Toyota Tsusho has identified material issues (materiality) for realizing a sustainable society. For these materiality issues, 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 materiality 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.
Materiality 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 issues. Training on sustainability and material issues 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.
