Policy and Approach
In recent years, there has been a growing movement to curb climate change on a global scale, including rationalization of energy use and laws and regulations to combat global warming.
Climate change transition risks (e.g., the risk of higher procurement and energy costs due to environmental regulations to combat global warming and the risk of a decrease in customers visiting stores through environmentally unfriendly business activities) and physical risks (acute risks such as manufacturing and logistics outages and store closures due to typhoons, and chronic risks such as food quality deterioration and price hikes due to rising average temperatures and changing weather patterns) may affect Skylark Group's business performance, and therefore, the Company considers climate change to be one of its key management risks.
Status of Our Response to TCFD Recommendations
Items Recommended for Disclosure by the TCFD
|
|
Governance
|
Disclosure Status |
| 1 |
a) Describe the board’s oversight of climate-related risks and opportunities. |
Disclosed on this page
|
| 2 |
b) Describe management’s role in assessing and managing climate-related risks and opportunities. |
Disclosed on this page
|
|
|
Strategy |
Disclosure Status
|
| 3 |
a) Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term. |
Disclosed on this page
|
| 4 |
b) Describe the impact of climate-related risks and opportunities on the organization’s businesses, strategy, and financial planning. |
Disclosed on this page
|
| 5 |
c) Describe the resilience of the organization’s strategy, taking into consideration different climate-related scenarios, including a 2°C or lower scenario. |
Disclosed on this page
|
|
|
Risk Management |
Disclosure Status
|
| 6 |
a) Describe the organization’s processes for identifying and assessing climate-related risks. |
Disclosed on this page
|
| 7 |
b) Describe the organization’s processes for managing climate-related risks. |
Disclosed on this page
|
| 8 |
c) Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the organization’s overall risk management.。
|
Disclosed on this page
|
|
|
Metrics and Targets |
Disclosure Status
|
| 9 |
a) Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk management process. |
Disclosed on the Materiality page
|
| 10 |
b) Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse gas (GHG) emissions and the related risks. |
Disclosed on this page
|
| 11 |
c) Describe the targets used by the organization to manage climate-related risks and opportunities and performance against targets.
|
Disclosed on this page and on the Environmental Targets and Data page
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Governance
Under the supervision of the Board of Directors, and in order to promote sustainability management across the Group, we have established the Group Sustainability Committee as a decision-making body for sustainability-related initiatives, including those related to climate change, with the President as the responsible chairman, the Chief Sustainability Officer (CSO) as vice chairman, the Representative Director, Chairman, and all executive officers, and the presidents of Group companies as members. The Group Sustainability Committee is chaired by the President, vice-chaired by the CSO (Chief Sustainability Officer), and includes the Chairman, all executive officers, and presidents of Group companies as members.
The Group Sustainability Committee meets as needed to formulate company-wide sustainability-related policies, targets, and measures, identify materiality issues, monitor and periodically review them, and establish and maintain a sustainability promotion system. The Committee also reports to the Board of Directors on sustainability promotion activities. The Committee also includes outside directors and officers in an advisory capacity to receive suggestions and advice from outside perspectives.
Strategy
The following is a description of the short-, medium-, and long-term climate-related risks and opportunities we are aware of, the financial impact of those risks and opportunities on our business (quantitative assessment), and how we plan to address them.
We used 2 scenarios in our scenario analysis: the 2°C (1.5°C) scenario in which the impacts will be more pronounced with the transition to a low-carbon society, and the 4°C scenario in which the impacts will be more pronounced in the physical aspects associated with climate change.
| Assumed scenario
|
Summary
|
Specific scenarios used
|
2℃(1.5℃）
scenario
|
This scenario assumes a world in which temperature increase is limited to 2°C (1.5°C) from the Industrial Revolution period to 2100.
