ESG Data
As of March 31, 2024
Environment（E）
Categories |
Units |
FY2021 |
FY2022 |
FY2023 | |||
|---|---|---|---|---|---|---|---|
CO2 emissions Scope1+2*1 |
Scope |
Scope1 |
thousand tons |
1.2 |
1.4 |
1.1 | |
Scope2 |
thousand tons |
35.3 |
32.3 |
23.6 | |||
Total |
thousand tons |
36.4 |
33.7 |
24.7 | |||
Business centers |
Japan |
Head Office & Yokohama Business Center |
thousand tons |
2.7 |
2.0 |
1.1 | |
Hachioji Business Center |
thousand tons |
1.5 |
1.7 |
1.2 | |||
Hakusan Business Center |
thousand tons |
1.0 |
1.0 |
0.7 | |||
Kurihama Business Center |
thousand tons |
3.2 |
2.6 |
1.6 | |||
Yokosuka Business Center |
thousand tons |
0.4 |
0.5 |
0.4 | |||
| Shinagawa Office | thousand tons |
- | - | 0.4 | |||
JVCKENWOOD Yamagata |
thousand tons |
0.4 |
0.7 |
0.4 | |||
JVCKENWOOD Nagano |
thousand tons |
1.0 |
1.1 |
1.1 | |||
JVCKENWOOD Nagaoka |
thousand tons |
1.1 |
1.4 |
0.9 | |||
JVCKENWOOD Creative Media |
thousand tons |
5.3 |
5.4 |
3.5 | |||
Victor Entertainment |
thousand tons |
0.8 |
0.8 |
0.5 | |||
JVCKENWOOD Video Tech |
thousand tons |
0.1 |
0.1 |
0.1 | |||
JVCKENWOOD Design |
thousand tons |
0.0 |
0.0 |
0.0 | |||
Malaysia |
JVCKENWOOD Electronics Malaysia Sdn. Bhd. |
thousand tons |
2.9 |
3.3 |
3.5 | ||
Thailand |
JVCKENWOOD Electronics (Thailand) Co., Ltd. |
thousand tons |
1.3 |
- | - | ||
JVCKENWOOD Optical Electronics (Thailand) Co., Ltd. |
thousand tons |
1.9 |
2.0 |
1.9 | |||
Indonesia |
PT JVCKENWOOD Electronics Indonesia |
thousand tons |
7.7 |
7.1 |
5.8 | ||
People’s Republic of China |
Shanghai Kenwood Electronics Co., Ltd. |
thousand tons |
4.4 |
3.4 |
1.6 | ||
Singapore |
JVCKENWOOD Technologies Singapore Pte. Ltd. |
thousand tons |
0.6 |
0.4 |
- | ||
Total |
thousand tons |
36.4 |
33.7 |
24.7 | |||
CO2 emissions Scope3※4 |
Categories |
1 |
Purchased goods and services |
thousand tons CO₂e（%） |
388.5（75） |
422.0（81） |
395.7(74) |
2 |
Capital goods |
thousand tons CO₂e（%） |
14.6（3） |
14.4(3) | 34.0(7) | ||
3 |
Fuel- and energy-related activities not included in Scope 1 or 2 |
thousand tons CO₂e（%） |
5.0（1） |
4.7(1) | 3.8(1) | ||
4 |
Upstream transportation and distribution |
thousand tons CO₂e（%） |
46.8（10） |
40.5(8) | 28.6(5) | ||
5 |
Waste generated during operations |
thousand tons CO₂e（%） |
0.6（0） |
0.7(0) | 0.5(0) | ||
6 |
Business travel |
thousand tons CO₂e（%） |
0.5（0） |
0.8(0) | 0.9(0) | ||
7 |
Employee commuting |
thousand tons CO₂e（%） |
2.1（0） |
2.1(0) | 2.1(1) | ||
8 |
Upstream leased assets |
thousand tons CO₂e（%） |
Not calculated |
||||
9 |
Downstream transportation and distribution |
thousand tons CO₂e（%） |
Not calculated |
||||
10 |
Processing of sold products |
thousand tons CO₂e（%） |
Not calculated |
||||
11 |
Use of sold products |
thousand tons CO₂e（%） |
49.9(11) |
35.6(7) | 66.1(12) | ||
12 |
End-of-life treatment of sold products |
thousand tons CO₂e（%） |
1.4（0） |
1.8(0) | 1.6(0) | ||
13 |
Downstream leased assets |
thousand tons CO₂e（%） |
Not calculated |
||||
14 |
Franchises |
thousand tons CO₂e（%） |
Not calculated |
||||
15 |
Investments |
thousand tons CO₂e（%） |
Not calculated |
||||
Total |
thousand tons CO₂e（%） |
509.3 |
522.5 |
533.2 | |||
Energy consumption*2 |
Types |
Consumption of non-renewable fuel City gas |
thousand ㎥ |
348.7 |
238.4 | 196.0 | |
Consumption of non-renewable fuel LPG |
thousand kg |
15.4 |
14.0 | 12.7 | |||
