YUASA TRADING CO., LTD.

2022

YUASA
INTEGRATEDREPORT

Service Integrated Shosha GroupYUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

01

Data

Corporate Philosophy and Our History
1666

Shokuro Yuasa, our founder, launched a charcoal trading business in Kyoto.

1671

1674

Corporate Philosophy
Honesty and TrustEnterprise and Innovation

Regard for the Individual

1

3

5

YUASA TRADING has contributed
to the further development ofprosperous, humanitarian societies
by valuing mutually beneficial,
symbiotic relationships in all
countries and regions of the world,with a focus on maintaining harmony
with the global environment.

YUASA TRADING properly assesses
the scope of its business flexibly
and in response to social needs,
with the aim of forming a groupof advanced, innovation-oriented
companies.

In addition to respecting employee
individuality and rights, YUASATRADING pursues entrepreneurial
spirit and revolutionary ideas andfocuses on shaping the workplaceenvironment based on the organization
and rules founded on conceptsof mutual trust and a mindset ofcollaboration.

2

With its lean and rational structure,
the company also seeks to provide
a high level of customer satisfaction
by introducing outstanding
technologies and products anddeveloping systems and services
through its highly specialized
divisions and the Group companies.

YUASA TRADING has striven to
establish itself as a trusted andwell-recognized company byconducting fair and sound activities
with an integrity based on ourawareness and understanding of
racial, religious, cultural, behavioral
and regulatory diversity throughout
the world.

Shokuro Yuasa switched over from charcoal trading to being awholesaler of metal implements.

4

1919

6
Employees clarify their own goals andresponsibilities, pursue outcomes, anddivide management roles by exercisingcreativity in business activities. The
company distributes the results andresponds to employee contributions
based on the results of activities.

2016

Yuasa Shichizaemon Shoten was established.

1969

YUASA Yamazumi Shareholding
Association, a network of YUASATRADING sales partners,
was established.

1977

YUASA TANKYOKAI, a
network of YUASA TRADING
suppliers, was established.

1978
1992

2021

The business opened a branch in Edo (Tokyo).

The first Grand Fair was
held.

Yuasa Shoji Co., Ltd. (former
YUASA TRADING CO., LTD.)merged with Yuasa Sangyo
and adopted the name YUASATRADING CO., LTD. in English.

YUASA TRADING celebrated
its 350th anniversary.

YUASA TRADING announced its
Sustainability Declaration.

1666
Picture showing Shokuro Yuasa
leaving his hometown.

1919
The ceremony held to mark the founding of Yuasa
Shichizaemon Shoten.

YUASA TRADING History as the Seventh
Oldest Company that is Listed on the Prime
Market of the Tokyo Stock Exchange
Company NameFoundedEstablished

1 Matsui Kensetsu K.K.

1586

1939

2 Sumitomo Metal Mining Co., Ltd.

1590

1950

3 Watahan & Co., Ltd.

1598

1949

4 Yomeishu Seizo Co., Ltd.

1602

1923

5 Ozu Corporation

1653

1939

6 Kikkoman Corporation

1661

1917

7 YUASA TRADING CO., LTD.

1666

1919

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

02

Data

Current Status of YUASA TRADING Group (as of March 31, 2022)
Since our company s founding in 1666, we have worked together with our customers to provide solutions by connecting products and services, in line with our corporate philosophy of Honesty andTrust, Enterprise and Innovation, and Regard for the Individual.
As a TSUNAGU Service Integrated Shosha Group that contributes to society through manufacturing, home building, environment building, and town building, we integrate artificial intelligence (AI)and other digital technologies with technology that contributes to the realization of carbon neutrality, aiming to help realize a sustainable society.

■ Net sales*¥462.725 billion■ Percentage of female employees in comprehensive
work position (non-consolidated)

4.1%■ Operating profit¥11.880 billion■ Percentage of mid-career hires (non-consolidated)

28.4%■ Ordinary profit¥11.744 billion■ CO2 emissions (Scope 1&2) (non-consolidated)

2,892 t-CO2■ Ordinary profit to net sales ratio

2.5%■ Profit attributable to owners of parent¥8.058 billion

■ ROE

8.9%

■ Total payout ratio

33.7%

31 sites in Japan / 23 sites in 10 countries overseas
23 Group companies in Japan / 12 Group companies overseas

Share of Total Sales Held by Each Segment

Integrated Business Model

Other

5.1％
Energy Division

Machine Tools Division

4.1％

Construction
Machines Division

7.2％

22.1％

10.5％

*After revenue recognition

YUASA TANKYOKAIYUASA Yamazumi
Shareholding Association

500 companies

3,000 companies

Supplier network
Approx.

Net sales*¥462.725 billion(FY2021)

Building Supplies &Exterior Division

Sales partner network

Industrial Equipment &Tools Division

16.0％

Housing,
Air & Fluidic Control
Systems Division

35.0％

Suppliers
Approx.

Sales partners
Approx.

6,000

20,000companies
More suppliers thanany other company inthe industry

Approx.

companies

YUASA TRADING Group

Extensive sales network
covering Japan andoverseas markets

Starting Point for
Creation of New ValueYUASA INTEGRATED REPORT

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

03

Data

YUASA TRADING Group s Value Creation Model
Taking our corporate philosophy as our foundation, we challenge ourselves to help solve social issues by connecting together products, services and systems
through our network of around 6,000 suppliers and approximately 20,000 sales partners.
We are taking on the challenge of creating new value through the core businesses, growth strategies, and the promotion of sustainability management
outlined in our YUASA VISION 360 long-term vision, and in our Growing Together 2023 Medium-term Management Plan.

Starting Point for
P.01-04
Creation of New ValueTSUNAGU Business Model

Corporate
Philosophy

P.16-32

Sales partner network

Supplier network

YUASA Yamazumi
Shareholding Association

YUASA TANKYOKAI

P.01

Approx.

Approx.

500 companies
Honestyand
Trust

A corporate culture thatencourages employees to take onchallenges
Networks connecting us to ourbusiness partners

EnterpriseandInnovation

Regard forthe IndividualCollective strengths of the Group
as a whole
Sound financial foundations andaggressive investment in growth
areas
YUASA TRADING Group sCompetitiveness and
its Resources
P.16

Charcoal dealer premises (the business from which YUASA TRADING
evolved) located in what was formerly the Toriabura-cho
neighborhood of the Nihonbashi district of Edo (Tokyo), which is
now the Odenma-cho neighborhood of Nihonbashi, and is where
YUASA TRADING s head office used to be located.

3,000 companies
Integrated
Network

Suppliers
Approx.

Sales partners
Approx.

6,000

companies
More suppliers thanany other company inthe industry

20,000YUASATRADINGGroup

companies

Extensive sale
network covering
Japan and overseas
markets

31 sites in Japan/23 sites in 10 countries overseas
23 Group companies in Japan/
12 Group companies overseas

Core Businesses

P.17-22Growth Strategy

P.23-30

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

04

Data

Contents

Starting Point for Creation of
New Value

Values and Strategy

P.05-15TSUNAGU – Connecting to the Future

P.33-44

P.01

Corporate Philosophy and Our History
Current Status of YUASA TRADING GroupYUASA VISION 360
Growing Together 2023

P.09-10

Promotion of Sustainability
Management and Materiality

YUASA TRADING Group s Value Creation Model
P.13

Values and Strategy

Grow into a TSUNAGU
Service Integrated ShoshaGroup with an industryleading profit structure.

Numeric Targets (FY2025)
Consolidated
net sales¥600 billion*

Consolidated
ordinary profit¥20 billion
3.3％

Ordinary profit to
net sales ratio*Before revenue recognition

Ｇrowing Together 2023
Create a sustainable
management foundation
through Total Coordination
Skills, Challenging Spirit
and Communication.

Numeric Targets (FY2022)
Consolidated
net sales¥510 billion*

Consolidated
ordinary profit¥14.5 billion
2.8％

Ordinary profit to
net sales ratio*Before revenue recognition

Value Creation Foundation
P.47

Ethics and Compliance

P.52

Risk Management

P.53

03

05

Harmony with the Global Environment

YUASA VISION 360

We aim to be carbon neutral across the entire YUASA TRADINGGroup by FY2030. We will also focus on creating a relationshipof mutual benefits, respond to climate change, and strive to
reduce our environmental impact across the entire supply chain.

Growing Together 2023

10

Promotion of Sustainability Management andMateriality

13

Environmental Initiatives Performance(FY2021)CO2 emissions(non-consolidated)

2,892 t-CO

Energy use monitoring
locations

192 locations

2

TSUNAGU Business Model

09

P.16

YUASA TRADING Group sCompetitiveness and its Resources

16

Core Businesses

17
23

Growth Strategy

Business Activities for Service with Good
Products
Based on the mindset of service with good products thathas been passed down from the founding of the company, we
conduct fair, honest, and reliable commercial transactions aswell as promoting the creation of a safe, secure, and rich society
with our stakeholders.

P.45-53

Management that Respects Humanity

Corporate Governance

02

P.05

Message from the President

YUASA VISION 360

01

We operate diversity management that respects the individuality
and human rights of employees. We will develop as a corporategroup where each employee can feel their work is meaningful
and that they are able to grow.

TSUNAGU– Connecting to the Future

P.33

Harmony with the Global Environment
Business Activities for Service with Good ProductsManagement that Respects Humanity

Value Creation Foundation

37
41

P.45

45

List of Officers

47

Corporate Governance52

Ethics and Compliance

53

Risk Management

Data

33

P.54

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

05

Message from the President
Taking our unchanging corporate philosophy as
the foundation for our decision-making

Top Message
Distinguishing Between Things That
Should Change and Things That Should
Not Change

Hiroyuki Tamura
Representative Director,
President & CEO

Any discussion of the YUASA TRADING Group needs to takeour history into account. I would like to begin my message byoutlining why our company has reached the position where it
is now. Having been founded in 1666, and thus having been in
existence for 356 years, YUASA TRADING is one of the oldest
companies in Japan. Founded as a charcoal business, in 1671
the company became a wholesaler handling metal implements,and for 350 years since then it has continued to build a solid
foundation. In the Showa era (which began in 1926), as a metal
implements wholesaler, YUASA TRADING began to focus heavily
on metal fittings for buildings and on machine tools, laying the
groundwork for today s core businesses. YUASA TRADING has
long been committed to helping solve social issues, and was oneof the first companies in the industry to establish an Environment
business and Resilience business. Recently, we have expanded
into new fields: Agriculture, and the Long-term Care and Medical
business. The previous President s watchword was that A longestablished business can always come up with something new,and I believe that this is a perfect description of YUASA TRADING,
which has been able to identify new trends and transform itself
repeatedly in response to changing times.
Over our long history, we have continued to hold to a corporate
philosophy based on three elements: Honesty and Trust,Enterprise and Innovation, and Regard for the Individual.
This philosophy embraces the modern concepts of diversity
and engagement, and when making important management
decisions, I often find myself going back to our corporate
philosophy.
I would like to relate an incident which really brought thevalue of YUASA TRADING corporate philosophy home to me.
In 1995, I was posted to Malaysia as a sales manager for the
Machine Tools Division, to set up a new sales office there.
This was at a time when many Japanese manufacturers weremoving production overseas, and I had initiated this project
myself, motivated by a feeling of profound concern driven by theshrinking of the Japanese domestic market. However, there were

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

06

Data

Message from the President

many aspects of the new project that I did not fully appreciate
until after I arrived in Malaysia. Firstly, I soon realized that, unlikewith the machinery business in Japan, where you can rely on
manufacturers to provide follow-up support, in Malaysia youneeded to have your own equipment maintenance company inorder to get a business off the ground. A further point was that, inorder to be able to meet the diverse needs of this rapidly-growing
economy, just selling machines on their own would not beenough; we needed to conduct sales by offering proposals thatmade use of the combined capabilities of the YUASA TRADINGGroup as a whole. At the time, I was still only in my 30s, but I
worked persistently to convince my superiors that, besides thesales company that we had originally intended to set up, we alsoneeded to establish a dedicated maintenance company too. In
the end, they adopted my suggestion, and we ended up setting
up two local subsidiaries in the same country at around the sametime, with me serving as CEO of both. This experience seemed
to me to be entirely in line with the Enterprise and Innovation
and Regard for the Individual aspects of YUASA TRADING s
corporate philosophy, which emphasize pursuing theentrepreneurial spirit and revolutionary ideas and respecting
employee individuality and rights. Today, I see Total
Coordination Skills, Challenging Spirit and Communication
as being the keywords that embody the sources of growth for the
YUASA TRADING Group.

of 3.3%, an ROE of at least 11.7%, and a total payout ratio of atleast 33.0%, for the fiscal year ending March 31, 2026.
To this end, in April 2020 we announced the Mediumterm Management Plan Growing Together 2023, theimplementation period for which ends in the fiscal year ending
March 31, 2023, as the second stage.
Taking Total Coordination Skills, Challenging Spirit andCommunication as keywords, by strengthening our existingcore business and developing and cultivating nine growthbusinesses as businesses that help to solve social issues, we areaiming to further strengthen our management foundations. As aresult of our efforts in this regard, the company s performancein the fiscal year ended March 31, 2022, the second year of plan
implementation, was as follows: Net sales totaled ￥462.7 billion,
our operating profit rose by 32.3%, ordinary profit rose by 17.3%,
and profit attributable to the owners of the parent company roseby 16.3%.

▶Value Provision ( TSUNAGU Value Creation) that YUASA TRADING Group is Aiming to Achieve
Conventional Business Model

We established YUASA VISION 360 as our vision for the year
2026, which marks the 360th anniversary of the founding of theGroup.
The aim of this vision is for the YUASA TRADING Groupto grow into a TSUNAGU Service Integrated Shosha Group
with an industry-leading profit structure. This plan establishednumeric targets of consolidated net sales of ¥600.0 billion,
ordinary profit of ¥20.0 billion, an ordinary profit to net sales ratio( Market Out Approach)

Information

YUASA VISION 360 and
Growing Together 2023

Aiming for TSUNAGU value creation

TSUNAGU Value Creation Model( Product Out Approach)Sales
partners

Suppliers
Suppliers

Sales
partners

MarketMarket(social issues)
FunctionsTechnology
Data
A direct-line supply chain model where products(goods) are provided based on supplier and sales
partners information ( Product Out approach)A bi-directional, multi-faceted value creation model that creates new
solutions to help solve social issues by taking market needs as thestarting point and connecting suppliers, sales partners, information,technology, data and functions ( Market Out approach)YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

07

Message from the President▶The Growing Strategy Division
̶ a company-wide, horizontal organization

Market Out Approach That is Vital for
TSUNAGU Solutions

Moving away from Product Out, andundertaking talent cultivation

Overseas Business
Robot (AI) & IoT Business
Growing Strategy Division

Supervisory Manager of Sales Division

Eco & Energy Solution Business
New Distribution BusinessResilience & Security Business
Agriculture Process BusinessLong-term Care & Medical Business
Food Equipment Business
Sharing Business
Consumer Products & Timber

EnergyConstruction Machines

Building Supplies & Exterior

Housing, Air & Fluidic Control Systems

Machine Tools

Industrial Equipment & Tools

When I was serving as a senior managing director, I was
involved in the formulation of the company s Medium-termManagement Plan; this was the time when we switchedover to implementing the plan over a period of three years.
While change is important, there are also some fundamental
aspects that should not be changed, and I did wonder whether
it was advisable to adopt a completely new Medium-termManagement Plan every three years without first clarifying whatthese aspects are. After intensive discussion, it was decided to
set a long-term vision, looking ahead nine years to 2026, theyear of the company s 360th anniversary. Having clarified our
vision of which direction the company should be heading in,
we then aimed to realize this vision by drawing up Mediumterm Management Plans that specified methods, strategies andmeasures to be implemented over periods of three years.
In the past, Shosha (trading companies) have excelled atbusiness areas that link people, goods and money directly in astraight line. This is what is generally referred to as tradingbusiness. By contrast, the YUASA VISION 360 sees the YUASATRADING Group as becoming a business group that links
together not only people, goods and money, but also information,technology and data in various different ways, thereby generating
new value-added and being able to successfully respond to themarket s demand.
To accelerate this process, on the organizational side, in 2020
(the year in which the second stage of plan implementation
began), we established the Growing Strategy Division as acompany-wide organization. As a Shosha (trading company),
YUASA TRADING excels at structuring things vertically, and thiswas a key issue for us when considering Total Coordination
Skills. Starting from the Growing Strategy Division, with its
horizontal structure, we have put in place a framework forcentralized promotion, particularly with respect to growthbusinesses, covering every stage from product and system
planning and development through to sales and customer support.
The FY2021 is the final year of implementation of thesecond stage of the Medium-term Management Plan – Growing
Together 2023, and the YUASA TRADING Group is introducing

Objective of Establishing the Growing Strategy Division

1. Promote growth strategy across the company and Group
2. Responsible for discovery and development of new
businesses for third stagea wide range of original product packages. In the future,
besides continuing to focus on rolling out TSUNAGU solution
businesses, we will also be concentrating on M&A in growthareas and on investment in digital transformation (DX) to develop
solutions that effectively utilize data.

While the Growing Strategy Division has put in place theorganizational framework needed for realizing the YUASA VISION
360, there is an issue in relation to talent cultivation. In particular,
while we need to cultivate as many employees as possible whoare capable of developing TSUNAGU solution businesses, thisis not something that you can learn to do just by taking classes.
When developing solution sales, it is vitally importantto accumulate personal experience and to internalize thefrustration of failure and the joy of success. Making the effort toidentify customers latent needs, and having the TSUNAGU
capabilities required for developing solutions, are also extremely
important.
Since taking over as President, I have often commented
in internal meetings on the importance of the Market Out
approach. In the past, we switched from a Product Out
approach to a Market In approach. With the Product Out
approach, product sales are conducted from a manufacturercentric perspective, and with the Market In approach, the idea
is to procure and sell the products that you think the buyer needs.
By contrast, with the Market Out approach, one identifies
market and buyer needs first, and then develops and proposes
products and product packages that meet these needs. YUASATRADING is undertaking TSUNAGU value creation based on aMarket Out approach.
I hope that the YUASA TRADING Group employees will beable to experience both the challenges and the joys of solution
sales, using TSUNAGU packages that have been created byour company based on market needs. I want us to put in place
the environment needed for as many employees as possible toexperience the feeling of being of use to society through sales
activity, and to focus on talent cultivation.

YUASA INTEGRATED REPORT

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Data

08

Message from the President

Our Sustainability Declaration that connect us to
the future

Based on our corporate philosophy, in October 2021 weannounced our Sustainability Declaration with the aim of realizing
a further evolution in our management foundations, whichhave developed over a period of more than 350 years, and ofconnecting us to the coming future.
To provide the framework for promoting initiatives torealize the Sustainability Declaration, we have established a
Sustainability Promotion Committee, which is chaired by the
Representative Director and Senior Managing Director, and a
Sustainability Promotion Office, inside the Corporate Planning
Department, and promote action plans.
In more concrete terms, besides aiming to make the YUASATRADING Group as a whole carbon neutral by FY2030, we havealso drawn up a Transaction Policy, Human Rights Policy, andDiversity Policy, and we have begun to implement sustainabilityrelated training for the Group employees and to implement
projects for strengthening employee engagement.
The phrase service with good products which appears
in our Sustainability Declaration is something that has been
important to our company for a very long time. It reflects thebusiness ethics which have remained unchanged at our company
since it was first established, which emphasize serving the market
by providing good-quality products, and in doing so helping torealize sustainability.

Spreading awareness of the need for Challenging
Spirit to employees throughout the world
One of the distinguishing features of the YUASA TRADING Group
employees is, to put it concisely, seriousness. They take aserious approach to business, to their thinking, and to how theyact. As I see it, this is what our corporate philosophy refers to as
Honesty and Trust.
However, if we are to continue growing to be a company
that survives for 360 years and then 400 years, just focusing
on seriousness is not enough; we also need a spirit of being

willing to challenge oneself, without fear of failure. In a sense, theachievement of the YUASA VISION 360 depends on the extent
to which we can break free from existing ways of doing things. To
this end, it is important for us to cultivate a corporate culture thatvalues taking on new challenges.
Immediately after taking over as President, I held roundtable meeting with employees, and made numerous visits to theGroup s business locations both within and outside Japan overthe course of a year. Unfortunately, the COVID-19 pandemic put
a stop to this, but starting from this fiscal year I have once again
begun to make these visits, and I plan to visit all our businesslocations over a period of two years. By holding round table
meeting, I have been able to get across to individual employees
the importance of challenging oneself, and answer employees
questions to the best of my ability, thereby ensuring that we are
all on the same page. I also want to emphasize once again, basedon my own personal experience, just how important the threeelements of Total Coordination Skills, Challenging Spirit andCommunication are for YUASA TRADING Group employees
and for the future of the company as a whole.

To Our Stakeholders

By striking the right balance between business
investment and profit return to shareholders, we
are working to enhance corporate value
Our basic approach to profit distribution is to allocate one-third
each to retained earnings, future investment, and returning
profits to shareholders. In other words, our target is to returnat least 33% of profits to shareholders. Of course, if our overallprofits increase, then the absolute amount total payout ratio will
also increase, even if the percentage share remains unchanged.
We believe that it is important to maximize profits, and we are
implementing various measures under our current Medium-termManagement Plan in order to achieve this.
To implement these measures, in some cases priorinvestment is needed, and while maintaining the share of

profits returned to shareholders at 33% or more, we will also be
investing in growth areas.
Henceforth, while striking the right balance between
business investment and returning profits to shareholders, andwhile maintaining financial soundness, we will also be reinvesting
the profits that we earn through our business activities tomaximize corporate value and enhance shareholder value.
I look forward to receiving your continued support in the future.

YUASA INTEGRATED REPORT

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Value Creation Foundation

09

Data

YUASA VISION 360 (Long-term Vision)
Taking on the Challenge of Becoming a TSUNAGU Service Integrated Shosha Group
with an Industry-leading Profit Structure
YUASA VISION 360

Business Restructuring and Reform for YUASA VISION 360

With the aim of realizing our vision for 2026 (the360th anniversary of our company s founding),
which is to become a TSUNAGU Service Integrated
Shosha Group with an industry-leading profit
structure, we have formulated the YUASA VISION
360, and we have also been drawing up andimplementing three-year Medium-term Management
Plan to realize this.
In the second stage of YUASA VISION 360 –Growing Together 2023, with 2023 as the target
year, we have taken Total Coordination Skills,
Challenging Spirit and Communication as
keywords, and positioned addressing social issues as
our growth strategy. Besides identifying and developing
growth businesses, we have also been working toenhance productivity through workstyle reform.

