TCFD Disclosure / FY2023
The Rengo Group recognizes that the evaluation of impact related to risks and opportunities arising from climate change as well as the planning and implementation of countermeasures are essential for realizing a sustainable society and enhancing business sustainability. In December 2021, we announced our endorsement of the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD).
As part of the disclosure of information in accordance with the recommendations, following the evaluation of risks and opportunities for the Paperboard and Packaging-Related Business, our main business, in FY2022, the scope of evaluation was expanded to include the Flexible Packaging-Related Business and the Heavy Duty Packaging-Related Business in FY2023. Rengo considers climate change countermeasures as important management issues. We will reduce greenhouse gas emissions and provide information based on the TCFD recommendations to help create a decarbonized society.

Rengo has established a CSR Committee chaired by the Chairman & CEO with the aims of improving management quality and reducing and avoiding future risks. Under this CSR Committee, an Environment Subcommittee chaired by the senior managing executive officer in charge of environmental management has been established to conduct environmental management. The Environmental Management Department serves as the secretariat for the Subcommittee. In Environment Subcommittee meetings, which are held four times a year, the current state of achievement for environmental targets, state of legal compliance, and progress of TCFD disclosure are checked Group-wide, and discussions and decisions are made on items such as company-wide directions, targets, and plans related to the environment, including climate change countermeasures. The results are reported to the CSR Committee.
Depending on the significance and urgency, the Board of Directors deliberates and decides on necessary measures for cases reported to the CSR Committee, using a system that effectively monitors and guides for the Company's environmental management work.
The Environmental Subcommittee also understands risks related to water necessary for paperboard manufacturing process as well as other major risks by associating them broadly with climate change, and implements countermeasures against these risks.
The following have been established as subordinate organizations of the Environment Subcommittee.
After taking into consideration important environmental aspects and other matters such as environmental laws and regulations, Rengo identifies risks and opportunities in its business plans involving environmental management through deliberation at the Environmental Subcommittee.
The Environmental Subcommittee and CSR Committee evaluate the likelihood and impact after identifying risks and opportunities. They also prioritize initiatives, keeping in mind the timeline of immediate and medium-to-long term responses. Then, they examine business plans aimed at mitigating, transferring, or controlling risks, and increasing opportunities or converting risks into opportunities. They also oversee matters such as the formulation of internal regulations and preparation of manuals and monitor the overall Group situation.
The Board of Directors supervises the execution of business plans involving environmental management based on a recognition of the identified risks and opportunities. At the same time, the Board deliberates and makes decisions on improvement initiatives and other matters as necessary while taking into consideration the overall Group situation.
Based on the recognition of these risks and opportunities, we formulate strategic frameworks with the aim of achieving environmental targets—such as Eco Challenge 2030—creating value and avoiding losses for the Rengo Group and our stakeholders, and are implementing them across each of our departments and the entire Rengo Group. The Environmental Management Department coordinates and guides these operations, and proposes education for frontline staff and support plans, such as those for subsidizing the attainment of qualifications. The department also carries out monitoring, measurement, analysis, and evaluation of operations and performance—including emergency responses and periodic training—as well as audits to ensure their effectiveness.
The Rengo Group identifies opportunities for improvement in their performance and implements measures that lead to subsequent performance improvement. At the same time, we strive to enhance resilience against climate change by continuing to monitor the effects.
Regarding our management system for these efforts, our top management is involved in general and directs continuous improvement of environmental performance so as to ensure its effectiveness as one of our Group-wide management systems.

