In August 2021, HAZAMA ANDO CORPORATION publicly endorsed the "Task Force on Climate-Related Financial Disclosures (TCFD)" and participated in the "TCFD Consortium." As such, we would like to take this occasion to announce that we have made disclosures based on the TCFD recommendations.
In acknowledgement that addressing climate change is one of our most important management challenges, the Group stated "Protection of and Harmony with the Global Environment" as one aspect of materiality, and have engaged in various undertakings to this end. In addition, we have accelerated efforts to obtain approval from SBT of our medium- to long-term greenhouse gas emissions reduction target and membership in RE100 in 2019. By disclosing climate-change related information in line with the TCFD recommendations going forward, we will pursue a greater degree of decarbonization and thereby contribute to achieving a sustainable society.

(Reference) "Task Force on Climate-Related Financial Disclosures (TCFD)"
In response to the demands of the G20, the Financial Stability Board (FSB), in which the central banks and financial authorities of various countries, as well as international institutions, participate as members, established the TCFD in order to investigate approaches to disclosing climate-relate information and the response of financial institutions.
The TCFD released its Final Report in 2017, which contained recommendations for companies covering how they should assess any financial impacts that the risks and opportunities invited by climate change will have on their management, as well as disclosures related to "Governance," "Strategy," "Risk management," and "Metrics and Targets."
1. TCFD Recommendations and the Group’s Disclosures
Response to "risks" and "opportunities" stemming from climate change issues
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The Group stated "protecting and being attuned to the natural environment" as one aspect of materiality, and acknowledge that addressing climate change is one of our most critical management issues. We have therefore comprehensively identified and analyzed physical risks and transition risks stemming from climate change issues. In working to address the need to avoid these risks and capture opportunities, we are strategically engaged in managing climate change while enhancing our resilience as a company.
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In August 2021, we publicly endorsed the Task Force on Climate-Related Financial Disclosures (TCFD), and now actively disclose information related to climate change issues in line with the TCFD recommendations.
TCFD content index
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The following table outlines the TCFD recommendations and the details of the Group’s disclosures.
Governance | |
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TCFD recommendations | Disclosure Details |
a) Describe the Board's oversight of climate-related risks and opportunities | (1) Positioning of the Board of Directors, the Sustainability Committee, the Internal Control and Risk Management Committee, and the Environmental Strategy Committee (2) Monitoring system for issues related to climate change |
b) Describe management's role in assessing and managing climate-related risks and opportunities. | (1) Structure of the Environmental Strategy Committee (2) Relationship between the Management Committee, Board of Directors, and the Sustainability Committee (3) Roles of executives |
Strategy | |
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TCFD recommendations | Disclosure Details |
a) Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term. | Details of the medium- to long-term risks and opportunities stemming from climate change, and their impact on the Group |
b) Describe the impact of climate-related risks and opportunities on the organization's businesses, strategy, and financial planning. | Extent of the financial impact on the Group for each risk and opportunity |
c) Describe the resilience of the organization's strategy, taking into consideration different climate-related scenarios, including a 2°C or lower scenario. | Investigation results under several scenarios (1.5/2°C scenario, 4°C scenario) assumed by the Group, and efforts to avoid risks and capture opportunities |
Risk Management | |
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TCFD recommendations | Disclosure Details |
a) Describe the organization's processes for identifying and assessing climate-related risks. | Processes of the Environmental Strategy Committee for identifying and assessing risks and opportunities stemming from climate-change |
b) Describe the organization's processes for managing climate-related risks. | Processes of the Environmental Strategy Committee, Board of Directors, and Sustainability Committee for managing risks and opportunities |
c) Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the organization's overall risk management. | Frameworks and processes of the Environmental Strategy Committee as well as the Internal Control and Risk Management Committee for managing risk |
Metrics and Targets | |
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TCFD recommendations | Disclosure Details |
a) Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and risk management process. | Metrics used to calculate the extent of financial impact should risks and opportunities emerge (Scope 1, 2, and 3 emissions, etc.) |
b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the related risks. | The Group's Scope 1, 2, and 3 emissions, and the related risks |
c) Describe the targets used by the organization to manage climate-related risks and opportunities and performance against targets. | The Group's GHG emissions reduction targets and reduction activities |
2. Governance
The Group's governance framework for managing risks and opportunities stemming from climate change
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The Environmental Strategy Committee deliberates on risks and opportunities stemming from climate change. Representatives of the business departments and the executives serve as members of the Environmental Strategy Committee, which meets four times each year to identify risks and opportunities, analyze their impact should they emerge, and investigate responses to such. The results of these deliberations are reported to the Board of Directors through the Management Council.
