Img header logo

Environment

Information Disclosure Based on the TCFD Recommendation

リード文

ONO expressed our support in October 2019 for the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD)(click here for details). The TCFD is a task force established by the Financial Stability Board (FSB) to help companies understand and disclose the financial impact of climate change on their businesses. In June 2017, the TCFD announced its recommendations on how companies should disclose information. Based on the TCFD recommendations, we will evaluate and manage climate change-related risks and opportunities and disclose information appropriately.

ONO PHARMACEUTICAL CO.,LTD., ONO PHARMACEUTICAL CO.,LTD., system

Governance, Strategy, Risk and Opportunity Management, Indicators and Targets

Governance

We appoint president, representative director, and CEO as the chief executive officer on environmental management, while an executive officer in charge of the environment is appointed directly beneath the president, representative director, and CEO, and together they work to resolve environmental issues including climate change. The executive officer in charge of the environment serves as the chairperson of the Environment Management Committee and also concurrently chairs the CSR Committee, which deliberates, makes decisions and reports to management on important issues and matters related to the company’s CSR activities. The executive officer in charge of the environment is also a member of the Management Meeting, which is chaired by the president, representative director, and CEO. The Environment Management Committee examines climate change issues at least once a quarter, and the results of its activities are reported and discussed at the CSR Committee and the Management Meeting at least once every six months. The results of reports and discussions at the CSR Committee and the Management Meeting are reported to the Board of Directors at least once a year, and are shared and supervised by all directors. Furthermore, the remuneration system for directors has been revised with the aim of further promoting the company’s efforts to increase corporate value over the medium- to long-term and raising awareness on performance targets and ESG evaluations, and includes external evaluations, etc., of ESG as indicators.

In FY2019, we established the TCFD Study Working Group, headed by the executive officer in charge of the environment, to identify risks and opportunities related to climate change, assess their financial impact, and consider how to respond. In addition to the executive officer in charge of the environment, we have also added the heads of related major departments (Finance and Corporate Planning) and the heads of the Risk Management Office as members of the TCFD Study Working Group, who all work on tackling climate-related issues as part of our management strategy. The financial impact of the identified risks and opportunities is reviewed annually by the group. Furthermore, mitigation and adaptation measures against the identified risks, and measures for promoting opportunities will be discussed by the Environment Management Committee. The content of discussions held at the Environment Management Committee is supervised by the president, representative director, and CEO through the above-mentioned environmental management system.

logo

Strategy
—Analysis and evaluation of risks and opportunities related to climate change—

Analysis and evaluation of climate change-related risks and opportunities were performed using the 1.5°C and 4°C scenarios from a short-term (up to 3 years), medium-term (3-10 years) and long-term (10-30 years) perspective, under the leadership of the TCFD Study Working Group. Continuing from our efforts in FY2020, in FY2021, we reviewed the amount of financial impact of physical risks*1 based on changes in our product structure, suppliers, etc. , and confirmed the status of our response to recognized risks. We also confirmed that there is no high risk of climate change in overseas product inventories and investigational product inventories. Meanwhile, the amount of financial impact of transition risks*2 was not revised since there were no specific changes in assumptions at the time of calculation. The results of the analysis have been reported to the various committees (described in “Governance” above). It has also been confirmed that neither scenario poses a significant financial risk to the company, and the management status is being checked (see “Risks and opportunities related to climate change, as well as financial and business impacts” in the table below). We will continue to check trends in the international community and closely monitor the impact of risks and opportunities that may have a relatively significant financial impact.