Environment Subcommittee
- ・ Composition
- President, Chairman*1, Vice Chairman*2, committee members*3, and observers*4
*1 Executive officer in charge of the Environmental Management Department
*2 Executive officer in charge of the Finance and Accounting Group
*3 Designated general managers of the following organizations: Marketing Strategy Group, Administration Group, Production Group, Engineering Development Group, and Business Development Group in the Packaging Business Unit; Production Group and Engineering Development Group in the Paperboard Business Unit; Procurement Unit; Central Laboratory in the R&D and Environmental Management Unit; Finance & Accounting Group; Domestic Affiliated-Company Administration Group; Overseas Business Group; Information Systems Group; Corporate Planning Department; Compliance Promotion Office; and General Affairs Department, as well as the General Manager of Yashio Mill, Paperboard Business Unit
*4 Full-time Audit & Supervisory Board Members, general manager of the Public Relations Department, and members of the Environment Subcommittee in each Group company - ・ Meeting frequency
- Four times per year
- ・ Topics
-
・Checking the progress toward environmental targets and state of legal compliance
・Discussion and decision of climate change countermeasures and other directions for Rengo
・Identification of risks and opportunities, and evaluation of their likelihood and impact
The Rengo Group is working towards achieving net zero greenhouse gas emissions as part of the Rengo Group Environment Action 2050, our long-term targets for 2050. In April 2021, we formulated CO2 emission reduction targets for our Group companies in Japan under Eco Challenge 2030, our medium-term targets for FY2030. Starting from FY2024, the emission reduction targets of the Eco Challenge 2030 have been revised to focus on greenhouse gases. We also obtained Science-Based Targets (SBT) approval in November 2023, thereby aligning the Scope 1, Scope 2 and Scope 3 reduction targets of Group companies in Japan and overseas with the greenhouse gas reduction targets required by the Paris Agreement. To achieve these targets, we reduce greenhouse gas emissions by formulating greenhouse gas emission reduction roadmaps at the Decarbonization Working Group and managing the progress of efforts such as energy saving and conversion to renewable energy.
Rengo Group (consolidated companies) |
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Japan (Rengo (the parent company) and consolidated subsidiaries in Japan*) |
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Trend of Scopes 1 and 2 Emissions*1 (Results for companies subject to Eco Challenge 2030*2 )
(Thousand t-CO2)
FY2013 (base year) |
FY2019 | FY2020 | FY2021 | FY2022 | |
---|---|---|---|---|---|
Scope1 |
968 | 951 | 938 | 985 | 889 |
Scope2 | 358 | 352 | 310 | 321 | 316 |
Scope1+2 | 1,326 | 1,304 | 1,248 | 1,306 | 1,205 |
*2 Specified Business Operators of the Act on the Rational Use of Energy in the scope as of FY2022
Trend of Scope 3 Emissions (Results for companies subject to Eco Challenge 2030* )
(Thousand t-CO2)
Category Name |
FY2021 | FY2022 | Main emission sources | |
---|---|---|---|---|
Category 1 |
Purchased goods and services |
1,655 | 1,599 | Procurement of raw materials at production plants |
Category 2 | Capital goods | 63 | 100 | Purchase of fixed assets |
Category 3 | Fuel- and energy-related activities not included in Scope 1 or Scope 2 |
240 | 213
|
Purchase of electricity and fuel |
Category 4 | Upstream transportation and distribution |
356 | 271 | Transportation from primary suppliers for raw material procurement and transportation of products for sale |
Category 5 | Waste generated in operations |
41 | 42 | Transportation and processing of waste generated by plants (incineration, landfill) |
Category 6 | Business travel | 1 | 1 | Transportation by bullet train or plane, as well as lodging |
Category 7 | Employee commuting | 15 | 16 | Commuting by private car or train |
Category 8 | Upstream leased assets | 1 | 1 | Server use at data centers |
Category 10 | Processing of sold products |
112 | 130 | Processing of corrugated packaging at linerboard/corrugating medium customers, and processing of film at film customers |
Category 11 | Use of sold products | 10 | 7 | Use of packaging machinery by customers |
Category 12 | End-of-life treatment of sold products |
59 | 48 | Disposal of sold linerboard / corrugating medium and boxboard |
Total | 2,552 | 2,428 |
Calculation method:Ct. 9: Downstream transportation and distribution, Ct. 14: Franchises, Ct. 15: Investments are excluded from calculations as there are no related businesses
The Rengo Group undertakes scenario analysis to understand the business impact of climate change and evaluate the resilience of strategies for climate-related risks and opportunities.
