Japanese companies leading in building nature-positive businesses – but gaps remain |
Nature is rapidly becoming a strategic priority for Japan. The national Biodiversity Strategy and Action Plan 2023–2030 sets an explicit mission to be nature positive by 2030, providing clear leadership and a strong signal that biodiversity protection is now integral to economic planning and long‑term resilience. Globally, Japanese companies are deeply intertwined with the world’s progress toward a nature-positive economy. According to ISS Insight, 88% of the biodiversity impact of Japanese companies is found in the Asia Pacific region, with 37% associated with Japan alone.
So where do Japanese companies currently stand?
New analysis from the World Benchmark Alliance (WBA) has found that companies in Asia Pacific – particularly in Japan – are beginning to move faster than many global peers in identifying nature-related risks. The benchmark assesses 750 companies across sectors with significant impacts and dependencies on nature, from agriculture and mining to apparel, forestry and pharmaceuticals, examining how they identify nature-related risks and opportunities, govern these issues and act on them.
Comparing the 2026 results to the previous benchmark, the strongest improvements are seen in Asia Pacific, with Taiwan, Thailand, China, Indonesia and Japan making the biggest gains. In fact, several of the benchmark’s strongest performers are Japanese companies: ten appear in the top 10% globally, more than any other country.
This may partly reflect the context in which many Japanese companies operate. Many have been established for decades, sometimes centuries, reinforcing a culture of thinking beyond short-term cycles. Businesses in Japan are also accustomed to managing disruption from natural hazards such as typhoons, flooding, tsunamis and earthquakes. This exposure makes nature-related risks harder to ignore.
But responding to natural disasters is only one piece of the puzzle. To properly understand nature-related risks, companies need to examine how their operations depend on ecosystems and how their activities affect them. Oji Holdings is among just two per cent of companies in the benchmark that have published a nature transition plan aligned with global biodiversity goals. Its plan outlines actions on forest management, ecosystem restoration and supply-chain impacts, supported by governance structures and long-term targets. Oji includes commitments such as restoring natural forests, expanding forest certification and strengthening supplier due diligence to reduce drivers of nature loss across its value chain – linking nature goals to concrete operational decisions.
Some Japanese companies are clear global leaders, and many more have a solid understanding of their impact and dependency on nature. But on the flip side, there is a significant gap between the best and poor performing companies in the country. Among the 62 assessed Japanese companies, 11 of them score below 10/100, revealing a sharp divide between leaders and those still in the early stages of building a nature-positive business.
To close this gap, companies need to strengthen the foundations of their approach, particularly by identifying and quantifying nature-related impacts, dependencies and risks across operations and supply chains. This aligns with the expectations set out by the UN's Global Biodiversity Framework, and companies can accelerate progress by using resources from recognised frameworks such as the Science Based Targets Network (SBTN) and the Taskforce on Nature-related Financial Disclosures (TNFD).
Suntory is a good example of a company moving in this direction. Since 2023, the company has assessed how its operations depend on ecosystem services, using tools recommended by the SBTN to analyse both the pressures its activities place on nature and disclosing its impact and nature transition plans to TNFD. The company is building these frameworks into its wider corporate plans like the Suntory Natural Water Sanctuaries, which is replenishing twice the volume of groundwater extracted by their owned plants in Japan. By mapping their actions to these frameworks, Suntory is developing a clearer picture of where nature resources can be translated to opportunities.
Japan has more TNFD Adopters than any other country, a signal that many businesses are beginning to follow this trajectory and are prepared to scale action. What ultimately separates leaders from their peers is the ability to implement nature transition plans through clear strategies, committed resources and accountability. This means embedding nature considerations into corporate planning cycles, assigning board-level oversight, allocating financial and human resources to achieve nature-related targets, and reporting their progress transparently.
Japanese companies have the insight and experience to lead globally: they understand nature-related risks, operate around them and have the necessary tools. Those that double down now will not only build resilience but remain competitive globally for the decades ahead.
Jenni Black is head of company and industry engagement at the World Benchmarking Alliance.