［ＡMitsui Kinzoku Group is committed to practicing management that integrates sustainability in order to continue creating
value over the long term. We have identified major stakeholders as well as material issues (materiality) to promote theintegrated thinking-based management efficiently.

１ Enumerated a wide range of economic, environmental, andsocial issues from a long-term perspective
Ref. The SDGs, the United Nations Global Compact, the GRI Standards and ISO
26000 as issues raised by international organization like the UN and NPOs

２ Selected issues that are likely to have a long-term impact on
our business and value chains
Ref. The Management Philosophy, the Code of Conduct, the 19 Medium Plan

Identification of major stakeholders
Mitsui Kinzoku Group has identified major stakeholders in accordance with the eight criteria of ISO 26000. The major
stakeholders are determined as highly likely to be affected by our business activities economically, environmentally,and socially. The earth environment is considered as being one of our major stakeholders. The SDGs indicate thecommon social and environmental issues which these multiple stakeholders are facing.

Stakeholder mapping along the value chain

３ Determined the level of materiality for each issue selected in 2
above according to the degree of the major stakeholders’expectations and needs regarding our business and their impacts
Ref.
＜International organizations＞ OECD Due Diligence Guidance for Responsible
Business Conduct＜Investors＞ The SASB standards, the ESG general standards by Amundi＜Industrial initiatives＞ The RBA Code of Conduct （Customer/Supplier）,
ICMM 10 Principles, the Charter of Corporate Behavior by Keidanren

４ Determined the level of materiality for each issue selected in 2above at the CSR Committee according to the degree of impact on
our business model and finances

Mitsui Kinzoku Value Chain

Ref. The 19 Medium Plan, the Code of Conduct, the Environmental Action
Plan, the Human Rights Standards, the procurement policy

５ Mapped the issues on the two axes of 3 and 4 above (see theright graph) and identified the ones in the shaded area as material
issuesRaw Materials（Incl. own mines）

Supplier
Process

Our Operations

Customer
Processes

Use/Consume

Materiality

Initiatives

Employees
Customers
Labor unions
Local communities
Government agencies
Industry groups

Consumers

Materiality［ B The impact on our finances］

６ Divided the material issues, based on the integrated
management strategy of business and social responsibility, into
ones that may pose ESG risks (social responsibility) that are likely
to affect us financially and into ones that can turn out to bebusiness opportunities
Ref. The International Integrated Reporting Framework, the SASB standards

７ Classified the issues mapped in the lighter-colored parts in thegraph into a set of issues that supports the progress on thematerial issues
８ Received approval from the Board of Directors for the materialityof ESG risks and business opportunities

Replace/Repair/Recycle[Category]
Employees
Suppliers
Local communities
Government agencies

The major stakeholders’ expectations and needs］

Stakeholders and materiality

FY2019 Materiality Review
We have reviewed the materiality based on the integrated
management strategy built on the two pillars of businessand social responsibility.

Opportunities

Recycling agents[Area][Item]CSV

01 Market co-creation

CSV standards：

Environmental and social
standards of products

Risks

NGO/NPOInternational organizations Shareholders/Investors ESG assessment bodies Global environment

Environment

02 Material cycling
03 Response to CASE
04 GHG emissions

ESG risk management frameworks：

05 Energy management- The environmental and safety
management systems- Human rights due diligence- Supply chain management- Mining business management

06 Water management
07 Waste and hazardous materials
08 Impacts on biodiversity

SocialMitsui Kinzoku’s Stakeholders

09 Health and safety
10 Human rights
11 Fair business practices

Materiality review
Among the various environmental and social issues raised by stakeholders, Mitsui Kinzoku Group selects those withparticularly significant impacts on the Group’s value chain and identifies them as material issues (materiality).
In FY2019, we reviewed our materiality for 2024 in order to implement our integrated management strategy built on thetwo pillars of business and social responsibility. The revised materiality comprises three items as opportunities and nine
items as risks based on two perspectives: opportunities for our businesses that may help solve the raised issues andESG risks that may affect us financially which are regarded as initiatives to fulfill our social responsibility. We have also
selected six additional items from the capital perspective as initiatives to support the efforts on materiality.
In FY2020, the CSR Committee and relevant departments discussed these items; decided on commitments, targets(KPIs), and annual plans until FY2023; and compiled the results as “Mitsui Kinzoku Group Sustainability Initiatives”(P.64-69) in this report.

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MITSUI KINZOKU Integrated Report 2022

Initiatives
supporting
the progress ofthe materiality

Capital forvalue creation

Governance

12 Governance

Human capitalDiversity
Health management
Human resources development

IntellectualcapitalSocial andrelationshipcapitalIntellectual property
Quality assurance
Community engagement

FY2021 PDCA cycle for the materiality
In FY2021, the departments responsible for each materiality item put plans into practice to achieve the commitments andtargets (KPIs) set in the previous fiscal year. By the end of the fiscal year, we confirmed the results of initiatives and plans for
FY2022. The progress of the entire Group was gathered and reported at the CSR Committee.
In FY2022, we will run the PDCA cycle and manage the group-wide progress. The progress of each materiality is compiled in“Mitsui Kinzoku Group Sustainability Initiatives” (P.64-69) in this report.

MITSUI KINZOKU Integrated Report 2022

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