General Requirements

The general requirements for this disclosure are as follows.

1. Application of Materiality
   In addition to financial materiality, the Marubeni Group analyzes and evaluates the impact of its business on natural capital and biodiversity (impact materiality), and discloses information on double materiality basis.
2. Scope of Disclosures
   This disclosure is based on the four pillars of the TNFD recommendations: Governance, Strategy, Risk and Impact Management, and Metrics and Targets. In “Strategy,” we disclose the results of the assessment of nature-related issues (dependencies and impacts on nature, risks and opportunities) for all the Marubeni Group’s direct operations and upstream and downstream of the value chain, as well as the results of the assessment of the sensitive location where we operate business (including upstream and downstream of the value chain).
3. Location of Nature-Related Issues
   We have organized the upstream and downstream value chains of all Marubeni Group’s businesses, as well as the location of each value chain, and analyzed locations of nature-related issues.
4. Integration with Other Sustainability-Related Disclosures
   The Marubeni Group recognizes that various issues related to natural capital and biodiversity, and issues related to climate change are interrelated. We disclose in line with the TNFD and the TCFD (Task Force on Climate-related Financial Disclosures). The Marubeni Group’s sustainability-related disclosures are aggregated in the “Sustainability” section of our website, which discloses our overall approach to sustainability, materiality, and disclosures by topic. In the future, we will strive to expand our disclosures to integrate the TNFD and the TCFD disclosures.
5. Time Horizons Considered
   In this disclosure, the time horizon is defined as follows: short-term refers to up to 3 years, medium-term refers to 3 to 10 years, and long-term refers to 10 to 30 years.
6. Engagement of Indigenous Peoples, Local Communities and Affected Stakeholders
   The Marubeni Group recognizes the importance of processes for monitoring the potential negative impact of business development and operation on the human rights of all stakeholders who may be indirectly affected by the impact on nature at sites used for business operations and in neighboring areas, and for implementing related management and corrective action. The Marubeni Group supports and respects all international rules on human rights and recognizes that it is of the utmost importance to respect the human rights of all people affected by its business activities and to strive to fulfill its responsibilities. We conduct due diligence on our business investments and operations in accordance with the Marubeni Group Basic Policy on Human Rights. In addition, we work to understand the status of engagement (dialogue) with local communities and strengthen our efforts to respect human rights. For details, please refer to “Governance” below.

Long-Term Strategy on Nature

In accordance with the spirit grounded in “Fairness, Innovation and Harmony,” the Marubeni Group is proudly committed to social and economic development and safeguarding the global environment by conducting fair and upright corporate activities as our Management Philosophy. The Marubeni Group’s long-term strategy is to put our management philosophy into practice and to create value and grow by anticipating the challenges of our customers and society and providing solutions.
The challenges faced by customers and society are diverse and constantly evolving. To stay ahead of these changes, the Marubeni Group continues to evolve, using four key aspects of diversity—1. human capital, 2. regions, 3. sectors, and 4. business models—as an important differentiator. This is a major strength and source of value creation for the Marubeni Group. To further enhance this strength, we have identified the “Fundamental Materiality (1. Human Capital That Creates New Value, 2. Robust Management Foundations, 3. Governance That Supports Coexistence with Society)” and are committed to its continuous strengthening.

The impact of our business on natural capital and biodiversity (impact materiality) is an issue for our customers and society, and by providing solutions, the Marubeni Group will achieve financial impact (financial materiality) in the form of “growth.” Therefore, double materiality and single materiality are inseparable for our Group, and understanding the nature-related issues associated with our business is nothing less than exploring growth opportunities for our Group.
The Marubeni Group is committed to anticipating the societal issues posed by nature degradation and achieving the international community’s goal of nature positive (halting the loss of natural capital and biodiversity and putting it on a recovery path) in accordance with the Kunming-Montreal Global Biodiversity Framework (GBF), while promoting economic transition to a nature positive economy both within and outside of our Group, and we will link this to our own growth. This strategy is based on the Mid-Term Management Strategy (FY2022-2024) GC2024 “Green Strategy” and the Mid-Term Management Strategy (FY2025-2027) GC2027 “Green Initiatives.”

