Climate Change Disclosures Based on TCFD Recommendations

Amidst the increasing number of large-scale natural disasters caused by abnormal weather conditions around the world, the Kureha Group, which conducts business globally, views climate change as a material issue and aims to reduce environmental impact through the advancement of production technologies and achieve carbon neutrality by fiscal 2050. The Group supports international initiatives, starting with the Paris Agreement, as well as climate change-related regulations and various policies of the Japanese government. Furthermore, the Group regards efforts to adapt to changes in its business environment caused by climate change as opportunities for growth, and is reflecting this approach in its own policies and specific measures.
Since endorsing the Task Force on Climate-related Financial Disclosure (hereinafter, TCFD) recommendations in April 2022, we have been promoting information disclosure in line with the TCFD framework in order to strengthen the Group's engagement with shareholders, investors, and other stakeholders on climate change.

Governance

To ensure the implementation of sustainability initiatives such as responses to climate change, the Kureha Group has established a governance structure centered on the Sustainability Committee and the Sustainability Coordination Committee and has oversight by its Board of Directors. The roles of each of the committees are as follows.

(1) Board of Directors

The Board of Directors is responsible for making decisions on important sustainability matters for the Group. The Board of Directors determines material issues based on the recommendations of the Sustainability Committee. Furthermore, the Board of Directors formulates and agrees on mid- to long- term management plans that reflect the initiatives for the material issues and disseminates the plan to each department. At least once a year, the Board of Directors receives reports from the Sustainability Committee on activities related to material issues, including carbon neutral initiatives, and supervises them.

(2) Sustainability Committee

The Sustainability Committee principally meets twice a year as an advisory committee to the Board of Directors. The Committee monitors changes in the business environment surrounding the Group with regard to sustainability and makes recommendations to the Board of Directors about basic management policies and strategies related to sustainability, such as identifying material issues that require special focus for the Group's sustainable growth and enhancement of corporate value over the medium to long term. The Committee also monitors material issues through reports from the Sustainability Coordination Committee and other means.

(3) Sustainability Coordination Committee

The Sustainability Coordination Committee identifies risks and opportunities that affect the sustainability of the Group and society as "sustainability issues," and works together with stakeholders to minimize risks and maximize opportunities. The Committee formulates specific plans for resolving sustainability issues, including material issues, in collaboration with its six subcommittees (Responsible Care Subcommittee, Compliance Subcommittee, Information Security Subcommittee, Information Disclosure Subcommittee, Human Rights Subcommittee, and Risk Management Subcommittee) and the departments in charge of each issue, and manages the progress of these activities. These results are shared with the Sustainability Committee. One of the material issues, carbon neutral initiatives, is addressed by the Responsible Care Subcommittee, and the results are shared with the Sustainability Committee. The Sustainability Coordination Committee reports at least once a year to the Board of Directors on activities related to material issues such as climate change.

(4) Carbon Neutrality Project

The Carbon Neutrality Project was established in October 2021 as a company-wide project under the direct control of the President, and is working to study new measures and develop technologies to achieve carbon neutrality by 2050.

Climate Change Response–Related Governance System
Committee name Chairman Constituents Frequency of discussion of climate change
Sustainability Committee President & Chief
Executive Officer Yutaka Kobayashi
All directors and the chair of the Sustainability Coordination Committee Two times per year
Sustainability Coordination Committee Senior Executive Vice President
Katsuhiro Natake
Nominated by Chair Two times per year

Strategy

SASB RT-CH-110a.2

The Group regards carbon neutral initiatives as material issues, and under the Kureha Group Mid- to Long-term Management Plan "Toward Creating a New Future," we are working to mitigate climate change both by reducing CO2 emissions from the Group and through our products, aiming to achieve carbon neutrality by fiscal 2050.
To reduce the Group's CO2 emissions, the Iwaki Factory will make use of CO2-free fuel at its coal-fired power plant, conserve energy through production technology innovation, expand the use of CO2-free electricity at each business site and Group company, and increase the efficiency of large-scale facilities and equipment when they are upgraded, in line with the Management Plan. In addition, to contribute to the reduction of CO2 emissions through our products and technologies, we are improving the performance and developing technologies aimed at reducing the environmental impact of advanced materials such as polyvinylidene fluoride (PVDF) and polyphenylene sulfide (PPS), and conducting R&D aimed at bringing even more highly advanced materials to market.
Specifically, to increase our supply of PVDF for the lithium-ion battery binders of electric vehicles, which can reduce the amount of CO2 more than gasoline-powered vehicles, we are boosting production of this material as part of our goal of doubling sales of our Advanced Materials segment, which produces PVDF, from about ¥83 billion in fiscal 2022 to ¥170 billion by fiscal 2030.

