We have been developing energy-efficient 1-step molding machines since our foundation in 1978. As a global manufacturer located in Komoro City, Nagano Prefecture, where it is rich in nature, we recognize that climate change is the social issue which has to be prioritized. Toward the realization of carbon neutrality by 2050, ASB expressed its support for TCFD (Task Force on Climate-Related Financial Disclosures) recommendations and will be proactively engaged in decarbonization.
Major issues related to sustainability including climate change are deliberated by a sustainability promotion committee. The sustainability promotion committee is chaired by representative director, president, and COO, and under whose control, projects related to climate change are planned, managed and promoted in cooperation with related departments and group companies. Major issues related to climate change deliberated by the sustainability promotion committee are reported in a global business promotion meeting periodically. The global business promotion meeting deliberates and supervises major risks and opportunities related to climate change, and by reporting them to board of directors as necessary, we plan to unify them with corporate management strategies.
Roles of the sustainability promotion committee
We identify risks and opportunities that climate change poses to our business, confirm and examine our resilience against climate change. For assessment, we adopt two scenarios, 4°C and 1.5°C, based on multiple future outlooks that the Intergovernmental Panel on Climate Change (IPCC) or International Energy Agency (IEA) discloses. We qualitatively assessed the effects to our company as of 2030 assuming an outlook of the world on each scenario.
4℃scenario
An outlook of the world that the temperature would rise maximum 4℃ by 2100 compared to the average temperature of the world during the industrial revolution era, and physical damage caused by disasters such as high winds and floods would be expanding and intensified.
1.5℃scenario
An outlook of the world where restrictions would be strengthened, and technological innovation would advance by initiatives to carbon neutrality in order to limit the temperature rise to around 1.5℃.
Result of the analyses
Under the 4℃ scenario, expansion of direct damages to our facilities caused by intensified abnormal weather such as high winds and floods would be the major matters of concern. Especially, damages to our manufacturing bases, Chikumagawa factory or India plant would be a serious risk to our business. Also, it is concerned that the rise in crude oil price due to consequently expanding demand for fossil fuels would result in soaring price of plastic materials including PET which are derived from crude oil, and that would lead to decrease in customers’ plans for capital investment. But it is certain that PET containers contribute to securing drinking water and foods at the time of disasters, thus we also recognize the contribution of our business to society, although it is indirect.
On the other hand, under the 1.5℃ scenario, there is concern that operational cost would increase due to soaring price of electricity generated from fossil fuels and introduction of carbon taxes or emissions trading systems through worldwide initiatives to decarbonization. Also, there is concern that procurement costs would increase because the impact of carbon pricing to be passed on to product or service prices in the supply chain. Whereas increase in demand for energy-saving technologies can increase valuation for superior environmental performance of our major products, 1-step molding machines, and the other our own technologies, thus we recognize that it would assist our business opportunity.
List of risks and opportunities related to climate change.
Classification | Influences as of 2030 | ||||
---|---|---|---|---|---|
Factors and phenomena | Category | Impact | |||
4℃ scenario |
1.5℃ scenario |
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Influences accompanied by transition to a decarbonized society |
Policy and Legal | Increase in operational cost due to introduction of carbon taxes. | Risk | Low | High |
Extension of legislation on plastics to PET containers. | Risk | Low | Medium | ||
Increase in requirements for disclosure of environmental information relating to products. | Risk/Opportunity | Low | Medium | ||
Technologies | Increase in capital investment due to the spread of energy-saving technologies and development in environmental performance of our products. | Risk/Opportunity | Medium | High | |
Market | Rise in electricity cost accompanied by introduction of renewable energy. | Risk | Medium | High | |
Decrease in customers’ capital investment due to soaring price of plastic materials. | Risk | High | Medium | ||
Increase in demand for our products due to development in environmental performance. | Opportunity | Medium | High | ||
Reputation | Influences on company image given by the environmental score of ESG rating. | Risk/Opportunity | Medium | High | |
Physical influences accompanied by global warming |
Acute | Damage to company bases due to meteorological disasters. | Risk | High | High |
Suspension of material supply due to damage to suppliers by disasters. | Risk | High | Medium | ||
Potential contribution to society accompanied by increase in demand for PET containers at the time of disasters for the purpose to secure drinking water or foods. | Opportunity | Medium | Medium | ||
Chronic | Increase in requirement for the countermeasures against heat in products due to increase in average temperature. | Risk/Opportunity | Medium | Medium |
【Reference scenarios】
【Evaluation axes to measure impact of the influence】
Our management strategies for risks and opportunities
We are currently devising the following management strategies for the identified and evaluated risks and opportunities in the above scenario analyses. We will enhance company’s resilience against climate change by deepening assessments from objectifying influence scale through quantitative evaluation for risks and opportunities.