The Green Strategy was formulated as one of the basic policies in GC2024. It is intended to lead to the growth of the Marubeni Group by working together with customers, partners, and other stakeholders to solve social issues related to ”Living in Harmony with Nature”, such as decarbonization, transition to a circular economy, and conservation of water resources and biodiversity.

Green Strategy: For details, please refer to Integrated Report 2023 (P21-22)[33MB].

To implement our Green Strategy in a field-led manner, we have formulated a Green Strategy for each business division for FY2022. Based on the relationship between business and nature, which varies by sector, this strategy identifies issues that each business division should prioritize, provides solutions, and leads to growth (see below for examples of major green business and green initiatives). The analysis and assessment of the relationship between business and nature by sector, identification of priority issues and details of the strategy, which were conducted when the strategy was formulated, have been organized and integrated into the Green Portal, described below.

State of major green business initiatives: For details, please refer to Integrated Report 2024 (P106-107)[37MB].
Major progress in greening all business domains: For details, please refer to Integrated Report 2024 (P108)[37MB].

Through the formulation and implementation of the GC2024 Green Strategy and Division-Specific Green Strategies for each business divisions, awareness of connecting “green” to “growth” has permeated throughout the entire Group. In the Mid-Term Management Strategy GC2027, under the basic policy of “shifting into high gear towards the next growth stage, accelerating profit growth and corporate value enhancement,” we aim to “promote green initiatives to enhance corporate value.” In other words, “green” is also advancing toward the next stage.

GC2027 Green Initiatives: For details, please refer to GC2027 (P13)[2.0MB].

Green Portal

The “Green Portal” is a database currently under development as a platform to reorganize and integrate the Green Strategy formulation process for each business division of the Marubeni Group, enabling the Group to understand and assess the relationship between business and nature, identify priority issues, and consider solutions both internally and externally. The Division-Specific Green Strategies for each business division are being formulated to encompass all businesses of the Marubeni Group, a general trading company, including their value chains. They cover a wide variety of products, value chains, and regions. These strategies also aim to contribute to the transition toward nature positive.
In developing the Green Portal, we applied the “LEAP Approach” of the TNFD to identify and evaluate nature-related issues. The LEAP Approach is a voluntary framework proposed by the TNFD for understanding nature-related issues, with “LEAP” standing for the initials of its four steps: Locate, Evaluate, Assess, and Prepare. By implementing the LEAP Approach, we are able to comprehensively identify which activities related to specific products, value chains, and regions are material, forming the foundational information for the Green Portal.
The Green Portal is being developed through the following steps.

1. Organizing the Definition of Business

We defined the businesses of the Marubeni Group and the upstream and downstream of its value chain using four coordinate axes: “product,” “value chain (VC),” “handling organization (within/outside the Group^*),” and “location (activity region).”

1. ① Product × VC: Identifying the products handled by the Marubeni Group and their VC
2. ② Identification of Handling Organizations: Linking the handling organizations to the product × VC combinations organized in ①
3. ③ Identification of Locations: Specifying the locations of the information organized up to ②

As a result of steps ① to ③ above, we identified over 100 types of products and more than 500 product × VC combinations, demonstrating that the Marubeni Group, as a general trading company, operates a diverse range of businesses globally.

Marubeni Corporation, consolidated subsidiaries, and equity-method affiliates are classified as “Within the Group,” while other companies and organizations in the upstream and downstream of the VC are classified as “Outside the Group.”

2. Evaluation of Sensitive Locations and Biome Identification for Products × VC [Locate]

We conducted an evaluation of sensitive locations concerning the “main countries of origin for raw materials” and “regions of our direct operations.” Here, based on the TNFD criteria, we assessed whether the locations where our business operates are situated in or near regions that are considered sensitive from a nature perspective. For products × VC with activities in or near sensitive locations, further evaluation was conducted in subsequent steps (see 4 below). Additionally, we identified the biomes of the locations where our business operates.
For details on the evaluation of sensitive locations, please refer to “Connections Between the Marubeni Group and Upstream/Downstream Value Chain Businesses and Sensitive Locations.”