Following the evaluation of risks and opportunities for our main business, the Paperboard and Packaging-Related Business, in FY2022, the scope of evaluation was expanded to include the Flexible Packaging-Related Business and the Heavy Duty Packaging-Related Business in FY2023. Analysis was conducted for the short term (one to three years), medium term (2030), and long term (2050) based on our prediction of the external environment in 2030.
For the scenarios, we adopted a 1.5°C scenario for the transition toward a low-carbon economy based on the Paris Agreement, as well as a 4°C scenario in which there are no climate change countermeasures taken beyond those currently expected. In the 1.5°C scenario, in addition to the strengthening of climate change countermeasures such as the introduction of a carbon tax, we assumed the occurrence of physical impacts from climate change caused by the rise in average temperatures. In the 4°C scenario, we assumed that climate change countermeasures are similar to those of FY2023 even with the occurrence of physical impacts from climate change, including torrential rains and severe typhoons.
In FY2022, after repeated discussions such as through workshops that spanned business units, we narrowed down the risks and opportunities arising from climate change, understood the expected financial impacts, and considered countermeasures, as well as estimated the financial impact of the carbon tax under the 1.5°C scenario. In FY2023, in addition to this recalculation, we estimated the amount of losses due to electricity prices, natural gas prices and flooding, which are among the risk factors of high significance in the Paperboard and Packaging-Related Business. In addition, we added scenario analyses for Howa Sangyo Co., Ltd., the core company in the Flexible Packaging-Related Business, and Nihon Matai Co., Ltd., the core company in the Heavy Duty Packaging-Related Business.
Based on the results of these analyses, the Rengo Group will conduct environmental management with consideration for the risks and opportunities in each scenario.
4℃ scenario | 1.5℃ scenario |
---|---|
Scenario with the maximum emissions where development is reliant on fossil fuels and climate policies are not implemented | Scenario where temperature rise is limited to 1.5°C through sustainable development |
Either IPCC SSP5-8.5 (temperature rise of 3.3–5.7°C) or SSP3-7.9 (temperature rise of 2.8–4.6°C) IEA Stated Policies Scenario (STEPS) |
IPCC SSP1-1.9 (temperature rise of 1.0–1.8°C) IEA Net Zero Emission by 2050 Scenario (NZE) |
Type of risk / opportunity |
Event | Qualitative evaluation of significance*1 |
Evaluation of financial impact*2 |
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---|---|---|---|---|---|
4℃ scenario |
1.5℃ scenario |
1.5℃/4℃ scenario |
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Transition risks |
Policy and legal regulations |
Introducing and enhancing carbon tax |
Low | High | High |
Further tightening of regulations for plant equipment |
Low | High | |||
Regulation of emissions and energy use |
Low to Medium |
Medium to High |
|||
Market risks | Rise in retail price of electricity | Low | High | High | |
Natural gas price volatility | High | Low | Medium | ||
(Paperboard and Packaging- Related Business)Tight supply and demand for recovered paper |
Medium |
High | |||
(Flexible Packaging-Related derived raw materials |
Low to High |
Low to High |
|||
Opportunities | Market opportunities |
Rising demands from financial market and stakeholders for climate change countermeasures and information disclosure |
Medium | High | |
Products and services |
Development of leading-edge low-carbon technologies and expansion in demand for low CFP |
Low | High | ||
Improvement in resource efficiency |
CO2 reduction in logistics and improvement in logistics efficiency |
Medium | High | ||
Physical risks | Acute | Such as impact on facilities from higher intensity and frequency of disasters (torrential rains, floods, and storm surges) |
Low/ High |
Low/ High |
Low/ High |

*2 For the evaluation of financial impact, a three-level threshold of high, medium, and low was set based on 6% of consolidated sales (five-year average from FY2019/3 to FY2023/3) for amounts estimated under certain assumptions (as shown in the table below).
