Response to Climate Change(Disclosure Based on the TCFD Recommendations)

In May of 2019, MGC declared its support for the recommendations of the Task Force on Climate-related Financial Disclosures (the "TCFD").

Tackling climate change is a major challenge that calls for initiatives on a global scale if we are to achieve a sustainable society. MGC recognizes that solving energy and climate change problems is an important issue, and is working to solve these issues in terms of both mitigating and adapting to climate change.

Specifically, MGC has formulated targets for reducing Scope 1 and 2*1 greenhouse gas (GHG) emissions and is working toward their steady reduction. At the same time, MGC is proactively disclosing information on Scope 3*2 GHG emissions and is taking action to reduce them in collaboration with its suppliers. MGC is working to improve energy efficiency and the carbon cycle of raw materials, and to promote energy transition toward the goal of achieving a zero-carbon society by 2050. MGC will also contribute to solving energy and climate change problems through business operations by deploying innovative process technologies and factoring whole-lifecycle GHG emissions into its design and development processes.

In March 2021, MGC announced a new objective for achieving carbon neutrality by 2050 with the goal of limiting the increase in average temperature to below two degrees Celsius. MGC encourages the building of energy systems to achieve carbon neutrality, and aims to expand the range of products conducive to carbon neutrality.

  • *1 Scope 1 emissions are GHG emissions directly generated by MGC. Scope 2 emissions are indirect GHG emissions associated with the use of energy (mainly electric power) purchased from external suppliers.
  • *2 Scope 3 emissions are indirect GHG emissions generated in supply chains through organizational activities such as raw material sourcing, manufacturing, distribution, sales and waste disposal.

1. Governance

The Sustainability Promotion Council, composed of directors and chaired by the President, deliberates and makes decisions on addressing climate change risk and other key Sustainability issues (materiality). Important matters to be deliberated at the Sustainability Promotion Council is resolved by the Board of Directors.

The participation of corporate sector heads on the Sustainability Promotion Committee, an advisory body to the Sustainability Promotion Council, ensures key Sustainability issues are adequately deliberated.

To develop a response to climate change, MGC has established the Climate change Action Technical committee, a Sustainability Promotion Expert Committee that advises the Sustainability Promotion Committee. As the administrative office for dealing with TCFD and CDP requirements, the Climate change Action Technical committee promotes cross-business initiatives.

Long-term objectives for reducing GHG emissions have been incorporated in the Medium-Term Management Plan, with management taking a leading role in their implementation.

Climate Change Governance Structure
Figure: Climate Change Governance Structure. It shows the details of Climate Change Governance Structure.

2. Strategy: Responding to Climate Change Risks and Opportunities

Assumptions behind scenario analysis for fiscal 2022

  • Evaluation points: 2030,2050
  • Scenario: Increased temperature
    Main external information referred to in decarbonization scenario
    • –IEA WEO 2021 SDS (World gradually reducing emissions to keep global increase in average temperature to less than 1.5°C)
    • – SSP1 (Rapid development progressing on low-income countries, global economic inequality being resolved, and technological development advancing rapidly)
      Main external information referred to in baseline scenario
    • – IEA WEO 2021 STEPS (World in which average temperature increases by approximately 2.6°C in around 2100 due to course of emissions according to plans announced by each country at present)
    • – SSP2 (Growth anticipated to between that of SSP3 – with little international cooperation, little investment in technological development, and slow economic growth – and that of SSP1 scenario of decarbonization)
  • Analysis scope: Optical materials and oxygen absorbers businesses
  • Conduct a quantitative assessment of the financial impact of risks and opportunities in the existing business portfolio and draft a response strategy
Evaluation Results
  Risks and Opportunities
Main Initiatives
Risks and opportunities in decarbonization scenario
  • Increased demand for high-value-added products due to high economic growth compared to the baseline scenario
  • Increased functionality of electronic devices
  • Changes in food culture such as the use of meat alternatives using plant-based materials
  • Strict regulations such as decarbonization
  • Expansion of product lineup supporting high-value-added products
  • Expansion of research and development, and implementation of cross-value innovation
  • Reduction of weight through development of highly refractive products
Risks and opportunities in baseline scenario
  • Significant increase in population compared to the decarbonization scenario
  • Decrease in agricultural land area and decrease in production due to progress of warming
  • Low economic growth compared to the decarbonization scenario due to lack of international cooperation and inhibition of technological development
  • Increased fossil fuel prices
  • Acceleration of market development in emerging countries
  • Acceleration of market development in long-term food storage applications
  • Expansion of research and development, and implementation of cross-value innovation
  • Reduction of size and weight of products, adoption of environmentally friendly materials

3. Risk Management

MGC has identified key issues (materiality) related to the environment, society and governance, and manages risk through cross-company materiality management. One material issue that has been identified as extremely important from the perspective of stakeholders and MGC itself is a proactive response to environmental problems. MGC intends to take the initiative on this issue, a requirement for continuing our business operations and activities.

To gain a quantitative understanding of climate change risks, in April 2021 MGC introduced an internal carbon pricing system. In capital investment plans involving an increase or decrease in CO2 emissions, the cost or effect of applying and converting the internal carbon price (10,000 yen/MT-CO2 equivalent) will be used to help make investment decisions, promote CO2 emissions reductions, and encourage the creation of technologies and products that contribute to building a low-carbon society.

4. Indicators and Objectives

MGC has established long-term objectives for reducing GHG emissions as it works toward achieving carbon neutrality by 2050. To achieve these objectives, MGC has established key performance indicators (KPIs) for GHG emissions and GHG emissions intensity. We are moving forward with short, medium and long-term emissions reduction strategies that include promoting energy savings activities, deployment of renewable energy, and Circular Carbon Methanol production.

Long-term GHG Emissions Reduction Targets

  • 2023 target:
    28% reduction from FY2013 baseline

  • 2030 target:
    36% reduction from FY2013 baseline

  • 2050 target:
    carbon neutrality

figure and graph: main initiatives and CO2 emissions. It shows the main initiatives and CO2 emissions between 2013 and  2050.