Consumption of non-renewable fuel Gasoline |
kl |
3.2 |
295.0 | 278.4 | |||
Consumption of non-renewable fuel Heavy oil |
kl |
47.4 |
3.3 | 3.1 | |||
Consumption of non-renewable fuel Kerosene |
kl |
74.4 |
48.0 | 0.0 | |||
Consumption of non-renewable fuel Light oil |
kl |
6.7 |
0.1 | 0.2 | |||
Non-renewable electric power purchased |
thousand kWh |
62,852.0 |
57,594.4 | 45,128.0 | |||
Non-renewable energy (steam, thermal, cooling, other) purchased |
- |
0.0 |
0.0 | 0.0 | |||
Purchase amount of electricity generated from renewable energy |
thousand kWh | - | - | 6,744.6 | |||
Renewable energy (wind, solar, biomass, hydro, geothermal, etc.) generated |
thousand kWh |
12.0 |
10.0 | 12.0 | |||
Non-renewable energy (electric power, thermal/cooling power) sold |
- |
0.0 |
0.0 | 0.0 | |||
Water usage*1 |
Types |
Waterworks |
t |
147,896 |
147,871 | 108,504 | |
Industrial water |
t |
33,250 |
19,630 | 42,614 | |||
Fresh groundwater |
t |
11,841 |
9,899 | 9,703 | |||
Fresh surface water (rainwater) |
t |
0 |
0 | 0 | |||
Total |
t |
192,987 |
177,400 |
160,821 | |||
Change in water usage by business location |
Business centers |
Japan |
Head Office & Yokohama Business Center |
t |
16,579 |
7,759 | 8,506 |
Hachioji Business Center |
t |
17,304 |
15,251 | 15,804 | |||
Hakusan Business Center |
t |
5,726 |
5,404 | 6,023 | |||
Kurihama Business Center |
t |
13,001 |
11,820 | 15,019 | |||
Yokosuka Business Center |
t |
3,067 |
2,990 | 2,875 | |||
JVCKENWOOD Yamagata |
t |
3,147 |
3,327 | 3,594 | |||
JVCKENWOOD Nagano |
t |
3,720 |
6,419 | 5,641 | |||
JVCKENWOOD Nagaoka |
t |
10,460 |
10,139 | 10,167 | |||
JVCKENWOOD Creative Media |
t |
9,318 |
9,404 | 9,515 | |||
Victor Entertainment |
t |
3,115 |
2,852 | 2,653 | |||
JVCKENWOOD Video Tech |
t |
597 |
495 | 498 | |||
JVCKENWOOD Design |
t |
0 |
0 | 0 | |||
Malaysia |
JVCKENWOOD Electronics Malaysia Sdn. Bhd. |
t |
27,300 |
31,860 | 29,529 | ||
Thailand |
JVCKENWOOD Electronics (Thailand) Co., Ltd. |
t |
7,267 |
‐ | - | ||
JVCKENWOOD Optical Electronics (Thailand) Co., Ltd. |
t |
15,416 |
19,630 | 17,636 | |||
Indonesia |
PT JVCKENWOOD Electronics Indonesia |
t |
33,250 |
29,789 | 24,978 | ||
People’s Republic of China |
Shanghai Kenwood Electronics Co., Ltd. |
t |
21,977 |
18,535 | 8,383 | ||
Singapore |
JVCKENWOOD Technologies Singapore Pte. Ltd. |
t |
1,743 |
1,726 | - | ||
Total |
t |
192,987 |
177,400 |
160,821 | |||
Wastewater volume*1,3 |
Types |
Sewers |
t |
139,585 |
134,313 | 109,799 | |
Rivers |
t |
0 |
0 | 0 | |||
Others |
t |
31,059 |
29,789 | 29,529 | |||
Total |
t |
170,644 |
164,102 |
139,328 | |||
Total waste*1 |
Business centers |
Japan |
Head Office & Yokohama Business Center |
t |
270 |
316 | 306 |
Hachioji Business Center |
t |
65 |
77 | 74 | |||
Hakusan Business Center |
t |
36 |
82 | 50 | |||
Kurihama Business Center |
t |
86 |
172 | 223 | |||
Yokosuka Business Center |
t |
23 |
9 | 8 | |||
JVCKENWOOD Yamagata |
t |
20 |
21 | 98 | |||
JVCKENWOOD Nagano |
t |
129 |
376 | 410 | |||
JVCKENWOOD Nagaoka |
t |
96 |
142 | 144 | |||
JVCKENWOOD Creative Media |
t |
406 |
304 | 262 | |||
Victor Entertainment |
t |
31 |
33 | 40 | |||
JVCKENWOOD Video Tech |
t |
1 |
2 | 1 | |||
JVCKENWOOD Design |
t |
0 |
0 | 0 | |||
Other affiliate companies |
t |
- |
- | - | |||
Malaysia |
JVCKENWOOD Electronics Malaysia Sdn. Bhd. |
t |
56 |
63 | 55 | ||
