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Climate Change Initiatives and Information Disclosure
Based on the TCFD Recommendations

■TOC■(Click the following each content to jump.)

Basic Concept
Governance
Strategy
Risk Management
Metrics and Targets
TCFD Reference Table

Basic Concept

The IDEC Group has been conscious of eco-friendliness since its foundation in 1945 through it's “Save all” and “Pursuit of saving” by words. We have formulated “The IDEC Way” in 2019 and have since been maintained a management focus on environmental issues and reduction of environmental impact through the realization of safety, ANSHIN, and well-being. Responding to climate change is a major societal challenge globally.

We identify responding to climate change as one of our priority issues. Having set the Vision for 2030 in the Materiality, we are promoting various initiatives aimed at achieving a sustainable society.

Based on that background, we expressed our support for the Task Force on Climate-related Financial Disclosures (TCFD) and participated in the TCFD Consortium in May 2021. With regard to the four requirements (governance, strategy, risk management, and metrics and targets) based on the TCFD recommendations, we made preparations according to the steps of the scenario analysis advocated by Japan’s Ministry of the Environment, and disclosed climate change initiatives and relevant information that align with the TCFD guidance for the first time in FY2023. By enhancing information disclosure, we aim at achieving the management that is even more eco-friendly and realizing a sustainable society.

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Governance

The Environmental Strategy Committee, which is a specialist committee of the CSR Committee chaired by the CEO, is composed of employees from diverse departments and plays a key role in the effort to disclose climate-related financial information.

The Environmental Strategy Committee meets monthly under direction by the Senior Executive Officer in charge of the Environment. For striving activities further shifted to the environmental management, the Committee was changed its name from the Environment Management Committee to the Environmental Strategy Committee in December 2022 in order to incorporate responses to the environment into business plan strategically. Its activities include the audit of environmental items for eco-friendly products, calculation of product carbon footprint, encouragement of using internal carbon price, preparation for disclosing climate change-related information based on the TCFD recommendations, and planning and operation of the environmental events.

Decisions made by the Environmental Strategy Committee are determined through the CSR Committee or by the direct submission to the Top Management Meeting, where the policy is decided, and then reported to the Board of Directors.

Responding to the environment is one of the three materials, the IDEC Group's major issues, which quantify the ideal goals by FY2031 for accomplishing materiality and medium-term targets by FY2025. We have prepared for introducing the system to reflect initiatives for those targets and the management status of climate change issues to the incentive of the Senior Executive Officer in charge of the environment.

Departments responding to climate change and each role

NameFunctionNo. of Meeting
Board of DirectorsSupervision of important matters related to climate change7 times per year*
Top Management MeetingDecision making of important matters related to climate change8 times per year*
CSR CommitteeReview of important items relating to climate change, and submission of those to the Top Management MeetingTwice a year
Environmental Strategy CommitteeManagement of climate-related opportunitiesOnce a month
Risk Management CommitteeManagement of climate-related risksTwice a year
Executive Officer in chargeSenior Executive Officer in charge of the environment
Responsible DepartmentStrategic Planning, Environmental Promotion, Accounting, CSR, HR&GA
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Strategy

Selection of Scenarios

Since the pandemic of COVID-19 in 2020 and especially in 2022, energy supply issues have risen caused by the worldwide unstable status in Europe, etc. Not only the unstable framework of energy supply-demand has been visible, but the price increase and inflation have proceeded due to the price escalation of fuels. The amount of fossil fuel consumption including coal and oil has increased in EU, and the amount of CO2 emissions has increased due to the economic recovery on a world scale, which was reported in WEO2022 that it would be difficult to accomplish the target of reducing CO2 emissions defined at the Paris Agreement.

Considering the above situations, we have selected two transition risk scenarios and two physical risk scenarios, respectively. One is a scenario to "hold the increase in the global average temperature to well below 2℃ above pre-industrial levels and pursue efforts to limit the temperature increase to 1.5℃ above pre-industrial levels” as a long-term target of the Paris Agreement, and the other one is in accordance with the current world status.

Specifically, we have selected WEO2022's STEPS (2.6℃ scenario) and NZE (1.5℃ scenario) as transition scenarios, and IPCC 5th Assessment Report's RCP2.6 (2℃ scenario) and RCP8.5 (4℃ scenario) as physical risk scenarios.

Based on the recognition of the world image in accordance with each scenario, we have conducted analyses of IDEC Group's risks and opportunities.

Energy-related CO2 emissions
(2010-2050)

Source:WEO2022 issued by IEA

The world images assumed in each scenario are summarized as below.

