View data on Credit Saison's ESG initiatives.
Environment
Environment
| Unit | FY2020 | FY2021 | FY2022 | FY2023 | ||
|---|---|---|---|---|---|---|
| Environmental Conservation Costs ※amount of expenses |
Cost in business area | ¥Million | 415 | 408 | 447 | under calculation |
| Social activity costs | ¥Million | 237 | 218 | 261 | under calculation |
|
| Total | ¥Million | 652 | 626 | 708 | under calculation |
|
| Unit | FY2020 | FY2021 | FY2022 | FY2023 | ||
|---|---|---|---|---|---|---|
| Total Energy Inputs | GJ | 89,526 | 86,203 | 82,185 | under calculation |
|
| Energy usage amount (power consumption) | kwh | 8,557,000 | 8,296,000 | 7,800,000 | under calculation |
|
| Water resource input (for own buildings only) | thousand ㎥ | 38.6 | 37.1 | 22.9 | under calculation |
|
| Waste emissions | t | 179 | 189 | 193 | under calculation |
|
| Paper usage (CSDX Strategy Index) | Sheets | 160,368,120 | 138,400,569 | 125,196,720 | under calculation |
|
| Green Purchasing Ratio (copy paper and business cards) | % | 95.0 | 95.0 | 96.0 | under calculation |
|
| GHG emissions | Unit | FY2020 | FY2021 | FY2022 | FY2023 | |
|---|---|---|---|---|---|---|
| Scope1 | Direct greenhouse gas emissions from the business operator itself | t-CO2 | 1,023 | 388 | 341 | under calculation |
| Scope2 （market standard） |
Indirect greenhouse gas emissions from the use of electricity, heat, and steam, which are supplied from other companies | 17,540 | 17,847 | 17,854 | ||
| Scope2 （location standard） |
17,856 | 17,947 | 17,658 | |||
| Scope1 ＋ Scope2（market standard） subtotal | 18,563 | 18,235 | 18,195 | |||
| Scope1 ＋ Scope2（location standard） subtotal | 18,879 | 18,334 | 17,999 | |||
| Category 1 | Purchased products and services | 81,712 | 65,355 | 74,710 | ||
| Category 2 | Capital goods | 323,542 | 332,878 | 402,507 | ||
| Category 3 | Fuel and energy-related activities that do not fall under Scopes 1 and 2 | 3,071 | 2,999 | 2,952 | ||
| Category 4 | Transportation and distribution (upstream) | - | - | - | ||
| Category 5 | Waste generated by operations | 132 | 277 | 380 | ||
| Category 6 | Business travel | 781 | 1,133 | 1,046 | ||
| Category 7 | Employee commute | 1,587 | 2,295 | 2,173 | ||
| Category 8 | Leased assets (upstream) | - | - | - | ||
| Category 9 | Transportation and distribution (downstream) | - | - | - | ||
| Category 10 | Fabrication of sold products | - | - | - | ||
| Category 11 | Use of sold products | 47,510 | 60,347 | 63,392 | ||
| Category 12 | End-of-life treatment of sold products | 9,355 | 7,553 | 2,808 | ||
| Category 13 | Leased assets (downstream) | 262,955 | 251,332 | 252,721 | ||
| Category 14 | Franchises | - | - | - | ||
| Category 15 | Investment | - | - | - | ||
| Scope3 | Indirect greenhouse gas emissions, which does not fall under Scopes 1 and 2 (emission from other companies associated with the activities of the reporting company) | 730,645 | 724,168 | 802,691 | ||
| Scope1,2,3 Total（supply chain emissions） | 749,207 | 742,403 | 820,886 | |||
| Emissions intensity（Scope1･2/net revenue） | t-CO2e /¥Million |
0.0657 | 0.0610 | 0.0564 | ||
- 【FY2022】Factors for Scope 3 increase
- Emissions increased from the previous year due to business expansion in the lease and real estate-related businesses.
- *C4: Relevant activities have been included in other categories
- *C8: Relevant activities have been included in Scopes 1 and 2
- *C9,10,14: No relevant activity
- *C15: We will consider calculating it in the future
- *Targets set by referring to SBT (Science Based Targets)
- *We calculate the total emissions of all GHGs, but only CO2 is generated by our group.
- *The initiatives based on the calculation of Scopes 1, 2 and 3 emissions and the TCFD disclosure framework have gained the cooperation of WasteBox Co., Ltd.