Investment Plan

In our Mid- to Long-term Management Plan, we plan to invest a total of approximately ¥10 billion by fiscal 2030 in measures to reduce CO2 emissions in production and waste reduction, etc. We will continue to make decisions on investments to reduce CO2 emissions based on future risks and opportunities.

Furthermore, to build a technological foundation for helping the world become carbon neutral, the Group is developing technologies for reducing production costs, lowering environmental impacts, and improving the performance of PVDF, PPS, and other advanced materials for electric vehicles. It is also carrying out R&D with a view to entering the aerospace industry by supplying the market with performance- and cost-differentiated silicon carbide (SiC) fibers, which can replace metal components of aircraft as a means to reduce weight and improve fuel consumption. This technological development is moving ahead as part of R&D and new business investment totaling around ¥30 billion through 2030.

Scenario Analysis

GRI 201-2, SASB RT-CH-110a.2

We took the following steps to conduct a scenario analysis of the impact of climate change on our Group. We examined the impact on our profit-and-loss projection and financial plan, and categorized risks, opportunities, and countermeasures into short, medium, and long term.

  1. Create a list of risks and opportunities from climate change that could have a long-term impact on its advanced materials, specialty chemicals, specialty plastics, and construction businesses and environmental services, which comprise the majority of the Group's businesses, and related responses in line with business planning and the R&D Policy.
  2. Set three scenarios—growth scenario (1.5℃), standard scenario (2℃), and stagnation scenario (4℃).
  3. Score the importance of risks and opportunities for each scenario by dividing the period up to 2050 into short (0-3 years), medium (4-10 years), and long (11-30 years) term.
  4. Estimate the impact of highly important risks and opportunities on profit-and-loss projection and financial planning
    The impact of a carbon tax was estimated by assuming that the Group's total emissions in the medium to long term will be approximately 430 thousand t-CO2/year (Scope 1+2), the same level as in FY2021, and based on a carbon tax price for each production site equal to that used in the Net Zero Emissions scenario of the IEA World Energy Outlook 2021 (equivalent to the progress scenario, developed countries: approximately 18 thousand yen/t-CO2).
  5. Based on the estimated amount of impact, identify risks and opportunities of high importance and formulate countermeasures

We used the following tools: environmental impact assessments, climate change projections by the Intergovernmental Panel on Climate Change (IPCC), ISO 14001, desk research results, and analyses provided by consultants.

Highly Important Climate Change–Related Risks, Associated Opportunities and Responses
Type Cause Risks Opportunities Responses
Short and medium term Long term Short, medium, and long term
Transition risks Policies and regulations
  • Increase in tax burden due to introduction of a carbon tax (The burden will increase by about 7.3 billion yen/year.)
  • Gaining business opportunities with differentiation based on early decarbonization
  • Greater business opportunities with the introduction of low carbon technology
  • Use of CO2-free fuels at our in-house coal-fired power plants
  • Expand the use of CO2-free electricity
  • Develop and introduce CCU/CCS-related technology
  • Increase in transition costs related to switching from electricity generated by in-house coal-fired power plants
  • Increase in cost of reducing waste plastics due to the Plastic Resource Circulation Act
  • Greater demand for environment-related businesses
  • Promote new environment-related businesses
  • Promote reuse of waste plastic
  • Develop and introduce new recycling technology
  • Increase in the price of raw materials and fuel
  • Increase in transportation costs
  • Switch raw materials and reduce fuel use
  • Create high value added products
Technology
  • Increase in low carbon technology and product R&D costs
  • Increase in R&D costs to improve efficiency of existing process, etc.
  • New business opportunities based on development of low carbon technology
  • Develop and introduce energy creation and low carbon technology
  • Develop and introduce high-performance materials and technologies
Market
  • Decline in market competitiveness due to delay in introducing low carbon versions of existing products
  • Greater demand for environmentally friendly products and materials
  • Develop environmentally friendly products (for cars, electronic/electric devices, etc.)
  • Promote energy-efficient processes
Reputation
  • Criticism from consumers and demand for response from investors regarding GHG emissions
  • Gaining of stable funding sources by indicating response to decarbonization and recycling
  • Improve disclosure and communication to respond to the interests of consumers and investors
Physical risks Acute
  • Delay or suspension of production due to supply chain disruptions caused by natural disasters
  • Delay or suspension of production due to damage to production factories and infrastructure and lifelines caused by natural disasters
  • Increase in disaster response and reconstruction (construction business)
  • Reinforce supply chain
  • Regularly identify and reduce risks
Chronic
  • Increase in the number of employee health problems (heat stroke, infections, etc.)
  • Increase in need for temperature and humidity control for storage and transportation of raw materials and products
  • Greater demand for agricultural products
  • Strengthen quality controls
  • Develop new agricultural products
  • Impact: large (2 billion yen or more)*
  • Impact: medium (1 billion yen or more but less than 2 billion yen)*
  • * A large impact is defined as at least 2 billion yen in operating profit, which is equivalent to about 10% of total consolidated operating profit in fiscal 2021, while a medium impact is defined as 1 billion yen or more but less than 2 billion yen in operating profit, equivalent to between about 5% and 10% of the aforementioned total.