Financial impact (3-level evaluation) |
Low | Medium | High |
Threshold common to all businesses | Less than 2 billion yen | 2 to 5.5 billion yen | 5.5 billion yen or more |
(Qualitative evaluation of significance of “high”)
Risks/opportunities | Countermeasures | Response timeframe |
---|---|---|
Introducing and enhancing carbon tax Tightening of GHG emission regulations Qualitative evaluation of significance (1.5℃ scenario) ・Significance: High ・Likelihood: High ・Impact: Medium/High |
|
Short-term |
|
Medium- to long-term |
In the 1.5°C scenario, amid tightening of regulations as climate change countermeasures, there is a high probability of environmental tax burden such as carbon tax or wider adoption of carbon pricing due to the expansion of emission rights trading. As it requires the Rengo Group to take countermeasures, the financial impact on the Group is expected to be significant.
As of the analysis for 2030, the financial impact from the introduction of a carbon tax under the 1.5°C scenario is estimated to be 13.2 billion yen, while the tax burden avoided by achieving the current Eco Challenge 2030 environmental targets is estimated to be 11.3 billion yen.
Estimation of financial impact in 2030 | ||
---|---|---|
Introduction of carbon tax |
(Assumptions) | Financial impact amount |
Carbon price assumption USD 135/ton-CO2 (18,900 yen/ton-CO2, USD 1 = 140 yen) is applied as the carbon price in 2030 in advanced economies*1 |
||
If Eco Challenge 2030 is achieved (1) Multiply the carbon price assumption by the emissions (approx. 700,000 ton-CO2) if Scope 1 and Scope 2 emissions in the Group (Japan)*2 are reduced by 46% compared to FY2013 (approx. 1,300,000 ton-CO2) |
-13.2 billion yen | |
If Eco Challenge 2030 is not achieved (2) Multiply the carbon price assumption by the emissions if Scope 1 and Scope 2 emissions in the Group (Japan)*2 remain unchanged at the same level as FY2021 when the current Eco Challenge 2030 was established (approx. 1,300,000 ton-CO2) |
-24.5 billion yen |
|
Tax burden avoided by achieving Eco Challenge 2030 ((1) - (2)) | 11.3 billion yen |
*216 companies subject to the Act on the Rational Use of Energy (Rengo and subsidiaries affiliated with the Paperboard and Packaging-Related Business, Flexible Packaging-Related Business, and Heavy Duty Packaging-Related Business), excluding non-manufacturing sites.
As the movement toward a decarbonized society accelerates globally, environmental regulations are tightening and demands for company responses are continually increasing. Taking this situation into consideration, Rengo seeks risk avoidance (such as mitigation, transfer, and control) from the medium- to long-term perspective through capital investments for energy conversion and advancement of low-carbon efforts via cooperation with suppliers. In addition to determining the suitability of capital investments based on a comparison of cost-effectiveness and carbon tax burden, Rengo can consider fostering awareness of emission costs and their reduction through the introduction of internal carbon pricing (ICP), the use of solar power generation through on-site/off-site PPA, and the purchase of environmental value such as non-fossil certificates.
In addition, if there are significant increases in the probability of financial impacts beyond the scope of CO2 emission reduction efforts, or if there is financial impact—such as from the purchase of carbon credits—that requires an immediate response, the Rengo Group will take risk mitigation measures by achieving fair product prices to minimize such impact.
Risks/opportunities | Countermeasures | Response timeframe |
---|---|---|
Further tightening of regulations for plant equipment |
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Medium- to long-term |
In the 1.5°C scenario, when upgrading or renovating conventional facilities, there may be requirements such as installing renewable energy power generation facilities or energy-saving equipment to comply with new regulations on emissions and energy use, which may result in additional costs.
If per-unit improvement cannot be achieved while maintaining the existing plant volume and striving to reduce emissions and energy consumption through improvements to productivity, we can consider reducing plant volume by reviewing its production system, including the dispersion of production sites. For expenditures for additional investments, we believe that risks can be sufficiently avoided if fair product prices can be realized while keeping investment costs under control by utilizing subsidies and other means to the extent possible.