  • *1 Physical risks: Acute or chronic damage due to disasters, etc., caused by climate change with an unclear decarbonization policy
  • *2 Transition risks: Risks resulting from the enhancement of decarbonization policies on a global scale (e.g. climate change policies/regulations, technology developments, market trends, changes in evaluations, etc., in the market)

<Risks related to climate change, as well as financial and business impacts>

The impact of the scenario we assumed to ONO is as follows:

Factor Value
chain
Risk and
impact
Affected period Financial impact Management
approach
Society
aiming
for
below
1.5°C
Regulatory
risk
ONO Increased carbon tax burden If carbon prices rise due to regulations on climate change being tightened, and if high growth is achieved and energy consumption, etc., increases, then the burden of carbon tax on greenhouse gas emissions may increase. Medium- to long-term JPY 1.9
billion

Mitigation

  1. Achieve the greenhouse gas emissions reduction target (Scope 1+2) in line with the 1.5°C target to reduce the impact on future carbon price increases.
  2. Implement energy saving and renewable energy investment plans to achieve the target.
Suppliers Carbon tax passed on to procurement prices If carbon prices rise due to regulations on climate change being tightened, the carbon tax burden on the greenhouse gas emissions of suppliers will increase, and if the tax increase is passed on to our procurement prices, costs may rise. Medium- to long-term JPY 0.6
billion

Mitigation

  1. Achieve greenhouse gas emissions reduction target (Scope 3) to reduce the impact on future carbon price increases.
  2. Strengthen engagement with suppliers to achieve the target.
If the
temperature
rises by
4°C
Physical
risk
ONO,
manufacturing
contractors,
suppliers
Flood risk (acute) Acute damage (flood) risk from typhoons, etc., will increase, and there is a possibility that profits will decline due to interrupted operations from damage to manufacturing equipment, damage to storage facilities for raw materials and products, or flooding. Short- to medium-term JPY 2
billion

Adaptation

  1. Introduce emergency power generators at main bases and conduct periodic maintenance.
  2. Integrate climate risks into enterprise risk management (ERM).
  3. Maintain a cooperation system with business partners (review of waterproofing measures by product storage service provider and business partners, etc. The transfer of the recognized flood risk areas to high positions is scheduled to be addressed sometime in 2022.).
  4. Secure multiple suppliers.
  5. Consider the impact of flood due to climate change in the business partner selection process.
Water shortage risk (chronic) Since sufficient inventory is maintained, it is not likely at present that water-use restrictions due to long-term depletion of water resources will cause an interruption of our operations, resulting in a decrease in revenue. Medium- to long-term JPY 0
billion

Adaptation

  1. Secure proper inventory to avoid loss of opportunities.
  2. Maintain a cooperation system with business partners
  • Financial impact is the maximum value during the period from 2020 to 2030 in the 1.5°C or 4°C scenario (Regulatory risk is cumulative.)

Mitigationmeasures to reduce emissions of greenhouse gases that cause climate change, Adaptationmeasures to prevent or mitigate damage caused by the effects of climate change that have already occurred (or are expected to occur in the future).

Short-term: Up to 3 years; Medium-term: 3-10 years; Long-term: 10-30 years

<Opportunities related to climate change, as well as financial and business impacts>

Factor Value
chain
Opportunity and impact Affected period Financial
impact
Management approach
Society
aiming
for
below
1.5°C
Opportunity
from
resource
efficiency
ONO High-efficiency pharmaceutical manufacturing process Introduction of high-efficiency pharmaceutical process technologies , such as process design and continuous manufacturing system, etc., that takes into account green sustainable chemistry *3 can provide opportunities to reduce energy and raw material costs.
  • *3 Green Sustainable Chemistry is a concept that aims to reduce environmental impacts throughout the life cycle of chemical substances in order to realize a sustainable society.
Medium- to long-term JPY 2.3
billion
  1. Define indicators for assessing resource efficiency.
  2. Develop systems.
If the
temperature
rises by
4°C
Business opportunity Customers Preventive/treatment products If disease trends change due to global warming, demand for existing drugs (for melanoma, etc.) may increase, or the development and sales of new drugs may have a favorable impact on revenue. Medium- to long-term JPY 0.5
billion
  1. Additional indications for existing pharmaceuticals.
  2. Enhance the new compound library.
  3. Make use of open innovation, etc.
Society
aiming
for
below
1.5°C
Reputation opportunity Investors, customers, recruitment market Corporate value improvement It is possible that our efforts to tackle climate change will help us earn customer trust, retain employees, improve our reputation in the recruitment market, and improve ESG investors’ evaluation of our performance, thus contributing to the creation of corporate value. Short- to medium-term (Contributing to the creation of corporate value) Appropriately disclose the results of activities undertaken to the public.
  • Financial impact is the maximum value during the period from 2020 to 2030 in the 1.5°C or 4°C scenario (Opportunity from resource efficiency is cumulative).

