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View Sumitomo Corporation's Sustainability : Biodiversity
Sumitomo Corporation Group’s business activities largely depend on the wealth of Earth’s diverse living organisms as well as from the biodiversity that is generated by their many networks. Therefore, our Environmental Policy recognizes placing great importance on preserving the environment, including the natural ecosystem and biodiversity as an important issue for us. We make efforts to understand how our business activities that may have a significant impact on biodiversity depend on such biodiversity, as well as what kind of impact such activities have on biodiversity, in order to minimize their impact on ecosystems and contribute to ecosystem restoration.
In the process of reviewing new projects and monitoring existing projects, we also assess social and environmental risks including impact on ecosystems, and check the status of management and improvement.
In June 2022, Sumitomo Corporation endorsed the philosophy of the Taskforce on Nature-related Financial Disclosures (TNFD)* and joined the TNFD Forum supporting TNFD activities. In January 2024, we also registered as a TNFD Early Adopter, of the recommended disclosures announced in September 2023, with the aim of reporting in line with the TNFD recommendations within FY2025.
We updated our material issues in May 2024 and added “Preserve and regenerate natural capital” with “Accelerate initiatives toward a nature-positive world by 2030” as its medium-term goal to again demonstrate our medium- to long-term commitment to natural capital.
We also conducted a gap analysis based on the TNFD recommendations as a way of organizing our existing efforts concerning natural capital, accelerating our future efforts, and linking them to enhanced disclosures. Because we conduct business in a wide range of sectors and regions, the businesses and themes potentially subject to analysis of nature-related risks and opportunities are wide-ranging. Therefore, we identified the sectors with significant dependencies and impacts on natural capital and took a risk-based approach to exploring those sectors in depth to enable us to use the analysis in business operation and disclose useful information to stakeholders.
Here, we present the analysis as a trial disclosure ahead of our FY2025 report. The objective of this trial disclosure is to provide an interim report of the details, issues, and future outlook of our initiatives that can be used as a tool for dialogue with stakeholders and to further enhance our initiatives and disclosures. The trial disclosure is presented in the following order.
Source: Recommendations of the Taskforce on Nature-related Financial Disclosures
| TNFD’s four pillars | Main nature-related initiatives |
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The Sumitomo Corporation Group conducts risk and opportunity assessments, decision-making, and business execution and oversight under a governance structure of sustainability management. Please refer to Governance of Sustainability Management for the functions of the Board of Directors and the roles of our executives. The key management matters related to sustainability, and sustainability management measures, detailed on this page include natural capital-related topics.
We have established the Corporate Sustainability Committee that provides advice on sustainability measures and other matters to the Management Council, and the Sustainability Advisory Board comprised of outside experts that gives advice on sustainability, including natural capital, to the Corporate Sustainability Committee. Through this structure, advice is reflected in the decision-making of management on issues that are complex and require expertise. In FY2023, advice was obtained from the Sustainability Advisory Board on adding natural capital to our material issues and on enhancing related efforts.
We define various policies through discussion by the Board of Directors and Management Council, and operate businesses in line with those policies. They include natural capital initiatives such as helping to build a circular economy based on our Environmental Policy, carbon neutrality by 2050 initiatives for our own businesses and society based on our Policies on Climate Change Issues, and risk reduction initiatives such as engagement with diverse stakeholders (indigenous peoples, local communities, etc.) based on the Sumitomo Corporation Group’s Human Rights Policy and international standards*.
Please refer to the following pages for details of each initiative.
Environmental Policy and related initiatives
Policies on Climate Change Issues and related initiatives
Sumitomo Corporation Group’s Human Rights Policy and related initiatives
We updated our material issues in May 2024 and added “Preserve and regenerate natural capital” to achieve sustainable growth through resolution of social issues, with consideration also given to the further aggravation of social issues such as climate change and the loss of biodiversity over recent years, the Group’s strengths, and expectations from stakeholders. To address the issue of “Preserve and regenerate natural capital,” we established the medium-term goal of “Accelerate initiatives toward a nature-positive world by 2030” and demonstrated our medium- to long-term commitment to natural capital. To achieve a nature-positive world by 2030, we recognize the importance of reflecting reduction of nature-related risks and seizure of nature-related opportunities in our strategies, while also taking advantage of existing initiatives.
