Non-Financial Summary
TIS Inc., and consolidated subsidiaries
Compilation period: April 1 to March 31 of each year or the base date
Employee-related data
(Note 1) * Averages are calculated as simple combined averages orweighted averages.
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Scope of data collection | Fiscal 2021 | Fiscal 2022 | Fiscal 2023 | Fiscal 2024 | Fiscal 2025 |
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Number of employees (Note 2) | A | - | 21,796 | 21,916 | 22,062 | 21,951 |
Employee Composition by Nationality: Japan(persons) | A | - | 19,319 | 19,399 | 19,823 | 19,913 |
Employee Composition by Nationality: Thailand(persons) | A | - | 2,038 | 2,085 | 1,805 | 1,607 |
Employee Composition by Nationality: China(persons) | A | - | 252 | 250 | 260 | 276 |
Employee Composition by Nationality: Others(persons) | A | - | 187 | 182 | 174 | 155 |
Number of employees | B | - | 19,498 | 19,573 | 20,010 | 20,132 |
Number of male employees | B | - | 14,017 | 13,959 | 14,200 | 14,185 |
Number of female employees | B | - | 5,481 | 5,614 | 5,810 | 5,947 |
Percentage of female employees | B | - | 28.1 | 28.7 | 29.0 | 29.5 |
Percentage of mid-career hires | B | - | 24.0 | 23.2 | 24.2 | 24.4 |
Age composition: younger than 18 (persons) | B | - | 0 | 0 | 0 | 0 |
Age composition: 18-24 (persons) | B | - | 1,368 | 1,297 | 1,329 | 1,341 |
Age composition: 25-29 (persons) | B | - | 3,013 | 3,175 | 3,420 | 3,476 |
Age composition: 30-34 (persons) | B | - | 2,089 | 2,005 | 2,031 | 2,221 |
Age composition: 35-39 (persons) | B | - | 2,938 | 2,811 | 2,662 | 2,356 |
Age composition: 40-44 (persons) | B | - | 2,923 | 2,836 | 2,749 | 2,662 |
Age composition: 45-49 (persons) | B | - | 2,643 | 2,789 | 2,972 | 3,007 |
Age composition: 50-54 (persons) | B | - | 2,483 | 2,396 | 2,294 | 2,291 |
Age composition: 55-59 (persons) | B | - | 1,752 | 1,882 | 2,082 | 2,167 |
Age composition: 60 and older (persons) | B | - | 289 | 382 | 471 | 611 |
Average age of employees | B | - | 40.1 | 40.3 | 40.4 | 40.5 |
Average age of male employees | B | - | 41.3 | 41.5 | 41.6 | 41.7 |
Average age of female employees | B | - | 37.1 | 37.3 | 37.5 | 37.8 |
Average length of service of employees (years) | B | - | 14.2 | 14.0 | 14.2 | 14.4 |
Average length of service of male employees (years) | B | - | 15.1 | 15.1 | 15.3 | 15.4 |
Average length of service of female employees (years) | B | - | 11.9 | 11.4 | 11.6 | 11.9 |
Difference between average length of service of male and female employees (years) | B | - | 3.2 | 3.7 | 3.6 | 3.5 |
Number of employees in management positions (Note 3) | B | - | 4,454 | 4,570 | 4,470 | 4,726 |
Number of male employees in management positions | B | - | 3,997 | 4,067 | 3,942 | 4,114 |
Number of female employees in management positions | B | - | 457 | 503 | 528 | 612 |
Percentage of female employees in management positions | B | - | 10.3 | 11.0 | 11.8 | 12.9 |
Number of employees at department manager level or above | B | - | 564 | 599 | 593 | 593 |
Number of male employees at department manager level or above | B | - | 533 | 567 | 565 | 553 |
Number of female employees at department manager level or above | B | - | 31 | 32 | 28 | 40 |
Percentage of female employees at department manager level or above | B | - | 5.5 | 5.3 | 4.7 | 6.7 |
Number of employees at section manager level | B | - | 3,890 | 3,971 | 3,877 | 4,133 |
Number of male employees at section manager level | B | - | 3,464 | 3,500 | 3,377 | 3,561 |
Number of female employees at section manager level | B | - | 426 | 471 | 500 | 572 |
Percentage of female employees at section manager level | B | - | 11.0 | 11.9 | 12.9 | 13.8 |
Number of employees in management positions in revenue-generating functions | B | - | 3,652 | 3,797 | 3,781 | 4,035 |