3. Evaluation of Dependencies and Impacts of Products × VC [Evaluate]

We evaluated the dependencies and impacts on nature of each product × VC across the Marubeni Group and its upstream and downstream VC, as defined in 1 above, using a five-level scale (Very Low, Low, Medium, High, Very High). For the evaluation of dependencies and impacts, we utilized the “ENCORE” tool, operated by UNEP-FI (United Nations Environment Programme Finance Initiative), UNEP-WCMC (United Nations Environment Programme World Conservation Monitoring Centre), and Global Canopy (a UK think tank). We refered to ENCORE as of December 2024. Additionally, ENCORE was also applied to the industry classification of each product × VC.

4. Assessment of Risk Regions for Products × VC [Assess]

We combined the evaluation results of sensitive locations for each product × VC (see 2 above) with the evaluation results of dependencies and impacts (see 3 above) to identify regions (risk regions) where business activities may potentially face nature-related issues. In this step, we narrowed down risk regions using a matrix, with the evaluation results of biomes and sensitive locations on the vertical axis and the evaluation results of dependencies and impacts on the horizontal axis.
The Marubeni Group not only identifies dependencies and impacts for products × VC but also organizes its relationship with nature by incorporating location information into these dependencies and impacts. This is the most distinctive feature of the LEAP Approach implemented by the Marubeni Group. This approach can be applied horizontally across a wide range of products × VC, providing the core information for the Green Portal.

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5. Integration with Green Strategies [Prepare]

Since avoiding or reducing dependencies and impacts on nature contributes to mitigating nature-related risks, we linked the Division-Specific Green Strategies of the business divisions to the information for each product × VC × location. This integration connects “Green Strategies that contribute to reducing dependencies and impacts” with “the characteristics of the locations where business is operated,” enabling the Marubeni Group to systematically organize its approach to addressing nature-related issues.
Additionally, the Green Portal is to be publicly available by the first half of fiscal year 2025.

Below, we provide an overview of the relationships between the Marubeni Group, its upstream and downstream VC, and nature, as identified through the five steps outlined above.

Connections Between the Marubeni Group and Upstream/Downstream Value Chain Businesses and Sensitive Locations

Since nature-related issues vary by region, it is critical to understand how our business activities interact with specific natural environments and ecosystems and what kinds of activities are being operated in those areas. The TNFD requires organizations to identify and disclose regions considered ecologically high-risk (sensitive locations) within their direct operations or value chains (VC), as well as regions where the organization has identified significant nature-related issues (material locations). This document focuses on disclosing information regarding sensitive locations.
The identification of sensitive locations was carried out through the following steps.

1. Organization of Location Information

The location information for the Marubeni Group and its upstream and downstream VC was organized by referring to the “Definition of Business” established in the Green Portal. Note that the traceability of some products and VC includes data at the country or state level.

2. Selection of Indicators

In the TNFD, sensitive locations are indicated by four areas: “Areas important for biodiversity,” “Areas of high ecosystem integrity,” “Areas of importance for ecosystem service provision,” and “Areas of high physical water risks.” The TNFD requires organizations to select tools or indicators based on these criteria and explain how they have defined sensitive locations.
Given that the Marubeni Group deals with a wide range of products, we selected indicators as outlined to enable cross-sectoral evaluation across diverse sectors as follows. Locations that intersect with these regions are defined as sensitive locations for the Marubeni Group and its upstream and downstream value chains. For businesses operating in these sensitive locations, we conduct a more detailed assessment of their dependencies and impacts on nature.

3. Analysis

We overlaid the location information organized in step 1 and the indicators selected in step 2 on GIS (Geographic Information System) software to examine the ecological characteristics of the areas surrounding the locations of where the Marubeni Group and companies with upstream and downstream value chains operate business. The analysis was conducted for all the indicators selected in the Step2.

4. Selection and Organization of Sensitive Locations

Based on the analysis results of step 3, we selected locations where require the ecological attention (sensitive locations). These sensitive locations were identified based on the four areas: “Areas important for biodiversity,” “Areas of high ecosystem integrity,” “Areas of importance for ecosystem service provision,” and “Areas of high physical water risks.” The selected sensitive locations were organized as within or outside of the Group according to the handling organizations involved in the Green Portal.