Risks/opportunities | Countermeasures | Response timeframe |
---|---|---|
Rise in retail price of electricity significance (1.5℃ scenario) ・Significance: High ・Likelihood: High ・Impact: High |
| Medium- to long-term |
In the 1.5°C scenario, there is a high chance of increase in the cost of purchased electricity due to the spread of renewable energy in electricity supply and other changes in the composition of electricity sources, which may have significant financial impact on the Rengo Group.
As of the analysis for 2030, the financial impact from a rise in the retail price of electricity under the 1.5°C scenario is evaluated as follows.
Estimation of financial impact in 2030 | ||
---|---|---|
Rise in retail price of electricity |
Impact: High |
(Assumptions)
|
Taking into consideration the characteristics of electric energy, for which keeping the balance between supply and demand and securing the quality is difficult, Rengo seeks to control risk associated with price fluctuations by per-unit improvement through efficient use of electric energy and by leveling operation and procurement.
In addition, as an immediate response, we seek to mitigate risk by setting fair product prices that minimize the impact of price increases and volatility.
In the medium-to-long term, we aim to mitigate or transfer the risk of price fluctuations through efforts such as the installation of renewable energy generators or boilers in paper mills and other sites or the use of PPA models. We will also pursue risk avoidance by progressively shifting the composition of our electricity sources.
Risks/opportunities | Countermeasures | Response timeframe |
---|---|---|
Natural gas price volatility significance (4℃ scenario) ・Significance: High ・Likelihood: Medium ・Impact: High |
| Medium- to long-term |
In the 4°C scenario, the financial impact on the Group is expected to be significant, either due to an increase in natural gas prices linked to higher oil prices, or due to upward pressure on prices from expansion in gas demand arising from the transition to energy with lower greenhouse gas emissions, carbon divestment, and other reasons.
As of the analysis for 2030, the financial impact from the volatility of natural gas prices under the 4°C scenario is evaluated as follows.
Estimation of financial impact in 2030 | ||
---|---|---|
Natural gas price volatility |
Impact: Medium |
(Assumptions)
|
In the Rengo Group, natural gas is a core energy source with high usage. Therefore, we seek to control risk by per-unit improvement through energy saving. As an immediate response, we also seek to mitigate risk by setting fair product prices that minimize the impact of price increases and volatility while signing long-term contracts and taking other measures to maintain stable procurement in both aspects of price and volume.
In the medium-to-long term, based on the assumption of continued stable procurement, we also seek risk avoidance by converting from natural gas to renewable energy that does not emit CO2 and has a relatively smaller impact of price volatility.
Risks/opportunities | Countermeasures | Response timeframe |
---|---|---|
Tight supply and significance (1.5℃ scenario) ・Significance: High ・Likelihood: Medium ・Impact: High |
| Short-term/ Medium- to long-term |
In the 1.5°C scenario, based on the advantages of logging control and energy use reduction, the shift from virgin pulp to recovered paper may accelerate, and due to the tight supply and demand for recovered paper resulting from this and other factors, procurement costs may further increase. As the Rengo Group uses large amounts of recovered paper, an increase in the price of recovered paper, if any, will have a significant financial impact on the Group.
As the main raw material, large amounts of recovered paper are used in the paperboard business. Therefore, we seek to mitigate risk by achieving fair product prices that minimize the impact of price increases and volatility.
In the medium-to-long term, we strive to control risk by establishing a supply chain that constantly moves toward optimization of inventory levels based on a common understanding with suppliers that the leveling of recovered paper price volatility enhances mutual sustainability.
(Flexible Packaging-Related Business / Heavy Duty Packaging-Related Business)
Risks/opportunities | Countermeasures | Response timeframe |
---|---|---|
Soaring prices of petroleum-derived raw materials Qualitative evaluation of significance (4℃ scenario) ・Significance: High ・Likelihood: Medium ・Impact: High |
| Medium- to long-term |
In the 4°C scenario, the move toward decarbonization is relatively slow and demand for petroleum and petrochemicals will continue to increase, while more frequent and severe disasters caused by climate change may reduce supply. We thus recognize the risk of higher raw material costs in the Flexible Packaging-Related Business and Heavy Duty Packaging-Related Business, which purchase a large amount of polyolefin film.