Number of male employees in management positions in revenue-generating functions | B | - | 3,318 | 3,428 | 3,391 | 3,575 |
Number of female employees in management positions in revenue-generating functions | B | - | 334 | 369 | 390 | 460 |
Percentage of female employees in management positions in revenue-generating functions | B | - | 9.1 | 9.7 | 10.3 | 11.4 |
Number of newly appointed employees in management positions (Note 3) | B | - | - | - | - | 347 |
Number of newly appointed male employees in management positions | B | - | - | - | - | 272 |
Number of newly appointed female employees in management positions | B | - | - | - | - | 75 |
Percentage of newly appointed female employees in management positions | B | - | - | - | - | 21.6 |
Number of newly appointed young employees in management positions (Note 4) | B | - | - | - | - | 49 |
Number of employees in STEM-related positions (Note 5) | B | - | 12,285 | 12,354 | 12,318 | 12,748 |
Number of male employees in STEM-related positions | B | - | 9,295 | 9,282 | 9,232 | 9,480 |
Number of female employees in STEM-related positions (Note 5) | B | - | 2,990 | 3,072 | 3,086 | 3,268 |
Percentage of female employees in STEM-related positions (Note 5) | B | - | 24.3 | 24.9 | 25.1 | 25.6 |
Number of consultants | B | 250 | 300 | 420 | 510 | 545 |
Number of IT architects | B | - | - | - | - | 270 |
Number of high-level marketing talents | B | - | - | - | - | 262 |
Percentage of employees with a disability (Note 6) | F | 2.35 | 2.40 | 2.30 | 2.18 | 2.43 |
Number of new graduate recruits | B | 861 | 821 | 806 | 836 | 851 |
Number of new male graduate recruits | B | 551 | 503 | 522 | 539 | 549 |
Number of new female graduate recruits | B | 310 | 318 | 284 | 297 | 302 |
Percentage of new female graduate recruits | B | 36.0 | 38.7 | 35.2 | 35.5 | 35.5 |
Number of mid-career hires | B | 363 | 322 | 312 | 368 | 384 |
Number of male mid-career hires | B | 257 | 220 | 218 | 246 | 254 |
Number of female mid-career hires | B | 106 | 102 | 94 | 122 | 130 |
Percentage of female mid-career hires | B | 29.2 | 31.7 | 30.1 | 33.2 | 33.9 |
Turnover Rate (Note 7) | B | - | - | - | 5.4 | 5.5 |
Voluntary Turnover Rate (Note 8) | B | 3.4 | 4.0 | 4.0 | 4.1 | 4.0 |
Retention rate for new graduates after 3 years | B | - | 85.4 | 85.2 | 84.3 | 86.8 |
Retention rate for new graduates after 5 years | B | - | - | - | 73.1 | 70.4 |
Retention rate for mid-career hires after 3 years | B | - | - | - | 79.0 | 77.7 |
Retention rate for mid-career hires after 5 years | B | - | - | - | 63.5 | 61.3 |
Job satisfaction (Note 9) | B | - | 51 | 52 | 52 | 56 |
Job Contentment (Note 10) | B | - | 37 | 39 | 39 | 43 |
Absenteeism (Note 11) | B | - | 1.0 | 1.0 | 1.0 | 0.9 |
Presenteeism (Note 12) | B | - | - | - | - | 22.1 |
Average monthly working hours | B | - | 156.2 | 162.7 | 165.8 | 163.9 |
Average monthly overtime hours | B | - | 14.0 | 14.9 | 13.6 | 14.0 |
Number of employees whose average monthly non-statutory working hours are 45 hours or more | B | - | 698 | 795 | 577 | 517 |
Percentage of employees whose average monthly non-statutory working hours are 45 hours or more | B | - | 3.6 | 4.1 | 2.9 | 2.6 |
Number of employees whose average monthly non-statutory working hours are 60 hours or more | B | - | 49 | 24 | 34 | 28 |
Percentage of annual paid leave taken | B | - | 63.2 | 68.2 | 68.5 | 66.0 |
Average number of days of annual paid leave taken | B | - | - | - | 13.1 | 12.5 |
Number of male employees taking long-term childcare leave (Note 13) | B | - | 126 | 135 | 160 | 178 |
Percentage of male employees taking long-term childcare leave | B | - | - | 43.4 | 49.8 | 60.5 |
Number of male employees taking short- or long-term childcare leave (Note 13,14) | B | - | - | 236 | 257 | 244 |
Percentage of male employees taking short- or long-term childcare leave | B | - | - | 75.9 | 80.1 | 83.0 |
