Information Disclosure in line with TCFD Recommendations
Sustainability Promotion Structure●System

We have also established the Sustainability Promotion Committee, the Climate Change Committee, the Risk
Management & Compliance Committee, the Environment& Safety Committee, and the Quality Assurance Committee in order to promote sustainability activities. The
Board of Directors supervise these initiatives by discussing and resolving the content of deliberation at each committee.

Board of Directors
Chairman & CEO
Submission(more than once per year)

Supervise

Management
Meeting
ReportChair:
Officer responsible for
Sustainability Promotion &IR Dept.
Members:
Managing executive officers
responsible for divisions &departments*1
Secretariat:
Sustainability Promotion &IR Dept.
Matters to be deliberated: olicies related to●Psustainability including
climate change ateriality identification●M
and KPI setting/progress
management
 ong- and mid-term plans●L valuation of the results of●Eannual activities andtargets for the next fiscal
year based on theevaluation, etc.

Climate Change Committee(more than once per year)
Chair:
President & COO
Members:
Heads ofbusiness divisions
Planning and Development
Div.
Purchasing Dept.
Corporate Planning Dept.
Sustainability Promotion & IR
Dept.
Finance & Accounting Dept.
Production Technology Dept.
Environment, Safety & Quality
Assurance Dept.
Secretariat:
Sustainability Promotion & IR
Dept.
Matters to be deliberated:● Analysis and assessment ofrisks/opportunities andcountermeasures
dedicated to climate change● Strategies, long- andmid-term plans, annual
activities, targets, etc. forrisks and opportunities

Risk Management &Compliance Committee(twice per year)

Environment & Safety
Committee(more than once per year)

Quality AssuranceCommittee(more than once per year)

Chair:
Chief Risk Management Officer(CRO)

Chair:
Officer responsible forEnvironment, Safety & Quality
Assurance Dept.

Chair:
Officer responsible forEnvironment, Safety & Quality
Assurance Dept.

Members:
Heads ofbusiness divisions
Planning and Development
Div.
Purchasing Dept.
Corporate Planning Dept.
Personnel Dept.
Sustainability
Promotion & IR Dept.
Production Technology Dept.
Environment, Safety & Quality
Assurance Dept.
Heads of plants andlaboratories*2

Members:
Heads ofbusiness divisions
Planning and Development
Div.
Purchasing Dept.
Corporate Planning Dept.
Personnel Dept.
Sustainability Promotion & IR
Dept.
Production Technology Dept.
Environment, Safety & Quality
Assurance Dept.
Heads of plants andlaboratories*2

Secretariat:
Environment, Safety & Quality
Assurance Dept.

Secretariat:
Environment, Safety & Quality
Assurance Dept.

Matters to be deliberated:● Long- and mid- term plans
for responsible care (RC)
activities, including
responses to climate change● Annual RC activity resultsfor Nissan Chemical andaffiliated companies● Summary of company-wide
RC activities● Targets, goals, and actionplans for RC in the next fiscal
year, etc.

Matters to be deliberated:●M id- term quality targets forthe following year and every
three years●A nnual quality assurance
activity results for Nissan
Chemical and affiliatedcompanies

Members:
Risk & Compliance Managers(Heads of divisions/departments* and plants/
laboratories, Presidents ofeach domestic consolidated
subsidiary)
Secretariat:
Risk Management &Compliance Office,Corporate Planning Dept.
Matters to be deliberated: isk identification and●Rassessment including
climate change-relatedrisks, and formulation ofcountermeasure plans elf-assessment for status●S
of implementation of thecountermeasure plan andsubject, and formulation of
improvement plan nnual activity plan for the●A
next fiscal year, etc.

* [Divisions & Departments] Internal Audit Dept., business divisions, Planning and Development Div., Intellectual Property Dept., Purchasing Dept., Corporate Planning Dept., Personnel Dept., Sustainability Promotion & IR Dept., Finance & Accounting Dept., Digital Transformation Dept., Production Technology Dept., Environment, Safety & Quality Assurance Dept.

Nissan Chemical Corporation

67● Risk Management & Compliance Committee(twice per year)

Our initiatives to address climate change are considered and deliberated by the Sustainability Promotion Committee, the Climate Change Committee, the Risk Management & Compliance
Committee, and the Environment & Safety Committee. The
Board of Directors then supervise these initiatives by discussing
and resolving the content of deliberation at each committee.
As we have identified “mitigation of climate change” as oneof our materiality factors, we newly established the Climate
Change Committee in June 2022 where issues focused on climate change are specifically discussed and examined.