Thailand |
JVCKENWOOD Electronics (Thailand) Co., Ltd. |
t |
62 |
- | - | ||
JVCKENWOOD Optical Electronics (Thailand) Co., Ltd. |
t |
63 |
57 | 57 | |||
Indonesia |
PT JVCKENWOOD Electronics Indonesia |
t |
110 |
128 | 83 | ||
People’s Republic of China |
Shanghai Kenwood Electronics Co., Ltd. |
t |
46 |
53 | 30 | ||
Singapore |
JVCKENWOOD Technologies Singapore Pte. Ltd. |
t |
0 |
49 | - | ||
Total |
t |
1,499 |
1,883 |
1,841 | |||
Recycling rates*1 |
Japan |
% |
99.7 |
99.9 | 99.9 | ||
Overseas |
% |
65.6 |
51.5 | 61.1 | |||
Global |
% |
92.0 |
90.9 |
95.2 | |||
*1 Refer to “CO₂ emissions by business centers”.
*2 All Group companies in Japan and certain overseas companies.
*3 For certain regions where we cannot monitor the wastewater volume, the volume of water use was calculated as the wastewater volume.
*4 The calculation criteria were reviewed and AC equipment that operates on a commercial power source was included in the calculation.
Society（S）
As of June 1, 2024
Categories |
Units |
FY2021 |
FY2022 |
FY2023 | Boundary |
||
|---|---|---|---|---|---|---|---|
Composition of employee*1 |
Number of employees | persons | 16,585 |
16,277 | 15,850 | Consolidated |
|
3,179 |
3,130 | 3,089 | Non-consolidated |
||||
Male |
persons |
- | 8,644 | 8,731 | Consolidated | ||
2,802 |
2,756 | 2,694 | Non-consolidated |
||||
Female |
persons |
- | 7,633 | 7,149 | Consolidated | ||
383 |
377 | 395 | Non-consolidated |
||||
Average age |
age |
50.3 |
50.9 | 50.9 | Non-consolidated |
||
Number of executives |
persons | 1,566 |
1,605 | 1,500 | Consolidated |
||
630 |
601 | 587 | Non-consolidated |
||||
Ratio of women in the board of directors |
% |
7.7 |
7.7 | 10.0 | Non-consolidated |
||
Ratio of employees with disabilities |
% | 2.5 |
2.6 | 2.7 | consolidated |
||
1.2 |
1.2 | 1.1 | Non-consolidated*2 |
||||
Number of temporary employees*3 |
persons | 2,053 |
963 | 856 | Consolidated |
||
0 |
0 | 0 | Non-consolidated |
||||
Number of dispatched employees |
persons | 454 |
549 | 542 | Domestic consolidated |
||
160 |
239 | 268 | Non-consolidated |
||||
Recruitment results |
Number of new graduate hires |
persons |
3 |
18 | 49 | Non-consolidated |
|
Male |
persons |
2 |
17 | 32 | Non-consolidated |
||
Female |
persons |
1 |
1 | 17 | Non-consolidated |
||
Number of new graduate hires with non-Japanese nationality |
persons |
0 |
0 | 0 | Non-consolidated |
||
Number of mid-career hires |
persons |
24 |
43 | 63 | Non-consolidated |
||
Male |
persons |
14 |
31 | 45 | Non-consolidated |
||
Female |
persons |
10 |
12 | 18 | Non-consolidated |
||
Number of mid-careers with non-Japanese nationality |
persons |
1 |
3 | 3 | Non-consolidated |
||
Number of turnovers |
persons |
124 |
124 | 145 | Non-consolidated |
||
| Voluntary turnover rate | % | 2.1 | 1.9 | 2.2 | Non-consolidated | ||
Work style |
Ratio of employees who have done telework |
％ |
46.4 |
44.3 | 42.9 | Non-consolidated |
|
Initiatives to support the development of skills & careers |
Managerial-class training |
Dispatch to outside training |
persons |
2 |
3 | 3 | Non-consolidated |
Tier-specific training |
New employee training: group training and e-learning |
persons |
3 |
18 | 49 | Non-consolidated |
|
Promotion requirements training: training for general employee of promotion candidates |
persons |
166 |
139 | 61 | Non-consolidated |
||