In the YUASA VISION 360, we are working to expand our growth strategy, with the aim of having growth businesses accountfor around one-third of total sales by the fiscal year ending March 31, 2023 (FY2022), and around half of total sales by thefiscal year ending March 31, 2026 (FY2025).
Quantitative
Targets for
FY2022GrowthStrategy

Net sales (consolidated): ¥510 billion*
Ordinary profit: ¥14.5 billion
Ordinary profit to net sales ratio: 2.8%

Net sales¥510 billion*
Ordinary profit¥14.5 billion

Quantitative
Targets for
FY2025Net sales: ¥600 billion*
Ordinary profit: ¥20 billion
Ordinary profit to net sales ratio: 3.3%

● Overseas● Overseas● Robot (AI) & IoT● Robot (AI) & IoT● Eco & Energy Solution● Eco & Energy Solution● New Distribution● Resilience & Security● Agriculture Process● Food Equipment

Net sales¥600 billion*
Ordinary profit¥20 billion

GrowthStrategy● Long-term Care &Medical● Resilience & Security● Agriculture Process● Food Equipment● Long-term Care &Medical● Sharing● Sharing● Existing Core
Businesses● Existing Core
Businesses*Before revenue recognition

Key
Financial
Data● New Distribution

ROE: At least 10.3% (by FY2022)
Total payout ratio: At least 33.0% (by FY2022)

Foundation building April 2017

Cultivation

April 2020

Previous Medium-term Management Plan (1st Stage)

Current Medium-term Management Plan (2nd Stage)

Growing Together 2020

Growing Together 2023

• Identifying growth areas• Corporate culture reform (organizational and HR) to
exercise total coordination skills

Building a sustainable management foundation based on
Total Coordination Skills, Challenging Spirit andCommunication*Before revenue recognition

Key
Financial
Data

Harvest

ROE: At least 11.7% (by FY2025)
Total payout ratio: At least 33.0% (by FY2025)

April 2023

anniversary of the
March 2026 ( 360company's founding )Medium-term Management Plan (3rd Stage)
Becoming a TSUNAGU Service Integrated
Shosha Group with an industry-leading profit
structure

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Data

Growing Together 2023 (Medium-term Management Plan)
Create a sustainable management foundation through Total Coordination Skills,
Challenging Spirit and Communication
Growing Together 2023 – Strategy

1GrowthBusiness
Strategy● Defining growth businesses as those that help to solve social issues, and putting those businesses on a growth track, with ourP.23~27company-wide innovation promotion organization (the Growing Strategy Division) taking the lead
● In addition to Agriculture and Long-term Care/Medical, entering the Food sector and developing the Sharing business as a new
strategy with our sights set on the 3rd Stage

P.28~30● Strengthening total coordination skills: Promoting

2

Core Business
Strategy

3Strengthening
Management
Foundations

Integrated Product–Service" proposals throughout the Group
total orders in relation to properties through the Integrated Engineering Office● Enhancing logistics capabilities: Demonstrating the capabilities of the new distribution centers (in Kanto, Chubu, Kansai andKyushu)● Strengthening e-commerce functions: Developing a B-to-B-to-U (user) platform● Strengthening Group functions: Increasing market share and strengthening Group functions through business succession● Strengthening engineering functions: Promoting● Promoting digital transformation (DX): Strengthening governance and realizing meaningful workstyle reform through DX● IT and digital investment: Establishing common infrastructure globally and across the Group

P.31● Human resources and organizational reform: Strengthening recruitment of people with a science background, career-track female

employees, and international students, and building an organizational culture that inspires innovation

P.17~22P.41

Growth Together 2023 - Targets■ Financial KPIs

■ Non-financial KPIs
Item

Plan (FY2022)

Results (FY2021)

Net sales*¥510 billion¥480.1 billion

Operating profit¥13.5 billion¥11.8 billion

Ordinary profit¥14.5 billion¥11.7 billion

Ordinary profit to net sales ratio

2.8%

2.5%

Adjusted net income before tax¥9.5 billion¥8.0 billion

ROE

At least 10.3%

8.9%

Total payout ratio

At least 33.0%

33.7%*Before revenue recognition

Item

Targets (FY2022)

Results (FY2021)

Female employee ratio incomprehensive work position

5.0%

4.1%

Female employee hiring ratio incomprehensive work position

12.0%

10.4%

Percentage of taking paid leave

60.0%

56.2%

1,900 hours

1,977 hours

Average hours of labor

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

11

Data

Relationship between Core Businesses and Growth Strategy▶Approach to growth in YUASA VISION 360

Taking advantage of the network and know-how the YUASA TRADING Group has cultivated, we will strengthen our existing core businesses while expanding business in areas where growthis expected as businesses that solve social issues as we aim for business portfolio transformation and growth as a TSUNAGU Service Integrated Shosha Group with an industry-leading
profit structure.

▶Positioning of core businesses and growth strategy

Robot (AI) & IoT Business
Eco & Energy Solution Business

Growth strategy

Further Strengthening Core Businesses
Our core businesses are the YUASA TRADING Group s main business activities related to
manufacturing, home building, environment building, and town building and consist of sevensegments.
Henceforth, we will further strengthen our core businesses by improving our collective strength andcoordination functions and promoting Integrated Product-Service proposals throughout the Group.

Overseas Business

New Distribution BusinessResilience & Security Business
Agriculture Process BusinessLong-term Care & Medical Business
Food Equipment Business
Sharing Business
Consumer Products &TimberEnergyConstruction Machines

Building Supplies & Exterior

Housing, Air & Fluidic
Control Systems

Machine Tools

Industrial Equipment & Tools

Solving Social Issues through Growth Strategy
The growth strategy is a Group-wide effort under YUASA VISION 360 and Growing Together 2023
to work on nine areas that have a strong affinity with the core businesses of YUASA TRADING andwhere future growth is expected as businesses that solve social issues. We will continue working
on future expansion of our business areas and change of our business portfolio by proposing new
solutions that aim to solve social issues.

Core businesses (7 segments)▶Serves as engine to promote the growth businesses Growing Strategy Division

In April 2020, the company established the Growing Strategy Division as the organization to promote the Growth businesses across divisions including the Group companies.
This organization is comprised of the New Business Development Division, YES (YUASA Environment Solution) Division, New Distribution Business Division, Resilience & Security Office, andIntegrated Engineering Office.
It generates new businesses for the future through cross-Group efforts. There are many personnel certified in construction in the Integrated Engineering Office. They are responsible for theGroup engineering functions as a group of technicians. The Growing Strategy Division will continue to identify and nurture new businesses for the 3rd stage of YUASA VISION 360.

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

12

Data

Growth-oriented Investment and Capital Policy▶Growth investments

We have allocated a total of ¥17 billion in growth investments for
Growing Together 2023. In the second year of implementation, thefiscal year ended March 31, 2022, we have invested ¥6.0 billion. In the
future, we will accelerate investments for the Overseas Business field
and for digital transformation (DX) that will lead to further growth.

▶Capital policy

In the Growing Together 2020 Medium-term Management Plan, as initially planned, the ratio of investments,
return to shareholders, and funds for the future investments were around one-third each. In Growing Together
2023, the ratio of investments is to be increased to ¥17.0 billion, or 57%, while the total payout ratio is
maintained at at least 33%.
In the plan through FY2025, investments would be 50% while the total payout ratio maintained at atleast 33%, as described below.

Growth strategy

Investments(3 years)

Results(2 years)Investment details(including forecasts)

Growing Together 2020

Targets of Growing Together 2023

Growing Together 2023-2026

Overseas Business¥4.0 billionーStrengthening our business locations inThailand, holding the YUASA Grand Fair in
Thailand, implementing M&A, etc.

FY2017 – FY2019 (3-year)
current net profit¥26.1 billion distribution result

FY2020 – FY2022 (3-year)
current net profit¥30.0 billion distribution plan

FY2020 – FY2025 (6-year)
current net profit¥70.0 billion distribution plan

Robot (AI) & IoT
Business¥4.0 billion¥1.8 billion

Business and capital alliances with AI
startups, robots for use on construction
sites, etc.

Eco & Energy Solution
Business

Power purchase agreement (PPAs) projectscheme development, etc.

New Distribution
Business

10%
35%

31%

EC site Growing Navi function
development, etc.

Resilience & Security
Business

TSUNAGU BCP Package
KIZUKI MIRAI Bollard, etc.

Agriculture Process
Business

Total¥5.0 billion

Long-term Care &Medical Business*Existing Corebusiness
investments
included

Investments in agriculture robotics
companies, development of animal feed
mixing machine (Appenki), etc.

¥3.6 billion

Remote ICU prehab hospital building
construction business, etc.

33%

34%

Investments

Food Equipment
Business

Development of inspection devices for
detecting contaminants in beverage, etc.

Sharing Business

Online rental business
Platform development, etc.

Total
payout ratioCore businesses
IT (digital)
investments¥4.0 billion¥0.6 billion

Making information-related companies
into subsidiaries, promoting DX projects,
etc.

Total

¥17.0 billion¥6.0 billion

50%

57%
33%

¥8.2 billion

M&A to strengthen our functional
capabilities, and logistics and processing
function improvement, etc.

17%(dividends)¥8.8 billion
Funds forfutureinvestments¥9.4 billion• M&A related• Capital expenditures for systems,etc.
• Human resource development/
development of new businesses

Investments¥17.0 billion• M&A, business succession• New businesses• IT (digital) investments

FY2017 dividend amount: ¥2.4 billion
FY2018 dividend amount: ¥3.1 billion
FY2019 dividend amount: ¥3.3 billion

Total payout
ratio

33% or more

Aim to increase DOE (dividends onequity), including through purchaseof treasury shares

Net assets per share
FY2016 results: ¥2,910⇒ FY2019 results: ¥3,635

Funds forfutureinvestments

Investment funds to respondquickly and flexibly to the changes
in the future business environment6-year total
investments

M&A, new businesses¥35.0 billion

IT (digital) investments¥12.0 billion

Total payout
ratio

Aim to increase DOE (dividends onequity), including through purchaseof treasury shares

33% or more

¥23.0 billion

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU –Connecting to the Future

TSUNAGU Business Model

Value Creation Foundation

Promotion of Sustainability Management and Materiality

13

Data

Sustainability Promotion ▶

Based on our corporate philosophy of Honesty and Trust, Enterprise and Innovation and Regard for the Individual, the YUASA TRADING Group has contributed to the further
development of prosperous, humanitarian societies by valuing mutually beneficial, symbiotic relationships in all countries and regions of the world, with a focus on maintaining harmony
with the global environment.
In order to further advance our management foundation passed down over 350 years, we enacted a Sustainability Declaration based on this corporate philosophy and we are doing
our utmost to contribute to the construction of a sustainable society.

Sustainability Declaration

Materiality Selection Process

Harmony with the Global Environment

We believe sustainability is the resolution of social issues through business designated astargets in the YUASA VISION 360. An evaluation team that combined YUASA staff withoutside experts identified our materiality through the following procedure.

We aim to be carbon neutral across the entire YUASA TRADING Group by FY2030. We will
also focus on creating a relationship of mutual benefits, respond to climate change, andstrive to reduce our environmental impact across the entire supply chain.

Business Activities for Service with Good Products

Based on the mindset of service with good products that has been passed down from thefounding of the company, we conduct fair, honest, and reliable commercial transactions aswell as promoting the creation of a safe, secure, and rich society with our stakeholders as a
TSUNAGU Service Integrated Shosha Group.

Extraction of issues

Sustainability Declaration Themes

Comparatively important

P.36

Extremely important

Recognizing climate change as an important management issue, in March 2022 the YUASATRADING Group declared its support for the Task Force on Climate-Related Financial
Disclosures (TCFD). We are enhancing our information disclosure on how climate change
affects our Group business activities based on the recommendations of the TCFD.

Identification of materiality● Harmony with the Global Environment ● Business Activities for Service with Good Products ● Management that Respects Humanity

Importance to society/stakeholders

Support for TCFD

Confirmation of appropriatenessMateriality Matrix

Management that Respects Humanity

We operate diversity management that respects the individuality and human rights of employees. We will develop as a corporate group where each employee can feel their work ismeaningful and that they are able to grow.

Setting priorities

Important items in YUASA VISION 360 and Medium-term Management Plan
Areas to increase impact on society● Realize a safe and secure society through service withgood products● Support sustainable manufacturing, home building,environment building, and town building● Support cyclical society (rental and sharing)● Respond to climate change (realize a resilient society)● Contribute to decarbonization of society throughenergy creation and saving know-how
TSUNAGU● Promote Robot (AI) and IoT Business● Create co-creation value –● Strengthen relationship with business partners (strengthen

DX and logistics promotion in and outside the company)● Lower environmental impact through company

activities● Promote health management and comfortableworking environments for the 400th anniversary of
the founding of the company● Promote diversity (women, foreign nationals,
mid-career hires)● Enhance education and training (strengthen humanresource capabilities)

Important areas inside the company
Comparatively important
Importance to YUASA TRADING Group

Extremely important

YUASA INTEGRATED REPORT

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Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

14

Data

Promoting Sustainability Management

Action Plan

1

Harmony with the Global Environment(1) Calculate the CO2 emissions inside the YUASA TRADING Group and determine
reduction targets. Evaluate the financial impact and disclose as appropriate.
（For more information about Medium- and Long-term Environmental Objectives, see P.33

2）(For more information about YUASA TRADING Group Transaction Policy, see P.37)

(3) Spread awareness of transaction policy to business partners and conduct aquestionnaire to check on current situationc) Comply with TCFD
(Note)
Scope 1: Direct greenhouse gas emissions though the business itself (consuming fuel, industrial processes)
Scope 2: Indirect emissions through use of electricity, heat, or steam supplied by another company
Scope 3: Indirect emissions not covered in Scope 1 or Scope 2 (emissions from another company related
to business activities)(2) Respond to climate change (adaptation)(For more information about initiatives aimed at realizing a resilient society, see P.35)

3a) Promote the Resilience & Security Businessb) Confirm the climate change risks of major sites and business partners in andoutside Japan(For more information about initiatives to achieve carbon neutrality, see P.33

(1) Formulate transaction policy with business partners(2) Formulate action plan directed at compliance with transaction policya) Calculate the CO2 emissions (Scope 1&2)b) Calculate the CO2 emissions (Scope 3)(3) Respond to climate change (mitigation)

Business Activities for Service with Good ProductsManagement that Respects Humanity(1) Establish diversity policy and targets(For more information about YUASA TRADING Group Diversity Policy, see P.43)

(2) Establish human rights policy and other policies(For more information about YUASA TRADING Group Human Rights Policy, see P.44)

(3) Consider conducting in-house education and training program and otherinitiatives; continuously conduct)a) Promote the Eco & Energy Solution Business■Initiatives to achieve carbon neutrality
Implement renewable energy

Reduce purchased electricity and CO2 emissions by consuming
electricity generated by solar power on site with no CO2 emissions

Promote energy-saving(operation and equipment)

Reduce purchased electricity and CO2 emissions by energy-saving,such as making operations improvements and updating to more
efficient equipment (lighting/air conditioning)

Switch to eco-friendly company
vehiclesReduce CO2 emissions by switching to eco-friendly vehicles for sales anddistribution

Fix CO2 by company-owned
forests

Fix CO2 by ongoing management of the Group-owned forests

Purchase renewable energy

Reduce CO2 emissions by purchasing power generated by zerocarbon renewable energy (power with no net CO2 emissions as
offset by non-fossil certificates (credits), etc.)

Utilize emission credits

Offset emissions through CO2 emission credits held by the company

4

Gathering, management, and disclosure of ESG-related data
Gather data related to ESGs and enhance information disclosure(For more information about non-financial data, see P.54)

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

Promoting Sustainability Management

Sustainability Management Promotion System
Along with the Sustainability Declaration, we established theSustainability Promotion Committee in October 2021. This committee,
which is comprised of Directors and Senior Executive Officers andchaired by the Representative Director, will inquire and provide advice
about important sustainability issues to the Board of Directors.
The administrative bureau is the Sustainability Promotion Office,which was established in the Corporate Planning Department. It will
collaborate with each business division, formulate policies, gather andmanage data related to ESG, and conduct improvement activities.

Board of Directors

Sustainability Promotion
Committee(Chair: Representative Director)
Administrative
bureauGovernance Advisory
Committee

Sustainability Promotion Office(inside Corporate Planning Department)

Individual
business
locations

Collaborate

Management
Administration(Chair of the Sustainability Promotion Committee)
YUASA TRADING Group s sustainability promotion
The YUASA TRADING Group believes that it is important to conductbusiness management in such a way that the global environment,
society and the economy can all be sustainable.
Based on the three key aspects of the Sustainability Declaration,
besides aiming to address social issues through our business and help
build a prosperous society, we are also working actively to implement
information disclosure. By using management based on respect forhuman beings to enhance employee motivation and make work more
employee-friendly, we seek to enhance employee engagement andsatisfaction, and be an enterprise where all Group company employees
can grow as individuals with enthusiasm for their work.

Haruo Sanoki
Representative Director,
Senior Managing Director
Supervisory Manager ofManagement Administration

Comment from an expert

P.48

Support promotion

Message from the Officer in Charge of
Sustainability Promotion

Groupcompanies in
Japan

Group
companies
overseas

Unit responsible for sustainability promotion■ Sustainability Promotion Committee meetings: Twice per year
■ Meetings of the unit responsible for sustainability promotion: Once every two months

The YUASA TRADING Group as a whole has been steadily
implementing sustainability initiatives. YUASA TRADING has for many
years now provided large numbers of products and services that help
to address social issues, for example in relation to the environmentand disaster preparedness, and has contributed toward realizing asustainable society. Thanks to the relationships of trust built up overmany years, YUASA TRADING s employees have played an importantrole in fostering the widespread adoption by society of high-quality
products from YUASA TRADING s business partners, which include
Miki Mitsunari
many large corporations, as well as medium-sized companies andDirector, FINEV Inc.
SMEs. I hope that, in the future, by making effective use of theconnections that it has built up as a Shosha trading company, YUASATRADING will continue to enhance its corporate value through its business.

15

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

16

YUASA TRADING Group s Competitiveness and its Resources
A corporate culture thatencourages employees totake on challenges
A corporate culture that encourages
employees to take on challenges,
embodying our corporate philosophy ofEnterprise and Innovation
Develop professional human resources
with enterprise spirit
Develop personnel and organizations that
respect the individuality and human rightsof employees

Strengths
Strategic direction forfurther strengthening
the Group

Growth Strategy

P.23

Management that Respects Humanity
P.41

Networks connecting us toour business partners

Collective strengths of
the Group as a whole

Sales partners: approx. 20,000 companies

Industry-leading business area coverage
Business management based on twin
engines of trade and solution businesses

・YUASA Yamazumi Shareholding Association
members: approx. 3,000 companies
・YUASA Growing Association members:
approx. 250 companies

Suppliers: approx. 6,000 companies

・YUASA TANKYOKAI members:
approx. 500 companies

The biggest network of its kind in theindustry
A very extensive product line-up, with over
5 million individual product items
Creating new value by connecting( TSUNAGU ) products and services withsystems

Business Activities for Service with
Good Products
Relationship with business partners
P.37

Contribution activities through ourbusiness
P.39

Sound financial foundations
and aggressive investment
in growth areas
Net debt to equity ratio: -0.54 times
Basic earnings per share: ¥364. 54

Expand engineering functions
Strengthen trade business foundation(EC functions, logistics functions)
Solutions sales know-how
Group companies skilled in specialty areas

Relationship between Core
Businesses and Growth Strategy
P.11

TSUNAGU Business Model

P.16

Growing Together 2023
(Growth-oriented Investment andCapital Policy)
P.12

Starting Point for
Creation of New ValueYUASA INTEGRATED REPORT

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

17

Data

Core Businesses

Industrial Market Headquarters■ FY2021 Net Sales*■ FY2021 Operating Profit¥74.1billion ¥1.8 billion
Operating profit/Operating
profit to net sales ratio

Net sales*

Operating profit(billions of yen)(billions of yen)

80

2.4

70.4

73.0

74.1

70.1
61.5

60

1.8

1.8

3.0

3.1

1.3

1.2

40

1.1
1.9

0.6

20

0

2.1

Operating profit to net sales ratio (％)

2.3

0FY2017 FY2018 FY2019 FY2020 FY2021

2.5

1.8

Industrial Equipment & Tools Division▶ Business overview of FY2021
Despite the impact of factors such as delivery
delays due to shortages of semiconductor
components, the plant utilization remained
at high levels, mainly in the automobile-related
and semiconductor-related industries, anddemand for cutting tools and measurement
equipment increased. Demand forlogistics-related and other equipment for use
in food-related industries also expanded.
Under these circumstances, we
implemented campaigns through ourGrowing Navi e-commerce site andworked to strengthen logistics functions.
As a result, net sales for FY2021 were¥74,115 million (¥61,520 million in theprevious fiscal year).

FY2017 FY2018 FY2019 FY2020 FY2021*Net sales for FY2021 on p.17–22 (CoreBusinesses) show figures after theapplication of the revenue recognition
standard.

■ Business environment analysis

Strengths○ Product lineup focused on tools, control,and logistics○ Logistics functions○ E-commerce function (Growing Navi)○ Expanding semiconductor market
Opportunities○ Rising investment in labor savings due tofalling birthrate and aging population○ Rising investment in factory business
continuity planning (BCP)▶ Business fields[Main markets]● Manufacturing industry, mainly automobile
manufacturing● Manufacturing industry, including IT,
semiconductor manufacturing equipment,
and consumer information equipment● General machinery manufacturing● Food manufacturing● All other manufacturing industry[Main distribution channels]
Suppliers・Cutting tool
manufacturers,
・Control equipment
manufacturers,
・Logistics equipment
manufacturers,
etc.

Sales partners

YUASA
TRADING・Machine tool
dealers, etc.

Users

・Metal partsand processing
manufacturers
・Automobile partsand processing
manufacturers■ Vision and related initiatives
TOPICSStrengthening logistics functions

In order to provide a one-stop upstream through downstream support in thewarehousing business, we are strengthening our logistics functions.
We are working to reduce logistics costs by using AI algorithms to calculate
optimal vehicle dispatch and minimize travel distance. At our Kanto Logistics
Center, we have also turned one quarter of the total floor space into unmannedtransportation areas and are installing automation equipment for automatedtransport by robots. Furthermore, we connect the needs of suppliers andcustomers by providing pre-delivery logistics processes such as refurbishmentof air conditioning, cleaning, automated valve assembly, chain slinging and otherservices in addition to the storage function.

We use Loogia, an automated vehicle dispatch cloud-based
system, to prepare delivery plans for each driver s area of
responsibility.

YUASA INTEGRATED REPORT

Starting Point for
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TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

18

Data

Core Businesses

Industrial Market Headquarters■ FY2021 Net Sales*■ FY2021 Operating Profit¥102.3billion ¥4.4 billion
Operating profit/Operating
profit to net sales ratio

Net sales*

Operating profit(billions of yen)(billions of yen)

150

6

120

130.6
114.8

122.4

5

102.3
82.7

90

0

4.4
４.5

2

30

0

4.5

4.3

2.5

4.3

Semiconductor-related industries andautomobile-related industries, mainly
batteries and motors for EVs, remained
strong, and orders for machine tools continued
to grow. Overseas, the economic recovery
trend continued, mainly in the U.S. andSoutheast Asia. Under these circumstances,
we focused on sales of Robo Combo, a robot
system using articulated robots developed by
the company, and Bub Power, a microfine
bubble system for coolant equipment. As aresult, net sales for FY2021 were ￥102,258
million (￥82,723 million in the previous
fiscal year).

▶ Business fields[Main markets]● General machinery manufacturing● Manufacturing industry, mainly automobile● Food manufacturing
manufacturing● All other manufacturing industry● Manufacturing industry, including IT, semiconductor
manufacturing equipment, and consumer
information equipment[Main distribution channels]
Suppliers

・Machine tool manufacturers, etc.

YUASA
TRADING

Sales partners

・Machine tool
distributors

FY2017 FY2018 FY2019 FY2020 FY2021■ Business environment analysis○ Japan s leading machine tool sales capabilities
Strengths▶ Business overview of FY2021

3.1

1
FY2017 FY2018 FY2019 FY2020 FY2021

5.3

5.2

4
3

60

Operating profit to net sales ratio (％)

5.9

Machine Tools Division○ Network strengths of business partners○ Engineering capabilities through the Group
companies○ Return of overseas production plants to Japan○ Acceleration of automation due to labor
shortages and rising sales of DX and system
Opportunities
products○ Expanding ultra-precision market due toadvances in IT digital technologies■ Vision and related initiatives
TOPICS

Aluminum chip recycling system forsustainable manufacturing

Our Group company, YUASA NEOTEC, proposed an aluminum chip recycling system asa solution for carbon neutrality. The system reduces greenhouse gas (CO2) emissions
and costs by recycling plant waste.
We will continue to provide not only needs but also seeds (development of
products and services based on our own technology and know-how and new materials
we have developed), as well as proposing original products that match the times as a
trading company.

WEB

https://www.youtube.com/watch?v=KoU-mjhETZI

Aluminum chip recycling system

Users

・Automobile manufacturingindustry,・Construction machinery
manufacturing industry,・Semiconductor and liquid crystal
manufacturing industry,・Aircraft component
manufacturing industry,・Mold manufacturingindustry,etc.

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

19

Data

Core Businesses

Living Environment Market Headquarters Housing, Air & Fluidic Control Systems Division■ FY2021 Net Sales*■ FY2021 Operating Profit¥162.0billion ¥5.6 billion
Operating profit/Operating
profit to net sales ratio

Net sales*

Operating profit(billions of yen)(billions of yen)

180

6

150

144.8

152.1

162.4 158.9 162.0

5

120

4

90

3

60

2

30

1

0

0

FY2017 FY2018 FY2019 FY2020 FY2021

Operating profit to net sales ratio (％)

4.9

5.0

3.4

3.3

5.5

5.4

5.6

3.4

3.4

3.5

Demand for housing equipment remained
firm due to an increase in new housing
starts and strong demand for renovation.
In the renewable energy field, demand
for storage batteries and other peripheral
equipment increased with a view toward
carbon neutrality. At the same time, there
were delays in deliveries of water heaters,
housing fixtures, pumps, and so on due toshortages in the supply of semiconductors
and other related components and activity
restrictions caused by the spread of
COVID-19 in producing countries.
As a result, net sales for FY2021 were¥162,038 million (¥158,970 million in theprevious fiscal year).