The scenario envisions a world in which the increase in atmospheric greenhouse gas is controlled and temperature rise is limited through the introduction of stricter policies and regulations, and changes in the marketplace to move toward decarbonization.
|
・Net Zero Emissions by 2050 Scenario
(Source: IEA WEO 2023)
・Sustainable Development Scenario
(Source: IEA WEO 2019)
・RCP2.6
(Source: IPCC AR5)
|
4℃
scenario
|
This scenario assumes a world with an average temperature increase of about 4°C from the Industrial Revolution period to 2100.
The scenario envisions a world where current climate-related policies continue as-is, and assumes a worldview in which the physical effects of rising average temperatures, including more extreme weather events, become more pronounced.
|
・Stated Polices Scenario
(Source: IEA WEO 2023)
・RCP8.5
(Source: IPCC AR5)
|
Transition Risks *Short-term (0-2 years), medium-term (3-5 years), and long-term (Over 5 years)
*Impacts are considered as of 2030
*The scope of coverage is all of our group companies.
Risk Category
|
Risk Item
|
Impact
Assessment (by risk category)
|
Impact Timing
|
Major risks or opportunities to the Company |
Impact Assessment (for each item) |
| Policy and Regulations |
Introduction of carbon tax (increase in raw material prices, packaging material prices, logistics prices, and carbon tax burden) |
Large
|
Medium to long term |
Increased store operating costs due to the introduction of carbon pricing; increased raw material procurement costs, manufacturing costs, packaging costs, and logistics costs |
Large |
|
Rising electricity prices, use of renewable energy sources
|
Medium to long term |
Increased energy costs due to higher electricity prices, increased raw material procurement and manufacturing costs, procurement costs associated with the shift to renewable energy, and increased capital investment costs
|
Large |
| Changing delivery and logistics vehicles to EVs |
Medium to long term |
Increased costs for replacing own delivery vehicles with EV vehicles (both delivery and logistics vehicles)
|
Medium |
| Increased costs due to change to alternative plastics |
Short to long term |
Increased cost of procuring alternative raw materials to meet plastics regulations |
Small |
| Market |
Changes in consumer behavior and consumer preferences
|
Medium |
Short to long term |
Decrease in revenue due to changes in consumer demand |
Medium |
| Reputation |
Damage to brand value (customers) |
Large |
Short to long term |
Decrease in revenue due to loss of trust from customers and deterioration of brand image caused by delay in addressing environmental issues |
Large |
| Damage to brand value (investors) |
Short to long term |
Loss of confidence from investors due to delays in addressing environmental issues, and higher interest rates on loans |
Medium |
| Damage to brand value (employees) |
Short to long term |
Loss of trust from employees due to delays in addressing environmental issues, decline in number of full- and part-time employee applications and increased difficulty in hiring due to deterioration of brand image
|
Large |
Physical Risks
Risk Category
|
Risk Item |
Impact
Assessment (by risk category)
|
Impact Timing |
Major risks or opportunities to the Company
|
Impact Assessment (for each item) |
| Acute |
Increased procurement costs due to more frequent and severe extreme weather and weather-related disasters and supply chain disruptions
|
Large |
Short to long term |
Increased damage due to flooding and power outages at stores, increased restoration costs, decreased sales due to closures, increased insurance premiums, increased vacancies and lost opportunities due to employee damage, increased costs to secure raw materials |
Large
|
| Chronic |
Average temperature increase |
Large |
Long term |
Increased electricity consumption in stores, factories, and distribution centers, deteriorated productivity due to reduced employee work efficiency, and lower crop yields and quality deterioration. Increased precipitation and drought adversely affecting the yield and quality of agricultural, livestock, and fishery products, causing raw material prices to soar |
Large |
Opportunities *Short-term (0-2 years), medium-term (3-5 years), and long-term (Over 5 years)
*Impacts are considered as of 2030
*The scope of coverage is all of our group companies.