New manager training: training for persons newly promoted to managerial positions |
persons |
21 |
41 | 45 | Non-consolidated |
||
Career Development Program |
Career design training |
persons |
382 |
492 | 140 | Non-consolidated |
|
Number of career development support |
persons |
- |
61 | 360 | Non-consolidated |
||
| Total training time | hours | 30,506 | 36,191 | 77,262 | Non-consolidated | ||
| Training time per employee | hours | 9.35 | 11.31 | 24.44 | Non-consolidated | ||
| Total training expenses | thousand yen | 64,289 | 79,089 | 119,158 | Non-consolidated | ||
| Training expenses per employee | thousand yen | 19.7 | 24.71 | 37.70 | Non-consolidated | ||
Annual health Checkups and follow-ups |
Annual health checkups |
Checkup rate |
％ |
100 |
100 | 100 | Non-consolidated |
Percentage of potential problems |
％ |
70.3 |
71.3 | 73.3 | Non-consolidated*9 |
||
Percentage of blood glucose test findings |
％ |
17.2 |
13.5 | 15.0 | Non-consolidated*9 |
||
Percentage of blood pressure test findings |
％ |
20.3 |
16.0 | 16.7 | Non-consolidated*9 |
||
Percentage of blood lipid test findings |
％ |
37.1 |
32.7 | 31.4 | Non-consolidated*9 |
||
| Detailed examination rate | % | 72.5 | 82.6 | 96.1 | Non-consolidated | ||
Specified checkups |
Percentage of specific health consultation |
％ |
14.9 |
18.5 | 21.0 | Non-consolidated |
|
Percentage of non-Metabolic syndrome |
％ |
65.0 |
66.0 | 66.5 | Non-consolidated |
||
Gastroenterology checkup |
Gastric cancer screening |
％ |
- |
65.0 | 76.4 | Non-consolidated*10 |
|
Colorectal cancer screening |
％ |
- |
78.0 | 94.4 | Non-consolidated*10 |
||
Gynecology checkup |
Breast cancer screening |
％ |
- |
41.0 | 52.6 | Non-consolidated*10 |
|
Uterine cancer screening |
％ |
- |
33.0 | 41.8 | Non-consolidated*10 |
||
Sleep and rest*4 |
％ |
69.4 |
67.8 | 66.4 | Non-consolidated*11 |
||
Exercise habits*5 |
％ |
27.8 |
28.8 | 30.4 | Non-consolidated*11 |
||
Obesity rate*6 |
％ |
30.4 |
29.4 | 29.3 | Non-consolidated*11 |
||
Number of participants in walking events |
persons |
392 |
400 | 493 | Domestic consolidated*12 |
||
Stress assessment and workplace improvement |
Checkup rate of stress assessment
|
％ |
95.7 |
98.2 | 95.8 | Non-consolidated |
|
Percentage of employees under high-levels of stress by stress assessment |
％ |
10.9 |
9.8 | 10.1 | Non-consolidated |
||
Number of employees participating in workplace analysis feedback（For managers and officers） |
persons |
383 |
366 | 605 | Non-consolidated |
||
Mental health management |
Percentage of employees absent for 1 month or longer |
％ |
2.1 |
1.6 | 1.7 | Non-consolidated*11 |
|
Percentage of employees participating in supervisory support training |
％ |
96.3 |
94.9 | 82.8 | Non-consolidated |
||
| Health literacy | Ratio of participation in training on health issues specific to women | ％ | - | 87.9 | 84.3 | Non-consolidated | |
Smoking cessation and passive smoking prevention measures |
Smoking rate |
％ |
20.2 |
20.1 | 19.6 | Non-consolidated |
|
Overwork prevention measures |
Total actual hours worked per year |
hours |
1,893 |
1,890 | 1,873 | Non-consolidated |
|
Annual overtime working hours per employee |
hours |
177 |
193 | 197 | Non-consolidated |
||
Health and productivity management and work engagement |
Average years of service |
years |
- | 16.0 | 15.8 | consolidated | |
24.3 |
24.8 | 24.7 | Non-consolidated |