The analysis and evaluation conducted at the country or state level for Product × VC may have been overestimated. Therefore, we organized the evaluation results targeting products × VC for which traceability is secured at a level more detailed than the city level.
Based on the results from steps 1 to 4 above, an example of countries containing regions considered ecologically sensitive is presented below. For products × VC corresponding to sensitive locations, the next step involves verifying the actual ecological impacts at the locations where the Marubeni Group operates the business, based on each of the four relevant criteria; necessary measures will then be considered as needed. For the status of responses to “Water physical risks,” please refer to the CDP Water Security responses.

Furthermore, for infrastructure facilities operated using public funds or project financing, we conduct environmental assessments in accordance with the standards of the funding entities and relevant government agencies before carrying out business activities.

Dependencies and Impacts on Nature for the Marubeni Group and Its Upstream and Downstream Value Chain

As a result of the dependencies and impacts assessment using ENCORE, we have excerpted and listed those with particularly high significance within and outside the Group. The evaluation results of dependencies and impacts for all products × value chain (VC) are scheduled to be published on the Green Portal. (Note that Division and Industry group in the following tables adopt ENCORE’s industry classifications, which include products and businesses not handled by the Marubeni Group.)
As a characteristic of the relationship between the business and nature for the Marubeni Group, its upstream and downstream VC, the degree of dependency and impact tends to be higher outside the Group than within it. Businesses outside the Group span a wide variety of sectors. Providing solutions to these business entities to reduce their nature-related dependencies and impacts not only contributes significantly to nature positive but also represents an opportunity for our Group to transition toward nature positive practices, thereby supporting growth. For efforts to reduce climate change-related impacts, please also refer to the TCFD disclosures.
Based on the findings so far, regarding direct operations, we have determined that the dependencies and impacts of the industrial afforestation business (Forest Products Division, Lifestyle Division from April 2025), which deals with paper and pulp as its products, are material. In particular, Indonesia have been identified as a sensitive location and, this year, we conducted an in-depth LEAP analysis targeting the industrial afforestation in Indonesia. For the industrial afforestation, we have also assessed nature-related risks and opportunities, and the results will be explained in the subsequent section, “Industrial Afforestation Business.”

Dependencies / Within the Group

Dependencies / Outside the Group

Impacts / Within the Group

Impacts / Outside the Group

Industrial Afforestation Business

Interactions Between Industrial Afforestation and Nature

The Marubeni Group identifies Environmental and Social Materialities—namely, “Contributing Toward Measures in Response to Climate Change,” “Contributing Toward the Realization of a Society That Is in Harmony with Nature,” “Contributing Toward the Building of the Circular Economy,” and “Human Rights & Co-development with Communities”—to anticipate customer and societal challenges, provide solutions, and drive its own growth. In the context of the relationship between business and nature, forest-related businesses hold significant importance. The Marubeni Group owns afforestation business in two countries of Indonesia and Australia with a total of approximately 120,000 hectares of tree plantable land. In particular, the industrial afforestation business in Indonesia is a critical element not only as an opportunity for transitioning to nature positive practices but also as a contributor to the growth of our Group (for details, please refer to “TCFD Disclosures: Long-Term Strategy on Climate Change – Marubeni Group’s Initiatives Leading the Transition to a Low-Carbon and Decarbonized Society, Section 3) Initiatives in the Forestry and Afforestation Sector”). Furthermore, as mentioned earlier, an analysis of nature-related dependencies and impacts across the Marubeni Group’s value chain revealed that, in direct operations, the industrial afforestation business is particularly material from the perspective of dependency. Accordingly, this year, we conducted a detailed analysis of the industrial afforestation business following the LEAP approach.

