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| Overall Assessment |
Comment |
Score |
| Strong |
Ichigo Inc provides substantial insight into its climate-policy advocacy. The company names a concrete policy focus—the Japanese government’s Seventh Strategic Energy Plan—and explains that it presses for revisions to that plan, although no other policies are referenced. It is very clear about how it influences policymakers, describing membership-based lobbying through RE100 and the Japan Climate Leaders’ Partnership, as well as “direct advocacy through letters and public statements,” all aimed specifically at the Japanese government. Ichigo also articulates precise objectives: it seeks to “triple renewable energy capacity to 363 GW by 2035,” secure “improved electricity pricing policies,” expand access to corporate power-purchase agreements, and “prioritize grid upgrades.” This combination of detailed mechanisms, identified targets and clearly defined desired policy outcomes demonstrates a high level of transparency, even though the disclosure centres on a single policy framework.
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3
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| Overall Assessment |
Comment |
Score |
| Moderate |
Ichigo Inc discloses several elements of its lobbying governance process, particularly in relation to climate change strategy. The company states that its CEO, COO, and a dedicated 'Promotion Department' are responsible for ensuring that engagement activities align with its climate change strategy, noting that "the CEO, COO, and Promotion Department are set up to ensure alignment with the company's strategy." Furthermore, Ichigo Inc mentions that its "Group Main Company" monitors the alignment of its climate-related lobbying activities and reports annually to the CEO, indicating a structured review process. The company also highlights its commitment to conducting engagement activities in line with the goals of the Paris Agreement, stating explicitly, "Yes" to having a public commitment to align its activities with the Paris Agreement. However, while these disclosures indicate a moderate governance framework, there is no evidence of a detailed mechanism for monitoring indirect lobbying through trade associations or industry bodies, nor is there mention of a comprehensive lobbying audit or third-party review. Additionally, the process for reviewing and managing lobbying activities lacks clarity and depth, particularly regarding how alignment is enforced or monitored beyond annual reporting.
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2
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