Environmental, Social and Corporate Governance (ESG) Data

E:Environmental

Energy usage

Can be horizontally scrolled
Fiscal year ended
March 31		 Crude oil equivalent
(Kiloliters)		 Energy consumption rate
(Kiloliters/㎡)		 Compared to the previous year
(％)		 5-year average
Change in basic unit
2020 1,930 0.04182 98.3 ー
2021 1,729 0.03872 92.6 ー
2022 1,585 0.03612 93.3 ー
2023 1,534 0.02809 89.2 ー
2024 1,545 0.02829 100.7 93.9
  • *
    Parent company and three domestic affiliates

GHG emissions by the JACCS Group, based on GHG Protocol

Can be horizontally scrolled
Base year
(Unit：tCO2)		 CO2Emissions
(Unit：tCO2)		 Achievement rate
FY03/2019 FY03/2022 FY03/2023 FY03/2024 Compared to FY2019
Scope1 1,731 1,809 1,533 1,476 マイナス14.7%
Scope2 5,759※ 5,061※ 5,450 5,248 マイナス8.9%
Scope1+2 7,490※ 6,870※ 6,983 6,725 マイナス10.2%
Scope3 595,402※ 422,831※ 418,132 364,829 マイナス38.7%
①Purchased goods and services 37,005 40,868 42,653 44,872 -
②Capital goods 19,071 16,509 14,260 15,885 -
③Fuel and energy-related activities not included in Scope1 and Scope2 1,308※ 1,173※ 1,196 1,176 -
④Transportation and distribution(Upstream) 1,889 1,400 1,242 1,122 -
⑤Waste generated in operations 13 132 233 173 -
⑥Business travel 807 791 795 719 -
⑦Employee commuting 5,086 4,900 4,989 5,489 -
⑧Leased assets (Upstream) - - - - -
⑨Transportation and distribution (Downstream) - - - - -
⑩Processing of sold products - - - - -
⑪Use of sold products - - - - -
⑫End-of-life treatment of sold products - - - - -
⑬Leased assets (Downstream) 530,223 357,058 352,765 295,393 -
⑭Franchises - - - - -
⑮Investments - - - - -
Total 602,892※ 429,701※ 425,115 371,554 -
  • *
    Parent company and three domestic affiliates and four overseas affiliates
  • *
    Due to a change in calculation method in March 2025, results for fiscal year 2022 and earlier have been revised. As a result, Scope 2 and 3 results and the total results have also been revised.

Scope1：Direct GHG emissions by the business operator itself

Scope2：Indirect GHG emissions accompanying the use of electricity, heat and steam supplied by other companies

Scope3：Indirect emissions other than Scope 1 and Scope 2

S:Social

Employee-friendliness

Can be horizontally scrolled
FY 2022 2023 2024
Ratio of female employees among all section manager or higher positions 13.3% 17.8% 18.4%
At least three days per month with no overtime worked; at least one “Premium Weekday” per month*1 98.6% 99.2% 99.5%
At least 60% of annual leave days used 79.3% 79.3% 79.1%
A maximum of 30 hours of overtime worked per month*2
Employees’ average monthly overtime hours		 11.7 12.2 12.9
Implementation ratio for periodic health check-ups (including examinations for lifestyle-related diseases) *3 100% 100% 100%
Implementation ratio for secondary tests 98.2% 98.3% 99.0%
Work engagement*4 12.1 12.1 11.5
Presenteeism *5 49.7 49.8 49.4
Absenteeism (Average number of days absent from work) *6 2.5 2.1 1.8
Implementation ratio for stress check 100% 99.9% 100%
Ratio of eligible employees taking childcare leave (female) 100% 100% 100%
Ratio of eligible employees taking childcare leave (male) 84.6% 129.4% 87.1%
Average female pay expressed as a percentage of average male pay *7
All employees		 56.9% 58.7% 62.9%
  • *1
    “Premium Weekday” is JACCS’ adaptation of “Premium Friday”
  • *2
    The normal working time is 7 hours and 25 minutes. Employees who report chronic overtime are required to submit a report on the reasons for this, and an interview and reform of their work practices is carried out.
  • *3
    Actual implementation ratio
  • *4
    The data presented is the average total score from an “Occupational Stress Simplified Questionnaire” (57 items), which comprises 5 questions. (Minimum score: 4 points; maximum score: 20 points)
  • *5
    The data presented is the average total score from an “Occupational Stress Simplified Questionnaire” (57 items), which comprises 26 questions. (Minimum score: 26 points; maximum score: 104 points)
  • *6
    Average number of days absent from work per person due to illness
  • *7
    At present, the Company is aware of a large differential between male and female salary and wage levels owing to such factors as the high number of males in management positions and the high number of females in part-time positions. Furthermore, the Company is aware that its programs aimed at creating a workplace environment that will enable female employees to fulfill their maximum potential—including through the appointment of females to management-level positions—are at the development stage. Hence, the Company is implementing a range of initiative aimed at reducing pay differentials.

G:Corporate Governance

Corporate Governance

Can be horizontally scrolled
FY 2022 2023 2024
Board of Directors Number of meetings held 8 8 8
Directors Total number of members 12 12 11
Internal Male 8 8 7
Female 0 0 0
Outside Male 2 2 2
Female 2 2 2
Ratio of Outside directors 33.3% 33.3% 36.3%
Ratio of female directors 16.7% 16.7% 18.1%
Audit & Supervisory Board Number of meetings held 8 8 8
Audit & Supervisory Board members Total number of members 4 4 4
Nominations Advisory Committee Internal Male 3 3 3
Female 0 0 0
Outside Male 2 2 2
Female 2 2 2
Remuneration Advisory Committee Internal Male 3 3 3
Female 0 0 0
Outside Male 2 2 2
Female 2 2 2

Investor relations (IR) activities

Can be horizontally scrolled
FY 2022 2023 2024
Results briefings 2 2 2
Meetings with institutional investors 57 60 70
  • *
    This is the number of dialogues undertaken as part of our IR activities vis-a-vis analysts and institutional investors.
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