| Risk Category
|
Risk Item |
Impact
Assessment (by risk category)
|
Impact Timing |
Major risks or opportunities to the Company |
Impact Assessment (for each item)
|
| Energy/
Technology |
Reduction of electricity costs due to promotion of energy conservation
|
Small
|
Short to long term |
Energy conservation promotion minimizes power usage and decreases power costs
|
Small |
|
Development of renewable energy technologies
|
Medium to long term |
Decrease in energy costs through the introduction of lower-cost solar power generation
|
Small
|
|
Widespread use of electric vehicles
|
medium-term |
Installation of recharging facilities in stores differentiates us from competitors, attracts more customers; decrease in the total cost of vehicle maintenance due to lower storage battery prices
|
Small |
| Policy and Regulations |
Introduction or raising of carbon pricing
|
Small
|
Medium to long term |
Decrease in transportation costs through more efficient logistics
|
Small |
|
Introduction or raising of carbon pricing
|
long term |
GHGExemption from carbon tax by achieving zero GHG emissions
|
Small |
|
Promotion of recycling
|
Short to long term |
Increased costs for resource recycling and utilization
|
Small |
| Market |
Improvement of brand value |
Medium |
Short to long term |
Gaining sympathy and high evaluation from stakeholders by promoting sustainability
|
Medium |
|
Average temperature increase
|
Medium to long term
|
Increased sales due to the development of products and services tailored to changing consumer preferences as temperatures rise; increased demand for coffee breaks due to hot weather
|
Small |
|
Increasing frequency and severity of extreme weather and weather-related disasters
|
Medium to long term |
Enhancement of public trust and reputation through disaster response
|
Small |
|
Changes in consumer behavior and consumer preferences
|
Short to long term |
Increase in sales through development of environmentally friendly products and services
|
Small |
| Reputation |
Improved reputation among the investor community
|
Small |
Medium to long term |
Increased potential to attract new capital from an investor community that values responsible investment through the issuance of green bonds
|
Small |
For the identified risks, a quantitative analysis was performed for FY2023 for i) the impact of the introduction of a carbon tax, ii) the impact of changes in electricity prices, iii) the impact of flooding, and iv) the impact of storm surges. The exchange rate was set at 109.75 yen to 1USD, the rate used in IEA WEO.
ⅰ)Impact of Introduction of Carbon Tax
The carbon tax amount in 2030 was set at $0/ton CO₂ (STEP) for the 4°C scenario and $140/ton CO₂ (NZE) for the 2°C (1.5°C) scenario, referring to the IEA "World Energy Outlook 2023," and the financial impact of introducing a carbon tax for Scope 1 and 2 was estimated.
As a result, a cost increase of 4.45 billion yen is assumed under the 2°C (1.5°C) scenario, assuming that our Group's carbon emissions are equivalent to those in 2022.
However, this carbon tax impact would be reduced to 3.22 billion yen if our 2030 target of 50.4% reduction in carbon emissions vs 2018 can be achieved. Furthermore, we expect that the carbon tax burden will be reduced by achieving our 2050 target of virtually zero CO2 emissions, and we will continue to actively promote initiatives to reduce emissions through energy-saving activities and switching to renewable energy.
Impact of Introduction of Carbon Tax
Item
|
Scenario
|
Impact to our business in 2030 (Estimate)
|
Impact of Introduction of Carbon Tax
|
4℃ scenario
|
― |
2℃(1.5℃) scenario
|
-3.22 billion yen |
Assumed carbon tax:
In 2030, 4℃ scenario=USD0/tCO₂; 2℃(1.5℃) scenario=USD140/tCO₂
(from IEA WEO 2023)
ⅱ)Impact of Changes in Electricity Price
The impact amount was estimated by setting the current electricity price at 216 USD/MWh, the electricity price in 2030 at 209 USD/MWh for the 4°C scenario (STEPS) and at 231 USD/MWh for the 2°C (1.5°C) scenario (SDS), based on the IEA WEO 2019.
As a result, if our electricity consumption in 2030 is the same as in 2022, the impact of changes in electricity price is assumed to be a cost reduction of 300 million yen under the 4°C scenario and a cost increase of 650 million yen under the 2°C (1.5°C) scenario.