Society
Diversity
| Unit | FY2020 | FY2021 | FY2022 | FY2023 | ||
|---|---|---|---|---|---|---|
| Number of employees | Men | Persons | 1,069 | 1,026 | 1,010 | 991 |
| Woman | Persons | 3,250 | 3,058 | 2,956 | 2,792 | |
| Total | Persons | 4,319 | 4,084 | 3,966 | 3,783 | |
| Ratio of female employees | ％ | 75.2 | 74.9 | 74.5 | 73.8 | |
| Number of directors (women) |
Board directors | Persons | 9(1) | 9(1) | 9(1) | 12(1) |
| Auditors | Persons | 4(1) | 4(1) | 4(1) | 3(1) | |
| Executive officers | Persons | 11(2) | 11(2) | 11(2) | 11(1) | |
| Ratio of female officers | ％ | 16.7 | 16.7 | 16.7 | 11.5 | |
| Number of management positions (women) | Directors | Persons | 97(15) | 94(15) | 91(15) | 88(16) |
| Managers | Persons | 245(68) | 269(74) | 255(71) | 244(68) | |
| Section managers | Persons | 447(327) | 470(336) | 473(337) | 478(325) | |
| Ratio of female management positions *1 | ％ | 24.3 | 24.5 | 24.9 | 25.3 | |
| Number of new management positions (women) *1 | Persons | 33(8) | 55(17) | 22(5) | 32(11) | |
| Ratio of female new management positions | ％ | 24.2 | 30.9 | 22.7 | 34.4 | |
| Number of new positions: Recent graduates (women) | Persons | 52(41) | 42(29) | 27(18) | 34(13) | |
| Number of new positions: Mid-career employees (women) | Persons | 105(84) | 69(42) | 110(56) | 124(57) | |
| Ratio of women: Recent graduates/mid career | ％ | 79.6 | 64.0 | 54.0 | 44.3 | |
| Number of overseas employees | Persons | 126 | 272 | 563 | 1134 | |
| Ratio of persons with disabilities | ％ | 2.33 | 2.31 | 2.32 | 2.41 | |
- *1 Department head positions
Calculations based on the provisions of the Act on the Promotion of Women's Active Engagement in Professional Life (Act No. 64 of 2015)
| Unit | FY2020 | FY2021 | FY2022 | FY2023 | ||
|---|---|---|---|---|---|---|
| Average years of employment | Men | Years | 13.4 | 14.0 | 14.3 | 14.1 |
| Woman | Years | 12.1 | 13.1 | 13.8 | 14.7 | |
| Total | Years | 12.4 | 13.3 | 14.0 | 14.6 | |
| Average paid holidays usage rate | ％ | 72.4 | 73.5 | 86.3 | 85.2 | |
| Average paid holidays used | Day | 13.1 | 14.0 | 15.2 | 16.0 | |
| Actual total annual working hours *2 | Hours | 1,797.2 | 1,787.4 | 1,768.8 | 1,814.7 | |
| Average monthly overtime hours worked | Hours | 9.3 | 10.1 | 11.4 | 12.1 | |
| Users of reduced working hours for childcare | Persons | 436 | 439 | 447 | 477 | |
| Childcare leave rate *3 | Men | ％ | 57.8 | 48.7 | 58.5 | 65.5 |
| Childcare leave rate | Women | ％ | 100.0 | 100.0 | 100.0 | 100.0 |
| Average number of days to take childcare leave |
Men | Day | 33 | 80 | 42 | 20 |
| Childcare leave continuous employment rate | ％ | 89.3 | 91.0 | 92.5 | 89.2 | |
| Users of nursing care leave | Persons | 36 | 26 | 53 | 60 | |
| Human resources development investment amount | Ten thousand yen | 48,330 | 51,413 | 54,128 | 66,075 | |
| Average annual salary of employees | （Average） | Ten thousand yen | 517 | 519 | 547 | 586 |
| Manager salary | Ten thousand yen | 1,026 | 1,016 | 1,068 | 1,092 | |
| Non-managerial salary | Ten thousand yen | 472 | 477 | 497 | 534 | |
| Women | Ten thousand yen | 457 | 458 | 484 | 525 | |
| Men | Ten thousand yen | 709 | 707 | 737 | 764 | |
| Wage gap between male and female employees *4 | All employees | ％ | - | - | 65.3 | 64.3 |
| Regular employees | ％ | - | - | 65.7 | 65.7 | |
| Non-regular employees *5 | ％ | - | - | 80.0 | 71.3 | |
| Number of employees leaving the company（rate） | Men | Persons（％） | 36(3.3) | 72(6.6) | 76(7.0) | 81(7.1) |
| Women | Persons（％） | 148(4.4) | 246(7.4) | 204(6.5) | 210(5.7) | |
| Employee union membership ratio | ％ | 99.8 | 99.6 | 99.8 | 99.8 | |
| Occupational accident frequency rate | ％ | 0.83 | 0.89 | 0.73 | 1.39 | |
- *2 Including users of reduced working hours for childcare
- *3 The percentage of employees who have taken childcare leave, etc., as defined in Article 71-4 (i) of the Ordinance for Enforcement of the Act on Childcare Leave,
Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members (Ordinance of the Ministry of Labor No. 25 of 1991),
in accordance with the provisions of the Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members (Act No. 76 of 1991) - *4 Calculations based on the provisions of the Act on the Promotion of Women's Active Engagement in Professional Life (Act No. 64 of 2015)
The gender wage gap among regular workers has seemingly been affected by the revision of the personnel system in 2017,
whereby all part-time employees were converted into regular employees, as the majority of those converted were women.