<Analysis method>

Selection of climate change scenario

The TCFD Study Working Group selected, analyzed and evaluated the 1.5°C and the 4°C scenarios in which progress toward a decarbonized society and intensification of global warming are projected, respectively.

  • * For the 1.5°C scenario, the “Sustainable Development Scenario” developed by the International Energy Agency (IEA) was used; for the 4°C scenario, the “RCP 8.5 Scenario” (one of the Representative Concentration Pathways [RCP] scenarios, where global average temperature is predicted to increase by approximately 4°C by 2100) developed by the Intergovernmental Panel on Climate Change (IPCC), the “Stated Policies Scenario” of the IEA, etc. were used.

[Concept of climate change scenarios]

graph

(Prepared by ONO based [Global average surface temperature change] of “Climate Change 2013: The Physical Science Basis – Summary for Policymakers” [IPCC, 2013, page 19])

<Social changes due to the selected scenario & ONO’s situation>

Scenario Name of key scenario Social changes ONO’s situation
4℃
(unclear decarbonization policy)
RCP8.5 scenario, Stated Policies Scenario, etc.
  1. Worsening/increasing abnormal weather, etc. (flooding, water shortages)
  2. Growing demand for drugs to treat relevant diseases due to changes in disease trends due to global warming
  1. Ensuring a continuous cooperative system with domestic and overseas business partners
  2. Responding to growing demand for existing drugs (for melanoma, etc.), as well as developing and selling new drugs
1.5℃ (strengthened decarbonization policy) Sustainable development scenario,
External data unique to Japan, etc.
  1. Rising carbon prices due to tighter emission regulations
  2. Increasing incentives for highly efficient technologies
  3. Increase in ESG investments by investors
  1. Achieved high growth and energy consumption, etc., is increasing
  2. Portion for carbon tax increase passed on to procurement prices
  3. Growing momentum for highly efficient pharmaceuticals

<List of climate change scenarios that were referenced>

We comprehensively refer to scenarios and use them with different temperature zones as much as possible as a basis for our own scenarios in order to eliminate unexpected variables.

  Name & characteristics World Energy Outlook (WEO) published by International Energy Agency (IEA) Details Main viewpoints used at ONO
RCP
8.5
Current Policies Scenario (CPS) Pessimistic scenario (SSP3 RCP8.5) (Aqueduct Water Risk Atlas tool)
  1. This scenario is one of the Representative Concentration Pathways (RCPs) according to the Intergovernmental Panel on Climate Change (IPCC), and is a scenario where the temperature is expected to rise by about 4℃ in 2100. It is widely used internationally and used as one of multiple 4℃ scenarios since it can assume the most extreme situations with the greatest physical impact.
RCP
6.0
Stated Policies Scenario (STEPS) STEPS scenario (IEA)
  1. This scenario is one of the RCPs and is used to analyze the direction of energy in 2040 from the policies announced by the governments of various countries as a 4℃ scenario.
RCP
4.5
- - -
RCP
3.4
- - -
RCP
2.6
Sustainable Development Scenario (SDS) Carbon price in developed countries: $100/t-CO2 by 2030, IEA SDS scenario)
  1. This scenario is one of the scenarios referenced in the WEO. WEO is the IEA’s main publication and is widely recognized as the most reliable source of information on global energy forecasts and analyses. It is used as a 1.5℃ scenario because it shows a path consistent with the Paris Agreement to make efforts to limit the increase in temperature to less than 2℃ and (if possible) to 1.5℃, and is consistent with our 1.5℃ target.
RCP
1.9
- - (ONO’s scenario is currently being verified)
Other External data unique to Japan Ministry of Land, Infrastructure, Transport and Tourism’s hazard map and manual for economic evaluation of flood control investment Used as a domestic scenario where our main offices are located.
Scope of analysis
  • The scope of analysis includes our domestic plants and contract manufacturers, suppliers, investors, customers, recruitment, etc. at home and abroad. The target period and area are FY2020-2030 and the pharmaceutical manufacturing industry, which is our major business, respectively.