This committee was established to enhance the effectiveness ofrisk management, and to maintain and promote compliance.
The committee is chaired by the Chief Risk Management Officer(CRO/ Director, Managing Executive Officer) appointed by the
Board of Directors.
The Risk & Compliance Managers (heads of divisions/departments and plants/laboratories, presidents of domestic consolidated subsidiaries) who are members of this committee, periodically identify, assess, and formulate countermeasure plans
for risks including climate change-related risks, conduct self-assessments for the issues and status of implementation of therisk countermeasure plan, and formulate improvement plan. In
addition to this, they regularly provide education and training at
each division/department, plant/laboratory and domestic consolidated subsidiary.
The above risk management activities and activity plans forthe next fiscal year are deliberated, and their appropriateness isvalidated and reviewed at least once a year at the management
meeting. After approval at the management meeting, the following matters will be submitted to the Board of Directors.

● Sustainability Promotion Committee (twice per year)

President & COO
Validation, Review

Sustainability Promotion
Committee(twice per year)

GovernanceIntegrated Report 2023

This Committee considers and deliberates on material issues inorder to more strategically tackle global social issues, including
climate change. The committee is chaired by the officer responsible for the Sustainability Promotion & IR Department (Director,
Senior Managing Executive Officer). Policies, targets, and plans,
etc. related to sustainability, including climate change, are deliberated, and after approval at the management meeting, the following matters are submitted to the Board of Directors.
Resolving matters at the Board of Directors:- Policy planning related to sustainability- Long- and mid-term plans and annual plan forsustainability

Resolving matters at the Board of Directors:- Identification of group major risks and theircountermeasures- Mid-term plan and annual plan for risk and compliance● Climate Change Committee (more than once per year)●E nvironment & Safety Committee(more than once per year)

This Committee was established to accurately grasp the risks
and opportunities that the Company faces due to the increasingly serious climate change problem, and connect them morestrongly with our management strategies to strengthen ourcomprehensive climate change measures. The committee ischaired by the president (COO).
Analysis of risks and opportunities related to climatechange, as well as policies, targets, plans, etc., are deliberated,
and after approval at the management meeting, the following
matters are submitted to the Board of Directors.

This committee oversees and promotes responsible care (RC)
activities within Nissan Chemical and affiliated companies. The
committee is chaired by the officer responsible for the Environment, Safety & Quality Assurance Department (Director, Senior
Managing Executive Officer).
At this Committee, while sharing information with the Sustainability Promotion Committee, long- and mid-term plans including the response to climate change, annual activities in eachplant/laboratory, summary of company-wide activities, and thetargets, goals, and action plans for RC in the next fiscal year, etc.
are deliberated.
The contents of deliberations are validated and reviewed atleast once a year at the management meeting. After approval at
the management meeting, the following matters are submitted
to the Board of Directors.

Resolving matters at the Board of Directors:- Scenario analysis and countermeasures for identified
risks and opportunities- Long- and mid-term plans and annual plan focused on
measures against climate change

Resolving matters at the Board of Directors:- Policy planning related to RC- Long- and mid-term plans and annual plan for RC◎ Related Information: Sustainability Promotion Structure P67

Nissan Chemical Corporation

68

Integrated Report 2023

Sustainability

Amid unpredictable and volatile world, Nissan ChemicalGroup has made its corporate philosophy of “Contributeto the protection of the global environment and the existence/development of humanity, offering the value
sought by society” the basis of its business activities. We
have established the Sustainability Promotion Group
within the Sustainability Promotion & IR Department toenhance our sustainability activities with the mission “todraw up sustainability strategies in response to social
trends, to raise awareness of sustainability internally,
and to send relevant information”.

Nissan Chemical announced our support for recommendationsof Task Force on Climate-related Financial Disclosures (TCFD) in
August 2020. We will strive to increase our corporate value by
not only continuing to promote our initiatives to address climatechange such as measures for reducing GHG emissions but also
improving our information disclosure step-by-step.