Number of female employees taking long-term childcare leave (Note 13) | B | - | - | 164 | 224 | 195 |
Percentage of female employees taking long-term childcare leave | B | - | - | 91.6 | 106.7 | 115.4 |
Number of employees taking shortened working hours for childcare | B | - | 746 | 734 | 744 | 759 |
Number of male employees taking shortened working hours for childcare | B | - | 17 | 12 | 22 | 21 |
Number of female employees taking shortened working hours for childcare | B | - | - | 722 | 722 | 738 |
Number of employees taking long-time nursing care leave | B | - | 23 | 13 | 20 | 18 |
Number of male employees taking long-time nursing care leave | B | - | - | 7 | 8 | 9 |
Number of female employees taking long-time nursing care leave | B | - | - | 6 | 12 | 9 |
Number of employees taking shortened working hours for nursing care | B | - | 4 | 4 | 3 | 6 |
Number of male employees taking shortened working hours for nursing care | B | - | - | 3 | 2 | 3 |
Number of female employees taking shortened working hours for nursing care | B | - | - | 1 | 1 | 3 |
Spending on training and development for employee (million yen) | B | - | 2,052 | 2,259 | 2,378 | 2,400 |
Spending on training and development for employee per person per annum (yen) | B | - | 105,254 | 115,401 | 118,835 | 119,228 |
Number of days spent on learning and research per person per annum | B | - | 11.7 | 12.5 | 12.1 | 12.4 |
Average annual salary (thousands of yen) | I | 7,174 | 7,410 | 7,517 | 8,032 | 8,067 |
Basic salary increase (%) (Note 15) | I | - | 2.6 | 2.2 | 8.3 | 2.6 |
Mean gender pay gap in employees (%) | I | - | - | 79.3 | 80.5 | 81.4 |
Mean gender pay gap in management positions (%) | I | - | - | 91.9 | 91.0 | 91.7 |
Mean gender pay gap in non-management positions (%) | I | - | - | 91.3 | 92.6 | 93.6 |
Median gender pay gap in employees (%) | I | - | - | 79.4 | 81.1 | 81.7 |
Mean bonus gap in employees (%) | I | - | - | 73.7 | 76.8 | 78.8 |
Median bonus gap in employees (%) | I | - | - | 79.8 | 85.2 | 86.6 |
Absenteeism (%) (Note 16) | I | 0.9 | 1.1 | 1.1 | 1.4 | 1.4 |
Presenteeism (%) (Note 17) | I | 30.1 | 25.8 | 28.3 | 22.8 | 22.5 |
Absent rate (%) | I | - | - | 0.4 | 0.7 | 0.7 |
Occupational Accident Frequency Rate (%) | I | - | 0.0 | 0.2 | 0.1 | 0.4 |
Regular health checkup rate (%) | I | 100.0 | 100.0 | 100.0 | 100.0 | 100.0 |
Regular health checkup reexamination rate (%) | I | 28.2 | 42.0 | 59.4 | 68.4 | 65.7 |
TIS Officer Data
Officer attributes (Note18) | Scope of data collection | Fiscal 2021 | Fiscal 2022 | Fiscal 2023 | Fiscal 2024 | Fiscal 2025 |
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Number of officers (Note 19) | I | 46 | 46 | 45 | 43 | 45 |
Number of male officers | I | 43 | 42 | 40 | 37 | 38 |
Number of female officers | I | 3 | 4 | 5 | 6 | 7 |
Percentage of female officers | I | 6.5 | 8.7 | 11.1 | 14.0 | 15.6 |
Number of directors | I | 9 | 9 | 9 | 9 | 9 |
Number of male directors | I | 8 | 8 | 8 | 8 | 7 |
Number of female directors | I | 1 | 1 | 1 | 1 | 2 |
Percentage of female directors | I | 11.1 | 11.1 | 11.1 | 11.1 | 22.2 |
Number of external directors | I | 3 | 3 | 3 | 3 | 3 |
Percentage of external directors | I | 33.3 | 33.3 | 33.3 | 33.3 | 33.3 |
Number of Audit & Supervisory Board members | I | 5 | 5 | 5 | 5 | 5 |
Number of male Audit & Supervisory Board members | I | 4 | 4 | 3 | 3 | 3 |
Number of female Audit & Supervisory Board members | I | 1 | 1 | 2 | 2 | 2 |
Percentage of female Audit & Supervisory Board members | I | 20.0 | 20.0 | 40.0 | 40.0 | 40.0 |
Number of executive officers | I | 25 | 26 | 25 | 24 | 26 |
Number of male executive officers | I | 24 | 24 | 23 | 21 | 23 |
Number of female executive officers | I | 1 | 2 | 2 | 3 | 3 |
Percentage of female executive officers | I | 4 | 8 | 8 | 13 | 12 |
Remuneration: Directors (excluding external directors) (Millions of yen) | I | 261 | 232 | 249 | 235 | 406 |