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The Internal Control and Risk Management Committee investigates and deliberates on risk management regarding climate change and other risks with the potential to significantly impact business, and reports to the Board of Directors after deliberation by the Sustainability Committee. This Committee coordinates with the Environmental Strategy Committee in its response to risks stemming from climate change.
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The Group's organizational framework for addressing climate change is shown below.

3. Strategy
Climate-related risks and opportunities identified through scenario analyses, and their financial impacts on the Group’s businesses
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The Group conducted scenario analyses for the years 2030 and 2050 under the assumption of three temperature zones, namely 1.5°C, 2°C, and 4°C, as future warming scenarios.
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The Group conducted importance assessments and financial impact analyses with reference to the scenarios disclosed by government bodies and research institutions listed in the following table.
Referenced scenarios and external parameter sources | |
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Transition Risks | World Bank "State and Trends of Carbon Pricing 2021" |
IEA "WEO 2018" NPS 4°C scenario, SDS 2°C scenario | |
IEA "WEO 2022" STEPS 4°C scenario, SDS 2°C scenario, NZE2050 1.5°C scenario | |
Physical Risks | World Bank "Climate Change Knowledge Portal" RCP8.5 4°C scenario, RCP2.6 2°C scenario |
Ministry of Land, Infrastructure, Transport and Tourism "Recommendations Regarding the Design of Flood Control Plans Considering Climate Change" (2021) | |
ILO "Working on a warmer planet" (2019) | |
Ministry of the Environment, Japan Meteorological Agency "Japan's Climate at the End of the 21st Century" (2015) | |
Ministry of the Environment, etc. "2018 Integrated Report on Observing and Projecting Climate Change, and Evaluating Its Impact" | |
Opportunities | IEA "WEO 2022" STEPS 4°C scenario, SDS 2°C scenario, NZE2050 1.5°C scenario |
Materials from the Agency for Natural Resources and Energy, Advisory Committee for Natural Resources and Energy |
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In order to assess climate-related risks and opportunities, the Group used Scope 1, 2, and 3 emissions, power consumption, carbon price estimations referenced from each scenario, and the increase in the ratio of the number of hot summer days, etc., as parameters (metrics).
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The following table lists the risks and opportunities stemming from climate change, and the importance of each risk and opportunity (extent of impact) that will have an impact on the Group's businesses as assessed using these parameters.
◆Risks
Category | Risk type |
Risk factors |
Financial impacts on the Group should risks emerge | Degree of impact | |
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4℃ scenario |
1.5℃~2℃ scenario |
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Transition Risks |
Policy and Legal | Introduction of carbon pricing | 【Higher material procurement costs due to the introduction of carbon pricing】 Higher carbon taxes are assumed as one form of pricing for GHG emissions. As a result, the cost of energy as a cost of manufacturing raw materials will rise, thereby increasing the price of raw materials. |
- | Large |
【Higher energy procurement costs due to the introduction of carbon pricing】 Higher carbon taxes are assumed as one form of pricing for GHG emissions. As a result, the cost of procuring fuel, a direct cost to the Group, power, and heat energy will rise. |
- | Medium | |||
Physical Risks |
Chronic | Higher average summer temperatures | 【Lower productivity of skilled construction workers due to heat stress】 The rise in average temperatures will worsen working environments at construction sites, which is assumed to decrease productivity. As a result, longer working hours and the use of more personnel will lead to higher labor costs. |
Large | Medium |
【Higher costs to counter health hazards (heatstroke, etc.) among skilled construction workers】 Higher average temperatures are assumed to increase health hazards (heatstroke, etc.) among skilled construction workers. As a result, the cost of capital investments to counter health hazards will rise. |
Small | Small | |||
Acute | Greater severity and frequency of natural disasters | 【Higher material procurement costs due to supply chain disruptions/Higher labor costs, higher temporary facility costs, and schedule delays due to damage at construction and worksites, etc.】 The impact of climate change is assumed to increase the severity and frequency of cyclones, flooding, and other natural disasters. As a result, supply chain disruptions will occur, thereby increasing material procurement costs and causing schedule delays. In addition, damage to the Company’s construction and worksites, etc., will lead to higher labor costs, higher temporary facility costs, and schedule delays. |
Medium | Small |
◆Opportunities
Category | Opportunity type |
Opportunity factors |
Financial impacts on the Group should opportunities emerge | Degree of impact | |
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4℃ scenario |
1.5℃~2℃ scenario |
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Opportunities | Energy sources /markets |
Use of decarbonized energy sources | 【Higher construction investment in renewable energy power plants】 Greater demand for decarbonized energy sources (renewable energy) will increase construction demand for renewable energy related facilities, thereby increasing net sales from related construction. |
Small | Medium |
【More new construction orders resulting from energy management proposals】 Greater demand for decarbonized energy sources (renewable energy) will increase new construction orders involving energy management, thereby increasing net sales from related construction. |
Medium | Large | |||
Products and services | Development and expansion of decarbonized products /services |
【More extensive use of ZEB and higher added-value】 Greater demand for decarbonized energy sources/buildings will expand the need for next-generation energy management technologies and ZEB, thereby increasing net sales for the Group. |
Large | Large | |
【Higher demand for energy-saving renovations】 Greater demand for decarbonized energy sources/buildings will increase demand for energy-saving renovation work on existing buildings, thereby increasing net sales for the Group. |
Medium | Large | |||
Disaster prevention /mitigation and national resilience |
【Higher demand for disaster prevention/mitigation and national resilience】 Adapting to increasingly severe natural disasters will increase demand for disaster prevention/mitigation and national resilience, thereby increasing net sales from related construction. |
Large | Large |
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The Group revised our environmental policy in April 2018 as a means of further accelerating environmentally centered management targeted at achieving a low-carbon, recycling-oriented, and nature-symbiotic society. Since the fiscal year ended March 2023, we have consistently put our environmental targets into practice under a series of new (three-year) environmental targets and goals. Moreover, we have engaged in initiatives to realize a decarbonized society through target approval by SBT and membership in the RE100.