Impact of changes in electricity price
Item
|
Scenario
|
Impact to our business in 2030 (Estimate)
|
Impact of changes in electricity prices
|
4℃ scenario
|
+300 million yen
|
2℃(1.5℃) scenario
|
-650 million yen
|
Assumed electricity price：
In 2030, 209 USD/MWh for 4℃ scenario; 231 USD/MWh for 2℃(1.5℃) scenario
(Estimated guess from graph shown in IEA WEO 2019)
ⅲ)Impact of Flooding and Storm Surges
Referring to the Ministry of Land, Infrastructure, Transport and Tourism (MLIT)'s "Proposal for Flood Control Planning in Light of Climate Change" and the Ministry of the Environment's "TCFD Guidance", the impact of flooding in 2030 was estimated at a flood magnification of 3x (RCP8.5) for the 4°C scenario and 1.7x (RCP2.6) for the 2°C (1.5°C) scenario; and the impact of storm surges in 2030 was estimated at a storm surge occurrence magnification of 1.08x (RCP8.5) for the 4°C scenario and 1.06x (RCP2.6) for the 2°C (1.5°C) scenario.
As a result, if our assets and number of stores in operation are the same in 2030 as in 2022, the impact of flooding is expected to increase costs by 2.63 billion yen under the 4°C scenario and 1.49 billion yen under the 2°C (1.5°C) scenario, while the impact of storm surges is expected to increase costs by 340 million yen under the 4°C scenario and 330 million yen under the 2°C (1.5°C) scenario.
Impact of Flooding
Item
|
Scenario
|
Impact to our business in 2030 (Estimate)
|
Impact of Flooding
|
4℃ scenario
|
-2.63 billion yen |
2℃(1.5℃) scenario
|
-1.49 billion yen |
Impact of Storm Surges
Item
|
Scenario
|
Impact to our business in 2030 (Estimate)
|
Impact of Storm Surges
|
4℃ scenario
|
-340 million yen |
2℃(1.5℃) scenario
|
-330 million yen |
Assumed flood magnification：
2030 4°C scenario 3 times, 2°C (1.5°C) scenario 1.7 times (Estimated from "Proposal for Flood Control Planning Based on Climate Change" by Ministry of Land, Infrastructure, Transport and Tourism and "TCFD Guidance" by Ministry of the Environment, etc. after plotting the locations of all group companies' stores, factories, headquarters and other offices on a map)
Assumed storm surge occurrence magnification：
2030 4°C scenario: approx. 1.08x, 2°C (1.5°C) scenario: approx. 1.06x (from CLIMATE ANALYTICS "Climate impact explorer" based on a map plotting the locations of all group company stores, factories, headquarters, and other business locations)
※ Estimates of the impact of flooding and storm surge on properties do not include franchised stores of Tomato and Associates Co. Ltd..
※ Estimated business shutdown losses due to flooding do not include franchised stores of Tomato and Associates Co. Ltd. and Skylark Restaurants Co. Ltd..
Measures to Address Major Risks
1. Addressing the Impact of Introduction of Carbon Tax
To minimize the risk of financial impact from the future introduction of carbon tax, we are actively working to reduce CO2 emissions throughout our group.
(1) Energy and Electricity Conservation: Reducing Energy Use
We are continuously working to reduce total electricity and gas usage and to make energy-efficient store operations become standard procedure through the introduction of energy-saving equipment, energy and gas reduction efforts by our employees, preparing and distributing of manuals tailored to each brand, and training our employees accordingly.
(2) Use of Renewable Energy
Some of our company cars and delivery vehicles have been changed to EVs on a trial basis, and in some areas, we are working with local electric power companies to consider the use of renewable energy through off-site PPAs.
Our Shisui MDC plans to install a photovoltaic power generation system in December 2023 to cover a portion of the MDC’s electricity needs.
(3) Development of Environmentally Friendly Stores
In August 2023, we opened Gusto Higashi Murayama Shiyakusho-mae Store in Higashi-Murayama City, Tokyo, as an environmentally friendly model store.
The store operates with virtually zero CO2 emissions by using power generated from its own solar power system, CO2-free electricity, and carbon-neutral city gas.