In terms of risk reduction, our Environmental Policy gives full consideration to preserving the environment, including the natural ecosystem, and maintaining and preserving biodiversity. Following the Environmental Policy, we conduct environmental impact assessments, based on international standards and the laws and regulations of each country, of businesses that are traditionally considered as areas of high nature-related risk, including mining businesses, large-scale development businesses (power generation businesses, etc.) and forestry businesses. We also formulate individual policies if needed and manage suppliers through which implemented measures to mitigate individual impacts on natural capital of those businesses. For example, we have formulated our Forest Management Policy to define sustainable forest management practices in our forestry businesses, and our Sourcing Policy for Forest Products to set out our environmental and social commitments to forest products sourced by all our businesses, and we manage those businesses in line with the policies. (Please refer to our page on Sustainable use of natural Resources and Circular economy for details.)
As new measures to achieve a nature-positive world by 2030, we have also started to identify sectors that require a priority response due to their significant dependencies and impacts on natural capital, to identify our Group businesses conducted in those sectors, and to both understand and promote related initiatives. As the first step in this process, in FY2024, we analyzed the dependencies and impacts of our overall asset portfolio on natural capital and identified 20 high-dependency, high-impact sectors. (Please refer to the “Risk & impact management” section below for details.) The sectors include mining and forestry sectors which we have already implemented individual measures to mitigate impacts on natural capital. With that we were able to confirm the validity of our individual efforts to date.
As part of our efforts to seize opportunities, we are trying to develop businesses that goes beyond our traditional regions and business areas. In particular, we perceive the development of products, services, and schemes that encourage the shift toward a circular economy to offer significant business opportunities, with examples of specific initiatives including launching proof-of-concept trials to establish solar panel reuse and recycle businesses. In FY2023, we saw opportunities in the increasing momentum toward a nature-positive world, and we formed a company-wide working group of diverse members from business units and corporate group to work on creating nature-related businesses. With increasing demands and expectations on companies to implement nature-related initiatives, we also recognize that implementing the above risk-reduction measures may lead to business expansion through positive responses from suppliers and consumers. As we work to achieve internal penetration of the new material issues we established, we will also link those efforts to value creation by not only preserving natural capital, but also by pursuing regeneration and effective use.
We recognize that society as a whole is in the process of developing initiatives toward a nature-positive world, including the expected formulation and updating of international rules and indicators going forward. Therefore, we will work to accurately understand changes in the external environment, and update the above strategies or respond as necessary, while actively engaging in dialogue with investors and other stakeholders.
The business activities that we conduct as a Group have connections with various social issues. To always reflect those social issues in our management decisions and business execution, we establish company-wide frameworks and policies to appropriately assess, manage, and address the social and environmental impacts of those businesses, and we work to ensure awareness and implementation within the Group. Please refer to Risk Management for details of our approach to social and environmental risks and our related management structure.
In the review process for new investments, the SBU in charge of executing the investment prepares a social and environmental risk assessment sheet, and considers and confirms important measures for value creation and against value loss from relevant businesses. The assessment sheet contains eight main social and environmental sections focusing on things like impacts on human rights and local communities, environmental pollution and destruction of nature, and climate change risks. The impacts of the business activities of new businesses (companies in which we invest), together with those of their business partners, subcontractors, and direct suppliers, are then assessed and, if problems or issues are identified, we implement any necessary remedy while referring to international standards and criteria. Depending on the size and importance of the new business, the assessment results are used in discussions of the Company Investment Committee, which is an advisory body of the Management Council, and the Management Council, Board of Directors, and other bodies make decisions in light of those discussions.
Because of the diversity of existing businesses across our Group, each has different relationships with nature, including dependencies and impacts on natural capital, depending on the business sector or region in which they operate. We have implemented individual initiatives according to these business characteristics in the past, but due to the medium-term goal of “Accelerate initiatives toward a nature-positive world by 2030” that we established, we now believe it is also necessary to organize and consider measures for risks and impacts from a company-wide perspective. This is why we have launched new initiatives following a risk-based approach that takes a company-wide view of all Group businesses and supply chains, identifies businesses where the dependency and impact on natural capital is high, and prioritizes management and response.