Remuneration: Audit & Supervisory Board members (excluding external auditors) (Millions of yen) | I | 41 | 41 | 41 | 29 | 28 |
Remuneration:External directors and external auditors (Millions of yen) | I | 60 | 61 | 61 | 61 | 61 |
Environmental data
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Scope of data collection | Fiscal 2021 | Fiscal 2022 | Fiscal 2023 | Fiscal 2024 | Fiscal 2025 |
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Scope 1 GHG emissions (t-CO2) (Note 20) | D | 760 | 513 | 481 | 444 | 1,070 |
Scope 2 GHG emissions (t-CO2) (Note 20) | D | 65,867 | 64,157 | 53,076 | 25,572 | 21,560 |
Scope 3 GHG emissions (t-CO2) (Note 21) | C | 441,687 | 418,761 | 465,226 | 511,036 | 539,183 |
- Category 1 (purchased goods and services) | C | 323,087 | 333,379 | 386,392 | 444,540 | 464,868 |
- Category 2 (capital goods) | C | 90,068 | 57,694 | 48,317 | 38,135 | 43,842 |
- Category 3 (fuel-and energy-related activities) | C | 10,106 | 10,269 | 9,026 | 4,624 | 3,313 |
- Category 4 (upstream transport and delivery) | C | 7,433 | 8,215 | 11,392 | 12,523 | 16,032 |
- Category 5 (waste generated in operations) | C | 361 | 703 | 580 | 805 | 772 |
- Category 6 (business travel) | C | 2,549 | 2,449 | 2,752 | 2,751 | 2,762 |
- Category 7 (employee commuting) | C | 8,083 | 6,052 | 6,766 | 7,658 | 7,595 |
Energy consumption (Electricity: MWh) | D | 141,620 | 139,560 | 143,909 | 138,511 | 130,482 |
Energy consumption (Fuel oil: kL) | D | 21 | 25 | 27 | 27 | 39 |
Energy consumption (Light oil: kL) | D | 0 | 0 | 0 | 0 | 0 |
Energy consumption (City gas: km3) | D | 313 | 199 | 188 | 170 | 461 |
Energy consumption (Liquefied petroleum gas: km3) | D | - | 0 | 0 | 0 | 2 |
Energy consumption (Kerosene: kL) | D | 1 | 0 | 0 | 0 | 0 |
Energy consumption (Steam: GJ) | D | 1,301 | 19,116 | 19,807 | 3,343 | 3,501 |
Renewable energy consumption (MWh) (Note 22) | D | - | - | - | 78,544 | 83,614 |
Renewable energy utilization rate (%) | D | - | - | - | 56.7 | 64.1 |
Industrial waste (ton) | E | 290 | 472 | 188 | 291 | 914 |
Other non-financial data
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Scope of data collection | Fiscal 2021 | Fiscal 2022 | Fiscal 2023 | Fiscal 2024 | Fiscal 2025 |
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Social contribution expenses (millions of yen) | I | 80 | 70 | 77 | 85 | 91 |
Social contribution expenses (millions of yen) | A | - | - | 89 | 139 | 139 |
Political contributions (10 thousands of yen) | I | 0 | 0 | 0 | 0 | 0 |
Political contributions (10 thousands of yen) | B | 0 | 27 | 32 | 26 | 61 |
Number of serious information security incidents | B | - | 0 | 0 | 0 | 0 |
Number of employees receiving regular training on information security | B | - | 18,542 | 25,369 | 27,188 | 25,254 |
Number of reports of leaks, etc. to supervisory authorities of the Personal Information Protection Law | B | - | 0 | 4 | 2 | 0 |
Number of requests for disclosure of information related to personal information from Government and related organizations | B | - | 1 | 3 | 1 | 0 |
Number of helpline calls: Calls received | I | 8 | 13 | 4 | 9 | 10 |
those related to harassment | I | - | - | - | 2 | 4 |
those related to bribery | I | - | - | - | 0 | 0 |
Number of helpline calls: Cases investigated | I | 8 | 12 | 4 | 9 | 10 |
those related to harassment | I | - | - | - | 2 | 4 |
those related to bribery | I | - | - | - | 0 | 0 |
Number of helpline calls: Case involving corrective action | I | 4 | 8 | 3 | 6 | 5 |
those related to harassment | I | - | - | - | 2 | 4 |
those related to bribery | I | - | - | - | 0 | 0 |
Number of harassment consultation cases (excluding those via the helpline) | I | - | - | - | - | 12 |
Development loss (millions of yen) | A | 1,938 | 1,845 | 404 | 4,002 | 2,644 |
Development loss rate | A | 0.8 | 0.7 | 0.1 | 1.4 | 0.9 |