Related press release：
・
First Gusto store with virtually zero CO2 emissions opens
2. Responding to the Impact of Changes in Electricity Prices
In order to minimize the risk of changes in electricity prices, we are working to reduce electricity usage in a manner appropriate to each location (stores, central kitchen, and headquarters).
In particular, energy-saving activities at our stores are carefully designed to minimize the impact on our customers while maximizing the reduction impact, and we use different procedures for each brand in reducing electricity usage.
3. Responding to the Impact of Flooding
4. Response to Storm Surge Impacts
By taking measures against natural disasters in advance, store and central kitchen (MDC) operations can be resumed as soon as possible after a disaster. We believe that the early resumption of our business will help us fulfill our duty as a food-serving infrastructure-type of company, as we will be able to provide hot meals to the people in the region.
In the event of an emergency, our stores will continue to contribute to each community by opening our stores to the public as local disaster-relief centers and providing our facilities, both inside and outside our stores, to the local residents, as well as spare food inside the stores.
The following measures are being taken to address the increased risk of natural disasters.
Employees
- Establishment and operation of a system for early recovery (safety confirmation system for all employees)
Stores
- Establishment and operation of an emergency communication system (emergency e-mail, disaster portal site)
MDC
- MDCs have been designed to be approximately 1m above ground level in case of flooding.
- Electricity generators are available in some MDCs. When needed, these generators are transported to other central kitchens near by that do not have their own generators.
- Signed disaster agreements with local governments (Ohira Village, Kurokawa-gun, Miyagi Prefecture and Sendai MDC)
- In the event of a disaster at an MDC, a system has been established to switch to manufacturing and delivery at another nearby site.
- Prepare water in accordance with the ordinance on measures for persons unable to return home (only for Tokyo Metropolitan area stores and MDCs; stock food in stores to be used in the case of an emergency)
Headquarters
- Stockpiling of emergency supplies and electricity generators: Water and food for all headquarters staff for approximately 3 days and electricity generators to supply electricity for emergency task force members
Responding to Opportunities in the 2°C (1.5°C) Scenario
In the case of the 2°C (1.5°C) scenario, we believe that early action to address climate change will lead to business opportunities for us, as our stores and products will be chosen by our customers when they increasingly choose sustainable products and brands in the future.
In addition, our reputation for progress in addressing climate change will create an advantageous situation for us in terms of employee recruitment, and we believe that this is a business opportunity in that sense as well.
We will continue to address climate change in a timely manner by building on the following initiatives.
Initiatives to Reduce Plastic
Drinking straws: Change from petroleum-derived plastics to biomass plastics
＝＞ Changed to FSC-certified® paper straws
Shopping bags: Change from petroleum-derived plastics to biomass plastics
＝＞ Reduce usage by charging a fee
Disposable cutlery: Change from petroleum-derived plastics to biomass plastics
＝＞ Changed from biomass plastic to wood
＝＞ Only forks changed from wooden to bamboo
＝＞ Reduce usage by charging a fee
Chopsticks: Changed individual packaging from plastic to paper
Delivery/Take-out packaging (some, not all): Changed material to include at least 50% talc
Related Press Releases：
・
Take-out and Delivery Forks to be changed from Wooden to Bamboo
・
Biomass Straws Replaced with FSC® Certified Paper Straws
・
Changing Take-out and Delivery Cutlery from Biomass Plastic to Wooden Materials, Reduction of 86 tons of Plastic
・
Bamboo Chopsticks’ Packaging to be Changed from Plastic to Paper
・
Withdrawal of Disposable Plastic Drinking Straws from All Gusto Restaurants
・