In FY2024, in accordance with advice received from experts, we analyzed general dependency and impact factors related to natural capital using the ENCORE* analysis tool used internationally, while referring to TNFD recommendations and other methods, and we identified 20 high-dependency, high-impact sectors from among the diverse sectors in which we operate Group businesses. Specifically, we assessed dependencies and impacts of each sector against the 33 dependency and impact categories related to natural capital that are specified in ENCORE, such as water use and soil quality, and we calculated dependencies and impacts on a four-level scale—very high (VH), high (H), medium (M), low (L)—based on the results. We then selected our high-dependency, high-impact sectors as those recording the highest VH level for either dependencies or impacts and those recording the second-highest H level for both dependencies and impacts.
We found that the natural capital-related dependencies were rated highly (level H or higher) in the majority of these 20 sectors, with Forest Products, Aquaculture, Livestock, and Agriculture sectors in particular rated at the VH level. As one example, large amounts of water are required for growing crops in the Agriculture sector, including when irrigating, so it has a high dependency on underground water, giving it a dependency at the highest VH level. In addition, the flood regulation function and soil erosion prevention function of vegetation are important for protecting and maintaining agricultural land, making the Agriculture sector highly dependent on vegetation.
* White cells denote no available ENCORE data.
On the other hand, we found that natural capital-related impacts were rated highly (level H or higher) in all of these 20 sectors, with Homebuilding Construction, Hydropower Production, and Mining sectors in particular rated at the VH level. As one example, the Mining sector has an impact at the highest VH level due to the potential for high impact on the terrestrial ecosystem by large-scale land changes during mine development, and the potential for depletion of water resources through large-scale use of water when processing ores, so impacts on the terrestrial ecosystem and water use are both high.
* White cells denote no available ENCORE data.
According the results of these assessments, we will analyze Group businesses operated in our high-dependency, high-impact sectors and assess related risks and opportunities. We also recognize the need for future assessment of whether any of our high-dependency, high-impact sectors apply to the supply chains of our businesses, so we are currently considering how we will do that as well. While utilizing information on high-dependency, high-impact sectors identified through these assessments, we will identify priority supply chains to focus on by incorporating the unique perspectives of supply chains, such as businesses related to the High Impact Commodity List established by the Science Based Targets Network (SBTN)*, and we will consider a risk-based approach to these supply chains like we do with our Group businesses.
We have established the medium-term goal of “Accelerate initiatives toward a nature-positive world by 2030” and our SBUs sets related goals on a voluntary basis. Please refer to [Reference] Key Social Issues and Medium- and Long-term Goals for details on these goals. To further these efforts, we are considering how to clarify the definition of achieving nature-positive for the company. Utilizing the assessment result of the dependencies and impacts on natural capital as described in our risk and impact management, we will consider the necessity and effectiveness of company-wide indicators and goals which will lead to clarifying the definition of nature-positive for the company.
In line with the risk-based approach, we will also consider disclosure of core global metrics and core sector metrics, as recommended by the TNFD, for priority businesses and priority supply chains identified in the future. For priority businesses, we plan to conduct individual LEAP analysis of each business and then set indicators and goals based on the actual situation of the business and the natural capital characteristics around the areas.
For the Forest Products sector, which is one of our high-dependency, high-impact sectors, we conducted a trial analysis of our forestry business in New Zealand according to the LEAP approach to identify dependencies, impacts, risks, and opportunities related to natural capital, and we established indicators and goals for future initiatives. (Please refer to LEAP Analysis of New Zealand Forestry Business for details.
Since participating in the TNFD Forum in 2022, we have been increasing our understanding of the relationship between our business activities and natural capital, and the initiatives needed, by conducting individual LEAP analysis of some of our businesses and organizing information for this trial disclosure. On the other hand, we need to continue discussions on natural capital initiatives that contribute to value creation, and on the appropriate form of information disclosure.
Taking our initiatives to date into account, we currently recognize the following as our main issues.
Lastly, the following table describes the future outlook of previously detailed issues for each of TNFD’s four disclosure pillars. We will use this trial disclosure to engage in active dialogue with stakeholders, drive initiatives to preserve and regenerate natural capital, and enhance actual reporting in line with the TNFD recommendations in FY2025.
| TNFD’s four pillars | Future Outlook | Corresponding TNFD recommendations |
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| Metrics & targets |
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Our response to the six general requirements in the TNFD guidance for this trial disclosure is detailed below.
In anticipation of the final recommendations from the Taskforce on Nature-related Financial Disclosures (TNFD), we conducted a trial LEAP analysis of our forestry business in New Zealand (NZ) in FY2023, based on the TNFD’s Beta v0.4 framework. The purpose was to understand the TNFD framework and contribute to updating the standard. We also provided the insights gained from this analysis to the TNFD.