Information Disclosure in line with TCFD Recommendations
Strategy

In the framework of the Risk Compliance Committee, we clarify
risks including climate-change related risk taking into accountthe business characteristics of each division and the surrounding businesses, including global political, economic and social
conditions. For each risk identified, a risk assessment is conducted from the viewpoint of probability and impact on business, anda risk map is subsequently created based on the results of therisk assessment to identify the Group Major Risks. The Group
Major Risks are deliberated at the Risk Management & Compliance Committee, approved at the management meeting, andthen resolved by the Board of Directors.

The TCFD recommendations require a scenario analysis* to understand how the risks and opportunities caused by climatechange impact a companyʼs finances.
In 2020, reffering both 2°C scenarios in which transition to
decarbonized society realizes (mainly transition risk and opportunity) and 4°C scenarios in which climate change progresses(mainly physical risk and opportunity), we identified businessrisk and opportunity, examined their importance, and summarized impact on the Company and our strategies. However, in response to the agreement that was reached to pursue efforts tolimit the increase in average temperature to 1.5°C at the Conference of the Parties to the United Nations Framework Convention
on Climate Change (COP26) held in 2021, we revised our scenario analysis in July 2023.

● Management Process of Group Major Risks
The department in charge and the risk owner are decided foreach selected Group Major Risk, the Group Major Risks countermeasure plan is formulated mainly by the Risk & ComplianceManager of the department in charge, and after deliberation at
the Risk Management & Compliance Committee, countermeasure plan is resolved at the Board of Directors. Implementation
status of countermeasures are deliberated at the Risk Management & Compliance Committee, and the results of the deliberation are reported to the Board of Directors.
Regarding typhoon and torrential rain, which are one of theGroup Major Risks, we set the KPI of “Update and maintain BCPs
(business continuity plans) for products that account for 50% of
ordinary income by FY2027” at each plant as a response to therisk of increasing equipment restoration costs and reducing production at major plants. As of the end of FY2022, we completed
updating and maintaining our BCPs for products that accountfor 41% of ordinary income.
Identification of risks and assessment of the impact on thebusiness and the probability are conducted on a regular basis toperiodically review the Group Major Risks.

*Scenario analysis is a method for anticipating the effects of global warming and climate change and changes inthe business environment caused by long-term policy trends related to climate change, and for examining theimpact that such changes may have on the company’s business and management.

●Referenced Scenarios
1.5°C Scenario*1

4°C Scenario*2● IEA-WEO*3● IPCC SSP, ETP*4, Net Zero Scenario (NZE)
1-1.9、1-2.6*5● IEA-WEO Stated Policies Scenario (STEPS)● Scenario Analysis Results(climate change risks/opportunities)
As a result of scenario analysis and quantifying the financial impact using the 1.5°C scenario, we identified important risks,such as increased operating costs with the introduction of carbon pricing and decreased sales from an inability to provide
low-carbon products. In response to the introduction of carbon
pricing and decrease in demand for products with high life-cycle
carbon emissions, we will work to reduce the risks by not only
further promoting the use of renewable energy and conversionof fuel and feedstock at our plants, something which we havebeen working on thus far, but also by further promoting decarbonization investments that take into account reducing GHG
emissions through the use of internal carbon pricing.
And in response to market changes due to increasing demand for environmental considerations, we assume that demand for environmentally friendly biological agrochemicals andlow-carbon products, such as materials for secondary battery,
will increase. In terms of biological agrochemicals, we established the Biological Group within Agricultural Chemicals Research & Development Department, Biological Research Laboratories in April 2022 and conduct R&D toward commercialization.

●Risks/Opportunities and Countermeasures identified in the 1.5°C Scenario● IPCC SSP5-8.5*1 Scenarios when necessary measures will be implemented to keep global average temperature rise below 1.5°C
compared to pre-industrial levels*2 Scenarios in which the global average temperature will rise by 4°C at the end of the 21st century compared
to pre-industrial levels*3 International Energy Agency “World Energy Outlook” (2022)*4 International Energy Agency “Energy Technology Perspectives” (2023)*5 The UN Intergovernmental Panel on Climate Change (IPCC) “Shared Socio-economic Pathways”

Scenario●Analysis period:

Factors

Risk

Opportunity

2030 and 2050

●Process of Risks and Opportunities Identification
Step1

https://www.nissanchem.co.jp/eng/csr_info/risk_management/policy.html

the factors that affect our business● I dentify risks and opportunities based on the above

scenarios and other external data

1.5°C Scenario

Step2● Changes inenergy policy● Changes inenergy demandand supply● C larify the value chain and stakeholders, and sort out

from those of Step2, considering the probability andthe impact on our business (human loss, financial
impact, etc.)● Increase in raw material procurement costs due
to introduction of carbon pricing such as carbon
taxes, and compliance with regulations anddecarbonization investment, by suppliers● Increase in operating costs due to introduction ofcarbon pricing such as carbon taxes, andcompliance with regulations and decarbonization
investments