FY2017 FY2018 FY2019 FY2020 FY2021■ Business environment analysis○ Diverse product lineup, centered on housing
equipment, pipes, and air conditioning
Strengths▶ Business overview of FY2021○ Capability to propose solutions bydepartments specializing in the environment
and energy savings○Logistics functions○ Expanding renovation market

Opportunities ○ Rising demand for carbon neutrality○ Rising demand in overseas markets▶ Business fields[Main markets]● Piping product dealers,● Factory and plant engineering companies,● Housing equipment stores and equipment
companies,● Property developers, builders, andconstruction companies,
etc.

[Main distribution channels]
Suppliers

・Housing equipment
manufacturers,
・Piping equipment
manufacturers,
・Renewable energy
equipment
manufacturers,
etc.

YUASA
TRADING

Sales partners

Users

・Piping product dealers,・Tool dealers,・Housing equipment stores,
・Specialized solar power
distributors,
etc.

・General contractors,
・Subcontractors,
・Property developers,
・House builders,・Renovators,
etc.

■ Vision and related initiatives
TOPICSYUASA QUOBIS offers engineering functions

Our Group company, YUASA QUOBIS, offers added-value integrated
technologies and services from proposal through to sales, construction,
management, and maintenance. It has expanded its business domains
from the housing complex to the detached housing, building construction,and building equipment, as well as the renovation.
Through its October 2022 merger with TOYO SANGYO, another
YUASA TRADING consolidated subsidiary. YUASA QUOBIS is also working
to strengthen and streamline its construction functions for building
material products. This will boost the business and competitiveness ofthe entire Group in the building materials field in addition to improving
business performance and maximizing corporate value.

Three capabilities supporting engineering functions

Proposal
capabilities

Technical
capabilities

Construction
capabilities

Proposal capabilities enable
processing and developmentof useful intangible andtangible services throughcollection of a variety of thelatest information

Technical capabilities enable
provision of new value
through the fusion of over 60
years of results andexperience with new needs

Construction capabilities
enable response through asystem of collaboration withdiverse companies, acquisitionof ISO, and respect for people
regard for the individualBusiness domains of YUASA QUOBIS

Condominium
complexes

Detached
housing

Plant, building,commercial andpublic facilities

Renovation

Business domain of
TOYO SANGYO+
FencesYUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

20

Data

Core Businesses

Construction Market Headquarters Building Supplies & Exterior Division■ FY2021 Net Sales*■ FY2021 Operating Profit¥48.7billion ¥1.9 billion
Operating profit/Operating
profit to net sales ratio

Net sales*

Operating profit(billions of yen)(billions of yen)

80

2.0

1.7
60

51.7

56.2

58.3

56.6

1.7

1.9

1.8

1.9

1.5

48.7

40

1.0

20

0.5

0

Operating profit to net sales ratio (％)

0

FY2017 FY2018 FY2019 FY2020 FY2021

3.3

4.0
3.0

3.2

3.2

▶ Business overview of FY2021
There was a moderate recovery, mainly inlandscape exterior products and building
hardware products. Investment in public
works such as natural disaster measuresand measures to prevent traffic accidents
remained firm, mainly in the Tokyo metropolitan
area. Under these circumstances, in linewith the Fundamental Plan for National
Resilience, we focused on expanding salesof resilience products, such as bollards(buffer stops) with flood sensors, water stop
plates, and aluminum fencing to replace
concrete walls with a risk of falling down. As
a result, net sales for FY2021 were ¥48,734
million (¥56,624 million in the previous
fiscal year).

▶ Business fields[Main markets]● General contractors and subcontractors (generalcontractors for roads),● Housing manufacturers,● Local building firms,[Main distribution channels]
Suppliers

・Exterior andlandscaping material
manufacturers,
・Housing exteriormaterial
manufacturers,
etc.

YUASA
TRADING

FY2017 FY2018 FY2019 FY2020 FY2021● Civil engineering and construction

companies,● Government officers and local

governments,
etc.

Sales partners

Users

・Exterior material wholesalers,
・Building material wholesalers,・Civil engineering contractors,
・Fencing contractors,
・Building hardware suppliers,
・Road maintenance contractors,
・Online retailers,
etc.

・General contractors
・Subcontractors
・Housing manufacturers
・Local building firms
・Civil engineering andconstruction companies
・Government offices
and local governments
・Vendors(manufacturers)

昨今、コロナ禍の影響もあり人々の生活スタイルは多様化し、楽しみ方も様々になっています。

■ Business environment analysis○ Leading exterior and landscaping materials
sales capabilities in Japan
Strengths○ Ability to propose solutions by departments
specializing in resilience○ Overseas product and material procurement
capabilities○ Demand for updating of social infrastructure

Opportunities ○ Redevelopment projects in major cities○ Rising investment in traffic-related IoT■ Vision and related initiatives
TOPICS

Proposal of new lifestyles

Recently, partly due to the COVID-19 pandemic, lifestyles have diversified,
and the ways people enjoy themselves have also become more varied.
The outdoors, which is receiving renewed attention, is in the midst of amajor boom.
Outdoor living has become the focus even within the outdoor
market we specialize. In addition to domestic products and materials,
the popularity of overseas products has also increased, and there is a
growing demand for outstanding design features. We are responding
to these changing market needs with New Lifestyle as our keyword
leveraging the networks we have cultivated to date.

世間ではアウトドアが再注目され一大ブームとなっています。公共空間においてもベンチ・休憩施設の設置が加速するなど、建材本部が得意とする屋外市場においてもアウトドアリビングに注目が集まるようになってきました。更には国内商材だけでなく海外商品の人気も高く、デザイン性に優れたものを求める声が上がっています。
また、日常シーンではテレワークが加速し、私たちを取り巻く市場はニーズの変化によって多様化しております。
今回の「グランドフェア2022」建材本部エリアでは、ユアサ商事 建材本部のネットワークを活用し、「New Lifestyle」をキーワードにした商材を集め、ゾーン展示をいたしました。
これまでのお取引先様である仕入先・販売先各社様、新規お取引先様、他本部の仕入先様、そして弊社海外建材部による異色のコラボレーション提案をお楽しみください。
関東グランドフェア2022
ユアサ商事株式会社 建材本部

1.アウトドア①今泉テント株式会社 × セイキ販売株式会社
日本膜構造協会一種正会員の今泉テントが提案する確認申請対応、ジオデシック構造が特徴の国産初のドームテント「ジオ アース ドーム」と、割れに強く環境に優しい無垢の人工木材をつくり続けるセイキ販売の「ルポウッド」。
2社による「ドームテント✕ウッドデッキ」のコラボ展示︕✕

Some of the exhibits at
Grand Fair 2022

②日野興業株式会社
グランピング環境をより豊かにする「新型シャワー＆トイレ
ユニット」と、バリアフリートイレ「MP-1」を展示します︕

2.海外商材③協栄ジェネックス株式会社①ユアサ商事株式会社 建材本部 海外建材部

エクステリア商社による「巻いて、たためる」
海外建材部の調達機能を活用した、お取引先様との輸入家具商品事例をご紹介。
ファーリングシェードを中心に、エクステリア商品をご紹介。
日本初入荷ブランドmmcité （エムエム シテ）「manta」にご注目ください。

AERO Sellex × Fukei-Secolo
Made in JAPANのスペイン家具

PUNTO Sentat × YUASA

Manta mmcité × Mizushima
日本初上陸︕チェコ発のデザインストリート家具

POPなカラーが印象的 スペイン発のユニークなクッション②有限会社サン工業

プロが作る本格的なアメリカンフェンスと海外製品（プール、バイオエタノール暖炉、家具等）のご提案。
今夏、埼玉県加須市に自社高級リゾートエクステリア展示場「Sunresort」をオープン。

アメリカンフェンスプロ仕様のフェンスを活用してインダストリアル、アメリカ西海岸風な外構を実現︕
施主様にも大好評︕

3.テレワーク③株式会社稲葉製作所

100人乗っても大丈夫︕のイナバが提案するニュースタイルのオフィス家具。
世界的工業デザイナー奥山清行氏によるTelio、Swinシリーズは必見︕

デジョユプール
世界No.1の実績︕
躯体は100%リサイクル資材
水は循環利用で排水不要

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

21

Data

Core Businesses

Construction Market Headquarters Construction Machines Division■ FY2021 Net Sales*■ FY2021 Operating Profit¥33.5 billion ¥0.8 billion
Operating profit/Operating
profit to net sales ratio

Net sales*

Operating profit

40

33.4

34.4

37.3

36.1

1.0

33.5

30

0.9

0.9

0.9

0.9

2.5

2.6

2.6

0.8
0.6

20

2.8

0.8

2.5

0.4

10

0

Operating profit to net sales ratio (％)(billions of yen)(billions of yen)

0.2
0FY2017 FY2018 FY2019 FY2020 FY2021

FY2017 FY2018 FY2019 FY2020 FY2021■ Business environment analysis○ Network based on rental company
association (YRA)○ Used construction machine sales
Strengths(YUMAC) business○ Pre-shipment inspection function forimported products (Chubu Center)○ Rising demand for redevelopment of
infrastructure to address disasters/disastermitigation
Opportunities○ Adoption of IoT/ICT on construction sites○ Demand for infrastructure in emerging
nations▶ Business overview of FY2021
Demand was sluggish in certain parts due toconstruction delays from a shortage of skilledconstruction workers and revisions to private
capital expenditures. At the same time, civilengineering projects related to public works
such as infrastructure development, disasterrecovery, and disaster prevention/mitigation
work remained firm, and demand for construction machinery from rental companies
and civil engineering products was also firm,
but there were also delays in deliveries forsome construction machinery due to thesemiconductor shortage. Under these circumstances, we strengthened sales, including
expansion of handling of products emphasizing safety measures at construction site. As
a result, net sales for FY2021 were ¥33,528
million (¥36,102 million in the previous fiscal
year).

▶ Business fields[Main markets]● Construction companies and plant● Equipment contractors and event companies● Factories● Construction machine rental companies● Agriculture and forestry[Main distribution channels]
Suppliers

・Construction machine
manufacturers, etc.

YUASA
TRADING

Sales partners

Users・Rental companies
・Sales companies

・Construction
companies,
・Plant and equipment
contractors,
・Event companies,
・Factories,
etc.

■ Vision and related initiatives
TOPICSYUASA MACROS provides
one-stop solutions for events

Our Group company, YUASA MACROS, has leveraged thestrengths of the housing and equipment rental businessto develop an event production business that listens to
the needs and issues of event organizers and proposes
solutions. The company provides a one-stop service
from planning, quotations, and preparation through tooperations on the day for various kinds of events, including
induction ceremonies, sports tournaments, exhibitions,anniversary celebrations, inauguration ceremonies, and avariety of parties and other ceremonies.

YUASA MACROS event businessYUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

22

Core Businesses

Energy Division■ FY2021 Net Sales*■ FY2021 Operating Profit¥18.9 billion ¥ 0.3 billion
Operating profit/Operating
profit to net sales ratio

Net sales*(billions of yen)
30

25.5

Although there was a recovery trend in economic activities despite the impact of the state of emergency declarations in response to the COVID-19
pandemic, the volume of petroleum product shipments continued to decline due to the proliferation of fuel-efficient vehicles and other factors. At thesame time, soaring crude oil prices affected the prices of petroleum products such as gasoline and diesel fuel. Under these circumstances, the gas
station retail business, which operates mainly in the Tokai area, worked to strengthen car care services such as car washing. As a result, net sales for
FY2021 were￥18,888 million (￥15,555 million in the previous fiscal year).

Operating profit(billions of yen)

Operating profit to net sales ratio (％)●Functions of the Energy Division

0.4

23.4

20

20.6

18.9
15.6

0.32

0.3

0.2

0.1

FY2017 FY2018 FY2019 FY2020 FY2021

0

0.32

0.34
0.28
2.2

0.19
1.4

10

0

▶Business overview of FY2021

1.6

Tradingfunctions

1.5

0.7

• Operation of gas stations as an energy solution partner for local regions• Sale of various fuels, including marine fuels, industrial fuels, consumer fuels, petroleum products, and lubricants• Providing car-life support, including operating of designated car inspection facilities, sales of used vehicles, andproviding car coating service

FY2017 FY2018 FY2019 FY2020 FY2021

Other (Consumer Products & Timber)■ FY2021 Net Sales*■ FY2021 Operating Profit¥23.2 billion ¥0.2 billion
Operating profit/Operating
profit to net sales ratio

Net sales*(billions of yen)

20

23.9
20.3

20.7

23.2

●Functions of Consumer Products & Timber Division

0.3

0.27
0.19

0.2

10

0

Operating profit to net sales ratio (％)

0.4

21.1

0.8

0.1

0

FY2017 FY2018 FY2019 FY2020 FY2021

In the Consumer Products Business, seasonal household appliances faced difficult sales conditions from the delay in imports due to the impact oflockdowns in response to the COVID-19 pandemic in producing countries.
In the Timber Business, amid the continuing difficult sales situation due to the prolonged impact of the lumber crisis and rising production costs,
the division focused on sales of domestically produced lumber while also working to develop new suppliers to expand procurement channels.
As a result, net sales of Other for FY2021 were￥23,161 million (￥20,687 million in the previous fiscal year).

Operating profit(billions of yen)

30

▶Business overview of FY2021

0.16
0.8

1.3

0.16

Marketingfunctions• Development, import, and sale of seasonal appliances (fans and kotatsu table heaters) and lifestyle and cooking
appliances for home centers, consumer electronics retailers, and large-scale supermarkets• Collection of user needs and development of original consumer electronics (private brand products) tomatch changes in consumer lifestyles• Operation of online retail site YUASA PRIMUS.com

Tradingfunctions• Import and sale of timber and wood products from around the world, including Europe, North America,
Russia, China, Southeast Asia, and South America• Sale of secondary wood products based on strong relationships of trust with domestic manufacturers

0.7

-0.5
-0.11
FY2017 FY2018 FY2019 FY2020 FY2021

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

23

Growth Strategy

Overseas BusinessConnecting the World and Japan

Brings products and solutions developed in Japan to overseas markets and provides new value.
▶Overview of Growth Strategy▶Positioning of Overseas Business● Concentrates Group business resources on North America,
Southern Asia, and Eastern Asia regions.

In the Overseas Business, major market expansion is expected in the areas of housing and factory construction and infrastructure investment,
particularly in emerging countries.
The YUASA TRADING Group takes advantage of the product procurement capabilities and engineering functions cultivated in Japan and theGroup s overseas network to capture overseas demand and work to improve the living standards of local people.

Net sales¥29.4 billion(FY2021 results)

Progress of Growing Together 2023

¥74.0billion(FY2022 plan)

Plan
Results(billions of yen)
74.0

● Exhibited at METALEX, the largest machine tools andmetalworking technology exhibition in Thailand and theASEAN region● Implemented Thailand project(establishment of mini-YUASA in Thailand with plans tohold Grand Fair in 2025)● Disseminated information to users through social networkin Thailand
Yuasa Engineering Solution Thailand social network
page

TOPICS
36.4
29.4
22.0

FY2019FY2020

FY2021

FY2022

Yuasa-YI, INC., our Group company, exhibited at IMTS2022(the biggest trade fair for manufacturing technology in the U.S.)

Yuasa-YI, INC. exhibited at IMTS2022 (International Manufacturing Technology Show2022), the biggest trade fair for manufacturing technology in the U.S., which was heldfrom September 12 – 17, 2022 in the U.S. Although it was the first time the trade fair
had been held in four years, partly due to the impact of COVID-19, it was a lively eventwith around 86,000 visitors.
Many of the customers at the booth were highly purchase-oriented and broughtwith them work they actually wanted to process or made requests for specificprocessing considerations. Working with various manufacturers, we were able topromote the products on display that met a variety of customer needs, such as state-ofthe-art machinery, automation, and process consolidation. Employees made concerted
efforts to follow up with sales activities, including visits to interested customers after the
trade fair.

500 companies and 775 people visited METALEX.
(March 9 – 12, 2022)

Starting Point for
Creation of New ValueYUASA INTEGRATED REPORT

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

24

Growth Strategy

Robot (AI) & IoT BusinessConnecting Data/Technology and People

Proposes Robot (AI) & IoT solutions with the key concept of automation easily at a low price.
▶Overview of Growth Strategy▶Positioning of Robot (AI) & IoT Business● Aims to grow our entire customer network through proposals
for cutting-edge AI/IoT and robot technology.

Through a large number of projects, the YUASA TRADING Group has put forward proposals for labor saving, streamlining, and environmental
improvement solutions in factories as well as proposals for automated production lines overseas.
Taking advantage of our network as an Integrated Service Shosha Group in addition to our many years of on-site expertise and the AI technology
capabilities of connectome.design inc., the YUASA TRADING Group will continue to solve customer problems with our ability to coordinate thecreation of the future society.

Net sales¥11.6 billion(FY2021 results)¥17.0billion(FY2022 plan)

Plan
Results(billions of yen)
17.0

Progress of Growing Together 2023
● Published our AI solution website that provides one-stop support for every
step in the process of introducing AI● Proposed a broad range of AI solutions at exhibitions, including Grand Fair,
FOOMA JAPAN, ROBOT TECHNOLOGY JAPAN, and AI EXPO
● Expanded sales of the robot system Robo Combo that realizes automation
easily at a low price

WEB

11.6

6.5

TOPICS

7.4

https://ai-yuasa.com/

AI solutions website

AI contaminant inspection device for beverages

In the beverage industry, visually checking for contamination after bottles and othercontainers have been filled with liquids is a demanding task. We have used the AI
technology capabilities of our business alliance partner connectome.design inc. tojointly develop a device that can distinguish between bubbles, foreign matter, andscratches using AI with a machinery manufacturer.
FY2019FY2020

FY2021

FY2022
Contaminant inspection
device for beverages on
display at FOOMA JAPANStarting Point for
Creation of New ValueYUASA INTEGRATED REPORT

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

25

Growth Strategy

Eco & Energy Solution BusinessConnecting the Future and Smart Energy

Provides customers with support for carbon neutrality through one-stop solutions.
▶Overview of Growth Strategy▶Positioning of the Eco & Energy Solution Business● Aims to realize a decarbonized society through renewableenergy for efficient use of energy and ensuring resilient
lifeline infrastructure.

The introduction of renewable energy to realize carbon neutrality and initiatives to reduce CO2 emissions by ensuring energy conservation are now
trends with a direct connection to corporate value. In 2009, we led the industry in rolling out YES-net, an energy management system that enables
current CO2 emissions to be assessed as the first step toward carbon neutrality. We offer a one-stop system for optimal services based on theenvironmental solution know-how we have accumulated to date.

Net sales¥25.0 billion(FY2021 results)¥28.0billion(FY2022 plan)

Plan
Results(billions of yen)

Progress of Growing Together 2023
● Deploy solutions that combine solar power generation, storage batteries, and V2H● Support conversion of factories to 100% renewable energy

TOPICS

Our solutions for achieving carbon neutrality

28.0

Carbon neutrality support video

25.0
21.9

21.3

Step 1 Assess and managing
current CO2 emissions

Step 2 Formulate CO2 emissions
reduction target

Step 3 Prepare and implement
medium- to long-term plan

Assess and manage based on CO2emissions intensity

First formulate reduction targets
for each target fiscal year towardrealization of government target of
46% by 2030

Prepare and implement 3 – 5 years
plan for introduction and updatingin order to achieve and maintaintargets for CO2 emissions reductions

Assess and manage based onenergy flow

YUASA TRADING's proposals
Manage and analyze energy
consumption using YES-net
FY2019FY2020

FY2021

FY2022

Assess current situation withenergy saving diagnosis

YUASA TRADING's proposals
Optimal proposals for costand CO2 emissions reductions
based on assessment of current
situation in Step 1

YUASA TRADING's proposals
Update equipment using subsidies
Install solar power generating
equipment
Offset proposals

Starting Point for
Creation of New ValueYUASA INTEGRATED REPORT

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

26

Growth Strategy

New Distribution BusinessConnecting Information Platforms with Business Partners

Expanding our electronic trading business (Growing Navi) together with business partners.
▶Overview of Growth Strategy▶Positioning of New Distribution Business● Expand the e-commerce business across divisions andenhance the functionality of the Growing Navi site.
(Enhance search functions, deploy B-to-B-to-U, etc.)

The e-commerce business has become more important due to the spread of COVID-19 in addition to the digitalization of business.
YUASA TRADING will utilize Growing Navi for transactions that are possible through e-commerce and promote it as a digital sales tool for an
era of living with COVID-19.

Net sales¥16.1billion(FY2021 results)¥19.0billion(FY2022 plan)

Plan
Results(billions of yen)

Progress of Growing Together 2023
● Increase order amount for Growing Navi
(FY2022 results ¥5.4 billion → FY2023 plan ¥10.0 billion)● Deploy B-to-B-to-U platform that ties together sales partners and users(from April 2021)● Promote provision of products at one-stop-shop through the across divisions New Distribution
Business Division
Growing Navi homepage

19.0
16.1
12.7

TOPICS

13.8

Deployment of Growing Navi B-to-B-to-U

From May 2018, YUASA TRADING has operated a B-to-B site called Growing Navi thatconnected sales partners with the company. From April 2021, we have been operating a B-to-Bto-U system that connects sales partners (B) with users (U).
Sales partners can use the system as their own e-commerce site.

Benefits for sales partners

FY2019FY2020

FY2021

FY2022

・Can be used as digital sales tools in the
COVID-19 and post-COVID era
・Can list inventory and price information
・Simple set up to be usable from the nextday

■Concept of Growing Navi B to B to U
Suppliers (B)Approx.
550 companies
2.5 million
items

YUASA TRADING

Introductory leaflet for Growing Navi B to B to U

Sales partners (B)Users (U)Approx.
2,000
companies

Company A
Company B
Company C…

(Sales partners with IDs)

Growing Navi has been developed as an e-commerce site for sales partners.

Starting Point for
Creation of New ValueYUASA INTEGRATED REPORT

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

27

Growth Strategy

Resilience & Security BusinessConnecting Security Technology and BCP Know-How

Connects security technology and BCP know-how to maintain safety and security while continuing business.
▶Overview of Growth Strategy▶Positioning of the Resilience & Security Business● We promote safe and secure manufacturing, home building,and town building with disaster prevention, disastermitigation, and BCP as our keywords.

Since 2012, we have been working continuously to promote products and services related to disaster prevention, disaster mitigation, and business
continuity that lead to the resilience of social infrastructure. We utilize the know-how we have cultivated to date to combat new social issues such asincreasingly severe natural disasters and COVID-19 with the aim of realizing a safe and secure society.

Net sales¥30.8billion(FY2021 results)

Progress of Growing Together 2023

¥33.0 billion(FY2022 plan)

Plan
Results(billions of yen)

● Made the Resilience & Security Office a company-wide division, further improved
proposal capabilities.
● Eight consecutive years of winning the Japan Resilience Award

P.35● Sold aluminum privacy fence YACHIBEI® used for improving concrete walls(Won Award for Excellence, Japan Resilience Award 2022)● Held the Northern Kanto and Shinetsu Resilience & Security/ESG Fair
(Won Award for Superior Performance, Japan Resilience Award 2022)

P.35

P.38

33.0
30.8
28.3

TOPICS

New flood detection and warning system
KIZUKI MIRAI SIGNAL

We proposed KIZUKI MIRAI SIGNAL flood detection and warning system
for inland flooding and rising rivers in urban areas due to flash torrential
rains. When the base unit, which has a flooding sensor, detects flooding,flood information is displayed. The system protects valuable lives andequipment from flood damage by preventing gridlock due to flooding,through the provision of warnings about flooded underpasses, for example.

20.8■ Location where flooding sensor is installed
During floodingof underpass

During rising river■ Flow during flooding
STEP1
Works instantly
FY2019FY2020

FY2021

FY2022STEP2Disseminates accurate
information

STEP3
Leads to prompt
response

Safety measures atconstruction site

Locations for Installation

Starting Point for
Creation of New ValueYUASA INTEGRATED REPORT

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

28

Growth Strategy

Agriculture Process Business

Creating Next-generation Earning Agriculture

We solve problems for producers and propose next-generation earning agriculture.
▶Overview of Growth Strategy▶Positioning of Agriculture Process Business● Develop and propose robots and machinery that support
smart agriculture● Develop agriculture-related equipment through collaborations
with supplier manufacturers

Positioned as a growth area under the 1st stage (previous Medium-term Management Plan) to address the aging and decrease of the agricultural
workforce, we developed and proposed products to reduce the workload of famers and realize efficient agriculture. Hereforth, we will propose
next-generation earning agriculture as a pillar of our business activities.

