Addressing Climate Change
The Bandai Namco Group believes that measures to address climate change are essential for the realization of a sustainable society and for the sustainable growth of its businesses. Accordingly, we established medium to long-term targets for the transition to a decarbonized society, along with the formulation of the Bandai Namco Group Sustainability Policy in April 2021. Also in 2021, we began disclosing information in line with the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD). In September 2023, we officially announced our support for these recommendations. We also participate in the TCFD Consortium and strive to collect the latest information on climate change.
We will continue to conduct scenario-based analysis of the impacts of climate change on our business and related risks and opportunities, strengthen our response to these risks and opportunities, and work to further disclose information.
Based on the recommendations of the TCFD, we explain the policies and systems for its initiatives from the perspectives of governance, strategy, management, and indicators and targets, with regard to the risks and opportunities that climate change poses to our business.

Governance
Recognizing the importance of societal sustainability for its business activities, the Group has established the Group Sustainability Committee, chaired by the president and representative director, to determine and implement sustainability-related activities more quickly.
The committee meets semi-annually (twice a year) to discuss climate change countermeasures as one of the important agendas. After considering each measure, each Group company implements measures. In turn, the results are regularly reported to the Board of Directors, which deliberates and supervises them. In addition, the Group Sustainability Subcommittee, which is a subordinate organization under the Group Sustainability Committee, is working to promote activities in line with the Bandai Namco Group Sustainability Policy and the Group’s material issues.
In March 2023, we approved the Group’s target KPIs for fiscal 2023 to promote under these systems.
Sustainability Promotion System Diagram
Strategy
We conducted scenario analysis to understand the impacts of risks and opportunities arising from climate change.
Method of Scenario Analysis
To clarify the impacts of climate change on the Group’s business, we conducted a scenario analysis for 2030 using the following two scenarios. This time, we adopted the 1.5°C scenario, in which temperature increases are held in check by aggressive decarbonization policies, and the 4°C scenario, in which temperature increases progress due to limited decarbonization policies. As we performed analysis using each scenario, we referred to Representative Concentration Pathways (RCP) scenarios reported by the Intergovernmental Panel on Climate Change (IPCC) and scenarios reported by the International Energy Agency (IEA). RCP scenarios were used to analyze the physical impacts of climate change, such as disasters, while IEA scenarios were used to analyze the impacts of the transition to a decarbonized economy, such as the introduction of carbon taxes.
A world where proactive climate action is implemented to limit temperature increases | A world where decarbonization policies are limited and temperature increases and climate change progresses | ||
---|---|---|---|
1.5°C scenario | 4°C scenario | ||
Overview | A scenario in which the temperature increase is limited to 1.5°C from the late 19th century to 2100. The impacts (transition risks) of the transition to a decarbonized society, such as the introduction of a carbon pricing system, become obvious. The impacts of physical risks are relatively small compared to the 4°C scenario. | A scenario in which the temperature increases by nearly 4°C from the late 19th century to 2100. The physical impacts (physical risks) of climate change, such as disasters, become obvious. Since regulations on climate change are not tightened, the impacts of the transition risks are small. | |
Referenced scenarios | Transition risks | IEA Net Zero Emission by 2050 (NZE), IEA Announced Pledges Scenario (APS), IEA Sustainable Development Scenario (SDS) | IEA Stated Polices Scenario (STEPS) |
Physical risks | IPCC RCP 2.6 | IPCC RCP 8.5 |
Note: In cases where there was no information on the 1.5°C scenario, reference scenarios classified as the 2°C scenario were used.
Results of Scenario Analysis
1.5°C scenario
In the 1.5°C scenario, impacts of the transition to a decarbonized society are expected, such as the introduction of carbon taxes and regulations on the use of fossil fuels. Risks to our business included an increase in operating costs due to the introduction of carbon pricing (carbon taxes and emissions trading schemes), an increase in the cost of complying with plastics regulations in the toy business, and an increase in procurement costs due to soaring raw materials prices. On the other hand, opportunities included increased productivity through improvements in energy-conservation technologies and acquiring new customers by providing environmentally friendly content.