Risk

 eduction of operating costs from high energy●Refficiency and energy saving
 cquisition of funding opportunities (grants and●A
subsidies, etc.)

 ecrease in sales due to inability to provide●D
low-carbon productsD●  ecrease in demand from customers due toretention of products and businesses with large
GHG emissions

Nissan Chemical Corporation

69

Integrated Report 2023

Risk

 amages of ESG evaluation and reputation,●Ddecrease in market capitalization, and difficulty inraising funds due to delay in measures to address
climate change, such as heavy use of fossil fuels

Opportunity● Improvement of ESG evaluation and reputation,and increase in market capitalization throughadvanced initiatives and information disclosure

Nissan Chemical Corporation70● Optimization of logistics routes, systems, etc.

Agri

● Development of environmentally friendly agrochemicals● Development of biological agrochemicals● Acquisition of biostimulant technology● I ncrease in the number of registered countriesAll● E xpand sales of low-carbon products● Development of environmentally friendly products andservices● E stablishment of innovative manufacturing technologies● Review of business portfolio● Promotion of decarbonization investment with theintroduction of internal carbon pricing● F urther use of renewable energy● F uel and feedstock conversion at plants

Agri● Development of environmentally friendly agrochemicals● Development of biological agrochemicals● Acquisition of biostimulant technology

All● E fforts to further reduce GHG emissions and appropriate
information disclosure

Opportunity● I ncreased
demand frominvestors andothers foraddressing
climate change● U pdate to energy-saving equipment, etc.
● Optimization of manufacturing processes● U pdate to energy-saving equipment, etc.
● Optimization of manufacturing processes● Advanced GHG emission reduction efforts and appropriate
information disclosure● Increase in demand and sales of parts andmaterials for low-carbon products● Increase in demand for biological agrochemicals,etc.

● F uel and feedstock conversion at plants● U pdate to energy-saving equipment, etc.
● F urther use of renewable energy● Zero N2O emissions from nitric acid production capacity(planned investment: 500 million yen)
● Optimization of manufacturing processes● Promotion of decarbonization investment with theintroduction of internal carbon pricing● Pass on the price to the product● Multiple sourcing of key raw materialsAll ecrease in sales of agricultural chemicals●Dbusiness due to introduction of regulations on
the use of agrochemicals● Market changes
due toincreasing
demand forenvironmental
consideration

All● Increase in our raw material procurement costs
due to renewable energy procurement at
suppliers● Increase in operating costs due to in-houserenewable energy procurement

Measures● Pass on the price to the product● Multiple sourcing of key raw materials

 voidance of carbon pricing impact by reducing●A
GHG emissions● Increase in logistics costs
Opportunity● I dentify particularly important risks and opportunities

Step3

Risk

All: All businesses and Planning and Development Division
Agri: Agricultural Chemicals Business
Chem: Chemicals Business

Relevant
Business

Impact on Business● Regulations on
GHG emissions●Scope of analysis: 	Chemicals, Performance Materials,
Agricultural Chemicals, Healthcare,
Planning and Development Divisions

Please see the following web page for process for identifying Group Major Risks, risk map, Group Major risks,and countermeasures against risks.

Additionally, in the Environment & Energy field, we aim to commercialize the secondary battery materials, the energy harvesting materials, and CCS/CCUS materials, by accelerating the development of them.
Meanwhile, regarding the risk of flood damage, which we
recognize as a risk in the 4°
C scenario, we have identified thepossibility of flooding at our major production and distribution
bases as a material risk. To address this risk, we will continue toformulate and revise the BCPs for our plants and major products from time to time, raise the floors and foundations of ourplant equipment, secure product inventory, and purchase multiple sourcing of key raw materials.
And in response to market changes owing to rising temperatures and abnormal weather, we assume that demand for agricultural chemicals and disinfectants for drinking water will increase due to the increase in pests and weeds, as well as water
shortages and spread of infectious diseases. Based on the prospect of market growth, we aim to expand our opportunities. Furthermore, by building a business portfolio that is less susceptible to the effects of climate change, we will increase theresilience of our business activities and strive to minimize risks
and maximize opportunities.

