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| Overall Assessment |
Comment |
Score |
| Limited |
Fujikura offers only limited insight into its climate-related lobbying. It indicates that it engages through industry bodies and coalitions—participating in the Japan Electric Wire Industry Association and co-signing a joint letter to the Japanese government via the RE100 platform—but it does not name the specific ministries, parliamentary committees, or individual officials it tries to influence, nor does it describe whether it uses meetings, written submissions, or other concrete methods beyond the single letter. The company refers generally to contributing to the "Low Carbon Society Action Plan" and to Japan’s carbon-neutrality agenda, but it does not identify any concrete bills, regulations, or rulemakings it has lobbied. Likewise, its stated objectives are broad aspirations for stronger renewable-energy policy and faster national carbon-neutral targets without specifying the exact legislative or regulatory changes it seeks. Overall, the disclosures acknowledge some indirect engagement but omit the detail needed to understand which policies it targets, how it lobbies, and the precise outcomes it is pursuing.
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| Overall Assessment |
Comment |
Score |
| Moderate |
Fujikura discloses a structured process to check that its policy-related external engagements are compatible with its climate objectives, indicating more than minimal governance but stopping short of a full, publicly reported lobbying-alignment system. The company explains that, before collaborating with outside bodies, “外部組織と協働活動を開始するにあたり、担当部署が共同活動内容の精査を行い、自社における気候への取組や計画に矛盾しないことを確認します”, showing an explicit internal review of potential advocacy against its climate plan. The review then escalates to a cross-functional GX project “CTOが管轄し、サステナビリティ部門、生産技術部門、EHS部門、経営企画部門が参加しているＧＸプロジェクトにて、更なる内容の確認を行います”, and is ultimately debated in the Sustainability Strategy Meeting, which “政策やエンゲージメントの内容がフジクラグループの方針と一致するように働きかけ…モニタリングを定期的に行っています.” This identifies both a named senior owner (the CTO) and a formal governing body (the Sustainability Strategy Meeting) that monitor alignment. Additional oversight is provided by the Fujikura Group Global Environment Committee, where “Responses to identified risks…are approved and decided…[and] results and plans are reviewed twice a year,” reinforcing that engagement activities are revisited on a regular cycle. The company also notes its participation in the Japan Electric Wire manufacturers’ association, which is pursuing a “Voluntary Action Plan for Environmental Conservation,” suggesting attention to how its industry-association activity supports climate targets. However, Fujikura does not publish a dedicated lobbying-alignment report, offers no detail on how direct lobbying positions are tracked, and provides no examples of challenging or exiting misaligned trade associations; these gaps mean the extent of governance across both direct and indirect lobbying channels remains only partially disclosed.
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