Skylark to replace takeout and shopping bags from petroleum-based plastic to biomass plastic
・Obtained ISO20400, the international standard for sustainable procurement
・Opened an environmental model store with virtually zero CO2 emissions
・Creating an employee-friendly store environment through active use of technology, such as robots, ordering tablets, self-checkouts, table payments
Awards
・Received the 12th Award for Achievement in Promoting Biomass Products (Japan Biomass Products Promotion Council)
・Received the 15th Robotics Utilization Society Contribution Award from the Robotics Society of Japan
Related Press Releases：
・
Obtained ISO 20400 Certification for Sustainable Procurement
・
First Gusto store with virtually zero CO2 emissions opens
・
Skylark to Install Self-Checkout Counters at Over 800 Stores by the End of 2022
・
Skylark Announces Support for TCFD (Task Force on Climate-related Financial Disclosures) - Participating also in the TCFD Consortium -
Addressing Opportunities in the 4°C Scenario
In the case of the 4°C scenario, we believe that changes in customer preferences and behavior will create the following business opportunities
（１）Opportunities due to increased motivation to visit the store
- Strong sales of cold products such as drink bars and shaved ice in a hot environment
- Increased use of stores as places to take a break when going out in a hot environment
（２）Opportunities through the development of products that match needs
- Increase in customer numbers through the development of new products to replenish water and salt in hot environments
（３）Opportunities from increased use of home delivery services
- Increased demand for home delivery from customers who are less likely to go out in a hot environment and less likely to cook for themselves
（４）Opportunities due to increased demand for retail and e-commerce products
- Increase in sales due to expansion of pre-cooked frozen products for quick home cooking
Risk Management
The Group Risk Compliance Committee, which is chaired by the President and includes the Chairman and all executive officers as members, has been established to oversee risk management for the entire Group, including climate change-related risks. The committee identifies various risks, including climate change-related risks, in an integrated manner and identifies risks that need to be addressed, taking into consideration the degree of impact of the risks. The Committee also designates a lead department for each risk to be addressed and implements appropriate preventive and response measures. Since the degree of impact of risks is constantly changing in response to changes in the environment, the risks are reevaluated once a year.
Information on the deliberations by the Group Risk Compliance Committee is shared with outside officers to ensure transparency of the risk management system. In addition, outside officers serve as advisors to the Committee to receive suggestions and advice from outside perspectives.
Indicators and Targets
KPIs related to decarbonization, water conservation and de-plasticization are as follows and their scope covers entire Skylark Group.
| |
Main Indicators |
KPI |
| 2030 |
2050 |
| Decarbonation |
GHG reduction rate(Scope 1+2) |
50.4% reduction
(compared to 2018) |
zero
|
| GHG reduction rate
(Scope 3) |
30% reduction
(compared to 2018) |
zero |
GHG reduction rate
(Scope 1+2+3) |
37% reduction
(compared to 2018) |
zero |
| Preservation of
water resources |
Water withdrawal |
10% reduction
(compared to 2018) |
20% reduction
(compared to 2018) |
| |
2026 |
2030 |
| Deplasticization |
Disposable plastic usage |
50% reduction
(compared to 2020);
Use of environmentally friendly materials increased to 50% |
50% reduction
(compared to 2020) |
| Ratio of petroleum-derived materials in disposable plastics |
50％ |
zero |
※For decarbonization (GHG reduction rate) and water conservation (water withdrawal), 2018 is used as the base year.
The base year for deplasticization (single-use plastic usage) is 2020.
KPI targets for GHG reduction rate (Scope 1 + 2) are set for 2020,
and KPI targets for GHG reduction rate (Scope 3) and (Scope 1 + 2 + 3) are set for 2022.
Indicators and targets based on materiality are as follows.
Our Scope 1, Scope 2, and Scope 3 greenhouse gas emissions are as follows.