||||
Presenteeism*7 |
％ |
93.8 |
94.0 | 94.1 | Non-consolidated |
||
Work engagement*8 |
％ |
- |
58 | - | Non-consolidated |
||
Encouragement to obtain leave |
Annual paid leave |
Average number of days of annual paid leave obtained per employee |
days |
12.2 |
15.7 | 18.8 | Non-consolidated |
Male employees taking childcare leave, etc. |
Childcare leave and Shortened working hours for childcare and Child nursing care leave |
% |
- |
94 |
100 | Non-consolidated |
|
| Average number of male employees taking Childcare leave | Average number of days of Childcare leave and paid leave for childcare | persons |
- | 25 | 41 | Non-consolidated |
|
Childcare leave |
Leave that is available until the end of the April following the child's 1st birthday, or until the end of the month of the child's 2nd birthday |
persons |
20 |
6 | 20 | Non-consolidated |
|
Shortened working hours for childcare |
Option to shorten working hours by 2 hours per day in addition to statutory childcare time until the end of the March after the child's 12th birthday |
persons |
40 |
39 | 34 | Non-consolidated |
|
Child nursing care leave |
Up to 5 days (10 days if there is more than one eligible child) leave per year to provide nursing care to children up to the end of the March following the child's 12th birthday |
persons |
27 |
44 | 60 | Non-consolidated |
|
Nursing care leave |
Up to 1-year total leave per family member requiring nursing care for the period until the requirement is resolved |
persons |
0 |
0 | 0 | Non-consolidated |
|
Shortened working hours for nursing care |
Option to shorten working hours by up to 2 hours per day during the period until the requirement for nursing care is resolved |
persons |
2 |
2 | 1 | Non-consolidated |
|
Work-related accidents |
Frequency rate of lost time injuries*13 |
％ |
0.168 |
0.164 | 0.000 | Non-consolidated |
|
(Manufacturing industry) |
％ |
1.31 |
1.25 | 1.29 | - |
||
Severity rate of lost time injuries*14 |
％ |
0.002 |
0.003 | 0.000 | Non-consolidated |
||
(Manufacturing industry) |
％ |
0.06 |
0.08 | 0.08 | - |
||
Creating safe workplaces |
Number of employees who took the occupational safety and health training |
persons |
27 |
3,289 | 3,294 | Domestic consolidated |
|
Human rights initiatives |
Number of participants of human rights training |
persons |
3,271 |
2,916 | 3,403 | Domestic consolidated |
|
Labor-management dialogue |
Number of labor-management meetings |
times |
21 |
23 | 25 | Non-consolidated |
|
Diversity & inclusion |
Ratio of women's wages to men's wages | % | 77.9 | 80.3 | 80.8 | Non-consolidated | |
| Gender pay gap in theoretical annual salary at age 30 | % | - | 100.0 | 100.0 | Non-consolidated | ||
Appointing women in executive positions |
％ |
11.4 |
11.4 | 12.5 | Consolidated |
||
％ |
5.6 |
5.5 | 6.3 | Non-consolidated |
|||
Appointing mid-career employees to executive positions |
％ |
88.9 |
70.5 | 56.3 | Non-consolidated |
||
Number of foreign employees |
persons | 13,171 |
11,841 | 10,621 | Consolidated |
||
20 |
21 | 23 | Non-consolidated |
||||
Sustainable procurement |
Response rate from suppliers regarding the conflict minerals survey |
％ |
94 |
100 | 100 | Consolidated *15 |
|
Donations & social contribution activities |
Total contributions |
yen |
20,510,000 |
22,127,760 | 152,296,570 | Consolidated |
|
*1 At the end of each fiscal year.