First, we evaluated sensitive locations among the business sites. The analysis identified the ecosystem services depended upon and the impact factors affecting nature in the industrial afforestation business in Indonesia, which was assessed as a sensitive location. Subsequently, we identified risks and opportunities arising from these dependencies and impacts and conducted a qualitative evaluation of their significance. Furthermore, risk items evaluated as highly significant and requiring priority action were linked to Green Strategy and existing initiatives. The details of each evaluation are presented below.

Evaluation of Sensitive Locations [Locate]

To identify sensitive locations among our business sites, we conducted an analysis using the following indicators. These indicators were selected from the WWF Biodiversity Risk Filter (BRF) data, corresponding to three of the four TNFD areas for sensitive locations: Areas important for biodiversity, Areas of high ecosystem integrity, and Areas of high physical water risks. According to the WWF BRF, a score of 3.4 or higher is considered high risks. Therefore, we designated sites with scores of 3.4 or above for each indicator as “Sensitive Locations.”

The results are as follows: In certain regions of Indonesia, there are numerous protected areas near our business sites, and compared to other regions, the ecosystem integrity is high, confirming that these are locations of significant value to nature. Additionally, PT. Musi Hutan Persada (MHP), located in Indonesia, is not only responsible for producing materials for the Marubeni Group’s key pulp-related products but, as mentioned earlier, is also critical to our growth. Therefore, we have identified nature-related issues in MHP’s industrial afforestation business and formulated strategies targeting it as part of the Division-Specific Green Strategies.

• The ratio of water demand from human activities to the available water resources.
• Water that falls as precipitation and either flows over the surface into rivers or infiltrates the soil to become groundwater.

Identification of Dependencies and Impacts [Evaluate]

Focusing on the industrial afforestation business in Indonesia, we identified the specific dependencies and impacts relevant to the actual operations.
To identify these dependencies and impacts, we reviewed business information and management practices owned by MHP, and conducted interviews with on-site personnel, and verified the actual extent of dependencies and impacts. As a result, the material dependencies and impacts on nature specifically related to MHP’s industrial afforestation business in Indonesia were identified as follows:
It was found that the company is particularly dependent on provisioning services related to the trees themselves, such as biomass and genetic material, as well as on regulating and maintenance services, including soil quality regulation necessary for growth, suppression of natural disasters such as floods and landslides, and the nursery population and habitat maintenance.

While the plantation site was established on bare land, and thus the ecological impact from land modification is deemed non-material, we recognize the importance of engagement with various stakeholders regarding the land. Social engagement in the region is carried out in collaboration with diverse stakeholders, including landowners, NGOs, government sectors or agencies, communities, and interest groups. Numerous communities with rights exist within the permitted boundaries of the business, and our corporate social responsibility team regularly visits these villages to ensure harmonious relationships are maintained.
Furthermore, as part of efforts to foster greater harmony with local communities, MHP implements a regional collaboration initiative called the Partnership Program. A notable example is a scheme where local communities provide land for growing eucalyptus, and MHP shares the economic benefits generated after harvesting with these communities. To date, approximately 1,000 hectares have already been planted under this program, with plans for further expansion in the future.

Identification of Risks and Opportunities [Assess] / Future Initiatives and Activities [Prepare]

To identify nature-related risks and opportunities, we categorized the activities of the industrial afforestation business into two segments: “Planting” and “Logging (final cutting).” We then assessed the risks and opportunities for each segment arising from the dependencies and impacts on nature identified in the previous section. For the identified risks, we conducted a qualitative evaluation of their significance based on two axes—impact severity if the risk materializes and likelihood of occurrence— while considering the actual operational details of MHP. Based on the evaluation results, for items identified as major risks in Indonesia’s industrial afforestation business, we implemented existing risk mitigation measures and integrated additional responses and opportunities into the Division-Specific Green Strategies. A list of major risks, opportunities, and corresponding measures is provided below.
In particular, physical risks were identified as significant, including acute risks such as “damage to trees, infrastructure, and employees due to natural disasters” and chronic risks such as “decreased timber productivity and changes in the environment of planting site due to climate change” and “spread of tree diseases due to monoculture planting.” One of the Division-Specific Green Strategies related to MHP’s operations, the “biochar business utilizing forest residues and downstream pulp mill residues,” contributes to reducing greenhouse gas (GHG) emissions and maintaining soil quality regulation, a key aspect of the planting environment. As an opportunity to address issues through impact reduction and create further value for the Marubeni Group, we have formulated and are actively pursuing Division-Specific Green Strategies to advance this initiative.

