5.3 Utilize a governance structure with defined scope and management system \n\nThrough a well-defined governance structure with clear scope and management system, Keysight is able to drive continuous improvement and accountability.\n\n**5.3.1 CSR Governance Structure**\nThe charter of the cross-functional Governance Team is to develop and oversee a global program that enables Keysight to meet its CSR vision and stakeholder requirements by identifying program elements and driving accountabilities companywide.\n\nWhat it looks like:\n\n - Accountable for achieving the Keysight CSR vision and foundation.\n\n - Span regulatory requirements, customer requirements, business compliance, and CSR reporting requirements.\n\n - Define, plan, and standardize Keysight CSR efforts.\n\n - Measure, monitor, and provide required annual reporting and communications on Keysight CSR-related activities and results.\n\n - Advocate for CSR initiatives internally.\n\n - Track, monitor, and address industry trends in CSR.\n\nGovernance Team roles are described below.\n\n**Executive Sponsor** **Executive Committee** Focused on CSR-related Board\nUltimately responsible for success of C-suite and executive leaders across engagement, corporate risk and\nCSR, provides guidance, secures the key functions reporting, and corporate strategy\nresources and organization linkages implications while assisting in strategy\nwhile championing the program and policy decisions\ninternally and externally **Steering Committee** Resolves CSR strategy issues and\n\nCompany senior leaders and function policy decisions, tracks functional\n\n**CSR Director & Program Mgt Team** heads across the key functions trends, approves annual plan proposal,\nManages program through provides resourcing, and champions\nGovernance Team, represents program inside and outside the\nKeysight in broader CSR community company in their respective functional\nand across functions areas\n\n**Core Team** Represent function in development,\nSubject matter experts within each of governance and oversight of CSR\nthe key functional areas program, planning, strategic initiatives,\n\nand reporting disclosures.\n\nCSR Foundational Pillar leads - Select\nCore Team members also act as\nprimary representatives and Key\nPerformance Indicator (KPI) reporting\nowners for each pillar\n**Extended Team**\nIndividuals across the company are identified by core team members to\ncomplete assigned tasks in support of program deliverables\n\n[...]\n\n6. CSR Material Aspects\n\nKeysight's CSR strategy and disclosure approach is driven by aspects identified as important, or material, by key\nstakeholders.\n\nUsing the Keysight Leadership Model (KLM), the company regularly engages stakeholders to identify and understand trends\nand changes in environmental and social risks, key stakeholder expectations, as well as strategic opportunities for the\nbusiness. Keysight conducted a formal CSR materiality assessment most recently between late FY 2023 into early FY 2024.\nThe company's CSR disclosures are aligned to the material topics identified in this effort. For this most recent materiality\nrefresh, Keysight contracted a third-party specialist to analyze CSR aspects that impact the company's enterprise value as\nwell as society and the environment, resulting in a double materiality analysis. This assessment process included:\n\n - Identification of material issues relevant to Keysight based on ESG disclosure standards frameworks and a\ncustomized assessment scoring criteria in line with standards guidance.\n\n - Development of draft impact topics based on consultant expertise and a review of Keysight documents and public\nresources.\n\n - Internal functional and executive stakeholder interviews across global business functions, including investor\nrelations, order fulfillment, sales, corporate services, human resources, legal and compliance, information\ntechnology, workplace solutions, and product innovation and quality.\n\n - External stakeholder interviews representing customers, suppliers, industry associations, and non-governmental\norganizations (NGOs) to identify common themes in priorities and Keysight's actual or potential impacts in the CSR\nspace.\n\n - Synthesizing and scoring of identified issues based on the previous steps.\n\nThe process concluded with a workshop-style review, validation, and identification of Keysight's final CSR material aspects,\nwhich include:\n\n - Circular economy\n\n - Climate change mitigation and energy\n\n - Diversity, equity, and inclusion\n\n - Employee health, safety, and wellness\n\n - Talent acquisition, retention, and development\n\n - Business resilience\n\n - Data privacy and security\n\n - Ethical business practices\n\n - Purposeful technology\n\n - Sustainable supply chain\n\nWhile the transition to an approach in line with double materiality and reporting standards updates changed the means by\nwhich topics were evaluated, the results themselves were not drastically different from previous materiality assessment\noutcomes. Some material aspect titles and definitions have been adjusted based on stakeholder input, but there was limited\nchange from previous years in the intent of the aspects that impact both the company and the community.\n\nBetween formal CSR materiality assessments, Keysight uses its CSR governance structure for ongoing guidance and\nregularly engages stakeholders as defined in the KLM. This enables the company to maintain alignment between its CSR\nefforts and stakeholder expectations short- and mid-term. Such ongoing stakeholder engagement is accomplished through\nconsultation, surveys, ad hoc feedback, reviews, and internal and external audits.