The Image of the world in +1.5℃ and 2℃ 

Transition RisksGreat increase carbon tax (carbon price)
Enhance limitation of using restricted substances and energy
Introduce environmental tax
Opportunities associated with TransitionBusiness opportunity for new energy
Develop Carbon dioxide Capture and Storage (CCS) technology (land and ocean)
Increase the dealing in the carbon credit 
Expand business of energy saving and recycling
Physical RisksIncrease temperature (+2.0℃)
Increase the frequency of occurring disasters, expand the scale of disasters
Increase the amount of rainfall

The Image of the world in +4℃

Transition RiskIncrease movement restriction
Opportunities
associated with Transition
Develop and prevail protective clothing for environment
Promote automation (robotics)
Mitigate carbon tax and regulations
Increase options for available energies
Activate business of manufacturing substitute food (genetically modified food)
Change in working style
Physical RisksGreat increase temperature (+4.0℃)
Increase the scale of disasters occurred, great expand the scale of disasters
Great increase the amount of rainfall
Great rise the sea level
Occur and expand unknown infectious diseases
Food crisis
Water shortage due to the expansion of desert
Change in fishing grounds
Increase ultraviolet rays

Risks and Opportunities

The Environmental Strategy Committee has picked up the assumed risks and opportunities of the IDEC Group by reference to the risk and opportunity items of the CDP Climate Change Questionnaires. Specifically, we have quantified potential financial impact figure, magnitude of potential impact, likelihood, timeframe, and selected prioritized risk and opportunity items in a quantitative manner.

Subsequently, we have assumed the external environmental changes and the business impacts caused by them, considered responses by the IDEC Group as environmental strategies, and described them in the list and mapping of risks and opportunities. The following are the lists and mappings of prioritized risks and opportunities.

List of Major Risks

CategoryNo.ItemTime
frame
Potential
financial
impact
Assumed external environmental changesBusiness ImpactResponses by the IDEC Group

T
r
a
n
s
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R
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MarketIncrease in material costsshort-termA

・Stop operation of factories and suspend transport caused by natural disasters, etc.

・Occur shortage of parts and materials and transportation fee rise involved with the above.

・Impact of materials on manufacturing cost by energy cost rise due to the increase of carbon pricing

・Increase material procurement and manufacturing cost

・Reduce customers caused by decreasing profit involved with the above or inevitable price raise.

・Respond to temporal sharp rise in material prices by deep mutual understanding with suppliers and customers continuously.

・Reduce manufacturing costs in anticipation of material cost increases in the medium to long term, and reduce costs through redesigned products in a planner manner.

Changing customers' behaviorlong-termC

・Increase environment-oriented responses of customers

・Increase weight of eco-friendly products and services in making a purchase decision.

・Decrease sales due to the inconsistency of our products' conventional added values with customers' needs

・Decrease competitive power of our major products with high market share due to the delayed eco-friendly consideration.

・Place the environmental strategy as one of the focused items in the medium to long term plans, and check process as the materiality KPI.

・Increase the cumulative ratio of enhanced eco-friendly products for new products in the medium to long plan (materiality KPI).

・Promote to develop develop technology on a continuing basis relating to considering and introduction of eco-friendly packing  materials and components.

technologyTechnology delays to competitors (uncertain market signal)medium-termC

・Develop environmental responses for industrial use due to raising energy fee and material cost and the increase of necessity of reducing CO2 emissions.

・Advance technology to lower energy consumption, enable recycling, and reduce CO2 amount in the whole life cycle.

・Appear other company's new products and increase customers' needs with generating added values of responding to the environment in the industrial product field.

・Appear other’s eco-friendly products which are different from conventional competitor's products to be new threat for our products with high market share.

・Increase the risk of losing share due to the failure to know the tendency and market signal in a timely manner.

<・Worsen management indexes due to the rapid investment necessary for catch up with the delayed responses.

<・Tarnish our brand images caused by other company's preceding services of eco-friendly products.

・Consider and adopt eco-friendly components, and promote to raise awareness of the importance of consideration for the environment in the whole processes of developing new products.

・Consider to develop technology with the awareness of reducing CO2 emissions in the overall recycling and life cycle.

・By collaborating with other companies in the long term, incorporate technologies that we do not possess in a planned manner and integrate them with our core technologies.

current regulationTendency of carbon pricingmedium-termB

・Increase worldwide tendency of measures for climate change and reduction of CO2 emissions

・Introduce carbon tax and increase tax rate by each country's government

・Raise indirect cost of factories involved with increasing energy resource using cost caused by the acceleration of  switch to the renewable energies.

・Reduce customers due to decreasing profit or inevitable price raise caused by the above.

・ Reduce the impact of increased energy purchase price by introducing the self-consuming solar power energy in a planned manner.

・Reduce indirect costs by making efforts of saving energies and improving operation ratios at factories.

p
h
y

i
c
a
l

R
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s
k
 
chronicclimate changelong-termD

・Increase frequent occurrence of natural disasters such as topical heavy rain, and extreme change of rain and weather patterns due to the impact of the global warning.