Risk and opportunity management

We analyze the timing and probability of occurrence, and the scope of impact for each risk and opportunity and evaluate the content of countermeasures, etc., before comprehensively determining the degree of priority. We prioritize and identify those matters that have a large impact on business, those matters with a high probability of occurrence, and those matters that are highly cost-effective to implement countermeasures against, and the Environment Management Committee manages the progress.
The Company-Wide Risk Management Committee considers measures for risk mitigation and adaptation when it comes to identified risks, and afterwards proposes them to the Management Meeting to obtain approval. Based on the measures approved by the Management Meeting, the managers of production sites, research institutes, etc., comprehensively manage risks (including flood risks associated with climate change) when carrying out the approved measures, and the progress of these risks is shared with the Environment Management Committee.
In addition, the amount of financial impact of the identified risks and opportunities is reviewed annually by the TCFD Working Group. Mitigation and adaptation measures for identified risks and measures to promote opportunities are also discussed by the Environment Management Committee. The content of discussions held at the Environment Management Committee is supervised by the president, representative director, and CEO through the environment management system (described in “Governance” above).

Indicators and targets

We have created a road map to achieve the greenhouse gas emission reduction targets based on our environmental vision, which aims to minimize risks and maximize opportunities associated with climate change, and are considering measures and costs (see here for details). Our medium- to long-term greenhouse gas reduction targets have been approved as science-based by the international initiative “Science Based Targets initiative (SBTi)*4.” For Scope 1+2, our targets are classified by SBTi as the strictest, “1.5°C target.” To achieve our medium- to long-term targets, we set a single-year target and evaluate the results (progress) against the target (FY2020 target: at least a 12.6% reduction compared to FY2017). We also calculate greenhouse gas emissions across the entire value chain (Scope 3). Since FY2014, we have calculated greenhouse gas emissions for our business sites in Japan by dividing Scope 3 emissions into 15 categories, in accordance with the guidelines of the Ministry of the Environment.
As for water risks, we conduct risk assessment once a year. Recognizing water risks as “disaster/climate change risks” among the company-wide risks, we implement measures based on our business continuity plan (BCP), including maintaining a proper stock. In the future, we will also work to establish a collaborative relationship with our business partners, to secure multiple suppliers, and to consider the impact of flood/shortage of water due to climate change in our business partner selection process.

  • * Details on risks/opportunities regarding climate change, as well as greenhouse gas emissions are described in our CDP Climate Change’s response (Japanese only). These can be confirmed at the CDP website (CDP ID required).
  • *4 SBTi: An international initiative that prompts private corporations and other types of organizations set science-based greenhouse gas emission reduction targets in accordance with the Paris Agreement

Dialogues with stakeholders

In order to appropriately disclose information based on the TCFD recommendations, it is important to understand the concerns and issues of external stakeholders regarding TCFD disclosure. As part of this effort, we participate in the TCFD Consortium, a forum for companies, financial institutions and other organizations who support the TCFD recommendations to discuss effective information disclosure and appropriate initiatives. In March of FY2021, we held an ESG briefing for institutional investors, which we have been conducting continuously since FY2019, and received various opinions and questions. These efforts by us to respond to the TCFD recommendations were published as advanced cases in the Ministry of the Environment’s “Climate Change Adaptation Guide for Private Sector -Preparing for Climate Risk and Surviving- (revised edition, March 2022).” We believe that deepening our understanding of TCFD disclosure through such dialogues with stakeholders and collaborations with the government will allow us to help promote responses to climate change in society as a whole.

photo“Climate Change Adaptation Guide for Private Sector -Preparing for Climate Risk and Surviving- (revised edition, March 2022),” Ministry of the Environment

ONO PHARMACEUTICAL CO.,LTD., ONO PHARMACEUTICAL CO.,LTD., system