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Specifically, we have engaged in the following countermeasures to avoid these risks and capture opportunities (including measures under investigation).
Response to risks/opportunities | Countermeasures |
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Response to risks stemming from carbon pricing | Use low-carbon materials (low carbon type cement, etc.) |
Use alternatives to diesel fuels (BDF/GTL fuel, etc.) | |
Secure and use renewable electricity | |
Continue energy-saving activities, including increased work efficiency and productivity | |
Response to risks stemming from greater severity and frequency of natural disasters | Implement disaster prevention, disaster mitigation, and BCP measures |
Response to the need to capture opportunities related to the use of decarbonized energy sources | Deploy the Company's extensive track-record and technical capabilities in power plant construction to renewable energy power plants |
Develop next-generation energy management systems and deploy services | |
Response to the need to capture opportunities related to the development and expansion of decarbonized products and services | Aggressively propose more sophisticated ZEB technologies and the Company's own engineering offerings |
Put one-stop services centered on energy-saving renovation technologies into practice (LCS business) | |
Response to disaster prevention/mitigation and national resilience | Continue engaging in large-scale, difficult construction projects using the Company's track-record and technological advantages |
4. Risk Management
Processes for identifying, assessing, and managing climate-related risks
The Group has identified the risks and opportunities stemming from climate change under the guidance of the Environmental Strategy Committee.
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Specifically, we identified the impacts on the Group as a whole and the potential impacts on each process (development/engineering -> material procurement -> construction -> maintenance/repair) with our supply chain and value chain in mind, and assumed the potential financial impacts under 1.5°C, 2°C, and 4°C scenarios. We also assessed each risk and opportunity on a three-step scale and made a comprehensive assessment of their importance using the assessment axes of "occurrence frequency," "impact duration," "impact severity," "correlation with core businesses," "emergence potential," and "emergence timing."
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Under the oversight of the Board of Directors and Sustainability Committee, the Environmental Strategy Committee as well as Internal Control and Risk Management Committee have taken the lead in handling risk management throughout each Group company in regard to the identified risks. This effort includes formulating policies and proposing countermeasures related to risk avoidance, mitigation, transfer, and ownership. Moreover, these Committees monitor the implementation status of each countermeasure as well as their results.
5. Metrics and Targets
Metrics using climate-related risk and opportunity analyses, and correlation with and targets for Scope 1, 2, and 3 emissions
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The Group’s Scope 1, 2, and 3 emissions are metrics that are impacted by climate-related risks and opportunities. For example, the adoption of a new carbon tax will lead to financial impacts such as higher energy costs and higher prices for materials to be procured.
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Scope 1, 2, and 3 emissions serve as parameters (metrics) that are directly linked to financial impacts, so we are striving to reduce Scope 1, 2, and 3 emissions in order to mitigate this impact. Meanwhile, the Group has set Scope 1 and 2 emission targets based on a 1.5°C scenario and a Scope 3 emission target based on a WB2.0°C scenario to achieve carbon neutrality in 2050. Moreover, the Group has also joined RE100.
Table 1: GHG emissions reduction targets

Table 2: RE100 related renewable electricity consumption targets

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GHG emissions and the renewable energy adoption ratio for the Group's most recent fiscal year are disclosed on our website and in the Sustainability Report.
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We will continue to implement countermeasures intended to mitigate risks and capture opportunities involving these metrics, and will steadily promote initiatives to achieve a decarbonized and recycling-oriented society for the purpose of passing on an abundant global environment to future generations.