Client/service satisfaction(%) | G | - | 55.9 | 54.2 | 54.0 | 58.5 |
Results of customer satisfaction surveys (%) | I | 69.0 | 71.7 | 69.6 | 85.6 | 74.5 |
Business partner satisfaction (%) | H | - | - | - | 77 | 74 |
Sales from data centers with 100% renewable energy adoption | H | - | 4,401 | 15,570 | 29,441 | 29,366 |
Income tax by region: Scope of data collection A (consolidated basis)
Based on the consolidated financial statements for each years. Including regional performance and consolidation adjustments in Japan
(Millions of Yen)
Country or regions | Net sales (millions of yen) |
Income before income taxes (millions of yen) |
Income taxes current (millions of yen) |
Income taxes paid (millions of yen) |
Number of employees | |
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Japan | Fiscal 2022 | 457,709 | 60,626 | 27,809 | 14,183 | 19,397 |
Fiscal 2023 | 478,314 | 77,446 | 21,196 | 29,203 | 19,450 | |
Fiscal 2024 | 512,405 | 66,208 | 18,090 | 22,501 | 20,002 | |
Fiscal 2025 | 532,585 | 72,363 | 19,235 | 15,452 | 19,952 | |
Overseas | Fiscal 2022 | 24,838 | 855 | 265 | 180 | 2,312 |
Fiscal 2023 | 30,086 | 4,045 | 356 | 509 | 2,496 | |
Fiscal 2024 | 36,599 | 2,984 | 186 | 1,134 | 1,970 | |
Fiscal 2025 | 39,101 | 1,783 | 297 | 381 | 1,813 | |
Amount reported on the consolidated financial statements | Fiscal 2022 | 482,547 | 61,481 | 28,074 | 14,363 | 21,709 |
Fiscal 2023 | 508,400 | 81,492 | 21,552 | 29,712 | 21,946 | |
Fiscal 2024 | 549,004 | 69,193 | 18,277 | 23,636 | 21,972 | |
Fiscal 2025 | 571,687 | 74,147 | 19,533 | 15,834 | 21,765 |
Scope of data collection:
- TIS INTEC Group (consolidated basis)
- TIS and consolidated subsidiaries in Japan. However, some data except for the data which has received independent practitioner's assurance, may not be included data of companies that became consolidated subsidiaries during the collection period depending on when they became consolidated subsidiaries.
- TIS, consolidated subsidiaries in Japan, MFEC Public(from April 2022), Business Application(from April 2022), Motif Technology Public(from April 2022), Hongson(from April 2022 to March 2023), MISO Digital(from April 2022 ), Prain Fintech(from April 2022), Msyne Innovations(from April 2022), Playtorium Solutions(from April 2022 to September 2024), and Data Café(from April 2022 to June 2022)
- [Fiscal 2025] TIS INTEC Group (consolidated basis) [from Fiscal 2021 to Fiscal 2024] TIS, INTEC, AGREX, QUALICA, AJS, TIS Solution Link, TIS System Service, TIS Tohoku, TIS Nagano, TIS West Japan, TIS Hokkaido, TIS Business Service (Company name have changed from TIS Total Services in April 2022), SorunPure, Chuo system(to November 2021), NEOAXIS (to March 2021), MFEC Public(from April 2022), Business Application(from April, 2022), Motif Technology Public(from April 2022), Hongson (from April 2022 to March 2023), MISO Digital(from April 2022 ), Prain Fintech(from April 2022), Msyne Innovations(from April 2022), Playtorium Solutions(from April 2022 to September 2024), and Data Café(from April 2022 to June 2022)
- TIS, INTEC, AGREX, QUALICA, AJS, TIS Solution Link, and TIS System Service
- TIS, QUALICA (from fiscal 2025),TIS Solution Link, TIS System Service, SorunPure, Miotsukushi Analytics (from fiscal 2025),and TIS Business Service
- TIS, INTEC, AGREX, QUALICA, AJS, and TIS Solution Link
- TIS, and INTEC
- TIS
Notes:
- Figures for fiscal 2021, fiscal 2022, fiscal 2023, fiscal 2024 and fiscal 2025 are based respectively on April 1, 2021; March 31, 2022; March 31, 2023, March 31, 2024, and March 31, 2025. Averages are calculated as simple combined averages or weighted averages. Covers regular employees (including those seconded to other companies), excluding non-regular employees and employees seconded from other companies,unless otherwise noted.
