Mitigation of Climate Change

We recognize that climate change is one of the most important issues facing society, and are implementing group-wide initiatives to achieve virtually zero CO2 emissions in 2050.

We recognize that climate change is one of the most important issues facing society, and we have declared that we will be carbon neutrality by 2050, reduce CO2 emissions by 50% by 2030 (compared to FY2019, Scope 1 or 2), and are implementing group-wide initiatives to reduce CO2 emissions. We also endorsed the TCFD in May 2021, and are working strategically to understand the risks and opportunities of climate change. 

Disclosure Based on TCFD


Our Group has identified 15 material issues that are important for sustainability management, including “Mitigation of and adaptation to climate change,” and categorized them into four pillars. Materiality related initiatives are pursued by defining the ideal state and the KPIs.

Important issues are discussed at individual weekly Corporate Strategy Committee meetings as required, and particularly important issues are discussed by the Board of Directors. Recognizing that mitigation of and adaptation to climate change is the top priority issue in materiality, we report, deliberate, and make decisions at the quarterly Sustainability Promotion Committee meetings (attended by internal directors, including the president). Important issues are discussed individually at the weekly Corporate Strategy Committee meetings. In addition, at least once a year, the Board of Directors deliberates on the status of sustainability activity reports and initiatives regarding risks and opportunities related to climate change matters.


We have updated our Group’s previous recognition of risks and opportunities related to climate change, which were based on the 1.5 degree and 4 degree scenarios. Strategies related to such risks and opportunities are developed mainly as “transition plans,” “adaptation measures,” and “development of environment-conscious products.”