Classification | Category | Management strategies | |
---|---|---|---|
Decarbonization of the society | Risk reduction | Factory infrastructure | Introduction of carbon-free electricity. Reduction of energy consumption at factories by using proper amount of electricity at suitable timing. Introduction of energy-saving equipment. |
Opportunity acquisition | Our products |
Enhancing development of products capable of reducing environmental impact. ・ Assist in reduction of environmental impact by the use of Zero Cooling System ・ Reduction of material consumption by exploiting the Returnable & Refillable (RR) bottle market ・ Promotion of the use of recycled materials by double layer molding method ・ Molding of biodegradable plastic bottles |
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Others | Proactive information disclosure of contribution to the environment Participation and investment in communities such as industry associations and ecology enlightenment activities. |
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Physical influence | Risk reduction | Factory infrastructure | Evaluation of risks by natural disasters and its countermeasures in each base. |
Others | Enhancing maintenance of risk management regulations, Business Continuity Plan (BCP) manuals, etc. |
We stipulate risk management regulations, based on which, the risk management system of the entire company is prepared. The sustainability promotion committee identifies and evaluates risks related to climate change, and reports them to the global business promotion meeting periodically. The global business promotion meeting deliberates the following matters related to risk management of our group including climate change, and devises organized and proper preventive countermeasures. For risk management in group companies, the designated responsible department communicates decisions of policies for risk management and gives instruction for reevaluation of risks and redesign or enhancement of its countermeasures.
Matters related to risk management to be deliberated at the global business promotion meeting
Indicators | Targets |
---|---|
CO2 emissions from factories in Japan (Scope 1 + 2) | FY2030: 50% reduction (compared to FY2019) |
CO2 emissions from India plant (Scope 1 + 2) | To be formulated |
CO2 emissions from our products (Category 11 of Scope 3) | To be formulated |
Toward the realization of carbon neutrality by 2050, to begin with, we have set up a target to “reduce 50% of CO2 emissions from factories in Japan by 2030 (compared to FY2019)” and are taking initiatives toward decarbonization. Our India plant shares approx. 90% of “CO2 emissions from all factories” in our group and we recognize the importance of its urgent reduction. Going forward, we will consider countermeasures to reduce our CO2 emissions and set up targets for the India plant and promote activities targeting decarbonization in the entire group including overseas bases. Our main products, stretch blow molding machines, are facility equipment which consume energy in our customer’s factories for operation, and we consider category 11 of scope 3 is one of the important indicators for our business. As our 1-step machines use a process that retains the preform temperature without being wasted, they have far superior energy efficiency compared to 2-step machines of some competitors. Under the 1.5°C scenario, we recognize that superior environmental performance of our machines would lead to an increase in valuation for our own technologies, i.e., it would assist our business opportunities. Going forward, we will construct evaluation models including category 11 of scope 3, and work on reduction of emissions through business activities and development of products which reduce environmental load.
(tons of CO2)
Indicators | Unit | FY2019 | FY2020 | FY2021 | ||
---|---|---|---|---|---|---|
CO2 emissions | t-CO2 | 17,757 | 17,923 | 22,454 | ||
Production bases in Japan (including group companies | t-CO2 | 2,370 | 2,020 | 1,923 | ||
Scope1 | t-CO2 | 917 | 633 | 523 | ||
Scope2 | t-CO2 | 1,453 | 1,386 | 1,400 | ||
India plant | t-CO2 | 15,386 | 15,904 | 20,530 | ||
Scope1 | t-CO2 | 147 | 78 | 148 | ||
Scope2 | t-CO2 | 15,240 | 15,826 | 20,383 |
(KL:kiloliters)
Indicators | Unit | FY2019 | FY2020 | FY2021 | |
---|---|---|---|---|---|
Energy consumption | KL | 5,366 | 5,370 | 6,622 | |
Production bases in Japan (including group companies) | KL | 1,179 | 1,049 | 1,039 | |
India plant | KL | 4,188 | 4,321 | 5,583 |
(GJ:Gigajoules)
Indicators | Unit | FY2019 | FY2020 | FY2021 | |
---|---|---|---|---|---|
Energy consumption | GJ | 207,995 | 208,137 | 256,668 | |
Production bases in Japan (including group companies) | GJ | 45,681 | 40,672 | 40,282 | |
India plant | GJ | 162,314 | 167,465 | 216,386 |
The increase in CO2 emissions and energy consumption in our India plant in FY2021 is due to an increase in energy consumption from capital investment in machine tools, etc. The period of the fiscal year is as follows.
FY2021: Japan: from Oct. 2021 to Sep. 2022, India: from Jan. 2021 to Dec. 2021