Forest Products Division (Lifestyle Division from April 2025) Green Strategy for MHP (Examples)

• Promoting green businesses through forest value creation business (maximizing the economic and environmental value of MHP’s operations, generating carbon credits through environmental afforestation, etc.).
• Sustainable forest management/forest conservation and multipurpose utilization of forest-derived products (product-specific procurement policies).

Scenario Analysis

For the forestry business, we conducted a scenario analysis regarding the Mid-Term financial implications caused by climate change, as well as corresponding policies and initiatives. For details, please refer to the TCFD disclosures (Results of Scenario Analysis: Forestry Business).

Financial Implications [Current] [Short Term]

Regarding the current (fiscal year ended March 2024) and short term (up to 3 years) financial implications (impact of financial position, financial performance, and cash flows) of climate-related risks (risks that can reasonably be expected to affect cash flows, access to financing, or cost of capital) on the Marubeni Group, Please refer to the TCFD disclosures. Based on the analysis results of the “LEAP Approach” of the TNFD conducted this time, the financial implications of nature-related risks other than climate-related risks on the Marubeni Group in the current and short-term timeframe are limited.

Conservation of Biodiversity and Habitats

Asian Waterbird Census

Afforestation Program

Tree Planting Activities to Reduce and Restore Negative Impacts on Biodiversity

Maynilad Water Services, Inc. (Maynilad), a Marubeni Group company engaged in water supply and sewerage services in Metropolitan Manila, has planted more than 219,000 mangrove propagules in the coastal area for the purpose of land conservation (including conservation of species), reduction of negative impacts caused by the population growth, and recovery. This activity employs fishermen in some areas and provides them with additional income opportunities. With the support of the country’s government agencies (such as the Department of Environment and Natural Resources and local government entities), businesses, and volunteers, the company also arranges events to educate people on responsible water consumption and proper wastewater management. Together with our stakeholders, Maynilad will continue to invest in local communities through tree planting activities to conserve ecosystems, prevent flooding, provide high-quality water and operate the sustainable water business.

Engagement to Reduce Loss of Biodiversity

Forest Conservation Activities and Providing Livelihoods to Indigenous People

Contribution to Sustainable Forest Management and Biodiversity Conservation Through Engagement with the State Government of Western Australia

WA Plantation Resources Pty., Ltd. (“WAPRES”), an Australian plantation and wood chip business wholly owned by Marubeni Corporation, has been engaging with the local government to comply with local laws and regulations, including the Environment Protection and Biodiversity Conservation Act 1999 (as amended), and has obtained international sustainable forest certifications.

Click here to view Forest Management and Forestry Certification at Marubeni Group

WAPRES believes that sustainable forest management contributes to the conservation of biodiversity, and will continue such business activities.

Contributing to Biodiversity Conservation Through a Desalination and Water Transmission Project in Chile

In connection with the desalination and water transmission project for Corporación Nacional del Cobre de Chile (CODELCO) (the Project), prior to participating in the Project we identified the potential impacts on biodiversity, and took measures to avoid and reduce negative impacts.

Click here to view Conclusion of a Loan Agreement and Start of Construction under a Long-Term Water Sale Agreement for a Desalination and Water Transmission Project for the National Copper Corporation of Chile

Conducting Due Diligence

Part of the proposed site of the Project falls within a priority conservation area for the Eriosyce Laui, a species of cactus that is listed as an endangered species (EL cactus). Therefore, in order to conserve the species, prior to our participation in the Project an external expert was retained to conduct due diligence to determine whether the EL cactus is present at the proposed construction site in the priority conservation area and the status of its habitat. As a result, it was confirmed that the EL cactus is not present at the proposed construction site.