Net sales

Progress of Growing Together 2023

¥5.0billion¥1.9billion(FY2021 results)(FY2022 plan)● Propose original rolling machine that can mix feed using raw materials available in Japan● Commence sale of Own Greens, the world s first independent hydroponic system● Delivered over 2,000 UV-B fluorescent lamps to strawberry farmers● Exhibited at Agriculture Week (a comprehensive agriculture and livestock exhibition)
Own Greens independenthydroponic system

Plan
Results(billions of yen)

5.0

1.9

1.9

1.9

FY2019FY2020

FY2021

TOPICSTransportation system for
harvesting work

With a rail attached to the frame of a greenhouse, harvesting
work can be performed while seated in the swing attached to thesystem rail. It is also possible to move horizontally together withthe harvest basket. Watering canalso be performed by suspendinga sprinkler from the system rail.
The system reduces physical strain
due to working for long periods in a
crouching or squatting position andcontributes to greater efficiency andlabor savings in harvesting work.

FY2022Contributing to greater work efficiency and labor savings with a hanger rail and pulleyStarting Point for
Creation of New ValueYUASA INTEGRATED REPORT

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

29

Growth Strategy

Long-term Care & Medical BusinessConnects Next-generation Long-term Care and Medical Services

Proposes both hard and soft solutions for comfortable living in an aging society.
▶Overview of Growth Strategy▶Positioning of Long-term Care & Medical Business● We combine the collective strength of the Group toprovide support for improving long-term care and medical
facilities.

We will provide support for improving long-term care and medical facilities to solve social issues such as the aging society, labor shortages, anddisruption to medical facilities due to infectious diseases.
We not only offer sales of sterilization and sanitation products to combat infectious diseases and equipment and machinery for facilities, suchas power assist suits and long-term care and rehabilitation equipment, but also combine the collective strength of the YUASA TRADING Group to
propose infection control houses and other solutions.

Net sales¥6.8 billion(FY2021 results)¥8.0billion(FY2022 plan)

Plan
Results(billions of yen)

Progress of Growing Together 2023
● Project to install remote pre-fabricated ICU wards for developing countries● Propose infection control house for medical facilities and mass vaccination sites● Promote measures to combat infectious diseases for long-term care and medical
facilities that utilize subsidies

Ozone generator. Deodorizes
and removes viruses by generating low concentration ozone
with no impact on the humanbody (OHNIT CO., LTD.)

8.0
6.8

6.8

5.2

TOPICS

FY2019FY2020

FY2021

FY2022

Implementation of project to install remote pre-fabricated
ICU wards

We have been working with Japan International Cooperation Agency (JICA)
on a project to install remote pre-fabricated ICU wards.
Under the project, wards for patients with severe COVID-19 indeveloping countries are pre-fabricated and intensive care is provided
from Japan using a remote ICU system. Our Group company, FUJI QUALITY
HOUSE provided support with delivery of the pre-fabricated hospital wards
and air conditioning equipment, and we will extend the project to otherdeveloping countries after installation and handover in Kenya and Palaufrom June 2022 onward.

RemotePre-fabricated ICU
ward (Kenya)

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Data

Growth Strategy

Sharing Business

Food Equipment Business▶Positioning of Sharing Business▶Positioning of Food Equipment BusinessIn the future, there is expected to be a shift from ownership to sharing in various sectors due to an
expansion in the approach to consumption that calls for a broad range of benefits, including for the
global environment and social contribution.
We offer a wide-ranging product lineup aligned with market needs for construction sites, various
events, and the rental business.

We promote total proposals for the optimal facilities and equipment in the supply chain with food safety
as the keyword, rather than selling actual food products.
We will apply know-how cultivated by the specialist team that currently handles food equipment inJapan and overseas to realize safe, low food loss, high productivity smart factories.

▶Overview of Growth Strategy▶Overview of Growth Strategy
Plan
Results(billions of yen)

● Fields under consideration for the Sharing Business・Factory equipment, industrial equipment, robots

5.0

・Various logistics center functions
・Trunk rooms utilizing empty space・Service and maintenance field● Create sharing platform● Promote total proposals to realize smart food factories● Strengthen sales of food equipment/factory logistics equipment● Propose testing equipment that prevents the mixing of outside substances(improve food safety)● Support introduction of HACCP to improve food safety and ensure quality
management● Propose environment improvements (air conditioning, air purification,lighting, etc.)

Net sales

8.0

Net sales¥1.7billion¥5.0billion(FY2021 results)(FY2022 plan)

1.5

FY20201.7

FY2021● Provided temporary toilets for event venues● Formed partnership with rental company to start e-commerce rental business for other industries

Launch of Kariru Net online industrial andlifestyle rental business

E-commerce rental service that enables rentals using
electronic payments
WEB
https://www.karirunet.com/

3.5¥3.5billion¥8.0billion

2.7(FY2021 results)(FY2022 plan)

FY2020

FY2021

FY2022

Progress of Growing Together 2023

TOPICS

Plan
Results(billions of yen)

Progress of Growing Together 2023
● Developed original rewritable laser system● Proposed equipment for picking up food ingredients● Proposed testing equipment that prevents the mixing of outside substances

TOPICS

Equipment for picking up foodingredients utilizing haptic
technology under development

We have been promoting development to incorporate
haptic technology which adjusts the degree of force inaccordance with the object.

Picking up chopped green onions

FY2022

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Data

31

Promotion of Digital Transformation (DX)
Aiming to become a digital trading company with Integrated Product-Service through DX promotion,
we plan to shape our know-how and experience into data as much as possible, as well as collating general market data and the information obtained from our network of current
suppliers and sales partners. By analyzing this data, we can link it to new services and proprietary product development that solves social issues, to realize the shift from Single
Item Business to Integrated Product-Service.

Positioning of Our DX Strategy

Establishment of the DX Promotion Department

To help realize the YUASA VISION 360 and achieve the goals of the Growing Together
2023 plan, we have formulated a DX strategy to support our core businesses, growthstrategy and management foundations.

To facilitate the formulation of the DX promotion strategy and the operation of a systemfor effective accumulation and utilization of data, in April 2022 we established a new DX
Promotion Department composed of experienced sales personnel with IT know-how andpersonnel with system establishment experience.

■ DX Strategy

DX StrategyCorebusinesses● Utilize digital technologies to make sales
processes and operational processes
more efficient● Utilize data to add new sales functions

Growthstrategy● Use data as the basis for overhauling ourexisting businesses and to support thebuilding of new business models

Managementfoundations● Ensure that data can be shared in realtime, to support accelerated decisionmaking● Strengthen communication withbusiness partners● Implement training and other humantalent cultivation programs to cultivate
DX talent, while also utilizing practicalexperience (trial and error)● Make ESG-related data collection flow
more efficient

Growing Together
2023(Medium-termManagement Plan)■ DX Promotion Structure
President & CEO

Realizationof the YUASAVISION 360

Promotion support
DX promotion team members(selected from all over Japan)

4.0 billion + ¥8.0 billion = ¥12.0 billion
FY2020 – FY2022

Management Administration
DX Promotion Department

IT Digital Investments¥

Executive Officer in charge of DX promotion

FY2023 – FY2025

FY2020 – FY2025

All Group company employees

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Data

Promotion of Digital Transformation (DX)To realize the transformation from Single Item Business to Integrated Product-Service, we have begun the process of data collection and collation with the aim of using
accumulated data collected from a variety of customer touchpoints to analyze customers sentiments and behavior, so that we can build a new business model from acustomer-focused perspective.

Promotion Implemented in Phases – Offensive, Intermediate, and Defensive▶ We are promoting DX in the YUASA TRADING Group in three phases: Offensive, Intermediate, and Defensive

Offensive DX

Promoting businesses that makeeffective use of data and digitaltechnology❶ Implementing data-based marketing, and aiming to formulate a strategy for effective utilization of digital technology❷ Transforming to a new business model based on the YUASA TRADING Group original solutions (Integrated Product-Service)

Intermediate DX

Building a common infrastructure
to allow the effective utilization ofdata throughout the YUASA TRADINGGroup❶ Aiming to use effective data utilization to enhance the Groupʼs management efficiency and realize more speedy
management decision-making

Defensive DX

Promoting operational improvements and enhanced efficiency❶ Aiming to overhaul our core businesses and use digital tools to realize operational improvements and enhanced
efficiency❷ Promoting the digitalization of analog operations, and aiming to achieve the efficient accumulation of data
❸ Working to train and cultivate human talent capable of using data effectively

Promote Business Originated in Data
▶ Adoption of the SFA sales
support system to improve ourability to respond to business
partners needs
With the adoption of an SFA systemstarting from 2020, we are aiming toenhance customer satisfaction throughthe sharing of data accumulated
through day-to-day sales activities.

▶ Enhancing our ability to offer
proposals at the Grand Fair
By converting information relating tovisitors to the Grand Fair event into
digital data, we are able to strengthen
follow-up after the event.

MarketMarket status /overseas trends

Users

YUASA TRADING GroupYUASAYamazumi
Shareholding
Association

Operational data /electricity
consumption
volumeCore systems

Customer profile /inventory
information

Business partner
information

Exchange rate
fluctuations

User map

Ancillary systems

Inquiries, consultations
and lost orders

Estimates

Sales knowhow based
proposals and pricing

Exhibition visitors

Decision workflow

Compliance checks

OrdersExpert technician
information

Order receipt and sales history
Inventory Order placement and purchasing

Receivables and payables

HR data

Collaboration
Competition trends

Collection

Collaboration

DataLake
Collaboration

Electronic transactions / e-commerce
Delivery data

(information gathered
during distribution)

Product information(environmental
performance)

Analogdata(Paper media,
voice, etc.)

Preferences /population trends
Site progress(image)Anticipatedrenovation andrelocation

Master data

YUASA
TANKYOKAI

manufacturers

Delivery data

(information gathered
during distribution)

Growing Navi EC (access log)

New productinformation

Data creation
Collection

Ordering
information

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Data

TSUNAGU – Connecting to the Future

Harmony with the Global Environment

Initiatives to achieve carbon neutrality (climate change mitigation strategies)

Besides promoting carbon neutrality for the YUASA TRADING Group, we will also utilize the environmental solution know-howthat we have accumulated over the years to contribute toward the realization of the post-carbon society.
▶Medium- and long-term environmental objectives▶Initiative to monitor the energy usage of YUASA TRADING and of our business partners (YES-net)

The YUASA TRADING Group recognizes that the need to respond toclimate change is a pressing issue. In October 2021, we formulateda Sustainability Declaration, and we are aiming to make the Group
as a whole carbon-neutral by FY2030. To work toward our goalof achieving carbon neutrality, besides making the CO2 emissionsof the entire Group visualizable from 2022 onwards, we are also
implementing CO2 reduction potential diagnostics with surveys of air
conditioning and lighting facilities at each business site. Henceforth,in addition to reducing the amount of electricity purchased, throughmeasures such as operations improvements and updating to more
efficient equipment, we will also be considering the adoption ofrenewable energy. We will be steadily replacing company vehicles
that consume substantial amounts of gasoline with more eco-friendly
vehicles.
In addition, in March 2022, we announced our support for the
TCFD, and we are promoting disclosure of climate change related
information.

In 2009, YUASA TRADING led the industry
in the adoption of an integrated energy
management system, YES-net, which has
helped our business partners to enhancetheir environmental performance andsupported the visualization and reductionof companies CO2 emissions. We view the
global trend toward carbon neutrality as
a business opportunity for the Group, andwe will be promoting this business area
further in the future.
To realize the calculation of CO2
emissions within the Group, we are using
YES-net to calculate energy usage at all of
the Group s business sites (a combined
total of 192 sites, both domestic andoverseas).

■ Usage within YUASA TRADING GroupThe Group’s business sites (domestic and overseas)

Sustainability Promotion Oﬃce
● Data management function

Each business site

Portal services● Data output function● Data analysis function

Paper documents,
electronic data, etc.

Data input can be completed
in around ﬁve minutes permonth for each business site

Manualdata inputInternet

Maintenance of shared data,such as electric powercompanies’CO2 emissions
coeﬃcients and the various
conversion coeﬃcients, etc.,
is handled by YES-net.

● Energy usage visualization● Submission of reports andnotiﬁcations● Rollout of energy-saving

activities● Updating to more

eﬃcient equipment■ Pursuing carbon neutrality across the entire YUASA TRADING GroupCO2emissions(2,688 tons)

CO2
Reducing
emissions2(2,688CO
tons)

emissionsto net zero

2021

Reducing
CO2*Making CO2 emissions visualizableemissions(2,892 t-CO2 in FY2021)
to net zero(the figure for t-CO2 is for YUASA TRADING
CO., LTD. only)

2030 (FY)

2021

2030

■ Striving to reduce the burden on the environment throughout theentire supply chain
Supply chain
Suppliers

Supply chain

SuppliersGroup
YUASA TRADING GroupYUASA TRADING
Sales partners

What is YES-net?
Carbon neutrality can be achieved throughthe visualization of CO2 emissions.
YES-net is a system that efficiently
collects, collates and manages energy
usage data for the company as a whole toenable visualization of CO2 emissions.

Easy input
The only data that needs to be
inputted is the usage figure given on
the monthly bill (taking around fiveminutes per month to complete).

Low fees
Two payment plans are available.
Monthly usage charge:
Starting from 1,000 yen per site

Sales partners

Inputting ofdata from eachbusiness site

YES-netYES-netA convenient system
Raw
Production
FuelElectricity
Product ProductRaw consumption
Production use
Fuel use Electricity
materials
disposalmaterials
consumption use
procurement

procurement

Productuse

Product
disposalCompany-wide CO2 emissions can bedisplayed in tabular or graphic form toview at a glance.

YES-net provides support formonitoring CO2 emissions

Starting Point for
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TSUNAGU – Connecting to the Future

Harmony with the Global Environment

Initiatives to achieve carbon neutrality (climate change mitigation strategies)▶Participating in the City-to-City Collaboration for
Zero Carbon Society programme▶Forests × Decarbonization Challenge 2022
(YUASA LUMBER)

The YUASA TRADING Group has been striving to improve the global
environment by conducting initiatives that utilize the Joint Crediting
Mechanism (JCM, a bilateral carbon credit system), which contributes
to the reduction of greenhouse gases in developing countries.
We have been participating in the City-to-City Collaboration
for Zero Carbon Society programme which Japan s Ministry of theEnvironment developed, in order to further strengthen our overseas
infrastructure presence through the JCM.
In FY2021, we took part in an online workshop with Ho Chi
Minh City, and gave a talk about our initiatives in relation to the JCM
system. Hereforth, we will be contributing toward helping developing
countries to balance economic growth with environmental protection
through the provision of support for JCM project formation.

Our Group company, YUASA LUMBER CO., LTD., has been
conducting tree thinning and planting activities in a total of 102.26
hectares of forest in three areas that it owns in Hokkaido. In theForestry Agency s Forests × Decarbonization Challenge 2022
initiative, YUASA LUMBER has been recognized as a Green Partner
2022 that has contributed toward decarbonization through its
forest improvement activities. The amount of CO2 absorbed by theforests that YUASA LUMBER conducted improvement work on overthe period between 2020 to 2021 was 22 t-CO2 per year.
Henceforth, YUASA LUMBER will be contributing toward theindustrial revitalization of the local community by promoting theutilization of timber obtained through thinning, and through forestry
education* activities and workshops for educational institutions.

*Forestry education■ Overview of JCM
Diffusion of advanced
decarbonizing technologies,
etc., and implementation of
mitigation actions

Japan

Operation and managementby the Joint Credit
Committee which consists ofrepresentatives from both sides
Credits are used toachieve Japan s emission
reductions target

CreditJCM

JCM

Partner countries▶Promoting wooden construction
The YUASA TRADING Group is promoting medium- and large-scale
wooden construction through the adoption of the Ichu Wood Frame
Structure, a new wooden construction technique, and by strengthening
coordination with YUASA LUMBER, a Group company.
Japan is a heavily forested country, with forested land accounting
for around two-thirds of the country s land area. The trend toward
the adoption of wooden structures and wooden interior decoration
has received highly positive evaluation, as aiming to foster the effective
utilization of timber and realize forest resource circulation can help
to combat global warming, safeguard national land resources, andinvigorate the local economy.
Having started with the construction of a hospital using the
Ichu Wood Frame Structure technique, going forward we willcontribute toward the building of a post-carbon society and asustainable society through the adoption of wooden structures andwooden interior decoration.
■ Adoption of wooden structures and wooden interior decoration

The term forestry education is used to refer to activities aimed at cultivating
citizens who will contribute toward strengthening ties with forestry, creating
enriched lifestyles, developing society, and developing forests.

Hospital built using
the Ichu Wood
Frame Structuretechnique

JCM projectMeasurement/
Reporting/
Verification
GHG emission reductions/Removals■ Workshop in progress

The Green Partner 2022
designation that YUASALUMBER received

Content of the lecture given
by YUASA TRADINGThe venue in Ho Chi Minh City

The company-owned forest in Hokkaidothat tree thinning was conducted for forest
restoration

Use of wood for interior decoration

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Data

TSUNAGU – Connecting to the Future

Harmony with the Global Environment

Initiatives aimed at realizing a resilient society

In response to the increasing severity of natural disasters, we are promoting the development of our Resilience & Security business,aiming to contribute toward the building of communities and societies characterized by safety and security.
▶Eight consecutive years of winning the Japan Resilience Award▶An aluminum privacy fence, YACHIBEI®, used for improving concrete walls

The Japan Resilience Awards are a system of discovering, assessing, and awarding
forward-thinking initiatives across Japan for the construction of a resilient society forthe next generation. The Awards were established by the Association for Resilience
Japan in November 2014.
In FY2022, the YUASA TRADING Group received a total of two awards, including
one award for excellence and one award for superior performance.
Henceforth, in order to respond to diverse needs relating to national resilience, wewill be focusing on initiatives that effectively utilize our extensive networks, and on
the development, sale and dissemination of related products and systems.

YUASA TRADING worked together with Inahachi Co., Ltd. and Kankyo Exterior Co., Ltd. to develop YACHIBEI®,
an aluminum privacy fence system. Customers can use the existing pillars of concrete fencing and replace
the heavy concrete panels with the light aluminum panels of YACHIBEI® in order to reduce costs, cut
construction times, and limit industrial waste emissions.
Large numbers of pre-cast reinforced concrete fences were constructed in Japan from the 1950s
through into the 1970s, and they are still a common sight. However, as these fences have grown older anddeteriorated, the risk of them collapsing in the event of an earthquake has grown. Unfortunately, rebuilding
or repairing this type of fencing can be very expensive, so many of them have been left in a dangerous
condition. YACHIBEI® uses the existing foundations and pillars of concrete fencing, thereby reducing costs,
cutting construction times, and limiting industrial waste emissions. In addition, the use of lightweight
aluminum panels significantly reduces the risk of injury in the event of collapse. YACHIBEI® also allows more
flexibility in terms of design, so fencing can be modified to suit the appearance of the particular street orsite where the fencing is installed. YACHIBEI® fencing is already in use at 18 facilities, including locations
belonging to a major gas company, temples and shrines, etc. The widespread adoption of this product willcontribute toward urban development that is characterized by greater safety and security.

■ YUASA TRADING s performance in the Japan Resilience Awards to date
1st Japan Resilience Awards:
Gold Medal for National Resilience Communication Activities in the Fields of Industry and Daily Life
2nd Japan Resilience Awards:
Chairman s Award for Initiatives Aimed at Building Resilient Distribution Platform Infrastructure
3rd Japan Resilience Awards:
Award for Excellence for Development of the Tourist Terminal Togendai Station in Hakone as a Resilient Station
4th Japan Resilience Awards:
Outstanding Resilience Award for Development and Dissemination of the City Connect Light Station(in collaboration with KIKUKAWA KOGYO CO., LTD. and PIJIN Co., Ltd.)
5th Japan Resilience Awards:
Award for Excellence for Mirainnovation Project (in collaboration with seven other companies)
6th Japan Resilience Awards:
Award for Superior Performance for Development and Dissemination of a Disaster-preparedness Electricity Storing
Warehouse that Combines a Disaster-resistant Warehouse with a Solar PowerElectricity Storage System (in collaboration with INABA SEISAKUSHO Co., Ltd. and
San-Eisha Ltd.)
7th Japan Resilience Awards:
Outstanding Excellence Award for ElepHunter Sanitation Robot
Outstanding Excellence Award for Infection Reduction House (FUJI QUALITY HOUSE CO., LTD.)Award for Excellence for Bollard with Flooding Sensor (in collaboration with SUNPOLE CO., LTD. and OYO Corporation)Award for Excellence for ITENE Reservation Management System for All Construction Types (YUASA QUOBIS Co., Ltd.
and DandoLi Works)
8th Japan Resilience Awards:
Award for Excellence for YACHIBEI® (in collaboration with Inahachi Co., Ltd. and Kankyo Exterior Co., Ltd.)Award for Superior Performance for Resilience, Security and ESG Initiatives Making Effective Use of the Company s Own
Original Exhibition Events

BeforeAfter■ Advantages of YACHIBEI®
●●●

Mitigate the damage caused by collapsing due to earthquakes
through the use of lightweight aluminum panels
By reusing the existing pillars and foundations:(1) Reduce reinforcement costs (reducing costs by approx.
35% compared to conventional repair methods)(2) Shorten construction time(3) Environmentally-friendly product that reduces
emissions of industrial waste
Improves design flexibility with pillar covers and top rails

Reduce weight by
Reducereinforcement
costs
Shortenconstruction
time

Reduce theburden on theenvironment

approx.

85%*Compared toconventional
concrete panels

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Data

TSUNAGU – Connecting to the Future

Harmony with the Global Environment

Initiatives related to climate change (TCFD-based information disclosure)

Climate change is an issue of great importance that must be addressed on a global scale. Having decided to set ourselves the goal of making the YUASA TRADING Group
as a whole carbon neutral by FY2030, in March 2022 we expressed our support for the recommendations of the TCFD. Our initiatives in this area to date are outlined below.
Henceforth, we will continue to expand our information disclosure in this regard.
▶Governance▶Risk management

Viewing risks, opportunities and impacts relating to climate change as important matters to do with businessstrategy and sustainability, the Board of Directors deliberates on these matters and decides on related strategies,
etc. In October 2021, we established a new Sustainability Promotion Committee (see P.15 and P.48 ), whichmeets regularly for the members̶including directors and executive officers̶to discuss relevant matters.
To implement monitoring of climate change related indicators, as well as target management andvarious types of risk management, personnel in charge of sustainability promotion has been appointed at eachbusiness site, and we are undertaking management in this area on a Group-wide basis.

YUASA TRADING s businesses are mainly built on transactions with large companies, larger medium-sizedcompanies and SMEs across a wide range of industries in Japan. We are thus exposed to a wide variety of risks inrelation to climate change, including regulatory and policy changes, changing customer needs, and the changing
economic and social environment.
Regarding the response to the risks that relate to our businesses, each division undertakes an assessment ofchanges in relevant regulations and in the market environment, and responds appropriately. In addition, in orderto implement risk management for the supply chain as a whole, we have formulated a transaction policy, and weare spreading awareness of this strategy both inside and outside the company.
As regards physical risk relating to climate change, we have performed surveys of flooding and landslide
risk for each business site in Japan (a total of around 150 sites). In the case of sites located in areas where thereis particularly high risk, we are proceeding with risk management to reconfirm that these sites are effectively
integrated into the Group s business continuity planning (BCP).
Henceforth, we will be confirming the climate change related risk for each business site, both domestic
and overseas, and for our key suppliers, and we will be implementing integrated management of this risk inconjunction with our internal risk response measures, etc.