With the fundamental aim of mitigating risk by realizing fair product prices that minimize the impact of raw material cost increases and fluctuations, we will also seek to avoid risk in the medium to long term by shifting from petrochemical-derived to bioplastic materials and biochemicals and expanding the use of recycled resin raw materials. At the same time, we will seek to capture opportunities such as increasing demand for these products and attracting investment in technological development.
Risks/opportunities | Countermeasures | Response timeframe |
---|---|---|
Rising demands from financial market and stakeholders for climate change countermeasures and information disclosure significance (1.5℃ scenario) ・Significance: High ・Likelihood: Medium ・Impact: High |
| Medium- to long-term |
In the 1.5°C scenario, there is greater emphasis on the ways that companies recognize and respond to the risks and opportunities arising from climate change, and we expect our actions to also be reflected in our corporate valuation and credit rating.
Besides the negative aspect of risks arising from climate change issues, the Rengo Group also emphasizes the aspect of opportunities that lead to increasing competitiveness through strengthening countermeasures against such issues. We strive to improve the quality and quantity of sustainability disclosure from a medium- to long-term perspective by expanding and deepening the disclosure of information related to specific details and forecasts for our series of initiatives.
Risks/opportunities | Countermeasures | Response timeframe |
---|---|---|
Development of leading-edge low-carbon technologies |
| Medium- to long-term |
A majority of the raw materials for the Rengo Group’s paperboard and corrugated packaging is founded on resource circulation through recycling. We have also improved our advantage in reducing per-unit CO2 emissions through pioneering initiatives in energy saving in our manufacturing processes. We continue to strive for further per-unit CO2 reductions, and in the 1.5°C scenario, we recognize that there are greater expectations on our Group’s response capabilities than before due to further requirements for low-carbon efforts.
In the medium-to-long term, we will comprehensively carry out analysis of emissions, amount of resource use, and other aspects of a product’s life cycle (analysis of life cycle inventory, or LCI) and life cycle assessment (LCA) that includes the assessment of their environmental impact (life cycle impact assessment, or LCIA) to strategically carry out low-carbon efforts that also include cooperation with suppliers. These are based on the recognition that responding to low-carbon needs helps to improve our competitive advantage. In addition, we will seek to increase market opportunities by disclosing the progress of our low-carbon achievements based on the series of analyses and assessments and promoting our environmental advantage.
Risks/opportunities | Countermeasures | Response timeframe |
---|---|---|
CO2 reduction in logistics and improvement in logistics efficiency |
| Medium- to long-term |
The Rengo Group, which is also engaged in the transportation business, the area with the most amount of greenhouse gas emissions after our industrial business units, recognizes the necessity for reducing environmental burden in logistics. In the 1.5°C scenario, besides greater requirements for logistics efficiency improvement, we also recognize that there is a high chance that policy incentives or regulations will be strengthened.
The Rengo Group— mainly divisions which have received Green Management certification— practices low-carbon initiatives in transportation and freight handling, such as fuel-efficient driving and adoption of green vehicles. In addition, we seek to mitigate risk through a modal shift to maritime transportation, consolidation of transportation network, and other measures.
We are also engaged in packaging design that further improves logistics efficiency, such as making packaging thinner and lightweight. In addition, the entire Rengo Group seeks better efficiency of packaging modules and unit loads, and we are looking to expand opportunities to access policy incentives or market opportunities by conducting sophisticated green logistics.
Risks/opportunities | Countermeasures | Response timeframe |
---|---|---|
Greater investment for resilience in response to extreme weather conditions |
| Medium- to long-term |
Among environmental risks, natural disasters and extreme weather have a high probability of causing tremendous asset damage or financial losses. It is necessary to constantly improve our capabilities to respond to the diversification and intensification of expected incidents.