In order to address these issues, we are, for example, working to introduce renewable energy such as solar power generation and reduce power consumption at amusement facilities and live event venues, as well as promote eco-driving activities and introduce low-emission vehicles in logistics divisions. In response to plastics regulations and soaring raw materials prices, we are not only using recycled materials, but also introducing substitute materials and developing resource-saving products (capsule-less Gashapon, Eco-Amusement products, and Eco Medal certified products) and taking other initiatives to reduce the amount of plastics used through innovative product designs. Details of each measure can be found on the “Our Initiatives” page.
4°C scenario
In the 4°C scenario, physical impacts of climate change, such as more extreme weather events, are expected. As risks, the analysis showed the suspension of business activities due to damage at our business sites and supply chain. In addition, changes in weather patterns, such as extreme heat and increased rainfall, are expected to reduce sales of outdoor events/services. As opportunities, it was assumed that changing weather patterns would increase sales of home video games and toys and sales of indoor events/services due to more time spent at home and indoors.
To reduce risks, we have formulated the Basic Policy on Business Continuity Planning and are conducting drills to respond to disasters. In addition, by holding virtual events, we are developing services that are unaffected by extreme heat or rainy weather. These initiatives are also expected to contribute to the acquisition of opportunities, and in the future, we will develop a variety of services so that customers can use entertainment content regardless of the weather.
Items | Anticipated scenario |
Evaluation of impact |
||
---|---|---|---|---|
Risks and opportunities |
Category | Subcategory | ||
Risks | Government / regulations |
Introduction of carbon pricing |
|
Large |
Regulations on the use of fossil fuels |
|
Small | ||
Regulations on plastics and resource recycling |
|
Large | ||
Renewable energy and energy conservation policies |
|
Large | ||
Obligation of information disclosure |
|
Medium | ||
Markets | Fluctuations in raw material costs |
|
Large | |
Opportunities | Markets | Changes in customer behavior |
|
Large |
Evaluation | Changes in investor evaluation |
|
Large |
Items | Anticipated scenario |
Evaluation of impact |
||
---|---|---|---|---|
Risks and opportunities |
Category | Subcategory | ||
Risks | Acute | Intensification of abnormal weather (typhoons, heavy rains, landslides, storm surges, etc.) | We anticipate the following issues to occur due to an increase in wind and flood damage resulting from the intensification of abnormal weather:
|
Large |
Droughts |
|
Medium | ||
Chronic | Rise in the average temperature | We anticipate the following issues to occur due to summer heatwaves caused by a rise in the average temperature:
|
Medium | |
Changes in rainfall and weather patterns |
|
Medium | ||
Impact on raw material cultivation due to a rise in the average temperature |
|
Medium | ||
Rising sea levels |
|
Small | ||
Increase in infectious diseases |
|
Medium | ||
Opportunities | Chronic | Rise in the average temperature |
|
Medium |
Changes in rainfall and weather patterns |
|
Medium |
Risk Management
The Group Sustainability Committee discusses risks and opportunities related to sustainability, identifies material issues that the Group should address, and promotes sustainability activities throughout the Group. In this process, the committee cooperates with the Group Risk Compliance Committee, which oversees the Group’s risk and crisis management system. Each Group company is implementing measures tailored to the characteristics of its own business in accordance with its material issues. The results are analyzed for each fiscal year, for the entire Group and for each business segment, leading to improved measures for the following fiscal year and beyond. The results of analyses are discussed by the Group Sustainability Committee, and then reports are made to the Board of Directors, which deliberates and supervises as necessary.
Indicators and Targets
To evaluate and manage the progress of its ESG management and the impacts of policy risks on climate change, the Group has set greenhouse gas emissions as an indicator and has established a medium-term target of reducing energy-derived CO2 emissions at its sites by 35% by 2030 compared to fiscal 2019. Furthermore, our target for 2050 is to reduce the amount of energy-derived CO2 emissions at Group business sites (offices, own plants, directly operated amusement facilities, etc.) to net zero. We will further promote energy-saving measures and introduce renewable energy to achieve these targets.
Medium- to Long-term Targets for Decarbonization

*Offices, own plants, directly operated amusement facilities, etc.
