Climate change-related depletion of forest resources, which are raw materials for paper, will have a major impact on the group’s business. There are also physical risks resulting from global warming, transition risks due to stricter regulations, and the possibility of increased financial burden associated with responding to these risks. As it is our responsibility to minimize climate change impact by reducing greenhouse gas emissions throughout the group and the entire supply chain, we have identified “climate change” as a material issue that will have a significant impact on the group.
We have been working to reduce greenhouse gas emissions, mainly in our paper manufacturing and processing business. We will continue to promote further energy savings throughout the group and strengthen our efforts to achieve carbon neutrality by 2050.
The group recognizes that responding to climate change is an urgent issue. In June 2021, we announced our endorsement of the Task Force on Climate-related Financial Disclosure (TCFD) recommendations, and joined the TCFD Consortium. Since then, we have conducted scenario analyses of the risks and opportunities that climate change poses to the group’s businesses. In order to clarify the impact of climate change on each segment, we conducted an analysis of the Paper and Paperboard Wholesaling,* Paper Manufacturing & Processing, Raw Materials & Environment, and Real Estate Leasing segments based on the four elements proposed by the TCFD, and disclosed the following information on governance, strategy, risk management, and metrics and targets as recommended by the TCFD.
Based on our Sustainability Policy, we will work harder to address climate change and reduce greenhouse gas emissions, and will disclose information based on TCFD recommendations.
The Task Force on Climate-related Financial Disclosures (TCFD) was established by the Financial Stability Board to study climate-related information disclosure and how financial institutions should respond. Climate change, a global issue, is becoming a factor that has a serious impact on corporations, and is turning into either a risk or an opportunity for mid- to long-term business activities. Under these circumstances, it has become necessary for companies to incorporate the climate change factor into their business strategies in order to achieve sustainable growth. The final TCFD report recommends that companies assess the financial impact of climate change risks and opportunities on their operations and disclose them in four areas: governance, strategy, risk management, and metrics and targets.
The TCFD Consortium is a group of companies and financial institutions that support the TCFD. It was established in Japan to discuss effective corporate information disclosure and how to use disclosed information to help financial institutions make appropriate investment decisions.
We established the Executive Sustainability Committee on April 1, 2022 with the aim of promoting sustainable business management in a more proactive way. Under the supervision of the Board of Directors, the Executive Sustainability Committee is responsible for formulating policy and planning strategy on all sustainability-related matters for the entire group, as well as overseeing the process of finding solutions to ESG issues and meeting our ESG goals. The committee reports to the Board of Directors on the progress of climate change initiatives, and important matters are resolved by the Board. Matters resolved by the Board of Directors are then directed to the OVOL Sustainability Promotion Meetings and the OVOL Environment & Safety Meetings, which are group-wide organizations under the Executive Sustainability Committee, for implementation at each group site. We also established a new Corporate Sustainability Division, which is responsible for implementing policies relating to sustainability across the entire group.
The group has identified risks and opportunities associated with climate change in four business segments: the Paper and Paperboard Wholesaling business, Paper Manufacturing & Processing, Raw Materials & Environment, and Real Estate Leasing, using two scenarios developed by the IPCC, IEA, and other specialist organizations: one in which the increase in average temperature is limited to 1.5°C (2.0°C in some scenarios) and another in which the average temperature increase exceeds 4°C. Risks and opportunities posed by climate change are categorized into risks associated with the transition to a low-carbon society (transition risks) and the physical impacts of climate change (physical risks). In order to incorporate these risks and opportunities into our business strategy, we conducted an assessment of the associated financial impacts in the short-term (up to 2025), medium-term (up to 2030), and long-term (up to 2050).
Category | Impact on the Company | Countermeasures | Scale of Impact | ||
---|---|---|---|---|---|
Risks | Transition | Policies and Regulations | Significant increase in operating costs in the paper manufacturing business due to increased carbon taxes |
|
Large |
Reputation | Decline in corporate value and loss of stakeholder confidence due to delays in response to climate change, resulting in lower sales revenues, impact on financing ability, and decline in brand value |
|
Moderate | ||
Physical | Acute | Extensive damage to sites, facilities, inventories, real estate, etc., due to wind and flood damage |
|
Moderate | |
Suspension of business due to disruptions in the supply chain caused by wind and flood damage, and resulting decline in sales revenues |
|
Moderate | |||
Chronic | Impact of storm surge and other flooding damage to coastal sites due to rise in sea levels |
|
Moderate | ||
Opportunities | Market | Contribution to business performance from increased demand for functional materials related to electronic components associated with the advance of electrification |
|
Moderate | |
Contribution to business performance from increased demand for environment-friendly products such as paper with FSC and PEFC Forest Certification and recycled paper |
|
Moderate | |||
Contribution to business performance from increased demand for paper products due to move away from plastics |
|
Moderate |
Based on the financial impact scenario analysis, we expect that the introduction of a carbon tax (transition risk) would have a significant impact, particularly on the group’s paper manufacturing business. On the other hand, we believe that we can lower that impact by promoting the reduction of greenhouse gas emissions.
In terms of physical risks, we estimate that damage to the main bases of the group in Japan due to abnormal weather events such as floods and typhoons would be in the range of JPY200 million to JPY600 million in the 1.5°C (2°C) and 4°C scenarios. In the event of severe damage to a business partner, there is a possibility that factories in the supply chain would not be able to operate and that the transportation of products, raw materials, and fuel would be disrupted, resulting in damage beyond our estimate.