In FY2024, we identified 20 high-dependency, high-impact sectors through analysis of general dependency and impact factors related to natural capital. The forestry sector was among those sectors, confirming the validity of selecting the NZ forestry business for the trial analysis in 2023. Moving forward, as we identify priority businesses and conduct individual analyses, we will utilize insights from the NZ forestry business trial analysis.
Although this trial analysis was based on the TNFD’s Beta v0.4 as of September 2023, we have confirmed that the final recommendations published later did not change the recommended content of the LEAP analysis.
We conducted our trial analysis in line with procedures of the LEAP analysis, which is a technique recommended by the TNFD. This time, we conducted an in-depth analysis of our forestry business in New Zealand, with separate analysis of the characteristics of each of the four sites where we do business in the country.
Using the ENCORE analysis tool recommended by the TNFD, we conducted a primary screening of each of our business divisions and confirmed that businesses related to metal resources refining, oil drilling, agricultural products, real estate, and forestry have the highest risk scores. In addition, the TNFD beta framework has categorized Renewable Resources and Alternative Energy, including forest management and biofuel-related businesses, as a priority sector that is more likely to be financially impacted. Based on these findings, we determined that the upstream supply chain, which includes material procurement, is an area of high nature-related dependencies, impacts, and risks. Therefore, we decided to conduct this trial analysis on Summit Forests New Zealand (SFNZ), our forestry company in New Zealand.
| Company Name | Summit Forests New Zealand Ltd.  |
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| Year of founding | 2013 |
| Business Description | Management of owned forests and sale of timber harvested by the company or others to domestic lumber mills or export thereof |
| Capital | 137million NZD(approx. ￥10.2billion) / Ownership: 100% |
| Offices | Auckland, Kaitaia, Gisborne, Coromandel |
| Harvestable area | 50,000hectares (Main species under cultivation: Radiata pine) |
As part of our analysis of the forestry business, we started by using the TNFD-recommended ENCORE analysis tool, academic papers, and other methods to confirm dependencies and impacts associated with a typical forestry business, and we found that this business is dependent on climate and soil.
We also learned that the forestry business in New Zealand is particularly dependent on a “stable climate” and “soil suitability.” On the other hand, when looking at the impact that this business has on nature, we found that excessive harvesting and excessive use of chemicals in this business carries risks for ecological destruction of the surrounding environment, and therefore we organized these risks into “cultivation and harvesting” and “fertilizers and pesticides.”
We identified 9 associated risks as a result of applying the impact drivers, state of nature, and ecosystem services, indicated by the TNFD beta framework, to SFNZ’s forest operation. We also referenced the forestry business risks illustrated by the World Business Council for Sustainable Development (WBCSD).
Using IBAT and other tools recommended by the TNFD, we conducted a risk analysis of the nine business risks that we identified in each of the four areas where SFNZ operates in New Zealand, and then applied a qualitative matrix evaluation to each of them along two axes—degree of impact on business (financial and legal perspectives), and likelihood of impact occurring (relevance of business and risks). As a result, we identified four material business risks for SFNZ’s business. They are “Risks related to harvesting and development,” “Risks related to natural disasters,” “Risks related to impacts on threatened species,” and “Risks related to infringement of the rights of indigenous peoples.”
Using the same approach as when identifying business risks, we applied the sub-categories, detailed in the TNFD beta framework, to the forestry business and identified six business opportunities.
We applied a qualitative matrix evaluation to each of the business opportunities that we identified along two axes—degree of impact on business (financial and legal perspectives), and likelihood of impact occurring (relevance of business and risks). As a result, we identified three material business opportunities for SFNZ’s business. They are “Shift in timber-related markets (CO2 absorption credits)”, “Improvement of timber productivity” and “Shift in awareness towards timber.”
Based on the material risks and opportunities that we identified, we examined metrics and targets for SFNZ’s business operation. As a result, we set targets for future business operations and illustrated examples of typical business opportunities.