Integrated Report 2023

Sustainability

Risk Management

Information Disclosure in line with TCFD Recommendations

Metrics and Targets●Risks/Opportunities and Countermeasures identified in the 4°C Scenario

Risk

4°C Scenario

Risk
Market changes
caused by risingtemperature andabnormal weather

Opportunity

 eduction of production capacity (such as●Rinsufficient cooling capacity, etc.) and increase inproduct and material management costs, due towater shortages caused by droughts and heatwaves
 eduction of planted area due to increase in●Rfrequency and enhanced intensity of heavy rain /flooding, and to difficulties in securing irrigationwater
 hanges in crop distribution and reduction of●C
planted area due to temperature rises● F ormulation of BCP for major products at each plant● Implementation of higher foundations and floors according to
risk
All

● Increase in the number of registered countries
 nhancement of the agrochemical portfolio●E
Agri● Increase in sales of existing agrochemicals andincrease in opportunities to develop new
agrochemicals due to the increase in pests,
weeds, and pathogenic bacteria and higher
resistance● Increase in sales of disinfectants due to lessavailable water (freshwater) resources andhigher global demand for drinking water, etc.

● F ormulation of BCP for major products at each plant ptimization of existing cooling systems●O ater conservation and introduction of water recycling●Wequipment● Introduction of energy-saving air conditioning and coolingequipment evelopment of new agrochemicals●D nhancement of the agrochemical portfolio●E● Increase in the number of registered countriesChem xpansion of sales of disinfectants for drinking water●E●Long- and Mid-term Targets●Financial impact
Scenario

Category
Impact on Business● Increase in operating costs due to introduction ofcarbon pricing such as carbon taxes, andcompliance with regulations and decarbonization
investments● Increase in operating costs due to in-houserenewable energy procurement
Risk

1.5°C Scenario

 ecrease in sales of agricultural chemicals●Dbusiness due to introduction of regulations on
the use of agrochemicals

 ecrease in sales due to inability to provide●D
low-carbon products

 voidance of carbon pricing impact by reducing●A
GHG emissions

Calculation Method
Calculation of the increase in operating costs in 2030 due to theintroduction of carbon pricing from estimated emissions and carbon
price*A ssuming the cases in which emissions reductions do not progress ascompared to the base year (FY2018) results*C arbon price (2030): $140/t-CO2 (Ref: IEA WEO2022 NZE)

Calculation of the increase in operating costs for procuring
renewable energy in 2030, where all electricity used is switched torenewable energy, based on the sales plan for 2027

Financial Impact(☆2027)

5.9 billion yen/year*E stimated renewable energy power procurement unit prices taken fromnon-fossil certificate prices, etc.

Calculation of the sales decrease in 2030 due to regulations ofAgrochemicals such as Farm to Fork and Green Food System
Strategy
Calculation of the sales decrease in 2030 where decarbonization in
the company’s chemical manufacturing process does not progress,
and sales volume of existing products with high product life cycle
emissions (product carbon footprint) decreases

5.1 billion yen/year

4.2 billion yen/year* FY2021 actual figures used for sales of existing products* F orecasted decrease in sales volume of existing products is estimated byreferring to IEA Net Zero by 2050, etc.

Calculation of the avoided increase in operating costs in 2030 due tothe introduction of carbon pricing when the FY2027 GHG emissions
reduction target (reducing by at least 30% from FY2018 level) is
achieved● Increase in demand and sales of parts andmaterials for low-carbon products

4°C Scenario● Increase in risk of impacts on plant operations,equipment, inventory, and supply chains due toflooding caused by heavy rains, floods, and sea
level rises, etc.

For low-carbon products that demand is expected to increase,calculation of sales increase from FY2021 based on formulated sales
plan for FY2027

1.8 billion yen/year☆1.2 billion yen/year

Nissan Chemical Corporation

71

Integrated Report 2023

2030: 7.6 billion yen
2050: 12.8 billion yen

Metrics
GHG emissions (Scope1+2)