When the former part-time employees are excluded, the gender wage gap is 70.9％. - *5 Including non-permanent employees
For calculation of the gender wage gap among non-permanent employees, the hours worked are converted into the number of employees.
Health management
| Unit | FY2020 | FY2021 | FY2022 | FY2023 | ||
|---|---|---|---|---|---|---|
| Countermeasures to lifestyle-related diseases |
Rate of employees who received regular health checkups | ％ | 100.0 | 100.0 | 100.0 | 99.9 |
| Rate of employees maintaining appropriate weight (with a BMI from 18.5 to less than 25) |
％ | 67.7 | 66.1 | 65.8 | 65.4 | |
| Specific examinatio | ％ | 96.7 | 96.8 | 99.9 | 99.9 | |
| Specific health instruction | ％ | 5.5 | 11.6 | 11.6 | 10.1 | |
| Rate of employees who have breakfast at least five days a week | ％ | 69.0 | 68.7 | 68.1 | 68.2 | |
| Rate of employees who are in the habit of exercising (those who do exercise that raises a sweat of 30 minutes or more two or more days a week) |
％ | 13.9 | 15.3 | 15.2 | 15.6 | |
| Rate of employees who get sufficient sleep | ％ | 65.7 | 62.9 | 62.0 | 60.5 | |
| Anti-smoking measures | Smoking rate | ％ | 17.2 | 16.8 | 16.0 | 16.1 |
| Mental health measures | Rate of employees who have undergone a stress check | ％ | 84.3 | 92.6 | 89.9 | 90.2 |
| Rate of employees taking a leave of absence *6 | ％ | 0.9 | 1.0 | 1.0 | 0.9 | |
| Healthcare cost per head *7 | Yen | 160,973 | 178,679 | 191,738 | 198,822 | |
| Insurance cost per head *7 | Yen | 2,946 | 3,044 | 3,698 | 3,741 | |
- *6 Method for calculating the rate of employees taking a leave of absence = number of employees taking leave ÷ total number of employees
- *7 Per insured person
Others
| Unit | FY2020 | FY2021 | FY2022 | FY2023 | ||
|---|---|---|---|---|---|---|
| Akagi Nature Park | Number of visitors | Persons | 59,173 | 74,161 | 65,748 | 67,140 |
| Point donations | Total | Thousand yen |
37,782 | 18,673 | 61,652 | 89,778 |
| Business trip class ～SAISON TEACHER～ |
Number of lessons | Times | 74 | 90 | 155 | 146 |
| Number of participants | Persons | 3,417 | 4,214 | 7,084 | 6,579 | |
| LGBT Manners Training | Number of sessions | Times | 4 | 4 | 3 | 0 |
| Number of participants | Persons | 12 | 19 | 13 | 0 | |
| Universal Manners Training | Number of sessions | Times | 7 | 5 | 5 | 4 |
| Number of participants | Persons | 26 | 25 | 27 | 43 | |
| In-house venture program SWITCH SAISON | Number of cases | Cases | 489 | 182 | 47 | 7 |
| Selective training | Number of participants | Persons | 144 | 453 | 205 | 268 |
| Dementia supporter training lectures | Number of sessions | Times | 15 | 14 | 16 | 14 |
| Number of participants | Persons | 496 | 307 | 238 | 236 | |
| Ownership association plan enrollment rate | % | 8.5 | 9.0 | 11.5 | 48.5 | |
Governance
Initiatives to Strengthen Governance
| Unit | FY2020 | FY2021 | FY2022 | FY2023 | ||
|---|---|---|---|---|---|---|
| Board of Directors Meetings | Number of times held | Times | 19 | 19 | 20 | 19 |
| Attendance rate (outside directors) |
％ | 100.0 | 100.0 | 100.0 | 97.0 | |
| Number of board members | Persons | 9 | 9 | 9 | 12 | |
| Outside directors (inclusive) | Persons | 3 | 3 | 3 | 4 | |
| Ratio of outside directors | ％ | 33.3 | 33.3 | 33.3 | 33.3 | |
| Independent outside directors(inclusive) | Persons | 3 | 3 | 3 | 4 | |