The Paperboard and Packaging-Related Business has the strength of being able to make up for business interruption and disruption in damaged areas as we have established a meticulous network of corrugated plants throughout Japan. The Flexible Packaging-Related Business and Heavy Duty Packaging-Related Business also have back-up systems in place between sites, and comprehensively apply countermeasures such as preparing appropriate quantities of inventory in advance in anticipation of emergencies. However, besides the diversification and intensification of incidents due to climate change, increasing interdependence with suppliers in the supply chain and a concentration of production and logistics load in urban areas of demand are vulnerabilities to these risks, and we recognize that it is essential to properly understand them and have countermeasures to mitigate their impact.
We formulate business continuity plans (BCP) to shorten the period or limit the impact over time of business interruption and disruption caused by disasters arising from extreme weather and fulfill our supply responsibility for products. At the same time, we also conduct training programs and work on developing and securing staff for responding to incidents and reopening business activities. Other efforts to ensure the effectiveness of our BCP include enhancing the safety of our backups for information and data (vital records) that are essential to conduct business activities.
In addition, we identify and evaluate the risk of business interruption and disruption, and strengthen countermeasures in the hardware aspect with a focus on flood damage, as it has significant impact over time and for which disaster prevention and mitigation measures are effective. With the aim of enhancing our supply chain management, we also analyze and evaluate the dependencies and risks that we have on partners and suppliers, diversifying procurement as needed.
The flow from the identification of sites for evaluation to the estimation of damage/losses and the evaluation of financial impact, as well as the assumptions used in the estimation, are as follows.
(1) Identification of sites for evaluation (sites at particularly high risk of flooding) | → | (2) Establishment of assumed depth of flooding and estimation of damage/losses | → | (3) Consideration of whether backup is possible and evaluation of financial impact |
(B) Amount of damage to buildings = value of applicable assets x damage rate by depth of flooding*
(C) Amount of damage to depreciable assets = value of applicable assets x damage rate by depth of flooding*
(D) Amount of damage to inventory = value of applicable assets x damage rate by depth of flooding*
Estimated amount of damage/losses = (A)+(B)+(C)+(D)
Financial impact (3-level evaluation) |
Low | Medium | High |
Paperboard and Packaging-Related Business | 1Less than 1.3 billion yen | 1.3 to 3.5 billion yen | 3.5 billion yen or more |
Flexible Packaging-Related Business | Less than 250 million yen | 250 to 650 million yen | 650 million yen or more |
Heavy Duty Packaging-Related Business | Less than 120 million yen | 120 to 320 million yen | 320 million yen or more |
(1) Site for evaluation |
Tokyo Plant of Rengo Co., Ltd. 5-14-8 Ryoke, Kawaguchi-shi, Saitama Prefecture ![]() Inundation Simulation Search System by Location (Inundation Navigation), MLIT https://suiboumap.gsi.go.jp/ |
(2) Establishment of assumed depth of flooding and estimation of damage/losses |
Assumed breakthrough point |
(3) Consideration of whether backup is possible and evaluation of financial impact |
Possibility of makeup Low |
(1) Site for evaluation |
Sendai Factory of Howa Sangyo Co., Ltd. 32 Kensui, Shimonomyo, Shibata-machi, Shibata-gun, Miyagi Prefecture ![]() Inundation Simulation Search System by Location (Inundation Navigation), MLIT https://suiboumap.gsi.go.jp/ |
(2) Establishment of assumed depth of flooding and estimation of damage/losses |
Assumed breakthrough point |
(3) Consideration of whether makeup is possible and evaluation of financial impact |
Possibility of makeup Low |
(1) Site for evaluation |
Saitama Plant of Nihon Matai Co., Ltd. 22 Showa-numa, Shobu-machi, Kuki-shi, Saitama Prefecture ![]() Inundation Simulation Search System by Location (Inundation Navigation), MLIT https://suiboumap.gsi.go.jp/ |
(2) Establishment of assumed depth of flooding and estimation of damage/losses |
Assumed breakthrough point |
(3) Consideration of whether backup is possible and evaluation of financial impact |
Possibility of makeup Low |