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| Overall Assessment |
Comment |
Score |
| Comprehensive |
Koa Corp provides a very detailed account of its climate-policy lobbying. It identifies the exact local instruments it has worked on, naming four separate initiatives—“箕輪町第4次環境基本計画,” “箕輪町地球温暖化対策実行計画（区域内施策編）, ” “2050ゼロカーボンみのわ ゼロカーボンシティ宣言書,” and “箕輪町地球温暖化対策 アクションプラン2022.” The company also explains how it seeks to influence these measures, describing three concrete channels: serving as a committee member of the “箕輪町地球温暖化対策特別委員会,” taking part in the “箕輪町ゼロカーボンキックオフイベント,” and holding direct discussions with the “箕輪町長.” Finally, it is explicit about the outcomes it is pursuing, backing a “60%” reduction in town-wide emissions by 2030 (including a “54%” cut for the industrial sector) and supporting related objectives such as expanding renewable energy, fostering local energy production-and-consumption models, and strengthening disaster resilience through forest management. Taken together, these disclosures demonstrate a high level of transparency across the policies addressed, the lobbying mechanisms employed, and the concrete climate outcomes sought.
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4
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| Overall Assessment |
Comment |
Score |
| Moderate |
Koa Corp discloses a specific internal mechanism for keeping its policy engagement in line with its climate objectives, noting that "脱炭素目標の社内事務局は、関係する自治体の動向を経営陣に報告しており" and that when an opportunity is identified "経営陣の判断により参画を行います." This shows a defined process in which the decarbonization-target secretariat monitors external policy developments, reports regularly to the executive team, and only proceeds with engagement after management approval, indicating both a monitoring procedure and named oversight body (the company’s management). The disclosure explicitly states the purpose is to ensure external engagement is “consistent with our commitment to『カーボンニュートラル社会の実現』,” demonstrating a link between climate commitments and lobbying-style interactions with municipalities. However, the company does not disclose how it governs indirect lobbying through trade or industry associations, provides no detail on the frequency or criteria of these reviews, and gives no evidence of publishing alignment assessments or taking corrective action where misalignment is found. Therefore, while the presence of a review-and-approval mechanism overseen by senior management indicates moderate governance, the absence of broader transparency and comprehensive alignment measures limits the overall strength of the framework.
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2
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