▶Strategy
As an Integrated Service Shosha Group focused on the four key areas of manufacturing, home building,environment building and town building, we handle a diverse range of products and services, and as a result
the impacts of climate change and the related changes in the business environment present us with both risks
and opportunities. With regard to those businesses and fields that will be affected, besides making appropriatechanges and implementing risk management, we are also working proactively to exploit business opportunities
during the transition period that arise from changes in government policies, regulations and the market
environment, with the aim of realizing sustainable growth.
Regarding our businesses, so that we can contribute toward emissions reductions by society as a whole, it
is important for us to reduce emissions during the manufacturing and use of the products and services that we
handle. In addition to providing support to help our suppliers introduce renewable energy at their manufacturing
facilities, etc., in order to reduce emissions deriving from product use by our sales partners and their customers.
we are expanding the range of energy-saving products and products for post-carbon society that we handle.
We are also continuing to promote the growth of our Resilience business, in response to the increasing
severity of natural disasters, and to the physical risks associated with climate change.
To achieve our goal of bringing CO2 emissions for the Group as a whole down to net zero by FY2030, weare combining the adoption of renewable energy (from solar power) with a switch to more efficient equipment
and the purchase of electricity generated using renewable energy.
Name of division / business▶Indicators and targets
Besides aiming to make the YUASA TRADING Group as a whole carbon neutral by FY2030, we will also be striving
to reduce the environmental burden throughout the supply chain.
Starting from FY2021, we have been calculating emissions for each Group company, both domestic andoverseas, and we have begun implementing various measures aimed at reducing emissions. Furthermore, inorder to drive a reduction in overall emissions in the entire supply chain through our business, we have also begun
to calculate the emissions associated with manufacturing the products that we handle.
■ YUASA TRADING Group s emissions (FY2021)
Scope1Main products and services that can contribute toward saving energy and reducing emissions

Industrial Equipment & Tools

Compressors, motors, electric cylinders, etc.

Machine Tools

Various types of energy-saving machine tools, etc.

Housing, Air & Fluidic Control Systems

High-performance air-conditioning equipment, photovoltaic systems, storage batteries, etc.

Building Supplies & Exterior

LED lighting, roof greenification, etc.

Construction Machines

Compressors, motors, etc.

Eco & Energy

Support for renewable energy adoption, software sales, etc.

Resilience & Security

Flooding detection transmission systems, warehouses with emergency power supply, etc.

YUASA TRADING CO., LTD. (non-consolidated)
Domestic and overseas Group companies

Scope2

Approx. 2,900 t-CO2
Under calculation

Scope3

Under calculation

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TSUNAGU – Connecting to the Future

Business Activities for Service with Good Products

Relationship with business partners

By maintaining a strong relationship with sales partners and suppliers, we realize fair, true and transparent transactions.

▶Integrated business model▶YUASA TANKYOKAI

We promote our Core businesses and Growth businesses throughan integrated network connecting our sales partner group called the
YUASA Yamazumi Shareholding Association, a supplier groupcalled the YUASA TANKYOKAI, and the YUASA TRADING Group.

The YUASA TANKYOKAI is a supplier group that was founded in 1977, with approximately 500 member companies throughout Japan. Throughthe YUASA Tankyo Shareholding Association, YUASA TRADING receives various forms of support from the group and its members, not only as
business partners but also as shareholders.

▶YUASA Yamazumi Shareholding Association
Sales partner network

YUASA TANKYOKAIYUASA Yamazumi
Shareholding Association

500 companies

3,000 companies

Supplier network
Approx.

Approx.

Suppliers
Approx.

20,0006,000

More suppliers thanany other company inthe industry▶YUASA Growing Association

Sales partners
Approx.

companies

companies

YUASA TRADING GroupThe YUASA Yamazumi Shareholding Association is a sales partner group founded in 1969, which has around 3,000 member companies.
Through the East YUASA Yamazumi Shareholding Association and the West YUASA Yamazumi Shareholding Association, YUASA TRADING
receives various forms of support from the group and its members, not only as business partners but also as shareholders. The group holds
activities such as study sessions, seminars and site visits, tailored to current needs, and works together with YUASA TRADING to expand sales.

The YUASA Growing Association is a sales partner group founded in 2020, with around 250 member companies throughout Japan, with a focus
on next-generation executives. The group works together with YUASA TRADING on the cultivation of next-generation managers, throughactivities such as a range of training programs and events for the exchange of information among members from different industries.

Extensive sales network
covering Japan andoverseas markets■ YUASA TRADING Group Transaction Policy

1. Compliance with relevant laws and regulations, andfair, equitable transactions▶Formulation of the transaction policy
Based on the mindset of service with good products that has been passed down from the founding of theGroup, we conduct fair, honest, and reliable commercial transactions.
We have formulated the YUASA TRADING Group Transaction Policy to promotemanagement that emphasizes sustainability, including the maintenance of harmony with theglobal environment, together with our various stakeholders.
Transaction Policy

6. Relationship with the local
community and with theinternational community

2. Respect for human rights and improvement of theworking environment

7. Internal reporting system

3. Environmental protection

8. Business continuity strategy

4. Ensuring the quality and safety of products andservices

9. Regular confirmation andinformation management

5. Preventing the leaking of confidential information,
realizing effective data management, andprotecting intellectual property rights

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Business Activities for Service with Good Products

Relationship with business partners▶Activity content (holding of the annual meeting,and implementation of training activities)▶Publication of the Machinery and Housing
in-house magazine

Annual meeting of the headquarters of the YUASATANKYOKAI

Machinery and Housing is an in-house magazine, of which thetarget readership is the managers of YUASA Yamazumi Shareholding
Association and YUASA TANKYOKAI member companies. Contents
include special reports on topics of current interest, as well as original
information provided by YUASA TRADING which it is felt will be
useful for these companies businesses.
The first issue of Machinery and Housing was published in 1969,
with the aim of disseminating information to members of the YUASA
Yamazumi Shareholding Association. The magazine is now published
on a quarterly basis; the most recent issue, Volume 44 (No. 350), waspublished in May 2022. Henceforth, we will continue to disseminate
information to our business partners and to strengthen our network ofsales partners and suppliers.

The annual meeting of the headquarters of the YUASA TANKYOKAI,a group composed of suppliers, is held in May each year. Besides
reports on YUASA TRADING s performance and explanations of its
policies, there are also lectures given by external experts on topics of
current importance.

■ The front cover design from the early days of publication, andthe current front cover design▶Exhibitions with business partners■ TSUNAGU Grand Fair
The Grand Fair is an exhibition that is organized by the YUASA Yamazumi
Shareholding Association (YUASA TRADING s sales partner group) andco-sponsored by the YUASA TANKYOKAI (YUASA TRADING s suppliergroup), with support from YUASA TRADING. It was held for the first timein 1978. Although the nationwide events have been put on hold for a few
years in order to help combat the COVID-19 pandemic, regional events
have continued to be held every year in five regions: Kanto, Kansai,
Chubu, Tohoku and Kyushu.
At the Grand Fair, we showcase the latest products, technologies
and information, with a focus on practical demonstrations of actual
products. We also propose products that can help to solve social issues
by making effective use of integrated capabilities.
Information about visitors to the Grand Fair is converted into digital
data, which helps us to strengthen post-show follow-up service.

YUASA Growing Association

The YUASA Growing Association holds training events in eightlocations throughout Japan.

The front cover design fromthe early days of publication

The current front cover design
The magazine includes
special reports on
topics related to current
market needs.

Page presenting information aboutsubsidies and grants■ Resilience & Security Fair
In December 2021, we held the Kita-Kanto and Shin etsu
Resilience & Security ESG Fair, an exhibition focused on resilienceand security, and on environmental measures, in collaboration
with the Kita-Kanto YUASA Yamazumi Association, the Nagano
YUASA Yamazumi Association, and the Niigata YUASA Yamazumi
Association, which are all oursales partner groups.

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

39

Data

TSUNAGU – Connecting to the Future

Business Activities for Service with Good Products

Contribution activities through our business

By effectively utilizing the Groupʼs combined capabilities and our network of business partners, we are contributing toward solving a wide range of social issues.

▶ TSUNAGU value creation
The YUASA TRADING Group is taking on the challenge of realizing TSUNAGU value creation to help solve social issues in various fields, including manufacturing, home building, environment building and town building. An
example of these initiatives is outlined below.

Processing environment
solutions Bub Power
P.40(see P.40 )Labor-saving in manufacturing
sites

Disaster prevention andmitigation

We have developed a system thatrealizes optimization of equipment andtools by giving processing fluids andcleaning agents a longer lifespan, andby improving processing conditions andefficiency.

YACHIBEI® P.35
(see

P.35

)

Developed by YUASA TRADING in
collaboration with a supplier and a sales
partner, YACHIBEI® allows dangerous
concrete walls to be replaced with aluminum
fencing, which can be used safely and withpeace of mind.

TSUNAGU BCP Package

We have developed the new TSUNAGU
BCP Package water expulsion system as acountermeasure for unexpected rainstorms,
which have become increasingly frequent inrecent years in Japan.
By providing a comprehensive package that
includes everything from water level detection
through to generator activation and automatedwater expulsion, we can protect precious lives,
facilities and equipment from flood damage
resulting from increasingly frequent typhoons
and unexpected rainstorms.

Robo Combo

Developed jointly with the YUASATRADING Group companies, our Robo
Combo automation system makes it
possible to implement automation easily
in the locations (or processes) where it iswanted at a reasonable price.

Making construction inspection operations more efficient
ITENE

Rewritable Laser System

We have developed an original printing
device for printing reusable shipping
cartons, for use in laser printer + system
integrator applications.
This device uses laser light to print
and remove shipping information text
and barcodes from reusable shipping
cartons such as plastic containers using
a non-contact method.

Healthcare support for developing nations
Remote ICU prefabricatedhospital buildingP.29
installation
business (see P.29 )The YUASA TRADING Group provides
a total solution that includes hospitalbuilding design and prefabricatedbuilding construction, as well asassembly of machinery such as air
conditioning equipment.

ITENE was developed through collaboration with
an apartment building management company and asystem vendor.
It provides a reservation management system for
multi-unit housing.

Enhancing the efficiency of logistics facilities
Yuasa LDX Team ProjectWorking together with six other companies, weestablished a joint project team, which has delivered asolution for optimizing every aspect of logistics.

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

40

TSUNAGU – Connecting to the Future

Business Activities for Service with Good Products

Contribution activities through our business▶Processing environment solution – Bub Power
What is a processing environment solution?

While the machinery and tools used in processing procedures inmanufacturing are constantly evolving, it is difficult to improve theoverall processing environment through the adoption of individual
technologies, and this has become an obstacle to enhancing
productivity. YUASA TRADING, which is able to link together awide range of technologies, has developed a system that realizes
optimization of equipment and tools by giving processing fluids
and cleaning agents a longer lifespan, and by improving processing
conditions and efficiency. Taking Bub Power, an original YUASATRADING microfine bubble product, as the starting point, we
coordinated the development of a total solution by integrating
this product with high-performance filtering, utilization of sensing
technology to visualize effectiveness, and artificial intelligence (AI)based analysis.

What is Bub Power ?

Bub Power is a device for generating microfine bubbles(MFBs) for use with machinery that utilizes water-soluble coolant(cutting fluid). The device uses the cavitation method; whencutting fluid passes through the interior of the MFB generating
device at a specified water pressure, this causes a rotational flow,
and approximately 2% of the oxygen contained in the fluid istransformed into MFBs. Generating MFBs without using external
air prevents oxidation of the fluid. The sterilizing function provided
by the active oxygen generated when the MFBs dissipate helps
to prevent degradation of the coolant. One cc of coolant contains
around 140 million MFBs with an average diameter of 100 nm(one nm is one billionth of a meter). When machining or cleaning
components, the presence of bubbles in gaps reduces the resistanceat the contact surface, so this product is expected to be effective inincreasing tool lifespan and raising cutting speed.

Bub Power UFB

Introduction to processing
environment solutions■ YUASA TRADING wins the Monozukuri Award at the64th 10 Best New Products Awards
YUASA TRADING does business with large numbers of
manufacturing companies, and our familiarity with manufacturing
facilities has enabled us to make useful discoveries. The result of
one such discovery, Bub Power, won the Monozukuri Awardat the 64th 10 Best New Products Awards organized by The
Nikkan Kogyo Shimbun, Ltd. Henceforth, we will continue working
to enhance the productivity and competitiveness of Japan s
manufacturing sector.

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

41

TSUNAGU – Connecting to the FutureManagement that Respects Humanity

Initiatives to increase employee work satisfaction

The YUASA TRADING Group promotes the reform of corporate culture based on the keywords ofChallenge Spirit, Total Coordination Skills, and Communication in order to maintain sustainable growth.
So that each and every employee is able to achieve work satisfaction and growth, we make sure that we share the gains
related to the results of activities to respond to the contributions of our employees.
▶Training system▶Challenge evaluation system

We provide regular joint training according to the skills required foreach level.

We have implemented a system of evaluations for various
challenges in order to foster a corporate culture of taking onchallenges.

●

Joint training based on level(Training contents)
Logical thinking, sales capabilities, accounting, marketing,strategy construction, etc.

Challenge points●

Next generation management human resource training

A system that adds points based on HR evaluation for new
initiatives that aim to expand profits, reduce costs, and produce
unprecedented schemes, systems, and functions.

●Off-site training for business school

Challenge career system●●

Language training
To strengthen the language skills of employees and develop
global human resources, we offer employees private lessons withEnglish conversation teachers and individual distance learning.

YUASA BUSINESS SCHOOL

50

FY201960

FY202070Internal FA system
System for employees to submit requests for voluntary transfers
across headquarters

FY2021

51●●

Assistantmanagers

Marketing

Supervisors

Accounting

Staﬀ

Logical thinking (business school)

Prospective
employees

Bookkeeping examinations, Excel,
Word, PowerPoint, business documents

Product knowledge/manufacturer placement training/industry knowledge

Leadership

Business school placement training

Managers

Language training in Japan

Strategic thinking/business creation■ Number of proposals in the new business proposal system
FY2018Training toBusiness school Headquarters
develop global
placement
andhuman resources
training
division training

Overseas training
systemGeneralmanagers
and above

Employees who have made a new business proposal receive points
on their HR evaluations to provide motivation for new businessproposals from employees.
Applications are open to all Group employees in the categories of
new business, new function, and new product/new market.

In order to foster a culture of taking on challenges in new areas, thissystem allows employees select their careers.

Overseas training system■ Training system diagram

New business proposal system●●

Internal recruiting system
A system in which the company publishes open positions, andemployees who want to be assigned apply for them

■ Commercialization of mostoutstanding proposal from
April 2022!
FY2021 New
Business Proposal
Grand Prize

Career pass system
A system in which the company transfers high achievers acrossheadquarters
Overseas assignment system
A system for employees to request an overseas transfer■ Comments from employees who used the internal
recruitment system●●

I feel it is very rewarding that I can increase the value addedin the work of my own department taking advantage ofwork experience from other departments.
I felt that being involved in work with a fresh perspective
and viewpoint will be essential in the future.

Kariru Net, an online rental businessfor industry and daily life●

Kariru Net Overview
YUASA TRADING partnered with a rental company to create an
e-commerce rental business for other industries. It is possible torent using electronic payments, just like shopping online.

■ Comment from staff member in charge of commercialization
We formed a project team with each section leader andsucceeded in commercialization of the business by working
together as a team to repeat the cycle of sharing, analysis,
review, and action.

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

42

TSUNAGU – Connecting to the FutureManagement that Respects Humanity

Initiatives to increase employee work satisfaction▶Displaying an open corporate culture▶Stimulating internal communication

In order to bring out our collective strength, we have establishedpoints for contributions from other departments for adding
points in HR evaluations, as a system to further stimulate crossdepartmental communication and enable each employee todemonstrate their individual knowledge and experience.

In order to revitalize our organization and foster and open corporate
culture, we promote information sharing among employees and we areusing IT tools to strengthen communication and streamline operations.

Points for contributions from other departments

This is a system which adds points in HR evaluations based on the
results of contributions from other departments for the purposeof fostering a corporate culture with active cross-departmental
contributions.
●

Round table meetings with the President

The President attends these meetings himself to communicate directlywith employees, including those from the Group companies, and discuss
the direction the Group should aim to take face-to-face.
There have been some lively exchanges of views, with commentsfrom employees leading to actual reform of company systems.

Mastery points
Points are added for internally announcing (registering) areas ofexpertise●

Incentive points
Points are added for cross-departmental contributions●

Success points
Points are added for success based on cross-departmental
cooperation■ Incentive points results
April 2021 – March 2022
Incentive points applicants: Total of 768 persons■ Introduction of Group incentive points and Group successpoints systems
To upgrade the collective strength of the Group, we
introduced the incentive points and success points systems at
all Group companies in October 2022.

Group newsletter Yamazumi

The Group publishes Yamazumi, the Group
newsletter, four times a year. It is used as aform of internal communication and has awide range of content, including messages
from top management as well as introductions
to the Group s business and officers.
Yamazumi, theGroup newsletter

Operational improvements using AI chatbot

With the aim of promoting workstyle reform, we have introduced the AI
chatbot communication tool to reduce the workload for both making
and responding to day-to-day routine inquiries. It is used as a tool that
can allow the content of inquiries to be easily confirmed using chat evenoutside of business hours or when the contact person is not available.

Group employee only website
Growing Strategy Division website

A round table meeting with the President at the Group company, TAKACHIHOCORP.

The Growing Strategy Division, which is the central organization inpromoting the YUASA TRADING s growth strategy, has established a
website for employees only to share information about growth strategy
business across the Group. The site is used internally and allows thelatest information to be checked at any time.

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU –Connecting to the Future

TSUNAGU Business Model

Value Creation Foundation

43

Data

TSUNAGU – Connecting to the FutureManagement that Respects Humanity

Initiatives to improve the ease of employee work

The YUASA TRADING Group has respect for the individuality and rights of employees and practices diversity management.
Based on an organization and rules that are founded on a spirit of mutual trust and cooperation, we focus on creating a workplace environmentthat enables the pursuit and practice of entrepreneurship and innovative ideas.
▶Aiming to promote diversity
Based on a spirit of regard for the individual, we have respect for theindividuality and rights of employees, and we have continued to engage
in business activities while putting value on entrepreneurship andinnovative ideas.
Henceforth, employees with more diverse backgrounds than everbefore in terms of gender, age, nationality, disability, and various lifestyles
and values will foster an environment of respect for each other s values
and cooperation.
We will also seek to enhance corporate value by encouraging atransformation in the mindset and behavior of each and every employee,creating an employee-friendly environment, and implementing diversity
management throughout the Group,

Female employee ratio in comprehensive work position
Female employee hiring ratio in comprehensive work position

Female employee hiring ratio incomprehensive work position
Target 12.0%

15%
12%

10.4%

9.8%

9%
6%
3.8%

1. Establishment of base environment
FY2019Results

4. Work facilitation for employees with disabilities
5. Active participation by middle-aged and older
employees
7. Support for balancing nursing care and work

Diversity Policy■ Trends
Rate of female
employees*1
Number of employeeswith disabilities*2
Rate of female
managers*3

FY2020Results

FY2021Results

FY2022
Plan

Diversity training

6. Support for balancing parenting and work

FY2019FY2020

FY2021

40.1%

40.3%

40.0%

15

16

19

1.2%

1.2%

1.5%

*1 Non-consolidated*2 Number of employees with disabilities is directly employed, non-consolidated*3 Rate of female managers is directly employed, non-consolidated, including
contract and temporary employees(persons)

March 2021

March 2022

March 2023 Plan

Special service positions(in transfer trial period)

4

3

7

Comprehensive work
position transfers

0

1

2

Acquired Kurumin certification

0%

3. Expansion of female managers and career diversification■ Trend (non-consolidated)*There is a two-year trial period for a career track transfer from general
office work positions to comprehensive work positions(position = special service position).

4.1%

3%

2. Hiring and promotion of diverse human resources

In order to promote women s empowerment, we have implemented asystem for employees to transfer their career track from general office
work positions to comprehensive work positions.

10.4%

Female employee ratio incomprehensive work position
Target 5.0%
3.6%

YUASA TRADING Group Diversity Policy

Career track transfer system■ KPI for Medium-term Management Plan
Growing Together 2023

In order to address promotion of diversity and women s empowerment
as an organization, we held training by outside instructors for generalmanagers to learn about management that supports active participation
by subordinates regardless of gender and approaches to supporting
career development.

■ Initiatives to support raising the next generation(non-consolidated, directly employed)■ FY2021 program
Orientation

Diversity
management

As a company that supports childcare, YUASA TRADING received
certification from the Minister of Health, Labourand Welfare (Kurumin certification) from 2019.
We will continue to take initiatives for all
employees to be able to balance a fulfilling workand home life so that they can execute theirabilities by constructing a workplace environment
in which employees can work with a sense of
ease.

Genderdifferences

Careerdevelopment
support forteam members

Number of general managers who participated:
Total of 19 persons(persons)

Female employees
Employees
balancing work
workingand raising of
shortened hours
childrenEmployees
who have taken
childcare leave

Male employees
who have taken
childcare leave

FY2020Total of 100

2

31

69

FY2021

Total of 117

2

35

81

Case study

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

44

Data

TSUNAGU – Connecting to the FutureManagement that Respects Humanity

Initiatives to improve the ease of employee work

▶In health and productivity management▶Respect for human rights

In health and productivity management, maintaining and promoting thesafety and mental and physical health of employees is very importantfor each and every employee to maximize his or her individual skills. We
have made a commitment to health and productivity management inorder to realize the sustainable enhancement of corporate value.
■ Average hours of labor / Percentage of taking paid leave(non-consolidated)
Average hours of labor
FY2021 Results

Percentage of taking paid leave

1,977 hours

56.2%

Percentage of taking paid leave (left axis)
Average hours of labor (right axis)

70%
60%

Percentage of taking paid leave
Target 60.0%
51.1%

52.1%

56.2%

30%

Average hours of labor
Target 1,900 hours
2,007 hours

2,013 hours

1,977 hours

2,400 hours
1,800 hours

20%

1,200 hours

10%
0%

600 hours
FY2019Results

FY2020Results

FY2021Results

Continuing from last year, YUASA TRADING was recognized forthe fourth time as a Certified Health & Productivity Management
Outstanding Organization in a system that awards major companies
who execute excellent health and productivity
management. This is awarded by the Ministry of
Economy, Trade and Industry of Japan to promote thespread of health and productivity management.
■ Health and productivity initiatives (FY2021)
Regular health checkup rate

100%

Rate of registration on health and productivity management app

95.4%

Stress check rate

100%

Health and productivity management app
̶health points program

50%
40%

Recognized as the 2022 Certified Health & Productivity
Management Outstanding Organization

FY2022Plan

0 hourRealize productivity improvements and promote workstyle reforms● Reducing average hours of labor

The Group employees who join the YUASA Health Insurance Association
can use the health and productivity management app.
Employees accumulate points through daily health and productivity
management, and accumulated points can be exchanged for the
products they want.
■ Actions for which points are
granted・Reaching 6,000 steps a day
・Recording weight・Having a health checkup
・Not smoking for at least a year
・Lifestyle habit challenges,etc.

■ Walking event

Held: May 2021 (5th time)
Participants: 82 teams(502 persons)

Human rights policy

Respect for human rights is one of the important elements in theGroup s business activities. Based on the Sustainability Declaration weannounced in October 2021, we formulated the YUASA TRADING Group
Human Rights Policy.
All officers and employees of the Group companies practice thehuman rights policy throughout our business activities. We also require
our business partners, including suppliers, to respect and not violate
human rights.

YUASA TRADING Group Human Rights Policy
ロゴデザイン ガイドライン of human rights due diligence
1. Implementation

健康経営優良法人

2. Remedial action

経済産業省 商務・サービスグループ ヘルスケア産業課
2021年7月度版

3. Education
4. Disclosure of information
5. Dialogue with stakeholders
6. Promotion system

Human Rights Policy■ Ethics and ComplianceHandbook
We distribute the handbook to
all employees.

● Trends in hours spent in office by non-management employees

YUASA Labor Union■ Average time of arrival / Departure (non-consolidated)
FY2019FY2020

FY2021

Average time of arrival

8:25

8:26

8:26

Average time of departure

18:34

18:25

18:29

Average time spent in office

9:08

8:58

9:02

YUASA TRADING and the YUASA Labor Union stand on an equal
footing with each other and have entered into a labor agreement basedon impartial understanding and trust. The aim is to promote soundcorporate development and improvement of the working conditions andenvironment of employees.