・Frequent occurrence of disasters including abnormal weather in all over the world.

・Decrease production activities involved with the above (power supply shortage, damage to equipment, employees' unable to attend, etc.).

・Spread epidemics such as a new virus caused by climate change.

・Delay and stop production due to the suffering of our production bases, stop supplying electricity, and employees' unable to attend caused by natural disasters.

・Disruption and confusion of supply chain due to natural disasters.

・Decrease our production amount and sales involved with the above.

・Enhance BCP measures to increase our company's resilience.

・Prepare hazard maps of manufacturing bases and find potential risks.

・Prepare a recovery plan for each base and procedure manuals for employees to ensure business continuity in the event of a disaster.

・Change manufacturing bases to be multi-skilled for flagship products.>

A: Increased direct cost,
B: Increased direct and indirect costs,
C: Reduced sales due to decreased demand for products and services,
D: Reduced sales due to decreased production capacity

For further details, please refer to the "Detailed Risk List".


List of Major Opportunities

Cate
gory

No.

Item

Time
frame

Potential
financial
impact

Assumed external environmental changes

Business Impact

Responses by the IDEC Group


R
e
s
o
u
r
c
e

 

E
f
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c
y

1

Diverse business activities

long-term

A

・Develop transition responses to worldwide climate changes.

・Expand usage of diverse renewable energies including solar power generation, geothermal generation, and wind generation that are not dependent with fossil fuels.

・Create environment-related market that is different from conventional ones.

・The opportunity of expanding business by the expanded demand of solar power generation.

・The opportunities of expanding and changing our business on environmental fields for the more diverse climate-related services.

・Expand proposals relating solar power generation business and fine bubble solutions for new markets.

・Innovate our environmental business, using the response as an opportunity.

・Develop products that use HMI and sensing technologies based on new needs, and propose solutions to resolve issues.

2

Develop new products and services through R&D and technology innovations

long-term

B

・Increase environment-related stress such as temperature change involved with climate change.

・Increase demand for well-being at workplaces by employees involved with the above.

・Demand or activation for recycling involved with the efficient use of resources.

・Emerge demands of responding to environmental aspects for our business of safety, ANSHIN and well-being.

・The new opportunity of providing new products and services responding to the above.

・Promote services such as collecting products by the activations of recycling.

・Expand needs for products that are easier to recycle.

・Accelerate technology innovation for flagship product groups based on the environmental aspects.

・Develop new products to meet the demands for market well-being and promote proposal for solutions.

・Applied research of easy recyclable materials to products.

3

Develop and/or enhance low-emission products and services

long-term

B

・Increase the worldwide tendency of reducing GHG emissions such as CO2.

・Increase demand for lower-emission products through life cycle.

・The opportunity that the environmental aspects of products are regarded as more important, which becomes a larger element of generating added values.

・Provide low-emission products and services throughout the life cycle, based on the concept of developing eco-friendly products  we have currently addressed.

4

Use new technologies

long-term

B

・Increase demands for the new technology innovation responding to diverse labor environmental changes involved with climate change.

・Develop unmanned and remote technologies caused by diverse labor environment and decrease of productive-age population.

・Increase needs of remote monitor and auto control involve with workers remote working and the unmanned workplace.

・The opportunity of new business with technologies of recognition and determination by software such as AI

・The opportunity of achieving well-being by the new activation of human resources at workplaces.

・Breakaway from prolongation of our conventional technologies.

・Enhance software and system-related technologies by promoting M&A and business collaboration as well as adoption and development of human resources.

・Promote to incorporate new technologies to meet diverse needs through cooperation and collaboration with other companies.

・Grow a company culture of well-being.

5

Participate in the renewable energy program and adapt to the measures for energy-saving.

long-term

A

・Launch diverse projects for developing renewable energy and measures for energy-saving as a countermeasure for reducing CO2 emissions.

・Create new markets involved with the above.

・Necessity of providing proper solutions in a timely manners.

・The opportunity of increasing sales through entering into new markets and developing markets.

・Deploy environment-related business such as solar power generation and fine bubble solutions.

・Enter into new markets using our new business as a door opener.

・Provide products and services that meet new market needs.

A: Increased sales through entry into new and developing markets, B: Increased sales caused as a result of increased demands for products and services
For further details, please refer to the "Detailed Opportunity List"

Mapping of Major Climate-Related Risks and Opportunities

As for the definition of numbers, please refer to the above "List of Major Risks" and "List of Major Opportunities".
For further details, please refer to the "Mappings of detailed risks and opportunities".