Risk Management

The Kureha Group identifies risks that could have a material impact on the Group's management, and works to prevent such risks from materializing and to minimize their impact if they do materialize. And for this purpose, the Risk Management Subcommittee, a subcommittee of the Sustainability Coordination Committee, identifies risks that could have a material impact on the Group's management. Depending on the classification of the identified risks, each subcommittee and/or related department takes the lead in considering and implementing a response. The status of risk management is monitored and evaluated by the Risk Management Subcommittee, which reports to the Sustainability Coordination Committee and the Executive Committee, which in turn reports to the Board of Directors. The Group recognizes climate change as one of the major risks that could have a significant impact on the Group's management. The Responsible Care Subcommittee, a subcommittee of the Sustainability Coordination Committee, takes the lead in carbon neutral initiatives in cooperation with the Risk Management Subcommittee.

Metrics and Targets

GRI 305-1, GRI 305-2, GRI 305-3, GRI 305-5, SASB RT-CH-110a.2

GRI 305-1, GRI 305-2, GRI 305-3, GRI 305-5,
SASB RT-CH-110a.2

The Kureha Group aims to achieve carbon neutrality by fiscal 2050 and to reduce its environmental impact through the advancement of production technology, and has set an interim target of reducing energy-related CO2 emissions by 30% or more from the fiscal 2013 level by fiscal 2030.

Kureha Group's CO2 Emission Reduction Target

  • Aim for carbon neutrality in fiscal 2050
  • Reduce energy-related CO2 emissions by 30% or more by fiscal 2030 compared to fiscal 2013

The Company calculates both the overall Group's direct greenhouse gas (GHG) emissions from use of fuel and energy, etc., (Scope 1) and its indirect greenhouse gas (GHG) emissions from the use of energy purchased from other companies, including electricity, heat, and steam, (Scope 2) and discloses these as indicators of progress toward its goals. As a chemical company, Kureha recognizes that it is also important to manage emissions throughout the supply chain (Scope 3), from raw material purchases to waste disposal, and has begun to calculate those.
In addition, we are developing environmentally friendly products and technologies to contribute to the reduction of global GHG emissions, including new grades of existing products.

Kureha Group Energy-Related CO2 Emission

  Unit FY2013 FY2020 FY2021 FY2022 FY2023 FY2024
Kureha 1,000 t - CO2 426 363 379 393 367 377
Group Companies in Japan 21 21 20 22 21 20
Overseas Group Companies 18 28 30 26 24 22
Total 465 412 429 442 412 419
vs. FY2013 % 100.0 88.6 92.2 95.1 88.6 90.1

Scope 1 and 2 GHG Emissions (Kureha Group: Unit: 1,000 t-CO2)