Details are disclosed on the Company's website.
|
Item |
2018 |
2019 |
2020 |
2021 |
2022 |
2023 |
| Greenhouse Gas (GHG) |
Total emissions for Scope 1 and 2
（t-CO₂）
|
433,854 |
413,870 |
349,382 |
303,107 |
310,692 |
316,405 |
Scope 1 and 2 intensity
（t-CO₂/million yen)
|
1.184 |
1.102 |
1.211 |
1.146 |
1.023 |
0.892 |
Scope 1 intensity
（t-CO₂/million yen)
|
0.364 |
0.355 |
0.395 |
0.379 |
0.350 |
0.293 |
Scope 2 intensity
（t-CO₂/million yen)
|
0.820 |
0.748 |
0.816 |
0.766 |
0.673 |
0.599 |
Scope 3 intensity
（t-CO₂/million yen)
|
2.721 |
2.689 |
2.733 |
2.717 |
2.580 |
2.318 |
※2018 is used as the base year.
※Scope of calculation is consolidated (including overseas and subsidiaries)
The risks and opportunities related to our greenhouse gas emissions are as follows.
The results for each indicator are as follows.
Participation in Industry Associations and Initiatives Addressing Climate Change
Skylark Group is a member of and participates in organizations that address climate-related issues in order to realize the Paris Agreement.
Participation in the Japan Climate Initiative(JCI)
JCI is a network established in July 2018 to strengthen the dissemination of information and exchange of opinions among companies, local governments, organizations, NGOs, and others actively working to combat climate change in Japan. JCI is working toward the realization of the Paris Agreement under the declaration "Japan will join the global frontlines of decarbonization". The network is working toward the realization of the Paris Agreement under the declaration that "Japan will participate in the global frontline for decarbonization.
Skylark Group agrees with this message of JCI and joined in October 2023. Together with its member companies, we are working toward the realization of the Paris Agreement.
Participation in the TCFD Consortium
We are participating in the TCFD Consortium, which was established as a forum for discussion among companies and financial institutions that support the TCFD.
Established in May 2019, the TCFD Consortium is a forum for discussing effective disclosure of information by companies based on TCFD recommendations and efforts to link disclosed information to appropriate investment decisions by financial institutions and others.
Although our company is still preparing to disclose information based on the TCFD recommendations, we are participating in the TCFD Consortium to gather information for more enhanced disclosure.
TCFD Consortium Activity Guidelines
- We recognize that climate change is a global issue, and that it is essential to innovate and disseminate the results of such innovation to all corners of society in order to solve this issue.
- We recognize the significant role of business in the fight against climate change, and we will properly manage the risks associated with climate change, while actively engaging in innovation and displaying the results. We will also use this information to provide funds to companies that are working on innovation and realize a "virtuous circle of environment and growth".
- We will deepen mutual understanding and communicate internationally through active dialogues in this consortium on how to effectively disclose information and how to make use of the information that has been displayed.
Alignment with the Policies of our Industry Associations
Our Group supports and is involved in the activities of organizations and initiatives that address climate change. In the unlikely event that the policies of such organizations and initiatives conflict with those of our Group, we will work together to ensure that they act in accordance with policies consistent with our own policies, and will take appropriate action, such as withdrawing from such organizations and initiatives if the gap between their policies and those of our Group is too large to achieve consistency.
Consistency with the Japan Foodservice Association's Policy on Climate Change
We are a member of the Japan Food Service Association (JF), an industry organization for the food service industry.
We believe that our Policy on Climate Change (Environmental Policy: "The company will voluntarily and proactively address environmental issues in order to minimize its impact on climate change in accordance with the [Skylark Group Charter of Corporate Behavior]” and Environmental Consideration: "We will strive to conserve energy, reduce food loss, reduce waste, and conserve water throughout the entire supply chain, from raw material procurement, production, logistics, store processing, and disposal.”) and
the Japan Food Service Association's Policy on Climate Change (Pledge: "We will strive to proactively address environmental issues such as the prevention of global warming." and environmental protection efforts: "We will promote efforts to create a recycling-oriented society that promotes material recycling and reduces the burden on the environment," and "Reducing energy consumption and CO2 emissions in the food service industry is also a very important part of Japan's efforts to combat global warming. JF is committed to playing a role in environmental symbiosis in light of this situation.)
are consistent policies.
the Japan Food Service Association's environmental policy (Japanese text)
the Japan Food Service Association's pledge (including those related to the environment) (Japanese text)