Risks and Opportunities / Scenario Analysis

    Significant risks and opportunities Impact in a 1.5°C or less than 4°C scenario Countermeasure
Risks Transition risks
Carbon pricing and soaring energy prices
With the spread of carbon pricing mainly in developed countries, carbon taxes, emission trading, carbon adjustment measures based on borders, etc., would have an impact of about 1.5 billion yen/year in 2030 and about 3.4 billion yen/year in 2050 in the 1.5°C scenario. Energy prices are also expected to soar when carbon prices are factored in, with energy payments expected to increase by about 1 billion yen/year in 2030 and 2.7 billion yen/year in 2050. (electricity, crude oil, natural gas)
Term:Medium- and long term
Impact level:High
Follow the ”PACIFIC Environmental Challenge 2050”and work on the following
  • Promote energy conservation
  • Make use of ICP (internal carbon pricing)
  • Replace fossil fuel (heavy oil, diesel oil, kerosene, natural gas) facilities with electricity-saving facilities
  • Understand and use next-generation energy (green hydrogen and methanation) trends.
  • Introduction of renewable energy (solar power generation systems)
  • Purchase of CO2-free electricity and renewable electricity certificates
Soaring raw material prices incl.steel,aluminum and resin With the impact of decarbonization and intensifying competition for resources, raw material prices are expected to soar, with an impact of approximately 4.4 billion yen in 2030 under the less than 4°C scenario and 18.3 billion yen under the 1.5°C scenario. In 2050, raw material prices are expected to fall by about 3 billion yen/year under less than 4°C scenario, while prices are expected to soar by about 9 billion yen/year under the 1.5°C scenario.
Term:Short- and medium term
Impact level:High
Follow the ”PACIFIC Environmental Challenge 2050”and work on the following
  • Reinforce the use of recycled materials, upgrade our recycling technology for resin products, and utilize synthetic rubber waste
  • Develop lightweight parts and transfer price to customers
Decrease in orders for parts for internal combustion engines due to shift to EVs and FCEVs Because of the worldwide shift to electrification by automakers and the decrease in the number of engine vehicles, sales of oil pans, engine covers, and products for engine vehicle transmissions are expected to decrease, causing a sales decrease of approximately 6.0 billion yen in fiscal 2030.(from FY2019)
Term:Medium- and long term
Impact level:High
  • Develop and expand sales of products for electrified vehicles
Exclusion from investment targets due to worsening sustainability assessment by institutional investors and sustainability research companies If a company’s sustainability rating is inferior to that of any of its peers in an investment, its stock sales or
purchases may decrease. Assuming that 1% of the company's market capitalization is affected, this would result in a decrease in market capitalization of 1% of 83.3 billion yen (August 1, 2023) = 833 million yen.
Term:Mid- to long term
Impact:Moderate to high
Strengthen sustainability management and actively disclose information. (New FTSE Blossom Japan Index in 2023)
Physical risks Operations shut down due to floods and storms caused by extreme weather conditions The development of extreme weather conditions due to climate change has exposed some bases to storms and floods caused by heavy rainfall. For example, domestically, Nishi-Ogaki, Higashi-Ogaki, Yoro, and Kyushu, and overseas TPA, PTC, and PIT, are at risk of flooding and are expected to incur cumulative damages of approximately 3 to 9 billion yen through 2050 under the 1.5°C scenario and 6 to 18 billion yen through 2050 under the less than 4°C scenario. Regarding winds, in March 2022 the North American base PMT was hit by a tornado, which fortunately did not injure any employees, but caused damage to the building.
Term:Medium- and long term
Impact level:High
  • Incorporate extreme weather countermeasures into BCPs for high-risk bases
  • Promoting Cooperation with Local Communities
Increase in heatstroke (Air conditioning cost increase) Air conditioning systems need to be installed to prevent the effects of heat stroke from becoming more severe, and those costs are expected to increase by approximately 9 million yen/year in 2030 and 36 million yen/year in 2050 under the less than 4°C scenario.
Term:Short-,medium- and long term
Impact level:High
  • Provision of air-conditioned clothing, promotion of factory insulation 
  • Introduction of air conditioners
  • Until the changeover is complete, outdoor workers are thoroughly educated and encouraged to report immediately if they begin feeling unwell
Upstream risks Flooding (and drought) caused by extreme weather shut down suppliers’ operations Suppliers in areas with low elevation, mainly in the Ogaki region, and around Tianjin and Changshu in China, and Chachoengsao province in Thailand, are considered to be at high risk of flooding. In addition, because water stress is high in Virginia in the U.S. and the vicinity of Tianjin in China, there is a possibility that suppliers’ operations will be affected by water shortages.
Term:Medium- and long term
Impact level:Medium to High
  • Support for incorporation of measures against extreme weather into the BCP of high-risk suppliers
  • Diversification of suppliers through local production
Downstream risks Failure to respond to customer requests or shutdowns at customers will affect order quantities Major customers have requested CDP evaluations, reductions in CO2 emissions, and the like, and failure to respond to these requests could result in a loss of order opportunities in the worst-case scenario. Also, production activities may be disrupted if customers shut down operations due to windstorms or water stress.
Term:Medium- and long term
Impact level:High
  • CO2 reduction by LCA
  • Set reduction targets for Scope 1 and 2 and follow up
  • Development of BCP
Opportunities Products/ Service Increased sales of press products that contribute to weight reduction. Increased sales of TPMS products that help improve fuel efficiency
 Term:Short- and medium term
 Impact level:High
Our businesses have many more products for which demand is expected to increase than those for which orders will decrease as a result of the shift to BEVs. Sales associated with the electrification of vehicles (BEVs, HEVs, PHEVs, FCEVs) are expected to increase by about 24.7 billion yen/year by FY2030,including mainstay products such as UHTSS parts, battery cases, plastic molding products such as compressor covers and aerodynamic wheel caps, and EV products such as control valves for heat pump car air conditioners.(compared to FY2019)
  • Development of lightweight products, development of next-generation TPMS
Increased orders for products for batteries, motors, and hydrogen piping due to the shift to EVs and FCEVs
 Term:Medium- and long term
 Impact level:High
  • Sales ratio for electrified
    vehicles (KPI)
Market Energy-saving cars were enacted into law, and the need for lighter weight increased. Increased sales of ultra-high tensile strength products
 Term:Short- and medium term
 Impact level:High
  • Development of lightweight products
Resilience High supply chain resilience to water risks Our globally distributed production system makes it possible to supply products even if some production bases are shut down due to a disaster or other reasons. Our main production base is located in the Ogaki area, which has abundant water resources and is less susceptible to drought risk, even as drought risk is advancing worldwide.
Term:Medium- and long term
Impact level:High
  • Globally distributed production
  • Supply chain decentralization in local production
* The impact amount is not a forecast but a reference to ensure management resilience. The above figures are our own calculations based on certain hypotheses and with reference to publicly available parameters, etc., and may differ significantly from the actual impact
* Short-term 1 to 5 years, Medium-term 6 to 10 years, Long-term 11 years and more
* 1% annual growth rate until 2030 (For raw materials only, annual growth rate will be 3% until 2030 and remain flat after 2031)
* For transition risks, the IEA's World Energy Outlook's Net Zero Scenario (NZE) 2022 and STEPS scenario are used, and for physical risks, the parameters of the IPCC’s RCP2.6 and RCP8.5 scenarios are used
* Assuming an exchange rate of 1 dollar = 130 yen

Strategy1 Transition Plan

The Group recognizes that the impacts of the climate change transition will be extremely significant, including carbon pricing and customer requests to reduce CO2 emissions. In 2020, we formulated the PACIFIC Environmental Challenge 2050, which aims to become carbon neutrality in 2050, and we are promoting CO2 reduction throughout the group. We have raised our 2030 target to 50% of the fiscal 2019 level (scopes 1 and 2) in 2021, and are accelerating initiatives such as energy conservation, energy conversion, introduction of ICP, and introduction of renewable energy.

To achieve carbon neutrality (virtually zero CO2 emissions) in 2050 as set forth in PACIFIC Environmental Challenge 2050, we have revised our mid-term target for 2030 to a 50% reduction (compared to FY2019), 20% renewable energy use and we will strengthen our efforts to achieve carbon neutrality throughout the entire life cycle of products.

Strategy2 Adaptation Plan

Our Group has production bases and supply chains around the world, and some regions may be affected by wind and flood damage due to the effects of extreme weather, high temperatures, etc., which will increase in the future.