Scope

FY2027 Target

2050 Target

Absolute
emissions

Nonconsolidated

Reducing by at least 30% from
FY2018 level

Carbon Neutrality●Climate change-related data
Scope

Unit

2018

2019

2020

2021

2022

FY2027 Target

Scope1

Nonconsolidated

t-CO2 e245,469

221,264

216,276

231,713

223,388―

Scope2

Nonconsolidated

t-CO2 e117,926

105,390102,182

113,623

104,275―

Scope1+2

Nonconsolidated

t-CO2 e363,395

326,654

318,458

345,336

327,663

254,377

GHG emission rate perunit to sales*1(Scope1+2)

Nonconsolidated

t-CO2 e/million yen

2.33

2.04

1.96

2.03

1.79

―

Scope3*2

Nonconsolidated

t-CO2 e703,562

767,799

763,007803,461

885,046―

Energy consumption
rate*3

Nonconsolidated

*4

82.8

79.4

76.2

81.5

63.3

―

Scope1

Consolidated*5

t-CO2 e253,785

228,791

220,243

238,958

230,424―

Scope2

Consolidated*5

t-CO2 e128,647

116,724

116,516

124,663

115,893―

Scope1+2*6

Consolidated*5

t-CO2 e382,432

345,514336,759

363,621346,316

―

％

95.0

94.5

94.6

95.0

94.6

―

Non-consolidated /consolidated(Scope1+2)

Calculation of decreased sales and damage to equipment andinventory during the period when production sites, which have aparticularly large impact, have ceased operations as the financial
impact in the event that a site is flooded, based on 2030 and 2050
assumptions* Aqueduct floods used to analyze flood depth amage rate due to flooding is set with reference to Manual for Economic*D
Evaluation of Flood Control Investment (Draft), etc. published by the Ministry ofLand, Infrastructure, Transport and Tourism.
 he amount of financial impact is calculated as the maximum risk where floods*Toccur at a site with a large impact and no countermeasures taken, based on
FY2021 site sales, equipment and inventory levels, etc.

Reduction of GHG
emissions0.46 billion yen/year* Carbon price (2030): $140/t-CO2 (Ref: IEA WEO2022 NZE)

Opportunity

Risk

and feedstock to natural gas at the Toyama Plant, reducing theamount of dinitrogen monoxide (N2O) emissions generated fromthe reactor through optimizing production capacity of nitric acidin FY2017, as well as energy saving by replacing aging facilities
and improving the equipment capacities. In FY2021, GHG emissions increased from FY2020 due to increased production of ammonia-based products. Although, in FY2022, despite increased
GHG emissions due to nitric acid plant trouble, etc., GHG emissions decreased from FY2021 as a result of melamine production
shutdown, and boiler fuel conversion at the Onoda Plant.
The Companyʼs GHG emissions and energy consumption
have been subject to third-party verification since FY2018. Goingforward, we will continue to consider reducing GHG emissions
and strive to reduce our environmental impact as well as disclose highly reliable information.

We have identified mitigation of climate change as one of ourmateriality factors, and believes that reducing emissions at theCompany, which accounts for approximately 95% of Group-wide
GHG (Scope 1 and 2) emissions, is crucial for mitigating its climate change-related risks. For this reason, we set long-termtarget of “achieving carbon neutrality by 2050” and mid-termtarget of “reducing GHG emissions by at least 30% from FY2018
level by FY2027”, as target of reducing Nissan Chemical Corporationʼs GHG emissions (Scope1 + 2). These targets have positioned as non-financial targets in our long-term business plan
Atelier2050, and mid-term business plan Vista2027, and the progress is managed. In addition, the degree of progress for these
reduction targets is also reflected in the ESG-linked portion of
executive officersʼ performance-related remuneration.
We are steadily reducing GHG emissions by converting fuel*1 Amount of emissions (t-CO2e)/non-consolidated sales (million yen)
*2 Data of each category: https://www.nissanchem.co.jp/eng/csr_info/index/esg_data.html*3 Energy consumption/non-consolidated sales*4 FY2013 as a base of 100*5 Nissan Chemical Corporation and consolidated subsidiaries with manufacturing facilities. (Nihon Hiryo Co., Ltd., Nissan Chemical America Corporation, NCK Co., Ltd.)*6 Due to rounding, some figures for total of Scope 1+2 in the upper rows do not match.

Mitigation of Climate Change
Web https://www.nissanchem.co.jp/eng/csr_info/responsible_care/environment/reduction.html

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Sustainability

Rising temperaturesand increase inabnormal weather● Increase in risk of impacts on plant operations,equipment, inventory, and supply chains due toflooding caused by heavy rains, floods, and sea
level rises, etc.