TCFD

Efforts to Respond to Climate Change—Endorsing the Recommendations of the TCFD

The Asahi Group understands that evaluating the impact of climate change-related risks and opportunities on its businesses and drafting appropriate response measures are important matters in terms of realizing a sustainable society and ensuring business continuity. To that end, the Group endorsed the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD) in May 2019. We have held repeated discussions at meetings of the Corporate Strategy Board and Board of Directors that focused on our beer businesses, which are impacted the most by climate change. By doing so, we quantitatively evaluated the impact of climate change-related risks and opportunities on these businesses using scenario analysis methods.

Going forward, we will further deepen our exanimations of risk response measures. At the same time, we will expand the scope of our scenario analysis to include not only our beer businesses but also our other alcohol beverage businesses as well as our soft drink and food businesses. We will also work to enhance the accuracy of this analysis.

Governance

Viewing climate change as an important issue pertaining to sustainability, the Asahi Group's Global Sustainability Committee, chaired by the CEO, formulates climate change strategies. At the same time, the Committee makes reports to the Board of Directors and works to strengthen a PDCA cycle under the Board's supervision.

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Strategies

We implemented scenario analysis using the following steps with the aim of examining the impact of climate change-related risks and opportunities on our beer businesses (in terms of beer ingredients and the beer product value chain).

*These scenarios make reference to the IPCC RCP2.6 (2°C) and RCP8.5 (4°C) scenarios and IEA scenarios.
Source: created by the Asahi Group based on the IPCC's Fifth Assessment Report Summary for Policymakers (Figure SPM.7)

STEP 1: Evaluating the Significance of Each Risk

Among the various risks and opportunities stemming from climate change, including transition risks and physical risks, the risks that we believe to be of particular importance to our beer businesses have been identified as follows.

Risk category Business risks and opportunities Reasons for selection as an important risk/opportunity
Political and Legal Carbon Tax and Carbon Pricing Risks Under Asahi Group Environmental Vision 2050, we are taking steps to achieve Asahi Carbon Zero, an initiative that aims for zero CO2 emissions within our value chain. However, while circumstances vary by country and region, we anticipate a significant financial impact from the introduction of a carbon tax.
Regulations on Water Use Risks Water is indispensable to our raw material production and factory operation. Therefore, we anticipate that [the introduction of additional] regulations on water use will have a significant impact on our business continuity and financial position.
Market changes and technology changes Changes in customer behaviors OpportunitiesRisks Risks and opportunities stemming from the heightened environmental awareness of consumers have the potential to become a new factor that impacts net sales.
Physical risks Rising Price of Raw Materials Risks In the event that the price of raw materials were to rise due to a decline in the harvest of important agricultural materials, or that such a decline would make it necessary for us to switch to different materials, we believe there would be a significant impact on our financial position and business continuity.
Rise in [Global] Average Temperature Opportunities Temperature increases are expected to have a major impact on beer consumption during the summer.
Changes in Precipitation Patterns Risks If our agricultural land and production bases were impacted by severe water shortages, it could potentially become difficult to continue our business operations.
Intensification of Abnormal Weather Risks In the event that damage from heavy rains and typhoons, which are occurring more frequently in recent years, were to become more severe, our value chain may suffer significant harm, making it difficult to continue our business operations.

STEP 3 Determining Targets for Business Impact Evaluations

We have determined the following targets for our business impact evaluations focusing on the level of importance to the Group's businesses.

*Figures are based on 2018 results.
*Total value does not equal 100 as figures are rounded up.

STEP 3 and 4: Evaluating Business Impacts and Examining Response

Among the important risks identified in STEP 1, we recognize rising raw material prices due to a decline in the harvest of agricultural materials and increased costs owing to the introduction of a carbon tax, which have a particularly high impact on our businesses. We therefore evaluated this business impact as follows.

