To reflect CSR issues in our business strategy, the GS Yuasa Group analyzes and assesses the impact on business and the impact of our business on society and then clarifies the Group's materiality for items that need to be addressed. Regarding the specified materiality, as necessary we have set targets relating to our business strategy and, to achieve those targets, have formulated concrete activity plans and key performance indicators (KPIs) to gauge progress in achieving the goals.
Materiality is periodically revised by the GS Yuasa Group CSR Committee in accordance with evolving stakeholder needs/expectations and social issues. When incorporating materiality into business strategy, the CSR Committee formulates plans that will lead to enhanced stakeholder satisfaction through the strengthening of our corporate infrastructure and enhancement of corporate value.
The GS Yuasa Group aims for enhanced management of financial and non-financial operations, as well as for sustainable corporate and social growth through execution of business processes that incorporate materiality in the Mid-Term Management Plan.
Overview of CSR issues impacting sustainable growth in our Fifth Mid-Term Management Plan
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Category | Topic | CSR Issues Relating to Sustainable Growth | Details of Main Plans and Targets |
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E | Contribute to sustainability of the global environment |
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S | Respect for human rights and contribution to society |
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G | Promotion of fair, transparent, and swift group-wide governance |
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CSR issues relating to sustainable growth are categorized as E (environment), S (social) or G (governance).
For key challenges in the Mid-Term Management Plan, we identify risk in CSR (that hinders the resolution of these issues) and opportunity in CSR (that promotes the resolution of the issues). When identifying these risks and opportunities, our actions are based on international guidelines related to CSR.
We evaluate and assign a score to the scale of the CSR risk and opportunity identified in Step 1 in consideration of the impact on business (possibility of occurrence x scale of impact on business), which enables us to specify risks and opportunities as key business challenges. Next, we evaluate the impact of our Group's business activities on society relative to these core business risks and opportunities based on the number of related CSR themes and social importance. We then specify risks and opportunities that will be key CSR domains.
Matrix of key CSR domains
We order the core CSR risks and opportunities evaluated in Step 2 and then determine materiality in consideration of the response method to the risks and opportunities. In order to ensure the appropriateness of materiality, where necessary we also incorporate feedback from stakeholders through dialogue with outside experts.
Materiality determined by the GS Yuasa Group and summaries of its response plans are shown in the table below.
With respect to materiality shown in the table, we will conduct operation and management based on the measurable target management and management criteria, make ongoing improvements and perform effective maintenance and management. The details of the formulated plans will be reviewed and revised as necessary according to the status of changing circumstances and other factors.
When carrying out the Mid-Term Management Plan, the first year of which is fiscal 2019, we formulated new materiality response plans to address CSR issues relating to sustainable growth under the relevant plan. After summarizing the fiscal 2018 materiality response plans and reviewing the materiality, we established materiality response plans for fiscal 2019 and later.
Due to effects of the novel coronavirus, the final year of the Group’s Mid-term Plan was changed from fiscal 2021 to fiscal 2022, and this plan was also extended to fiscal 2022.
Summary of Materiality Response Plans
(fiscal 2019–2022)
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The scope of application may not
cover all Group companies.
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