Environment
- Environment
- Disclosure of information related to climate change response
- Disclosures (TNFD) recommendations
- Performance Data (Environmental)
Disclosure based on Task Force on Nature-related Financial Disclosures (TNFD) recommendations
Strategy
Basic stance
Within our materiality framework, Aisin positions “Harmony with nature and contribution to a sustainable future” as one of its priority issues and has set “Reducing environmental impact across the value chain” as the direction for achieving it. With a proper understanding of how our business activities depend on and impact natural capital, we analyze associated risks and opportunities and reflect our findings in our actions.
AISIN Group Biodiversity Conservation Activity Guidelines
In accordance with the Aisin Group Biodiversity Conservation Activity Guidelines, revised in FY2026, we are working as a unified Group toward harmonizing biodiversity conservation with our business operations along three axes: “optimizing dependency,” “minimizing impact,” and “maximizing collaboration.”
Direction of biodiversity conservation activities centered on the circulation and conservation of water resources
Three perspectives
- Optimization of dependencies
Rather than reducing dependence on nature’s benefits (resources, services, etc.) to “zero,” avoid excessive dependence and aim for an optimal state. - Minimization of impacts
Keep the impacts of business activities on nature (wastewater, exhaust gases, waste, etc.) as small as possible. - Maximizing cooperation
Promote active contributions to local communities and ecosystems (tree planting, biotope development, environmental education, etc.) to help achieve a sustainable society.
LEAP approach focused on operating locations
Approach to considering upstream and downstream value chain elements
Upon analyzing our upstream and downstream value chain from the viewpoint of electrifying mobility, we selected aluminum parts used in powertrain products and the like. Furthermore, in order to establish an evaluation methodology covering the upstream and downstream value chain, we scoped our evaluation and analysis to include primary suppliers for which precise location information is available (aluminum material/parts manufacturing) in the upstream segment and customers (automotive manufacturing) in the downstream segment.
LEAP approach Review Flow
| Locate Identifying interfaces with nature |
Evaluate Assessing dependencies and impacts |
Assess Evaluating significant risks and opportunities |
Prepare Preparing responses and reporting |
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Same as left | Same as left | Same as left |
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Locate: Identifying interfaces with nature
Businesses interface with nature where they operate, and site assessment is therefore crucial to identifying, evaluating, avoiding, mitigating, and managing environmental risks. The “Locate” phase of this process covers the evaluation of an organization's worksites for ecosystem integrity, biodiversity impact, water stress, and other factors identified as priority areas.
Priority area selection policy
STEP1 Import location data for target sites
STEP2 Evaluate each indicator
STEP3 Select priority areas
| Evaluation items | Evaluation tools | Evaluation indicators |
|---|---|---|
| (1) Biodiversity impact | IBAT*1 | Proximity of 5km or less to areas designated for high biodiversity importance in accordance with such protocols as KBA, Natura 2000, World Heritage, Ramsar, UNESCO MAB, IUCN Management Levels I-IV |
| (2) Ecosystem integrity | WWF Biodiversity Risk Filter*2 | Ecosystem Condition |
| (3) Water stress | Aqueduct*3 | Baseline water stress |
IBAT:Integrated Biodiversity Assessment Tool – A biodiversity risk assessment tool developed by United Nations Environment Programme
WWF Biodiversity Risk Filter – A tool developed by WWF used to identify biodiversity risks and opportunities along the value chain
Aqueduct – A global water-risk assessment tool developed by the World Resources Institute; it evaluates the water risk of a site location with an eye to water quantity, water quality, regulation, and reputation
Results of priority region selection
Evaluate: Assessing dependencies and impacts
Dependencies and impacts at business locations are critical prerequisites for understanding risks and opportunities. In the “Evaluate” phase, we identify and analyze dependencies and impacts at the interface of business and nature within priority regions identified in the Locate phase. Using ENCORE*, we assessed two operational facets: ecosystem services the organization depends on to function, and the impact factors where operations alter the natural environment. Dependencies encompass three categories: provisioning services, regulating and maintenance services, and cultural services. There are five categories of impact driver: categories: land/freshwater/seabed area modification, resource use/replenishment,” climate change, pollution/pollution removal, and invasive alien species invasion/removal. These impact factors are similarly defined in the Science-Based Targets for Nature Technical Guidance for Step 1 and Step 2.