Formulation of Biodiversity Action Plan (BAP) and Biodiversity Management Plan (BMP)

In this Project, a Biodiversity Action Plan (BAP) was developed by identifying areas with sites, species, and functions of particular importance for conservation. Detailed surveys of the relevant areas are conducted by experts, and the results are reflected in the Biodiversity Management Plan (BMP), which is continuously monitored (audited) in order to conserve biodiversity.

Entry into the Salmon Farming Business via Recirculating Aquaculture System

Responding to the Rising Global Demand for Marine Products

The improvement of living standards in the developing countries and growing health consciousness in the developed countries have resulted in the yearly increase in the global demand for marine products. Nevertheless, as the fish catch from fisheries has remained stable for the past 30 years, aquaculture has taken on an increasing significance. Within this field, in the sub-industry of salmon farming, which has been geographically limited due to the scarcity of coastal regions that are suited to seawater culture, expectations are especially high for the growth of land-based salmon farming through the use of a Recirculating Aquaculture System (hereinafter “RAS”^*2), which is not limited by geographical conditions.

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• A Recirculating Aquaculture System (RAS) is a farming method that filters and circulates 90% or more of the water used in an enclosed, land-based facility. Given that water temperature, water quality, and other conditions are controlled within the facility, it is minimally impacted by outside factors.

In April 2020, Marubeni, jointly with Nippon Suisan (Europe) B.V., acquired shares of Danish Salmon A/S (hereinafter “DS”), a globally top-ranked company with a track record in RAS production. Marubeni will meet the growing global demand for marine products through DS, one of the few companies to have established manufacturing expertise and technology in this field.

Contribution to Sustainability

RAS has minimal impact on the surrounding environment and the ecosystem, as it uses and recirculates water within an enclosed facility, thereby reducing water pollution and the risk of escaping farmed fish. RAS also has an established control framework and is thus capable of retaining records, making it a farming method that supports traceability. It is also being regarded as a viable method of effectively resolving future shortages in protein supply which may occur in conjunction with the growing global population.
Marubeni is ready to contribute to the resolution of social problems by not only meeting the growing global demand for marine products but also providing a stable supply of environmentally-friendly marine products.

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The Handling of RSPO/ISCC Certified Products

Roughly 30% of the palm oil handled by our subsidiary Pasternak, Baum & Co., Inc. are RSPO/ISCC/RFA certified products.
We are doing our part to promote such certified products by responding to the needs of our environmentally conscious customers.

Registering Our Intent to Adopt the TNFD Recommendations as a TNFD Adopter

Participation in the TNFD Forum

TNFD Forum is an organization which shares the vison and mission of Taskforce on Nature-related Financial Disclosures (TNFD)^*4, an international organization that builds a risk management and disclosure framework related to nature capital and biodiversity. Marubeni participated in the TNFD Forum in March 2022.
By participating in the TNFD Forum, Marubeni will continue to contribute to the conservation of biodiversity, which is an urgent issue in the world along with climate change, through supporting the development of TNFD’s framework.

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• TNFD is an international organization, established in June 2021, that builds a framework for private companies and financial institutions to properly assess and disclose risks and opportunities related to natural capital and biodiversity, inspired by the 2019 World Economic Forum (Davos Conference). The mission of TNFD is to develop a disclosure framework for organizations to report, which aims to support a shift in global financial flows toward nature-positive outcomes.

Click here to view the TNFD Forum Website

Endorsement of the Nature Positive Declaration

Marubeni endorsed the Nature Positive Declaration of the Japan Conference for 2030 Global Biodiversity Framework (J-GBF, chaired by Keidanren’s chairman, secretariat: Ministry of the Environment), and is working toward realizing Nature Positive in accordance with the National Biodiversity Strategy and Action Plans, in cooperation with the government, relevant ministries and agencies, and industry organizations.

Click here to view the Nature Positive Declaration of J-GBF (Japanese Only)

Support of the Declaration of Biodiversity by Keidanren

In January 2020, the Company announced its agreement with and support of the Revision to “Declaration of Biodiversity by Keidanren and Action Policy” of October 2018 put out by Keidanren and the Keidanren Committee on Nature Conservation.

Click here to view the “Declaration of Biodiversity by Keidanren and Action Policy” (Revised Edition)