- The number of employees refers to the number of full-time employees as of the end of the fiscal period. This definition differs from that used in the Securities Report as stipulated by the Financial Services Agency of Japan.
- An employee at section manager level or above is defined as employee in management position.
- Percentage of regular employees aged 35 and under who have been promoted from non-management positions to management positions during the fiscal year.
- Employees in STEM-related positions consist of System engineers and programmers.
- Figures for fiscal 2021, fiscal 2022, fiscal 2023, fiscal 2024, and fiscal 2025 are based respectively on June 1, 2020; June 1, 2021, June 1, 2022, June 1, 2023, and June 1, 2024.
- Including company-initiated terminations.
- Excluding company-initiated terminations.
- Percentage of respondents who gave a positive response to the statement "Generally, the company is a good place to work." Weighted average of domestic consolidated operating companies excluding special subsidiary SorunPure.
- Average percentage of employees who gave a positive response to the statements “My work has special significance and goes beyond a mere job” and “My work is connected to the vision the organization is aiming to achieve” in the Employee Awareness Survey.
- Percentage of employees who have taken at least 30 consecutive days of leave due to injury or illness as at the fiscal year-end.
- Situation in which employees are present at work but their work performance has declined due to a health issue. Measured using the University of Tokyo’s Single-Item Presenteeism Question.
- The number of employees taking long-term childcare leave after fiscal 2023 was calculated in accordance with the Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members. The number of employees taking long-term childcare leave in or before fiscal 2022 represents the number of employees taking long-term leave (including annual leave and accumulated leave but excluding congratulatory leave) during that fiscal year regardless of the fiscal year in which the child was born.
- Includes employees taking congratulatory leave and special childbirth leave when their partner gives birth. Also includes those who make use of the short- or long-term leave system for employees raising a child through to the child entering elementary school.
- The basic salary includes allowances such as position allowances and sales allowances, which are based on the respective roles.
- Percentage of employees who have taken at least 30 consecutive days of leave due to injury or illness as at the fiscal year-end.
- Situation in which employees are present at work but their work performance has declined due to a health issue. Measured using the University of Tokyo’s Single-Item Presenteeism Question.
- Figures for fiscal 2021, fiscal 2022, fiscal 2023, fiscal 2024 and fiscal 2025 are based respectively on July 1, 2020; July 1, 2021; July 1, 2022; July 1, 2023; and July 1, 2024.
- Total number of directors, Audit & Supervisory Board members, executive officers, and executive fellows.
- Scopes 1 and 2 GHG emissions are calculated using the following formulas:
Scope 1 GHG emissions: Fuel consumption × Heating value per unit × CO2 emission factor. The CO2 emission factor is based on the Act on Promotion of Global Warming Countermeasures. Scope 1 emissions increased compared to the previous fiscal year due to an expansion of the scope of data collection.(Fiscal 2023: 21companies→Fiscal 2024:41companies)
Scope 2 GHG emissions: Consumption of electricity and steam × CO2 emission factor. The CO2 emission factor is based on the Act on Rationalizing Energy Use. For overseas electricity, however, we use the country-specific emission factors for GHG accounting published by the United Nations Framework Convention on Climate Change. Scope 2 emissions have decreased compared to the previous fiscal year due to the increased adoption of renewable energy. - Scope 3 GHG emissions are calculated in accordance with the Ministry of the Environment’s Basic Guidelines on Accounting for Greenhouse Gas Emissions throughout the Supply Chain (Ver. 2.7). Past figures for Scope 3 GHG emissions have been recalculated to reflect the impact of key acquisitions and other events in accordance with “Chapter 5: Tracking Emissions Over Time” of The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard.
- Renewable energy consumption is calculated by consumption of electricity distributed as green electricity from energy suppliers. Renewable energy utilization rate (%) is calculated using the following formula, rounded to the first decimal place. Renewable energy utilization rate (%): Renewable energy consumption (Mwh) ÷ Energy consumption (Electricity: MWh) × 100