Environment
Disclosure based on TCFD Recommendations
      
    
        We recognize that climate change is one of the most important management issues facing the Group. 
        We believe that our efforts to reduce our own greenhouse gas (GHG) emissions (Scopes 1 and 2) and to contribute to 
        the decarbonization of the entire value chain, including our customers at the same time, will enhance the Group's corporate value. 
        Based on this belief, we have identified "Promoting climate change actions and resource circulation" as one of our Materiality issues. 
        In September 2021, we announced our endorsement of the TCFD recommendations, and in addition to its existing efforts, 
        we work to identify climate-related risks and opportunities and strengthen and expand information disclosure, including respective systems.
      
      Governance
          In October 2021, the Group established the Sustainability Committee,
          which is chaired by the Group CEO and includes executive directors and
          representative directors of the five core operating companies or
          persons in equivalent positions appointed by the President, for the
          purpose of strengthening the Group's sustainability promotion system.
          The Sustainability Committee, under the supervision of the Board of
          Directors, formulates sustainability-related policies and manages
          their implementation; identifies, analyzes, and evaluates risks and
          opportunities related to climate change; monitors the impact of
          climate change on the Group's business; and discusses countermeasures.
          For other initiatives and detailed discussions related to climate
          change and environment, the Environmental Subcommittee, a cross-group
          sub-organization of the Sustainability Committee, examines and manages
          the implementation of specific initiatives and management indicators.
          The director in charge reports on the progress and makes
          recommendations to the Sustainability Committee. Investments necessary
          to address climate change are discussed and approved individually by
          the Management Council, the Board of Directors, and other
          decision-making bodies in accordance with internal regulations.
        
      Strategies
          We have conducted a scenario analysis of the impact of climate change
          on our Group's business, using several climate scenarios (1.5℃
          scenario and 4℃ scenario). Based on assumptions about the impact of
          climate change on the value chain, we identify risks and
          opportunities, analyze and evaluate them, and consider
          countermeasures, which will be reflected in our short-, medium-, and
          long-term business strategies to make the promotion of measures more
          effective.
        
        Assumptions for Scenario Analysis
          We have made the following assumptions for each scenario and analyzed
          the financial impact assumed as of 2030.
        
        1.5℃ Scenario
          Policies and regulations will be strengthened, and carbon taxes will
          be introduced to achieve carbon neutrality in 2050. In addition,
          consumers will demand more decarbonization from companies, and B-to-B
          firms will be under even greater pressure to respond to climate
          change, including reducing CO2 emissions.
        
        4℃ Scenario
          No carbon taxes will be introduced, and more emphasis will be placed
          on disaster prevention and BCP measures as natural disasters become
          more severe. Consumer behavior will not change significantly from the
          status quo, and corporate responses to climate change will remain at
          the current level.
        
        
          *See IEA-NZE, IPCC-1.5, IPCC AR6 SSP1-1.9, IPCC AR6 SSP3-7.0/SSP5-8.5,
          etc.
        
        Risks, Opportunities, and Financial Impact related to Climate
          Based on the scenarios assumed, we examined the impact of climate
          change on the value chain for consumers, customers, our Group, and
          contractors who are suppliers to our Group individually. Then, we
          estimated the time when risks and opportunities emerge and their
          quantitative and qualitative impacts.
        
        Countermeasures
          In our quantitative calculations, carbon pricing (introduction of a
          carbon tax) under the 1.5℃ scenario has the greatest impact on our
          Group. In general, however, the financial impact of climate change on
          our Group is small, and we consider ourselves resilient to climate
          change. For countermeasures against the emerging impact of carbon
          pricing (introduction of the carbon tax), since measures to reduce
          emissions in cooperation with our customers and partners are
          effective, we will promote these measures in addition to our own
          measures. In addition to the quantitative analysis items, we will also
          update and monitor information on qualitative analysis items to verify
          their impact on our business.
        
