other factors, we updated them to ten items in the Medium-term Management Strategy announced in March 2020.
In addition, in the Medium-term Management Strategy FY2031 that was announced in February 2023, we employed the following selection process to identify key factors from various perspectives and arranged these elements along two axes, in terms of their importance for each stakeholder, and their degree of importance in relation to Our Commitment. Following extensive discussion on the importance of each key factor undertaken by the Strategic Management Committee and the Board of Directors, an order of priority was established, and we re-established the key themes for each material issue and the nature and objectives of initiatives for each key theme.
We review material issues and other matters every year to ensure that we can appropriately identify and respond to changes in the business environment and other factors in a timely and appropriate manner. In light of the latest social, environmental and economic trends, we have revised some of our key themes as follows.

Addition to key themes

  • Added “Planning and implementation of regional strategies for circulating resources” under “Promotion of resource circulation”
  • Added “Response to pandemics and natural disasters” under “Enhancement of sustainable supply chain management”
  • Added “Building competitive advantage for earnings” under “Pursuit of value creation”

Removal of key themes

  • Removed “Prevention of infectious diseases” from “Strengthening response to SCQ issues”

Change of key themes

  • Changed “Strengthening IT global governance” under “Strengthening information security” to “Strengthening IT global governance (including IT literacy)”
  • Changed “Elimination of serious quality non-conformities” under “Strengthening response to SCQ issues” to “Establishment and implementation of a system to prevent substandard products”
  • Changed “Strengthening of manufacturing” under “Pursuit of value creation” to “Strengthening marketing, manufacturing, and sales capabilities”
  • Changed “Monitoring of the management and financial condition of debt guarantee underwriting affiliates, etc.” under “Financial risks” to “Response to increase in working capital and deterioration in capital efficiency due to a rise in metal prices”

The materiality and key themes as of April, 1, 2025 are as follows.

Materiality

Key themes

Promotion of resource circulation

Promotion of designing resource recycling through advanced recycling technology

Developing and providing recyclable products

Planning and implementation of regional strategies for circulating resources

Strengthening measures to address global environmental issues

Strengthening initiatives to achieve carbon neutrality

Biodiversity retention and reducing environmental impact

Developing and promoting the use of renewable energy

Enhancement of human capital

Addressing labor shortages

Strengthening talent retention and development

Promotion of diversity, equity and inclusion

Promotion of flexible working styles

Respect for individuals and fundamental human rights

Activation of communication

Enhancement of engagement with stakeholders

Improving customer satisfaction

Promotion of dialogue and coexistence with local communities

Strengthening information security

Strengthening IT global governance (including IT literacy)

Prevention of information leakage

Strengthening IT asset management

Strengthening response to SCQ (*) issues

* Safety & health (Safety & health come first), Compliance & environment (Compliance & environment to ensure fair activities), Quality (Quality of products and services provided to our “customers”)

Prevention of occupational accidents

Creating mentally and physically pleasant workplace

Reinforcing compliance

Enhancing internal control through group governance

Enhancement of corporate governance

Preventing leakage of harmful substances outside the site and eliminating environmental law violations

Establishment and implementation of a system to prevent substandard products

Enhancement of sustainable supply chain management

Diversifying procurement of raw materials

Consideration of human rights in the supply chain

Response to pandemics and natural disasters

Deepening of DX

Business process innovation

Operational enhancement

Enhancement of customer contact points; reform of business model

Pursuit of value creation

Building competitive advantage for earnings

Building and execution of new business creation processes

Strengthening marketing, manufacturing, and sales capabilities

Geopolitical and geoeconomic risks

Periodic review of investment strategies

Collecting and sharing information on overseas risks and individual country risks from overseas bases

Creation and regular review of risk reduction and avoidance measures, and BCP for overseas businesses

Building a procurement portfolio of copper concentrates, E-Scrap, and other raw materials

Financial risks

Introduction and operation of the Group's optimal cash management system

Grasping the market value of assets held and confirming the indication of impairment of fixed assets

Response to increase in working capital and deterioration in capital efficiency due to a rise in metal prices

Investment allocation considering safety and profitability in pension asset management

Selection Process

STEP1.

Identification of issues

Extracted key factors from among those identified from the perspectives of ESG and sustainability in 2015 in light of information such as GRI indicators, the OECD Guidelines for Multinational Enterprises and SRI categories. We identify issues from the perspective of social, environmental and economic trends, trends in markets related to the Company, and initiatives undertaken by the Group to increase our corporate value in the medium- to long-term. We also consider international guidelines and principles when selecting elements of these issues.

STEP2.

Organization and assessment of issues

In addition to these elements of issues, we set two axes on which to rank our material issues, including those established in the previous fiscal year: the importance to our various stakeholders, and the importance in light of Our Commitment. After all of our Executive Officers and Directors have organized the issues and key themes, they are discussed from the perspective of their importance to our stakeholders and the Company.

STEP3.

Selection of issues

Material issues and key themes are revised and redefined, with priority given to issues that are ranked as “very high” or “high” on both axes.

STEP4.

Establishment of nature and objectives of initiatives

The nature and objectives of initiatives to address the redefined material issues and key themes are established. The progress and results of these initiatives are regularly disclosed. Review is conducted annually to identify factors such as changes in the business environment in a timely and appropriate manner, then take measures as required.