SASB RT-CH-110a.1

    FY2020 FY2021 FY2022 FY2023 FY2024
Kureha Scope 1 340 359 355 327 341
Scope 2 (Market-based) 31 31 38 41 36
Total 371 390 393 367 377
Group Companies in Japan Scope 1 154 160 103 102 36
Scope 2 (Market-based) 6 5 20 19 18
Total 159 165 123 120 54
Overseas Group Companies Scope 1 4 4 3 3 3
Scope 2 (Market-based) 24 26 23 21 19
Total 28 30 26 24 22
Total 559 585 542 511 454
  • * Calculated GHG is CO2 emissions, both related to energy and those not related to energy.
  • * The Scope 1 calculation method was revised in FY2022.
GHG Emissions by Scope (Kureha: Unit: 1,000 t-CO2)
FY2024
Scope 1 341
Scope 2 (Market-based) 36
Scope 3 Category 1: Purchased goods and services 251
Category 2: Capital goods 13
Category 3: Fuel- and energy-related activities 35
Category 4: Upstream transportation and distribution 56
Category 5: Waste generated in operations 0.9
Category 6: Business travel 0.2
Category 7: Employee commuting 0.7
Category 12: End-of-life treatment of sold products 49
Scope 3 total 406
Total of Scope 1, Scope 2 (Market-based) and Scope 3 783

Initiative(s)/Activity(ies)

CO2 Emissions Reduction Efforts

Promoting Energy Conservation

At the Iwaki Factory, we are steadily implementing energy saving plans, such as systematically updating to energy-saving equipment. We are also implementing various activities to promote energy conservation, such as energy-saving patrols and internal energy audits. In logistics, too, Kureha Unyu, which is responsible for the transport of our products, and relevant internal departments are working together to systematically upgrade to energy-saving vehicles. Other sites, such as the head office, are also promoting their own energy-saving and conservation activities.

Use of Renewable Energy Sources

GRI 302-1

In line with Japan's policies promoting the spread of renewable energy, we have installed solar power generation equipment at the Iwaki Factory that generates approximately 300 MWh of energy for the region per year.
The Kureha Group has factories in the United States, China, Vietnam, and other countries. Each country's energy policies are different, but each of our production sites are actively promoting climate change mitigation measures, such as switching the electricity we use to renewable energy, according to the policies of each country. For example, China-based Kureha (Shanghai) Carbon Fiber Materials Co., Ltd. is proactively introducing solar power generation.

Product Carbon Footprint (CFP) Calculation

CFP is an indicator of CO2 emissions throughout the product lifecycle, from the procurement of raw materials to production and use, and disposal. We have begun to calculate product CFPs for our main products.
In addition, because it is necessary to reduce CO2 emissions throughout the supply chain in order to achieve carbon neutrality the company is promoting the exchange of CFP information with our suppliers.

Engagement with Suppliers

Beginning in fiscal 2017, Kureha has been periodically conducting surveys of its suppliers to determine the extent they fulfill their corporate social responsibility. We also evaluate key suppliers by having them complete check sheets of required items, such as calculations of CO2 emissions and voluntary reduction targets. If requirements are not met, we engage with the supplier(s) to implement improvements.

Reducing CO2 Emissions in Logistics

We are reducing CO2 emissions by increasing the size of our fleet, shortening the total transport distance and promoting a modal shift to transport by rail and ship to achieve our target of an average annual improvement of 1% or more in energy consumption intensity*.

  • *Kureha's energy consumption intensity (logistics): an indicator of how efficiently we used energy as a specified shipper during the year in accordance with the revised Energy Saving Act 2006, which we calculate by dividing our energy consumption (crude oil equivalent) by the transport weight.

Compliance with the Fluorocarbon Emissions Control Act

In compliance with legal restrictions on fluorocarbon emissions specified in Japan, Kureha upgrades or replaces obsolete equipment that uses fluorocarbons specified in the law, and works to reduce fluorocarbon leaks by strictly carrying out basic and periodic inspections of equipment to detect leaks as soon as possible.

Endorsement of Regional Carbon Neutrality Declarations

In February 2021, the government of Fukushima Prefecture issued its "Fukushima Prefecture 2050 Carbon Neutral" declaration aimed at achieving a decarbonized society by 2050. With this action, the Fukushima Protocol, under which our Iwaki Factory has participated in advancing voluntary measures to combat global warming, has now become the Fukushima Zero Carbon Declaration. As our Group is also working to achieve carbon neutrality by fiscal 2050, the Iwaki Factory is in agreement with the aims of this declaration.

Contribution to Carbon Neutrality through Products