CSR management

Process of Identification and Review of the CSR Materiality

Process of Identification and Review

In fiscal 2016, the Mitsubishi Electric Group identified CSR materiality and initiatives in response to today's social trends and business environment, as also required by the fourth edition of the GRI Guidelines.

While continuing to incorporate opinions from inside and outside the company, these initiatives will be further strengthened through ongoing improvement activities based on the PDCA cycle, to expand the scope of information disclosure.

In fiscal 2020, an ongoing internal review of the materiality, initiatives and targets and initiative index (KPI) were undertaken by the CSR Expert Committee and CSR Business Promotion Committee, in view of subjective evaluations from outside the company, including stakeholder questionnaires (600 respondents) that have been also carried out since fiscal 2017.

Process of Identifying and Reviewing the Materiality

Step 1 Awareness of social issues (fiscal 2016)

Extraction of candidate materiality from guidelines, etc.

Candidate CSR materiality (29 issues) were identified based on the core issues of ISO26000*1, the 46 priority aspects laid out in the fourth edition of the GRI Guidelines*2, and the Sustainable Development Goals (SDGs).

  1. *1 Guidelines concerning social responsibility issued by the International Organization for Standardization (ISO)
  2. *2 The fourth edition of the international guidelines for sustainability called Sustainability Reporting Guidelines (GRI Guidelines) issued by the international NGO, Global Reporting Initiative (GRI)
diagram: Extraction of candidate materialities from guidelines, etc.

Extraction of candidate materiality from guidelines, etc.

Step 2 Assessment of internal and external views and identification of materiality (fiscal 2016)

  • photo: Questionnaire for stakeholders

    Questionnaire for stakeholders

  • photo: Internal working groups

    Internal working groups

  • photo: Interviews with experts

    Interviews with experts

  • photo: Dialogues with directors and experts

    Dialogues with directors and experts

Step 3 Establishment of materiality (fiscal 2016)

Decision-making by the CSR Committee

photo: CSR Committee

CSR Committee

The issues thus extracted and identified through the above-described process and specific initiatives and targets/key performance indicators (KPI) were confirmed by an internal working group and adopted as the Mitsubishi Electric Group's CSR materiality by the CSR Committee.

diagram: Mitsubishi Electric’s Matrix of CSR Materiality

Mitsubishi Electric’s Matrix of CSR Materiality

Step 4 Review of the materiality (fiscal 2017)

Since fiscal 2017, the CSR materiality, initiatives, and targets/key performance indicators (KPI) have been reviewed regularly, in consideration of opinions from both inside and outside the company.

  • Interviews with experts
  • Dialogues with directors and experts
  • Reader surveys regarding the CSR Report
  • Discussion by the CSR Committee, CSR Expert Committee and CSR Business Promotion Committee
  • photo: Dialogues with directors and experts

    Dialogues with directors and experts

  • photo: Interviews with experts

    Interviews with experts

CSR Committee, CSR Expert Committee, CSR Business Promotion Committee

In fiscal 2020, the committees explored specific ways to address the SDGs and shared an awareness regarding the importance of disclosing information in consideration of growing ESG (environment, social, governance) investments.

The committees will continue to strengthen their initiatives through continuous reviews and ongoing improvement activities based on the PDCA cycle, in response to changes in the external and business environments.

[Social demands that were particularly taken into consideration in fiscal 2020]

  • Sustainable Development Goals (SDGs)
  • Further promotion of information disclosure in consideration of growing ESG investments
  • Paris Agreement
  • Global trends in human rights
  • Initiatives of the Group as a global company
  • Response to TCFD