*2 Five production sites outside Japan.
*3 The number of temporary employees includes part-time employees and excludes dispatched employees.
*4 Percentage of employees who answered "yes" to the question "I am well rested from sleep”.
*5 Percentage of employees who answered "yes" to the question "I do exercise that causes sweating for 30 minutes or more per session, at least 2 days a week, for at least 1 year".
*6 Percentage of employees with BMI 25 or higher, the standard set by the Japan Obesity Society.
*7 Results from the Work Limitations Questionnaire-Japanese (WLQ-J), a tool to measure presenteeism
*8 Percentage of people providing favorable responses in questions related to engagement in the employee survey.
*9 Including employees seconded overseas.
*10 Includes JVCKENWOOD’s dependents + those seconded from JVCKENWOOD Corporation overseas who have received a complete medical checkup in Japan + dependents.
*11 Including employees seconded from JVCKENWOOD Corporation.
*12 Excludes contingent employees.
*13 Frequency rate of accidents, which is calculated using the following formula: number of casualties due to occupational accidents / total actual working hours x1,000,000. Note that the “number of casualties” here only means the number of occupational casualties where people in case absent from work for one or more days and lost a body part or a bodily function due to the accident.
*14 Severity rate of accidents, which is calculated using the following formula: total lost-work days / total actual working hours x1,000.
*15 JVCKENWOOD Corporation, JVCKENWOOD Public & Industrial Systems Corporation and JVCKENWOOD products manufacturing companies in Japan and overseas.
Governance（G）
Categories |
Units |
FY2021 |
FY2022 |
FY2023 | Boundary |
|
|---|---|---|---|---|---|---|
Organizational Structure |
- |
Company with auditors |
Non-consolidated |
|||
Headcount composition*1 |
Number of Directors |
persons |
9 |
9 |
9 | Non-consolidated |
Number of Audit & Supervisory Board Members |
persons |
4 |
4 |
4 | Non-consolidated |
|
Number of External Officers |
persons |
6 |
6 |
7 | Non-consolidated |
|
Number of External Directors |
persons |
3 |
3 |
4 | Non-consolidated |
|
Number of External Directors appointed as Independent Directors |
persons |
3 |
3 |
4 | Non-consolidated |
|
Number of External Audit & Supervisory Board Members |
Persons |
3 |
3 |
3 | Non-consolidated |
|
Number of External Audit & Supervisory Board Members appointed as Independent Officerss |
persons |
3 |
3 |
3 | Non-consolidated |
|
Number of meetings held |
Board of Directors |
times |
14 |
15 |
14 | Non-consolidated |
Audit & Supervisory Board |
times |
14 |
14 |
14 | Non-consolidated |
|
Nomination and Remuneration Advisory Committee |
times |
16 |
9 |
14 | Non-consolidated |
|
Executive Committee |
times |
14 |
14 |
17 | Non-consolidated |
|
Attendance rate |
Board of Directors |
％ |
99.5 |
100 |
99.0 | Non-consolidated |
Audit & Supervisory Board |
％ |
100 |
100 |
100 | Non-consolidated |
|
Nomination and Compensation Advisory Committee |
％ |
99 |
100*2 |
97 | Non-consolidated |
|
Term of office |
Director |
years |
1 |
Non-consolidated |
||
Audit & Supervisory Board Members |
years |
4 |
Non-consolidated |
|||
Adoption of anti-takeover measures |
- |
None |
None |
None | - |
|
| Corporate Officer Remuneration | Directors (excluding External Directors) | Millions of yen | 273 | 269 | 279 | Non-consolidated |
| Audit & Supervisory Board Members (external Audit & Supervisory Board Members) | Millions of yen | 27 | 21 | 21 | Non-consolidated | |
| External Corporate Officer | Millions of yen | 66 | 66 | 74 | Non-consolidated | |
| Total | Millions of yen | 367 | 357 | 376 | Non-consolidated | |
*1 The number of persons in each fiscal year is the number of persons after the conclusion of the annual general meeting of shareholders held during the fiscal year (late June every year).
*2 From the viewpoint of preventing conflict of interests, the CEO, who is a member of the Nomination and Remuneration Advisory Committee, is absent from meetings where the CEO's own nomination and remuneration are discussed. Such absences are deducted when calculating the attendance rate above.