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

List of Officers

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

45

(as of October 1, 2022)

1 Hiroyuki Tamura
Apr. 1982
Apr. 1997
Mar. 2000
Oct. 2002
Apr. 2007
Apr. 2009
Jun. 2010

Representative Director, President & CEO
In charge of Overseas Business Development

Joined the Company
Managing Director of YUASA MECHATRONICS (M) SDN. BHD.
President of YUASA WARWICK MACHINERY LTD.
Managing Director of YUASA SHOJI EUROPE B.V.
General Manager of Factory Solution Division of the Company
Executive Officer, General Manager of Factory Solution Division of the Company
Director, Executive Officer, in charge of Overseas Business Development and General
Manager of Factory Solution Division of the Company
Managing Director, Executive Officer, in charge of Overseas Business Development andGeneral Manager of Factory Solution Division of the Company
Managing Director, Executive Officer, Chief General Manager of Industrial Market
Headquarters, in charge of Overseas Business Development and General Manager ofFactory Solution Division of the Company

Jun. 2013
Apr. 2014

Apr. 2016

Senior Managing Director, Executive Officer, Chief General Manager of Industrial Market
Headquarters and in charge of Overseas Business Development of the Company

Apr. 2017
Apr. 2021

Representative Director, President & CEO of the Company
Representative Director, President & CEO and in charge of Overseas Business Developmentof the Company (incumbent)

Reason for election
Mr. Hiroyuki Tamura has full knowledge of the industrial equipment and tools and machine tools
areas due to his serving in such capacities as Director, Executive Officer, Chief General Manager of
the Industrial Market Headquarters and also has abundant experience and achievements in overseas
business as a representative of some of the Company s overseas subsidiaries and a Director in chargeof Overseas Business Development. Moreover, having demonstrated outstanding management skills
since taking the position of Representative Director, President & COO of the Company in April 2017,
the Company decided it would be appropriate to have him contributing to the growth of the Company
and the Group going forward.

2 Haruo Sanoki
Apr. 1978
Apr. 2007
Apr. 2011
Jun. 2013
Apr. 2015
Apr. 2017

Joined the Company
Vice Assistant General Manager of Machinery Engineering Division of the Company
Executive Officer, General Manager of Machinery Engineering Division of the Company
Director, Executive Officer, General Manager of Machinery Engineering Division of theCompany
Director, Executive Officer, Vice Supervisory Manager of Management Administration,
General Manager of General Affairs Department of the Company
Managing Director, Executive Officer, Supervisory Manager of Management
Administration, in charge of Regional Groups, Committee Chairperson of Export
Administration Department, Ethics and Compliance Committee and Internal Control
Committee of the Company

Apr. 2018

Senior Managing Director, Executive Officer, Supervisory Manager of Management
Administration, in charge of Regional Groups, Committee Chairperson of Export
Administration Department, Ethics and Compliance Committee and Internal Control
Committee of the Company

Jun. 2019

Representative Director, Senior Managing Director, Executive Officer, Supervisory
Manager of Management Administration, in charge of Regional Groups, Committee
Chairperson of Export Administration Department, Ethics and Compliance Committee
and Internal Control Committee of the Company (incumbent)

Reason for election
Mr. Haruo Sanoki has full knowledge of the machine tools area due to his being a Director, Executive
Officer, General Manager of the Machinery Engineering Division and having served as a Representative
Director, Senior Managing Director, Executive Officer, Supervisory Manager of the Management
Administration. He has worked on strengthening the management foundation and governance at both
the Company and the Group and has abundant experience and achievements.

3 Kenichi Tanaka
12 10

9

5

Apr. 1982
Oct. 2007
Apr. 2008
Apr. 2010
Apr. 201111

4

Jun. 2014

3

6

7

8

Apr. 2017

2
1

Representative Director, Senior Managing Director
Supervisory Manager of Management Administration

Jun. 2017

Apr. 2018

Apr. 2019
Jun. 2019
Apr. 2020

Senior Managing Director
Supervisory Manager of Sales Division
Chief General Manager of Living Environment Market Headquarters

Joined the Company
General Manager of Plant Business Department of the Company
Vice Assistant General Manager of Building Facility Division of the Company
Executive Officer, General Manager of Building Facility Division of the Company
Executive Officer, General Manager of Living Environment Division (Eastern Area) of
the Company
Director, Executive Officer, General Manager of Living Environment Division (Eastern
Area) of the Company
Director, Executive Officer, Chief General Manager of Living Environment Market
Headquarters, Supervisory Manager of Construction Business Headquarters, General
Manager of Living Environment Division (Eastern Area) of the Company

Managing Director, Executive Officer, Chief General Manager of Living Environment
Market Headquarters, Supervisory Manager of Construction Business Headquarters,
General Manager of Living Environment Division (Eastern Area) of the Company
Managing Director, Executive Officer, Chief General Manager of Living Environment
Market Headquarters, Supervisory Manager of Construction Business Headquarters of
the Company
Managing Director, Executive Officer, Chief General Manager of Living Environment
Market Headquarters of the Company
Senior Managing Director, Executive Officer, Chief General Manager of Living
Environment Market Headquarters of the Company
Senior Managing Director, Executive Officer, Supervisory Manager of Sales Division andChief General Manager of Living Environment Market Headquarters of the Company(incumbent)

Reason for election
Mr. Kenichi Tanaka has full knowledge of the housing, air and fluidic control systems area due to his
serving in such capacities as Managing Director, Executive Officer, General Manager of the Living
Environment Division (Eastern Area) and as Senior Managing Director, Executive Officer, Chief
General Manager of the Living Environment Market Headquarters, and has abundant experience andachievements.

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

46

List of Officers (as of October 1, 2022)

4 Naomi Nakayama Chief General Manager of Construction Market Headquarters
Director

Apr. 1979
Apr. 2007
Oct. 2009
Apr. 2011
Apr. 2014
Jan. 2019
Jun. 2019

Joined the Company
Vice Assistant General Manager of Housing Division of the Company
Branch Manager of Hokkaido Branch of the Company
Executive Officer, General Manager of Living Environment Division (Western Area) of theCompany
Executive Officer, Branch Manager of Tohoku Branch of the Company
Executive Officer, Chief General Manager of Construction Market Headquarters of theCompany
Director, Executive Officer, Chief General Manager of Construction Market Headquarters of
the Company (incumbent)

Reason for election
Mr. Naomi Nakayama has full knowledge of the building exterior and construction machines areas due
to his serving in such capacities as Director, Executive Officer, Chief General Manager of the Construction
Market Headquarters, having served as Executive Officer, Branch Manager of the Tohoku Branch, and hasabundant experience and achievements.

5 Mamoru Hamayasu
Apr. 1984
Apr. 2011
Apr. 2012
Apr. 2014
Apr. 2015
Dec. 2016
Apr. 2021
Jun. 2021
Apr. 2022
Jun. 2022

Director
Chief General Manager of Industrial Market Headquarters

Joined the Company
Vice Assistant General Manager of Factory Solution Division of the Company
President and General Sales Manager of YUASA TRADING (SHANGHAI) CO., LTD.
Supervisory Manager of East Asia Area of the Company, and Chairperson and President of
YUASA TRADING (SHANGHAI) CO., LTD.
Executive Officer, Supervisory Manager of East Asia Area of the Company, and Chairperson
and President of YUASA TRADING (SHANGHAI) CO., LTD.
Executive Officer of the Company, and Representative Director, President of YUASATECHNICAL ENGINEERING CO., LTD. (currently YUASA NEOTEC CO., LTD.)
Executive Officer of the Company, and Representative Director, President of YUASANEOTEC CO., LTD.
Senior Executive Officer of the Company, and Representative Director, President of YUASANEOTEC CO., LTD.
Senior Executive Officer, Chief General Manager of Industrial Market Headquarters of theCompany
Director, Executive Officer, Chief General Manager of Industrial Market Headquarters of
the Company (incumbent)

Reason for election
Mr. Mamoru Hamayasu has full knowledge of the industrial equipment and tools and machine tools areas
due to his serving in such capacities as Executive Officer and Senior Executive Officer of the Company,
including as a representative of the Company s overseas subsidiary and Representative Director,
President of YUASA NEOTEC CO., LTD., a subsidiary of the Company, and has abundant experience andachievements.

6 Shinzo Maeda Outside Director
Apr. 1970
Jun. 2003

Joined Shiseido Company, Limited
Director, Corporate Officer, General Manager of Corporate Planning Department of
Shiseido Company, Limited
Jun. 2005
Representative Director, President and CEO of Shiseido Company, Limited
Apr. 2011
Representative Director, Chairperson of Shiseido Company, Limited
Apr. 2013
Representative Director, Chairperson, President and CEO of Shiseido Company, Limited
Apr. 2014
Representative Director, Chairperson of Shiseido Company, Limited
Jun. 2014
Counselor of Shiseido Company, Limited (retired June 2020)
Jun. 2015
Outside Director of the Company (incumbent)
Sep. 2015
Outside Director of TOSHIBA CORPORATION (retired in June 2018)
Jun. 2021
Outside Director of S.T. CORPORATION (incumbent)
Reason for election
Mr. Shinzo Maeda has worked in various public offices, in addition to having been the Representative
Director, Chairperson of Shiseido Company, Limited, and has abundant experience and high principles asa global business executive and intellectual. Due to these qualities, the Company decided that he can be
expected to give direction and advice from an independent and objective viewpoint as an Outside Director.

7 Keiko Toya

10 Takeshi Maeda

Outside Director

Jul. 1999
Apr. 2010

Managing Director of MARKETING EXCELLENCE Co. LTD. (incumbent)
Adjunct Lecturer, Business School, Professional Graduate School, Chuo University(incumbent)
Apr. 2014
Visiting Researcher, Human Informatics Research Institute, The National Institute ofAdvanced Industrial Science and Technology (currently Human Augmentation ResearchCenter) (incumbent)
Apr. 2014
Professor, Graduate School of Global Business, Meiji University (incumbent)
Oct. 2014
Member of Science Council of Japan (incumbent)
Jun. 2019
Outside Director of the Company (incumbent)
Jun. 2021
Outside Director of SHIN NIPPON BIOMEDICAL LABORATORIES, LTD. (SNBL) (incumbent)
Sep. 2021
Outside Director of QB Net Holdings Co., Ltd. (incumbent)
Reason for election
Ms. Keiko Toya has for many years advised a number of companies on corporate management as amarketing consultant, has abundant experience and knowledge through her involvement as a committee
member of administrative institutions, etc., and she is currently pursuing further research activities. Dueto these qualities, the Company decided that she can be expected to give direction and advice from an
independent and objective viewpoint as an Outside Director.

8 Kyosuke Kimura Outside Director
Apr. 1979
Aug. 1979
Oct. 1982

Joined Kimura Shindai Industry Co., Ltd. (currently PARAMOUNT BED CO., LTD.)
Member of the Board, Kimura Shindai Industry Co., Ltd.
Member of the Board, Kimura Kosan Co., Ltd. (currently PARAMOUNT BED HOLDINGS
CO., LTD.)
Sep. 1987
Senior Managing Director, PARAMOUNT BED CO., LTD.
Apr. 1991
Senior Executive Director, PARAMOUNT BED CO., LTD.
Apr. 1997
Executive Vice President, PARAMOUNT BED CO., LTD.
Apr. 2009
President and Chief Executive Officer, PARAMOUNT BED CO., LTD.
Feb. 2011
President and Chief Executive Officer, PARAMOUNT BED HOLDINGS CO., LTD.
Apr. 2020
Chairperson, PARAMOUNT BED HOLDINGS CO., LTD. (incumbent) Chairperson,
PARAMOUNT BED CO., LTD. (incumbent)
Jun. 2021
Outside Director of the Company (incumbent)
Reason for election
Mr. Kyosuke Kimura has been engaged in the management of PARAMOUNT BED HOLDINGS CO., LTD.
and PARAMOUNT BED CO., LTD. for many years, and has a wealth of experience and a high level of insight
as a business executive. Due to these qualities, the Company decided that he can be expected to take on asupervisory and advisory function from an independent and objective standpoint as an Outside Director.

9 Yoshiyuki Furumoto

Audit & Supervisory Board Member

Apr. 1982
Joined the Company
Jun. 2011
General Manager of Credit Department of the Company
Jun. 2016
Executive Officer and General Manager of Credit Department of the Company
Apr. 2018
Executive Officer and Special Assistant to the President & CEO of the Company
Jun. 2018
Full-time Audit & Supervisory Board Member of the Company (incumbent)
Reason for election
Mr. Yoshiyuki Furumoto has many years of experience related to management administration as theCompany s General Manager of Credit Department and a solid track record as a Full-time Audit &Supervisory Board Member of the Company. The Company has decided that he possesses sufficientknowledge of finance and accounting matters.

Audit & Supervisory Board Member

Apr. 1984
Apr. 2007
Apr. 2012
Apr. 2014
Apr. 2016
Apr. 2020

Joined the Company
Assistant Deputy General Manager of Finance Department of the Company
Vice Branch Manager of Kansai Branch Office of the Company
General Manager of Affiliated Companies Strategy Department of the Company
General Manager of Finance Department of the Company
Vice Branch Manager of Kansai Branch Office and General Manager of Osaka
Administration of the Company
Apr. 2022
Audit & Supervisory Board Members Office of the Company
Jun. 2022
Audit & Supervisory Board Member of the Company (incumbent)
Reason for election
Mr. Takeshi Maeda has many years of experience and a solid track record related to finance andmanagement administration in the Finance Department and management administration departments of
the Company. The Company has decided that he possesses sufficient knowledge of finance and accounting
matters.

11 Susumu Tsuruta

Outside Audit & Supervisory Board Member

Apr. 1986

Registered as an attorney at law (Daini Tokyo Bar Association) Joined Tsuchiya and Takaya
Law Office (currently, Tsuchiya Law Office)Apr. 1990
Established Murakami and Tsuruta Law OfficeJan. 2005
Partner at Tsuchiya Law Office (incumbent)
Jun. 2011
Outside Audit & Supervisory Board Member of the Company (incumbent)
Reason for election
Mr. Susumu Tsuruta is expected to strengthen the auditing structure of the Company by utilizing his expert
knowledge and experience as a lawyer.

12 Mitsuhiro Honda
Apr. 1984
Jul. 2010
Jul. 2012
May 2013
Apr. 2014
Mar. 2016
Apr. 2016

Outside Audit & Supervisory Board Member

Joined the National Tax Agency
General Manager, General Affairs Department, Takamatsu Tax Bureau
Professor, University of Tsukuba Graduate School of Business Sciences (incumbent)International Tax Advisor, TOMA Consultants Group Co., Ltd. (incumbent)
Part-time Instructor, Waseda University Graduate School (retired in March 2021)
Outside Audit & Supervisory Board Member, Roland DG (incumbent)
Professor, Graduate School of Global Business, Meiji University and Lecturer (retired in
March 2022)
Apr. 2017
Research Grant Selection Committee Member, The Institute of Tax Research and Literature(incumbent)
Aug. 2017
Member of the United Nations Committee of Experts on International Cooperation in Tax
Matters (retired in June 2021)
Jun. 2018
Outside Audit & Supervisory Board Member of the Company (incumbent)
Sep. 2021
Outside Director of YOKOREI Co., Ltd. (incumbent)
Reason for election
Mr. Mitsuhiro Honda has expert knowledge of tax matters due to his many years working for the National
Tax Agency and as a university professor, and has experience as an Outside Audit & Supervisory Board
Member of Roland DG and an Outside Director of YOKOREI Co., Ltd. The Company has decided that hepossesses considerable knowledge of tax and accounting matters.

Starting Point for
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Values and Strategy

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TSUNAGU –Connecting to the Future

Value Creation Foundation

47

Data

Basic Approach to Corporate Governance
The Group is a large conglomerate comprised of 39 affiliatedcompanies, including 32 consolidated subsidiaries and one
equity method affiliate. However, centered on YUASA TRADING,
the Group maintains close cooperation and strives for disciplined
company management that improves the value of the overall
corporate group based on the policies of our governance system.

As a social entity, YUASA TRADING aims to maximize corporate
value, return profits to society, and continue to operate in the longterm by maintaining and expanding a multi-faceted and positive
relationship between management (Directors) who are entrusted
by many shareholders and various stakeholders, including
shareholders who delegated responsibility to management,
employees, suppliers, sales partners, and financial institutions.
■ Corporate governance system (as of October 1, 2022)

General Meeting of Shareholders
Elect/dismiss

22ReportElect/dismiss

Audit & Supervisory Board (4)(including 2 Outside Audit & Supervisory Board Members)

Accounting Auditor (Crowe Toyo & Co.)

Collaborate

Accounting audit

Audit

3
3

Consult

Governance Advisory Committee(Chair: Independent Outside Director
Members: 1 Representative Director / Independent Outside Director /Independent Outside Audit & Supervisory Board Members)

Elect/dismiss

Report1
1

Board of Directors (8)(including 3 Outside Directors)(Directors excluding Outside Directors serving
concurrently as Executive Officers)

AdviseAppoint/dismiss

Consult

4

AdviseCollaborate

Sustainability Promotion Committee(Chair: Representative Director
Members: Chief General Managers of Market Headquarters /Independent Outside Directors)

1 Board of Directors

Chaired by Hiroyuki Tamura, Representative Director andPresident, the Board of Directors is the body making decisions
related to important business execution and monitoring businessexecution of Directors. The company holds the Board of Directors
meetings once a month, in principle, as well as other extraordinary
meetings as necessary. In order to further strengthen corporate
governance and ensure management transparency, the company
designated three Outside Directors and two Outside Audit &Supervisory Board Members as Independent Officers. In addition,
the four Audit & Supervisory Board
Members (including two Outside Audit
Attendance to the Board of
Directors meetings for& Supervisory Board Members) attend
FY2021the Board of Directors meetings, where
they express their opinions as appropriate
and survey the execution of their roles as
Directors.

100％■ Attendance to the Board of Directors meetings*1

Supervise(as of October 1, 2022)

Representative Director
ReportDirectors

ReportInstruct/supervise
Marketing Strategy Meeting

Corporate Management
Committee

Ethics and Compliance Committee

Export Administration
Committee

Personnel
Committee

Internal Auditing
OfficeInternal Control
Committee

FY2021

FY2022

Hiroyuki Tamura

15/15

8/8

Haruo Sanoki

15/15

8/8

Kenichi Tanaka

15/15

8/8

Naomi Nakayama

15/15

8/8

Mamoru Hamayasu

ｰ

4/4*3

15/15

8/8

15/15

8/8

15/15*2

8/8

Executive Officers (23)

(5 Directors serving concurrently, 18 not serving concurrently;
includes 3 serving as Senior Executive Officers)

Market Headquarters, Management Administration, domestic and overseas Group companies

The company implemented an Executive Officer system
in order to strengthen the function of the Board of Directors
as a decision-making body and an organization that oversees
business execution. In addition to aiming to optimize the number
of Directors, the company elected three Outside Directors as
we strengthen the execution structure by accelerating businessexecution and clarifying responsibilities.
On the other hand, the Audit & Supervisory Board that serves

as the supervising body is comprised of a total of four Audit &Supervisory Board Members, including two Outside Audit &Supervisory Board Members. Each Audit & Supervisory Board
Member attends important meetings, such as the Board of
Directors meetings, and conducts strict audits on the businessexecution of Directors from an independent perspective as
they contribute to the strengthening and enhancement of thegovernance system.

Outside/Independent

Shinzo Maeda

Outside/Independent

Keiko Toya

Outside/Independent

Kyosuke Kimura

Audit & Supervisory
Board Members
Full-time

Yoshiyuki Furumoto
Full-time

Takeshi Maeda
Outside/Independent

Susumu Tsuruta

Outside/Independent

Mitsuhiro Honda

FY2021

FY2022

15/15

8/8

ー

4/4*3

15/15

8/8

15/15

8/8

*1 All Directors and Audit & Supervisory Board
Members attended all Board of Directors
meetings.
*2 The attendance of Director Kyosuke
Kimura for FY2021 is shown for after his
appointment on June 24, 2021.
*3 The attendances of Director Mamoru
Hamayasu and Audit & Supervisory Board
Member Takeshi Maeda for FY2022 areshown for after their appointments on June24, 2022.

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

48

Basic Approach to Corporate Governance

2 Audit & Supervisory Board

The Audit & Supervisory Board of the company is chairedby full-time Audit & Supervisory Board Member Yoshiyuki
Furumoto and is comprised of two full-time Audit &Supervisory Board Members and two part-time Audit &Supervisory Board Members (Outside Audit & Supervisory
Board Members). Based on the auditing policies and plansestablished in the Audit & Supervisory Board, Audit &Supervisory Board Members attend theBoard of Directors meetings and other
Attendance atimportant meetings, view important
Audit & Supervisory Board
meetings for FY2021
decision-making documents, visit eachbusiness site, and survey subsidiaries
in order to conduct audits related to
execution of duties of Directors andinternal controls.

100％■ Attendance to Audit & Supervisory Board meetings(as of October 1, 2022)

Audit &
Supervisory Board Members
Full-time

Yoshiyuki Furumoto

Full-time

Takeshi Maeda
Outside/Independent

Susumu Tsuruta

Outside/Independent

Mitsuhiro Honda

FY2021

FY2022

9/9

4/4

ー

4/4*

9/9

4/4

9/9

4/4

*The attendance of Audit & Supervisory Board Member Takeshi Maeda for FY2022 is shown for after
his appointment on June 24, 2022.

3 Governance Advisory Committee

The company has appointed three independent Outside
Directors, and the Outside Directors make up one third of all
the Directors, establishing a system by which the Directors
and Board of Directors can obtain advice on importantmatters from independent Outside Directors as appropriate.
In addition, at the meetings of the Board of Directors, each of

the independent Outside Directors actively expresses his or
her opinion and provides advice as necessary based on his or
her extensive experience of management, and the appropriate
resolutions on important matters are approved.
The company has established the Governance Advisory
Committee chaired by an independent Outside Director as
an optional advisory body beneath the Board of Directors
with members that mainly consist of independent officers forthe purpose of strengthening governance. The Governance
Advisory Committee is composed of all the independent
Outside Directors and independent Outside Audit &Supervisory Board Members as well as one Representative
Director. The committee deliberates on the following mattersand reports to the Board of Directors.
(1) Matters related to appointment and dismissal of Directors(2) Matters related to remuneration of Directors(3) Matters related to analysis and evaluation on theeffectiveness of the overall Board of Directors and otherproposals related to governanceThis committee meeting was held six times in the fiscal
year ended March 31, 2022 and reported to the Board of
Directors on the following matters.
・Decisions on remuneration for individual Directors
・Election of eight Directors; election of one substitute Audit& Supervisory Board Member at the 143rd Ordinary General
Meeting of Shareholders
・Changes to the Board of Directors deliberation standards
The following are the members of the Governance
Advisory Committee.
Independent Outside Director Shinzo Maeda(Committee Chairperson)

Independent Outside Director
Independent Outside Director
Independent Outside Audit &Supervisory Board Member
Independent Outside Audit &Supervisory Board Member
Representative Director,
Senior Managing Director

Keiko Toya
Kyosuke Kimura
Susumu Tsuruta
Mitsuhiro Honda
Haruo Sanoki

In addition, Shinzo Maeda was elected as the leadindependent Outside Director through a vote among theindependent Outside Directors. After collecting the viewsof the other independent Outside Directors as necessary,the lead independent Outside Director informs the Board of
Directors and the Audit & Supervisory Board of the opinionsof the independent Outside Directors and discusses the
response.
Independent officers, including Outside Audit &Supervisory Board Members who have been registered as
independent officers with the Tokyo Stock Exchange, makeup the majority of the Governance Advisory Committee
members, and an independent Outside Directors chairs thecommittee, which has established an environment for frank
discussions to take place as a committee independent ofmanagement.