Bandai Namco Group CO2 Emissions

Note: Total of Scope 1 and Scope 2 emissions
(t-CO2)
FY2019 | FY2020 | FY2021 | FY2022 | FY2023 | ||||
---|---|---|---|---|---|---|---|---|
CO2 emissions | Scope 1 (t-CO2) | 6,271 | 6,039 | 5,540 | 6,131 | 7,882 | ||
Scope 2 (t-CO2) | 60,001 | 51,878 | 50,978 | 49,272 | 41,558 | |||
Scope 1 + Scope 2 (t-CO2) | 66,272 | 57,916 | 56,517 | 55,403 | 49,441 | |||
Scope 3 (t-CO2) | - | - | - | 1,091,255 | 1,202,209 | |||
Category 1 | Purchased goods and services | - | - | - | 576,512 | 636,698 | ||
Category 2 | Capital goods | - | - | - | 95,884 | 110,312 | ||
Category 3 | Fuel- and energy-related activities not included in Scope 1 and 2 | - | - | - | 5,758 | 5,490 | ||
Category 4 | Upstream transportation and distribution | - | - | - | 10,399 | 9,174 | ||
Category 5 | Waste generated in business operations | - | - | - | 2,669 | 2,931 | ||
Category 6 | Business travel | - | - | - | 5,158 | 8,817 | ||
Category 7 | Employee commuting | - | - | - | 710 | 837 | ||
Category 8 | Upstream leased assets | - | - | - | Not applicable |
Not applicable |
||
Category 9 | Downstream transportation and distribution | - | - | - | 3 | 2 | ||
Category 10 | Processing of sold products | - | - | - | Not applicable |
Not applicable |
||
Category 11 | Use of sold products | - | - | - | 21,792 | 12,284 | ||
Category 12 | End-of-life treatment of sold products | - | - | - | 372,368 | 415,664 | ||
Category 13 | Downstream leased assets | - | - | - | Not applicable |
Not applicable |
||
Category 14 | Franchises | - | - | - | Not applicable |
Not applicable |
||
Category 15 | Investments | - | - | - | Not applicable |
Not applicable |
Notes:
・The amount of renewable energy used (purchased) for fiscal 2021 is included in the total for non-renewable energy.
・For figures excluding Scope 3 emissions, limited assurance or review by a third party has been conducted.
・The Scope 3 targets include Bandai Namco Entertainment, Bandai, Bandai Spirits, Bandai Namco Filmworks, and Bandai Namco Amusement.
・Past figures may be retroactively revised based on a thorough examination of tabulation results.
【Calculation method for Scope 3 CO2 emissions】
Category 1:Amount procured multiplied by the emission factor (excluding internal transactions)
Category 2:Amount of capital investments multiplied by the emission factor (Groupwide)
Category 3:Amount of each type of energy consumed multiplied by the emission factor
Category 4:Amount of transportation services purchased multiplied by the emission factor
Category 5:Amount of each type of waste generated multiplied by the emission factor for each processing method
Category 6:Travel expenses paid for each mode of transportation multiplied by the emission factor. For Bandai Namco Entertainment only, number of employees multiplied by the emission factor
Category 7:Travel expenses paid multiplied by the emission factor for the case in which all travel was on passenger railways
Category 9:Calculated using the ton-kilometer method for the transportation weight of game machines. (Bandai Namco Amusement)
Category 11:For products that use batteries, with an assumption that batteries are changed twice, product sales volume, number of batteries used, and amount of electricity consumed based on average battery lifespan are calculated and multiplied by the emission factor (Bandai)
Calculated by multiplying the annual usage time, derived from the sales quantity of game machines, power consumption, average operating hours, and number of operating days of game centers, by the emission factor. (Bandai Namco Amusement)
Category 12:Weight of sold products multiplied by the emission factor. However, for Bandai and Bandai Spirits, the average weight of products accounting for 10% of sales for each division is used; for Bandai Namco Filmworks, the average weight of the top 10 products by sales volume is used; and for Bandai Namco Amusement, only game machines are considered.
Note: Categories 8, 10, 13, 14, and 15 are not applicable.