Impact from Decline in Harvest of Agricultural Materials

Referencing various published documents, we have made estimations concerning the changes in harvest yields of important raw materials under both the 2°C scenario and 4°C scenario. As a result, we have discovered that declines in the harvest yields for barley and corn were significantly higher under the 4°C scenario than the 2°C scenario. These estimations have issues with accuracy as they are based on trial calculations using limited information, and we will therefore continue to gather information to improve the accuracy of our estimations going forward.

Impact on Harvest Yield Amounts under the 2°C Scenario and 4°C Scenario

*Estimated values for 2050 using supply volume in 2018 as 100

Impact from the Introduction of Carbon Tax

For the 2°C scenario, we conducted a trial calculation on the impact of a carbon tax based on our CO2 emissions throughout the entire value chain. As a result, we have discovered that by implementing the Asahi Carbon Zero initiative, which aims for a 30% reduction in CO2 emissions by 2030 and zero emissions by 2050, we can completely eliminate the impact of ¥7.0 billion from a carbon tax by 2050 and reduce this amount by ¥1.4 billion by 2030 compared with a scenario in which we did not implement Asahi Carbon Zero. In light of these results, we believe that the current strategies we are pursuing have a strong resilience to cost increases due to climate change and are therefore appropriate based on that perspective. However, the values for the carbon tax impact can change by country as some countries may not introduce such a tax at all or introduce a tax under a different time frame. We will continue to gather information to improve the accuracy of our estimations going forward.

Impact of a Carbon Tax under the 2°C Scenario
Examining Response Measures

We will continue to accelerate our existing response measures to important risks. At the same time, as a crucial management task, we will adopt the following direction for our risk response measures going forward. In addition, we will also examine measures to respond to opportunities.

Risk Existing Measures Direction of Response Measures Going Forward
Rising Price of Raw Materials
  • Risk dispersion through multi-sourcing
  • Development of weather-resistant raw materials
  • Development and introduction of cultivation method
  • Transition to substitute materials
  • Change in procurement areas
Carbon Tax and Carbon Pricing
  • Promote Asahi Carbon Zero
  • Introduce co-generation systems
  • Promote a modal shift
  • Introduce renewable energy provided by wind power generation in Poland and the Netherlands
  • Install highly efficient refrigeration systems
  • Examine the acquisition of SBT 1.5°C verification
  • Participate in RE100 and further utilize renewable energy
Regulations on Water Use
  • • Achieve 100% use of renewable water resources by 2050
  • Realize water neutrality at our domestic beer factories by 2025
  • Reduce the amount of water used (reduce water consumption during cleaning and sterilization processes and effectively utilize recycled water)
  • Further reduce the amount of water used (introduce large-scale recycling systems, etc.)
  • Ascertain water risks at production bases and examine response measures based on analyzed data
Changes in Customer Behavior
  • Print the Green Energy Mark logo on Asahi Super Dry 350 ml cans, beer gift sets and on Asahi Dry Zero
  • Respond to the growing trend of ethical consumption (make use of certified raw materials, etc.)
Intensification of Abnormal Weather
  • Implement measures to respond to wind- and water-related disasters
  • Give consideration to the medium- to long-term impact of climate change when changing location of production bases or building new ones

Risk Management Structure

In the Asahi Group Risk Appetite Statement, which was formulated in 2020, the Asahi Group has announced its policy of promoting efforts to reduce risks that impact the natural environment. Accordingly, climate change has been adopted as a main risk within our enterprise risk management (ERM) system, and we are working to set in motion a PDCA cycle under this management system. Furthermore, through collaboration between our sustainability management system, renewed in 2020, and ERM system, we will pursue risk management on a Groupwide basis.

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Indices and Targets

We are pursuing efforts through the Asahi Carbon Zero framework with the aim of achieving our goal of zero CO2 emissions, adopted under Asahi Group Environmental Vision 2050. Our first move with these efforts is to aim for a 30% reduction in CO2 emissions by 2030. In addition, as an important theme for addressing climate change, we have set specific targets for containers, packaging, and water within the goal for achieving 100% use of sustainable materials, which is also adopted under Asahi Group Environmental Vision 2050, and are stepping up efforts on a Groupwide basis toward reaching these targets.

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