        | Risks | Financial Impact (1.5℃/4℃)  | 
                Time of emergence | Countermeasures | |
|---|---|---|---|---|
| Policies & Regulations | 
                  Taxes and other regulations on CO2 emission
                    reductions Increased cost burden due to the introduction / enforcement of carbon pricing 
  | 
                Small - Medium / - | Medium term | 
                  
  | 
              
| 
                  Refrigerant regulation Increase in capital investment amount due to stricter regulations on alternative CFCs and other refrigerants 
  | 
                Small / Small | Medium term | ||
| 
                  Other Regulations Increased cost burden due to the introduction / enforcement of energy conservation regulations 
  | 
                - / - | Long term | ||
| Market & Reputation | 
                  Energy transition by transportation subcontractors Increase in transportation consignment costs due to progress in the shift to low-carbon and decarbonized fuels 
  | 
                Small / Small | Short to medium term | |
| Risks & Opportunities | Financial Impact (1.5℃/4℃)  | 
                Time of emergence | Countermeasures | |
|---|---|---|---|---|
| Market & Reputation | 
                  Customer Trends (Conditions) Expansion of environmentally conscious response 
  | 
                Large / Small | Short term | Development and promotion of logistics solution services originating from social issues, such as SustainaLink, while grasping the needs of existing and potential customers related to climate change | 
| 
                  Customer Trends (Products) Changes in characteristics of products handled by our customers 
  | 
                Large / Large | Medium to long term | ||
| Physical Risks | Financial Impact (1.5℃/4℃)  | 
                Time of emergence | Countermeasures | |
|---|---|---|---|---|
| Acute | 
                  More severe storm and flood damage (direct impact) Damage to assets owned and increase in insurance premiums and repair costs caused by more frequent and larger catastrophic disasters  | 
                Small / Small | Medium term | 
                  
  | 
              
| 
                  Reputation (indirect impact) Loss of trust due to inadequate understanding of the impact of storm and flood damage and insufficient BCP response  | 
                Small / Large | Short to medium term | ||
| Chronic | 
                  Sea level rise Damage to assets owned and increase in insurance premium and repair costs caused by more frequent floods  | 
                Small / Small | Long term | |
| 
                  Rise in temperature Increased risk of heat stroke 
  | 
                Small / Small | Medium term | ||
Legend
        
          Large / Medium / Small: Quantitative and qualitative evaluations based
          on the results of financial impact estimates
        
        - ・「 - 」: Potential risk, but not highly likely to emerge in 2030 based on current information
 - ・Short term: About 3 years
 - ・Medium term: 2030
 - ・Long term: After 2050
 
Initiatives for CO2 emission reduction
| Categories | Initiatives | 
|---|---|
| Energy Conservation | 
                Upgrading to LED lighting Upgrading to high-efficiency air conditioning equipment  | 
            
| Energy Creation | Installation of solar power generation equipment | 
| Renewable Energy Procurement | 
                Purchase of electricity generated from renewable energy sources Purchase of renewable energy certificates (Non-Fossil Certificates, Green Power Certificates, etc.)  | 
            
| Reduction of diesel oil consumption | 
                Energy-efficient driving Introduction of environmentally friendly vehicles  | 
            
Risk Management
          We stipulate the recognition and management of risks in the Group's
          business activities in the Risk Management Regulations, develop a
          system for each type of risk, and implement risk management. With
          regard to risks and opportunities related to climate change, the
          Sustainability Committee takes the lead in identifying, analyzing, and
          evaluating risks and opportunities, sharing information within the
          Group, instructing relevant departments to take action, and reporting
          to the Board of Directors, with the aim of addressing and minimizing
          the risks. KPI management and data analysis are conducted by the
          Environmental Subcommittee, a cross-group sub-organization of the
          Sustainability Committee.
        
      Indicators and Goals
          In order to realize our Materiality: Promoting climate change actions and resource circulation, 
          the Group has established environmental KPIs, including climate change, and manages their progress. 
          With regard to greenhouse gas (GHG) emissions, we aim to reduce CO2 emissions generated from our Group's business activities (Scopes 1 and 2).
        
        | Scope | Time | Goal | 
|---|---|---|
| Scope1+2 | FY2026 | 29% reduction (compared to FY2014) | 
| FY2031 | 50% reduction (compared to FY2014) | |
| FY2051 | Net zero | |
| Scope3 | - | 
                 Leading initiatives to decrease emissions across both our own and our customers' supply chains ※Reduction of CO2 emissions in customers' supply chains through the Group's supply chain sustainability support service SustainaLink contributes to the reduction of our Scope 3 emissions at the same time. We will also promote efforts to realize a decarbonized society through our own services.  | 
              
- The targets are aimed at MITSUI-SOKO HOLDINGS and major Group companies*. * MITSUI-SOKO, MITSUI-SOKO EXPRESS, MITSUI-SOKO LOGISTICS, MITSUI-SOKO Supply Chain Solutions, MITSUI-SOKO TRANSPORT, Marukyo Logistics (Osaka), and Marukyo Logistics (Ehime)
 
          Please refer to the following link (ESG data) for emissions data over
          time and other environment-related KPIs.
        
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