MORINAGA effectively utilizes environmental accounting as both an indicator for determining levels of achievement of environment-related policies, targets, and objectives, and as a tool for enhancing environmental performance.
Target period: April 1, 2019 - March 31, 2020
Environmental preservation costs (Unit: 1,000 yen)
|Classification||Content of main initiatives||Investment||Costs|
|Costs for controlling environmental load generated in operational areas due to production/service activities (In-operational area costs)||39,945||260,284|
|Breakdown||Pollution prevention costs||Replacement of wastewater treatment equipment/devices
|Global environment protection costs||Energy-saving measures||39,945||11,212|
|Resource recycling costs||Installation of waste plastic compacters
Waste recycling costs
|Costs for controlling environmental load generated upstream or downstream due to production/service activities (Upstream/downstream costs)||Container/packaging recycling contracting costs Container/packaging-related organizational contributions||0||168,956|
|Environmental preservation costs related to management activities
(Management activity costs)
|Steam/electricity meter installation
ISO14001 operational costs
|Environmental preservation costs related to social activities
(Social activity costs)
|Cleaning up factory grounds and neighboring areas, CSR report publication costs||0||39,243|
|Costs related to environmental damage
(Environmental damage costs)
|Pollution load levy||0||269|
|Environmental preservation effects (reduction amount compared to the previous fiscal year)|
|Environmental load item||Total volume [t]||Energy consumption rate per production unit* [t/t]|
|CO2 emissions volume||▲794||▲0.005|
|Water consumption volume||▲45,944||▲0.561|
|Waste generation volume||▲117||▲0.001|
|Economic effects of environmental preservation measures (Unit: 1,000 yen)|
|Content of effects||Total amount||Energy consumption rate per production unit|
|Profit on sale of valuable items through waste recycling||2,592|
|Reduction in energy costs compared to the previous fiscal year||149,778||3,383|
|Reduction in waste processing costs compared to the previous fiscal year||▲15,171||▲0.236|
Supplement: The [▲] symbol shows an increase over the previous fiscal year. The main reasons for increases/decreases are as follows.
In future, we will continue to fully consider factors that could potentially causes increases in pollution and promote initiatives for reducing pollutants.
The Company considers its key tasks as a food manufacturer to be delivery of safe, reliable products to customers and procurement of sustainable raw materials that are not harmful to the global environment or society.
“I wish to provide delicious, highly nutritious Western confectionaries to the people of Japan.” Morinaga & Co., Ltd. was launched with this strong desire as expressed by Taichiro Morinaga, the company’s founder.
The Morinaga Group is aware of various social issues that it faces at every stage of its value chain (planning and development, procurement, production, distribution and sales, and consumption/disposal) and is promoting measures to resolve them.
Society as a whole is becoming increasingly health-conscious and there is a growing need to take proper nutrients in an easy and functional way. The Morinaga Group has been working on the development of wellness products that can help people lead a healthy and happy life.