For SFNZ’s business risks that we considered to be particularly high risk for the company, with a high likelihood of occurring and a high degree of impact on business, we established specific business targets based on the Kunming-Montreal Global Biodiversity Framework (GBF) and in light of initiatives in SFNZ’s Forest Management Plan. The company is already implementing many initiatives that contribute to achieving these targets and will continue the efforts.
| Risks | Reference GBF Indicators | Targets | Initiatives already underway and contributing to achieving the targets | |
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| Business-related Material Risks | Infringement of the rights of indigenous peoples | Target 22 |
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| Impacts on threatened species | Target 4 |
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| Harvesting and development | Target 1 |
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| Natural disasters | Target 11 |
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For SFNZ’s business opportunities that we consider to be particularly material for the company, with a high likelihood of occurring and a high degree of impact on business, we recognized the following potential business opportunities.
Shift in timber-related markets (CO2 absorption credits)
Official participation in the New Zealand Emissions Trading Scheme (NZ ETS)
It is said that obtaining and selling credits for the CO2 absorption value of existing forest resources not only creates a new source of revenue, but also contributes to climate change measures and biodiversity conservation.
We are forecasting an expansion of this new source of revenue by leveraging the absorption capacity of the 66,000 hectares of forest area owned by SFNZ to participate in the NZ ETS.
Shift in awareness towards timber
Maintaining and promoting FSC certification
In New Zealand, the government has established strict controls on forest management, and a government-led legal guarantee system is also being developed. Furthermore, the entire country is currently acquiring and promoting FSC certification.
Large portions of forest area owned by SFNZ already have FSC certification, hence it is possible that a shift in social and consumer awareness will increase demand for certified timber and contribute to growth of revenues.
Improvement of timber productivity
Digitalization and smartification in forest operations
Using IoT in the forestry business can help to appropriately understand the state of a forest’s health, which leads to stable production of high quality timber.
We are using a geographical information system (GIS) to understand the topography of the 66,000 hectares of forest area owned and managed by SFNZ, but adoption of technologies such as laser measurement of our forest resources may lead to growth of revenues.
In light of the processes and results of our trial analysis, we provided the following feedback to the TNFD to improve the usefulness of information provided to investors through TNFD framework-based disclosures.
The Ambatovy Project in the Republic of Madagascar, which is one of the largest mine development projects in the world, began development in 2007 to expand the supply of nickel, cobalt and other metals. Establishing the environmental target of “no net loss, net gain,” it is conducting a unique biodiversity program.
In the Ambatovy Project, many new facilities, such as mining sites, refinery plants and pipelines, need to be constructed and operated, which poses substantial impacts on the surrounding environment. Particularly in Madagascar, there remains a globally precious natural environment where as many as 1,000 species of endangered animals are living. Giving careful consideration to these natural habitats in developing and operating the project, the biodiversity program accounts for the impact on every site. In developing and implementing plans for the project, special emphasis is placed on environmental management in compliance with not only Madagascar national laws but also various guidelines, such as the World Bank safeguard policy, the International Financial Corporation's (IFC) Performance Standards, the World Health Organization (WHO) standards, and the Equator Principles. In line with the ISO 14001 standard, we are also managing according to the Ambatovy Environmental Management System (EMS).
Under the Ambatovy EMS, we identified a number of priority areas, including flora and fauna habitats and marine ecosystems, and when developing, operating, and closing mines, we formulate management plans for business-related sites, such as plants and port facilities, and work according to those plans. For example, in developing the mining area, we created a buffer zone around the mining site of about 1,600 ha to ensure protection of wild animals. When trees are cut down to develop the mine site, felled trees are left on site for a while so that animals inhabiting these trees can move into the buffer zone. We also conduct ecosystem surveys jointly with international environmental NGOs. If endangered or other species that need to be protected are identified in such a survey, we adopt various programs designed to reduce impacts on ecosystems, for example, relocation of such species to a sanctuary and use of a fish farming system.
Furthermore, as part of this biodiversity program, we are collaborating with governments, local communities, and conservation and development NGOs to apply the IFC and BBOP standards while also promoting a large-scale biodiversity offset program. This is an approach to mitigate impacts of the development on ecosystems by restoring or creating another ecosystem. Specific measures include the conservation of a forest area of about 4,900 ha in the Ankerana area, which has an ecosystem similar to that of the development site of the project. In an attempt to offset the net loss of biodiversity, we have implemented measures to protect four conservation areas of almost 14,000 ha in total, equivalent to about nine times the affected areas, such as protection of areas near the mine site, tree replanting after the installation of pipelines, and tree replanting on the mine site after the closure of the mine. For this biodiversity program and its offsets, we are taking a comprehensive approach that controls not only the impact of businesses, but impacts received prior to them as well.