Particularly with regard to flood countermeasures, we have strengthened water-stopping measures at plants with a high risk of flooding, and revised evacuation plans, etc., based on 3D maps reflecting elevation and height differences in and around those plants. Going forward, we will progressively introduce such measures at our other plants in order to enhance our wind and flood damage control.

Strategy3 Development of Environment-Conscious Products

Our Group recognizes two major impacts of climate change as business opportunities.

One is the reduction of CO2 emissions throughout the product life cycle. Our ultra-high tensile strength products (our main products), lower CO2 emissions during automobile use through weight reduction. Furthermore, the cold press method, which is our specialty, reduces CO2 emissions during production to about one eighth that of hot stamping method. In addition to this, we are promoting the use of recycled materials and the manufacture of recyclable products.

The other impact is the development of products for electrified vehicles, which is advancing globally. Our analysis shows that the profits are greater than the losses associated with the transition to electrified vehicles. We have already started production of control valve products for the thermal management system of BEV air conditioners and of soundproof covers for electric compressors. We recognize that these and other products for electrified vehicles have great potential, and we will continue our efforts to develop and expand sales.

Risk Management

We identify sustainability related material topics and use them to identify risks. Of these, company-wide management-level risk is addressed by the Risk Management Committee, which selects risk items and discusses and deliberates on countermeasures. The Risk Management Committee assesses and manages significant risks across the organization, including things related to sustainability such as climate change and social issues. In the event that such risks materialize, the committee takes prompt and appropriate measures to mitigate the impact.

Climate-related risks and opportunities are identified and assessed by the TCFD promotion team, and the results are presented to the Corporate Strategy Committee. Issues such as carbon neutrality and electrification, which are already recognized as having a significant impact, are discussed by the Corporate Strategy Committee and Board of Directors as required, incorporated into strategy, and countermeasures are planned and implemented.

Metrics and Targets

Transition Plan

• Reduce CO2 emissions by 30% by FY2026 (management target of our mid-to-long-term business plan Beyond the OCEAN)
• Reduce CO2 emissions by 50% by FY2030 (management targets of our mid-to-long-term business plan Beyond the OCEAN)
• Reduce CO2 emissions to net zero by FY2050.  (PACIFIC Environmental Challenge 2050)  * Scope 1+2, compared to FY2019


・Enhancing our own disaster countermeasures and brushing up our BCP
・Promote the following initiatives related to material topic “Climate change adaptation measures”
  · Support for business partner BCP formulation
  · Promote cooperation with local communities in times of disaster
  · Heat stroke prevention


・Set the following KPIs for materiality
  · Ratio of UHTSS versus all stamping products (25% in FY2024)
  · Percentage of sales for electrified vehicles (FY2030 70%)

Reduction of CO2 Emissions

CO2 emissions from the transportation sector, including automobiles, account for approximately 20% of total emissions. Reducing CO2 emissions is an extremely big issue for the automobile industry. The company is making environmental improvements such as reducing energy consumption and reviewing energy sources, advancing the introduction of renewable energy, developing environmentally friendly construction methods, and promoting the size and weight reduction of vehicles to improve their fuel efficiency.

The company responded as a supply chain to a survey conducted by CDP, an international NGO that evaluates corporate initiatives on environmental issues and the quality of information disclosure, and received an “A-” evaluation and a “Supplier Engagement Leader Board” certification in 2024 for leadership on climate change.

Example Initiatives

Review of Energy Sources

In association with the expansion of the city gas supply area in Ogaki City, the company replaced the oil-fired boilers at its Nishi Ogaki and Higashi Ogaki plants with energy-saving city gas boilers, reducing CO2 emissions by about 1,500 tons a year.

At Higashi Ogaki Plant, we have installed a new facility that can receive electricity at a very high voltage, and increasing the amount of power received has allowed the planned shutdown of our diesel-driven power generation facility. As a result, we have reduced heavy oil consumption and CO2 emissions by about 1,000 tons a year. We maintain our internal power generation facilities regularly so that they can generate power at any time during an emergency.

In addition, we are also actively promoting the use of renewable energy and have currently installed solar power generation facilities (total generating capacity of 2,000 MWh) at six plants in Japan and one plant overseas.

In FY2022, we continued to steadily improve energy conservation and introduced renewable energy in Japan and overseas, including the installation of solar power generation facilities, and our Thai subsidiary achieved zero-carbon emissions for electric energy.

In order to reduce CO2 emissions from now on, we will continue switching to renewable energy sources such as solar power generation, fuel cells and hydrogen in Japan and overseas. We have also formulated the PACIFIC Environmental Challenge 2050 and are working to achieve carbon neutrality by 2050.

Solar panels at Higashi Ogaki Plant
Solar panels at Higashi Ogaki Plant

Energy Conservation Activities

The company is engaged in daily energy conservation activities.
  • Use of LED lighting at plants that have reduced use of heavy oil A by switching to special high-voltage power (planned shutdown of internal power generation)
  • Power saving by adjusting load balance of air compressors
  • Energy conservation by introducing heat pumps for hot water washers
  • Reduction of CO2 emissions by converting boiler fuel
We will implement daily improvement activities and promote thorough energy-saving and power-saving activities for production facilities and engines.