4 Sustainability Promotion Committee

The Board of Directors has deliberated on important mattersrelated to ESG and sustainability. However, in October 2021,
the company established the Sustainability Promotion
Committee to further promote Group-wide sustainability
management. The Sustainability Promotion Committee
sets targets related to sustainability, monitors progress, andevaluates achievements. The committee will aim to meet
twice a year and submit reports and recommendations to theBoard of Directors on sustainability issues and progress.
(1) Identification of key sustainability issues for the Group
from a medium- to long-term perspective, study for
resolution of issues, and design of future vision(2) Establishment, revision, and abolition of basic policy,
rules, and procedures, etc. for the implementation of theaforementioned(3) Matter the Sustainability Promotion Committee
deems necessary related to the Group s sustainability
management(4) Matters for consultation from the Board of Directors

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

Value Creation Foundation

49

Data

Basic Approach to Corporate Governance

The following are the members of the Sustainability Promotion
Committee.
Committee Chairperson
Representative Director, Senior Managing Director

Haruo Sanoki■ Procedures for evaluation of effectiveness of Board of Directors (fiscal year ended March 31, 2022)

Mid-May 2022
Distribute questionnaire

Early-June 2022

Mid-June 2022

Late-June 2022

Collect and analyze questionnaire

Report and deliberate
evaluation results in Board of
Directors; determine results
overview to disclose

Announce (submit Corporate
Governance Report)

Members

Kenichi Tanaka

Chief General Manager, Living Environment Market Headquarters
Members, Director

FY2019■ Timeline of corporate governance strengthening efforts• Elected female Independent Outside Director• Established Governance Advisory
Committee centered on Independent
Outside Officers• Eliminated advisor system

Naomi Nakayama

Chief General Manager, Construction Market Headquarters
MemberMamoru Hamayasu

Chief General Manager, Industrial Market Headquarters
Members, Independent Outside Director

Shinzo Maeda

Members, Independent Outside Director

Keiko Toya

Members, Independent Outside Director

FY2013

Elected one
Independent Outside
Director

FY2021FY2015

Elected two Independent
Outside Directors

Kyosuke Kimura

FY2018▶Initiatives to improve the effectiveness of theBoard of Directors

In addition to the Directors and Audit & Supervisory Board
Members doing a self-evaluation of their execution of duties,
we use a questionnaire about the effectiveness of the Boardof Directors to evaluate the aptness of operational methods,
procedures, and deliberation standards. These results arereported to the Board of Directors in order to improve theoperation of the Board of Directors.
For evaluating the effectiveness of the Board of Directors
for fiscal year ended March 31, 2022, all Directors and Audit &Supervisory Board Members filled out a questionnaire (selfevaluation) and discussed the results.
In addition to sharing an awareness of our current status,
it is necessary to continuously improve the effectiveness of
the Board of Directors though an extraction of issues. In lightof the report on the findings of analysis and evaluation of theoperation of the Board of Directors based on the results of thequestionnaire, we review the Board of Directors deliberation
standards and aim to make improvements to create more
nimble Board of Directors operations.

FY2017

Introduced performance-linked shareawardsElected one substitute Outside Director

FY2020•Continued reducing
strategic shareholdings•Determined remuneration
for individual Directors
at the Board of Directors(canceled re-entrustment
to the Representative
Directors)•Strengthened monitoring
function of Board of
Directors•Increased the number of
Outside Directors (Outside
Directors account for over
one third of all Directors)• Reduced strategic shareholdings• Strengthened the monitoring functionof the Board of Directors▶Strengthening efforts conducted in FY2021(1) Reduced strategic shareholdings(2) Revised process for determining remuneration for Directors

Sales results for FY2021 (including the Group companies)
16 companies, 991,000 shares
As a result of sales, strategic shareholdings accounted for 6.83% ofconsolidated net assets at the end of the fiscal year ended March 31, 2022.

(3) Strengthened the monitoring function of the Board of
Directors
Receiving the report of the Governance Advisory Committee, we
continued to review the Board of Directors deliberation standards
and strengthened the monitoring function of the Board of
Directors.

Strategic shareholdings reduction standards(common to the Group companies)●Holding limit standards
Net asset standards ...........................Reduce if shareholdings amountexceeds a set percentage of net
assets of held company
Income standards...............................Reduce if shareholdings amountexceeds a set percentage of profit ofheld company●Continual holdings standards ..........Reduce if profitability to market cap
falls below a set percentage

In order to further increase the fairness and objectiveness and toensure the transparency of the process for determining remuneration
for Directors, it was decided that the Board of Directors will determine
remuneration, etc. for individual Directors. With regards to remuneration
relating to the fiscal year ended March 31, 2022, the remuneration for
individual Directors was determined at the meeting of the Board of
Directors held on June 24, 2021 based on the report and recommendationfrom the Governance Advisory Committee.

YUASA INTEGRATED REPORT

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Values and Strategy

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TSUNAGU –Connecting to the Future

Value Creation Foundation

Data

50

Skill Matrix▶Provision of training for Directors and Audit & Supervisory Board Members■ Skill matrix for Directors
Name

Position and main responsibility
in the company

Hiroyuki
TamuraRepresentative Director, President & CEO
In charge of Overseas Business
Development

Haruo
Sanoki

Representative Director,
Senior Managing Director
Supervisory Manager of Management
Administration

KenichiTanakaSenior Managing Director
Supervisory Manager of Sales Division
Chief General Manager of Living
Environment Market Headquarters

Naomi
Nakayama

Director
Chief General Manager of Construction
Market Headquarters

MamoruHamayasu

Director
Chief General Manager of Industrial Market
Headquarters

ShinzoMaeda

Outside Director

Keiko Toya

Outside Director

Kyosuke
KimuraOutside Director

Corporate
management

Marketing

Organizationand personnel
development

Finance andaccounting

Legal affairs& riskmanagement

Globaloperations*The above table lists up to four fields in which Directorʼs expertise is particularly expected, based on the past experience of each candidate for Director. It
is not an exhaustive list of all the expertise and experience the Director possesses.

The company continuously provides the necessary opportunities, facilitation, and financial support,
including holding seminars by outside instructors, for all the Directors and Audit & Supervisory
Board Members, including Outside Directors and Outside Audit & Supervisory Board Members, toacquire the business, accounting, finance, legal affairs, and organizational knowledge required tofulfill their roles and responsibilities. Newly appointed officers also strive to acquire knowledge ofcorporate law by attending outside seminars.

▶Support for Outside Directors

Members of the Secretariat provide the Outside Directors with an explanation of the agenda forthe meeting of the Board of Directors before the date when the meeting is held each month. The
full-time Audit & Supervisory Board Member, who participates in the Corporate Management
Committee meetings and other key meetings, also provides the Outside Audit & Supervisory Board
Members with an explanation of the agenda for the meeting of the Board of Directors before themeeting is held each month. In principle, the meeting of the Audit & Supervisory Board is also heldon the day of the meeting of the Board of Directors to discuss the agenda again. The company
has assigned one member of staff to the Audit & Supervisory Board and works to strengthen theauditing system to make it more effective.

▶Qualifications and criteria for determining the independence ofIndependent Outside Directors

With the objective of increasing objectivity in management decision-making and further improving
the soundness and transparency of management, when appointing Outside Directors, in addition
to the requirements under the Companies Act, the company uses the factors for determining(independence criteria)when there is a risk of conflict of interest with general shareholders in the
Guidelines Concerning Listing Control, etc. of the Tokyo Stock Exchange as the criteria for determining
the independence of Independent Outside Directors. Furthermore, when selecting candidates for
Independent Outside Directors, the criteria for selection is based on their ability to provide advice
on management policies and improving management based on their own knowledge, from theperspective of promoting the companyʼs sustainable growth and increasing its corporate value overthe medium to long term, and to supervise management through the appointment and dismissal ofsenior management and other important decisions of the Board of Directors.

▶Reasons for the election or nomination of individual candidates for Director

The reasons for the election of all the Directors and Audit & Supervisory Board Members aredescribed in the reference documents for the General Meeting of Shareholders.
In addition, the areas of expertise that the company particularly expects the candidates for
Directors to have are listed in the form of a skill matrix. In appointing Outside Directors and Outside
Audit & Supervisory Board Members, the scale of transactions between the company, the Group
companies, and the companies where the candidates hold concurrent positions is listed to provide
shareholders with information on the determination of independence.

YUASA INTEGRATED REPORT

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51

Data

Remuneration for Directors and Other Officers■ Total amount of remuneration, total amount of remuneration by type, and number of recipient directors■ Performance indicatorsand other officers (fiscal year ended March 31, 2022)
Categories

Total amount of
remuneration(millions of yen)

Total amount of remuneration by type (millions of yen)
Basic remuneration

Performance-linked
remuneration, etc.

Non-monetary
remuneration, etc.

Number of recipient
directors(and other officers)

Directors

283

167

69

46

8

Audit & Supervisory Board Members

50

50

-

-

2

Outside Directors

35

35

-

-

3

Outside Audit & Supervisory Board Members

19

19

-

-

2

Total

388

271

69

46

15

(Note) 1.The limits of remuneration for Directors and Audit & Supervisory Members are set as below based on a resolution of the 139th Ordinary General Meeting of Shareholders held on June22, 2018.
In addition, the portion of this remuneration that is for the Outside Directors is set as shown in parentheses based on a resolution of the 142nd Ordinary General Meeting of
Shareholders held on June 24, 2021.
(1) Directors
A maximum of ¥380 million per year (of which not more than ¥50 million is for Outside Directors). Separately, a maximum amount of money funding for the performance-linked
share awards system in the applicable period comprising three fiscal years is a total of ¥540 million. However, the total for the system is a maximum of ¥360 million for the two fiscal
years of FY2019 and FY2020. Further, the company abolished the remuneration of share acquisition rights as it implemented the performance-linked share awards system. As of theconclusion of the 139th Ordinary General Meeting of Shareholders, the number of Directors is 10, and as of the conclusion of the 142nd Ordinary General Meeting of Shareholders,
the number of Outside Directors is three.
(2) Audit & Supervisory Board Members
A maximum of ¥80 million per year. The company has abolished the remuneration of share acquisition rights. As of the conclusion of the Ordinary General Meeting of Shareholders,
the number of Audit & Supervisory Board Members is four (two of whom are Outside Audit & Supervisory Board Members).
2. The bonus above is the maximum provision for performance-linked remuneration for Directors (excluding Outside Directors) for the eight Directors (excluding Outside Directors) for thisfiscal year.
3. The remuneration sum for Directors (excluding Outside Directors) does not include the ¥36 million (including bonuses) in employee wages for Directors who serve concurrently as employees.
4. The content of non-monetary remuneration is the performance-linked remuneration described in Concept of remuneration (1) Remuneration for Directors (b) Performance-linked
remuneration.

▶Concept of remuneration(1) Remuneration for Directors
Remuneration for Directors (excluding Outside Directors) is comprised of basic remuneration and performance-linked
remuneration (bonuses/shares). Outside Directors only receive basic remuneration.
(a) Basic remuneration
Monetary remuneration paid as a fixed sum depending on the position(b) Performance-linked remuneration
Performance-linked remuneration is comprised of bonuses and performance-linked share awards.
• Bonuses are monetary remuneration that fluctuate in amount based on consolidated results and individual results of theprevious fiscal year.
• Performance-linked share awards are comprised of a fixed portion that provides points for each fiscal year and a performancelinked portion that provides points based on the achievement level of performance targets at the final fiscal year of the Mediumterm Management Plan. This remuneration is paid upon retirement (one point = one share). Further, since 50% is paid as shares of
the company and 50% is used to pay income taxes, etc., the latter is paid as monetary value equivalent to the realized shares.
(2) Remuneration for Audit & Supervisory Members
Remuneration for Audit & Supervisory Members is paid only as a fixed monetary amount as basic remuneration as separately
established for full-time and part-time members through deliberations of all Audit & Supervisory Members in order to reflect theindependent nature, based on the remuneration system and standard corresponding to their duties and responsibilities.

This remuneration system aims to provide incentives toimprove medium- to long-term company results andcorporate value and share interests with shareholders. The
following indicators are used for evaluations in the Mediumterm Management Plan Growing Together 2023 that ends
in the fiscal year ending March 31, 2023.
Evaluation indicator (standard)

Evaluation
weightPerformancelinked factor

Consolidated net sales*(¥545.0 billion)

1/3

0-2.0

Consolidated ordinary profit(¥16.4 billion)

1/3

0-2.0

Profit attributable to owners of parent(¥11.5 billion)

1/3

0-2.0

*Before revenue recognition■ Relationship between evaluation indicators andperformance-linked factors(Method of determining performance-linked share awards amount)

Consolidated
net sales

Consolidated
ordinary profit

Profit attributableto owners ofparentPerformancelinked factor¥599.5 billion
or more¥21.4 billion
or more¥15.0 billion
or more2.0(upper limit)¥545.0 billion¥16.4 billion¥11.5 billion

1.0¥490.5 billion
or less¥11.5 billion
or less¥8.1 billion
or less0(lower limit)

Starting Point for
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52

Ethics and Compliance
The YUASA TRADING Group has enacted a management
philosophy, ethics policy, and code of conduct. The
Representative Director and President is prioritizing theexecution of these policies. By repeatedly expressing thismindset to Directors and employees, the hope is that laws
and regulations and compliance to corporate ethics become afoundation for all company activities.

▶Compliance system

We have established an Ethics and Compliance Committeethat is under the direct control of the Representative Director
and President. The chair of this committee is selected by
the Representative Director and President from among the
Directors. The Ethics and Compliance Committee utilizes
in-house training to boost its effectiveness and monitors thecompliance status along with the Internal Auditing Office.
It has formed an ethics and compliance system that spans
across the YUASA TRADING Group.

▶Ethics and Compliance Hotline

A permanent hotline has been established to directly reportand advise with the Ethics and Compliance Committee if
Directors or employees of the company violate or may haveviolated laws and regulations, the Articles of Incorporation, orother regulations. This system also ensures that persons who
issue such reports will not receive disadvantageous treatment
for this reason. With the revision of Japan s Whistleblower
Protection Act in June 2022, the company revised its internalreporting rules, limited the internal hotline for reporting andadvice to the Ethics and Compliance Committee Secretariat,■ Ethics and compliance system
Representative Director(Delegation)(Appointment)

Global Group Chief Compliance Officer (GGCCO)

Ethics and Compliance Committee

Supervisory Manager of Management Administration

Chair: Global Group Chief Compliance Officer (GGCCO)
Deputy chair: General Manager, Administration Department
Secretariat(Instruction)(Report)(Report)Compliance Officer (CO)Internal

Branch and branch office managers,
General Manager of Administration Department(Instruction)(Report)All officers and employees(Instruction)

Hotline: Secretariat [Global Helpline]
Hotline: Advising lawyers
Hotline: Audit & Supervisory Board Members
YUASA labor union(Report/advice)(Report/advice)
All Group employees
All Group temporary employees
All Group contract employees

the Audit & Supervisory Board Members and the YUASA
labor union and the external hotline to the lawyers in charge
at the advising law firm, and strengthened compliance withthe obligation to protect confidentiality. At the same time, thecompany expanded the scope of those who are able to seek
advice so that former officers and employees can also use thehotline up to one year after their resignation.
After receiving an inquiry or report, the Ethics andCompliance Committee will investigate the incident, enact
measures to prevent it from occurring again, and will reportimportant cases to the Board of Directors through the
Representative Director and President.

▶Response against anti-social forces

The code of conduct declares the severance of any
relationship with anti-social forces. Furthermore, the company
is standardizing the management of information throughmanuals and in-house training in order to eliminate anderadicate anti-social forces. External approaches are managed
in the Ethics and Compliance Committee. The company also
participates in the Tokyo Metropolitan Police Organized Crime
Prevention Association (Tokuboren) and strives to gather
information and preempt transactions with anti-social forces.

▶Compliance education and training

The company implements grade-specific (new employees,
employees hired mid-career, newly appointed site managers,
newly appointed line managers, etc.) education and training
on compliance in general, and e-learning education on
preventing harassment for all Group employees (implemented
September – end of October 2022).

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53

Risk Management
The YUASA TRADING Group has appointed the Director
in charge of the Management Administration as the Risk
Management Supervisory Manager and has established asystem to swiftly and appropriately transmit information
and respond to emergencies for each expected risk. The Risk
Management Supervisory Manager reports on the status ofrisk management to the Board of Directors as necessary andworks to establish a business continuity management system
to minimize business disruption and impact in the event that arisk materializes.

people s safety, creating and distributing disaster prevention
cards, and executing disaster prevention training.

▶Risk Management Supervisory Manager

2. Share price fluctuation risk

The Risk Management Supervisory Manager presides over the
Ethics and Compliance Committee, places staff dependingon the category of the risk, grasps various risks in businessactivities of the Group based on related internal regulations/messages, proposes countermeasures, comprehensively
manages risks across the Group (including raising awareness),and reports the status of risk management to the Board of
Directors as needed.

▶Export Administration Committee

In order to improve compliance related to overseas
transactions and exports in particular, the Export
Administration Committee established the Safe Export
Management Guidelines as internal standards related tocompliance of export laws and regulations. This committee is
responsible for raising awareness and monitoring activities.

▶BCP

In January 2020, the company revised the basic policyof the BCP (business continuity plan) with a focus on theestablishment of a disaster management system for risks
to business operations in the case of a natural disaster likeearthquakes or flooding, or viruses like COVID-19 led by
the Environmental and Resilience Committee. Based on thispolicy, the company is developing a headquarters disasterprevention plan, stockpiling evacuation supplies, constructing
a payment system, implementing a system to confirm▶Key risks assumed

Main risks recognized with the potential to have a material
impact on financial position, operating results, and cash flow

1. Economic fluctuation risk
Risk in the event of unforeseen changes in the economic
trends in new areas and new markets such as those overseas
Risk in the event of changes in share prices

3. Interest rate fluctuation risk
Risk in the event of changes in the interest rate for interestbearing liabilities with variable interest rates

4. Credit risk
Risk in the event of credit extended to business partners insideand outside Japan involving credit losses

5. Exchange rate fluctuation risk
Risk in the event of changes in the exchange rate in importand export transactions

6. Compliance risk
Risk in the event of major changes in or application of
unexpected interpretations of relevant laws and regulations,
including laws and regulations related to business activities

7. Risk related to information systems andinformation security
Risks such as leaks of confidential corporate informationor personal information due to unexpected unauthorized
external access or invasion by a computer virus, as well as
non-operation of information systems due to damage tosystem equipment or issues with communication lines from anatural disaster or an accident

8. Product liability risk
Risk in the event of product defects that lead to a large-scale
recall or product liability compensation

9. Country risk
Risk that it will be difficult to collect receivables or investments
and loans due to policy changes or changes in the political andeconomic environment of counterparty countries overseas

10. Natural disaster risk, etc.
Risk of shutdown of business site functions, damage toequipment, and interruptions in the supply of power andother services in the event of a natural disaster, such as anearthquake or large-scale flooding, or an unexpected outbreakof an infectious disease, such as a new virus

11. Climate change risk
Risk of stronger legal regulations and regulations on provisionof products associated with climate change

YUASA INTEGRATED REPORT

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54

Data

Non-financial Data
■ Environment

Unit

CO2 emissions (Scope 1 & 2)

t-CO₂

−

2,688

2,892

Volume of power usedkWh−3,313,684

3,672,929■ SocietyUnit

FY2019FY2020

FY2021FY2019FY2020

FY2021
Average annual income(Male)(Female)Number of employees

FY2019FY2020

FY2021

7,892

7,339

7,387

9,351

8,883

8,880

5,272

4,977

5,041

No wage differential between men and women for employees with thesame attributes (age, position, evaluation, etc.)

Percentage of annual average income received by women

1,079（2,487） 1,074（2,489）

Unit
thousandsof yenthousandsof yenthousandsof yenpersons

1,030 (2,242)(Male)

persons

617

644

644

(Female)persons

413

435

430

persons

749

781

786

%

3.6

3.8

4.1

New graduate employees (directly employed, non-consolidated)persons

80

75

59

New graduate employees in comprehensive work position

persons

41

48

48

Percentage of female new graduate employees in comprehensive
work position (directly employed, non-consolidated)

%

9.8

10.4

10.4

Percentage of taking paid leave (including contract and temporary employees)

％

51.1

52.1

56.2

New graduate general employees (directly employed, non-consolidated)persons

39

27

10

Average time of arrival (fiscal year average for non-management employees)

hours

8:25

8:26

8:26

Average time of departure (fiscal year average for non-management employees)

hours

18:34

18:25

18:29

Average time spent in office (excluding breaks)

hours

9:08

8:58

9:02

Percentage of health checkups

%

100

100

100

Percentage of stress checks

%

100

100

100

Number of employees in comprehensive work position(directly employed, non-consolidated)

Percentage of female employees in comprehensive work position(directly employed, non-consolidated)(directly employed, non-consolidated)

Percentage of permanent employees who are mid-career recruits

%

28.3

28.3

28.4

persons

15

16

19

%

1.2

1.2

1.5

years old

38.2

38.0

38.4

(Male)

years old

39.8

39.3

39.4

(Female)years old

35.8

36.0

37.0

(directly employed, non-consolidated)

Number of employees with disabilities (directly employed, non-consolidated)
Percentage of female management employees(directly employed, non-consolidated)

Average age

Average length of service

years

12.7

12.3

12.8

(Male)

years

13.9

13.4

13.5

(Female)

years

10.8

10.8

11.8

Childcare leave (persons who commenced childcare leaving during the fiscal
year, directly employed, non-consolidated)persons

3

2

2

%

100

90

100

Percentage of return to work after childcare leave (persons who finishedchildcare leave during the fiscal year, directly employed, non-consolidated)

Employees with reduced working hours (persons registered for reduced
working hours as of March 31, directly employed, non-consolidated)persons

28

31

35

Average hours of labor (fiscal year average for non-management employees)

hours

2,007

2,013

1,977

■ Governance

Unit(persons)
1,200

900

Male

Female

1,030

1,079

1,074

413

435

430

0

12

9.8

10.4

10.4

9

■ Percentage of permanent employees
who are mid-career recruits(directly employed, non-consolidated)

（％）
30

28.3

28.3

28.4

617

644

644

FY2019FY2020

FY2021

8(Male)

persons

997(Female)persons
%

1

1

1

10.0

10.0

12.5

■ Average hours of labor■ Percentage of taking paid leave(hours)（%）(fiscal year average for non-management employees)(including contract and temporary employees)

60

2,400

2,007

2,013

1,977

51.1

52.1

FY2019FY2020

56.2

40

1,200
10

3

0

FY2021
10

1,800

20

6

600

300

■ Percentage of female new graduate
employees in comprehensive work
position (directly employed, non-consolidated)（％）

FY202010

Percentage of female Directors (including Outside Directors)■ Number of employees

FY2019persons

Number of Directors (including Outside Directors)* YUASA TRADING CO., LTD. non-consolidated (figures in brackets show YUASA TRADING Group total)

FY2019FY2020

FY2021020

600

FY2019FY2020

FY20210

FY2019FY2020

FY20210

FY2021YUASA INTEGRATED REPORT

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55

Data

Key Financial Data
Net sales*(billions of yen)

500

Financial highlights(consolidated)

461.7

493.6

Ordinary profit / Ordinary profit to net sales ratio
Ordinary profit (left axis)
Ordinary profit to net sales ratio (right axis) （%）(billions of yen)

491.3
432.1

462.7

400

15

12

13.4
12.1

5
12.8

11.7

4

10.0
2.72

300

9

200

6

2

100

3

1

0

0

FY2017 FY2018 FY2019 FY2020 FY2021

2.63

2.61

2.32

3

2.54

FY2017 FY2018 FY2019 FY2020 FY2021

0*Net sales for FY2021 shows figure after the application of the Revenue Recognition
Accounting Standard.

ROE

Equity ratio

Total payout ratio

（％）

（％）

（％）

15

50

50

12

12.16

12.19

11.38

9

37.73

40

8.14

8.88

30.49

30.94

34.03

35.46

40

30

30

6

20

20

3

10

10

0

FY2017FY2018FY2019FY2020

FY20210

FY2017FY2018FY2019FY2020

FY2021

0

34.3

37.2
31.9

29.5

FY2017FY2018FY2019FY202033.7

FY2021YUASA INTEGRATED REPORT

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Key Financial Data

56

Data

Please see Securities Report for more
information about Financial Data.