Business and Biodiversity Offsets Program (BBOP) is an initiative to prepare international standards regarding biodiversity offsets, participated in by companies, governments, NGOs and other specialists. The BBOP initiative ended successfully and is now recognized as an international standard for biodiversity offsets that is also referred to by the Convention on Biological Diversity. The Ambatovy Project in Madagascar continues to comply with this standard while maintaining a balance between conserving biodiversity and the lives of local residents.
| 1 | Adherence to the mitigation hierarchy: A biodiversity offset is a commitment to compensate for significant residual adverse impacts on biodiversity identified after appropriate avoidance, minimization and on-site rehabilitation measures have been taken according to the mitigation hierarchy. |
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| 2 | Limits to what can be offset: There are situations where residual impacts cannot be fully compensated for by a biodiversity offset because of the irreplaceability or vulnerability of the biodiversity affected. |
| 3 | Landscape Context: A biodiversity offset should be designed and implemented in a landscape context to achieve the expected measurable conservation outcomes taking into account available information on the full range of biological, social and cultural values of biodiversity and supporting an ecosystem approach. |
| 4 | No net loss: A biodiversity offset should be designed and implemented to achieve in situ, measurable conservation outcomes that can reasonably be expected to result in no net loss and preferably a net gain of biodiversity. |
| 5 | Additional conservation outcomes: A biodiversity offset should achieve conservation outcomes above and beyond results that would have occurred if the offset had not taken place. Offset design and implementation should avoid displacing activities harmful to biodiversity to other locations. |
| 6 | Stakeholder participation: In areas affected by the project and by the biodiversity offset, the effective participation of stakeholders should be ensured in decision-making about biodiversity offsets, including their evaluation, selection, design, implementation and monitoring. |
| 7 | Equity: A biodiversity offset should be designed and implemented in an equitable manner, which means the sharing among stakeholders of the rights and responsibilities, risks and rewards associated with a project and offset in a fair and balanced way, respecting legal and customary arrangements. Special consideration should be given to respecting both internationally and nationally recognised rights of indigenous peoples and local communities. |
| 8 | Long-term outcomes: The design and implementation of a biodiversity offset should be based on an adaptive management approach, incorporating monitoring and evaluation, with the objective of securing outcomes that last at least as long as the project’s impacts and preferably in perpetuity. |
| 9 | Transparency: The design and implementation of a biodiversity offset, and communication of its results to the public, should be undertaken in a transparent and timely manner. |
| 10 | Science and traditional knowledge: The design and implementation of a biodiversity offset should be a documented process informed by sound science, including an appropriate consideration of traditional knowledge. |
Dorper Wind Farm generates electricity using wind in a mountainous area of about 130 km2 in Eastern Cape, South Africa. In the Doper wind power generation project, measures to prevent bird strikes are implemented.
Windmills are installed in pastures and bird strikes are caused by birds that flock to feed on the carcasses of livestock and other animals. We therefore ensure to remove animal carcasses found in the power plant.
We also hire local residents to visually confirm if there is any endangered bird species circling around the windmills and, if detected, to send an emergency notice to stop the operation of the windmills. It is our aim to achieve a harmonious balance between wild animal conservation and wind power generation business.
Sumitomo Corporation Group has imported and supplied Bird Friendly®-certified coffee (BF®-certified coffee) since 2004 as part of our biodiversity-friendly activities, which ensures a stable income for farmers. Since FY2014, SC Foods Co., Ltd. started dealing in BF®-certified coffee. BF®-certified coffee is grown under the shade of natural forest trees to conserve the environment and provide migratory birds a place to rest. The BF certification was created by the Smithsonian Migratory Bird Center (SMBC). As of June 2024, 48 farms and agricultural cooperation in 11 countries*1 are certified and part of the proceeds are used for SMBC's research, surveys and conservation activities.
In 2019, this project was recognized by the Japan Committee of the International Union for Conservation of Nature and Natural Resources (IUCN) as a cooperative project authorized by the Japan Committee for the United Nations Decade on Biodiversity (UNDB-J)*2. This authorization means that the project is an important activity to conserve biodiversity as well as an activity that has achieved results toward meeting the Aichi Biodiversity Targets*3. We will continue our efforts to contribute to protecting migratory birds and ecosystems through this project.