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Risk Management

The identified results of risks and opportunities related to climate change, and risk items that have been assessed as important in our mapping and were considered at the Environmental Strategy Committee, are managed by referring to an integrated risk map of the IDEC Group. They are also reflected in the environment-related risks and opportunities associated with the materiality.

The Environment Promotion Department describes environmental risk management items on a risk management table annually, specifies performance indicators, and reports the progress of the achievement to the Risk Monitoring Subcommittee.

Metrics and Targets

Our medium-term management plan sets the targets to reduce Scope1 and Scope2 CO2 emissions by 24% by FY2025 and by 50% by FY2031 (compared to the levels in FY2020). From FY2024, we introduce the system that the progress level of achievement is reflected to compensations of board members and executive officers.

As for the CO2 emissions amount of FY2023, we have switched to a power company with a lower emissions factor, and additional self-consumption solar power generation equipment has started operation, which resulted in the decrease of Scope 2 CO2 emissions amount compared to that of FY2022. A factory operation increased due to a strong increase in sales, which resulted in the increased tendency of in-house CO2 emissions amount compared to that of FY2020, but we could finally achieve the result of decreasing it slightly compared to that of FY2021. Each factory is working to increase the operation ratio, which resulted in the decreased intensity of carbon emissions steadily. Also, they have significantly increased our Return On Carbon (ROC), an indicator of the extent to which earnings have been efficiently achieved versus the amount of CO2 emissions reductions implemented.
In FY2024, in addition to the introduction of additional self-consumption solar power generation equipment and switch to contracts for power with a lower emissions factor, the effect of starting introduction of CO2-free power to major domestic factories including head office is expected, and we are working to achieve the medium-term reduction target.

As for Scope 3, we began calculating both upstream(Categories 1-8) and downstream (Categories 9-15) emissions for the IDEC Group (consolidated) in FY2023. Generally, Category 11, use of sold products accounts for most of the Scope 3 emissions amount. Therefore, we seek to reduce the in-use CO2 emissions amount of products we offer to customers by the further promotion of developing eco-friendly products as a manufacturer.

As for upstream, category 1, purchased goods and services accounts for the majority. Based on the CSR procurement guidelines and the green procurement guidelines we provide to our suppliers, we continue to request suppliers to improve their responses to environment and reduce the CO2 emissions amount. In the future, we plan to improve our supplier engagement with our major customers by establishing more specific metrics.

CO2 Emissions (FY2021-2023)

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TCFD Reference Table

The following index provides references to the IDEC Group's disclosures on recommendations of the Task Force on Climate-related Financial Disclosure.

 Governance

Disclosure the organization's governance around climate-related risks and opportunities
TCFD's Recommended DisclosureWhere applicable in website
Where applicable in IDEC Report 2023
a)Describe the board's oversight of climate-related risks and opportunitiesGovernance
Framework of Environmental Governance
Departments responding to climate change and each role
b)Describe management's role in assessing and managing climate-related risks and opportunitiesGovernance
Framework of Environmental Governance

Risk Management

Disclose how the organization identifies, evaluates, and manages climate-related risks.
TCFD's Recommended DisclosureWhere applicable in website
Where applicable in IDEC Report 2023
a)Describe the organization's processing for identifying and assessing climate-related risks.Strategy: Risks and Opportunities
b)Describe the organization's processes for managing climate-related risks.Strategy: Risks and Opportunities
Mapping of climate-related risks and opportunities 
Risk management
c)Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the organization's overall risk management.Strategy: Risks and Opportunities 
Risk management
Transition plan

 Strategy

Disclose the actual and potential impact of climate-related risks and opportunities on the organization's business, strategy and financial planning where such information is material.
TCFD's Recommended DisclosureWhere applicable in website
Where applicable in IDEC Report 2023
a)Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term.Strategy: Risks and Opportunities
List of major risks
List of major opportunities
Mapping of climate-related risks and opportunities 
Risk management
b)Describe the impact of climate-related risks and opportunities on the organization's business, strategy and financial planning.Environmental management
Transition plan
c)Describe the resilience of the organization's strategy, taking into consideration different climate-related scenarios, including 2℃ or lower scenario.Strategy: Selection of scenarios
The image of the world in +1.5℃ and 2℃
The image of the world in +4℃
Transition Plan

Metrics and Targets

Disclose the metrics and targets used to assess and manage relevant climate-related risks and opportunities where such information is material.
TCFD's Recommended DisclosureWhere applicable in website
Where applicable in IDEC Report 2023
a)Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk management process.Metric and targets
CO2 emissions
ESG data
b)Disclose Scope1, Scope2, and, if appropriate, Scope3 greenhouse gas (GHG) emissions, and the related risks.Strategy: Risks and Opportunities
List of major risks
Metric and targets
CO2 emissions
c)Describe the targets used by the organization to manage climate-related risks and opportunities and performance against targets.Metric and targets
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