■ Financial data (consolidated)▶

(fiscal year)

Unit

FY2011FY2012FY2013

FY2014FY2015FY2016FY2017FY2018FY2019FY2020

FY2021*

Net sales

millions ofyen

396,732

400,252

442,213441,723

442,042446,335

461,749

493,627

491,348

432,185

462,725

Operating profit

millions of
yen

6,634

7,310

9,518

9,815

10,357

10,923

11,402

12,517

11,871

8,983

11,880Ordinary profit

millions of
yen

6,714

7,827

9,782

10,353

11,03911,704

12,14913,437

12,804

10,011

11,744

Profit attributable to owners of parent

millions of
yen

4,202

5,276

5,483

7,494

7,190

7,777

8,261

9,038

8,950

6,930

8,058

Total assets

millions ofyen

195,440

196,740

205,669

204,897

202,891

216,984

235,022

247,747

237,071

237,487

259,413Interest-bearing debt

millions ofyen

34,94732,35722,296

11,935

4,972

3,117

3,138

3,048

4,290

4,473

3,710

Net debt to equity ratio

times

0.13

0.09

(0.10)(0.37)(0.45)(0.47)(0.46)(0.44)(0.49)(0.43)(0.54)Net cash provided by (used in) operating
activities

millions ofyen

11,602

5,729

9,407

12,476

9,114

11,908

6,645

4,387

12,970

5,982

10,213

Net cash provided by (used in) investing
activities

millions of
yen

(724)

(3,329)

(880)

3,550

(589)

(3,652)(1,355)(873)(2,843)(3,509)4,776

Net cash provided by (used in) financing
activities

millions ofyen(6,440)(4,323)(11,782)(11,810)(8,982)(5,501)(2,418)(3,182)(3,509)(3,713)(3,553)

EPS (basic earnings per share)

yen

19.37

24.21

250.78340.82326.27352.45373.22408.27403.55313.03364.54

BPS (net assets per share)yen

151.91172.812,010.64

2,369.99

2,573.88

2,910.02

3,236.29

3,464.20

3,635.18

4,057.16

4,160.75

Dividend per share

yen

5

6

6

-

100

95

110

140

150

100

123

ROA (return on assets)

％

3.4

4.0

4.9

5.0

5.4

5.6

5.4

5.6

5.3

4.2

4.7

ROE (return on equity)

％

20.3

20.8

13.4

15.6

13.2

12.9

12.2

12.2

11.4

8.1

8.9

Equity ratio

％

16.9

19.1

21.4

25.5

28.0

29.6

30.5

30.9

34.0

37.7

35.5

Total payout ratio

％

25.8

24.8

23.9

24.9

30.6

27.0

29.5

34.3

37.2

31.9

33.7

*Net sales for FY2021 shows figure after the application of the Revenue Recognition Accounting Standard.

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Data

Consolidated Financial Statements■ Consolidated balance sheets(millions of yen)(millions of yen)

As ofMarch 31, 2021

As ofMarch 31, 2022

185,777

217,584

Cash and deposits

42,56753,744

Notes and accounts payable - trade

90,00996,112

Notes and accounts receivable - trade107,874−

Electronically recorded obligations operating

33,94545,815−

121,531

Short-term borrowings

3,744

3,128

AssetsAs ofMarch 31, 2021

As ofMarch 31, 2022

138,081

158,953

Liabilities

Current assets

Notes and accounts receivable - trade,and contract assets
Electronically recorded monetary claims operating

Current liabilities(millions of yen)
As ofMarch 31, 2021

As ofMarch 31, 2022

80,47485,938

Share capital

20,644

20,644

Capital surplus

6,815

6,831

Retained earnings

54,74960,155

Treasury shares(1,735)(1,692)

9,126

6,042

4,334

1,798

20

48

Foreign currency translation adjustment

(272)

46

Remeasurements of defined benefit plans

5,044

4,149

272

238

Net assets
Shareholdersʼ equity

18,67822,799Lease obligations

68

79

Inventories

14,574

16,147

Income taxes payable

995

2,870

Other

2,159

3,420

Provision for bonuses

2,383

2,623

(77)

(59)

66

70

51,71041,829

6,868

8,251

9,163

7,854

728

581

Share acquisition rights
Non-controlling interests

Allowance for doubtful accounts
Non-current assets
Property, plant and equipment

Provision for bonuses for directors (andother officers)
Other

15,665

12,667

Fixed assets for rent

1,076

1,209

Long-term borrowings

Buildings and structures

3,199

2,932

Lease obligations

Machinery and equipment

122

134

Deferred tax liabilities

Tools, furniture and fixtures

483

384

10,647

7,826

111

171

Land
Leased assets

24

9Intangible assets

5,148

3,336

Goodwill

2,910

2,133

Other

2,237

1,202

Investments and other assets

30,89625,826

Investment securities

13,6797,889

Long-term monetary claims

1,292

1,129

218

241

Retirement benefit asset

12,205

12,385

Other

3,950

4,523

Allowance for doubtful accounts

(449)

(343)

237,487

259,413

Construction in progress

Deferred tax assets

Total assets

Non-current liabilities

104

129

3,912

2,728

Provision for retirement benefits for
directors (and other officers)

196

153

Provision for share awards

139

191

Provision for share awards for directors(and other officers)

127

173

Retirement benefit liability
Other
Total liabilities

947

998

3,007

2,898

147,245

166,808

Accumulated other comprehensive
incomeValuation difference on available-for-salesecurities
Deferred gains or losses on hedges

Total net assets

Total liabilities and net assets

368

385

90,242

92,605

237,487

259,413

Securing a stable financial foundation
In order to realize growth investments (total of ¥35.0 billion over six years) expectedin the quantitative plan of YUASA VISION 360 and Growing Together 2023 andcontinuous return of profit to shareholders, we consider the stability of the financial
foundation to be a most important factor.
YUASA TRADING has received an A- rating from Rating and Investment
Information, Inc. (R&I).

Rating and Investment
Information, Inc. (R&I)

A-

YUASA INTEGRATED REPORT

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58

Data

Consolidated Financial Statements■ Consolidated statements of income(millions of yen)(millions of yen)

Fiscal year ended Fiscal year ended
March 31, 2021 March 31, 2022

Fiscal year ended Fiscal year ended
March 31, 2021 March 31, 2022

Net sales

432,185

462,725

Cost of sales

389,004

414,487

Gross profit

43,181

48,237

Selling, general and administrative
expenses

34,19736,356

Operating profit

8,983

11,880Non-operating income

2,173Interest income(millions of yen)

Fiscal year ended Fiscal year ended
March 31, 2021 March 31, 2022

265

1,363

Loss on sale of non-current assets

2

1,176

Loss on retirement of non-current assets

41

33

Impairment losses−

51

Deferred gains or losses on hedges

Loss on sale of investment securities

883

Foreign currency translation adjustment

2,255

Loss on liquidation of subsidiaries andaffiliates−

54

Remeasurements of defined benefit plans,
net of tax

3,122

(895)

1,361

1,473

Loss on valuation of investments in capital

3−

Comprehensive income

11,730

4,992

Dividend income

235

249

Loss on disaster

10−Comprehensive income attributable to ownersof parent

11,729

4,974

Other

576

533

Loss on COVID-19

117

43

Comprehensive income attributable tonon-controlling interests

018

Non-operating expenses

1,145

2,391

Profit before income taxes

10,475

12,685Interest expenses

903

894

Income taxes – current

3,048

4,332

Share of loss of entities accounted for using
equity method

160

1,439

Income taxes – deferred

Other

81

57

10,011

Ordinary profit
Extraordinary income

Extraordinary losses■ Consolidated statements of comprehensive income

496

276

Total income taxes

3,544

4,608

11,744

Profit

6,930

8,077

Profit (loss) attributable tonon-controlling interests

729

2,304

Loss on sale of non-current assets

0140Gain on sale of investment securities

679

2,163

Gain on step acquisitions

33−

Gain on extinguishment of tie-in shares

16−(Note) The company applied the Accounting Standard for Revenue Recognition, etc. (ASBJ
Statement No. 29, March 31, 2020) from the beginning of the fiscal year under review. The
key financial data for the fiscal year under review shows the data after the application of theaccounting standard, etc.

Profit attributable to owners of parent

0

18

6,930

8,058

Profit

6,930

8,077

Other comprehensive income

4,799(3,084)

Valuation difference on available-for-salesecurities

1,821(2,537)

19

28

(163)

319

■ Consolidated statements of cash flows(millions of yen)

Fiscal year ended Fiscal year ended
March 31, 2021 March 31, 2022
Net cash provided by (used in) operating
activities
Net cash provided by (used in) investing
activities
Net cash provided by (used in) financing
activities
Effect of exchange rate change on cash andcash equivalents
Net increase (decrease) in cash and cash
equivalents
Cash and cash equivalents at beginning of
periodIncrease in cash and cash equivalents resulting
from merger with unconsolidated subsidiaries
Cash and cash equivalents at end of period

5,982

10,213(3,509)4,776(3,713)(3,553)(73)

152(1,313)

11,58943,246

41,947

13−

41,94753,536

YUASA INTEGRATED REPORT

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YUASA TRADING Group Network

TSUNAGU –Connecting to the Future

Value Creation FoundationData(as of October 1, 2022)

Domestic Network

Group Companies in Japan

Provide proprietary solutions that connect products, services, and systems.

The YUASA TRADING Group has 23 Group companies in Japan.
Provide new value and proprietary functions, such as engineering functions and import
distributor functions.

●Head Office

Sumitomo Fudosan Kanda Bldg. 16-19F(reception on 17F), 7, Kanda-Mitoshirocho,
Chiyoda-ku, Tokyo 101-8580●Hokkaido Branch Office

Sapporo Shiroishi Daiichi Seimei Bldg., 6-1-20,
Higashi Sapporo 3-jo, Shiroishi-ku, Sapporo-shi,
Hokkaido 003-8577●Tohoku Branch Office

1-8-2, Shindenhigashi, Miyagino-ku, Sendai-shi,
Miyagi 983-8545

8 branch offices
13 branches
10 business offices● KOKKO CO., LTD.
4600 Nakasu Suwa-shi, Nagano 392-8505
TEL: +81-266-52-2457● YUASA NEOTEC CO., LTD.
JRE Kanda Ogawa Bldg. 5F, 9-1, KandaMitoshirocho, Chiyoda-ku, Tokyo 101-0053
TEL: +81-3-6369-1740● YOUR TECHNICA CO., LTD.
7, Kanda-Mitoshirocho, Chiyoda-ku, Tokyo
101-8580
TEL: +81-3-6369-1633■Koriyama Branch Office

2-38-21, Kuwano, Koriyama-shi, Fukushima
963-8025■Niigata Branch Office● Branch offices ■ Branches

Business offices

3-4-10, Bentenbashidori, Chuo-ku, Niigata-shi,
Niigata 950-8737■Nagano Branch Office

Showa Bldg. 5F, 259-2, Takada, Nagano-shi,
Nagano 381-0034

Matsumoto Business Office

Design Center Bldg. 3F, 1095-1, Shimadachi,
Matsumoto-shi, Nagano 390-0852●Kita-Kanto Branch Office

4-7-5, Miyahara-cho, Kita-ku, Saitama-shi,
Saitama 331-8540

Takasaki Business Office

Harajisho 2nd Bldg. 8F, 4-11, Sakae-cho,Takasaki-shi, Gunma 370-0841

Utsunomiya Business Office

Yamaguchi Bldg. 7F, 4-1-20, Higashishukugo,
Utsunomiya-shi, Tochigi 321-0953■Higashi-Kanto Branch Office

Sun Plaza Bldg. 3F, 4-5-10, Kashiwa, Kashiwa-shi,
Chiba 277-0005

Nishi-Kanto Business Office

Kunitachi KT Bldg. 6F, 1-4-15, Higashi,
Kunitachi-shi, Tokyo 186-8505■Yokohama Branch Office

Nisso 5th Bldg. 2F, 2-10-39, Kitasaiwai, Nishi-ku,
Yokohama-shi, Kanagawa 220-0004■Shizuoka Branch Office

Daidoseimei-Shizuoka Bldg. 2F, 59-6, Kuroganecho, Aoi-ku, Shizuoka-shi, Shizuoka 420-0851

Hamamatsu Business OfficeHamamatsu Aoiro Kaikan Bldg. 302, 2-10-1,
Chuo, Naka-ku, Hamamatsu-shi, Shizuoka
430-0929■Okayama Branch Office

Okazaki Higashi Bldg. 4F, 3-11, Koseidoriminami,
Okazaki-shi, Aichi 444-8577●Chubu Branch Office2-171, Takayashiro, Meito-ku, Nagoya-shi, Aichi
465-8503■Hokuriku Branch OfficeToyamafukokuseimei 2nd Bldg. 6F, 6-11,
Sakurabashidori, Toyama-shi, Toyama 930-8552

Kanazawa Business OfficeUrban Useful Bldg. 2F, 8-1, Futatsuyamachi,
Kanazawa-shi, Ishikawa 920-0065■Kyoto Branch Office

25, Takedakitamitsugui-cho, Fushimi-ku,
Kyoto-shi, Kyoto 612-8419●Kansai Branch OfficeYuasa Osaka Bldg. 2-4-12, Minamisenba,
Chuo-ku, Osaka-shi, Osaka 542-8660

Kobe Business Office

Harborland Diamond Nissei Bldg. 14F, 1-7-4,
Higashikawasaki-cho, Chuo-ku, Kobe-shi, Hyogo
650-0044■Himeji Branch Office

Himejieki Minami Maku Bldg. 4F, 3-50,
Higashinobusue, Himeji-shi, Hyogo 670-0965

59■Okayama Branch Office

Meijiyasudaseimei Okayama Kuwadacho Bldg.
2F, 18-28, Kuwada-cho, Kita-ku, Okayama-shi,
Okayama 700-0984■Shikoku Branch Office

6-15, Higashihazemachi, Takamatsu-shi, Kagawa
761-8533

Matsuyama Business Office

Obel Bldg. 301, 1-7-1, Takewaramachi,
Matsuyama-shi, Ehime 790-0052●Chugoku Branch Office

Sanyo Bldg. 8F, 4-6-16, Otemachi, Naka-ku,
Hiroshima-shi, Hiroshima 730-8561

Yonago Business Office

Harima Bldg. 4F, 2-218-1, Doshomachi,
Yonago-shi, Tottori 683-0064●Kyushu Branch Office

Fukuoka Maizuru Square Bldg. 6F, 3-9-39,
Maizuru, Chuo-ku, Fukuoka-shi, Fukuoka
810-0073

Kagoshima Business OfficeDaiwa Kagoshima Bldg. 4F, 12-13,
Kamoikeshinmachi, Kagoshima-shi, Kagoshima
890-0064■Okinawa Branch Office

Okinawaken Kensetsu Kaikan 6F, 5-6-8,
Makiminato, Urasoe-shi, Okinawa 901-2131● FUSHIMAN SHOJI CO., LTD.
5-1, Kitahachijyonishi, Kita-ku, Sapporo-shi,
Hokkaido 060-0808
TEL: +81-11-716-7101● YUASA QUOBIS CO., LTD.
OP Bldg. 2F, 1-8, Kanda-Nishiki-cho, Chiyoda-ku,
Tokyo 101-0054
TEL: +81-3-6369-1403● URAYASU KOGYO CO., LTD.
2-8-7, Kinshi, Sumida-ku, Tokyo 130-0013
TEL: +81-3-3624-2441● ROBOT ENGINEERING CO., LTD.
374-4, Arakuchi-machi, Maebashi-shi, Gunma
379-2107
TEL: +81-27-212-5720● YUASA LUMBER CO., LTD.
OP Bldg. 3F,1-8, Kanda-Nishiki-cho, Chiyoda-ku,
Tokyo 101-0054
TEL: +81-3-6369-1391● NAKAGAWA KINZOKU CO., LTD.
1-32, Kanda-Suda-cho, Chiyoda-ku, Tokyo
101-0041
TEL: +81-3-3785-7001● YUASA MACROS CO., LTD.
1047 Kamatsuka Kounosu-shi, Saitama
369-0112
TEL: +81-48-598-8712● NAGAISANGYO CO., LTD.
1-36, Goi-Kanasugi, Ichihara-shi, Chiba
290-0056
TEL: +81-436-23-1344● FUJI QUALITY HOUSE CO., LTD.
1, Nishida-cho, Isesaki-shi, Gunma 372-0058
TEL: +81-270-26-5121● YUASA PRIMUS CO., LTD.
Tomizawacho Green Bldg. 2F, 9-8, NihonbashiTomizawa-cho, Chuo-ku, Tokyo 103-0006
TEL: +81-3-5695-1515● YUKO CORPORATION
Yuasa Osaka Bldg. 9F, 2-4-12, Minamisenba,
Chuo-ku, Osaka-shi, Osaka 542-8660
TEL: +81-6-4977-6780● MARUBOSHI CO., LTD.
2-3-20 Itachibori Nishi-ku, Osaka-shi, Osaka
550-0012
TEL: +81-6-6532-1614● SANEI CO., LTD.
Miyake Bldg. 4F 402, 549-2, Shinano-cho,
Totsuka-ku, Yokohama-shi, Kanagawa 244-0801
TEL: +81-45-828-3601● TAKACHIHO CORP.
Yokohama Landmark Tower 9F, 2-2-1,
Minatomirai, Nishi-ku, Yokohama-shi, Kanagawa
220-8109
TEL: +81-45-224-6070● MARUKEN SERVICE CO., LTD.
7-14, Taiheitori, Nakagawa-ku, Nagoya-shi, Aichi
454-0838
TEL: +81-52-354-3151● YUASA NENRYO CO., LTD.
2-171, Takayashiro, Meito-ku, Nagoya-shi, Aichi
465-8503
TEL: +81-52-779-8460● CHUBU IBI CO., LTD.
2-171 Takayashiro, Meito-ku, Nagoya-shi, Aichi
465-8503
TEL: +81-52-779-8460● YUASA SYSTEM SOLUTIONS CO., LTD.
24-1, Nihonbashi Hakozaki-cho, Chuo-ku, Tokyo
103-0015
TEL: +81-3-5847-7561● YUASA BUSINESS SUPPORT CO., LTD.
7 Kanda-Mitoshirocho, Chiyoda-ku, Tokyo
101-0053
TEL: +81-3-6369-1688● connectome.design inc. Equity method affiliate
Haneda Innovation City Zone K 110, 1-1-4,
Hanedakuko, Ota-ku, Tokyo 144-0041

Starting Point for
Creation of New ValueYUASA INTEGRATED REPORT

Overseas Network

Values and Strategy

TSUNAGU –Connecting to the Future

TSUNAGU Business Model

Bring products and solutions developed in Japan to overseas markets and provide new value.

Value Creation Foundation

China

Philippines● YUASA TRADING (SHANGHAI) CO., LTD. 1● YUASA TRADING (PHILIPPINES) INC. 9[Headquarters] Shanghai[Branches] Dalian Branch/Tianjin Branch/Suzhou Branch/Guangzhou Branch[Headquarters] Manila

Vietnam● YUASA TRADING VIETNAM CO., LTD.

Taiwan[Headquarters] Ho Chi Minh City 10[Branch] Hanoi 11● YUASA TRADING (TAIWAN) CO., LTD.

[Headquarters] Taipei 2[Liaison Office] Taichung 3

11
12
13

15

1
2

5
4

10

6

9

7
8

3

10 countries
12 companies
23 sites

India● YUASA TRADING INDIA PRIVATE LIMITED

Thailand17

14[Headquarters] Gurgaon 12[Branch] Bangalore 13● YUASA TRADING (THAILAND) CO., LTD.

16

[Headquarters] Bangkok 4[Branch] Sriracha 5

U.S.

● YUASA ENGINEERING SOLUTION (THAILAND) CO., LTD.

18

60

Data

● YUASA-YI, INC.

[Headquarters] Bangkok 6[Headquarters] Chicago 14[Branch] Cincinnati 15
South Carolina 16
New England 17

Malaysia● YUASA MECHATRONICS (M) SDN. BHD. 7● NICHI-MA SEIKO REMANUFACTURING (M) SDN. BHD.

Mexico[Headquarters] Kuala Lumpur● YUASA SHOJI MEXICO. S.A. DE C.V. 18[Headquarters] Leon

Indonesia● PT. YUASA SHOJI INDONESIA 8[Headquarters] Cikarang

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Share Information

Values and Strategy■ Total number of issued shares
23,155,882 shares(including treasury share of 860,065 shares)■ Number of shareholders
7,960*The number of shares constituting one unit is 100 shares.

■ Shareholder ratio

Foreign corporations,etc.
29.83％

Value Creation Foundation

Data

61

■ Major shareholders (top 10)

40,000,000 shares

Individuals/other25.09％TSUNAGU –Connecting to the Future(as of March 31, 2022)■ Total number of authorized shares

Shares held in
own name
3.71％

TSUNAGU Business Model

Financial
institutions
22.24％

Number of shares(thousand shares)

Shareholder name

The Master Trust Bank of Japan, Ltd.

Ratio of shareholding
(%)

2,878

12.91

Custody Bank of Japan, Ltd.

994

4.46

STATE STREET BANK AND TRUST CLIENT OMNIBUS ACCOUNT OM02 505002

900

4.03

BNYMASAGT / CLTS10PERCENT

894

4.01

Yuasa Tankyo Shareholding Association

858

3.85

BBH FOR FIDELITY PURITAN TR: FIDELITY SR INTRINSIC OPPORTUNITIES FUND

675

3.02

West YUASA Yamazumi Shareholding Association

663

2.97

East YUASA Yamazumi Shareholding Association

601

2.69

Sumitomo Mitsui Banking Corporation

594

2.66

HIKARI TSUSHIN, INC.

529

2.37

(Note) 1. The number of shares shown in the above list are rounded down to the nearest thousand shares.
2. The ratio of shareholding is calculated by deducting treasury stock and rounded down to the second decimal place.
3. The company holds 860,000 shares as treasury share, which is not included in the above table. Further, the company shares (188,000 shares) held by the Board Incentive Plan is notincluded in treasury shares.
4. Of the trust bank holding listed above, the number of shares related to trust operations of trust banks is as follows.

Financial service
providers
1.02％

The Master Trust Bank of Japan, Ltd.
Custody Bank of Japan, Ltd.

2,878
994

Other corporations
18.11％■ Trends of stock price and volume(thousand shares)

Share price

Volume

(yen)

8,000

4,000

6,000

3,000

4,000

2,000

2,000

1,000

0

Apr. 2012

Apr. 2014

Apr. 2016

Apr. 2018

Apr. 2020

0
Apr. 2022

YUASA INTEGRATED REPORT

Starting Point for
Creation of New Value

Company Profile

Values and Strategy

TSUNAGU Business Model

TSUNAGU –Connecting to the Future

YUASA TRADING CO., LTD.

■ Security code

8074

■ Headquarters

7, Kanda-Mitoshirocho, Chiyoda-ku, Tokyo■ Fiscal year

■ Founded

March 1666

April 1 – March 31 of the following year
(fiscal year ends in March)■ Established

June 25, 1919

■ Share capital¥20,644 million■ Number of employees

2,489 (consolidated)■ Main financial institutions[Banking] Sumitomo Mitsui Banking Corporation[Life insurance] SUMITOMO LIFE INSURANCECOMPANY

1,074 (non-consolidated)[General insurance] Mitsui Sumitomo Insurance
Company, Limited

Prime Market of Tokyo Stock Exchange(changed to Prime Market on April 4, 2022)[Securities] Nomura Securities Co., Ltd.

The YUASA TRADING Integrated Report 2022 is an integrated
report of the financial information and non-financial information of
the company.
We also display information from multiple angles in reports
and on the website as depicted below in order for stakeholders tounderstand the company.

2022

The actual results of the fiscal year ended March 31,
2022 (April 1, 2021 to March 31, 2022) is the main
target of this report.
● Scope of items reported
In principle, the results of YUASA TRADING and 41
Group companies (34 consolidated subsidiaries) as ofMarch 31, 2022 are reported.

● Precautions on forward-looking statements

CWEB

https://www.yuasa.co.jp/● Date of publishing

Company GuideTOP

C Company Information

Corporate Profile

Corporate Governance ReportTOP

A Investor Relations

IR Library

ESG DataTOP

B Promotion of Sustainability

ESG DataTOP

A Investor Relations

IR Library

YUASA REPORT (business report)
Financialinformation● Basic philosophy

In the statements of this integrated report, statements
other than historical facts are forward-looking
statements that reflect YUASA TRADING s plans
and expectations. Please note that actual results andperformance may vary from these statements as aresult of various risks, uncertainties and other factors.

A■ YUASA TRADING Integrated Report2022

YUASA
INTEGRATEDREPORT

Editing Policy

This integrated report has not included the notes
to consolidated financial statements. Please see
Securities Report available on the Investor
Relations - IR Library on the corporate website forthese notes.

B■ Corporate website
The company overview and new information are also posted on
the comprehensive tools (web).

統合報告書

62

● Regarding notes to consolidated financial
statements

All communication tools

Non-financial
informationData(as of March 31, 2022)■ Company name■ Stock exchange listing

Value Creation Foundation

Summary of Consolidated Financial Results
Fact Book

November 2022