ENCORE: Exploring Natural Capital Opportunities, Risks and Exposure – A tool developed by the Natural Capital Finance Alliance and others to assess potential dependencies and impact relationships on biodiversity and ecosystem services
Sector-Level Dependencies and Impact Relationships
Assess: Evaluating significant risks and opportunities
Based on the findings from the “locate” and “evaluate” phases, we ran a materiality assessment of risks and opportunities across the entire value chain.
Risks
In assessing nature-related risks, we set “definition” to mean the potential threats posed to our own organization in regard to dependencies and impacts on nature of organizations and communities along the value chain. These we broadly classify into two categories: physical risks and transition risks. We defined “conditions of occurrence” as actions taking place along the value chain that depend on nature (ecosystem services) or exert an impact on nature. We conducted the materiality assessment along two axes: “likelihood of occurrence” and “financial impact” and examined the materiality of each risk.
Opportunities
In assessing nature-related opportunities, we defined “Definition” as activities by our organization that produce positive outcomes for both our organization and nature, either by positively impacting nature (restoration) or by mitigating negative impacts on nature (avoidance/reduction) along the value chain. We defined “Occurrence pathways” as: (1) cases where our organization and organizations along the value chain avoid, mitigate, alleviate, or manage nature-related risks associated with the degradation of ecosystem services; and (2) cases where, through strategic transformation of our organization’s business model, products, services, markets, or investments, we curb damage to the natural environment from activities along our value chain, implement nature-based solutions, or provide support through financing or insurance. We ran the materiality assessment along two axes: “likelihood of occurrence” and “financial impact” and examined the materiality of each opportunity.
Prepare: Preparing responses and reporting
For those risks and opportunities assessed as highly material, we will define metrics (KPIs) and initiatives under our Aisin Environmental Action Plan 2031 and advance our response.
Nature-related risks and opportunities and responses toward FY2031
| Category | Type of risk/ opportunity |
Impact stage |
Impact on Aisin |
Likelihood of occurrence*1 (High/ Medium/ Low) |
Financial impact*2 (Large/ Medium/ Small) |
Response toward FY2031 |
|---|---|---|---|---|---|---|
| Physical risks | Regulation | Direct operations |
Reduced production volume due to water supply restrictions |
High | Medium |
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| Transition risks | Increased costs due to higher utility rates and treatment fees (water) |
High | Medium | |||
| Increased burden to respond to new trends in resource circulation |
Medium | Medium |
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| Increased costs due to higher utility rates and treatment fees (waste) |
High | Medium |
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| Penalties and fines arising from exceeding tightened waste standards |
Medium | Medium | ||||
| Market | Increased burden and reduced sales amid growing waste-related environmental-response demands from customers |
Medium | Medium | |||
| Increased burden and reduced sales due to growing environmental-response demands from customers (pollution) |
Medium | Medium |
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| Reputation | Upstream value chain |
Restrictions on procurement volume resulting from stakeholder criticism of suppliers’ environmental impact |
Medium | Medium | ||
| Opportunities | Market | Direct operations |
Improved ability to avoid impacts from and respond to new regulations (water) |
Medium | Medium |
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| Improved ability to avoid impacts from and respond to new regulations (waste) |
Medium | Medium |
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Likelihood of occurrence — High: through FY2027; Medium: through FY2031; Low: through FY2051
Financial impact — Large: ¥10 billion or more; Medium: ¥1 billion or more but less than ¥10 billion; Small: less than ¥1 billion
Management of risks and impacts
Under our companywide risk management procedures, the Environmental Committee and related bodies determine our responses to the risks and opportunities identified as part of the strategy and regularly follow up on progress. In examining response measures, we reference the laws and regulations of each country, dialogue with stakeholders, customer trends, and other factors.
Metrics and targets
Metrics and initiatives toward FY2031
Aisin has formulated the “AISIN Environmental Action Plan 2031,” which sets “promoting biodiversity conservation centered on the circulation and conservation of water resources” as its metric in the field of harmony with nature toward FY2031. To achieve this metric, we are engaged in activities that emphasize the connection between water resources and ecosystems, such as developing on-site biotopes using factory wastewater, creating rice paddies in wetlands, and protecting rare species in regions from which we source water. In addition, through environmental education using biotopes and wildlife observation events at rivers, we are deepening understanding of biodiversity among our employees, their families, and local communities and are working to further expand these activities. Furthermore, some of our initiatives in Japan have been recognized for their consistency and contribution to local communities, and some areas where they were implemented have been certified as Nationally Certified Sustainably Managed Natural Sites.