| Ratio of independent outside directors | ％ | 33.3 | 33.3 | 33.3 | 33.3 | |
| Female directors (inclusive) | Persons | 1 | 1 | 1 | 1 | |
| Ratio of female directors | ％ | 11.1 | 11.1 | 11.1 | 8.3 | |
| Number of executive officers | Persons | 10 | 11 | 11 | 11 | |
| Female executive officers(inclusive) | Persons | 2 | 2 | 2 | 1 | |
| Ratio of female executive officers | ％ | 20.0 | 18.2 | 18.2 | 9.1 | |
| Nomination and Remuneration Committee |
Number of times held | Times | 4 | 4 | 5 | 6 |
| Attendance rate (outside directors) | ％ | 100.0 | 100.0 | 100.0 | 100.0 | |
| Numbers of persons | Persons | 5 | 5 | 5 | 5 | |
| Outside directors (inclusive) | Persons | 3 | 3 | 3 | 3 | |
| Ratio of outside directors | ％ | 60.0 | 60.0 | 60.0 | 60.0 | |
| Board of Auditors | Number of times held | Times | 15 | 13 | 13 | 16 |
| Attendance rate (Outside auditors) | ％ | 97.8 | 100.0 | 100.0 | 100.0 | |
| Numbers of persons | Persons | 4 | 4 | 4 | 3 | |
| Outside auditors (inclusive) | Persons | 3 | 3 | 3 | 2 | |
| Ratio of outside auditors | ％ | 75.0 | 75.0 | 75.0 | 66.7 | |
| Independent outside auditors(inclusive) | Persons | 3 | 3 | 3 | 2 | |
| Ratio of independent outside auditors | ％ | 75.0 | 75.0 | 75.0 | 66.7 | |
| Female auditors (inclusive) | Persons | 1 | 1 | 1 | 1 | |
| Ratio of female auditors | ％ | 25.0 | 25.0 | 25.0 | 33.3 | |
| Remuneration for directors | Total remuneration | Million yen | 347 | 293 | 332 | 406 |
| (excluding outside auditors) | Base remuneration (inclusive) | Million yen | 257 | 196 | 228 | 281 |
| Bonuses (inclusive) | Million yen | 68 | 70 | 77 | 90 | |
| Number of target directors | Persons | 12 | 6 | 7 | 7 | |
| Remuneration for auditors | Total remuneration | Million yen | 16 | 16 | 16 | 19 |
| (excluding outside auditors) | Base remuneration (inclusive) | Million yen | 16 | 16 | 16 | 19 |
| Bonuses (inclusive) | Million yen | - | - | - | - | |
| Number of target directors | Persons | 1 | 1 | 1 | 2 | |
| Remuneration for outside executive directors |
Total remuneration | Million yen | 24 | 24 | 24 | 33 |
| Base remuneration (inclusive) | Million yen | 24 | 24 | 24 | 33 | |
| Bonuses (inclusive) | Million yen | - | - | - | - | |
| Number of target directors | Persons | 4 | 3 | 3 | 4 | |
| Remuneration for outside auditors | Total remuneration | Million yen | 36 | 36 | 36 | 29 |
| Base remuneration (inclusive) | Million yen | 36 | 36 | 36 | 29 | |
| Bonuses (inclusive) | Million yen | - | - | - | - | |
| Number of target directors | Persons | 3 | 3 | 3 | 3 | |
- * At the end of each fiscal year's general meeting of shareholders
IR activities
| Unit | FY2020 | FY2021 | FY2022 | FY2023 | ||
|---|---|---|---|---|---|---|
| Financial results briefings | Times | 2 | 2 | 2 | 2 | |
| Conferences hosted by securities firm | Times | 2 | 2 | 2 | 2 | |
| Individual meetings with sell-side analysts/institutional investors | Times | 176 | 196 | 214 | 251 | |
| Briefings for individual investors | Times | 1 | 1 | 1 | 1 | |
Compliance
| Unit | FY2020 | FY2021 | FY2022 | FY2023 | ||
|---|---|---|---|---|---|---|
| Number of serious legal violations | Cases | 0 | 0 | 0 | 0 | |
| Anti-corruption spending | Yen | 0 | 0 | 0 | 0 | |
| Number of whistleblower reports | Cases | 20 | 23 | 13 | 20 | |