Item | Risks | Analysis Content | Financial Impact (2050) | |
---|---|---|---|---|
4°C Scenario | 1.5°C (2°C) Scenario | |||
Carbon tax | Transition | Impact of carbon tax introduction | - | JPY(6,630) million *2 |
Electricity price | Transition | Impact of electricity price changes | JPY230 million | JPY(290) million |
Flood damage | Physical | Annual average flood damage | JPY(510) million | JPY(170) million |
Storm surge damage | Physical | Annual average storm surge damage | JPY(30) million | JPY(10) million |
Damage due to suspension of business (flood) | Physical | Annual average damage due to suspension of business (flood) | JPY(80) million | JPY(30) million |
Transition Risks | IEA NZE | Net Zero Emissions by 2050 Scenario (NZE) This scenario assumes that net zero CO2 emissions will be achieved by 2050. |
---|---|---|
IEA SDS | Sustainable Development Scenario (SDS) In this scenario, the path to achieving the goal set in the Paris Agreement to “hold the increase in the global average temperature to well below 2°C above pre-industrial levels and pursue efforts to limit the temperature increase to 1.5°C above pre-industrial levels” was analyzed. |
|
IEA APS | Announced Pledges Scenario (APS) This scenario reflects the ambitions and targets of each member country to reduce emissions, assuming that all the announced pledges of every government are implemented (also includes those that have not yet been implemented). |
|
IEA STEPS | Stated Policies Scenario(STEPS) This scenario incorporates the current plans of each government, including policy initiatives that have already been announced and implemented around the world. |
|
IEA B2DS | Beyond 2 Degrees Scenario (B2DS) This scenario assumes there is a 50% probability that the temperature rise in 2060 does not exceed 1.75°C. |
|
Physical Risks | IPCC RCP2.6 | A scenario that projects a temperature increase of around 2°C compared with pre-industrial levels |
IPCC RCP8.5 | 4°C scenario with the highest temperature increase |
Item Name | Standard | Unit | Present | 2050 | Source | ||
---|---|---|---|---|---|---|---|
4℃ | 2℃ | 1.5℃ | |||||
Carbon Price | Developed countries (With net zero pledge) |
USD/t-CO2 | 0 | 0 | 200 | 250 | IEA WEO 2022 |
Electricity Price | Japan | USD/MWh | 216 (2018) |
203 (2040) ※ |
232 (2040) ※ |
- | IEA WEO 2019 |
Flood Rate | Japan | - | - | 4 (2040) ※ |
2 (2040) ※ |
- | Proposal for Flood Control Plans Based on Climate Change (Ministry of Land, Infrastructure, Transport and Tourism) |
Storm Surge Rate | Japan | - | - | 2 | 1.2 | - | Assessment Report on Climate Change Impacts in Japan (Ministry of the Environment) |
The Executive Sustainability Committee identifies risks and opportunities related to climate change for the group as a whole, formulates response plans, instructs corresponding organizations led by the Corporate Sustainability Division, which is responsible for practical implementation, manages progress of measures, and reports to the Board of Directors.
The Board of Directors approves the content of reports or gives instructions on improvements, and monitors results to ensure that appropriate risk management is being implemented. Risk matters related to climate change deliberated by the Executive Sustainability Committee are directed to its subordinate organizations, the Risk Management Meetings, the OVOL Environment & Safety Meetings, and the OVOL Sustainability Promotion Meetings, and reflected in the group’s risk management.
In response to climate change, we formulated Japan Pulp & Paper Group Medium- and Long-term Reduction Targets for Greenhouse Gas Emissions, with the entire group working on various measures to reduce Scope 1 and 2 emissions.
Regarding Scope 3 emissions, we are currently working on calculating the emissions for the entire group and plan to consider reduction efforts in the future.
Medium-term target : Achieve a 50% reduction from FY2019 levels by 2030
Long-term target : Achieve carbon neutrality by 2050
*Scope of targets : Scope 1 and 2 emissions for Japan Pulp & Paper and its consolidated subsidiaries
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Since entering the biomass power generation business with the aim of supplying energy to the group’s paper manufacturing companies, we have been working to ensure a stable supply of clean and safe electricity to meet growing demand from society. In 2016, we began operation of a woody biomass power plant (power output: 14,000 kW) in Noda Village, Iwate Prefecture under a renewable energy feed-in tariff (FIT) scheme. In collaboration with regional governments, we are developing projects that benefit the public interest and lead to the revitalization of local industries. In 2018, we established OVOL New Energy Sdn. Bhd., a company that collects palm kernel shells (PKS) in Malaysia and exports them to Japan and other countries, strengthening our system for the stable supply of biomass fuel to the Japanese market.
Under a renewable energy FIT scheme, we also operate a solar power generation business in Kushiro, Hokkaido (power output: 20,000 kW) and supply the electricity it generates.
(Unit: 10,000 t-CO2)
Item | Fiscal year ended March 31, 2022 | |
---|---|---|
Purchased goods and services | 191.2 | |
Capital goods | 0.2 | |
Fuel- and energy-related activities | 4.4 | |
Upstream transportation and distribution | 68.5 | |
Waste generated in operations | 0 | |
Business travel | 0 | |
Employee commuting | 0 | |
Upstream leased assets | - | |
Downstream transportation and distribution | 0.9 | |
Processing of sold products | 50.7 | |
Use of sold products | 7.5 | |
End-of-life treatment of sold products | 41.3 | |
Downstream leased assets | 1.6 | |
Franchises | - | |
Investments | - | |
Scope 3 Total | 366.3 |